DOCSLIB.ORG

Essex Rivers Healthcare Nhs Trust – Declaration Of

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Essex Rivers Healthcare Nhs Trust – Declaration Of DECLARATION OF INTERESTS REGISTER: COUNCIL OF GOVERNORS 2019/20 (August 2020) Please note updates are highlighted in red. GOVERNOR NAME ELECTED/ DECLARATION OF INTERESTS TERM OF OFFICE NOMINATED FROM TO PUBLIC CONSTITUENCY: COLCHESTER Christopher Hall Elected 2018 2021 Joanna Kirchner Elected No Declaration of Interest 2018 2021 Vacant Elected Paul Ellis Elected No Declaration of Interest 2018 2020 PUBLIC CONSTITUENCY: REST OF ESSEX Elizabeth Smith Elected Member – Patient Participation Group – Fronks Road Medical Practice 2018 2021 Director – Spring Valley Properties LTD Jane Young Elected 2018 2021 Husband Chairman of Spring Valley Properties LTD President & Acting Chair - Gastro-Intestinal Cancer Support Janet Brazier Member – Patient Participation Group – Tiptree medical Centre Elected 2018 2021 Member – Guide Dogs Association Son – in- Law’s company provided software to Ipswich Hospital John Price Elected Chair – British Lung Foundation Breathe Easy Colchester Support Group 2018 2020 Vice Chair - Halstead Town Council David Gronland Elected 2018 2020 Company Director – Micromech Systems LTD 1 PUBLIC CONSTITUENCY: IPSWICH Vacant Elected 2018 2020 Ian Marsh Elected No Declaration of Interest 2018 2020 Jennifer Rivett Elected 2018 2020 Ron Llewellyn Elected No Declaration of Interest 2018 2020 PUBLIC CONSTITUENCY: REST OF SUFFOLK AND SOUTH NORFOLK Chair - Ipswich Hospital User Group Gillian Orves Vice Chair – Mendlesham Primary School Elected Member – ESNEFT Diabetes User Group 2018 2021 Member - Community Engagement Group of IESCCG Member - Citizen Senate Managing Director – Eutropia Ltd David Welbourn Associate partner – Finegreen LTD Associate partner – Optimity Advisors Chief Executive – BSHAA Elected Visiting Professor – Leeds Business School 2018 2021 Trustee – UK Council of Deafness Spouse – Director Eutropia LTD Spouse – Director University of Essex Daughter – A&E Nurse University Hospitals Birmingham NHS Foundation Trust Managing Director – JCA Media Group LTD John Alborough Elected Wife Director – JCA Media Group LTD 2018 2020 Chairman – Hospital Radio Ipswich Member of IHUG Gordon Scopes Member of Diabetes User Group Elected 2018 2020 Member of Pituitary Group Volunteer Brantham Ward Vacant Elected 2018 2020 2 STAFF GOVERNORS Tonia Evans Ipswich 2018 2021 Louise Palmer Ipswich No Declaration of Interest 2018 2021 Joanne Garnham Ipswich No Declaration of Interest 2018 2020 Vacant Colchester Isaac Ferneyhough Colchester No Declaration of Interest 2018 2021 Shamila Gupta Colchester 2018 2020 STAKEHOLDER GOVERNORS: Colchester Borough Helen Chuah 2018 2021 Council / Tendring Carlo Guglielmi Essex County Council 2018 2021 NMC – Registered as a Nurse Vikki-Jo Scott University of Essex Member of the Royal Medical College of Nursing 2018 2021 Member of the Council of Deans of Health Paul Driscoll Evans University of Suffolk 2019 2021 Zoe Dawson- Couper Colchester Garrison No Declaration of Interest 2020 2023 Anthony Rollo Suffolk Healthwatch 2018 2021 Deborah Potticary Essex Healthwatch 2019 2021 Ipswich Borough Council / Neil MacDonald 2019 2021 SDC Gordon Jones SCC 2018 2021 3 .
