Welcome to the Stakeholder Event for the acquisition of. NHS Trust. Dr Neil Goodwin, Interim Chief Executive
|
|
- Brendan Black
- 6 years ago
- Views:
Transcription
1 Welcome to the Stakeholder Event for the acquisition of North Cumbria University Hospitals NHS Trust Dr Neil Goodwin, Interim Chief Executive
2 Today s programme 08:30 09:00 Tea/Coffee and Stakeholder Registration 09:00 09:30 Welcome and briefing from the Chair 09: Northumbria Healthcare NHS Foundation Trust 11:00 11:15 Break 11:15 12:45 A Partnership with Newcastle in Cumbria Cumbria Partnership NHS Foundation Trust & The Newcastle upon Tyne Hospitals NHS Foundation Trust 12: Summary and Close Lunch
3 Strategic vision We will deliver clinically sustainable and high quality acute services from two hospitals in North Cumbria by becoming part of an existing Foundation Trust which delivers high quality safe patient care, and is financially strong. Together we will develop an organisational approach and critical mass which will enhance access to acute healthcare for all patients across our catchment areas by combining the synergies of our clinical services and teams, developing high quality innovate service models and new integrated patient pathways.
4 Strategic aims Rural service provision Specialist Services Collaborative Approach Cultural Fit Training and Education Quality Performance FT Track Record
5 The best option for people in north Cumbria Stakeholder views October Financial and non-financial evaluation of options July- October Trust Board Meeting with FTs November Identify which FT(s) should proceed to formal ITT
6 Timescales November Trust Board decision on FT(s) proceeding to ITT February Trust Board decision on preferred FT March negotiations on transitional support March negotiations on transitional support April recommendation to SHA and DH Cooperation and Competition Panel Approval by Monitor Secretary of State approval of Business Case Estimated handover of Trust September 2012
7
8 Moving Forward with North Cumbria University Hospitals NHS Trust Jim Mackey Chief Executive
9
10 Why do we want to do this? Public service ethos Common challenges Unified goal better and stronger as one: Greater scale Preventing centralisation creep Sharing best practice Reputation gain a new business concept Enhanced recruitment & retention
11 The skills we have gained over the years Similar geographical challenges We ve been through tough times financially Primary care and secondary care working Clinical leadership Track record in integrated care Experience of extensive change management Evidence of finding innovative solutions Track record of successful staff and public engagement Financial and performance strength Delivery of high quality teaching and education
12 Why Us? Culture & organisational ways of working Strong inclusive organisational culture and renowned for partnership working Commitment to patient decision-making and experience Mature, equal relationship with commissioners Exceptional clinical relationships across primary and secondary care Excellent working relationships with primary care, Local Authority and other stakeholders Unique member & governor model
13 Why us? High performing NHS Foundation Trust Excellent reputation for delivery of first rate care Highly experienced and innovative rural care provider Understanding of multi-site challenges and access issues Experienced integrated health (and social care) provider Track record in building confidence in the Trust Experienced in managing significant transactions National reputation in developing and delivering strong clinical and managerial leadership across the system Excellent levels of patient and staff satisfaction Acclaimed teaching and training First rate financial and clinical governance
14 What would we bring? For patients: Removal of the cloud of financial, regulatory, performance troubles from North Cumbrian hospitals Improved confidence in local secondary care Focus on improvement not just survival Secured/enhanced local services including specialist care Realisation of clinical ambition of very best in class Continually improved service quality and patient experience and satisfaction For staff: Removal of the cloud of financial, regulatory, performance troubles from North Cumbrian hospitals Thus, freeing up staff to focus energies on improving care Improved confidence in themselves and their organisation Enhanced retention and recruitment, personal and professional development and satisfaction For the organisation: Being part of an experienced and credible FT with a proven track record Tackling as one organisation current and future challenges Being part of an organisation which demonstrates national leadership in patients experience and data quality Enhancing quality systems, leadership model and business style Benefit of FT flexibilities Increasing insight into staff and patient views on improving care For the public, partners and others: Secure local employment Work for/with a Trust with a strong sense of sustainable development within communities served Ability to build confidence with politicians, regulators and other partners to be able to move forward without distraction Help for partners work together to drive forward care provision and integration Mature, robust relationships with primary care/commissioners
