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Board of Directors’ Meeting
Meeting Date: 14 February 2013 Agenda Item: 10
Title: ACCADEMIC HEALTH SCIENCE NETWORK
Purpose: To provide a report on current issues
Summary: The Board has previously discussed the concepts of AHSNs at its meetings in December 2011, May 2012, July 2012 and November 2012 and has also received presentations from Professor Mike Salmon on 16 February 2012 and Dr Robert Winter on 16 August 2012.
The Board made a decision to join the Eastern Academic Health Science Network (EAHSN) and to be affiliated to the University College London Partners (UCLP) and Anglia Ruskin University (ARU) networks on 12 July 2012.
This paper provides progress update and describes the current priorities and next steps. The attached prospectus provides helpful background information.
Recommendation: To note the report
Author: Dr. Gordon Coutts, Chief Executive
Presented by: Dr. Gordon Coutts, Chief Executive
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Aims
The EAHSN’s aim is to improve the quality and outcomes of Clinical Services, accelerating innovation, the adoption of effective technologies and supply research structures. EAHSN Structure The Network will be structured as from Nodes Cambridge / Peterborough, Colchester and Essex, Norwich, Suffolk and Stevenage.
THE EASTERN ACADEMIC HEALTH SCIENCE NETWORK
Cambridge
Norwich
Stevenage Colchester
“…an energising, proactive and non‐
hierarchical enterprise poised to deliver transformational change across four
established biomedical and clinical
communities..”
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This corresponds to paired Higher Education Institutes and Universities and NHS Providers.
THE EASTERN ACADEMIC HEALTH SCIENCE NETWORK
To co‐createjobs and wealth through
faster product developmentand adoption
EAHSN will build onestablished clustersand relationships
in scienceUCLP network
Generating Wealth and Value
“Creating a continuum of trust from invention to adoption”
Board Legal advice suggests the Board is established as a Company limited by guarantee.
THE EASTERN ACADEMIC HEALTH SCIENCE NETWORK
Nodes could have
different corporatestructures
Governance for transformation
Node1
Node3
Node4
Node2
HEI
NHS
Ind
Chair
AO
Ind Ind
CoSec
LETB Imp
ClSen
NHS
NHS
Ind
NHS
NHS
NHS
CCG
NHS
NHS
NHS
NHS
LA
LA
CCG
CCG
LA
Ind
IndInd
LA CCG
CCG
IndInd
EAHSN Board
Contract
Department of Health
HEIHEI
HEI
NodesRecruit and OrganiseMembersLocally
Nodes send two representativeMembers to EAHSN Board
One HEI one NHS
NHS
AHSCNested
NHS
Node mayhave existingCluster structure
Science/Gap 1
The two representations from Colchester are Dr. Gordon Coutts CHUFT CEO and Professor Jo Jackson University of Essex. Interviews for the Chair of the Board will occur on 25 February 2013. NED appointments will be made with position of newly appointed Chair.
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Clinical Priorities
THE EASTERN ACADEMIC HEALTH SCIENCE NETWORK
Channels of transformational change
Mental Health
Dementia
Cardiovascular disease
Stroke
Cancer
Chronic Respiratory diseases
Diabetes
Patient Safety
Non‐Communicab
le
Diseases
The Nodal Structure facilitates participation from all areas from the East of England. The Colchester Node is leading on Stroke. Dr. Sivakumar Consultant Stroke Physician is working with Dr Metcalf from the Norfolk and Norwich University Foundation Trust on a set of proposals on how to improve stroke care with a particular focus on care in the community.
THE EASTERN ACADEMIC HEALTH SCIENCE NETWORK
Supporters of transformation
Health Economics
Research Infrastructure
Industry liaison
Education and Training
Strategic Prescribing
Information systems
Programme Management
Each Node will also provide support expertise for the Network. Colchester will support information systems and population databases and help industrial partnership.
