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Pacman TEMPLATE
Updated May 2020 National Cardiac Arrest Audit Participating Hospitals The total number of hospitals signed up to participate in NCAA is 194. England Birmingham and Black Country Participant Alexandra Hospital Worcestershire Acute Hospitals NHS Trust Birmingham Heartlands Hospital University Hospital Birmingham NHS Foundation Trust City Hospital Sandwell and West Birmingham Hospitals NHS Trust Good Hope Hospital University Hospital Birmingham NHS Foundation Trust Hereford County Hospital Wye Valley NHS Trust Manor Hospital Walsall Healthcare NHS Trust New Cross Hospital The Royal Wolverhampton Hospitals NHS Trust Russells Hall Hospital The Dudley Group of Hospitals NHS Trust Sandwell General Hospital Sandwell and West Birmingham Hospitals NHS Trust Solihull Hospital University Hospital Birmingham NHS Foundation Trust Queen Elizabeth Hospital, Birmingham University Hospital Birmingham NHS Foundation Trust Worcestershire Royal Hospital Worcestershire Acute Hospitals NHS Trust Central England Participant George Eliot Hospital George Eliot Hospital NHS Trust Glenfield Hospital University Hospitals of Leicester NHS Trust Kettering General Hospital Kettering General Hospital NHS Foundation Trust Leicester General Hospital University Hospitals of Leicester NHS Trust Leicester Royal Infirmary University Hospitals of Leicester NHS Trust Northampton General Hospital Northampton General Hospital NHS Trust Hospital of St Cross, Rugby University Hospitals Coventry and Warwickshire NHS Trust University Hospital Coventry University Hospitals Coventry -
Housing, Credit and Brexit
Housing, Credit and Brexit Ben Ansell∗ Abstract Dozens of articles have been drafted attempting to explain the narrow vic- tory for the Leave campaign in Britain’s EU referendum in June 2016. Yet, hitherto, and despite a general interest in ‘Left Behind’ commentary, few writ- ers have drawn attention to the connection between the Brexit vote and the distribution of British housing costs. This memo examines the connection be- tween house prices and both aggregate voting during the EU referendum and individual vote intention beforehand. I find a very strong connection at the local authority, ward, and individual level between house prices and support for the Remain campaign, one that even holds up within regions and local authorities. Preliminary analysis suggests that housing values reflect long-run social differences that are just as manifest in attitudes to immigration as Brexit. Local ‘ecologies of unease’ (Reeves and Gimpel, 2012) appear a crucial force behind Brexit. This is a short memo on housing, credit and Brexit to be presented at the University of Wisconsin, Madison, April 2017. ∗Professor of Comparative Democratic Institutions, Nuffield College, University of Oxford. [email protected]. My acknowledgements and thanks go to Jane Gingrich for the provision of local economic and housing data. 1 1 Introduction If there is one saving grace of Brexit for the British higher education system it is a boom of Brexit studies that began pouring forth as the dust settled on June 24th 2016. Most scholars have coalesced around an understanding of Brexit that to some extent mirrors that implicit in Theresa May’s quasi hard Brexit strategy - Brexit was caused by both economic and cultural forces, with opposition to the European Union based on concerns about immigration and of declining cultural and social status rather than economic deprivation or actual migration levels per se (Kaufmann, 2016). -
Consultant in Trauma and Orthopaedics, Perth Royal Infirmary