15 Our clinical model Philosophical commitment to integrated care One of three national Kaiser beacon sites and lots of learning over last 10 years Enabling care to be provided as close to home as possible through domiciliary and multi-site provision Focus on self-management, care planning and maintaining quality of life and independence Measuring patient experience as a fundamental marker of quality in all that we do
16 Specialist services Broadening our collective portfolio for mutual benefit Larger teams, enabling greater flexibility and development of sub- specialty expertise Maximising delivery in wide range of local settings Facilitating early repatriation and seamless care transfer from tertiary providers
17 How would we make it happen? Moving forward together Understanding the issues fully (with the facts) Jointly understood, developed and delivered solutions Clinical engagement Public and staff engagement New governance and engagement model Strengthened and visible leadership Focus on delivery
18 How would we make it happen? Visible Leadership and Management Chief Executive and key personnel presence Immediate clinical and managerial alignment and the right senior management system Agree balance between devolution and corporate decision-making Embark on the right Organisational Development plan Establishing clear effective mechanisms with GPs/commissioners Start on governor, member and public engagement
19 How would we make it happen? Clinical services Implement the clinical model principles Defining, agreeing and supporting delivery of standards for locally based teams, sharing of best practice, and robust clinical leadership Use economies of scale and critical mass efficiencies to improve/increase care Improve opportunities for staff through rotation, secondment, peer support, new roles Harnessing synergies from collaboration on service innovation, e- health systems, education & training, sharing ideas
20 How would we make it happen? Corporate services Plug-and-play approach Streamlining and standardisation of delivery including use of electronic single systems where possible Local services conform to single standards Wide-ranging communications and engagement programme comprehensive brand strategy
21 Managing the Risks Money & clinical sustainability Politics Relationships Confidence Time
22 Our commitment We do not under-estimate the size of the undertaking but we believe this is the best option for patients: We can resolve the financial and performance issues It will secure stable, high quality services for North Cumbria in the long-term Improvement of care and experience of patients will be our primary focus Together, our two organisations can become one single, competitive NHS Foundation Trust delivering leading edge rural and other health services across North of England
23
24
25 Sustainable healthcare Partnership with Newcastle in Cumbria October 2011 Stephen Dalton and Sir Leonard Fenwick
26 Our vision for North Cumbria Integrated healthcare Patient centred Local communities Once in a generation opportunity..
27 Existing commitment to North Cumbria High performing organisations A real stake in success for our community Already provide 400 beds in Cumbria and employ 4000 staff Why we want to do this
28 Local members supporting our local services Cumbrian people governing our services NHS services embedded in local communities Its all about local communities
29 The North & West Cumbria Hospitals Group
30 Delivering our vision Cumbria Partnership North and West Hospitals Group Newcastle Hospitals
31 Run in Cumbria, by Cumbria, for Cumbria All decisions taken locally Newcastle providing specialist support, underpinning local clinical expertise Faculty of Medical Sciences alignment Single focus for commissioners Lining up financial incentives Accountable to local communities Delivering our vision
32 Better patient pathways, less travel, more care in Cumbria Already deeply involved in Cumbrian healthcare An outstanding range of specialists, involving a more comprehensive offer than any other provider One of the strongest research programmes in the UK, access for Cumbrians to world class pioneering research Amongst the strongest performing teaching/tertiary FT s in the country National leader in areas of distinct interest to Cumbria i.e. Ageing; Cancer Care; Heart & Lung What do Newcastle bring?
33 A joined up local health service Experience of providing services in Cumbria A real say for local people and local staff We can make it happen Why us?
34 Integration can start immediately 3 year programme Taking people with us on the journey Investing in the long term A realistic ambition
35 Flexibility of 8000 jobs in Cumbria Newcastle bring fantastic opportunities for career development Staff will be working in a joined up health service Benefits for staff
36 New hospital for West Cumbria We deliver new buildings on time, on budget Community Acute Specialist networking West Cumberland we will deliver
37 It s the right thing to do We believe in a Cumbrian solution first and foremost not a bolt on We know services are good (in some cases very good) and we will build on this Sustainable, safe services and an exciting future Together we will tackle the problems we all share Why we want to do this
