AN HSJ SUPPLEMENT/4 march 2010 LeadershipIN ASSOCIATION WITH the national leadership council

Top leaders from good to great Supplement editor VEN E T INSIDE Jennifer Taylor S Sub editor hsj.co.uk Trevor Johnson, David Devonport CONTENTS Design Jennifer van Schoor

FOREWORD OPINION TOP LEADERS PROGRAMME NHS chief executive Sir Karen Lynas spells DAME BARBARA HAKIN David Nicholson explains out how the Top why a more systematic Leaders Programme Great leaders inspire their people to deliver willingly approach to NHS will work. more than they could ever have otherwise done. And recruitment will find the Page 2 the NHS is not short of such talented, committed, best people for key hard-working leaders who go the extra mile every day positions. to help their teams make services better for patients. Page 1 The National Leadership Council recognises the huge contribution that leadership makes to patient care and has created a range of supporting programmes – a board development programme, programmes for emerging and clinical leaders, a programme to support the inclusion of leaders from PROFILING diverse backgrounds and a programme for our most senior leaders, the Top Leaders Programme. The days of fierce, charismatic These national programmes build on the leadership leaders like General Patton are development in every individual organisation and over. Now those who command most across every region. Additionally, we have reached a respect are people-centred and watershed in how the NHS manages its most senior grounded in reality. We take a look talent, now overtly recognising that we need to spot at the new qualities needed to be a and nurture those people who are ready for the next great leader. challenge in their careers. Page 4 Now more than ever we need to be honest with people about where they can best make their own invaluable contribution, where their efforts can most appropriately be directed and where their current level of skill, knowledge and expertise is needed. This process demands respect, integrity, honesty and openness. It isn’t easy to have the difficult conversation with someone who says they are not ready for a more complex or challenging role, but it is absolutely essential that we learn the skill to do this and create an environment where everyone can expect IMPROVEMENT that level of meaningful feedback. Only then can we support and develop people into the right role for The days of trying to trounce others in the NHS marketplace them. This is what the regional talent planning are over. Success now means collaboration with other processes are all about. organisations and seeing a much bigger picture. The Top Leaders Programme is designed to be the Page 3 national element of this talent management process. It will support and use as a resource those people already in the biggest, most complex and enduringly challenging roles as well as meeting the needs of those other exceptional leaders, identified as ready now or having the potential to take on these big jobs. It is an additional development opportunity offering the experience and expertise needed to make them even better candidates. NHS organisations should then find they have a stronger field to choose from within the NHS, which, in many cases PHONEBOOK strengthened by external applicants, top leaders p r o g r a m m e should mean that they are “spoilt for Your guide to the people on the The current participants in the programme are listed below along with their job title choice” when they recruit. and organisation. They are either field participants, nominated by the nature of the role they currently occupy, or pool participants, included because of an assessment of performance, potential and readiness to take on field roles in the future. This list of programme, across all nine regions. participants will continue to be updated during the first year of the programme. And the NHS as a system will The list is divided between those in have a further network of leaders, the top leadership field (already in top facing a common set of problems, posts) and top talent pool (those with who can help us deliver the potential to take up top posts in the challenges ahead. ● next three years). Dame Barbara Hakin champions Page 6 the Top Leaders Programme and is chief executive of NHS 6 Health Service Journal supplement 4 March 2010 4 March 2010 Health Service Journal supplement 7 East Midlands.

Health Service Journal supplement 4 March 2010 hsj.co.uk FOREWORD SIR DAVID NICHOLSON Seek and employ Recruiting to top jobs in the NHS has historically been a hit and miss affair, but all that is changing with a new, evidence-based approach to identifying talent

We all know that leadership is leaders, in our most demanding major improvements. But we are important. It has long struck me roles, who can improve quality at a critical juncture in the that what has been missing in and efficiency by focusing on the history of the NHS and are the NHS is a real focus on needs of their patients, inspiring going to depend more on strong leadership across the system. their staff, working in partnership leadership over the next few Leadership shouldn’t happen by and living the values articulated years than we have in the past. accident. A system as large and in the NHS constitution. We are going A key question, then, is how complex as ours needs to be It is tough but it is possible. we bring really talented people much more systematic about We need a relentless focus on to depend forward. In the past, it has been how we identify talent and improving quality and left largely to chief executives develop leadership. productivity, using innovation more on exercising their judgement and The next stage review helped and prevention to drive and it’s been a bit hit and miss. to make clear why the NHS is connect them. We need to use strong That’s why we have gone here – to improve the care the final year of significant through the talent and provided for our patients and the growth in 2010/11, averaging 5.5 leadership leadership planning process. health of our population by per cent. It is critical that local I recognise this is a difficult making quality our organising clinicians and managers work thing for us to do in the NHS. In principle. Keeping true to this together across boundaries to than we have the past, there’s been a view that vision is crucial. The appalling spot opportunities and manage everyone should have failures at Mid the change. And we need to act in the past everything. The point about illustrate how badly wrong now and for the long term. That being a chief executive is to things can go when the focus on means significantly changing make judgements about who is quality is lost and leadership the way we operate. going to do well, who has the fails at every level from ward to The evidence shows that the potential and who hasn’t. What board. big efficiency gains are to be this new approach is saying is The National Leadership found in the interfaces between that those judgements need to Council was created to support sectors, between primary and be evidence based and made the NHS in strengthening secondary care, between health within a systematic process. leadership at all levels. It has five and social care, and between Our top leaders have an big areas of work that cover empowered patients and the important role to play in clinical leadership, board service. leading whole-system leadership, inclusion, emerging The important point about change. It’s a massive leaders and top leaders. This leadership in all of this is that we challenge. We need our supplement focuses on the last need to focus on the pathways of most talented people and of these. our patients and what value we we need a systematic As I said in my annual report can add to that journey. How can process in place to 2008/09, the NHS is going to we shorten it, make it more identify and support need to deliver £15bn-£20bn in effective and give patients a them to give us our best efficiency savings by the end of better experience. It means chance of success. ● 2013/14 that can be reinvested thinking outside our own Sir David Nicholson within the service so it can organisational and professional is chief executive continue to deliver quality interests so that quality is our of the NHS. improvements. organising principle. The challenge of making Success requires bold and quality our organising principle thoughtful leadership, while managing with less re-thinking how we work and growth in the future is massive. challenging current practice. We must not deliver efficiency The skill, professionalism improvements at the expense of and leadership shown by the quality – and we cannot deliver NHS leadership community quality simply by throwing over the past few years has money at it. We need talented been key to delivering hsj.co.uk 4 March 2010 Health Service Journal supplement 1 OPINION 2 colleagues colleagues across the country a series of networks with mentoring. They will be a part of support and coaching and development, expert consultancy executive education, personal identified. make the progression they have experience they will need to acquire the kind of work behaviours and – crucially – knowledge and skills, develop plan that will help them to build participants will have a tailored in. the jobs they may be interested and any limiting factors about more about their aspirations as well as starting to understand and areas for development, their strengths, skills, experience initial diagnostic, assessing top talent pool. senior and complex roles – our potential soon for our most either ready now or with the exceptional leaders who are ● leadership field; complex roles – our top leaders already in the most ● the programme will: of senior leaders. ● QIPP; purpose – leaders mobilised for ● communities they serve; representative of the senior leaders being more ● recruiting to senior posts; ● place, at the right time; the right leaders in the right ● has a number of aims: The Top Leaders Programme How will the Top Leaders Programme work? Director Karen Lynas explains Lynas Karen Director work? Programme Leaders Top the will How will be spoilt for choice The health service Health Service Journal supplement

identify and develop a pool of support and develop those to nurture our next generation to develop a community of to help move us closer to to be “spoilt for choice” in to support the NHS to have There will be access to From this initial assessment Participants will have an To achieve these ambitions 4 March 2010 will will be an executive resourcing personal development. around career planning and providing clarity and coherence quality and stretching support, a package of tailored, high organisations. taking part and for NHS contribution, both for the people The programme makes a unique Everybody wins the talent management aspects. the programme makes beyond be part of the wider contribution and resource for change will professionals. management gaps with interim Support, which fills trusts’ Interim Management and working closely with NHS expertise to NHS organisations, discipline. perspective of their particular advice and commentary from the of the NHS, and to offer input, development of talent at all levels that exist to support the national forums and networks expected to contribute to contribution. They will be programme will make their own that participants on the aspirations change. potential develops and their performance rises, their and with people joining as their circumstances have changed – reach their goals or because their people leaving either as they will be reviewed every year, with for these complex roles. help fast-track their readiness meets their needs. creating a career path that best and will also be supported in For NHS organisations there Participants will benefit from This source of expertise They will be expected to offer There is also an expectation Inclusion on the programme This tailored approach should contribution own make their expected to will be Participants Midlands Leadership Academy. Leaders Programme and East Karen Lynas is director of the Top departure of key leaders. not left vulnerable by the organisations and services are and help ensure that complex and challenging posts people to move into our most to support exceptionally talented big contribution. We will be able and recognising talent makes a wide approach to developing national element of an NHS- most senior levels. for posts in all disciplines at the consistent assessment framework senior leadership with a the NHS develop a currency for interested to take up these roles. of talented people ready and they need about an internal pool mean they get access to the data always by open advert, but it does recruitment techniques and supplemented by other function. This will continue to be offer an internal executive search executives the programme will needed. leaders from where they are most elsewhere, not about removing adding to opportunities that exist organisation – this is about remain part of their local system. QIPP, leading change in their initiatives such as mobilising for be at the forefront of NHS-wide leadership community. They will will form an important senior the QIPP challenge. level able to take on and deliver leadership at the most senior high performing, fully prepared for choice”. service to ensure they are “spoilt For NHS organisations, this The programme will also help For NHS chairs and chief Participants will always Participants on the programme Meanwhile, the NHS will gain NEWS ● hsj.co.uk hsj.co.uk improvement The adversarial view of making the market work for your organisation must be replaced with a system driven by a community of leaders, Jim Easton tells Jennifer Taylor swimming in the same direction

