Tissue Viability Society. Strategy A future plan for the Tissue Viability Society (TVS) where we are going and how we will get there...

Transcription

1 Tissue Viability Society Tissue Viability Society Strategy A future plan for the Tissue Viability Society (TVS) where we are going and how we will get there... 1

2 CONTENTS OBJECTIVES 2 MISSION STATEMENT 3 CORE BUSINESS Governance 4 Finance 5 Membership 5 KEY AREAS OF TVS ACTIVITY Publications 6 Education 6 Research and innovation 7 Leadership, communication and engagement 8 KEY STAKEHOLDERS 10 OTHER KEY CONSIDERATIONS Current projects supported by the TVS 11 Projects under consideration 11 Timetable for future strategy development and review 11 OBJECTIVES The objectives for which the Society is established are to promote learning and advance public education in the study of tissue viability and do all such things as may be conducive to improve standards in tissue viability as a multi-professional activity. 2

3 MISSION STATEMENT Our goal is to provide expertise in wound management. As a charity the Trustees are bound by the code of the Charity Commission to carry out the business of the Society for no personal gain and to achieve its mission with good governance and financial scrutiny. The Society achieves this by: Providing a high calibre annual conference. Offering educational events and supporting those organised by peer organisations. Financially supporting projects. Financially supporting research and research networks. Ensuring Trustees have access to resources to support good governance. Ensuring a robust process is in place for financial management and governance. Contributing to and supporting the Journal of Tissue Viability. Our mission is To disseminate information, promote research and increase awareness of all aspects of good clinical practice in wound prevention and management. 3

4 CORE BUSINESS Governance AIM: To ensure the TVS continues to function safely and effectively whilst delivering its mission. The TVS is a registered charity which is regulated by the Charity Commission in order to increase charities effectiveness, public confidence and trust. TVS Trustees serve a limited term in an unpaid, voluntary capacity and most frequently are in paid employment elsewhere. Trustees have responsibility for running the TVS: its finances, contracts and activities. They must accept ultimate responsibility for directing the affairs of the TVS and ensuring that it is solvent, well-run and delivering the charitable outcomes for the benefit of the public for which it has been set up (Charity Commission, 2012). With this in mind Trustees need to have an understanding of charity governance to enable them to go about charity business safely and effectively. 1. Comprehensive charity insurance cover will be taken out and renewed annually. This will provide cover for public liability, travel, fidelity. Frequency - annually 2. Risk assessments will be considered and reviewed. Frequency - annually 3. A trustee handbook will be available to provide new and existing trustees with a comprehensive guide to the role and responsibilities of a TVS trustee. Frequency review every 3 years 4. Trustee training will be made available. Frequency ongoing. 5. The TVS will be overseen by a Chair and Vice Chair who will serve a limited term with an overlap for support, guidance and training. Frequency ongoing 6. The TVS Chair will produce an Annual Report which will be presented at the Annual General Meeting and published on both the TVS website and with the Charity Commission. Frequency annually 7. Trustees will declare conflicts of interest when commencing their position and at the start of every meeting (both teleconferences and full meetings). Frequency ongoing 8. Any TVS funded projects that may have a conflict of interest will be advertised to broaden opportunity to alternative sources. Frequency ad hoc 9. A process for agreeing TVS funded projects will be agreed and utilised. Timescale April 2017 and ongoing 10. To ensure that appropriate employment and governance procedures are in place for anyone employed by or commissioned to undertake work on behalf of the TVS. Timescale September To facilitate succession planning by widening the pool of potential TVS Trustees and to maintain good links between current and former trustees and chairs to facilitate a robust organisational memory. Timescale September

