Many thanks for your interest in the above project and for taking the time to discuss with Louise Holden.

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Many thanks for your interest in the above project and for taking the time to discuss with Louise Holden."

Transcription

1 Appendix 1 Helen Walters Head of Health, Greater London Authority - by North Central and East London th 4 Floor Stewart House 32 Russell Square London WC1B 5DN 1 March 2016 Dear Helen, Re: An Academy of Public Health for London and the South East Many thanks for your interest in the above project and for taking the time to discuss with Louise Holden. As you can read in the attached document, Health Education England (HEE) is seeking to invest in the establishment of a multi-agency academy that will provide a coordinated offer of clearly signposted development opportunities for all those working in health improving organisations. This includes all those working in NHS, local authority, social care and the third sector. HEE has, in the first instance, committed to 1M years of 'setup' funding in the understanding that the Academy will in due course become (largely) selfsufficient. As Louise may have discussed with you, during this set up phase we are looking for an organisation to provide a home for the project, its funding and any associated support staff. I understand from Louise that the London Health Board may be able to provide this. Practically this would mean that HEE would place the total funding envelope with the Greater London Authority. This funding would cover salary, project costs and any other administration required. There would be option of integrating this activity with your existing team to mutual benefit, perhaps some form of joint appointment(s). If you are in agreement we would like to make arrangements for the supporting funds ( 1,000,000) inclusive any overhead costs (to be agreed) to be transferred to you, before the end of March under a memorandum of understanding which we will prepare. I hope that you will agree that this is an exciting development, and that it aligns with the strategic aims of the London Health Board. We would be very grateful if you would confirm whether you are in a position to support this as outlined above, and we will then liaise with final funding arrangements. I look forward to hearing from you.

2 With best wishes. Yours sincerely, Professor Tim Swanwick Senior Clinical Adviser, North Central and East London

3 Building the public health capability of all health improving organisations: An Academy of Public Health for London and the South East

4 Project outline and business case: 1. Summary Investment Proposed: Project Name: An investment of 1M for a transformational project in 2016/17. Building the public health capability of all health improving organisations : An Academy of Public Health for London and the South East. Date: 29/02/16 Release: V1.0 Details of Leads: Executive sponsor: Professor Tim Swanwick, Senior Clinical Adviser and Therese Davies, Local Director Health Education England (NCEL) Julie Screaton Director, London and South East 2. Purpose This paper outlines the business case to establish a multi-agency academy of public health and will be used to develop the outline model and develop a consensus on priorities for investment. It builds on a paper considered by Health Education England London and South East Executive in January 2016 where the development was agreed together with an initial investment of 1M. The Academy will support place-based learning and workforce transformation and enable health and well-being priorities to be delivered at scale and at pace. For all those working in health, social care, local authorities and the third sector in connection with health improvement and prevention, the Academy will: provide a coordinated offer of training and resources provide clearly signposted further development opportunities enable knowledge exchange and networking The development and commissioning of provision will be led by small workforce development team collaboration between Public Health England, local authorities and Health Education England - and will be headed up by HEE London and South East s Head of Public Health Education and Development. 2

5 This business case has been developed with the input of: Judy Curson, Public Health Consultant (workforce), PHE, South East Paul Plant, Deputy Director (workforce), PHE, London Louise Holden, Public Health Workforce Development Manager, PHE, London Mike Robinson, Association of Directors of Public Health, London Members of LKSS School of Public Health Members of the HEE London and South East DEQ Advisory Group 3. Strategic Context The future health of millions of children, the sustainability of the NHS, and the economic prosperity of Britain all now depend on a radical upgrade in prevention and public health. (NHS 5 Year Forward View, 2014, p10) The NHS 5 Year Forward View makes it clear that the prevention of ill health and promotion of wellbeing is a key priority for the NHS. Its tripartite message requires us all to break down the barriers about how care is delivered empower patients and get serious about prevention. Similarly, the Department of Health s Shared Delivery Plan: articulates a vision to reduce the demand on our health and care system and contribute to its long term sustainability, we will take action to improve people s health focusing as much on the prevention of poor health as we do on treating illness. The government s 2016/17 Mandate to NHS England also makes a requirement on the system to improve local and national health outcomes, particularly by addressing poor outcomes and inequalities. All of this can only be achieved with a clear focus on workforce development for public and population health. HEE has undertaken to work with Public Health England, local authorities and other stakeholders to better understand the wider workforce implications and how we use our levers to drive improvements in health. This includes ensuring the health and social care workforce is able to manage health and wellbeing proactively rather than simply responding to illness. Workforce development initiatives need to be future proofed for at least 15 years ahead and the HEE Strategic Framework (F15) informs this work. Supporting local authorities to meet the continuing professional development needs of their current staff is not technically one of HEE s statutory responsibilities. However, a focus on health improvement is a central responsibility of HEE, and has obvious benefits for the NHS. Increasingly, other provider organisations are developing their public health offer, for instance, there are around 40 acute trusts across the country that have their own public health team. It is anticipated that the diversity of health improving organisations will increase rapidly over the next few years as new models of care emerge, within new integrated organisational frameworks spearheaded by NHS England s vanguard sites. This creates a need for a broader view of workforce development in this area, one that transcends current organisational boundaries and looks beyond the NHS into local authorities and social care. This is a particularly timely development given that the government has commissioned PHE to review and make recommendations on the current operation of the public health system in relation to the future (next five years) capability, skills and experience of the public health workforce. The report is due for completion in March 2016 and is likely to highlight a 3