38
39 Summary 2 presentations Q&A session Visit the web site Next Steps.. Share information with your interest group Summarise your interest group s views Submit feedback to Trust by 19 October Stakeholder report presented to Trust Board
40 Please submit feedback to. Caroline Griffiths The Cumberland Infirmary Newtown Road Carlisle Cumbria CA2 7HY
41 Thank you for supporting the Stakeholder Event
North Cumbria University Hospitals NHS Trust Proposed Acquisition by a Foundation Trust. Stakeholder Event Wednesday, 12 October 2011
North Cumbria University Hospitals NHS Trust Proposed Acquisition by a Foundation Trust Stakeholder Event Wednesday, 12 October 2011 Stakeholder and Foundation Trust Briefing Information 1 1. Contents
More informationTHE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST EXECUTIVE REPORT - CURRENT ISSUES
THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST EXECUTIVE REPORT - CURRENT ISSUES Agenda item A4(i) 1. Executive Team Particular attention is drawn to: i) Executive arrangements during the period
More informationGuy s and St. Thomas Healthcare Alliance. Five-year strategy
Guy s and St. Thomas Healthcare Alliance Five-year strategy 2018-2023 Contents Contents... 2 Strategic context... 3 The current environment... 3 National response... 3 The Guy s and St Thomas Healthcare
More informationVanguard Programme: Acute Care Collaboration Value Proposition
Vanguard Programme: Acute Care Collaboration Value Proposition 2015-16 November 2015 Version: 1 30 November 2015 ACC Vanguard: Moorfields Eye Hospital Value Proposition 1 Contents Section Page Section
More informationNorthumberland, Tyne and Wear, and North Durham Draft Sustainability and Transformation Plan A summary
Northumberland, Tyne and Wear, and North Durham Draft Sustainability and Transformation Plan A summary This summary has been prepared to aid understanding of the draft STP technical submission. Copies
More informationYorkshire and Humber Integrated Urgent Care: Service Development and Procurement
Yorkshire and Humber Integrated Urgent Care: Service Development and Procurement NHS Hull Clinical Commissioning Group Governing Body Meeting 23 rd March 2018 1. Purpose Integrated Urgent Care (IUC) is
More informationCommittee of Public Accounts
Written evidence from the NHS Confederation AMBULANCE SERVICE NETWORK/NATIONAL AMBULANCE COMMISSIONING GROUP KEY LINES ON FUTURE MODELS FOR AMBULANCE SERVICE COMMISSIONING Executive Summary Equity and
More informationGOVERNING BODY MEETING in Public 27 September 2017 Agenda Item 5.2
GOVERNING BODY MEETING in Public 27 September 2017 Paper Title Report Author Neil Evans Turnaround Director Referral Management s Contributors John Griffiths Date report submitted 20 September 2017 Dean
More informationSupporting all NHS Trusts to achieve NHS Foundation Trust status by April Ipswich Hospital NHS Trust NHS East of England Department of Health
TFA document Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014 Tripartite Formal Agreement between: Ipswich Hospital NHS Trust NHS East of England Department of Health Introduction
More informationMeeting in Common of the Boards of NHS England and NHS Improvement. 1. This paper updates the NHS England and NHS Improvement Boards on:
NHS Improvement and NHS England Meeting in Common of the Boards of NHS England and NHS Improvement Meeting Date: Thursday 24 May 2018 Agenda item: 03 Report by: Matthew Swindells, National Director: Operations
More informationResponse to recommendations made in the Independent review into Liverpool Community Health NHS Trust
To: The Board For meeting on: 22 March 2018 Agenda item: 8 Report by: Ian Dalton, Chief Executive Officer Report on: Response to recommendations made in the Independent review into Liverpool Community
More informationJOB DESCRIPTION JOB DESCRIPTION
JOB DESCRIPTION JOB DESCRIPTION Medical Director GOSH Profile Great Ormond Street Hospital for Children NHS Foundation Trust (GOSH) is a national centre of excellence in the provision of specialist children's
More information2017/ /19. Summary Operational Plan
2017/18 2018/19 Summary Operational Plan Introduction This is the summary Operational Plan for Central Manchester University Hospitals NHS Foundation Trust (CMFT) for 2017/18 2018/19. It sets out how we
More informationAintree University Hospital NHS Foundation Trust Corporate Strategy
Aintree University Hospital NHS Foundation Trust Corporate Strategy 2015 2020 Aintree University Hospital NHS Foundation Trust 1 SECTION ONE: BACKGROUND AND CONTEXT 1 Introduction Aintree University Hospital
More informationMemorandum of Understanding between Screen Scotland Partners
Memorandum of Understanding between Screen Scotland Partners Purpose The purpose of this Memorandum of Understanding (MOU) is to formalise the partnership in which Creative Scotland, Scottish Enterprise,
More informationTRUST BOARD / JUNE 2013 PROPOSAL FOR UNIVERSITY STATUS
def TRUST BOARD / JUNE 2013 PROPOSAL FOR UNIVERSITY STATUS Agenda Item: 9a PURPOSE Informally by the East and North Hertfordshire NHS Trust Chief Executive PREVIOUSLY CONSIDERED BY Objective(s) to which
More informationNIHR Funding Opportunities
NIHR Funding Opportunities David King Newcastle 12 th May, 2008 Consultation 2005 New Government Strategy 2006 Best for Best Health Vision To create a health research system in which the NHS: supports