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Next Steps
Interview held on 24th January 2013. Panel was chaired by Sir Alan Langlands. Public Announcements regarding the successful applications for Academic Health Science
Network status will be made at the Health Expo on 13th & 14th March. ‘Go Live’ anticipated 1st April. Governance arrangements regarding the nodes and their interaction with the Board are still
in development. The proposal will be taken to Finance and Resourcing Committee once it’s finalised.
Further updates will be provided to the Board.
From prospectus to operati onal status
- A bulleti n for mem
bers
THE EASTERN ACADEMIC
HEALTH SCIENCE NETWORK
From prospectus to operational status- A bulletin for members
THE EASTERN ACADEMIC
HEALTH SCIENCE NETWORK
Contents
Foreword 11.0 Introduction 22.0 A healthcare system for innovation: how will it work? 23.0 Spreading best practice and adoption 34.0 Boosting participation in research 86.0 Innovation and wealth 9
Appendices 10APPENDIX 1: Updated corporate structure chart 11APPENDIX 2: Typical node structure 12APPENDIX 3: 100 days plan 13APPENDIX 4: Membership of Clinical Study groups 16APPENDIX 5: Delivery of national and regional priorities 18
From Prospectus to Operational Status - A Bulletin for Members | 1
Advances in treatment are driven by the application of research, but the application of research and developing technologies has often lagged behind. 2013 may see one of the most important changes in a generation in the way in which the NHS interacts with the bioscience and biotechnology industries and its academic partners. The opportunity to build afresh arises seldom, and development of the EASHN has tapped into a real enthusiasm amongst academic, business and clinical leaders, and professional senior managers and executives. They have recognised that the concept of working across a health system provides a means of bringing about improvements in quality and value that are vital to the continuing success and future development of the NHS. I believe that the EAHSN that is emerging, promises to be an
energised, proactive and non-hierarchical enterprise, poised to deliver transformational change across four established biomedical and clinical communities. With a clear commitment to drive measurable improvements, the EAHSN will translate world-class research and innovation into improved patient care and outcomes, driving economic benefit.
Dr Robert Winter OBE, Eastern Academic Sciences Network (EAHSN) Accountable Officer
Foreword
2 | The Eastern Academic Health Science Network
1.0 Introducti on
In September 2012 we submitt ed a Prospectus describing how an Eastern Academic Health Science Network (EAHSN) could be created based on the concept of a single regional enti ty managed through four local ‘Nodes’, mapping to four natural clinical communiti es. This EAHSN model has received favourable review from the Department of Health and strong support from stakeholders.
The EAHSN Prospectus described our aim to improve the quality and outcomes of clinical services, accelerati ng innovati on, the adopti on of eff ecti ve technologies, and simplifying research structures. This supplement reports further work and progress in the development of the EAHSN. It also att empts to address feedback from stakeholders and the Department of Health. In this we have incorporated some of the secti on headings from Creati ng Change: Innovati on Health and Wealth(IHW) One Year On to show how the EAHSN links to nati onal strategies and IHW prioriti es. The supplement summarises ways in which partners in the network have come together, in meeti ngs, conference calls and in the producti on of documents and presentati ons, to create an operati onal enti ty with interim staff and a shadow EAHSN board. It also looks forward to the likely formal incorporati on of the EAHSN in April 2013 and contains an Acti on Plan for the fi rst three months of operati on.
2.0 A healthcare system for innovati on: how will it work?
A region-wide network made up of four local nodes, working collaborati vely on a number of agreed prioriti es and innovati on projects, remains at the core of our plans.
EAHSN Board structureIn our EAHSN prospectus we outlined a novel Board structure consisti ng of representati ves of four local
clinical community ‘nodes’ supplemented by a number of specialist Directors and NEDs representi ng important stakeholder groups. The following organisati onal diagram shows how the EAHSN structure integrates diverse local membership with harmonised regional representati on (below).