6 number of capability and capacity gaps but strong themes are already emerging of the need for an agile skilled workforce working across organisations, sectors and settings. More locally, although HEE s KSS team have historically been ahead of the curve in their relationship with public health, this is a great opportunity for HEE to pilot such a development as the London and South East geography. There is a window of opportunity whilst the public health grant to local authorities is still ring-fenced and there are strong Director of Public Health networks with four local offices of HEE all working collaboratively and sharing resources. Ensuring capacity and capability to maximise opportunities of the London Health Devolution Agreement (2015) in which partners, including government, the mayor s office, NHS England and HEE, have collectively signed up to ten joint aspirations and have agreed a number of actions to help London become the healthiest major global city. Health improvement is at the heart of that collective ambition. 4. Case for Change A. Business needs Transform the way individuals and organisations see their role. Prevention of ill health and population-based approaches are interventions delivered by people, and people require training and development to effectively deliver their role. Similar initiatives have previously been developed but these have either been small scale (e.g. Wessex) or ad hoc (e.g. previous investments in the public health workforce in London). This is an opportunity to make a difference at scale, and assuming successful, is a geography model of provision that could be developed England-wide. B. Benefits Joined up and system wide approach An academy for public health would mean a joined up approach to the development of the public health capacity and capability across all health improving organisations. The Academy would allow development of a system-wide approach to priority issues for London and South East that transcends organisational boundaries, improving connectivity between Health Education England and those engaged in workforce development, education and training for health improvement. The Academy would ensure there would be a coherent public health strand in all local delivery plans that delivers HEE strategy and aligns with that of NHS England and Public Health England. Clear professional development offer There would be a provision of a clear professional development (CPD) offer to staff in those organisations, though a coordinated offer of clearly signposted development opportunities, from seminars to Masters programmes, from elearning to coaching, all accessible through an on-line portal. 4

7 Improved workforce planning and development Improved workforce planning and development of clear career pathways for the public health workforce wherever that workforce might be. Financial Prevention of ill health and population-based approaches are inherently cost effective and are the backbone of the economic strategy supported in the Five Year Forward View. Financial benefits are dependent on uptake of training but would be realised through the larger NHS and public bodies with the delivery of prevention of ill health and population-based approaches. C. Risks The strategic risks if HEE were not to proceed with this project: The Department of Health and its agencies may fail to deliver on priorities articulated in the Shared Delivery Plan NHS England and HEE may struggle to deliver the objectives of their mandates. Vanguard sites may not be able to revolutionise their approach to the health of the populations that they serve. Emerging accountable care organisations will not have the capability within them to illness prevention, health promotion and population health. London may not be able to deliver the aspirations of the health devolution agreement. Health Education England will fail to play a full part in delivering the aspirations of the Five Year Forward view and may then not be considered as a serious player in workforce transformation, with this remit transferring elsewhere. The operational risks that are associated with this project are minimal and have been detailed in Annexe Scope and operating model The aim of the Academy is to provide a structured and sustainable professional development offer in public and population health for all staff with health and well-being responsibilities. A multi-agency academy will provide coordinated offer of clearly signposted development opportunities for all those working in health improving organisations. This includes all those working in NHS, local authority, social care and the third sector. Direct public health service provision is outside of scope. The operating model for the Academy will be developed by small workforce development team collaboration between Public Health England, local authorities and Health Education England - and will be headed up by HEE London and South East s Head of Public Health Education and Development. 5

8 This geographical model of provision that could be developed England-wide and its development and potential has already been discussed with HEE s national lead for public health. The delivery team will ensure that opportunities for spread, dissemination and economies of scale across HEE will be considered at every stage. 6. Priorities for delivery Priorities areas for delivery are listed below. The priorities will be discussed and further refined at a multiagency public health workforce event planned for 21 st April Making public health everybody s business How? (examples of activity) 1.1 Establish and sustain a vibrant learning network and community of practice 1.2 Develop a consensus of early priorities for development. Agree priorities with service commissioners in light of the shared delivery plan, strategic transformation plans and local priorities identified 1.3 Identify the learning and development needs of the wider public health workforce at a local level 1.4 Increase opportunities to develop skills and competencies in public health, leadership and project management 1.5 Scale up the involvement of the wider health and social care workforce around place as the key setting for workforce development Provide a core CPD offer accessible in one place for clearly articulated levels of the workforce and a space for networking and engagement. Conduct a mapping exercise and develop and a suite of evidence based training, tools and resources to meet skills gaps identified. Make systematic use of existing resources e.g. MECC training and other NHS toolkits Building on projects such as Team Up and working with HEI s to increase skill-based learning within their curriculums Working with HEIs, professional and regulatory bodies to identify and embed public health values, approaches and competencies into undergraduate and postgraduate curriculum, practice and CPD for all clinical training Establish mechanisms to support placebased learning working with service delivery partners on health improvement priorities and identifying key staff groups for shared development (e.g. NHS Vanguard pilot initiatives offer an opportunity to test and evaluate approaches to developing the wider public health workforce) 6