More informationDriving innovation and improvement by working together
9175 Acute care brochure.qxp_layout 1 06/09/2016 11:06 Page 1 Driving innovation and improvement by working together 9175 Acute care brochure.qxp_layout 1 06/09/2016 11:06 Page 2 About Northumbria Foundation
More informationEquality and Health Inequalities Strategy
Equality and Health Inequalities Strategy 1 Schematic of the Equality and Health Inequality Strategy Improving Lives: People and Patients Listening and Learning Gaining Knowledge Making the System Work
More informationFiona Allsop, Chief Nurse Des Holden, Medical Director Sally Brittain, Deputy Chief Nurse Des Holden, Medical Director
TRUST BOARD IN PUBLIC REPORT TITLE: EXECUTIVE SPONSOR: REPORT AUTHOR (s): REPORT DISCUSSED PREVIOUSLY: (name of sub-committee/group & date) Action Required: Date: 29 th January 2015 Agenda Item: 2.2 Chief
More informationTHE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST EXECUTIVE REPORT - CURRENT ISSUES
Agenda item A4(i) THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST EXECUTIVE REPORT - CURRENT ISSUES 1. Executive Team Particular attention is drawn to: i) Half year trading positions with actions
More informationRecruitment pack Head of Grants
Recruitment pack Head of Grants Contents How to apply Welcome from the Director, Biomedical Grants and Policy The Academy Grants and career development support at the Academy The Post The Person The Offer
More informationKathy McLean, Executive Medical Director and Chief Operating Officer
To: The Board For meeting on: 24 May 2018 Agenda item: 6 Report by: Kathy McLean, Executive Medical Director and Chief Operating Officer Report on: Update on actions taken in response to Independent review
More informationNorthumberland, Tyne and Wear Sustainability and Transformation Plan (NTW STP)
Northumberland, Tyne and Wear Sustainability and Transformation Plan (NTW STP) The Northumberland Tyne and Wear STP footprint is a new collaboration covering a total population of 1.5 million residents
More informationDelegated Commissioning Updated following latest NHS England Guidance
Delegated Commissioning Updated following latest NHS England Guidance 13th August 2015 Croydon, Kingston, Merton, Richmond, Sutton and Wandsworth NHS Clinical Commissioning Groups and NHS England (Direct
More informationEMBEDDING A PATIENT SAFETY CULTURE
EMBEDDING A PATIENT SAFETY CULTURE October 2011 Robert J. Bell The NHS (2005) DEPARTMENT OF HEALTH STRATEGIC HEALTH AUTHORITIES PRIMARY CARE TRUSTS ACUTE CARE TRUSTS Manage and integrate primary care for
More informationProviding specialist emergency care in Northumbria
service redesign case study March 2013 No. 4 Providing specialist emergency care in Key points Evidence suggests that more centralised, seven-day working offers opportunities to improve care pathways and
More informationBOLTON NHS FOUNDATION TRUST. expansion and upgrade of women s and children s units was completed in 2011.
September 2013 BOLTON NHS FOUNDATION TRUST Strategic Direction 2013/14 2018/19 A SUMMARY Introduction Bolton NHS Foundation Trust was formed in 2011 when hospital services merged with the community services
More informationKnowledge for healthcare: A briefing on the development framework
Developing people for health and healthcare Knowledge for healthcare: A briefing on the development framework for NHS library and knowledge services in England 2015-2020 Library and Knowledge Services
More informationQuality Accounts: Corroborative Statements from Commissioning Groups. Nottingham NHS Treatment Centre - Corroborative Statement
Quality Accounts: Corroborative Statements from Commissioning Groups Quality Accounts are annual reports to the public from providers of NHS healthcare about the quality of services they deliver. The primary
More informationSupporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014
TFA document Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014 Tripartite Formal Agreement between: Hertfordshire Community NHS Trust NHS East of England Department of Health
More informationNHS Cumbria CCG Transforming Care Programme Learning Disabilities
NHS Cumbria CCG Governing Body Agenda Item 07 December 2016 8 NHS Cumbria CCG Transforming Care Programme Learning Disabilities Purpose of the Report To update the Governing Body on local progress with
More informationWest North & East Cumbria
West North & East Cumbria Sustainability and Transformation Plan 2016-2021 Organisations within footprints: Cumbria Clinical Commissioning Group (CCG) whole county Cumbria County Council whole county Cumbria
More informationPersonalised Health and Care 2020: Next steps
Personalised Health and Care 2020: Next steps Paul Rice PhD Head of Technology Strategy NHS England www.england.nhs.uk Better use of data and technology has the power to improve health, transforming
More information21 March NHS Providers ON THE DAY BRIEFING Page 1
21 March 2018 NHS Providers ON THE DAY BRIEFING Page 1 2016-17 (Revised) 2017-18 (Revised) 2018-19 2019-20 (Indicative budget) 2020-21 (Indicative budget) Total revenue budget ( m) 106,528 110,002 114,269
More informationVertical integration: who should join up primary and secondary care?
