Medical Director

Candidate Information Contents Section 1 – The NHS in Wales 3 Section 2 – Purpose, vision, aims and values 5 Section 3 – How we are structured and overview of services 7 Section 4 – Strategic change, challenges and planning 9 Section 5 – Working in partnership with Universities 16 Section 6 – A very special and unique place to live and work 23 2 The NHS in Wales The most important role for the NHS in Wales is to improve health and reduce inequalities. The health of the people of Wales continues to improve. Significant progress has been made against the big killers of cancer and heart disease in the past 20 years. Male premature deaths from heart disease have reduced by 60 per cent since 1991. There has been considerable success in concerted efforts against smoking, alcohol and substance misuse and risk behaviours. This has resulted in year on year improvement in health outcomes as a nation. The recent Nuffield Report comparing the health systems in the UK provides a good overview – please click on this link to view the report in full: http://www.nuffieldtrust.org.uk/compare-UK-health. Despite this progress, we are not satisfied and there remains a commitment and aspiration to work together to further reduce the impact of poor health decisions. There are however considerable challenges in levelling up the health status for the whole population. Traditional stubborn pockets of deprivation exist, largely in the South Wales Valleys, but also in dispersed communities across the country. It is the stated aim of the Welsh Government to tackle the inequalities that exist in Wales by pursuing a health economy policy approach, supported by coordinated and determined research and intelligence. The NHS in Wales has made a conscious decision to do things in a way that meets the needs of the Welsh community. It is more integrated and more community orientated than many other parts of the UK NHS. In 2009 the NHS in Wales was reconfigured with the formation of seven Health Boards taking responsibility for the planning and delivery of all services in their areas – from primary to tertiary care. The reforms put into place are designed to guard jealously Bevan’s legacy of a health service which is free at the point of delivery on the basis of need but to do so recognising the huge pace of change in health care, the rapidly changing nature and scale of demand, and the overriding desire to deliver a citizen focused service. Underpinning the NHS in Wales is: . A desire to re-establish the key and close links between health service planning and delivery and the specialist public health function. The delivery of a high quality all-Wales public health service focused on improvement of the health of the people in Wales and working seamlessly with the reconfigured National Health Service. Recognition that in a country of three million people it is possible to use a planning-based approach to the design and delivery of services. An absolute imperative to move services closer to people and by doing so rebalance the priorities afforded to acute, primary and community based care. The establishment of new accountabilities between health service organisations, the people who lead and work in them and the people they serve. The imperative of high quality performance and the need to manage that performance effectively and rigorously. The achievement of Prudent Healthcare which fits the needs and circumstances of patients and actively avoids wasteful care that is not to the patient’s benefit. The absolute requirement to build a health service which is sustainable into the future and supports the well-being of future generations. 3 ABMU Health Board ABMU Health Board is one of the largest NHS organisations in the UK, advancing clinical excellence and driving forward clinical research. The Health Board is responsible for the health of over 500,000 people. We have a budget of over £1 billion, and employ over 16,000 staff. As a Health Board in Wales, we provide integrated care for our patients. We deliver tertiary, acute, intermediate, mental health, community and primary care services to people in Swansea, Bridgend, Neath Port Talbot, and beyond. In addition, the Health Board provides a large range of regional and sub- regional services, including Cardiac Surgery, Forensic Mental Health and Learning Disability Services. Our Welsh Centre for Burns and Plastic Surgery is also responsible for patients in the South West of England. We are research-driven, working in close partnership with universities and the Institute of Life Science in Swansea (ILS). ILS is Wales’ premier purpose- built medical research facility. It is a collaboration, between Swansea University and the Welsh Government, together with ABMU, IBM and industry and business partners. (See www.swansea.ac.uk/ils for more information.) “We are passionate about delivering excellence in clinical services and taking early action to promote and protect health and independence.” “Our ‘Changing for the Better’ programme will transform clinical models and develop and implement a sustainable long term clinical and service strategy.” 