Nodes send two representati ve members to EAHSN Board; one HEI and one NHS
From Prospectus to Operational Status - A Bulletin for Members | 3
During the past three months the EAHSN Board structure and organisational relationships have been further developed through monthly meetings of the EAHSN Working Group with CEO and HEI representatives of each of the four nodes. The Working Group reports to a wider Reference Group representing all the major healthcare entities in our region. We have now created an EAHSN Shadow Board and have defined a number of executive positions and network-wide functions, details of which can be found in Appendix 1. We are currently in active recruitment of an EAHSN Chair and NEDs.
Node structureThe EAHSN is predicated on a transformational model of leadership, eschewing a top-down directive style.
Working with local clinical communities, we have now defined more clearly the necessary minimum form a EAHSN Node needs to adopt in order to discharge its functions. We have agreed posts, some of which will be funded by the network, including an Accountable Officer and a Networking Co-ordinator, for some of which there will be funding for back-filling and for some of which the local node members will be expected to provide the resources to the network in kind. Details of the agreement reached to date on this can be found in Appendix 2.
Membership and relationships with new organisationsThe last three months have highlighted the necessity to align the EAHSN at regional level with emerging
organisations in the new healthcare landscape, several of which are going through their own establishment or radical change at the same time as the AHSNs. At EAHSN Board level we have determined that we need representation from the LETB, the Strategic Clinical Networks, The CLRNs and the Clinical Senate and at node level it is essential that each node includes, as members, its CCG(s), social care and local government, and closely involves its CLRN in research activity and Local Workforce Groups in educational activity.
100 days planWe have developed a short term plan in two parts, each covering a period of three months. The first covers
the first 100 days from the inception of shadow operations from January to March 2013 and the second part covers full-time operations from April to June 2013. This can be found at Appendix 3.
3.0 Spreading best practice and adoption
The overarching priority of the EAHSN is to spread best practice and promote adoption of innovation into health service delivery in the East of England, in support of the ongoing initiatives of Innovation Health and Wealth. We have chosen a number of priority areas in which to create work programmes which will do through the creation of seven Clinical Study Groups supported by network-wide specialist functions.
Clinical Study Groups: reducing unwarranted variation and strengthening complianceIn our Prospectus we described a number of what we then termed ‘Translational Research Centres’
focussed on particular disease areas. Following further discussion this concept has been refined in what we are now referring to ‘Clinical Study Groups’ to emphasise that they incorporate both clinical and academic leadership. Each of the seven Clinical Study Groups will be co-ordinated from one node and have representation from the others as shown in the schematic on the opposite page. (Fig 1.)
We have now established the individuals who will form the leadership of these Clinical Study Groups and they have begun to meet to establish their priorities and work-plans for presentation to the Board. Details of the membership of the Clinical Study Groups and their organisational affiliation is given in Appendix 4.
Each of the Clinical Study Group has established an initial set of priorities for the adoption and spread of innovation and best practice, addressing cross cutting pressures of addressing inequalities (including unwarranted variation); co-morbidities, in particular relating to the frail elderly; and, where applicable, better end-of-life care.
4 | The Eastern Academic Health Science Network
The combination of the node-based corporate structure and the region-wide Clinical Study Groups required the definition of the process by which approvals, funding decisions and allocation of central services should be made. The following diagram shows the agreed process:
Clinical Study Groups established for EAHSN wide collaboration. Led by one node...
according to current priority...
Figure 1
Figure 2: Illustrative; substantive lead nodes have yet to be identified
From Prospectus to Operational Status - A Bulletin for Members | 5
Cross-Cutting themes provided as Network-Wide servicesThe seven Clinical Study Groups will require support from a series of EAHSN wide services. As part of our
set-up process in the first 100 days we will be defining these and allocating an appropriate level of central resources to them. At this moment the services are envisaged to be:
Health economics and impact assessmentThe EAHSN subtends an area responsible for a healthcare spend of approximately £8 billion and the concept
of value and comparative effectiveness is key to all service innovation. The seven Clinical Study Groups will be proposing the adoption of innovations across the region, but decisions need to be made on value basis. The changing paradigm of care for long term conditions with care closer to home, ambulatory care, the use of assistive technologies present important opportunities for formal evaluation of innovative healthcare delivery and models of integrated care. The University of East Anglia has a well-established and nationally respected Health Economics faculty which will support this work.