Two great things have happened sets. That will achieve the level in NHS leadership over the last of change, ambition and drive decade. They occurred separately that was gained from the former, but now need to be fused so that with the buy-in and commitment leaders can guide the service of the latter. through a period of financial It’s what Jim Easton, NHS pressure while continuing to national director for improvement drive up quality. and efficiency, calls a mature energy that has been created in The first thing was the system of clinical and local organisations, while at the discipline to see through managerial leadership. He says: same time recognising that they complex technical change, be “If we simply revert to tough are working as part of a system service because this is a long that changes to waiting lists or top-down management, you and the whole system needs to process and will involve some to the experience in accident and cannot drive quality gains in that be successful for the components real challenges.” emergency departments. It was a way. Or the ones you can drive to thrive. Open channels of period characterised by are very narrow and short lived.” “We’ve had quite an immature communication are needed from information, measurement, But he adds: “If we simply go view of the market; I win if you the front line to the Department discipline and accountability. for just organic spread of lose,” says Mr Easton. “In the of Health and back again so that Objectives often came top down, new mature system of the right decisions can be made but they were clear. ‘We’ve had an improvement we need leaders together. And leaders will be The second thing was the who understand that there will energised by their successes. quality improvement movement immature view of be times when they’re competing The NHS is moving from an and safety work, where really hard and times when era that saw a fair amount of improvement-type techniques the market: I win they’re working as a system to top-down driven change, and were used to inspire people to if you lose’ drive change that’s in the one in which there was financial lead change. interest of patients.” growth to assist that change and In the first case, the result was interesting quality gains, we to correct underfunding. widespread change for the benefit won’t survive the financial Community of leaders In the face of forthcoming of patients. But the way it was squeeze because of how quickly It’s unequivocally the toughest financial pressure, the DH has done sometimes left staff feeling that comes on us and the need to test yet for NHS leaders but chosen not to throw away the disempowered and “done to”. make things happen at scale.” managers and clinicians are full commitment to quality outlined In the second technique there The change that’s needed of energy and geared up to lead in the next stage review but to was fantastic buy-in and change won’t be driven by the individual the change. drive financial improvement by was led from the bottom up. But success of organisations, where How can those energy levels driving up quality. It’s a major it produced individual examples an acute trust is successful while be sustained through what could leadership challenge for today’s of excellence rather than its host primary care trust fails, be a long period of financial NHS leaders. It’s also an wholesale change across health or vice versa. That’s because the pressure? It’s about working as a opportunity to be the generation communities or the country. goal is to achieve quality and community of leaders to keep that didn’t allow the gains to What leaders need in today’s financial improvements across each other on track and sustain evaporate during a difficult financial environment is not a systems. So one of the big confidence, says Mr Easton. period, but used them to get completely new set of skills, but challenges for leaders will be to “People will need to draw on through that period and secure a fusion of both of those skill keep hold of the pride and the support of colleagues in the the prize of a better NHS. l hsj.co.uk 4 March 2010 Health Service Journal supplement 3 profiling What does a first class NHS leader look like? Forget the happy slapping of General Patton and embrace the honesty of Barack Obama – the charisma style is out and self-effacement is in, says Jenny Rogers

The heart of the question is this: human handled pistols for extra bling and drove an cleaner. When he talked about integrity, staff groups cannot manage without a leader. But enormous jeep with specially gaudy trusted him because what he said and what simultaneously we don’t want one. This is insignia. He was removed by General he did were one and the same. the ambivalence that any leader must manage. Eisenhower after slapping a soldier But do not be deceived: in the true leader, Part of us wants to be dependent on the recovering from battle stress. personal modesty, sometimes shading into leader, expecting them to look after us. We social awkwardness, is matched by an yearn for the magic of simplistic solutions Intense focus intense focus on ambition for the and for the leader to take all the Charisma has fallen out of fashion and organisation and the willingness to make responsibility, yet we also want to shake today I observe that self-effacement is more super-tough decisions. This is also the loose because the leader clips our freedom likely to be the characteristic of the leader who can manage follower and disappoints – as any imperfect human outstanding leader. Such people have the ambivalence by constantly reminding being eventually will. So if the leader is fearlessness to be undefended and to credit people that their work has meaning. unable to focus us on our task, we will seek others with success rather than seeking it In that same hospital, reception staff did to oust him or her and then get preoccupied for themselves. They behave in the same not see their jobs as being about giving with finding a replacement, where the same unaffected way with everyone. bland information, they talked about being process starts all over again. I once accompanied an NHS chief the welcoming friendly face that would Virtually all political careers follow this executive client on a stroll through his defuse anxiety. trajectory. By the time the shortcomings of hospital. First, he greeted large numbers of I remember a client whose away days the “dying” leader are obvious, the the people we encountered by their first made constant references to patients and manoeuvring to find the new one has already names. Second, he was the same faintly shy, reminders of why everyone was working in begun – as we see in the Labour Party. courteous person with the porters as he was the NHS rather than Tesco. This may seem The charisma theory used to be popular – with a visiting minister. This man also cheesy or obvious, but I have facilitated perhaps the sort personified by General regularly spent time at the unglamorous end away days for NHS executive teams where George Patton in World War Two. Patton of the services his hospital provided, the word patient has not been used once. dressed in cavalry pants, carried ivory- working for instance as an anonymous With so much at stake, an NHS leader nhs leader of the year on what it takes to inspire people

A leader is a leader, whether they work in the bullying culture, fostering a supportive culture so listening to people, and taking the best from NHS, the private sector or elsewhere, says Patrick that people can learn on the job and have enough people and turning it into something. Then Geoghegan, chief executive of South room to be creative. At times, it’s about allowing thanking people and acknowledging them. Partnership University Foundation Trust and people to take risks because that’s how you learn. He also keeps in touch with reality. “As a winner of NHS Leader of the Year at the first NHS Leaders must also be visionary and willing to leader and as chief executive it’s very easy at Leadership Awards in November. question, evaluate and challenge their own times to be caught up with strategy and policy and Like all leaders, NHS leaders need to know beliefs and values. “Question your own thoughts process, which is vital, but equally you’ve got to their business. “A leader’s job is to deliver the and abilities and your vision,” he says. get the balance about keeping your feet on the objectives of the organisation,” he says. “And They also need to welcome, rather than be ground, and never forgetting the reason you’re how you do it should be the same in every threatened by, challenges from others who may head of an organisation.” organisation.” disagree or have different ideas. “That is healthy Some leaders can be very isolated and work to That’s about working with the people who because it keeps leaders on their toes, but also it their own agenda. They should instead make sure have got to deliver it. What makes them happy to allows a leader to promote creativity and they are delivering the values and objectives of come to work every day? What’s special about flexibility among its senior workforce.” the organisation. Mr Geoghegan works to an your organisation that will attract people? Mr Geoghegan describes his own leadership agenda that has been signed up to by a number of Leaders also need to understand that things style as “a very inclusive approach”. It’s about parties which is why, he believes, the work has can go wrong at times and instead of creating a involving staff, service users and partners, been successful.

4 Health Service Journal supplement 4 March 2010 hsj.co.uk What does a first class nhs leader look like?

improvement, with self-improvement at the ‘all leaders need obvious core of what everyone does. It also means weaknesses. Branson being able to give frequent, focused, developmental feedback. I once asked the has scruffy sweaters massed ranks of 120 senior NHS managers if they had experienced such feedback in and Churchill had “black their careers. Just eight people raised their dog” depressions’ hands. This is because real feedback is tough to give, tough to request and tough to get, even when it’s wholly positive. You will notice that there is nothing in needs courage. Courage to overcome fear this piece about that notably vague concept when your local MP threatens a “strategic thinking”. Yes, leaders need to be parliamentary question, when your chair able to see around corners to some extent, seems to have become the mouthpiece of a but I prefer Mr Mandela’s axiom that an hostile strategic health authority, when a effective leader is at best a facilitator – “the junior nurse brings you clear evidence of shepherd who stays behind the flock letting malpractice, when a bereaved relative the most nimble go ahead, whereupon the threatens to call the might of the Daily Mail others follow, not realising they are being down on you. directed from behind”. One client, faced with almost all of this at once and invited by her chief executive to Higher order resign, refused on the grounds that she had Leadership is about balancing challenges to done nothing wrong. Although, as she said, complacency with grounded optimism. This “quaking inside” she calmly suggested that means being an authentic communicator, it was the chief executive who should leave – understanding that emotion is what which is what eventually happened. convinces people, not statistics. For an Courage does not mean blindly example, see Barack Obama’s brilliant defending; in fact it means the ability to hear inaugural speech. uncomfortable messages without necessarily The president is obviously an introvert. agreeing that the challenger is “right”. The His speech was intensely personal. He ability to listen open-mindedly is so very straightforwardly named the mistakes of the important. A leader cannot afford the previous administration and their disastrous pretend-listening that so many of us do consequences for America. He emphasised when in fact we are just queuing to speak. his own values by using vivid storytelling To manage the ambivalence of the led, and speaking to a higher order of aspiration leaders need to turn that pointy organisation than the merely material. chart upside down, seeing themselves as Finally, all leaders need several obvious providing a service to the managed rather weaknesses. No one is perfect. Richard than one where a few wildly harassed senior Branson has his scruffy sweaters and itch for managers at the top make all the decisions risk. Winston Churchill had “black dog” and tell others what to do. This means being depressions and was often nastily sarcastic. able to make whole-person emotional By daring to show imperfections, in fact connection with people, asking wise leaders show strength. ● questions rather than offering clever Jenny Rogers is an executive coach and director solutions. It means constantly driving for of Management Futures. FOTOLIA

hsj.co.uk 4 March 2010 Health Service Journal supplement 5 top leaders programme The current participants in the programme are listed below along with their job title and organisation. They are either field participants, nominated by the nature of the role they currently occupy, or pool participants, included because of an assessment of performance, potential and readiness to take on field roles in the future. This list of participants will continue to be updated during the first year of the programme.