9 2. Developing strategic leadership for public health 2.1 Provide a system leadership development offer for public health specialists and practitioners aimed at supporting service transformation 2.2 Working in partnership with the NHS Leadership Academy and others, to identify gaps in leadership development provision for all those working in health improving organisations 2.3 To signpost available provision and commission additional courses and programmes as appropriate 2.4 Establish structured programmes of development for aspiring and future leaders in health prevention and improvement How? (examples of activity) Continuing to develop a variety of skills for influencing in a political environment and transformational leadership styles Develop a deeper knowledge of other council roles to enable increased joint working with planners, community safety, licensing Develop multi-disciplinary training/integrated systems approach training on priority issues for London e.g. childhood obesity, sexual health Establish a mentoring /coaching scheme e.g. sourcing senior local government figures who have navigated the complexity and pace of change Ensure access to personal effectiveness skills e.g. negotiating, influencing, marketing, change agent, engagement, customer service skills, story-telling skills Establish a public health Fellowship programme Support career pathways providing stepping stones to roles of increasing responsibility and complexity. 3. Equipping the workforce with public health skills fit for the 21 st Century 3.1 Ensure the workforce is equipped with a modern public health skillset and able to respond to future challenges 3.2 Address emerging global issues in public health in relation to London as a Global City and migration patterns in the workforce and population as a whole How? (examples of activity) Ensure training for new technical skills are commissioned and embedded in training programmes e.g. training for PH scientists and analysts in big data handling and bioinformatics Ensure healthcare public health skills remain well embedded in the public health core workforce such as, health 7

10 economics, return on investment, prioritisation/resource management, leadership in clinical settings, critical appraisal, evaluation, data interpretation Contribute to the transformation of the nursing and health visitor workforce, aligning their knowledge, skills and competences with public health and prevention priorities Working with appropriate partners identify the future need and provide development opportunities in global health 4. Supporting recruitment, retention and progression in public health 4.1 Empower and create opportunities for the workforce at all levels to recognise the competencies they have, those they need to maintain and those they need to develop to remain fit for purpose How? (examples of activity) Utilisation of the digital Public Health Skills and Knowledge Framework and Skills Passport being developed Develop and collate a suite of tools for self-reflection, 360 feedback, selfmanagement of careers Provide clarity of career progression and clear signposting as to what s helpful to know at what stage of development Build on the current structured approach to PH practitioner development responding to recommendations from recent commissioned workforce reports 8

11 7. Costs This transformation project builds on previous investment and a direction of travel agreed by HEE London and South East in August Recruitment is in progress for a Head of Public Health Education and Development for the geography and all four local HEE offices have previously invested in specific public health workforce development activities. Non-recurrent resources required in 2016/17 Resource description: Estimated cost 000 Scoping, discovery and development 65,000 Commissioned development of educational interventions 130,000 Subsidised delivery of educational interventions 455,000 Marketing, promotion and production of materials 45,000 Project infrastructure 210,000 Delivery platform 60,000 Evaluation 35,000 Total indicative cost for 2016/17: 1,000, Procurement Any procurement activities will be in accordance with the HEE s standing financial Instructions and the EU Consolidated Public Sector Procurement Directive (2004). Digital investment will need to follow Cabinet Office spend control processes. 9. Sustainability Following the initial set up phase, it is envisaged that further funding needs will be met through partnership working, revenue generated and workforce development investment. 10. Governance The Academy Operational Group will comprise representatives from partner organisations; local authorities, Public Health England and HEE from across London and Kent, Surrey and Sussex. The group will be chaired by a Head of Public Health Education and Development who will act as project lead. The Head of Public Health Education and Development is a HEE appointment and will report to the London and South East Director of Education Quality or nominated senior deputy. The Operational Group will be accountable and report to the London and South East Executive Group of Health education England. The activities of the Academy will be informed by wider stakeholder groupings accessed through the partner organisations. 9

12 11. Next Steps An indicative timescale for the project is outlined as below: March 2016 Authorisation to proceed April 2016 Development of model with internal and external stakeholders Multi-agency event and priority setting for the academy Appointment of Head of PH Education and Development Establishment of working group and governance May 2016 Needs analysis Appointment to posts as identified e.g. project manager Digital development pre-work July 2016 Amalgamation with existing School July 2016 Delivery model and priority areas agreed Commissioning commences October 2016 First tranche of Academy products available 10

13 5. Catastrophic 4. Major 3. Moderate 2. Minor 1. Negligible Academy of public health project outline and business case Annexe 1: RISKS Risk Description Category Likelihood Impact RAG Rating Impact Date Mitigating Action Risk Owner Failure to appoint to HoPHED Operational Work with colleagues in PHE to identify suitable candidate Leads Digital spend controls delay implementation Technical Early engagement and use of HEE support team Leads Categories Likelihood (including but not limited to) strategic, political, financial, legal/legislative, external/internal dependency, organisational/operational, reputational, stakeholder, service delivery, technical, delivery implementation 1 rare, 2 unlikely, 3 possible, 4 likely, 5 almost certain Impact 1 negligible, 2 minor, 3 moderate, 4 major, 5 catastrophic Likelihood RAG RATING MATRIX 5. Almost Certain Likely Possible Unlikely Rare RAG Rating Using the chart calculate the risk score for the risk Impact 11

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Contents List of Abbreviations 3 Executive Summary 4 Introduction 5 Aims of the Strategy 8 Objectives

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

GROUP EQUALITY & DIVERSITY FRAMEWORK

GROUP EQUALITY & DIVERSITY FRAMEWORK 1. INTRODUCTION 1.1 In this document we have outlined the framework within which Orbit aims to deliver its vision for Equality and Diversity (E&D) for 2010 2013 which runs along side the delivery of the