Information on public and population health, information to drive changeThe Clinical Study Groups will be dependent on high quality data about public and population health.
The Institute of Public Health, part of the University of Cambridge, includes the Eastern Region Public Health Observatory is well placed to provide this input. The production of trusted, actionable data to drive improvement will be central to all seven clinical study groups. This work will build on existing data bases including the ESRC Longitudinal Studies Centre at the University of Essex and work producing data about outcomes and resource use, pairing quality and cost and producing a value scorecard for the seven clinical study groups.
Population health The Institute for Social and Economic Research at the University of Essex is home to three outstanding
research centres: the ESRC UK Longitudinal Studies Centre, the ESRC Centre on Micro-social Change and EUROMOD. This includes the British Household Panel Survey since 1991 and more recently Understanding Society, both world-class resources for social researchers around the globe.
Society breaks new ground with its interdisciplinary focus. The study will capture biomedical data on 20,000 participants and place this alongside rich social histories, helping us weigh the extent to which people’s environment influences their health.
The Data Archive at the University of Essex acquires curates and provides access to the UK’s largest collection of social and economic data. With several thousand datasets relating to society, both historical and contemporary, the UK Data Archive has been a vital resource for researchers, teachers and students since 1967.
Strategic expert prescribingA key role of the EAHSN will be to promote the adoption of NICE Health Technology Assessments (HTAs),
and specifically the importance of liaison with industry on drug adoption; and to promote medicines optimisation. Strategic expert prescribing input to all of the study groups will be essential. We will procure this from the established PresQIPP service, which will be hosted by Papworth Hospital on behalf of NHS Midlands and East. We propose to sponsor this unit to make specialist prescribing advice to other AHSNs, including the other two in the region and to CCGs. In this we will be working closely with the regional support office of NICE, with which we have already established contact. The value of this work will be particularly applicable to patient safety as a high number of Serious Incidents and Never Events relate to prescribing errors. The introduction of electronic prescribing with decision support software, the use of prescription-switch software aligned to generic substitution and the design of simple and effective measures in relation to drug safety, such as a shared drug chart across hospitals, will be included in this remit.
6 | The Eastern Academic Health Science Network
Expert team in self management support and health behavior changeClinical Study Groups will be supported in developing and delivering self management and health behaviour
change, with a range of evidence based tools and techniques for the workforce and service users and carers, and support from local expertise in this area from the universities of Hertfordshire and Cambridge. This function will share the evidence base and learning from local application both EAHSN wide, and be a resource beyond this, generating income as a self funding enterprise for external activities.
Research design servicesClinical Study Groups will require Research Design input, which can be provided by the established Research
Design Service led by the universities of Essex and Hertfordshire.
Innovation and industry liaisonThe EAHSN includes some of the most successful biomedical and biotech enterprises in the UK and all four
nodes of the EAHSN have well established links with industry,in collaborations that predate the mission of the AHSNs. In particular, we have been active in creating collaborative relationships between our Universities and pharmaceutical companies to co-produce work in the field of drug discovery, early stage clinical trials and translational development. These relationships, such as that between the University of Cambridge and GSK, involve a high degree of mutual trust and the regular exchange of staff and expertise. Through the Small Business Research initiative (SBRI) programme for industry and the Regional Innovation competitions for NHS innovators, we have been instrumental in the successful co-production of innovations from other industry sectors which have been directed at defined needs of the NHS. The final report on the NHS Health Innovation Alliance (PA Consulting, September 2012) assessed over 100 technologies submitted by the six NHS Innovation Hubs. Health Enterprise East features strongly in the list of projects scored highly for creating health and wealth benefits - one third of the highest ranked projects cited originated from Health Enterprise East. Helping companies to take products initiated and piloted through SBRI into a later stage of product development Health Enterprise East has a record of bringing small and medium sized enterprises into contact with a range of clinicians/users as well as sources of venture capital and angel funding. Through this we can demonstrate leadership and active participation in co-production at all points in the innovation pipeline. In our prospectus we committed the EAHSN to collaborate and support the successful innovation hub, Health Enterprise East to provide network-wide services in the field of industry liaison and to continue to run the successful Small Business Research Initiative, on behalf of the wider NHS.