Consultant in Trauma and Orthopaedics, Perth Royal Infirmary Information Pack Closing date: 21 November 2019 Reference: AR.25.19 Welcome from Grant Archibald, Chief Executive, NHS Tayside Thank you for your interest in this post. As you’ll see we have put together some information on this site both about NHS Tayside and where we are located in Scotland. I hope that you find this useful and that you translate your interest in this post into a formal application. NHS Tayside has a strong track record in delivering high-quality, safe and effective care for all our patients. However, like other NHS Boards across Scotland, NHS Tayside is facing significant challenges including growing demand for all services, workforce challenges that are impacting upon how we deliver services and continuing pressures on our finances. In response to these challenges, NHS Tayside has embarked up on a programme of transformation to ensure that services are safe, affordable and, importantly, sustainable for the future. Transforming Tayside aims to deliver Better Health, Better Care, Better Workplace and Better Value for the population of Tayside. The programme is clinically-led and is being delivered in partnership with our staff and trades unions and our local health and social care partnerships. It is structured to respond to issues and make changes to services in the short to medium-term, as well as presenting an ambitious vision of transformation for Tayside in the longer term. It will provide clear and credible choices for transforming the future of local healthcare. A new, innovative leadership model for clinical directorates is now in place to drive the changes necessary in health and social care across the whole system. -
NHS Tayside's Draft One Year Operational Delivery Plan 2017-18
DRAFT One Year Operational Delivery Plan 2017-2018 Operational Delivery Plan | 2017-2018 Section Item Page 1 Introduction 3 2 Our Strategic Context 4 3 Partnership, Values and Culture 5 4 Clinical Strategy, Quality, Safety & Governance 7 5 Planning Assumptions 9 6 Our Programme of Transformation 10 7 Service Plans 12 Primary Care 12 Medicines Management 14 Planned Care 17 Unscheduled Care 23 Mental Health 30 Older People 32 Women and Child Health 35 Cancer 37 Support Services 40 Estates and Infrastructure 43 8 Workforce 45 9 eHealth 49 10 Financial Plan 50 11 Property Asset Disposal 56 12 Communications and Engagement 57 2 NHS Tayside People Matter Strategy | 2016-2021 1 Introduction NHS Tayside provides high-quality health services quality standards to a high level. Our plan for from a number of acute and community sites and 2017-18 responds to the regional and national in people’s own homes. This document summarises context and the drivers of the Health and Social our Operational Plan for 2017-18, setting out the Care Delivery Plan, the National Clinical Strategy, actions we will take over the next year to improve Realising Realistic Medicine and the benchmarking the quality, safety and cost-effectiveness of our data provided by Scottish Government to all health services and ensure we remain resilient in light of boards relating to productive opportunities. the challenges we face. We acknowledge that we will need the continued The one-year plan has been developed within the support of Scottish Government with tailored context of our five-year Transformation Programme support to achieve the challenging objectives set out for Tayside. -
CASE STUDY NHS Tayside CEF CHP ENERGY CENTRE
CASE STUDY NHS Tayside CEF CHP ENERGY CENTRE PROJECT SUMMARY: PROJECT OVERVIEW CLIENT: Tayside Health Board Tayside Health Board oversees the and upgrades to associated plant and PROJECT: healthcare services in Angus, Dundee and equipment, the chilling system, the Ninewells Hospital, Perth Perth and Kinross, which employs around building management system (BMS) and Royal Infirmary and 14,000 workers and provides healthcare for lighting. Perth Royal Infirmary benefited Stracathro Hospital a population of around 415,000. The estate from lighting upgrades and other site TIMESCALE: includes three major hospitals (Ninewells, improvements, with lighting upgrades Sept 2015 - March 2017 Perth Royal Infirmary, Stracathro), being installed at Stracathro Hospital. + 25 years operation and numerous community hospitals, 60 GP Tayside Health Board wanted to invest in maintenance surgeries and a variety of health centres. significant energy upgrades to provide a The Health Board wished to make resilient energy supply to reduce energy THE BENEFITS: substantial upgrades to the infrastructure