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Monday, November 23, 2020 | History

3 edition of Strategic management and the role of the executive directors in an NHS Hospital Trust hospital found in the catalog.

Strategic management and the role of the executive directors in an NHS Hospital Trust hospital

British Association of Medical Managers.

Strategic management and the role of the executive directors in an NHS Hospital Trust hospital

  • 175 Want to read
  • 35 Currently reading

Published by British Association of Medical Managers in Cheadle .
Written in English


Edition Notes

StatementBritish Association of Medical managers.
SeriesFrom a series of case studies in medical management, Leadership programme
The Physical Object
Pagination18p. :
Number of Pages18
ID Numbers
Open LibraryOL22833933M
ISBN 101900120119
OCLC/WorldCa60133430


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Strategic management and the role of the executive directors in an NHS Hospital Trust hospital by British Association of Medical Managers. Download PDF EPUB FB2

A medical director plays a vital role in shaping their organisation’s culture and strategic vision and communicating this to staff on the front line. As an executive member of the board, they share responsibility with other executive directors for decisions about the organisation and its Size: 1MB.

The Executive Directors are responsible for the management of the Trust in all its aspects, including the delivery of services, the management of staff and resources and the development of plans and strategies.

role. The Trust Chairman and the Board of Directors. The Trust Chairman is responsible for: • ensuring that the Board of Directors as a whole pays a full part in the development and determination of the NHS Foundation Trust’s vision, values, strategy and overall objectives, having regard to the views of the Council of Governors.

The role of the Board of Directors at George Eliot Hospital NHS Trust. The role of the Board of Directors at George Eliot Hospital NHS Trust. Cookie Settings. This site uses cookies to store information on your computer, to improve your experience. One of the cookies this site uses is essential for parts of the site to operate and has already.

Its role is largely supervisory and strategic. Read more about the Board of Directors. Trust Management Executive. The Trust Management Executive is the senior managerial decision-making body for the Trust.

It is chaired by the Chief Executive, and consists of the Trust's Executive Directors, and the four Divisional Directors. Consensus. The NHS relies on consensus, particularly consensus between managers and clinicians. Despite the advent of general management and the move away from a formal consensus management structure from the s onwards, NHS managers require skills in persuasion, negotiation and influence to achieve their goals perhaps more than managers in other sectors.

4 GoodGovernance Institute Executive Summary Inthe Integrated Governance Handbook, firmly recommended the role of the Company Secretary be widely implemented within the NHS. Since then, the role has been recommended in Monitor’s Code of Governance for NHS Foundation Trusts and widely adopted throughout the NHS.

Despite this, research conducted by GGI finds wide variances in the. Non‐Executive Directors have a duty to uphold the highest standards of integrity and probity and to foster good relations in the boardroom. They should apply similar standards of care and skill in their role as a Non-Executive Director of an NHS Foundation Trust as they would in similar roles elsewhere.

ROLE PURPOSE The Executive Managing Director (MD) is accountable for leading hospital site strategy and clinical operational delivery to ensure services provide optimum patient care and experience, and ensure efficient use of resources.

As a member of the Executive team across Barts Health Trust, to share corporate responsibility for the. I have worked as an executive and board director since across a variety of different NHS sectors of which have included roles such as, director of patient services for Newcastle Hospitals trust, regional nurse / director of operations and workforce for the Strategic Health Authorities and nationally as director of NHS operations at the.

Peter Moore - Executive Director of Strategy and Integration. Peter has been the Executive Director of Strategy and Integration of UHDB since July Peter’s role is in two parts; firstly to lead the delivery of the Trust’s merger benefits, secondly to develop an.

The Board of Directors is the principal decision making body of our hospital, and is directly involved in the day to day running of the hospital, it is made up of a Chairman, Chief executive officer, executive directors and non executive directors.

Our Board of Directors has responsibility for the strategic management of the Trust. The Board of Directors comprises both Executive and Non-Executive Directors, and is responsible for the delivery of high quality NHS care, financial efficiency, forward planning and innovation.

The Trust Board is made up of five voting and four non-voting Executive Directors and six Non-Executive Directors (including the Trust Chairman) who oversee all keys areas of the Trust's work and set the strategic direction of the hospitals.

Previous roles include President of the European Society of Human Genetics, Head Clinician of the Northern Strategic Authority and Non-Executive Director at NHS England. As Trust Chairman, Sir John: chairs the Board of Directors and ensures that a corporate vision and strategy is.

Dr Tina Kenny, Medical director. Tina joined Buckinghamshire Healthcare NHS Trust in November and brings the unique experience of being a GP, a PCT medical director and an acute hospital medical director to her role with the Trust where she is responsible for medical performance, medical education and research, and infection prevention and control.