Susan Acott, Director of Performance and Service Paul Assinder, Director of Finance and Information, Leonie Beavers, Director of Commissioning, Development, Dartford & Gravesham Trust Group of Hospitals Trust Liverpool PCT

Julie Acred, CEO, Derby Hospitals FT David Astley, CEO, St George’s Healthcare Trust Peter Belfield, Medical Director, Leeds Teaching Hospitals Trust Sheila Adams-O’Shea, Managing Director, Tim Atack, Chief Operating Officer, University Hospitals Community Health and Care, NHS Norfolk Coventry and Trust Gary Belfield, Director of Commissioning, DH Chris Adcock, Chief Financial Officer, Brighton & Sussex Frank Atherton, Director of Public Health, Martin Bell, Director of Information Management and University Hospitals Trust NHS North Technology, North Trust John Adler, CEO, Sandwell & West Birmingham Hospitals Janet Atherton, Director of Public Health, Sefton PCT Stuart Bell, Chief Executive, South London Trust and Maudsley FT Ian Atkinson, Director of Performance, NHS Jag Ahluwalia, Medical Director, Cambridge University Karen Bell, Chief Executive, Hospitals FT Steve Aumayer, Director of Human Resources and and Peterborough FT Organisational Development, University Hospitals Bristol Maqsood Ahmad, Director of Inclusion, Jackie Bene, Medical Director, Bolton Royal FT NHS East Midlands FT Paul Bennett, Director of Corporate Performance and Fiona Alexander, Director of Communications, University Ian Ayres, Director of Strategy, NHS Norfolk Compliance and Deputy CEO, NHS Hospital Birmingham FT Robert Bacon, CEO, Sandwell PCT Tim Bennett, Director of Finance, University Hospital of Caroline Alexander, Director of Quality and Development, Paul Badger, Director of Finance, NHS Derby County Morecambe Bay Trust NHS Tower Hamlets Martin Baggaley, Medical Director, South London Viv Bennett, Deputy Chief Nursing Officer, DH Richard Alexander, Finance Director, University College and Maudsley FT London Hospital Tony Berendt, Medical Director, Nuffield Orthopaedic Mandy Bailey, Director of Nursing, University Hospitals of Centre Trust Bob Alexander, Director of Finance, DH South Manchester Helen Bevan, Director, NHS Institute Greg Allen, Director of HR and Workforce Planning, Stuart Bain, Chief Executive, East Hospitals FT NHS Lorraine Bewes, Finance Director, Chelsea & Westminster Ted Baker, Medical Director, Guy’s and St Thomas’ FT FT Steve Allen, Director of Performance and Information, NHS Gloria Barber, Director of Human Resources, West East John Bewick, Director of Strategic Development, NHS and North PCT South West Tracy Allen, Provider Services Director, NHS Derby County John Barber, Finance Director, Hull and East Mike Bewick, Medical Director, NHS Hospitals Trust David Allison, Executive Business and Development Sue Bishop, Director of Finance, Director, Newcastle upon Tyne Hospitals Trust Simon Barber, CEO, Five Boroughs Partnership Trust NHS Leicester City Geoff Alltimes, Chief Executive, NHS Hammersmith Richard Barker, Director of Operations and Performance, David Black, Medical Director, NHS Derby County & Fulham NHS North East Kathryn Blackshaw, Director of Business Strategy, Houda Al-Sharifi, Director of Public Health, Richmond Mike Barker, Director of Corporate Affairs and Mental Health Trust & Twickenham PCT Partnership, Trafford PCT Peter Blythin, Director of Workforce, Anna Anderson, Director of Finance, West Hertfordshire Ian Barnes, National Clinical Director – Pathology, DH NHS West Midlands Hospitals Trust Louise Boden, Director of Nursing, University College Steve Barnett, Chief Executive, NHS Confederation Jo Andrews, Chief of Clinical Operations, Brighton London Hospitals FT and Sussex University Hospitals Trust Paul Baumann, Director of Finance and Investment, Guy Boersma, Director of Commissioning, NHS South East NHS London Hugh Annett, Director of Public Health, NHS Bristol Coast Jessica Bawden, Director of Communications, Louis Appleby, National Clinical Director – Mental Health, Kirsty Boettcher, Deputy CEO, South West Essex PCT NHS Cambridgeshire DH Steve Bolam, Associate Finance Director – System Wide Christine Baxter, Director of Nursing, Norfolk and Kate Ardern, Director of Public Health, Ashton, Projects, NHS South Central Norwich University FT Leigh and Wigan PCT Mike Baxter, Medical Director, Ashford and St Peter’s Kevin Bolger, Chief Operating Officer, University Hospital Graeme Armitage, Director of HR, and Hospital Trust Birmingham FT Mental Health Trust Lee Bond, Director of Finance, Sherwood Forest Shona Arora, Director of Public Health, Catherine Beardshaw, CEO, Warrington and Halton Hospital Trust NHS Hospitals FT

Mandy Ashton, Director of Nursing, NHS Leicester City Dame Christine Beasley, Chief Nursing Officer for , DH

6 Health Service Journal supplement 4 March 2010 top leaders programme Christine Boswell, Chief Executive, David Bradley, Chief Operating Officer, Alistair Burns, National Clinical Director – Dementia, Rotherham Doncaster and South Humber Oxfordshire and Buckinghamshire Mental DH Mental Health FT Health Trust Mike Burrows, CEO, NHS Salford

Boswell joined the NHS in 1980 and has 27 Bradley became chief operating officer in Chris Burton, Medical Director, North Bristol Trust years’ experience in the service, working across many 2006. Prior to this he was director of operations in Matt Bushell, Director of Commissioning, North East different sectors in South and . She joined Oxfordshire Mental Healthcare Trust and also held senior Essex PCT Wakefield Health Authority in 1996 and was appointed executive management positions in trusts across London director of performance in 2000. and Surrey. He has 20 years’ experience in leading Chris Butler, Chief Executive, NHS Surrey In 2003, she spent 12 months on secondment working transformational change in the NHS and social care, with Chris Butler, Chief Executive, Leeds Partnership FT with the University of Leeds, during which she acted as particular experience in Lean and Six Sigma techniques director of operations for LRDL Ltd, a company set up by to improve quality and efficiency of clinical and support Edie Butterworth, Director of Nursing, the university to promote transformational leadership. services. NHS Boswell was appointed chief executive of Doncaster East He has also led significant turnaround of services and Jill Byrne, Director of Nursing, Aintree Hospital Trust PCT in 2004. She became deputy chief executive public consultation exercises on major service change following the merger of the three Doncaster PCTs in 2006 and hospital closures. Dale Bywater, Director of Planning and Performance, NHS and chief executive of RDASH in March 2009. Bradley has a proven track record of leading the East Midlands She says: “The programme is an opportunity to development strategies for organisational change and is Tom Cahill, Chief Executive, Hertfordshire contribute to leading edge leadership in the NHS and to effective in developing partnership arrangements with Partnership FT work with others to really develop an understanding of public, voluntary and private sector organisations to what NHS leadership in the future needs to look like.” improve services for patients. Adam Cairns, Chief Executive, Airedale Trust He has an MBA from Henley Management College (2000), Lezli Boswell, Chief Executive, Derek Campbell, CEO, Liverpool PCT a Bachelors degree in Public Administration (1988) and a Partnership Trust diploma in health service management (1991). He has Niall Canavan, Associate Director of Information and Cynthia Bower, Chief Executive, Care Quality Commission recently completed a High Potential Leaders Communication Technology, Tower Hamlets PCT development programme run by NHS South Central Anne-Marie Cannaby, Chief Nurse, University Hospitals strategic health authority. Coventry and Warwickshire Trust Maggie Boyd, Director of Nursing, NHS “I want to be able to maximise opportunities for personal Derby County development and build on the experience I have gained Robin Carlise, Director of Performance, from the recent SHA High Potential Leaders course I NHS Rotherham Before joining Derbyshire County PCT in completed,” he says. “I expect that the Top Leaders Ruth Carnall, Chief Executive, NHS London 2006, Boyd was the director of nursing and Programme will provide high quality and stretching professional development at , support to enable me to successfully undertake a Hazel Carpenter, Director of Workforce & Organisation and strategic health authority complex and challenging chief executive role.” Development, NHS Eastern & Coastal Kent for four years. Derek Bray, CEO, NHS Derby County Jayne Carroll, Director of Strategic Commissioning, She started work as a student nurse in 1978 and qualified NHS Devon as a registered nurse in 1981. Since then she has worked Mark Brearley, Finance Director, and in a number of clinical roles: as an accident and Huddersfield FT Marian Carroll, Director of Nursing, Pennine Acute emergency nurse, midwife, health visitor and clinical Hospitals Trust Sheila Bremner, Chief Executive, Mid Essex PCT team leader. Ian Carruthers, Chief Executive, NHS South West She completed a masters in public health from Ken Bremner, Chief Executive, City Hospitals Nottingham University in 1995 and has worked in Sunderland FT Maureen Carson, Chief Nurse, NHS Norfolk leadership roles since 1992, including a London health Bernard Brett, Medical Director, James Paget University Nick Carver, Chief Executive, East & North Hertfordshire authority, regional office, community trust and SHA. Her Hospitals FT Acute Trust current role in Derbyshire is to lead quality assurance in commissioning, children’s and end of life commissioning Phil Brice, Director of Corporate Services and Andrew Cash, Chief Executive, Sheffield Teaching in a large PCT. Communications, PCT Hospitals FT Throughout her professional life, Boyd’s interests have Karen Broughton, Deputy Chief Executive, Westminster Stephen Cass, Chief Operating Officer, South London fallen into four areas: the development of service models PCT Healthcare Trust that improve patient care, and leading staff through change; the development of learning and education of Helen Brown, Programme Director for the Health4NEL Karen Castille, Director of Nursing, Cambridge University young people, particularly from disadvantaged areas; Programme, North East London Sector Hospitals FT supporting the learning and promotion of women in Jackie Brown, Acting Managing Director, Communications Jennifer Cavalot, Director of Human Resources, organisations; and working to get the best out of teams Services, South West Essex PCT NHS Manchester and developing individuals’ confidence to try out new Senior Medical Adviser, NHS South West approaches, both personally and professionally. Jayne Brown, Chief Executive, Peter Cavanagh, Boyd enjoys playing netball and being involved with and York PCT Julie Cave, Director of Resources, Norfolk & Norwich teams and people. She says: “I am particularly interested Karen Brown, Director of Finance, Tameside Hospital FT University FT in learning from organisational models external to the Richard Caves, Director of Information Management and public sector, particularly with the financial challenges Ruth Brunt, Director of Operations, North Bristol Trust Technology, NHS South West ahead.” Andy Buck, Chief Executive, NHS Rotherham Robert Chadwick, Director of Finance, Pennine Acute Maggie Boyle, Chief Executive, Leeds Teaching Jeff Buggle, Finance Director, Royal Free Hospitals Trust Hospitals Trust Hampstead Trust Roger Boyle, National Clinical Director – Heart Disease, Adrian Bull, Chief Executive, Queen Victoria Hospital FT DH Chris Burke, CEO, Stockport FT Kate Bradley, Director of HR, University Hospitals Conor Burke, Borough Director, Redbridge PCT of Leicester Trust Andrew Burnett, Director of Public Health and Medical Peter Bradley, CEO, Director, Barnet PCT

4 March 2010 Health Service Journal supplement 7 top leaders programme

Deb Chafer, Director, NHS North West Mike Cooke, CEO, Ethie Cummins, GP, Clinical Advisory Group, Practice Leadership Academy. Healthcare Trust Based Commissioning Lead, Northumbria Healthcare FT