Vertical integration: who should join up primary and secondary care? Summary of ippr seminar 27 th February, 2006 A discussion note by ippr was distributed to participants, along with Monitor s paper on
More informationThe Cumbria Local Health Economy Strategic Plan
The Cumbria Local Health Economy Strategic Plan 2014-2019 Executive Summary Executive Summary 1 Status of this Document This document sets out the collective five year plan for the Cumbria Local Health
More informationNorth East MIG implementation Maria Williams, Business Development Manager, Healthcare Gateway
Connecting you to real-time patient data from any care setting North East MIG implementation Maria Williams, Business Development Manager, Healthcare Gateway North East MIG implementation Background /
More informationShaping the future CQC s strategy for 2016 to 2021
Shaping the future CQC s strategy for 2016 to 2021 CQC is the independent regulator of health and adult social care in England. We make sure health and social care services provide people with safe, effective,
More informationSouth Yorkshire and Bassetlaw Accountable Care System Chief Executives
South Yorkshire and Bassetlaw Accountable Care System PMO Office: 722 Prince of Wales Road Sheffield S9 4EU 0114 305 4487 23 June 2017 Letter to: South Yorkshire and Bassetlaw Accountable Care System Chief
More informationOur NHS, our future. This Briefing outlines the main points of the report. Introduction
the voice of NHS leadership briefing OCTOBER 2007 ISSUE 150 Our NHS, our future Lord Darzi s NHS next stage review, interim report Key points The interim report sets out a vision of an NHS that is fair,
More informationPatient Experience & Engagement Strategy Listen & Learn
Patient Experience & Engagement Strategy 2017 2022 Listen & Learn This Strategy is divided into three sections: Section 1: Strategy Section 2: Objectives and Action Plan for 17-18 Section 3: Appendices
More informationNHS Right Care expanding the approach in the context of delivering the Five Year Forward View
NHS Right Care expanding the approach in the context of delivering the Five Year Forward View Background 1. NHS Right Care originated as part of the QIPP programme within the Department of Health in 2009.
More informationDirect Commissioning Assurance Framework. England
Direct Commissioning Assurance Framework England NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning Development Finance Human Resources
More informationQuality Strategy. CCG Executive, Quality Safety and Risk Committee Approved by Date Issued July Head of Clinical Quality & Patient Safety
Quality Strategy Document Document Status Equality Impact Assessment Draft None Document Ratified/ CCG Executive, Quality Safety and Risk Committee Approved by Date Issued July 2016 Review Date September
More informationEnglish devolution deals
Report by the Comptroller and Auditor General Department for Communities and Local Government and HM Treasury English devolution deals HC 948 SESSION 2015-16 20 APRIL 2016 4 Key facts English devolution
More informationStaffordshire and Stoke on Trent Partnership NHS Trust. Operational Plan
Staffordshire and Stoke on Trent Partnership NHS Trust Operational Plan 2016-17 Contents Introducing Staffordshire and Stoke on Trent Partnership NHS Trust... 3 The vision of the health and care system...
