NHS Improvement
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NHS Improvement


NHS Improvement
NHS Improvement logo.svg
Non-departmental public body overview
Formed1 April 2016
JurisdictionEngland
HeadquartersWellington House, 133-155 Waterloo Road, London
Non-departmental public body executives
Parent departmentDepartment of Health and Social Care
Websitewww.improvement.nhs.uk

NHS Improvement (NHSI) is responsible for overseeing foundation trusts and NHS trusts, as well as independent providers that provide NHS-funded care. It supports providers to give patients consistently safe, high quality, compassionate care within local health systems that are financially sustainable. A previous body - also called NHS Improvement - was set up in April 2008 to drive clinical service improvement,[1] but was merged into NHS Improving Quality in 2013[2] following the Health and Social Care Act reforms.

From 1 April 2016, NHS Improvement is the operational name for an organisation that brings together: Monitor, NHS Trust Development Authority, Patient Safety (from NHS England), National Reporting and Learning System, Advancing Change Team and Intensive Support Teams.

In 2018 it became clear that the organisation, while maintaining its statutory independence, was for practical reasons to be merged with NHS England, and seven "single integrated regional teams" would be jointly established.[3]

Leadership[4]

As of 1 April 2019, NHS Improvement and NHS England has been working together as a single organisation in the management of England's National Health Service, which has had implications for the organisations' leadership.

NHS Executive Group

  • Sir Simon Stevens, Chief Executive
  • Amanda Pritchard, Chief Operating Officer, NHS England and NHS Improvement and Chief Executive, NHS Improvement
  • Julian Kelly, Chief Financial Officer
  • Professor Stephen Powis, National Medical Director
  • Ruth May, Chief Nursing Officer, England
  • Ian Dodge, National Director of Strategy
  • Emily Lawson, National Director of Transformation and Corporate Development
  • Anne Eden, South East Regional Director
  • Ann Radmore, East of England Regional Director
  • Bill McCarthy, North West Regional Director
  • Dale Bywater, Midlands Regional Director
  • Sir David Sloman, London Regional Director
  • Elizabeth O'Mahony, South West Regional Director
  • Richard Barker, North East and Yorkshire Regional Director
  • Prerana Issar, Chief People Officer
  • Hugh McCaughey, National Director of Improvement
  • Pauline Philip, National Director for Emergency and Elective Care

NHS Improvement Board

  • Baroness Dido Harding, Chair
  • Richard Douglas, CB, Deputy Chair
  • Sir David Behan, Associate Non-Executive Director
  • Lord Patrick Carter of Coles, Non-Executive Director
  • Professor the Lord Ara Darzi of Denham, Non-Executive Director
  • Dr Timothy G Ferris, MD, MPH, Non-Executive Director
  • Laura Wade-Gery, Non-Executive Director
  • Wol Kolade, Non-Executive Director
  • Ruth May, Chief Nursing Officer, England
  • Professor Stephen Powis, National Medical Director
  • David Roberts, Associate Non-Executive Director
  • Sir Andrew Morris, OBE, Hon FRCP, Non-Executive Director

Board members' register of interests

Learning from Mistakes League

One of its first actions was to publish a league table of the 230 NHS trusts according to their openness and transparency. The 'Learning from Mistakes League' table classifies trusts into four categories:

  1. Outstanding levels of openness and transparency - 18;
  2. Good levels of openness and transparency - 102;
  3. Significant concerns about openness and transparency - 78;
  4. Poor reporting culture -32.

Northumbria Healthcare NHS Foundation Trust, which was formerly led by the Chief Executive, Jim Mackey, was placed first. East Sussex Healthcare NHS Trust was at the bottom.[5] Claire Murdoch, chief executive of Central and North West London NHS Foundation Trust, placed 125th, complained that the league had a "significant methodological flaw in terms of fairness" because it implied that there were significant differences between ranks 120 and 121, and because, she complained, the assessments were not carried out consistently and the large amount of information trusts reported monthly to the Care Quality Commission were not taken into account.[6]

Pathology Network

In September 2017 a plan was produced to create 29 pathology networks across England in a bid to save £200 million. 1.12 billion tests are performed per year, at a cost of £2.2 billion.[7]

References

  1. ^ "Welcome to the Stroke Improvement Website". NHS Improvement. Nov 2008. Archived from the original on 2008-11-12. Retrieved 2016.
  2. ^ "Sustainable Improvement Team". NHS England. Retrieved 2016.
  3. ^ "Seven regions planned in NHS England and NHS Improvement 'integration'". Health Service Journal. 27 March 2018. Retrieved 2018.
  4. ^ "Senior leadership | NHS Improvement". improvement.nhs.uk. Retrieved .
  5. ^ "Hospital transparency league table published". Digital Health. 11 March 2016. Retrieved 2018.
  6. ^ "Transparency league table problems not a 'question of competence'". Health Service Journal. 30 March 2016. Retrieved 2016.
  7. ^ "NHSI reveals nationwide pathology network plan". Health Service Journal. 11 September 2017. Retrieved 2017.

  This article uses material from the Wikipedia page available here. It is released under the Creative Commons Attribution-Share-Alike License 3.0.

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