costs and carbon emissions, and reduce at Ninewells Hospital including a new maintenance backlog. Combined Heat & Power engine (CHP) > Guaranteed annual financial savings of £2.6m which NHS VITAL’S SOLUTION Tayside will use to fund the project, and operation and The Health Board procured the project carbon reductions and financial savings. maintenance costs through the Carbon & Energy Fund. In Our solution included lighting upgrades > Estimated CO2 savings of addition to designing and installing in all three hospitals, an upgraded BMS 287,000 tonnes over 25 the low-carbon energy system, we control system, an updated energy centre years are providing a comprehensive asset and insulation upgrades. -
Passport 2 Partnership (P2P)
CUMBRIA & LANCASHIRE HEALTH LIBRARIES Carlisle Whitehaven Ambleside Kendal Barrow in Furness Lancaster Blackpool Burnley Preston Blackburn Chorley Passport to Partnership Information & Procedures Manual Introduction This partnership agreement (P2P) between the NHS Health Libraries and Higher Education (HE) institutions in Cumbria and Lancashire enables all the NHS staff working in Cumbria and Lancashire to access the collective health resources of the area. Staff and students of the participating HE institutions are also able to access the resources of all participating libraries. This scheme Builds on the existing network of successful partnerships irrespective of geography Provides opportunities and access across a range of library services Allows NHS and HE staff and students to access any member library Allows access to electronic resources where licensing agreements permit Maximises access to a wealth of resources and specialist collections Supports health information needs across Cumbria & Lancashire This agreement means that providing you are a member of your ‘home’ NHS or HE library, you are able to visit and/or join any of the others and use their resources. NB Refer to individual libraries for actual services offered 2 August 2017 Conditions of Use To help the scheme operate at maximum potential for all, we ask that users and partners adhere to the following: The passport scheme is only open to NHS Health & Social Care and HE staff and students of affiliated organisations. Only users registered at their ‘home’ library will be entitled to participate in this scheme. Individual’s membership must be free of any outstanding charges or loan stops, for the library to grant permission for additional borrowing rights through P2P. -
NRT Index Stations
Network Rail Timetable OFFICIAL# May 2021 Station Index Station Table(s) A Abbey Wood T052, T200, T201 Aber T130 Abercynon T130 Aberdare T130 Aberdeen T026, T051, T065, T229, T240 Aberdour T242 Aberdovey T076 Abererch T076 Abergavenny T131 Abergele & Pensarn T081 Aberystwyth T076 Accrington T041, T097 Achanalt T239 Achnasheen T239 Achnashellach T239 Acklington T048 Acle T015 Acocks Green T071 Acton Bridge T091 Acton Central T059 Acton Main Line T117 Adderley Park T068 Addiewell T224 Addlestone T149 Adisham T212 Adlington (cheshire) T084 Adlington (lancashire) T082 Adwick T029, T031 Aigburth T103 Ainsdale T103 Aintree T105 Airbles T225 Airdrie T226 Albany Park T200 Albrighton T074 Alderley Edge T082, T084 Aldermaston T116 Aldershot T149, T155 Aldrington T188 Alexandra Palace T024 Alexandra Parade T226 Alexandria T226 Alfreton T034, T049, T053 Allens West T044 Alloa T230 Alness T239 Alnmouth For Alnwick T026, T048, T051 Alresford (essex) T011 Alsager T050, T067 Althorne T006 Page 1 of 53 Network Rail Timetable OFFICIAL# May 2021 Station Index Station Table(s) Althorpe T029 A Altnabreac T239 Alton T155 Altrincham T088 Alvechurch T069 Ambergate T056 Amberley T186 Amersham T114 Ammanford T129 Ancaster T019 Anderston T225, T226 Andover T160 Anerley T177, T178 Angmering T186, T188 Annan T216 Anniesland T226, T232 Ansdell & Fairhaven T097 Apperley Bridge T036, T037 Appleby T042 Appledore (kent) T192 Appleford T116 Appley Bridge T082 Apsley T066 Arbroath T026, T051, T229 Ardgay T239 Ardlui T227 Ardrossan Harbour T221 Ardrossan South Beach T221 -
Strategic Flood Risk Assessment for Greater Manchester