ProcurementGreater opportunities for collaborative procurement are being progressed through the EAHSN. Partners
have already begun work towards a standards approach of assessment against the recently published DH standards to enable benchmarking across the Node and the EAHSN. Work in the past three months has already led to the identification of potential opportunities where local collaboration could be fruitful, including examining the top 10 lines with NHS Supplies to with a view to levering better pricing. This builds on work undertaken in 2012/13, led by the team which will now be within the EAHSN, that realised a £7.5 million saving in the contract for home oxygen services as part of the national re-procurement. The work on procurement will also facilitate and encourage the more rapid adoption and spread of effective new technologies across the EAHSN.
Finance, HR, PMO/delivery The Board will require support from a minimal set of Head Office functions to serve and monitor delivery
of the work programmes and the overall strategy. Specifications for these are being developed and will be secured in quarter 4, 2012/13.
From Prospectus to Operational Status - A Bulletin for Members | 7
Patient and Public InvolvementA cross-cutting theme supporting all the clinical workstreams is Patient and Public Involvement. Many
members of the EAHSN partnership have sucessfully delivered in this area and can bring their experience in patient and public involvement to the seven clinical workstreams.
Promotion national and regional innovationsNHS Midlands and East have invited the EAHSN to set out plans to promote the six ‘High Impact
Innovations’ (HII):
o Child in a chair in a dayo Digital by defaulto Intra-operative fluid managemento 3millionliveso International and commercial businesso Support for carers of people with dementia
We were also asked how we intended to support the uptake of NICE HTAs, and one or more of the five SHA Ambitions. The EAHSN is working to support the following SHA Ambitions:
o Patient revolution: family and friends net promoter score of service user satisfactiono Effective partnerships
The EAHSN will be supporting compliance with NICE HTAs, and has mapped these to its Clinical Study Groups.
In each of the HII, NICE TAs and SHA Ambitions in Q4 2012/13 the EAHSN will work with partners to establish accurate baselines; gather information on significant activities in each of its nodes; and will ensure that local learning and best practice is adopted, disseminated and spread across its regional membership. Plans are being developed for each area, with implementation being driven through the EAHSNs seven clinical study groups or the Strategic Medicines Optimisation Team where appropriate; with others being led by the team of Network Co-ordinators from the four nodes.
Appendix 5 sets out a summary of our plans for delivery , including work in Quarter 4 2012/13.
8 | The Eastern Academic Health Science Network
4.0 Boosti ng parti cipati on in research
We have noted the NIHR Transiti on Plan Update of November 2012 which highlights the NIHRs desire to achieve rati onalisati on of the CLRNs to be coterminous with the 15 AHSN boundaries by April 2014. Our region currently hosts three CLRNs,: West Anglia, Norfolk and Suff olk which both fall wholly within the EAHSN boundaries and Essex/Herts, which is currently shared between our network and that of UCL Partners. We have held preliminary discussions with UCL Partners and research leads in Essex and Hertf ordshire on the realignment of the CLRNs, with the aim of ensuring an eff ecti ve transiti on to a more eff ecti ve simplifi ed structure for research, with harmonised processes and a single EAHSN research offi ce. We are establishing an EAHSN research advisory group with representati on from the four nodes to work with NIHR in securing a fi ve year contract with detailed operati ng plans.
5.0 Educati onThe strategic goal of the EAHSN in relati on to educati on is to develop capacity and capability by creati ng a
culture of learning within the EAHSN workforce, educated to be literate in research and research translati on and in service improvement science, using an interdisciplinary approach to professional and clinical leadership development. The EAHSN will aim to create a transformati ve educati onal model that will support the development of ‘learning healthcare systems’. The challenge is to ensure that educati on and training are fully integrated in to services and service improvement as a conti nuous process rather than the traditi onal NHS ‘train and hope’ model.