More information

HEALTH SYSTEM. Introduction. The. jurisdictions and we. Health Protection. Health Improvement. Health Services. Academic Public

HEALTH SYSTEM. Introduction. The. jurisdictions and we. Health Protection. Health Improvement. Health Services. Academic Public FUNCTIONS OF THE LOCAL PUBLIC HEALTH SYSTEM Introduction This document sets out the local PH function in England. It was originally drafted by a working group led by Maggie Rae, FPH Local Board Member

More information

East Sussex Better Together - Urgent Care Re-design Programme Paula Gorvett, East Sussex Better Together - Programme Director

East Sussex Better Together - Urgent Care Re-design Programme Paula Gorvett, East Sussex Better Together - Programme Director Appendix 1 East Sussex Better Together - Urgent Care Re-design Programme Paula Gorvett, East Sussex Better Together - Programme Director This paper provides a summary of the Urgent Care Re-design Programme

More information

Research is everybody s business

Research is everybody s business Research and Development Strategy (DRAFT) 2013-2018 Research is everybody s business 1 Information Reader Box to be inserted for documents six pages and over. (To be inserted in final version, after consultation

More information

Personal Development Planning

Personal Development Planning Personal Development Planning Scope All programmes leading to a City University London award. This policy will apply for partnership programmes unless equivalent arrangements have been specifically agreed

More information

Organisational Development Strategy

Organisational Development Strategy Governing Body 27 th May 2016 Organisational Development Strategy Agenda item 19 Paper 13 Authors and contributors: Executive Lead(s): Relevant Committees or forums that have already reviewed this issue:

More information

London Leadership Academy Business Plan 2014 2015

London Leadership Academy Business Plan 2014 2015 London Leadership Academy Business Plan 2014 2015 1 Contents 1. Introduction 3 2. Strategic Objectives 4 3. Delivery principles 5 4. Identification of Programme Activities 6 5. Corporate services 14 2

More information

Integrated Care Value Case

Integrated Care Value Case Integrated Care Value Case Waltham Forest, East London And City (WELC), England November 2013 This Value Case has been commissioned by the Local Government Association with support from the national partners

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

Developing the workforce to support children and adults with learning disabilities described as challenging

Developing the workforce to support children and adults with learning disabilities described as challenging Developing the workforce to support children and adults with learning disabilities described as challenging Professor Lisa Bayliss- Pratt Director of Nursing- Health Education England Health Education

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

World Class Education and Training, for World Class Healthcare

World Class Education and Training, for World Class Healthcare World Class Education and Training, for World Class Healthcare Introducing Health Education England 2 Contents Foreword... Page 4 Overview... Page 5 Vision and Purpose... Page 6 Shared Principles... Page

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

Quality Education for a Healthier Scotland. A refreshed. strategic. framework for

Quality Education for a Healthier Scotland. A refreshed. strategic. framework for Quality Education for a Healthier Scotland A refreshed strategic framework for 2014-19 NHS Education for Scotland 2014 You can copy or reproduce the information in this document for use within NHSScotland

More information

Stepping up to the place: Integration self-assessment tool

Stepping up to the place: Integration self-assessment tool Stepping up to the place: Integration self-assessment tool Introduction Bringing together health and social care to provide high-quality and sustainable services to improve health and wellbeing outcomes

More information

National Physician Associate Expansion Programme (NPAEP) Physician Associate. Job Description. The Hillingdon Hospitals NHS Foundation Trust

National Physician Associate Expansion Programme (NPAEP) Physician Associate. Job Description. The Hillingdon Hospitals NHS Foundation Trust National Physician Associate Expansion Programme (NPAEP) Physician Associate Job Description Job title: NPAEP Physician Associate 1 Employing Trust: Salary: Responsible to: Accountable to: Hours per week:

More information

Urgent & Emergency Care Network specification

Urgent & Emergency Care Network specification Urgent & Emergency Care Network specification May 2015 Transforming London s health and care together Contents Contents...2 Introduction...3 Background: Urgent and Emergency Care Review...3 Development

More information

Advanced Practice (Public Health)

Advanced Practice (Public Health) Advanced Practice (Public Health) Author: Claire Barley (Head of Professional and Organisational Development) and Kelly McFadyen (Professional and Organisational Development Manager) Date: 2 December 2014

More information

RISK MANAGEMENT STRATEGY

RISK MANAGEMENT STRATEGY RISK MANAGEMENT STRATEGY 2014-15 April 2014 Page 1 of 17 CONTENTS 1. Introduction 2. What is risk management? 3. Risk Management Policy Statement 4. Risk Management process 5. Roles and responsibilities

More information

NHS England and Health Education England. Clinical Pharmacists in General Practice Pilot

NHS England and Health Education England. Clinical Pharmacists in General Practice Pilot NHS England and Health Education England Clinical Pharmacists in General Practice Pilot Clinical Pharmacists in General Practice Pilot Version number: 1 First published: 7 July 2015 Prepared by: Rachel

More information

NHS WIRRAL / METROPOLITAN BOROUGH OF WIRRAL JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION. Joint Director of Public Health (Full Time/Job Share)

NHS WIRRAL / METROPOLITAN BOROUGH OF WIRRAL JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION. Joint Director of Public Health (Full Time/Job Share) NHS WIRRAL / METROPOLITAN BOROUGH OF WIRRAL JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION Employing organisation: Title: Accountable to: Managerially responsible for: NHS Wirral Joint Director of Public