Board of Directors may delegate any of those powers to a Committee of Directors or to an Executive Director. The Board of Directors consists of Executive Directors, one of whom is the Chief Executive, and Non-Executive Directors, one of whom is the Trust Chairman.

The Board of Directors leads the Trust by undertaking three key roles. Having completed a Master's degree, Diane returned to the NHS in at Southend Hospital, as Associate Director of Operations for Medicine and then Associate Director of Nursing.

Appointed inher focus has been particularly around developing the nursing workforce, as well as leading on a number of corporate agendas, including quality.

Aintree University Hospital NHS Foundation Trust Risk Management Strategy – October 7/22 The strategic risks in the BAF are monitored at the appropriate Board Committee and a summary of these risks are monitored and reviewed on a monthly basis by the Executive Team with an update provided by the Trust strategic risk lead (Executive.

Our Board of Directors comprises 16 statutory members including the chair and chief executive of the trust. The Board sets the overall policy and strategic direction for the Trust, approves and monitors University College London Hospitals NHS Foundation Trust (UCLH)’s business plans, budgets and major capital expenditure, and monitors performance against objectives.

University Hospital Southampton NHS Foundation Trust has announced a new non-executive appointment to its board of directors. David Bennett, a former non-executive director at The Royal Bournemouth and Christchurch Hospitals NHS Foundation Trust, began his three-year term this month.

We will write a custom Case Study on Strategic Management of the NHS specifically for you for only $ $11/page. The main role of CCGs is to plan and design the process of providing medical services at the local level (NHS ).

Achievement of foundation trust status by NHS hospital trusts, Stationary Office, London. Lombardo. The Executive Directors manage the day-to-day running of the Trust, while the Chair and Non-Executive Directors provide advice, particularly regarding setting the strategic direction for the organisation, scrutiny and challenge based on wide ranging experience gained in other public and private sector bodies.

Within the NHS Graham was appointed as a non-executive director of Nottingham City Hospital NHS Trust in Novembera role he held for 16 months, before joining Nottingham City PCT/CCG as a non-executive director from March until November The role of the Board of Directors is to manage the Trust by: setting the overall strategic direction of the Trust, within the context of NHS priorities; regularly monitoring our performance against objectives; providing effective financial stewardship through value for money, financial control and financial planning.

The Strategic Case sets out the rationale, high level plans and viability of a merger between Mid Essex Hospital NHS Trust (MEHT), Southend University Hospital NHS Trust (SUHFT), and Basildon and Thurrock University Hospitals NHS Foundation Trust (BTUH); hereafter collectively referred.

An Executive Director is an appointed member of staff who jointly oversee the activities of Tameside and Glossop Integrated Care NHS Foundation Trust.

The Chief Executive and all Executive Directors are appointed on permanent contracts by the Trust Board. New non-executive directors join Bradford Hospitals’ board. Bradford Teaching Hospitals NHS Foundation Trust has appointed three new non-executive directors to its Board of Directors.

Barrie Senior, Trudy Feaster-Gee and Jon Prashar have a wealth of experience to bring to the Trust. Barrie is the new chairman of the audit Read more.

Before joining NHS Improvement (formerly the NHS Trust Development Authority) Penny was the Area Director for South London at NHS England, Director of Delivery at the South East London PCT Cluster and held a number of roles at NHS London Strategic Health Authority, latterly supporting the implementation of the Healthcare for London programme.

6 ROLES AND RESPONSIBILITIES In line with the Trust’s Management Arrangements (2), responsibilities for key staff are outlined below: The Board of Directors is responsible for ensuring the Trust has effective systems for managing risk. The Chief Executive, as the Trust’s Accounting Officer, is personally responsible for.

He also developed an interest in medical leadership and management and has held positions such as clinical director, divisional director and medical director at the Royal Free. InTim moved into full time management as chief executive of Barnet and Chase Farm Hospitals NHS Trust until its acquisition by the Royal Free.

Non-executive directors are drawn from outside the organisation and bring to the Trust external expertise. They are paid for their time but are not employees of the Trust. They do not have a managerial role and are particularly responsible for challenging the executive directors in decision making and on the Trust’s strategy.

The Bureau of Labor and Statistics defines a Chief Executive Officer (CEO) as a professional who determines and formulates policies and provides overall direction of companies or private and public sector organizations within guidelines set up by a board of directors or similar governing body.

They are involved in the planning, direction, and coordination of day-to-day operations at the. To undertake Trust lead role in working across local health community to deliver the QIPP and reform plan.

Managing Director of the Change Foundation. To work with Divisional Management Teams, Clinical Directors and Executive Directors to ensure there is a visible senior interface with Primary Care Organisations.

He was also vice-chairman at Portsmouth Hospitals NHS Trust and has been an NHS non-executive director since As a business development director for L3 Communications, a large US technology company, Steve was responsible for the delivery of intelligence and information systems into UK policing and law enforcement agencies.