4 Our purpose, vision, aims, clinical strategy and values The Health Board has engaged with staff, partners and stakeholders on its’ purpose, vision, aims and objectives to develop a shared strategic direction. Our Purpose “To fulfil our civic responsibilities by improving the health of our communities, reducing health inequalities and delivering prudent healthcare in which patients and users always feel cared for, confident and safe.” Our Vision To be an excellent healthcare, teaching and research organisation for ABMU and the wider region. Our Corporate Objectives Promoting and Enabling Healthier Communities Delivering Excellent Patient Outcomes, Experience and Access Demonstrating Value and Sustainability Securing a Fully Engaged and Skilled Workforce Embedding Effective Governance and Partnerships 5 Our Values Underpinning all the work we are doing is the need to transform the culture of ABMU Health Board by setting out how we will behave with patients, colleagues and partner organisations. To help us do this, we have been listening to our patients, their carers and relatives as well as our staff and stakeholders, to develop this shared set of values and behaviours. We spoke face to face with over 2,000 staff in a series of staff seminars. We also held staff In Our Shoes and patient In Your Shoes workshops throughout the summer and autumn. Staff were able to talk about what was a bad day in work for them and what a good day looked like. Patients and carers were able to talk about their experiences, good and bad, to staff who were not directly involved in their care. We also held leadership events involving senior managers and clinicians; and workshops with board members and executive directors. In addition we carried out staff and patient surveys which had over 3,100 responses. All of these activities have been designed for the Health Board to develop a culture and set of values which are owned by staff, patients, families, carers, the voluntary sector and our communities. These values are set out below and they will underpin all that the Health Board does, and the behaviours we expect from staff to achieve this. Our Values and Behaviours Framework was launched in February 2015, along with arrangements for embedding the values and monitoring their effectiveness once in place. 6 The Executive Team and Board Members Tracy Myhill Chief Executive 1st February 2018 Angela Hopkins Pamela Wenger Sian Harrop- Christine Morrell Kate Lorenti Lynne Hamilton Chris White Sandra Husbands Hamish Laing Griffiths Director of Interim Director Director of Acting Director of Director of Interim Chief Director of Public of Nursing and Corporate Medical Director Director of Therapies and Human Resources Finance Operating Officer Health Patient Governance and Strategy Health Sciences Experience Board Secretary Chairman: Andrew Davies Vice Chair: Emma Woollett Independent Members Local Authority – Mark Child Third Sector - Vacant Finance – Martin Sollis Legal - Martyn Waygood Trade Union – Jackie Davies Community - Chantal Patel Swansea University - Professor Ceri Phillips Maggie Berry ICT – Tom Crick 7 Operational Management Structure In 2015 we developed organisational arrangement to reflect the current needs of our communities, patients and staff. These arrangements have recently been implemented. They are designed to be: • Easier to understand for staff and patients – “does what is says on the tin” • A vehicle to accelerate progress on new models of primary and community care, shifting the balance • Patient facing – based on how patients experience our services rather than specialties or professions • Visibility for staff - fewer “layers”, shorter lines of communication between senior management and front line teams • Clarity about who is responsible and accountable at all levels and on all sites • More devolution of responsibility and decision making to local teams • Better framework for joined up working re service improvement, major operational challenges and performance issues • More local ownership and clinical engagement Operational Delivery Units Neath Port Talbot Singleton Hospital Primary Care and Mental Health and Hospital Princess of Wales Children's services Community Learning Disability Morriston Hospital Therapies and Hospital & Pathology Services Services Medicines services Management The delivery units each have sufficient autonomy and accountability to determine how best to deliver the Health Board’s plans and strategies. Each have substantial budgets (between £100 and £200m) and a sizeable workforce. The operational management structures within each of these delivery units are based upon the same principles as the overarching structure. Each of these delivery units is led by a team consisting of a Service Director, Medical /Clinical Director and Nurse Director. All three of these individuals are part of the Health Board’s senior management team along with the Executive Team to ensure that there is robust clinical and professional leadership and advice.

Load more