5 Finance AIM: To ensure the TVS remains solvent with adequate funds to achieve its mission. 1. All TVS Trustees are responsible for ensuring financial scrutiny. Frequency ongoing. 2. TVS Trustees will appoint a Treasurer and Deputy Treasurer who will have responsibility for financial governance including oversight of the accounts, day to day procedures for receiving and paying invoices, collation and submission of the annual accounts, advising the Board of Trustees on availability of funds and producing financial reports for Trustees. Frequency ongoing 3. Consideration will be given to the handover process of this role as Trustees retire from their role. Frequency ongoing 4. TVS Accounts will be maintained in good order by the TVS Administrator and Treasurer, scrutinised by an external auditor and submitted to the Charity Commission by 31 st October each year. Frequency annually 5. The TVS will ensure a robust process for signing off of payments, be that by cheque or via online banking. At least 2 signatories/approvers will be required for each payment. Frequency ongoing 6. The TVS will ensure it has an adequate financial reserve to be held in a separate banking group to the main bank account. Timescale May A financial report will be presented at each full Trustee meeting including income and expenditure (actual and committed) to date and projected for the year. Frequency quarterly 8. There will be an annual review and agreement of the budgets for expected expenditure. Frequency annually 9. Decisions about project expenditure will be made by the Board of Trustees with a minimum quorate number of 5 (including Treasurer and Chair or Vice Chair) being present to vote either in person, via teleconference or via . Frequency ongoing 10. All projects requiring financial investment must support the TVS s mission and strategy. Frequency ongoing 11. The TVS will take out fidelity insurance cover. Frequency annually 12. The TVS will take out travel insurance for its Trustees to ensure any unused travel expenses can be reclaimed where appropriate. Frequency annually 13. The TVS will take out a public liability insurance policy. Frequency annually 14. The Chair will be responsible for ensuring all insurance policies are maintained and utilised where necessary. Frequency ongoing Membership AIM: To encourage anyone working in skin health and wound healing to become a member of the Society, and to ensure that membership delivers relevant benefits, including opportunities for members to engage in the diverse range of Society activities. 1. To promote membership of the Society to all those with an interest in skin health and wound healing. Frequency ongoing 2. To develop and implement a contacts database for the TVS that will include the capacity to record members interests, their past and current participation in Society activities and interest in participating in the future. Timescale September To identify opportunities for engagement with members and to actively monitor their involvement in Society affairs and activities. Frequency ongoing 4. To regularly review ways to incentivise take-up of membership of the Society, including publication of a list of exclusive membership benefits. Frequency ongoing 5. To increase the number of members from different professional backgrounds to ensure that the Society has an interprofessional outlook. Timescale March To undertake a membership survey at least every 2 years to ascertain the wishes of the membership in relation to the value of Society activities and to seek suggestions on new areas of activity. Timescale December 2017 To promote membership of the Society to all those with an interest in skin health and wound healing. 5