More information

Healthcare support workers in England:

Healthcare support workers in England: Council of Deans of Health Healthcare support workers in England: Five proposals for investing in education and development to deliver high quality, effective and compassionate care Council of Deans of

More information

The HEE Genomics Programme

The HEE Genomics Programme The HEE Genomics Programme Genomics Advisory Board Chaired by Ian Cumming Membership from all relevant stakeholders PHE and PHG Genomics England NHSE Patient and public Royal Colleges Educational leaders,

More information

Equality & Diversity Strategy

Equality & Diversity Strategy Equality & Diversity Strategy April 2014 - March 2017 1 Contents Foreword 1. Introduction. 2. Organisational context. 3. Communities we serve. 4. The Equality Delivery System. 5. Our Equality Objectives.

More information

C O N T E N T S. Introduction. Section 1. Section 2. Section 3. Mentee Preparation Workbook

C O N T E N T S. Introduction. Section 1. Section 2. Section 3. Mentee Preparation Workbook Mentee Preparation Workbook C O N T E N T S Introduction Section 1 The Mentor s Commitment and what a Mentor on our Scheme can offer you Contracting stage Section 2 Preparation for your journey as a mentee

More information

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page

More information

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST C EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 Subject: Supporting Director: Author: Status 1 NHS England Five Year Forward View A Summary

More information

You matter, we care. Board Meeting Part 1 Date: 26 February Directorate Report: Organisational Development

You matter, we care. Board Meeting Part 1 Date: 26 February Directorate Report: Organisational Development You matter, we care Board Meeting Part 1 Date: 26 February 2014 Title: Item: Directorate Report: Organisational Development BD/13/334 Executive Director lead and presenter Report author(s) Rachel Clark,

More information

Revenue Scotland. Risk Management Framework

Revenue Scotland. Risk Management Framework Revenue Scotland Risk Management Framework Contents 1. Introduction... 3 1.1 Overview of risk management... 3 2. Policy statement... 4 3. Risk management approach... 5 3.1 Risk management objectives...

More information

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014 Communication and Engagement Strategy 2014 2017 Final Version 30 th June 2014 Contents Introduction 4 Strategic Objectives and Role of Communications 6 Communications now and by 2017 7 Communications and

More information

Delivering Local Health Care

Delivering Local Health Care Delivering Local Health Care Accelerating the pace of change Delivering Local Integrated Care Accelerating the Pace of Change WG 17711 Digital ISBN 978 1 0496 0 Crown copyright 2013 2 Contents Joint foreword

More information

Corporate Governance Service Business Plan 2011-2016. Modernising Services

Corporate Governance Service Business Plan 2011-2016. Modernising Services Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How

More information

Human Resources Department Workplan. Contents. Page. Introduction 3. Summary 3. Human Resources Activities in

Human Resources Department Workplan. Contents. Page. Introduction 3. Summary 3. Human Resources Activities in Human Resources Department 2016-2017 Workplan Contents Introduction 3 Summary 3 Page Human Resources Activities in 2016 2017 4 Human Resources Objectives in 2016-2017 Employees 5 Partners 7 2017 2018 9

More information

An Implementation Guide and Toolkit for Making Every Contact Count: Using every opportunity to achieve health and wellbeing

An Implementation Guide and Toolkit for Making Every Contact Count: Using every opportunity to achieve health and wellbeing An Implementation Guide and Toolkit for Making Every Contact Count: Using every opportunity to achieve health and wellbeing Maintain or improve mental and physical wellbeing Maintain or improve mental

More information

Better Skills Better Jobs Better Health. National occupational standards for the practice of public health guide

Better Skills Better Jobs Better Health. National occupational standards for the practice of public health guide Better Skills Better Jobs Better Health National occupational standards for the practice of public health guide March 2004 Acknowledgements These national occupational standards describe good practice

More information

The governance structures for the implementation of the CPD Project.

The governance structures for the implementation of the CPD Project. 4 Osteopathic Practice Committee 3 March 2016 CPD Project Governance Classification Purpose Public For decision Issue Recommendations Financial and resourcing implications Equality and diversity implications

More information

Governance arrangements for the development of Clinical Strategy across Greater Manchester

Governance arrangements for the development of Clinical Strategy across Greater Manchester Partnership Agreement Greater Manchester Clinical Commissioning Groups Governance arrangements for the development of Clinical Strategy across Greater Manchester 1 1. Introduction 1.1 The emerging Greater

More information

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c.

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c. Job Description Job Title: Reports to: Assistant Director Customer Services Director of Corporate Services Staff: Head of Customer Services, Head of Libraries plus staff group of c. 200+ Budget: 11 million

More information

Clinical Audit, Research and Innovation Strategy Final Version 30 th June 2014

Clinical Audit, Research and Innovation Strategy Final Version 30 th June 2014 Clinical Audit, Research and Innovation Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction 4 Review of Current Clinical Audit, Research and Innovation Activities 5 Clinical

More information

Improving patient care through better general practice and community pharmacy integration

Improving patient care through better general practice and community pharmacy integration Improving patient care through better general practice and community pharmacy integration A consultation document August, 2015 Purpose of this consultation Improving patient care poses a significant challenge

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

England. A charter for staff and associate specialist and specialty doctors. British Medical Association bma.org.uk