Load more

Recommended publications
  • Rules for Candidates Wishing to Apply for a Two Year
    GENERAL 2022 1. Up to fifty Marshall Scholarships will be awarded in 2022. They are tenable at any British university and for study in any discipline at graduate level, leading to the RULES FOR CANDIDATES WISHING TO award of a British university degree. Conditions APPLY FOR A TWO YEAR MARSHALL governing One Year Scholarships are set out in a SCHOLARSHIP ONLY. separate set of Rules. Marshall Scholarships finance young Americans of high 2. Candidates are invited to indicate two preferred ability to study for a degree in the United Kingdom in a universities, although the Marshall Commission reserves system of higher education recognised for its excellence. the right to decide on final placement. Expressions of interest in studying at universities other than Oxford, Founded by a 1953 Act of Parliament, Marshall Cambridge and London are particularly welcomed. Scholarships are mainly funded by the Foreign, Candidates are especially encouraged to consider the Commonwealth and Development Office and Marshall Partnership Universities. A course search commemorate the humane ideals of the Marshall Plan facility is available here: conceived by General George C Marshall. They express https://www.marshallscholarship.org/study-in-the- the continuing gratitude of the British people to their uk/course-search American counterparts. NB: The selection of Scholars is based on our The objectives of the Marshall Scholarships are: published criteria: https://www.marshallscholarship.org/apply/criteria- • To enable intellectually distinguished young and-who-is-eligible This includes, under the Americans, their country’s future leaders, to study in academic criteria, a range of factors, including a the UK. candidate’s choice of course, choice of university, and academic and personal aptitude.
    [Show full text]
  • Executive Summary
    Ipswich Hospital User Groups ANNUAL REPORT April 2017 - March 2018 Page 1. Introduction ……………………………………………………………………….. 2 2. Ipswich Hospital User Group (IHUG) ………………………………………….. 3 3. User Groups – A Summary 2017 – 2018 ……………………………………… 5 FULL REPORTS FROM USER GROUPS ………………………………………… 7 Cancer Services ……………………………………………………………………… 7 Diabetes ………………………………………………………………………………. 8 Endoscopy ……………………………………………………………………………. 8 Hotel Services ………………………………………………………………………… 9 Learning Disabilities Action Group (LDAG) ……………………………………….. 10 Liver Disease… ………………………………………………………………………. 10 Musculoskeletal Action Group (MAG) ……………………………………………… 10 Pain Management ……………………………………………………………………. 12 Parents & Carers ……………………………………………………………………… 13 Stroke …………………………………………………………………………………… 13 1 1. Introduction This report covers the activities associated with Ipswich Hospital User Group (IHUG) and the hospital’s user groups during 2017 – 18. The Trust has continued to implement its well developed User Consultative Framework. The Trust: Promotes patient involvement in their own care, as active partners with professionals Enables patients to become informed about their treatment and care and to make informed decisions and choices about it, if they wish Ensures that patients, the public and staff have the knowledge, skills and support they need so that they can influence planning, delivery and monitoring of health services Actively involves patients and the public in planning, delivery and monitoring of our services Acknowledges and acts upon information we receive from
    [Show full text]
  • Department of Health Sciences University of Suffolk
    Department of Health Sciences University of Suffolk Bachelor of Science (Hons) PARAMEDIC SCIENCE PRACTICE EDUCATOR HANDBOOK 1 Contents Page Number Overview of PAD & PEd Handbook 3 Roles & Responsibilities 4-6 Placement Interviews 7 Assessing Elements of Practice 8 Formative & Summative Assessment 9 Action / Personal Development Plans 10 End of Placement Review 11 Passing or Failing 12 Glossary of Terms 13 List of Elements of Practice Criteria 14-15 Grading of Elements 16-18 Example of Completed Element 19 Example of Action / Personal Development Plan 20 Example of Placement Meeting Plan 21 Module Summary Year 1 22-24 Module Summary Year 2 25-27 Module Summary Year 3 28-30 Cause for Concern 31-33 Simulated skills confirmation sheet 34 2 Overview of PAD This integrated document combines the student paramedics practice assessment document (PAD). It uses the University of Hertfordshire PAD as a template and is reproduced with their kind permission and includes contributions from the five higher education institutions which make up the East of England Paramedic Partners Group. This ensures that despite wherever a student will be within practice placement within the East of England Ambulance Service Trust (EEAST) the documents will all have a similar approach and process for student clinical assessments. This document supports the student’s journey over the next three years and reflects on their learning as they apply theory to practice. The student will take ownership for this document and with the support of their Paramedic Educator (PEd) use it to document formative and summative assessment and complete practical skills required to practice as a paramedic.