Educati on deliverables• To establish a concordat with the East of England Local Educati on and Training Board (LETB)
The fi rst task of the EAHSN is to establish a formal concordat with the East of England LETB which will set out the working relati onship and operati ng methods between the two bodies (at regional and local level), and an agreement on the educati on and training role and deliverables of the EAHSN in support of the LETB statutory role, the nati onal educati on outcomes framework, and the LETB strategic goals and investment plan.
• To establish the EAHSN educati on and training functi on
From Prospectus to Operational Status - A Bulletin for Members | 9
The EAHSN will establish a transformative educational network comprising a lead director, a multi-professional education leadership team (with senior education leads from each geographic node and each clinical study group), a wider network advisory body and appropriate support roles. The EAHSN education and training function will lead on the development of the EAHSN’s education strategy and a three year business plan with delivery and impact metrics.
• To deliver on EAHSN three year educational priorities Subject to agreement with the LETB, the EAHSN will deliver on the four key educational priorities set out below. The majority of education and training will be provided at node level through existing, established, Higher Education Institutions (HEIs) and service provider structures with the EAHSN providing an overarching leadership, coordination and support role.
EAHSN three year educational priorities The EAHSN three year educational priorities include:
• A programme of support for EAHSN-wide online learning developments, including online education programmes, digital clinical skills aids, online practitioner forums, and online practitioner portfolio development
• A programme to support the further development of clinical simulation centres, tools and techniques through the establishment of an EAHSN clinical simulation network
• A programme to support projects that seek to ‘hard-wire’ innovation and service improvement in to curricula and in to CPD, and projects which research and evaluate technological and non-technological learning innovations
• Education and training aligned to EAHSN clinical work streams and the clinical study groups. The EAHSN will work with the EAHSN clinical study groups, the LETB, the Strategic Clinical Network and the wider range of stakeholder partners to ensure a joined up approach to education and training that supports the transformation of care for each of the seven clinical work stream priorities. Each of the clinical study groups will be supported to develop an evidence-based clinical education and training programme aligned to their agreed service improvement objectives.
6.0 Innovation and wealth
In our prospectus we talked about creating productive partnerships with industry, building on our existing contacts in scientific and early translational medicine research and extending these into more co-production of innovation nearer to the market. We also talked about benefitting from the recent large-scale investment made in science parks adjacent to our four nodes.
We noted that Health Enterprise East was already engaged in providing industry liaison and intellectual property services across the region and noted that these services (fully described in the Prospectus) should be considered as a network-wide resource to be called upon by the four nodes. This would supplement the work already done locally by each of the nodes with their local government, industry and academic partners to attract inward investment and to engage industry directly with local initiatives.
We noted in our Prospectus that NHS East of England and HEE had hosted and managed several successful SBRI Programmes, investing in a number of highly relevant medical device, diagnostic and informatics projects and that we would be happy to continue to operate this scheme, potentially in a regional or sub-national basis.
During the last three months we have awaited high-level DH and other government debate on how they would like to handle SBRI for the future, however, we still envisage that the EAHSN will host part or all or the SBRI programme for health and that a region-wide Innovation Council will be created to oversee it. It will be part of our work for the next three months to define this activity as a separately-funded and self-supporting entity hosted and governed by the EAHSN.