More informationTRUST BOARD TB(16) 44. Summary of Lord Carter recommendations Operational productivity and performance in English acute hospitals
TRUST BOARD TB(16) 44 Title: Action: Meeting: Summary of Lord Carter recommendations Operational productivity and performance in English acute hospitals FOR NOTING Date of meeting Purpose: The purpose
More informationSouth Yorkshire & Bassetlaw Health and Care Working Together Partnership
South Yorkshire & Bassetlaw Health and Care Working Together Partnership Memorandum of Understanding Agreement Final Draft June 2017 1 Title Drafting coordinator Target Audience Version V 0.3 Memorandum
More informationResearch and Evidence Strategy for Clinical Commissioning Groups Newcastle Gateshead CCG. NHS Official. Page 1 of 14 Version 1
NHS Official Research and Evidence Strategy for Clinical Commissioning Groups 2016-2021 Newcastle Gateshead CCG Page 1 of 14 Version 1 NHS Official Contents Page 1. Purpose and Aim 3 2. Why research is
More informationsc brochure 2018 final version.indd 1 03/11/ :20:34
sc brochure 2018 final version.indd 1 03/11/2017 16:20:34 Science. Central to your future. 2 November 2017 sc brochure 2018 final version.indd 2 03/11/2017 16:20:43 Newcastle Science Central is the UK
More informationPlymouth. Local system review report. Background and scope of the local system review. The review team. Health and Wellbeing Board
Plymouth Local system review report Health and Wellbeing Board Date of review: 4-8 December 2017 Background and scope of the local system review This review has been carried out following a request from
More informationFT Keogh Plans. Medway NHS Foundation Trust
FT Keogh Plans Medway NHS Foundation Trust July 2014 KEY Delivered On Track to deliver Some issues narrative disclosure Not on track to deliver Medway - Our improvement plan & our progress What are we
More informationgrampian clinical strategy
healthfit caring listening improving consultation grampian clinical strategy 2016 to 2021 1 summary version NHS Grampian Clinical Strategy 2016 to 2021 Purpose and aims 5 Partnership working and the changing
More informationUtilisation Management
Utilisation Management The Utilisation Management team has developed a reputation over a number of years as an authentic and clinically credible support team assisting providers and commissioners in generating
More informationThe Integrated Support and Assurance Process (ISAP): guidance on assuring novel and complex contracts
The Integrated Support and Assurance Process (ISAP): guidance on assuring novel and complex contracts Part A: Introduction Published by NHS England and NHS Improvement August 2017 First published: Friday
More informationNHS Services, Seven Days a Week
NHS Services, Seven Days a Week Simon Bennett Cardiovascular Care Partnership Wednesday 4th June 2014, Manchester NHS England AGM: September 2013 Seven day NHS services is fundamentally about quality and
More informationDRAFT BUSINESS PLAN AND CORPORATE OBJECTIVES 2017/8
DRAFT BUSINESS PLAN AND CORPORATE OBJECTIVES 2017/8 West London Clinical Commissioning Group This document sets out a clear set of plans and priorities for 2017/18 reflecting West London CCGs ambition
More informationEXECUTIVE MEDICAL DIRECTOR JOB DESCRIPTION. Medical Education Leads Clinical Directors (professional leadership) Director of Clinical Audit
EXECUTIVE MEDICAL DIRECTOR JOB DESCRIPTION Job Title: Accountable to: Responsible for: Executive Medical Director Chief Executive Director of Research & Development Medical Education Leads Clinical Directors
More informationPartnership Agreement between NHS Trust Development Authority and Care Quality Commission
Partnership Agreement between NHS Trust Development Authority and Care Quality Commission June 2013 Joint Statement Through this partnership agreement we commit the Care Quality Commission (CQC) and the
More informationLIBERATING THE NHS: COMMISSIONING FOR PATIENTS. The Royal College of Obstetricians and Gynaecologists:
Direct telephone: +44 (0) 20 7772 6369 Direct facsimile: +44 (0) 20 7772 6232 Email: cdhillon@rcog.org.uk 8 October 2010 LIBERATING THE NHS: COMMISSIONING FOR PATIENTS Key Points The Royal College of Obstetricians
More informationgrampian clinical strategy
healthfit caring listening improving grampian clinical strategy 2016 to 2021 1 summary version For full version of the Grampian Clinical Strategy, please go to www.nhsgrampian.org/clinicalstrategy Document
More informationStakeholder engagement meetings
Stakeholder engagement meetings September 2016 1 Contents Executive Summary 3 Introduction 4 Engagement Methodology 5 Analysis of findings 6 Conclusion 13 Acknowledgements 13 References 13 2 Executive