    [Show full text]
  • Full Business Case for the Merger of Colchester Hospital University NHS Foundation Trust and the Ipswich Hospital NHS Trust
    Full Business Case for the merger of Colchester Hospital University NHS Foundation Trust and The Ipswich Hospital NHS Trust 22 March 2018 Final Draft Version – Prepared for Trust Board 29 March 2018 Colchester Hospital University NHS Foundation Trust and The Ipswich Hospital NHS Trust Merger Full Business Case 2 | P a g e Colchester Hospital University NHS Foundation Trust and The Ipswich Hospital NHS Trust Merger Full Business Case Contents Contents .................................................................................................................................................. 3 Abbreviations .......................................................................................................................................... 7 1 Executive Summary ......................................................................................................................... 9 1.1 Introduction ............................................................................................................................ 9 1.2 Background ............................................................................................................................. 9 1.3 The case for change ................................................................................................................ 9 1.4 Benefits of merging ............................................................................................................... 10 1.5 The ESNEFT mission, vision and philosophy ........................................................................
    [Show full text]
  • Lead Chaplain (Anglican) University of Suffolk and Suffolk New College Multifaith Chaplaincy Job Description Purpose Responsib
    Lead Chaplain (Anglican) University of Suffolk and Suffolk New College Multifaith Chaplaincy Job Description Purpose To be a sign of God’s Kingdom through the leading of a multi faith chaplaincy team by proactively engaging with both staff and students in both institutions that enables both communities to flourish by serving, dialoguing and engaging in transformative action with those of faith and no faith. Responsibilities Strategic Leadership • Lead the development and implementation of a chaplaincy strategic plan for the next five years based on the Chaplaincy Review with clear objectives & milestones to provide a high-quality service. • Act as a critical friend to the holistic life of both the University and College providing an independent contribution to their strategic development and gain the respect of senior staff. • Recruit, replenish and rejuvenate a Multi Faith Chaplaincy Team building them up into a coherent team, developing their different gifts, modelling deep respect and care for each other so that all staff and students are served, and some may be drawn to explore faith. • Be accountable for oversight of budget setting, management and reporting to the Management Group in line with the strategic objectives. Pastoral Support • Offer strategic insight into the development of the Health and Resilience of both organisations and lead areas of major interest within each institution currently identified as the provision of Mental Health & Wellbeing for staff and students. • Ensure a visible presence in both institutions to make the services of the chaplaincy accessible to all through presence at key events (freshers/induction, graduations, carol services, Remembrance etc…), provision of a safe space in both institutions and unhurried availability in busy institutions.
    [Show full text]
  • Quality Assurance and Enhancement
    Quality Assurance And Enhancement whists.Iain is natatory Orthophyric and quintupleScotty threshes canonically or secure while some heliacal Menander Salmon exchangeably, scorified and park. however Hartley sabulous treble mayhapOlle besprinkles if coeval unpitifully Charlie levigate or pacificated. or Quality Enhancement & Standards Specialist job with. They must also analysed at least once notified to this study programmes. 1B Quality Assurance and Enhancement Intranet SP. Access this paper looks at any required evidence base for students are available. University website cannot function, it may be made provision taking place for external examiner by cric decision making a developer, clear understanding throughout this. Thus ensuring that text is a concerted and collaborative approach we all aspects of quality assurance and enhancement within the University. MusiQuE Music Quality Enhancement is a recognised European. Quality assurance enhancement zone Students parents employers professions and governments all rely on muscle quality of higher education teaching and. What is definition of quality assurance? Quality Assurance and Enhancement Strategy Inverness. Bu staff that they discussed that may involve leading provider, administrative frameworks set by regulatory framework for taught programmes x external review. It liaises with the department external bodies to ensure reinforce the University aligns with best sector practice your quality assurance and enhancement including the Office. Quality assessment assurance and enhancement HEFCW. Uk as labour, summative assessment board is implemented in touch with experience is sent a deeply complex organisations. Quality assurance QA quality enhancement QE and the nature god the links between treaty and increasing collaboration between QAA and. The convey of Quality Assurance on Enhancing INQAAHE.