10 | The Eastern Academic Health Science Network
Appendices
APPENDIX 1: Updated corporate structure chartAPPENDIX 2: Typical node structureAPPENDIX 3: 100 days planAPPENDIX 4: Membership of Clinical Study GroupsAPPENDIX 5 Delivery of national and regional priorities
From Prospectus to Operati onal Status - A Bulleti n for Members | 11
APPENDIX 1: Updated corporate structure chart
Rese
arch
Lea
d
12 | The Eastern Academic Health Science Network
APPENDIX 2: Typical node structure
From Prospectus to Operati onal Status - A Bulleti n for Members | 13
APPENDIX 3: 100 days plan
14 | The Eastern Academic Health Science Network
From Prospectus to Operati onal Status - A Bulleti n for Members | 15
16 | The Eastern Academic Health Science Network
APPENDIX 4: Membership of Clinical Study groups
Cambridge and Peterborough Essex Herts Norfolk and Suffolk
Interim Accountable Officer
Sally Standley [email protected]
Gordon Coutts [email protected]
Nick Carver [email protected]
David Crossman [email protected]
Interim HEI Lead Arun Gupta [email protected]
Jo Jackson [email protected]
Sally Kendall [email protected]
David Crossman [email protected]
Interim Networking Coordinator
Rachel Hawkins [email protected]
Paul McGhee [email protected]
Angela Thompson [email protected]
Andy Hutcheson [email protected]
Interim Communication
Kate Lancaster [email protected]
EASHN priority work streams
Cambridge and Peterborough Essex Herts Norfolk and Suffolk
Mental Health and Dementia
Peter Jones, CPFT [email protected]
PA: sally Maskell [email protected]
Mary Kennedy [email protected]
PA: Dawn Catley [email protected]
Chris Hawley, HPFT [email protected]
Neil Ashford (Dementia)[email protected];
Jon Wilson (Youth MH) [email protected]
Patient Safety Susan Stewart [email protected](TBC)
Julie Firth [email protected]
Soraya Dhillon UH (TBC) [email protected]
Bernard Brett Bernard [email protected]
Respiratory Jonathan Fuld, CUHFT [email protected]
PA: Carole Proctor [email protected]
Peter Hawkins [email protected]
PA: Diana Goldsworthy [email protected]
Thida Win ENHT [email protected] PA:
Alison Rose [email protected]
Peter Young, QEHKL [email protected]
Cancer Rory Harvey, WACN [email protected]
PA: Julia Lawes [email protected]
Bruce Sizer [email protected]
PA: Anne Heard [email protected]
Greg Boustead, ENHT [email protected]
PA: Jo Lindridge [email protected]
Jo Nieto [email protected];
Chris [email protected]
Cardiovascular Sarah Clarke, Papworth [email protected]
Nick Chatten (Managerial) [email protected]
Dr Diana Gorog, ENHT [email protected]
PA: Mary O’Donnell mary.o’[email protected]
Leisa Freeman, NNUH [email protected]
It is proposed that in the short term and in order to initiate the work in the CSGs that the following people act as Interim Clinical Co-ordinators:
Mental health/dementia Willie Cruickshank, Norfolk nodePatient Safety Soraya Dhillon, Herts nodeRespiratory Jonathan Fuld or Thida Winn, Cambs or Herts nodeCancer Rory Harvey (WACN)Cardiovascular Sarah Clarke, Cambs nodeStroke Ramachandran Sivakumar, Essex Node working with Kneale Metcalf of Norfolk NodeDiabetes David Simmons or Mike Samson, Cambs or Norfolk node
From Prospectus to Operational Status - A Bulletin for Members | 17
EASHN priority work streams
Cambridge and Peterborough
Essex Herts Norfolk and Suffolk
Stroke Ruth Empson, WSH [email protected]
Elizabet Warburton [email protected]
Ramachandran Sivakumar [email protected]
Mark Andrews [email protected]
Kneale Metcalf, NNUH [email protected]
Diabetes John Clarke, WSH
David Simmons, CUHFT [email protected]
PA: Jan Myring [email protected]
Charles Bodmer, CHFT [email protected]
Dr Peter Wincour, ENHT [email protected]
PA: Julie Sayers [email protected]
Mike Sampson, NNUH [email protected]
Gerry Rayman, IHFT [email protected]
18 | The Eastern Academic Health Science Network
APPENDIX 5: See separate document: Delivery of National and Regional Priorities, January 2013.
19 | The Eastern Academic Health Science Network
Contact us
+44 (0)1480 364148Email: [email protected]
www.eahsn.org.uk