England. A charter for staff and associate specialist and specialty doctors. British Medical Association bma.org.uk England A charter for staff and associate specialist and specialty doctors British Medical Association bma.org.uk 54422_Charter_for_Doctors.indd 1 12/12/2014 11:38 British Medical Association A charter

More information

Talent Management Framework

Talent Management Framework Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular

More information

Risk Management Policy and Process Guide

Risk Management Policy and Process Guide Risk Management Policy and Process Guide Status: pending Next review date: December 2015 Page 1 Information Reader Box Directorate Medical Nursing Patients & Information Commissioning Operations (including

More information

DORSET CLINICAL COMMISSIONING (CCG) WORKFORCE LEAD - DEVELOPMENT BAND 7. Poole, with requirement for some travel across Dorset

DORSET CLINICAL COMMISSIONING (CCG) WORKFORCE LEAD - DEVELOPMENT BAND 7. Poole, with requirement for some travel across Dorset DORSET CLINICAL COMMISSIONING (CCG) WORKFORCE LEAD - DEVELOPMENT BAND 7 POST DETAILS Post Title: Directorate: Work Base: Reports to: Accountable to: Workforce Lead - Development Engagement and Development

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

Competency Framework for Equality and Diversity Leadership. Resource Pack

Competency Framework for Equality and Diversity Leadership. Resource Pack Competency Framework for quality and Diversity Leadership Resource Pack Contents Introduction.... 2 Mapping the Competency Framework for quality and Diversity Leadership to the NHS Knowledge and Skills

More information

Evaluation of the first year of the Inner North West London Integrated Care Pilot. Summary May 2013. In partnership with

Evaluation of the first year of the Inner North West London Integrated Care Pilot. Summary May 2013. In partnership with Evaluation of the first year of the Inner North West London Integrated Care Pilot Summary May 2013 In partnership with 2 The North West London Integrated Care Pilot is a large-scale programme incorporating

More information

GLASGOW KELVIN COLLEGE BOARD OF MANAGEMENT LEARNING, TEACHING AND ASSESSMENT STRATEGY

GLASGOW KELVIN COLLEGE BOARD OF MANAGEMENT LEARNING, TEACHING AND ASSESSMENT STRATEGY GLASGOW KELVIN COLLEGE BOARD OF MANAGEMENT LEARNING, TEACHING AND ASSESSMENT STRATEGY 2014-15 1. Introduction Glasgow Kelvin College strives to provide learning which is inclusive, respects learners, is

More information

NICE Implementation Collaborative Concordat

NICE Implementation Collaborative Concordat NICE Implementation Collaborative Concordat Foreword Innovation has always been at the heart of the NHS. Access to innovative medicines, technologies, devices, diagnostics and treatments has transformed

More information

Delivering the Forward View: NHS planning guidance 2016/17 2020/21

Delivering the Forward View: NHS planning guidance 2016/17 2020/21 APPENDIX 1 Delivering the Forward View: NHS planning guidance 2016/17 2020/21 Southwark Health & Wellbeing Board January 2016 Delivering the Forward View guidance recognises that local NHS systems will

More information

ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH

ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH 1. Purpose ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH The purpose of the LPFT Organisational Development (OD) Strategy refresh is to draw together the strategic plans and activities to ensure it support

More information

Workforce & OD Strategy 2011-2016

Workforce & OD Strategy 2011-2016 Workforce & OD Strategy 2011-2016 Contents Page Introduction and Context 1 Section 1 2 THE CURRENT WORKFORCE Section 2 5 VISION FOR THE FUTURE Section 3 7 KEY PLATFORMS AND OUTCOMES Section 4 10 ORGANISATIONAL

More information

3. Organisational Development Programme - How we plan to do things differently

3. Organisational Development Programme - How we plan to do things differently Agenda Item: 68/13L Trust Board - 26 September 2013 Organisational Development Programme: How We Sustain Our Approach to Improvements 2013-2016 Presented by: Louise Gaffney, Director of Strategy & Infrastructure

More information

Hunter New England Health Research Plan 2015-2016

Hunter New England Health Research Plan 2015-2016 Hunter New England Health Research Plan 2015-2016 Hunter New England Health Research Plan 2015-2016_Final Revised September 2015 Page 1 CONTENTS Foreword... 4 Glossary... 6 HNE Health Strategy Map... 7

More information

Update on NHSCB Key features of (proposed) NHSCB operating model for primary care

Update on NHSCB Key features of (proposed) NHSCB operating model for primary care Aim to cover Update on NHSCB Key features of (proposed) NHSCB operating model for primary care NHSCB dental commissioning strategy all dental services Concept and context of local professional networks

More information

29 June 2016 PHE Gateway number: 2016-106. Dear Colleague, Re: Children s public health 0-5 years review of mandation

29 June 2016 PHE Gateway number: 2016-106. Dear Colleague, Re: Children s public health 0-5 years review of mandation West Offices Station Rise York YO1 6GA T +44 (0)113 857440 www.gov.uk/phe To: Leaders of the Council, Local Authority Chief Executives, Directors of Public Health, Directors of Children s Services, Local

More information

Schedule of Requirements (SOR)

Schedule of Requirements (SOR) Schedule of Requirements (SOR) Recruitment of Permanent Procurement Operations positions Ref: HS2/401 Recruitment of Permanent Procurement Operations positions Contents Schedule of Requirements (SOR) Contents

More information

How good is our school?