Ian Cunliffe, Medical Director, Heart of England FT Chafer has held managerial roles in Cooke is an experienced, innovative chief numerous organisations and been closely executive who worked in many trusts and Richard Curless, Business Unit Director and Consultant involved in three major mergers, a foundation trust status NHS organisations around the country before joining Physician, Northumbria Healthcare FT application, strategic organisational development Nottinghamshire Healthcare Trust in June 2007. Mauyra Cushlow, Executive Director of Community agendas and large organisational change activities. She He has worked at regional level and is well versed in the Services, Newcastle and North Tyneside has a postgraduate diploma and a masters in acute hospital, mental health and primary care sectors. Community Health management and leadership. Cooke has a depth of leadership skills and an exceptional Ms Chafer currently leads the North West Leadership track record of developments in the NHS and local public Ian Dalton, Chief Executive, NHS North East Academy, a member organisation focusing on building sector. He led South Staffordshire to become one of the David Dalton, CEO, Salford Royal Hospital FT executive leadership potential and development across first mental health FTs, helped with the acquisition of the North West NHS. Chafer is also the programme Services, and won the award for NHS FT of the Kay Darby, Director of Nursing, Lincolnshire director of the emerging leader workstream of the Year 2006/07. He is now a special professor in healthcare Partnership FT National Leadership Council, working closely with the innovation and learning at Nottingham University Nick D'Arcy, Chair of Professional Executive Committee, DH, the council and regional SHAs. Business School and was runner up in the NHS Leader of NHS Devon “My role has been in supporting and enabling great the Year 2009. leadership. I recently started to work nationally and I He says: “This is a great opportunity for me to Neil Dardis, Director of Operations, East & North welcome any development that will equip me to face the re-invigorate my leadership skills with other colleagues, Hertfordshire Acute Trust challenges and opportunities that this offers me,” so that I remain relevant to my organisation, my system Phil DaSilva, Director of Flu Resilience, NHS East she says. and the NHS. Of equal importance is the chance to top up Midlands “I would like to further enhance my skills to undertake my leadership development, mentoring and coaching my current and future roles in a bolder and braver skills to benefit existing and future leaders.” Alan Davis, Director of HR, South West Yorkshire Mental fashion; ultimately I aspire to be the best I can be in any Health Trust Rob Cooper, Director of Finance, NHS Yorkshire and the role that I undertake.” Humber Julie Dawes, Director of Nursing, Portsmouth Hospital Clare Chapman, Director General of Workforce, DH Trust Matthew Cooke, National Clinical Director for Urgent and Nick Chapman, Chief Executive, NHS Direct Emergency Care John Dean, Medical Director, Bolton PCT Yasmin Chaudhry, Chief Executive, NHS Phil Corrigan, Director of Commissioning/Performance, Bob Deans, Chief Executive, Southampton City PCT NHS Leeds Sarah Childerstone, Director of Workforce, West Mike Deegan, CEO, Central Manchester University Hertfordshire Hospitals Trust Paul Cosford, Director of Public Health, NHS East of Hospitals FT England Liz Childs, Director of Nursing & Quality, South Devon Mike Denis, Director of ICT, South London and Healthcare Trust Jonathan Coulter, Finance Director, Harrogate FT Maudsley FT Stephen Childs, Managing Director, Middlesbrough and Frances Cousins, Director of Information Systems & Tom Denning, Medical Director, Cambridgeshire Redcar & Cleveland Community Services Analysis, Cambridge University Hospitals FT & Peterborough FT Matthew Chobbah, Director of Strategy, Barnsley FT Nick Coveney, Director of Nursing, James Paget University Elaine Derbyshire, Executive Director of Communication Hospitals FT and Public Affairs, NHS North West Sophia Christie, CEO, Birmingham East and North PCT Stephen Cox, Communications Director, Great Ormond Mark Devlin, Chief Executive, Dartford & Gravesham Trust Ailsa Claire, Chief Executive, NHS Barnsley Street Hospital Mike Dinan, Director of Finance, London Ambulance Helen Clancy, Director of Primary Care, NHS Steve Cox, Medical Director, St Helens and Halton PCT Service Paula Clark, CEO, Dudley Hospitals Paul Cracknell, Chief Operating Officer, Vinod Diwakar, Chief Medical Officer, Birmingham Carol Clarke, Resources, Services and Governance NHS Norfolk (starts May 2010) Children’s Hospital FT Director, Informatics Directorate, DH Lesley Doherty, Director of Nursing and Performance Cracknell has a record of success in the Caroline Clarke, Managing Director, Acute Commissioning Improvement, Bolton Hospitals Trust public, private and third sectors. He joined Agency, North Central London Norfolk and Waveney Mental Health FT in 2005 as Andrew Donald, Deputy CEO, Birmingham East and North Clive Clarke, Director of Operations, Sheffield Health and associate director of HR improvement, and moved to his PCT Social Care FT current role in 2007. Before that he was chief executive of Sue Donaldson, Director of HR and Organisational the charity Norwich Youth for Christ for five years. He led Steve Clarke, Director of Finance, NHS East of England Development, Oxford Radcliffe Hospital Trust the organisation through a phase in its growth to Andrew Clough, Director of Nursing, Salford PCT becoming a sustainable medium enterprise. He will be Averil Dongworth, Chief Executive, Barnet Chase Farm Hospitals Trust Mandy Coalter, Director for Human Resources & joining NHS Norfolk as chief operating officer later this Organisational Development, Heart of England FT year. Tim Donohoe, Programmes and Operations Director, He says: “I’m looking forward to being stretched, tested Informatics Directorate, DH Peter Colclough, Chief Executive, Royal Cornwall and supported to be the best leader I can be. In particular Hospitals Trust I’m looking forward to being on a national programme Kathy Doran, CEO, NHS Wirral Sara Coles, Director of Performance, NHS London and part of a broader network, and being exposed to Glenn Douglas, Chief Executive, Maidstone & Tunbridge wider challenges and opportunities.” Wells Trust David Colin-Thomé, National Clinical Director – Primary Care, DH John Critchley, Director of Resources, NHS Cumbria Keith Douglas, Director of Contracting, NHS Hampshire Jane Collins, CEO, Great Ormond Street Hospital for Kim Crowe, Director of Service Development and Colin Douglas, Director of NHS Communications, DH Delivery, Mersey Care Trust Children Trust Yvonne Doyle, Director of Public Health, NHS South East Steve Coneys, Director of Communications and Public Sarah Crowther, Chief Executive, Harrow PCT Coast Affairs, NHS West Midlands Bernard Crump, Chief Executive, NHS Institute Amanda Doyle, Medical Director, Blackpool PCT Dominic Conlin, Managing Director, South West London – Peter Cubbon, Chief Executive, West London Mental Anna Dugdale, Chief Executive, Norfolk & Norwich Acute Commissioning Unit, Croydon PCT Health Trust University FT Christine Connelly, Chief Information Officer for Health, Sheena Cumiskey, CEO, NHS Trafford Sarah Duggan, Director of Nursing, Dudley PCT DH Ian Cumming, Chief Executive, NHS West Midlands Lisa Dunn, Director of Affairs, Heart of England FT Greg Connor, GP, Practice Based Commissioning Lead, Doncaster Commissioning Consortium , Director of Performance, Nursing and Stephen Dunn, Director of Strategy, NHS East of England Quality, NHS North West

