Richard (Dick) Waite is a successful independent consultant and trainer.

Long career at senior managerial level within healthcare and local authority regulation.

Experienced at working with clinical leaders, managers, patients’ representatives and politicians at national levels, in addition to other regulators and government departments.

Good at translating policy into practice, seeking to understand the strategic vision of ministers, chairs and board members and then designing and implementing practical working systems.

I always start with the questions “how will this affect patients, how will what we do improve care?”  I do not have a clinical background, but by working closely with many clinicians over the years, and having been both a manager and a patient myself, I can help bridge the gaps between how patients, clinicians and managers think.

Keen to take on new challenges - eg, I led the development of the new healthcare associated infection (HCAI) national registration system for the NHS, on behalf of the Care Quality Commission; I wrote first drafts of the Strategic and Business Plans for the newly-formed Healthcare Quality Improvement Partnership (HQIP); I joined the transition team that set up the Healthcare Commission. I helped to establish the National Institute for Clinical Outcomes Research.

Known for disentangling difficult issues, with a track record of taking on complex topics, and managing and coordinating teams to produce high quality outputs to tight timescales (eg, HCAI registration system, value-for money national reports for the Audit Commission, inspection guides).

Managed a major programme with an annual budget of £5.5 million (the National Clinical Audit and Patients’ Outcomes Programme), delivering quality outcomes within budget each year.

Experienced in directly managing staff, but also at moulding ‘matrix’ teams that involve colleagues from other departments and clinicians on placement or secondment. I am familiar with using appraisal systems to ensure that everyone is clear about what needs to be achieved. I believe that the teams I lead pull together well and deliver high quality work to time and cost.

 

 

HCAI Registration Project Lead (2008-2009):  I led the design and development of the Care Quality Commission’s new HCAI registration system for the NHS. From a standing start in June 2008, I quickly identified how the new regulator could meet the requirements of the new 2008 Health Act, setting out the options and agreeing design plans with the new regulator’s Chair and Chief Executive and senior DH staff. I drew up the published guidance for trusts, and secured the necessary commitment of team members and resources from within the Healthcare Commission and from CQC. To ensure success I needed to build a team via matrix working across directorates and between different organisations. Each work stream was in turn led by extremely capable and committed colleagues. A real ‘can do’ spirit prevailed and delivery of all project phases was achieved against very challenging timescales. The IT solution went live in January 2009, and all trusts submitted applications by the deadline of 6 February. The register was published on 3 April 2009. Key responsibilities:

National Clinical Audit and Patients’ Outcomes Lead (2004-2008):  I was appointed by the Healthcare Commission to manage the national clinical audit programme. Inherited challenges included a backlog of unresolved contractual issues, delayed starts and failure to deliver. I devised a recovery plan that produced a governance framework and business processes designed to provide good value for the public money spent. The programme kept within its budget each year, growing in size to £5.5m and becoming better balanced across the different areas of patient care, reflecting consultation about priorities with the National Clinical Directors (the ‘tsars’) and the Welsh Assembly Government. The audits – managed via contracts placed with the medical and nursing royal colleges - became one of the major ways in which the Healthcare Commission engaged with national clinical organisations and frontline staff. Our quality assurance processes helped the outputs from the audits become more consistent, with more focus on achieving tangible improvements for patients. Key responsibilities:

Transition consultant (2004):  In 2004 I was appointed as part of the Transition Team developing the Healthcare Commission. I led a project to identify clinical peer review schemes, and consulted on how the findings from such schemes might be used in the new regulator’s assessments. The skills needed included intelligence gathering, the ability to engage with and interpret the views of many different stakeholders at the most senior levels, analyse and present data, and the ability to produce recommendations to devise a workable solution. Key responsibilities:

Senior Manager Audit Commission (1994-2004):  Managing a small team, we produced national reports and local audit guides for the inspection of NHS services. Outside of healthcare, I led a team examining PFI in schools. We put special emphasis on promoting improvement via the use of plain language in the reports, and providing different types of presentation for different audiences (clinicians, managers, patients and the public, trust boards). These studies involved delivering high quality outputs that received considerable media interest. I am used to presenting results on radio, national television and large conferences. The studies were conducted in a challenging environment, requiring fast delivery of high quality research and involving a wide range of stakeholders including patients and their representatives, MPs, the DH, and local trust staff of all kinds from the Chief Executive and Board members to front line clinicians and managers. Most of these studies included the production of a local audit guide. Our national and local recommendations faced intense scrutiny from the DH and services – often challenging and initially unpopular, they needed to be credible and workable from all angles. Team leader, project manager and lead national report author for these national VFM studies:

Manager, District Audit Service (1991-1993):  In 1990 the Audit Commission was given responsibility for the external audit of health authorities and trusts, and began recruiting suitable specialists to carry out local value for money (VFM) reviews. Audits producing reports and action plans presented to clinical heads and chief executives across the south west included:

Research Fellow/Team Leader (1985-1990):  I worked in a self-financing charitable company, based within the University of Sussex. At the Institute of Manpower Studies (now the Institute for Employment Studies) I won funding from a range of different sources, including government departments, research councils, health authorities and trusts. We also undertook work for some of the ‘blue chip’ private sector companies, including labour market analyses and employment strategies appropriate in the light of school leaver projections.

 

 

 

I am computer literate, including use of the main statistical packages (eg, SPSS), the Windows environment, use of common business software (eg, Word, Excel, PowerPoint). I have carried out both quantitative and qualitative research (using NVivo for analysis), taught experimental design and statistics to students and acted as a source of advice to colleagues.

Prince 2 trained.

Educated to PhD level in psychology/behavioural ecology.

 

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Ever since my academic days I have been involved in natural history and conservation work. I am a Board member of the Devon Wildlife Trust. I have volunteered at a local National Trust garden and forestry yard and recently gained a Royal Horticultural Society certificate.  I have been an organic gardener since student days, and grow nearly all of my family’s fruit and vegetables (and make our own cider...). I chaired the food production group within my village’s Transition Project.

 

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Detailed CV