6 KEY AREAS OF TVS ACTIVITY 6 Publications AIM: To ensure that publications supported by the TVS are of benefit to the membership and wider readerships, are fit for purpose and further knowledge, practice and care delivery in skin health and wound healing. 1. To work with the Editor in Chief and the publisher of the Journal of Tissue Viability (JTV) to develop a journal strategy that: a. Further develops the JTV market share and increases its impact factor; b. Maintains and improves links to develop the potential between Society activities and the journal; c. Enhances the impact of the JTV as a leading international journal for research and theoretical evidence on skin health and wound healing; d. Identifies how the quality and diversity of articles submitted to the JTV can be maintained and further improved; e. Encourages and supports first time authors to submit articles to the JTV. Frequency annually 2. To enhance the impact of the JTV through more effective use of websites, online resources and social media to highlight seminal papers to the membership and all stakeholders. Frequency ongoing 3. To continue to fund the journal as a free resource for TVS members. Frequency annually 4. To fund open access to TVS supported project publications in the JTV. Frequency ongoing 5. To commission the development of evidence-based guidelines or consensus documents where there are gaps in knowledge or the existing evidence base. Frequency ad hoc Education AIM: To prepare and deliver a programme of activities to educate, inform and serve the continuing professional development of health- and social-care professionals who have a responsibility for the delivery and provision of skin health and wound healing related care. 1. To organise an annual conference that is multidisciplinary in nature and addresses current issues in skin health and wound healing with talks and other outputs published on the TVS s website and related papers published in the JTV where possible. The board of Trustees will elect 3 Trustees each year to form a conference organising committee. Frequency annually 2. To fund the skills of a contracted external company to support the organisation and management of the conference and Regional Study Days. Frequency annually 3. To deliver Regional Study Days that meet the evolving needs of people involved in the fields of skin health and wound healing. One nominated individual will be responsible for the coordination of these dates and will be remunerated for this activity. Frequency ongoing 4. A sub group will be responsible for reviewing the content of educational resources and programmes to ensure they align with current evidence and consensus. Frequency annually 5. To update the education provided by the TVS to ensure that more resources are available electronically; 3 nominated Trustees will be responsible for this activity. Timescale March To commission and produce good practice guidelines for skin health and wound healing. Timescale March To financially support sponsorships to the TVS, EWMA and EPUAP conferences. Frequency annually 8. To identify opportunities to collaborate with other organisations and key stakeholders to share expertise and support educational initiatives, with specific reference to key elements of skin health and wound healing in order to maximise the benefits for patients and society. Frequency ongoing

7 Research and Innovation AIM: To support relevant research opportunities such that will raise the profile of tissue viability related research. 4. To identify and consider applying for (either alone or in collaboration with other organisations) national and European grants/funds that will enable the Society to undertake research /develop initiatives in furtherance of its aims and objectives. Frequency annually 5. To influence the commissioning and research agenda in the skin health and wound healing field. Frequency ongoing 6. To lobby effectively for the improvement of the evidence requirements of medical devices that are used in skin health and wound healing related care. Timescale December To consider whenever funds allow, holding a designated fund for grant giving purposes. Timescale April To financially support the Wounds Research Network (WReN) until December 2017 to: 2. To creatively examine how funding for grant giving purposes can be developed and funded. Timescale July To regularly examine the range and value of funding for TVS commissioned research projects in order to: a. Maximise the impact of any research outputs; b. Ensure that the funding and support of the TVS is acknowledged in any publications and outputs; c. Identify if any changes are required in how funding is allocated and make recommendations to Council; a. Provide a platform for shared learning and support for the design, conduct and delivery of wound prevention and treatment research throughout the UK. b. Develop a network that increases opportunities for interprofessional collaboration on research between clinicians, scientists, researchers and academics at the annual scientific meeting. Timescale December 2017 d. Demonstrate evidence of benefits and impact of funding awarded by publishing details of all research grants awarded, publications arising and other research arising from the TVS. Frequency ad hoc To influence commissioning and research agendas in the fields of skin health and wound healing. 7

8 KEY AREAS OF TVS ACTIVITY Leadership, Communication and Engagement AIM: To provide leadership and contribute to existing and innovative national, regional and global initiatives relating to the discovery, development and implementation of interventions that facilitate the consistent delivery of safe, high quality skin health and wound healing which delivers the best possible patient outcomes. To ensure that issues relating to skin health and wound healing are effectively legislated for and communicated to all audiences, both professional and public. 1. To ensure that public engagement, whenever appropriate and possible, is an integral part of all Society activities and activities undertaken jointly or in collaboration with others. Frequency ongoing 2. To fund the skills of an external company to maintain a dynamic and easy to access website that is the first port of call for all with an interest in skin health and wound healing. Frequency annually 3. To fund the skills of an external company to facilitate communications via e-newsletters, social media and marketing media. Frequency annually 4. To actively engage with key national and international policy makers and stakeholders by providing advice and, where appropriate, seek to influence national policy and legislative processes relating to skin health and wound healing. A nominated Trustee will be responsible for co-ordinating responses. Frequency ongoing 5. To work with like-minded organisations internationally to raise the profile of skin health and wound healing and communicate issues through all available networks. Frequency ongoing 6. To work to ensure the TVS is a key port of call for national and international media on issues relating to skin health and wound healing, through proactive and reactive media activity. Frequency ongoing 7. To seek opportunities to work collaboratively to provide education to the public on issues relating to skin health and wound healing. Frequency ongoing 8. To establish a new, creative forum of TVS activists through which to encourage increased participation by existing members, and encourage new members, wishing to contribute to ongoing TVS projects or the TVS strategic direction. Timescale May To promote and support national and international activity for International Stop Pressure Ulcer Day. Frequency annually 10. Trustees will support peer organisation conferences by contributing as speakers and attending with a TVS exhibition stand. Frequency annually 11. To develop an alumni of Trustees to support mentorship of new Trustees and maintain an organisational memory. Timescale May To financially support practice and research awards. Timescale March