More informationBedfordshire, Luton and Milton Keynes. Sustainability and Transformation Partnership. Central Brief: May 2018
Bedfordshire, Luton and Milton Keynes Sustainability and Transformation Partnership Central Brief: May 2018 Issue date: May 2018 News BLMK Single Operating Plan The Bedfordshire, Luton and Milton Keynes
More informationHealth & Care Partnership for Cheshire & Merseyside PRIMARY CARE NETWORK DEVELOPMENT FUND APPLICATION PACK
Health & Care Partnership for Cheshire & Merseyside PRIMARY CARE NETWORK DEVELOPMENT FUND APPLICATION PACK Electronic copies of this application form are available from: England.PCN-Development@nhs.net
More informationArts Council England and LGA: Shared Statement of Purpose
Arts Council England and LGA: Shared Statement of Purpose Introduction and Background 1. As the national voice for local government, and the Government s national development agency for culture, the LGA
More informationOur Health & Care Strategy
MO Our Health & Care Strategy 2015-2020 Norfolk Community Health and Care NHS Trust Final September 2015 Version control Date Changes 1 19 th July 2015 Initial document 2 29 th July 2015 Following feedback
More informationShakeel Sabir Head of MERIT Vanguard
MERIT Excellence, Resilience Innovation & Training Jointly developing Mental Health Service in the West Midlands Shakeel Sabir Head of MERIT Vanguard Background - New care models Multispecialty community
More informationGM Devolution. Darren Banks Executive Director of Strategy
GM Devolution Darren Banks Executive Director of Strategy Ground to be covered Greater Manchester The Devolution Journey What we are doing and the governance Manchester s Locality Plan 2 Greater Manchester:
More informationCreative Industries Clusters Programme Programme Scope
Creative Industries Clusters Programme Programme Scope Contents 1. Summary of the Programme... 2 2. Background... 3 3. Opportunities and threats facing the UK creative industries... 4 Product and service
More informationPutting patients at the heart of everything we do
Putting patients at the heart of everything we do Nursing, Midwifery, Allied Health Professionals (NMAHP) Research Strategy Tomorrow s health is in our hands today 2015-2020 Introduction The Trust s vision
More informationWhat the future hospital report means for patients. Commission to the Royal College of Physicians
What the future hospital report means for patients Summary of Future hospital: caring for medical patients, a report from the Future Hospital Commission to the Royal College of Physicians The case for
More informationThe PCT Guide to Applying the 10 High Impact Changes
The PCT Guide to Applying the 10 High Impact Changes This Guide has been produced by the NHS Modernisation Agency. For further information on the Agency or the 10 High Impact Changes please visit www.modern.nhs.uk
More informationNHS GRAMPIAN. Local Delivery Plan - Section 2 Elective Care
NHS GRAMPIAN Local Delivery Plan - Section 2 Elective Care Board Meeting 01/12/2016 Open Session Item 7 1. Actions Recommended The NHS Board is asked to: Consider the context in which planning for future
More informationIntegrating Health & Social Care in Kirklees
Integrating Health & Social Care in Kirklees The case for change DRAFT v3.1 June 2017 Integrated Commissioning - Building on Existing Approaches Some example Children s services Mental health Hospital
More informationTHE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST COUNCIL OF GOVERNORS NHS NORTH OF TYNE URGENT CARE STRATEGY
THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST COUNCIL OF GOVERNORS Agenda item 5(iv) Paper B NHS NORTH OF TYNE URGENT CARE STRATEGY Report Purpose: Decision / Approval Discussion Information Brief
More informationQuality Strategy (Refreshed March 2015)
Quality Strategy 2012-2017 (Refreshed March 2015) 1 Table of Contents 1. Executive Summary... 3 2. Drivers for improvement... 4 2.1 The Trust s ambition - vision and mission... 4 2.2 Corporate Strategy...
More informationSurrey Downs Clinical Commissioning Group Governing Body Part 1 Paper Acute Sustainability at Epsom & St Helier University Hospitals NHS Trust
Surrey Downs Clinical Commissioning Group Governing Body Part 1 Paper Acute Sustainability at Epsom & St Helier University Hospitals NHS Trust 1. Strategic Context 1.1. It has long been recognised that
More informationCambridgeshire and Peterborough Sustainability and Transformation Partnership
Cambridgeshire and Peterborough Sustainability and Transformation Partnership Governance Framework November 2017 Page 1 of 28 Contents 1. Introduction 2. Sustainability and Transformation Partnership 3.
More informationIs NHS management a profession? Should managers be regulated?