Strategic Flood Risk Assessment for Greater Manchester Sub-Regional Assessment Appendix B – Supporting Information “Living Document” June 2008 Association of Greater Manchester Authorities SFRA – Sub-Regional Assessment Revision Schedule Strategic Flood Risk Assessment for Greater Manchester June 2008 Rev Date Details Prepared by Reviewed by Approved by 01 August 2007 DRAFT Michael Timmins Jon Robinson David Dales Principal Flood Risk Associate Director Specialist Peter Morgan Alan Houghton Planner Head of Planning North West 02 December DRAFT FINAL Michael Timmins Jon Robinson David Dales 2007 Principal Flood Risk Associate Director Specialist Peter Morgan Alan Houghton Planner Head of Planning North West 03 June 2008 FINAL Michael Timmins Jon Robinson David Dales Principal Flood Risk Associate Director Specialist Anita Longworth Alan Houghton Principal Planner Head of Planning North West Scott Wilson St James's Buildings, Oxford Street, Manchester, This document has been prepared in accordance with the scope of Scott Wilson's M1 6EF, appointment with its client and is subject to the terms of that appointment. It is addressed to and for the sole and confidential use and reliance of Scott Wilson's client. Scott Wilson United Kingdom accepts no liability for any use of this document other than by its client and only for the purposes for which it was prepared and provided. No person other than the client may copy (in whole or in part) use or rely on the contents of this document, without the prior written permission of the Company Secretary of Scott Wilson Ltd. Any advice, opinions, Tel: +44 (0)161 236 8655 or recommendations within this document should be read and relied upon only in the context of the document as a whole. -
The Tay Cities Deal
The Tay Cities Deal Working towards a Smarter and Fairer Angus, Dundee, Perth & Kinross and North East Fife The Tay Cities Deal • www.taycities.co.uk 1 2 Contents Introduction Page 5 Executive Summary Page 7 Part 1 – Tay Cities Regional Economic Strategy 2017-2037 Page 11 Part 2 – Tay Cities Deal Proposal Page 55 The Tay Cities Deal • www.taycities.co.uk 3 We want the Tay Cities area to be one of the most productive knowledge-led economies in Europe 4 Introduction The area of East Central Scotland covered by Angus, Dundee, Fife and Perth & Kinross councils already has a long and positive track record of collaboration and economic growth. Across the councils high quality services are provided which support and encourage trade and industry of all types to become established and to thrive. Tay Cities area The Tay Cities Deal • www.taycities.co.uk 5 Introduction • The Tay Cities Deal Collaboration with other public bodies, businesses and the voluntary sector is a feature of our area and this Regional Economic Strategy reflects and advances our shared aspirations. We want the Tay Cities area to be one of the most productive knowledge-led economies in Europe, whilst ensuring that as we become smarter we also become a Fair Work region. To do this we will work to: • grow our base of knowledge-led businesses • support more businesses to trade internationally • attract investment • attract and retain talented people • improve connectivity to, from and around the region • increase economic participation • reduce inequalities By placing inclusive growth at the heart of our economic strategy and the Tay Cities Deal we want to create and take advantage of this once in a generation opportunity to make a lasting difference to our communities and to the businesses that support them. -
Success Regime Non-Emergency Transport to Healthcare Services - Baseline Report September 2016 Success Regime Quality Management September 2016