9 To actively engage with key national and international policy makers and stakeholders by providing advice and, where appropriate, seek to influence national policy and legislative processes relating to skin health and wound healing. A nominated Trustee will be responsible for co-ordinating responses. 9

10 KEY STAKEHOLDERS Stakeholders are people, organisations, members of the public who have an interest in or role to play in ensuring the consistent delivery of the safe high quality skin health and wound healing related care which delivers the best possible outcomes for individuals and their families. Charity Commission Clinical Commisssioning Groups (CCG) Clinical Research Nurses Department of Health Elsevier European Pressure Ulcer Advisory Panel (EPUAP) European Wound Management Association (EWMA) 10 Healthcare lecturers Healthcare students Industry and Corporate Sponsors International wound societies Journal of Tissue Viability editorial board National Institute of Health and Care Excellence (NICE) National Institute of Health Research (NIHR) National wound societies Non-specialist nurses Other multidisciplinary team (MDT) members Patient associations Pink Regional Allied Health care Professional (AHP) groups Regional Tissue Viability Nurse groups Researchers Royal College of Nursing (RCN) and other societies or co-opted groups Senior NHS managers Service users Tissue Viability Nurses TVS members

11 OTHER KEY CONSIDERATIONS A round up of current projects and those under consideration at the time of the strategy development: Current projects supported by the TVS 1. Media Planet Wound Campaign 2. Medical Device Related Pressure Ulcers Sandpit 3. National Pressure Ulcer Steering group 4. NHS England s Improving wound care working groups (leg ulcers, commissioning for wound care, wound care education and wound assessment) 5. NICE guidelines work 6. TVS Regional Study Days 7. Safeguarding project with NHS England 8. Seating Guidelines review 9. TVS sponsorships to attend TVS, EPUAP and EWMA conferences 10. Wounds Research Network (WReN) 11. Legs Matter campaign Projects under consideration 1. Guidelines database amassing all key up to date information for TV practitioners. 2. TVS Fellowship and Alumni project 3. Research and Practice awards TIMETABLE FOR FUTURE STRATEGY DEVELOPMENT AND REVIEW It is proposed that the TVS strategy is reviewed and redefined in line with the 3 year tenure of the Chair and Vice Chair Year 1: Election as Vice-Chair - REDEFINE STRATEGY Year 2: First year of Chair - REVIEW PROGRESS Year 3: Second year of Chair - REVIEW PROGRESS AND REDEFINE Note: The above cycle offers a framework within which the strategy is continually reviewed and redefined. It enables TVS Trustees to amend the strategy in response to new or emerging issues. It also allows the Chair and Vice Chair to have the opportunity to shape the strategy at the beginning and end of their term of office. 11

12 Tissue Viability Society CONTACT DETAILS W: tvs.org.uk E: ACKNOWLEDGEMENTS Charity Commission (2012) The Essential Trustee: What you need to know. British Society for Antimicrobial Chemotherapy (2015) Strategy