How good is our school? How good is our school? 4th EDITION LOOKING INWARDS: knowing ourselves inside out through effective self-evaluation LOOKING FORWARDS: exploring what the future might hold for today s learners and planning

More information

Job Application Pack. Teacher of IT/Computer Science. To be negotiated based on experience

Job Application Pack. Teacher of IT/Computer Science. To be negotiated based on experience Job Application Pack Teacher of IT/Computer Science To be negotiated based on experience April 2016 Contents Letter from the Principal Page 3 Letter from the Executive Headteacher Page 4 Application Details

More information

REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL

REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Report to Personnel Committee REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES 20th January 2016 WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Agenda Item: 4 Purpose of the Report

More information

Cabinet Report. Date: 21 July Better City, Better Lives Further Reform of Local Government Services in Westminster. Title: Wards Affected:

Cabinet Report. Date: 21 July Better City, Better Lives Further Reform of Local Government Services in Westminster. Title: Wards Affected: Cabinet Report Decision Maker: Cabinet Date: 21 July 2014 Classification: Title: Wards Affected: Policy Context: Financial Summary: For General Release Better City, Better Lives Further Reform of Local

More information

National Standards for Safer Better Healthcare

National Standards for Safer Better Healthcare National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland

More information

GOVERNING BODY MEETING 12 JUNE 2014 UPDATED ORGANISATIONAL DEVELOPMENT PLAN

GOVERNING BODY MEETING 12 JUNE 2014 UPDATED ORGANISATIONAL DEVELOPMENT PLAN Agenda Item: GOVERNING BODY MEETING 12 JUNE 2014 UPDATED ORGANISATIONAL DEVELOPMENT PLAN Purpose of Paper To inform the Governing Body of the updated Organisational Development Plan for Aylesbury Vale

More information

THE LINCOLN INSTITUTE OF HEALTH

THE LINCOLN INSTITUTE OF HEALTH THE LINCOLN INSTITUTE OF HEALTH Background The Chair in the Care of the Older Person will be part of the new Lincoln Institute of Health, a cross disciplinary research collaboration linking schools, colleges

More information

REPORT FOR: HEALTH AND WELLBEING BOARD

REPORT FOR: HEALTH AND WELLBEING BOARD REPORT FOR: HEALTH AND WELLBEING BOARD Date of Meeting: October 2 nd 2013 Subject: INFORMATION REPORT Review of School Nursing and Health Visiting in Harrow and Barnet Responsible Officer: Dr Laura Fabunmi

More information

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2 MEETING OF TRUST BOARD EXECUTIVE SUMMARY TITLE & DATE: AGENDA ITEM 4.2 National NHS Staff Survey and Trust Staff Satisfaction Survey 2013 Action Plan 27 February 2014 This paper is for: Approval x Decision

More information

HPMA London - HR Business Partner Competency Framework

HPMA London - HR Business Partner Competency Framework HPMA London - HR Business Partner Competency Framework Introduction These competencies are based on NHS North West s HR Business Partner Competency Framework (2010). They have been adapted by a group of

More information

Staffordshire Change Management Plan 2009-18

Staffordshire Change Management Plan 2009-18 Appendix 2 Staffordshire Change Management Plan 2009-18 Purpose and Rationale Staffordshire is committed to an ambitious transformation programme to achieve the very significant improvement in outcomes

More information

DRAFT. London Borough of Merton Procurement Strategy

DRAFT. London Borough of Merton Procurement Strategy DRAFT London Borough of Merton Procurement Strategy 2013-2016 3 Foreword Welcome to Merton s procurement strategy, which outlines our aims for the period 2013 2016 and shows how procurement will contribute

More information

Darlington Compact. Supporting Partnerships for Success. Compact Principles and Commitments

Darlington Compact. Supporting Partnerships for Success. Compact Principles and Commitments Darlington Compact Supporting Partnerships for Success Compact Principles and Commitments working together better together The preparation of this document has been led by evolution (Darlington CVS) with

More information

CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE

CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE www.gov.gg/jobs JOB POSTING CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE JOB TITLE Chief Nurse / Director of Clinical Governance SALARY Attractive Remuneration Package available with post TYPE Full Time

More information

Job Description. Undertake clinical audit and healthcare service monitoring and review as required by the commissioner and CQC.

Job Description. Undertake clinical audit and healthcare service monitoring and review as required by the commissioner and CQC. Job Description Job Title Service Manager - Learning Disabilities Barnet Band and scale range SCP 53-56 Reports to Head of Integrated Care (Learning Disabilities and Mental Health) Service area Adults

More information

D2N2 Procurement Charter. For Economic, Social & Environmental Impact

D2N2 Procurement Charter. For Economic, Social & Environmental Impact D2N2 Procurement Charter For Economic, Social & Environmental Impact July 2015 D2N2 Procurement Charter For Economic, Social & Environmental Impact Foreword D2N2 is the Local Enterprise Partnership for

More information

GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD

GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD 7a GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD Date: 30 June 2016 Subject: Adult Social Care Report of: Lord Peter Smith, AGMA Portfolio Holder Health and Wellbeing

More information

Research Fellow in Public Health London Teaching Public Health Network

Research Fellow in Public Health London Teaching Public Health Network London School of Hygiene and Tropical Medicine Department of Public Health & Policy Research Fellow in Public Health London Teaching Public Health Network We are seeking a part-time public health specialist.