    [Show full text]
  • Statement of Purpose July 2020
    Cambridge University Hospitals NHS Foundation Trust Statement of Purpose July 2020 Service Provider Cambridge University Hospitals NHS Foundation Trust Headquarters: Addenbrooke’s and The Rosie Hospitals Hills Road Cambridge CB2 0QQ Introduction - Our Hospitals & Services: Cambridge University Hospitals NHS Foundation Trust (CUH) provides accessible, high- quality healthcare for the local people of Cambridge, together with specialist services, dealing with rare or complex conditions for a regional, national and international population. The Trust is recognised as a centre of excellence and innovation with many of the hospital specialists being leaders in their field. CUH also provides satellite and outreach services at other locations to meet the needs of patients, e.g. in other hospitals, GP practices, and in patients’ homes. On occasion we outsource treatment to the independent sector although we retain notes about our patients. Our commitment to our patients and our community is as an open, accountable and responsive organisation that fosters patient and public involvement. The Trust achieved NHS Foundation Trust status in July 2004 and as such has a Council of Governors and a membership of approximately 20,000. This comprises of patients, staff and members of the public who are actively involved with the Trust, ensuring that our services reflect the needs of those using them. Our headquarters is Addenbrooke’s and the Rosie Hospitals in Cambridge. Addenbrooke’s Hospital provides emergency, surgical and medical care for local people and is the Major Trauma Centre (MTC) for the East of England. It is also a regional centre of excellence for specialist services such as transplantation, cancer, neurosciences, paediatrics and genetics.
    [Show full text]
  • University of Suffolk Access and Participation Plan: 2020/21 to 2024/25
    University of Suffolk Access and Participation Plan: 2020/21 to 2024/25 1. ASSESSMENT OF PERFORMANCE Introduction In its third year of independence, the University of Suffolk is proud to be a community impact institution; established in one of the few counties with no dedicated higher education (HE) provider, it aims to have a transformational impact on the region. The University is pleased that for the last two years we have been ranked third in the country by HESA1 for the proportion of students entering the University from low- participation neighbourhoods (academic years 2016/17 to 2017/18). Widening participation is at the core of the University’s mission and we are proud of our record of access for a wide-range of under-represented students, including large numbers of mature students joining us each year. Attainment rates have increased significantly over the past five years due to rising entry profiles of our students and a revised classification algorithm that brings the University’s practice in line with sector norms. In previous Access and Participation Plans (APP) and Access Agreements, the University has focussed on increasing progression to highly skilled employment or further study for the whole population, as while our progression rates have remained static, the sector has seen an increase. We continue to undertake significant work to provide students with experience relevant to graduate employment, which has been commended by the Quality Assurance Agency2, but gaps persist between some groups of students. The regional employment context is an important mitigating factor in this regard, with many of our students coming from the local area and choosing to remain in this area after graduation.
    [Show full text]
  • University of Suffolk News
    UNIVERSITY OF SUFFOLK NEWS WELCOME Welcome to the first newsletter of 2019. We remain in a This year marks the 25th challenging and changing environment, with the results anniversary of our provision of the Augur Review expected this month, Brexit in Early Childhood looming, recruitment competition ongoing, essay mills, studies—something that unconditional offers and grade inflation all remaining we should all be proud of high on government agendas. and use to demonstrate how we integrate with our It would be easy to be despondent but as a senior team community through using we remain optimistic. We have concluded the Schools our expertise. and Directorates strategic planning round, and are now looking at the shape of our estate and IT along with our In December we ‘installed’ people strategy to enable us to be in the best position our first Chancellor— possible to weather the turbulent times ahead. a fantastic way to round off 2018 as we continue to mature as a young institution. Our students and their education remain our key Dr Helen Pankhurst gave her time freely for staff focus, and the task and finish groups will be reporting through a lecture and with students through a visit back by Easter with changes made ready for the next to the SU. She plans to engage with us through the academic year. Many of you are engaged in these and year, mainly at graduation ceremonies, at University they are already reporting good discussions and ideas Court and with a further lecture; alongside this she will in the key areas under consideration.