8 Health Service Journal supplement 4 March 2010 Mary Dunne, Director of Nursing, Quality & Patient Leonard Fenwick, Chief Executive, Newcastle upon Tyne Gareth Goodier, Chief Executive, Cambridge University Services, Frimley Park Hospitals FT Hospitals Trust Hospitals FT Mike Durkin, Medical Director, NHS South West Strategic Neil Ferelly, Director of Finance, NHS Chris Gordon, Medical Director, Winchester and Eastleigh Health Authority Healthcare Trust Steve Field, Chair of the Modernising Medical Careers Stephen Eames, Chief Executive, County Durham and Advisory Board, DH Shane Gordon, Associate Medical Director, NHS East of Darlington FT England David Fillingham, CEO, Bolton Hospitals FT Jim Easton, National Director, Quality and Productivity, John Goulston, Chief Executive, Barking, Havering and Jan Filochowski, Chief Executive, West Hertfordshire DH Redbridge Hospitals Trust Hospitals Trust Mark Easton, Chief Executive, Brent PCT Tony Graff, Chief Financial Officer, Imperial College Jon Findlay, Director of Operations, Guy's and St Thomas' Healthcare Trust Andrea Edeleanu, Director of Specialist Therapies, Surrey FT & Borders Partnership Trust John Graham, Director of Finance, Stephen Firn, Chief Executive, Oxleas Mental Health FT West Mental Health FT Fiona Edwards, Chief Executive, Surrey & Borders David Fish, Managing Director, UCL Partners Partnership FT Irene Gray, Chief Operating Officer, University Hospitals Robert Flack, Managing Director, Kirklees Provider Bristol FT Mary Edwards, Chief Executive, Basingstoke and North Services Hampshire FT James Gray, Medical Director, NHS Derby County Martin Flaherty, Deputy CEO, London Ambulance Service Rupert Egginton, Finance Director and Deputy Chief Exec, Diane Gray, Deputy Director of Public Health, Milton East Kent Hospitals FT Debbie Fleming, Chief Executive, NHS Hampshire Keynes PCT Catherine Elcoat, Director of Patient Care, NHS East Tracey Fletcher, Chief Operating Officer, East Kent Darren Grayson, Chief Executive, NHS Brighton and Hove Midlands Hospitals FT Helen Greatorex, Executive Director of Nursing, Sussex Richard Eley, Director of Finance , St George’s Healthcare Sally Flint, Executive Director of Finance and Information, Partnership FT Trust Sussex Partnership FT Jackie Green, HR Director, Leeds Teaching Hospitals Trust Sue Ellis, Director HR, Kirklees and Calderdale PCT David Flory, Director General of NHS Finance, Stephen Greep, Chief Executive, Hull and East Yorkshire Performance and Operations, DH Ivan Ellul, Chief Executive, PCT Hospitals Trust Beverley Flowers, Director of Commissioning, East & Peter Enevoldson, Medical Director, The Walton Centre William Gregory, Director of Finance, Stockport FT North Hertfordshire PCT for Neurology & Neurosurgery Trust Paula Grey, Director of Public Health, Liverpool PCT Kevin Flynn, Chief Executive, PCT Simon Enright, Clinical Director, Mid Yorkshire Hospitals Catherine Griffiths, CEO, Leicester County Trust Michael Foster, Deputy Chief Executive, University & Rutland PCT College London Hospitals FT Cheryl Etches, Director of Nursing and Midwifery, Royal Nick Grimshaw, Director of Human Resources, Blackpool, Hospitals Trust Andrew Foster, CEO, Wrightington, Wigan and Leigh FT Fylde and Wyre FT Graham Evans, Chief Information Officer, NHS North East David Foster, Deputy Chief Nursing Officer, DH Charles Gutteridge, National Clinical Director – Nick Evans, Director for Partnerships, West Hertfordshire Stephen Fowlie, Medical Director, NUH Informatics, DH Hospitals Trust Gary Francis, Medical Director, Aintree University Mark Hackett, Chief Executive, Southampton University Deborah Evans, Chief Executive, NHS Bristol PCT Hospitals FT Hospitals Trust Chris Evennett, Director of Strategy and Reform, NHS Simon Freeman, Director of Information and Barbara Hakin, Chief Executive, NHS East Midlands South Central Performance, Leicester County & Rutland PCT Jennie Hall, Director of Nursing, South London Healthcare Andrew Eyres, Deputy Chief Executive and Director of Julie Garbutt, Chief Executive, NHS Norfolk Trust Finance, Lambeth PCT Jim Gardner, Medical Director, North Lancashire PCT Alan Hall, Director of Performance, DH Amanda Fadero, Director of Commissioning/Deputy Chief Gill Gaskin, Corporate Medical Director, University Nancy Hallett, Chief Executive, Homerton University FT Executive, Brighton & Hove City PCT College London Hospitals FT Jane Halpin, Deputy CEO, East and North Hertfordshire Gillian Fairfield, Chief Executive, , Tyne Jane Gately, Outer North East London Project Director, PCT and Wear FT Barking and Dagenham PCT David Hambleton, Director of Commissioning and Reform, Anthony Farnsworth, Director of Commissing, Acting Colin Gentile, Finance Director, South London Healthcare NHS South of Chief Executive, Torbay Care Trust Trust Brian Handford, Director of Finance, Information and Hannah Farrar, Director of Strategy and System Patrick Geoghegan, Chief Executive, South Essex Contracting, NHS Management, NHS London Partnership University FT Dawn Hanwell, Director of Finance and IT, Barnsley FT Mike Farrar, Chief Executive, NHS North West Nick Gerrard, Director of Finance, Mental Health Madeline Harding, Director of Service Development and Anne Farrar, Chief Operating Officer, Northumbria Partnership Modernisation, North West Ambulance Services Trust Healthcare FT Michael Gibbs, Chief Operating Officer, Salford Andy Hardy, Director of Finance/Deputy Chief Executive, David Farrelly, Director of Workforce and Strategy, East Community Mental Health Trust University Hospitals Coventry and Warwickshire Trust Midlands Ambulance Service Trust Bill Gillespie, Chief Executive, Sutton & Merton PCT Richard Harling, Joint Director of Public Health, Kay Fawcett, Chief Nurse, University Hospital Judy Gillow, Director of Nursing, Southampton University NHS Worcestershire Birmingham FT Hospital Trust Denise Harnin, Director of Human Resources, The Royal Andrew Fearn, Director of Informatics, Nottingham Tim Gilpin, Director of Workforce and Education, NHS Wolverhampton Hospitals Trust University Hospitals Trust Rebecca Harriott, Director of Provider Services and David Fearnley, Medical Director and Deputy CEO, Mersey Paul Glynne, Medical Director, University College London Deputy Chief Executive, NHS Devon Care Trust Hospitals FT Mike Harris, Director of Forensic Services, Simon Featherstone, Chief Executive, North East Margaret Goddard, Medical Director, Liverpool PCT Nottinghamshire Healthcare Trust Ambulance Service Mike Gogarty, Director of Public Health, North East Essex Vanessa Harris, Director of Finance, NHS South Beccy Fenton, Deputy CEO, Heart of England FT PCT East Coast Katherine Fenton, Director of Clinical Standards & Mark Goldman, CEO, Heart of England FT Workforce, NHS South Central

4 March 2010 Health Service Journal supplement 9 top leaders programme

Gill Harris, Director of Nursing, Wrightington, Wigan & Isobel Hemmings, Chief of Operations/Deputy Chief Sue Jacques, Deputy Chief Executive, Chief Operating Leigh FT Executive, Sheffield Health and Social Care FT Officer and Director of Finance, County Durham and Darlington FT Russell Harrison, Director of Delivery, West Hertfordshire Julian Herbert, Director of Finance and Performance, Hospitals Trust Suffolk PCT Ann James, Chief Executive, NHS Devon / NHS Cornwall & Isles of Scilly Amanda Harrison, Director of Assurance & Strategic Nicholas Hicks, CEO/Director of Public Health, Milton Development, NHS Eastern & Coastal Kent Keynes PCT Venessa James, Director of Corporate Affairs, NHS Devon Christopher Harrison, Director of Workforce and Tim Higginson, Chief Executive, Lewisham Hospital Trust Brian James, Chief Executive, Rotherham FT Organisational Development, North East Ambulance Carole Hill, Head of Communications, Liverpool PCT Sue James, CEO, Walsall Hospitals Service Lesley Hill, Director of Service Development, Calderdale Gary James , Director of IT, NHS Lincolnshire Dominic Harrison, Director of Public Health, Blackburn and Huddersfield FT with Darwin PCT Jeff James Scott, Chief Executive, NHS PCT Sheila Hill, Director of Service Delivery & Performance, Joe Harrison, Operations Director, North Middlesex Trust Ruth Jameson, Medical Director, Pennine Acute Hospitals The Walton Centre for Neurology & Neurosurgery Trust Trust Frank Harsent, Chief Executive, Gloucestershire Hospitals Sue Hill, National Clinical Director – Respiratory FT Kevin Jarrold, Chief Information Office and LPfIT Services, DH Programme Director, NHS London Tricia Hart, Director of Nursing and Patient Safety, South Rowan Hillson, National Clinical Director – Diabetes, DH Tees Hospitals Trust Richard Jeavons, Chief Executive, Independent Suzanne Hinchliffe, Chief Operating Officer and Chief Reconfiguration Panel Julian Hartley, CEO, University Hospital South Manchester Nurse, University Hospitals of Leicester Trust FT Paul Jenkins, Managing Director, North West London Paul Hinnigan, Director of Finance, Blackburn with Commissioning Partnership, NHS Westminster Andrew Havers, Chair of Professional Executive Darwin PCT Committee, NHS South Gloucestershire Avril Johns, Director of Strategy and System Helen Hirst, Director of Service Development, NHS Development, NHS East Midlands Ruth Hawkins, Director of Finance and Deputy CEO, Bradford and Airedale Nottinghamshire Healthcare Trust Paul Johnson, Regional Director of Public Health, Caron Hitchen, Director of HR and Organisational NHS Yorkshire and the Humber Harry Hayer, Director of Organisation, Development, London Ambulance Service People and Performance, North Bristol Dean Johnson, Director of Planning and Performance, Trust Sue Hitchenor, Director of Finance, Leicestershire & Bradford Teaching Hospitals FT Rutland Procurement Partnership Colin Johnston, Medical Director, West Hertfordshire North Bristol is a large teaching hospital Des Holden, Medical Director, Brighton & Sussex Hospitals Trust trust with an income of almost £500m and employing University Hospitals Trust 9,500 staff. Hayer became an executive director in 1994 Gareth Jones, Director of Strategic Planning (seconded to and has a distinguished career in the NHS, including Charles Hollwey, Chief Executive, Havering PCT SHA), East & North Hertfordshire PCT board-level appointments with Cambridge University Jackie Holt, Director of Nursing, University Hospitals of Tim Jones, Director of Delivery, University Hospital Hospitals (Addenbrooke’s) Trust and the Commission for Morecambe Bay Trust Birmingham FT Health Improvement. More recently, he has led reform programmes across the NHS, including health system Peter Homa, CEO, Nottingham University Hospitals Paul Jones, Chief Technology Director, Informatics Directorate, DH reform in Bristol, the PCT reconfiguration programme Stephanie Hood, Director of Communications, across Avon, Gloucestershire and Wiltshire and a review NHS South East Coast Simone Jordan, Director, NHS Institute of national hosted programmes on behalf of the ten SHA chief executives in England. “This is a key initiative I Peter Houghton, Innovation Director, NHS South East Pat Kelling, Director of Strategic Change, Surrey & hope will support my development to contribute further Coast Borders Partnership Trust to health system reform in Bristol and provide the Kevin Howells, Finance Director, NHS Leeds Eamonn Kelly, Director of Commissioning, NHS West platform from which to develop my leadership Midlands credentials in taking on bigger, more complex and Terry Huff, Finance Director, Redbridge PCT Peter Kelly, Executive Director for Public Health, challenging roles in the second half of my career in the Jan Hull, Deputy Chief Executive/Director of Strategic Tees PCT NHS,” he says. Development, NHS Somerset Trudi Kemp, Director of Strategic Development, Jane Haywood, Director of Organisational Development, Bev Humphrey, CEO, Greater Manchester West Mental St George’s Healthcare Trust Southampton University Hospital Trust Health FT Neil Kemsley, Interim Director of Finance, NHS Devon Graham Head, Director of Information, Communications Lisa Hunt, Chief Operating Officer, Bedford Hospital Acute and Technology, West Middlesex Hospital Trust Trust Tim Kendall, Medical Director, Sheffield Health and Social Care FT Gus Heafield, Director of Finance and Corporate Darren Hurrell, CEO, North West Ambulance Services Governance, South London and Maudsley FT Trust Richard Kennedy, Chief Medical Officer, University Hospitals Coventry and Warwickshire Trust Bryan Heap, Medical Director, NHS Norfolk Ruth Hussey, Regional Director of Public Health/ Gill Heaton, Director of Patient Services/ Managing Director, NHS North West Chris Kenny, Director of Public Health for Nottinghamshire County and Bassetlaw PCTs Chief Nurse, Central Manchester University John Hussey, Professional Executive Committee Chair, Hospitals FT The Elms Medical Centre Andrew Kenworthy, CEO, NHS Nottinghamshire City