Is NHS management a profession? Should managers be regulated? Dr Judith Smith Head of Policy The Nuffield Trust Mid Staffordshire NHS Foundation Trust Public Inquiry seminar 18 October 2011 Agenda History
More informationStrategic Direction for
Strategic Direction for 2017-2022 Foreword An introduction from the Trust s Chief Executive and Chair of the Board Over the past eighteen months, we have gone through some substantial changes as a Trust,
More informationLondon s Mental Health Discharge Top Tips. LONDON Urgent and Emergency Care Improvement Collaborative
London s Mental Health Discharge Top Tips LONDON Urgent and Emergency Care Improvement Collaborative November 2017 1 Introduction These Top Tips commenced their journey at the Pan London Reducing delays
More informationSt George s Healthcare NHS Trust: the next decade. Research Strategy
the next decade Research Strategy 2013 2018 July 2013 Page intentionally left blank Contents Introduction The drivers for change 4 5 Where we are currently with research Where we want research to be Components
More informationHow to optimise research support and funding via the UKCRN
How to optimise research support and funding via the UKCRN Plan for workshop Overview of NIHR and the NIHR Clinical Research Network (CRN) The Comprehensive CRN how to work with it to support clinical
More informationJOB DESCRIPTION. Joint Commissioning Manager for Older People s Residential Care and Nursing Homes
JOB DESCRIPTION Job Title: Grade: Team: Accountable to: Joint Commissioning Manager for Older People s Residential Care and Nursing Homes HAY 14 / AfC 8b (indicative) Partnership Commissioning Team Head
More informationAn Information Strategy for the modern NHS and relevance to the health system context of the Russian Federation
An Information Strategy for the modern NHS and relevance to the health system context of the Russian Federation WB Seminar on Health Information Systems, Moscow, Russian Federation Y.Samyshkin, A.Timoshkin
More informationGlobal Business Services Better together
Global Business Services Better together What is Global Business leaders are recognising the benefits of leveraging shared services and outsourcing consistently across multiple functions and regions. Organisations
More informationNEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST RESEARCH STRATEGY
NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST RESEARCH STRATEGY Authors: John Simpson R&D Director Julia Newton Associate Medical Director Research Approved by: R&D executive Joint Research Executive
More informationNorth of Scotland Quality and Governance Framework for Cancer
North of Scotland Quality and Governance Framework for Cancer Aim There has been two significant guidance and direction given by the Scottish Government Health Department in respect to the delivery and
More informationThe work of the Cumbrian Centre for Health Technologies (CaCHeT) at University of Cumbria. Elaine Bidmead
The work of the Cumbrian Centre for Health Technologies (CaCHeT) at University of Cumbria Elaine Bidmead The Cumbrian Centre for Health Technologies (CaCHeT) Was established in 2012 to develop and promote
More informationEfficiency in mental health services
the voice of NHS leadership briefing February 211 Issue 214 Efficiency in mental health services Supporting improvements in the acute care pathway Key points As part of the current focus on improving quality,
More informationOver a number of years the Rotorua Te Arawa Lakes Programme has explored ways to improve lake water quality for the Rotorua Te Arawa Lakes.
Introduction Over a number of years the Rotorua Te Arawa Lakes Programme has explored ways to improve lake water quality for the Rotorua Te Arawa Lakes. To protect and restore water quality in Lake Rotorua
More informationThis will activate and empower people to become more confident to manage their own health.
Mid Nottinghamshire Self Care Strategy 2014-2019 Forward The Mid Nottinghamshire Self Care Strategy will be the vehicle which underpins our vision to deliver an increased understanding of and knowledge
More informationBOARD PAPER - NHS ENGLAND
Paper: 011406 BOARD PAPER - NHS ENGLAND Title: Patient safety collaborative proposals Clearance: Jane Cummings, Chief Nursing Officer. Purpose of paper: To inform the Board of the proposals for the Patient
More informationBOARD OF DIRECTORS. Sue Watkinson Chief Operating Officer
Affiliated Teaching Hospital BOARD OF DIRECTORS 28 TH SEPTEMBER 2012 AGENDA ITEM: 11.1 TITLE: INTENSIVE SUPPORT TEAM REPORT PURPOSE: The Board of Directors is presented with the report from the Intensive
More informationTEES, ESK & WEAR VALLEYS NHS FOUNDATION TRUST: DEVELOPING A MODEL LINE FOR RECOVERY- FOCUSED CARE
TEES, ESK & WEAR VALLEYS NHS FOUNDATION TRUST: DEVELOPING A MODEL LINE FOR RECOVERY- FOCUSED CARE Summary Tees, Esk and Wear Valleys NHS Foundation Trust (TEWV) adapted the model line concept from industry
More informationBackground. The informatics review set out to do three things:
the voice of NHS leadership briefing AUGUST 2008 ISSUE 170 The 2008 Health Informatics Review Key points Lack of progress with key aspects of the National Programme for IT, particularly the NHS Care Records
More informationPATIENT AND SERVICE USER EXPERIENCE STRATEGY
PATIENT AND SERVICE USER EXPERIENCE STRATEGY APRIL 2017 TO MARCH 2020 Date 24 March 2017 Version Final Version Previously considered by The Patient Experience Group version 0.1 draft The Executive Management
More informationButtle UK. Chief Executive Officer. Candidate Information Pack
Buttle UK Chief Executive Officer Candidate Information Pack Charity number: 313007 Contents Welcome letter from the Chair Background information Organisational structure Governance Background reading
More informationProposal to seek approval for an Innovative Post
Proposal to seek approval for an Innovative Post This template offers a means of providing a standard approach to achieving approval by the GP Education Subcommittee. You are strongly recommended to refer
More information