Success Regime Non-Emergency Transport to Healthcare Services - Baseline Report September 2016 Success Regime Quality Management September 2016 Quality Management Job No CS086289-01 Project Success Regime Non-Emergency Transport to Healthcare Services Location NWECumbria Title Baseline Report Document Ref Baseline Issue / Revision Final RevG File reference S:\Transport_Planning\Transport Planning Jobs\CS086289-01 - Cumbria NHS Transport Study\H7 - Documents & Specs\Cumbria Transport Planning for Healthcare\Baseline Report\160901 Transport to Healthcare Baseline Report RevG.docx Date September 2016 Prepared by 1 Melanie Taylor Signature (for file) MT Prepared by 2 Laura Wareing Signature (for file) LW Prepared by 3 Signature (for file) Checked by Walter Aspinall Signature (for file) WA Checked by 1 Signature (for file) Authorised by Andy Brookfield Signature (for file) AB Revision Status / History Rev Date Issue / Purpose/ Comment Prepared Checked Authorised H 08/2016 Final for Issue MT/LW WA AB G 08/2016 Final Draft for Comments MT/LW WA AB Success Regime September 2016 Introduction Contents 1. Introduction 1 1.1 Success Regime 1 1.2 Transport Agenda 2 1.3 Purpose of this Report 3 1.4 Structure of the Report 3 2. Context 4 2.1 Setting the Scene (Regional Context) 4 2.2 Policy Drivers, Strategies and Studies 8 3. Baseline 12 3.1 Data Collection 12 3.2 Current Patient Transport Services 12 3.3 Current Staff Transport Services 21 3.4 Car Parking and Car Park Management 24 4. Stakeholder Consultation 27 5. Stakeholders Summaries 28 6. Benchmarking and Best Practice 34 6.1 Methodology 34 6.2 Overview 35 6.3 Conclusion 36 6.4 Best Practice Examples 37 7. -
MOSSLEY STALYBRIDGE Broadbottom Hollingworth
Tameside.qxp_Tameside 08/07/2019 12:00 Page 1 P 0 0 0 0 0 0 0 0 0 ST MA A 0 0 0 0 0 0 0 0 Lydgate 0 D GI RY'S R S S D 0 0 0 0 0 0 0 0 0 A BB RIV K T O E L 6 5 4 3 2 1 0 8 9 SY C R C KES L A O 9 9 9 9 9 9 9 E 8 8 . N Y LAN IT L E E C 3 3 3 3 3 3 3 L 3 3 RN M . HO K R MANCHESTE Hollins 404T000 D R ROAD The Rough 404000 P A A E O Dacres O N HOLM R FIRTH ROAD R A T L E E R D D ANE L N L I KIL O BAN LD O N K O S LAN A A E H R Waterside D - L I E E Slate - Z V T L E D I I L A R R A E Pit Moss F O W R W D U S Y E N E L R D C S A E S D Dove Stone R O Reservoir L M A N E D Q OA R R U E I T C S K E H R C Saddleworth O IN N SPR G A V A A M Moor D M L D I E L A L Quick V O D I R E R Roaches E W I Lower Hollins Plantation E V V I G E R D D E K S C D I N T T U A Q C C L I I R NE R R O A L L Greave T O E T E TAK Dove Stone E M S IN S S I I Quick Edge R Moss D D O A LOWER HEY LA. -
Contract Leads Powered by EARLY PLANNING Projects in Planning up to Detailed Plans Submitted
Contract Leads Powered by EARLY PLANNING Projects in planning up to detailed plans submitted. PLANS APPROVED Projects where the detailed plans have been approved but are still at pre-tender stage. TENDERS Projects that are at the tender stage CONTRACTS Approved projects at main contract awarded stage. Client: Sun Glow Power Agent: Green Energy - 47 Water Street, The Jewellery Quarter, Nottinghamshire Healthcare NHS Trust, Da Cruz Architects, 11 Tenby Street, (Central), Marriott House, Abbeyfield Road, Detailed Plans Submitted for 14 houses UK Direct Ltd, Media House, Adlington Park, Birmingham, West Midlands, B3 1HP Tel: 0121 Arnold Lodge, Cordelia Close, Leicester, LE5 Birmingham, West Midlands, B1 3AJ Tender Lenton Lane Industrial Estate, Nottingham, Client: Geffen Construction Limited Agent: MIDLANDS/ Macclesfield, Cheshire, SK10 4PZ Tel: 01625 212 9615 0LE Tel: 0116 2077700 return date: 13th September 2013 Tel: 0121 NG7 2SZ Tel: 0115 986 8856 NORTH/ Geffen Construction Limited, 2 Dalby Court, 858347 WALSALL £9.2M NORTHAMPTON £0.27M 200 1072 LOUGHBOROUGH £2M Coulby Newham, Middlesbrough, Cleveland, EAST ANGLIA LEICESTER £0.8M Land At, Landywood Lane Cheslyn Hay 74 Wellingborough Road Beacon Road Playing Field, Off Forest NORTH-EAST TS8 0XE Tel: 01642 579700 Yeoman Lane Leicester, Yeoman Street Planning authority: South Staffordshire Job: Planning authority: Northampton Job: Contracts Road THIRSK £1.3M Early Planning Planning authority: Leicester Job: Outline Outline Plans Submitted for 141 residential Detail Plans Granted for 5 flats & 1 retail unit BIRMINGHAM £4.224M Planning authority: Charnwood Job: Detail Early Planning Thirsk Community Primary Schoo, BIRMINGHAM £1.8M Plans Granted for 11 flats Client: Edelman units, 1 health centre & 1 care home Client: (new/extension) Client: Mr.