Heaton joined the NHS as a nurse at the Linda Hutchinson, Director of Registration, Care Quality , Medical Director, DH Commission Manchester Royal Infirmary in 1976 before moving into Ron Kerr, Chief Executive, Guy’s & St Thomas’ FT primary care to train as a health visitor. She joined the Angela Huxham, Director of Workforce Development, Matthew Kershaw, Chief Executive, Salisbury FT General Management Training Scheme in 1990 and King’s College Hospital FT returned to Central Manchester as a management trainee. Jill King, Director of Strategy, NHS Surrey She was appointed to her current role in December 2001. Maitland Hyslop, Director of Market Management & The trust is a large acute teaching hospital which gained Development, NHS Surrey James P Kingsland National PBC Clinical Network Lead, DH FT status in January 2009 and is currently completing a Nicky Ingham, Director of Workforce and Organisational £500m new hospital development, for which Heaton has Development, Bolton Hospitals Trust Donna Kinnair, Director of Nursing, NHS Southwark PCT the executive lead. “It will be interesting to learn from each other’s Elaine Inglesby, Director of Nursing, Salford Royal FT Richard Kirby, Chief Operating Officer, Sandwell and West Birmingham Hospitals Trust experience. I am conscious these jobs are very big, they Morag Jackson, Project Director, PFI, University Hospital are busy, and it is difficult to have the time to step back Birmingham FT Sylvia Knight, Chief Nurse, United Lincolnshire Hospitals and reflect on how you might become more effective.” Trust Ian Jacobs, Dean of UCL Medical School, University College London Hospitals FT Oliver Lake, Director of Engagement, NHS Lewisham

10 Health Service Journal supplement 4 March 2010 Angela Lamb, Chief Operating Officer, North Tees and Kirk Lower, Director of HR, James Paget University Neil McKay, Chief Executive, NHS East of England Hartlepool FT Hospitals FT Sarah McKellar, Head of Communications, North West Carole Langrick, Director of Strategic Development, North Nikki Luffingham, Chief Operating Officer, Maidstone & London Hospitals Trust Tees and Hartlepool FT Tunbridge Wells Trust Kathy McLean, Medical Director, NHS East Midlands John Lawlor, Chief Executive, Harrogate FT Mike Lynch, Medical Director, St Helens & Knowsley Andrew McLaughlin, Chief Operating Officer, Oxford Hospitals Trust Robert Lechler, Executive Director, Kings Healthcare Radcliffe Hospital Trust Partners Ann Macintyre, Director of HR, Guy’s & St Thomas’ FT Steve McManus, Chief Operating Officer, Southampton Deborah Lee, Director of Commissioning, NHS Bristol Graham Mackenzie, Director of Commissioning, University Hospital Trust Wandsworth PCT Peter Lees, Medical Director, NHS South Andrew McMylor, Project Manager, Commissioning, Central James Mackey, Chief Executive, Northumbria Healthcare Wandsworth PCT FT David McNeil, Director of Corporate Affairs, West Lees is medical director and director of Kevin Mackway-Jones, Medical Director, North West Hertfordshire Hospitals Trust leadership at NHS South Central. He is also Ambulance Services Trust senior lecturer in neurosurgery at Southampton Fin McNicol, Communications Director, Aintree Hospital University and associate dean in NHS Education South Christine Macleod, Medical Director, NHS Cambridgeshire FT Central. For 20 years he led the regional pituitary Ifti Majid, Director of Operations, Derbyshire Mental Martin McShane, Director of Strategic Planning and neurosurgery service based in Southampton University Health Services Trust Clinical Engagment, NHS Lincolnshire Hospitals Trust. He leads several national and international leadership initiatives including work in the Paul Mapson, Director of Finance, University Hospitals Jonathan McWilliam, Director of Public Health, developing world. Formerly, he was director of clinical Bristol FT NHS Oxfordshire leadership in the NHS Leadership Centre. Ann Marr, CEO, St Helen’s and Knowsley Teaching Liz Mear, Director of HR, Royal Liverpool & Broadgreen Past roles include director of research and development Hospitals Trust University Hospitals Trust and medical director at Southampton University Hospitals Trust. Jonathan Marron, Director of Strategy, South West Jane Meggitt, Director of Communications, NHS Lees is a graduate of Manchester and Southampton Essex PCT Northamptonshire Universities, a fellow of the Royal College of Surgeons of Dave Marsden, Director of Strategic IT/Chief Information David Meikle, Director of Finance and Commissioning, England and a member of the Royal College of Physicians, Officer, NHS East Midlands NHS Eastern & Coastal Kent London. “One of the big issues that we’re facing is who are going Michael Marsh, Medical Director, Southampton University David Melbourne, Finance Director, Birmingham to be the next generation of SHA medical directors, and Hospital Trust Children's Hospital FT also sorting out succession planning for our current Anthony Marsh, CEO, West Midlands Ambulance Service Wendy Meredith, Deputy Regional Director of Public generation of medical directors. I’m very keen to be Health, NHS Western getting formal help and development around how we spot Sarah-Jane Marsh, CEO, Birmingham Children’s Hospital talent, how we deal with succession planning [and] how FT Sue Metcalfe, Director of Commissioning, North Yorkshire and York PCT we support and encourage people to become medical Joanne Marshall, Director of Human Resources, NHS directors.” Stockport and NHS Tameside Steven Michael, Chief Executive, South West Yorkshire Mental Health Trust Jennifer Leggott, Director of Nursing and Deputy CEO, Philip Marshall, Director of HR, Harrogate and District FT Nottingham University Hospitals Trust Karen Middleton, Chief Health Professions Officer, DH Anita Marsland, CEO, NHS Knowsley Jo Lenaghan, Chief Adviser, DH Bryan Millar, Director of Finance, Bradford Teaching Neil Martin, Medical Director, East Kent Hospitals FT Jon Lenny, Director of Human Resources, North West Hospitals FT Colin Martin, Director of Finance, Tees, Esk and Wear Ambulance Services Trust Peter Miller, Medical Director, Nottinghamshire Valleys FT John Leslie, Director of Finance, NHS Cambridgeshire Healthcare Trust Rakesh Marwaha, Director of Performance, Phil Milligan, Chief Operating Officer, Worcestershire Jim Lewis, Medical Director, Maidstone & Tunbridge Wells NHS Derby City Trust Acute Hospitals Trust Jonathan Mason, National Clinical Director – Primary Care Sallie Mills-Lewis, Director of Commissioning, Mid Essex Toby Lewis, Chief Operating Officer, Barts and the London and Community Pharmacy, DH Trust PCT Brynnen Massey, Professional Executive Committee Andrew Millward, Director of Communications and Peter Lewis, Finance Director, Taunton and Somerset FT Chair, NHS Lincolnshire Corporate Services, NHS South West Peter Lewis, Medical Director, Birmingham and Solihull Alastair Matthews, Director of Finance, Southampton Karl Milner, Director of Communications and PR, Mental Health Trust University Hospital Trust NHS Yorkshire and the Humber Andrew Liles, Chief Executive, Ashford & St Peter’s , Chief Nurse, NHS East of England Hospital Trust Ruth Milton, Director of Public Health, NHS Surrey Alex Mayor, Medical Director, Plymouth Hospitals Trust Paul Liversidge, Director of Operations, North East Chris Mimagh, Medical Director, Knowsley PCT Ruth McAll, Director of Human Resources and Ambulance Service Andy Mitchell, Medical Director, NHS London Organisational Development, Barking, Havering & Moira Livingston, Director of Workforce, NHS North East Redbridge University Hospitals Trust Patrick Mitchell, COO, St George’s Healthcare Trust Ben Lloyd, Director of Finance and Performance, NHS Gillian McArthur, Deputy Director of Nursing, Gateshead Heather Mitchell, Director of Commissioning/Deputy South Central Healthcare FT Chief Executive, NHS Swindon Martin Lombard, National Clinical Director – Liver Hilary McCallion, Director of Nursing and Education, Simon Mitchell, Director of Service Development and Disease, DH South London and Maudsley FT Quality, Sandwell PCT Sue Lorimer, Director of Finance, Alder Hey Children’s Bill McCarthy, Chief Executive, NHS Yorkshire and Charlotte Moar, Director of Finance and Business Foundation the Humber Development, NHS Wiltshire David Loughton, CEO, Royal Wolverhampton Hospitals Nigel McGuire, Director of Market Development, Nick Moberly, Chief Executive, Royal Surrey County Trust NHS Cumbria Hospital Trust Cath Lovatt, Director of Communications, Nottingham Steve McGuire, Director of Capital and Estates, Guy’s Ali Mohammed, Director of HR, Barts and the London Trust University Hospitals Trust & St Thomas’ FT Neill Moloney, Director of Delivery, Barking, Havering & Malcolm Lowe-Lauri, CEO, University Hospitals of John McIvor, CEO, NHS Lincolnshire Redbridge University Hospitals Trust Leicester Trust