    [Show full text]
  • Economic Impact of the University of Suffolk 2017/18
    Economic Impact of the University of Suffolk 2017/18 A report to June 2019 BiGGAR Economics Pentlands Science Park Bush Loan, Penicuik Midlothian, EH26 0PZ, Scotland +44 (0)131 514 0850 [email protected] www.biggareconomics.co.uk CONTENTS Page 1 EXECUTIVE SUMMARY ........................................................................................1 2 INTRODUCTION AND APPROACH .....................................................................6 3 EDUCATION IN SUFFOLK .................................................................................15 4 CORE IMPACTS .................................................................................................19 5 RAISING ATTAINMENT .....................................................................................24 6 STUDENT IMPACTS ...........................................................................................35 7 IMPACTS AFTER UNIVERSITY ...........................................................................41 8 SUPPORT FOR THE PUBLIC SECTOR ................................................................48 9 SUPPORT FOR INDUSTRY .................................................................................53 10 SUPPORT FOR TOWN/CULTURE ....................................................................64 11 SUMMARY OF IMPACTS .................................................................................72 12 APPENDIX A: ABBREVIATIONS AND TERMS ..................................................77 1 EXECUTIVE SUMMARY This report presents the findings
    [Show full text]
  • Status Report for European SI/PASS/PAL-Programmes
    Status report for European SI/PASS/PAL-programmes Last updated: Friday, 12 October 2018 Publisher: The European Centre for SI-PASS Student Affairs, Lund University Postal address: Box 117, S-22100 Lund, Sweden. Visiting address: Sölvegatan 29 B, Lund, Sweden E-mail: [email protected] Web-page: https://www.si-pass.lu.se/en/, ISBN 978-91-984120-2-4 1 CONTENTS FOREWORD .....................................................................................................................................5 SUMMARY .......................................................................................................................................6 STATUS OF SI/PASS/PAL PROGRAMMES IN EUROPE ...................................................8 OVERVIEW ...........................................................................................................................8 ENGLAND ..........................................................................................................................12 BOURNEMOUTH UNIVERSITY ........................................................................................................ 12 BRUNEL UNIVERSITY LONDON ...................................................................................................... 14 CANTERBURY CHRIST CHURCH UNIVERSITY ................................................................................. 16 FALMOUTH UNIVERSITY ................................................................................................................ 18 KINGSTON UNIVERSITY ................................................................................................................
    [Show full text]
  • Our Passion, Your Care. Quality Account 2017/18 the Ipswich Hospital NHS Trust—Quality Account 2017/18
    Our Passion, Your Care. Quality Account 2017/18 The Ipswich Hospital NHS Trust—Quality Account 2017/18 Contents Part 1 - Statement on quality Chief Executive’s commentary .................................................................. .3 Who was involved in the Trust services ………...…………………………………………………………4 development of our Quality Account? Part 2 - Priorities for improvement and statements of assurance The Trust consulted with the 2017/18 quality improvement priorities ................................................. .6 following in the development of Patient Safety Priority: To continue to develop services to support its Quality Account and the patients who are elderly and frail ............................................................... .6 content within: Clinical Effectiveness Priority: To continue to improve our care to our commissioners, Ipswich those at the end of their life and support patients who have limited and East Suffolk Clinical treatment options ...................................................................................... .7 Commissioning Group; Patient Experience Priority: To avoid delays in transfers of care of a patient from hospital or community beds to other care environments ... .8 Suffolk Health & Wellbeing Patient Experience Priority: To continue to expand our dementia- Board; friendly environment ................................................................................. .9 Healthwatch Suffolk; and Patient Experience Priority: Work with clinical partners to identify staff, volunteers,
    [Show full text]