4 March 2010 Health Service Journal supplement 11 top leaders programme

Phil Molyneux, Chief Information Officer, NHS Yorkshire Heather O’Brien, Director of Information Systems, Royal Katrina Percy, Managing Director Hampshire Community and the Humber Free Trust Healthcare, NHS Hampshire Janet Monkman, Director of Workforce, NHS East Jean O’Callaghan, Chief Executive, Bedford Hospital Alan Perkins, Director of Policy and Planning – Midlands Acute Trust Informatics Directorate, DH Alison Moon, Chief Nurse, University Hospitals Bristol FT Ronan O’Connor, Director of Communications, NHS Clare Perry, Managing Director, Imperial College Oxfordshire Healthcare Trust Julie Moore, CEO, University Hospital Birmingham FT Mark Ogden, Director of Finance, Capital and Economic Janet Perry, NHS Financial Controller, DH Magda Moorey, Professional Executive Committee Chair/ Reform, NHS North West Director of Governance, Lewisham PCT Julie Phelan, Director of Communications, Sheffield Donal O’Donoghue, National Clinical Director – Renal Teaching Hospitals FT Cath Moran, Director of Nursing, Greater Manchester Services, DH West Mental Health FT Adrian Phillips, Director for Health Improvement/Director Tim Ojo, Executive Medical Director, Sussex Partnership of Public Health, Wolverhampton City PCT Michelle Moran, Director of Nursing, Leeds FT Partnerships FT Paul Phillips, CEO, East Midlands Ambulance Service David Oliver, National Clinical Director – Older People, Andrew Morgan, Chief Executive, NHS Amanda Philpott, Deputy Chief Executive and Director of DH Corporate Affairs, Wandsworth PCT Peter Morris, Chief Executive, Barts and the London Trust Heather O’Meara, Chief Executive, Redbridge PCT Steve Phoenix, Chief Executive, NHS West Kent Sue Morris, Director of Corporate Affairs, Sussex Kevin Orford, Deputy Chief Executive, NHS East Midlands Partnership FT Roger Pickering, Director of HR, Pennine Acute Hospitals Marie-Noelle Orzel, Director of Nursing, North Trust Candy Morris, Chief Executive, NHS South East Coast Bristol Trust Andrew Pike, Chief Executive, South East Essex PCT Andrew Morris, Chief Executive, Frimley Park Anne Osborn, Director of Strategy, Norfolk & Norwich Hospitals FT Simon Pleydell, Chief Executive, South Tees Hospitals FT University FT Judith Morris, Director of Nursing, Stockport FT Steven Pollock, Director of Communications, Engagement Helen O’Shea, Chief Operating Officer, Plymouth & HR, NHS West Sussex Vicky Morris, Director of Nursing, Robert Jones & Agnes Hospitals Trust Hunt Orthopaedic & District Hospital Trust Alan Pond, Director of Finance, East & North Helen O’Shea, Director of Operations, Northampton Hertfordshire PCT Stephen Morrison, Director of HR, Hull and East Yorkshire General Hospital Trust Hospitals Trust Stephen Posey, Director of Strategy, East & North Christine Outram, Managing Director of Medical Hertfordshire Acute Trust Trish Morris-Thompson, Chief Nurse and Professor of Education England, NHS England Nursing and Midwifery, NHS London Mike Potts, Chief Executive, NHS Kirklees Lee Outhwaite, Director of Finance, Derby Hospitals FT Simon Morritt, Chief Executive, NHS Bradford and David Powell, Director of Capital Projects, North Bristol Rachel Overfield, Chief Nurse, Sandwell and West Airedale Trust Birmingham Hospitals Trust Daniel Mortimer, Director of HR, Nottingham University Stuart Poynor, Chief Executive Officer, South Kevin Oxley, Director of Operations, North Tees and Hospitals Trust Staffordshire PCT Hartlepool FT Jean-Pierre Moser, Director of Communications, St Neil Priestley, Finance Director, Sheffield Teaching Chris Packham, Director of Public Health, NHS George’s Healthcare Trust Hospitals FT Nottinghamshire City Ian Moston, Director of Finance, The Christie FT Amanda Pritchard, Deputy Chief Executive, Chelsea and Sue Page, Chief Executive Officer, NHS Cumbria Westminster FT Heather Moulder, Director of Nursing, East & North Cally Palmer, Chief Executive, Royal Marsden FT Hertfordshire PCT Martyn Pritchard, Chief Executive, Yorkshire Ambulance Andrew Parker, Director of Primary Care, East & North Service Keith Moulin, Director of Service Delivery, Hertfordshire Hertfordshire PCT Partnership FT Sue Proctor, Director of Nursing and Partnerships, NHS Clare Parker, Finance Director, Barnet PCT Yorkshire and the Humber Catherine Mountford, Director of Strategy & Quality, NHS Oxfordshire John Parkes, Chief Executive Officer, NHS Louise Proctor, Managing Director, Community Services, Northamptonshire NHS Northamptonshire Aidan Mullen, Director of Nursing and Patient Safety, NHS North East Sally Parnaby, Director of Organisation Development and Julie Quinn, Deputy Chief Executive, Haringey PCT Human Resources, NHS North Lancashire Alistair Mulvey, Director of Finance, St Helen’s & Denise Radley, Adult Social Services, NHS Peterborough Knowsley Hospitals Trust Kiran Patel, Regional Clinical Lead/Cardiologist, Ann Radmore, Chief Executive, Wandsworth PCT Sandwell and West Birmingham Hospitals Trust Michael Munt, Director of Finance, NHS Surrey Maggie Rae, Director of Public Health, NHS Wiltshire Nik Patten, Chief Executive, Peterborough Hospital FT Rachel Munton, Director of Nursing, Nottinghamshire Joe Rafferty, CEO, NHS Central Lancashire Healthcare Trust Terese Patten, Commercial Director, Five Boroughs Partnership Trust Anne Rainsberry, Director of People and Organisation Guy Musson, Finance Director, Lincolnshire Partnership FT Development and Deputy Chief Executive, NHS London Steve Peak, Chief Executive Officer, Birmingham Matt Neligan, Director of Commissioning/Performance, Women's FT Arif Rajpura, Director of Public Health, Blackpool PCT NHS Bradford and Airedale Julie Pearce, Director of Nursing, Midwifery and Quality, John Randall, Medical Director, Peterborough Mark Newbold, CEO, Kettering General Hospital FT East Kent Hospitals FT Hospital FT Rachel Newson, Director of Operations, Norfolk & Pauline Pearce, Director of Public Engagement, East & Jane Raven, Director of Human Resources and Waveney Mental Health FT North Hertfordshire PCT Organisational Development, NHS Knowsley John Newton, Regional Director of Public Health, NHS Bob Pearson, Medical Director, Central Manchester Amanda Rawlings, Director of HR, NHS Derby County South Central University Hospitals FT John Rayner, Director of Health Informatics – Informatics, Julia Newton, Finance Director, NHS Sheffield Virginia Pearson, Director of Public Health, NHS Devon DH Sarah Newton, Director of Performance, NHS Lincolnshire Angela Pedder, Chief Executive, Royal Devon and Exeter Abdul Razzaq, Director of Public Health, Trafford PCT Sir David Nicholson, Chief Executive of the NHS FT Liz Redfern, Director of Patient Care and Nursing, NHS Amanda O’Brien, Director Corporate Partnerships, Flo Panel-Coates, Director of Nursing, Maidstone & South West Greenwich PCT Tunbridge Wells Trust Chris Reed, Chief Executive, NHS North of Tyne

12 Health Service Journal supplement 4 March 2010 Zoe Reed, Director of Strategy and Business Richard Samuel, Director of Performance and Standards, Graham Simpson, Director of Strategy, Barts and the Development, South London & Maudsley FT NHS Hampshire London Trust Sue Reed, Director of Nursing, Lancashire Teaching Toby Sanders, Deputy CEO and Director of Primary and John Simpson, Director of Estates, Nottingham University Hospitals FT Community Care, NHS Leicester City Hospitals Trust Helena Reeves, Director of Communications, Engagement Shirley Saunders, Director of Operations and Deputy CEO, Lyn Simpson, Director of Operations, DH & HR, NHS Surrey Lancashire Care FT Prem Singh, CEO, NHS Derby City Lorraine Reid, Chief Operating Officer, Sussex Neil Savage, Director of Workforce, Estates & Facilities, Roland Sinker, Director of Operations, King’s College Partnership FT Birmingham Women's FT Hospital FT Nicola Reucroft, Director of HR, Stockport FT Wendy Saviour, CEO, NHS Nottinghamshire County Melanie Sirotkin, Director of Public Health and Health Amanda Reynolds, Deputy Director of Public Health, Stuart Saw, Finance Director, Tower Hamlets PCT Strategy/Deputy CEO, NHS Tameside & Glossop Government Office, NHS East of England Yvonne Sawbridge, Director of Quality and Performance, Sally Slade, Director of Health and Social Care Delivery, Michelle Rhodes, Director of Operations, Nottingham South Staffordshire PCT NHS Devon University Hospitals Trust John Saxby, CEO, Pennine Acute Hospitals Trust Wendy Slaney, Chief Executive, James Paget University Stephen Richards, Medical Director, NHS Oxfordshire Hospitals FT Gabriel Scally, Regional Director of Public Health, NHS Mike Richards, National Clinical Director – Cancer, DH South West Chris Slavin, CEO, Lincolnshire Partnership FT Mike Richmond, Medical Director, South Tees Hospital FT Tom Scanlon, Director of Public Health, NHS Brighton & Philippa Slinger, Chief Executive, Healthcare FT Hove Tim Rideout, CEO, NHS Leicester City David Sloman, Chief Executive, Royal Free Trust Hilary Schofield, Director of Nursing, South Tees Julie Ridge, Director of Communications, NHS Tim Smart, Chief Executive, King’s College Hospital FT Hospitals FT Bedfordshire David Smith, Director of Finance, Cambridge University Michael Scott, Chief Executive, Westminster PCT Caspar Ridley, Director of Strategy and Business Hospitals FT Development, Southampton University Hospital Trust James Scott, Chief Executive, Royal United Hospital Trust Ellen Smith, Managing Director of Provider Services, NHS Andrew Ridley, Deputy Chief Executive, Tower Hamlets Miles Scott, Chief Executive, Bradford Teaching Hospitals Lincolnshire PCT FT Neil Smith, Director of Finance and Performance, Mersey Claire Riley, Director of Communications, NHS North East Gill Scoular, Director of Finance and Deputy CEO, NHS Care Trust Northamptonshire Kay Riley, Chief Nurse, Barts and the London Trust Roger Smith, Medical Director, South London Healthcare Bernard Scully, Director of HR, Norfolk & Norwich Trust Martin Ringrose, Director of Human Resources, Torbay University FT Care Trust Stephen Smith, Chief Executive/Principal, Imperial Andrew Seddon, Director of Finance, University Hospitals College Healthcare Trust Simon Robbins, Chief Executive, Bromley PCT of Leicester Trust David Smith, Director of Human Resources and Paul Roberts, Chief Executive, Plymouth Hospitals Trust Duncan Selbie, Chief Executive, Brighton & Sussex Organisational Development, Gloucestershire Hospitals Adrian Roberts, Director of Finance, Central Manchester University Hospitals Trust FT University Hospitals FT Olga Senior, Director of Communications and Corporate Mark Smith, Director of Strategy & Service Development, Laura Roberts, CEO, NHS Manchester Affairs, NHS South Central City Hospitals Sunderland FT Alison Robertson, Director of Nursing and Patient Safety, Krishna Sethia, Medical Director, Norfolk & Norwich David Snowden, Chief Executive, Humber Mental Health St George's Healthcare Trust University FT Trust Liz Robin, Director of Public Health, NHS Cambridgeshire Adam Sewell-Jones, Director of Finance and Continuous Jan Sobieraj, Chief Executive, NHS Sheffield Improvement, Basildon & Thurrock University Hospitals Jill Robinson, Finance Director, Hammersmith & Fulham Hazel Soin-Stanley, Director of Planning, Performance & FT PCT Strategy, Wandsworth PCT Mike Sexton, Director of Finance, University Hospital Louise Robson, Chief Operating Officer, NHS South of Roger Spencer, Chief Operating Officer, The Christie FT Birmingham FT Tyne and Wear Peter Spilsbury, Director of Health Policy, NHS West Peter Shanahan, Director of Finance, NHS West Midlands William Roche, Medical Director, NHS South East Coast Midlands David Sharp, Director of Commissioning/Deputy CEO, Lisa Rodrigues, Chief Executive, Sussex Partnership FT Tony Spotswood, Chief Executive, Royal Bournemouth NHS Derby County and Christchurch Hospitals FT David Rosser, Medical Director, University Hospital Chris Sharratt, Chief Executive, Sheffield Health and Birmingham FT Andrew Spring, Director of Finance, NHS Lincolnshire Social Care FT Rosamond Roughton, Director of Strategy and System Julia Squire, Chief Executive, Mid Yorkshire Hospitals Martin Shaw, Director of Finance, Guy’s & St Thomas’ FT Reform, NHS Yorkshire and the Humber Trust Caroline Shaw, CEO, The Christie FT Simon Rouse, Director of Strategic Planning, NHS East of Malcolm Stamp, CEO, University Hospitals Coventry and England Antony Sheehan, CEO, Leicestershire Partnership Trust Warwickshire Trust Dean Royles, Director of Workforce and Education, NHS Jonathan Sheffield, Medical Director, University Hospitals Elisa Steele, Director of Information Management and North West Bristol FT Technology, South London Healthcare Trust Peter Rudge, Chair of Professional Executive Committee, Louise Shepherd, CEO, Alder Hey Children’s FT Jonathan Stephens, Director of Finance, North Cheshire NHS Plymouth Hospitals Trust Bill Shields, Director of Finance and Performance, NHS Chris Rudge, National Clinical Director – Transplantation, South West Martin Stephens, National Clinical Director – Hospital DH Pharmacy, DH Stephen Shortt, Professional Executive Committee Chair, Douglas Russell, Medical Director, Tower Hamlets PCT NHS Nottinghamshire County Brian Steven, Operations Director, Leeds Teaching Hospitals Trust Steve Russell, Executive Director of Medicine and Rashmi Shukla, Director of Public Health, NHS West Emergency Care, Northumbria Healthcare FT Midlands Helen Stevens, Assistant Director Communications and Engagement, NHS Sheffield Brendan Ryan, Medical Director, University Hospital of Janice Sigsworth, Director of Nursing, Imperial College South Manchester FT Healthcare Trust Janice Stevens, Director – Healthcare Associated Infections, DH Steve Ryan, Medical Director, Alder Hey Children’s FT Eileen Sills, Joint Director of Clinical Leadership and Chief Nurse, Guy’s & St Thomas’ FT

4 March 2010 Health Service Journal supplement 13 Andrew Stevens, Director of Planning and Information, Jane Tomkinson, Director of Finance/Deputy CEO, Deborah Wheeler, Director of Nursing, Barking, Havering Oxford Radcliffe Hospital Trust Countess of Chester Hospital FT & Redbridge University Hospitals Trust Kevin Stewart, Medical Director, on secondment from Suzanne Tracey, Director of Finance and Business Chris Welsh, Medical Director, NHS East of England Winchester Hospital Development, Royal Devon and Exeter FT David Wherrett, Director of HR, Cambridgeshire & Robert Stewart, Medical Director, NHS Eastern & Coastal Simon Trickett, Head of Communications and Community Peterborough FT Kent Engagement, Worcestershire PCT Lee Whitehead, Director of Communications, NHS East of Adrian Stoke, Finance Director, Heart of England FT Alf Troughton, Medical Director, Great Western Hospitals England FT David Stonehouse, Director of Finance, NHS Norfolk Tony Whitfield, Director of Finance, Salford Royal FT Sarah Truelove, Director of Finance, Gloucestershire David Stout, Chief Executive, NHS North East Sarah Whiting, Managing Director, Hammersmith & Hospitals FT Fulham PCT Elaine Strachan-Hall, Director of Nursing, Oxford Radcliffe Nikki Tucker, Planning and Performance Director, Hospital Trust Diane Whittingham, Chief Executive, Calderdale and Chesterfield Royal Hospital FT Huddersfield FT Karen Straughair, Chief Executive, NHS South of Tyne and Paul Tulley, Director of Commissioning, Shropshire PCT Wear Martin Whittle, Director of Corporate Strategy, NHS Derby Jayne Tunstall, Chief Operating Officer, Kettering General County Tim Straughan, Chief Executive, NHS Information Centre Hospital FT Adam Wickings, Director of Primary Care, Bromley PCT Chris Streather, Chief Executive, South London Paul Turner, Director of Finance, Maidstone & Tunbridge Healthcare Trust John Wicks, Director of Commissioning, South Wells Trust Staffordshire PCT Paul Streets, Director – Patient and Public Experience, DH Trish Turner, Director of Communications, NHS Norfolk Mark Wightman, Director of Communications, University Anne-Marie Stretch, Director of Human Resources, St Harry Turner, Finance Director, Haringey PCT Hospitals of Leicester Trust Helens & Knowsley Hospitals Trust Kevin Turner, Finance Director, Doncaster and Bassetlaw John Wilderspin, Chief Executive, NHS West Sussex Jan Stubbing, Chief Executive, NHS Gloucestershire FT Sarah Wiles, Director of Planning, West Hertfordshire Amanda Sullivan, Director of Nursing Quality and Richard Tyler, Chief Operating Officer of Provider Hospitals Trust Governance, NHS Nottinghamshire County Services, Richmond PCT Emma Wilkinson-Brice, Director of Nursing, Derby Antony Sumara, Chief Executive, Mid Staffordshire FT Rachel Tyndall, Chief Executive, Islington PCT Hospitals FT Andrea Sutcliffe, Chief Executive, Appointments Graham Urwin, CEO, Stoke PCT Keith Willet, National Clinical Director – Trauma, DH Commission Andy Vowles, Director of Commissioning, NHS Alwen Williams, Chief Executive, NHS Tower Hamlets Steve Sutcliffe, Director of Finance, Oldham PCT Cambridgeshire Bob Williams, Deputy CEO, North West Ambulance Ann Sutton, Chief Executive, NHS Eastern & Coastal Kent Charles Waddicor, Chief Executive, Berkshire West PCT Services Trust Moya Sutton, Director of Nursing, Alder Hey Children’s Phil Wadeson, Director of Finance, Liverpool PCT Ian Williams, Director of Integrated Commissioning, Foundation Council & NHS Herefordshire Anne Walker, Chief Executive, East & North Hertfordshire Paul Sutton, Chief Executive, South East Coast PCT Janet Williamson, National Director, NHS Improvement Ambulance Service David Walker, Regional Director of Public Health, NHS Christine Willis, Chief Executive, Tees PCT Tracey Sweet, Director of Communications and Corporate East Midlands Governance, Cornwall and Isles of Scilly PCT Karen Wilson, Director of Nursing, Mersey Care Trust Stephen Walker, Chief Executive, NHS Litigation Jon Swift, Finance Director, East Riding of Yorkshire PCT Michael Wilson, Deputy Chief Executive, Brighton & Authority Sussex University Hospitals Trust Martin Sykes, Director of Finance, Contracting and Ray Walker, Director of Nursing, 5 Boroughs Partnership Information, Frimley Park Hospitals FT Judy Wilson, Chief Executive, South West London and St Trust George’s Mental Health Trust Matthew Tait, Interim Chief Executive – Director of Derek Walsh, Director of HR and Corporate Services, Finance, NHS Oxfordshire Roger Wilson, Director of Human Resources, University Central Manchester University Hospitals FT Hospitals of Morecambe Bay Trust Robert Talbot, Medical Director, Poole Hospital FT Matt Walsh, Medical Director, NHS Calderdale Robert Winter, Medical Director, NHS East of England Simon Tanner, Regional Director of Public Health for Stuart Ward, Director of Clinical Standards, NHS London, NHS London Simon Wood, Director of Facilities, North Bristol Trust Hampshire David Taube, Medical Director, Imperial College David Wood, Director of HR, Salford Royal FT Will Warin, Chair of Professional Executive Committee, Healthcare Trust NHS Bristol Jonathan Wood, Director of Finance, East Lancashire Paul Taylor, Acting Director of Finance, NHS West Hospitals Trust Jo-Anne Wass, Chief of Staff, DH Midlands Robert Woolley, Director of Corporate Development, Louise Watson, Director of Primary Care, NHS West Simon Taylor, Chief Financial Officer, King’s College University Hospitals Bristol FT Sussex Hospital FT Simon Worthington, Finance Director, Yorkshire Paul Watson, Chief Executive, NHS North East Essex Caroline Taylor, Chief Executive, Croydon PCT Ambulance Service Sarah Watson-Fisher, Director of Nursing, Plymouth Kevan Taylor, Chief Executive, Sheffield Health & Social David Wragg, Director of Finance, Barking, Havering & Hospitals Trust Care FT Redbridge University Hospitals Trust Alan Webb, Director of Service Redesign, NHS Joe Teape, Finance Director, Plymouth Hospitals Trust Judith Wright, Director of Public Health, NHS West Sussex Oxfordshire Ian Tegerdine, Director of Workforce, NHS Norfolk Michael Wright, Director of Nursing and Deputy Chief Stephen Webb, Director of Communications, NHS London Executive, Hull and East Yorkshire Hospitals Trust Aiden Thomas, Chief Executive, Norfolk & Waveney Sue Webb, Director of Clinical and Workforce Partnership FT Dominic Wright, Director of Transformation, Richmond Development, NHS South East Coast PCT Sian Thomas, Chief Executive, NHS Employers Steve Webster, Director of Finance, North Bristol Trust John Yarnold, Director of Finance, NHS Gloucestershire Marcus Thorman, Director of Finance, Kettering General Claudette Webster, Director of Access, NHS Manchester Hospital FT Claire Yarwood, Director of Finance, NHS Salford Rob Webster, Chief Executive, NHS Calderdale Chris Tidman, Finance Director, Birmingham and Solihull Alan Yates, CEO, Mersey Care Trust Mental Health FT Tim Welch, Director of Finance, Blackpool, Fylde and Nichola Yorke, Deputy Director, NHS Communications, DH Wyre FT Abigail Tierney, Director of Strategy, University Hospitals Andrea Young, Chief Executive, NHS South Central of Leicester Trust Stephen Welfare, Director of Workforce, NHS East of England Paul Zollinger-Read, Chief Executive, NHS Ian Tipney, Chief Executive, NHS Somerset PCT Cambridgeshire

14 Health Service Journal supplement 4 March 2010