More information

Provider considerations for delivering an outcome based contract. Croydon CCG and London Borough of Croydon

Provider considerations for delivering an outcome based contract. Croydon CCG and London Borough of Croydon Provider considerations for delivering an outcome based contract Croydon CCG and London Borough of Croydon Contents Introduction and Background Introduction 4 Commissioning for Outcomes: Aims and Benefits

More information

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014 Rehabilitation Network Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction Our Strategy 4 Overview of the Cheshire and Merseyside Rehabilitation Network 6 Analysis of our

More information

inclusive Talent Management Comprehensive Implementation Handbook and Toolkit

inclusive Talent Management Comprehensive Implementation Handbook and Toolkit inclusive Talent Management Comprehensive Implementation Handbook and Toolkit Helping You to Maximise the Potential of Your People and Your Organisation 2 nd Edition May 2014 Supporting you in partnership

More information

Thoreya Swage. September Thoreya Swage Ltd.

Thoreya Swage. September Thoreya Swage Ltd. EVALUATION OF THE PATIENT LEADERSHIP DEVELOPMENT PROGRAMME PILOT FOR THAMES VALLEY - NHS ENGLAND, OXFORD ACADEMIC HEALTH SCIENCE NETWORK AND THAMES VALLEY AND WESSEX LEADERSHIP ACADEMY Thoreya Swage September

More information

Social Work Reform. Briefing from Children England March 2012

Social Work Reform. Briefing from Children England March 2012 Social Work Reform Briefing from Children England March 2012 About This Briefing This briefing is provided on behalf of the Department for Education s overarching strategic partnership for voluntary, community

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

X Part 2 (Closed) Title of Paper 2015/16 Operational Plan Deliverables Quarter 1 Assurance report

X Part 2 (Closed) Title of Paper 2015/16 Operational Plan Deliverables Quarter 1 Assurance report CCG Board Meeting Paper Summary Sheet DETAILS Part 1 (Open) X Part 2 (Closed) Agenda Item Title of Paper 2015/16 Operational Plan Deliverables Quarter 1 Assurance report 5.3 Meeting CCG Board Date 3 September

More information

PROCUREMENT & PAYMENT SERVICES STRATEGY & POLICY

PROCUREMENT & PAYMENT SERVICES STRATEGY & POLICY PROCUREMENT & PAYMENT SERVICES STRATEGY & POLICY 2015 2017 Contents Contents...1 Foreword Deputy Leader (Finance)...2 Procurement & Payment Services Strategy 2015-2017...3 1. Introduction...3 2. Ambition

More information

Health Education North Central and East London (HE NCEL) Workforce Skills and Development Strategy, 2013-2018

Health Education North Central and East London (HE NCEL) Workforce Skills and Development Strategy, 2013-2018 Health Education North Central and East London Workforce Skills and Development Strategy, 2013-2018 April 2013 Table of contents Chapter 1: Welcome from the Chair and the Managing Director 2 Chapter 2:

More information

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013 QUALITY ASSESSMENT & IMPROVEMENT ACUTE HOSPITAL SERVICES JUNE 2013 Workforce Supporting services to deliver quality healthcare Effective Care and Support Safe Care and Support Person Centred Care and

More information

Bath & North East Somerset Council

Bath & North East Somerset Council Bath & North East Somerset Council MEETING/ DECISION MAKER: MEETING/ DECISION DATE: Health & Wellbeing Select Committee 29 th July 2015 EXECUTIVE FORWARD PLAN REFERENCE: TITLE: Royal United Hospitals Bath

More information

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management

More information

Introduction. Sources

Introduction. Sources The Essential Leadership Pre- requisites for Innovation and Best Practice: A Paper developed by the Leadership, Culture and Employee Engagement Workstream Introduction The Health and Wellbeing Best Practice

More information

Commissioning Support Services. Putting self care into practice

Commissioning Support Services. Putting self care into practice Commissioning Support Services Putting self care into practice As the leading experts in peer support group development, Self Help Connect UK has been actively creating supported self-care approaches and

More information

Healthy Lives, Healthy People: A public health workforce strategy

Healthy Lives, Healthy People: A public health workforce strategy Healthy Lives, Healthy People: A public health workforce strategy April 2013 Contents Foreword 5 1. Introduction 4 Who is the strategy for? 4 What are we trying to achieve? 5 Monitoring and next steps

More information

THE FORWARD VIEW INTO ACTION:

THE FORWARD VIEW INTO ACTION: ngland THE FORWARD VIEW INTO ACTION: Registering interest to join the new models of care programme January 2015 Forward View into Action Registering interest to join the new models of care programme 1.

More information

Statewide Education and Training Services. Position Paper. Draft for Consultation 1 July 2013

Statewide Education and Training Services. Position Paper. Draft for Consultation 1 July 2013 Statewide Education and Training Services Position Paper Draft for Consultation 1 July 2013 This paper establishes the position for an SA Health Statewide Education and Training Service following the initial

More information

STATEMENT ON MANAGED PUBLIC HEALTH NETWORKS

STATEMENT ON MANAGED PUBLIC HEALTH NETWORKS Faculty of Public Health Medicine PUBLIC HEALTH AND Health Development Agency PRIMARY CARE GROUP STATEMENT ON MANAGED PUBLIC HEALTH NETWORKS Public health programmes within a public health service supported

More information

To plan and facilitate transformational change in the way that people are managed within the Trust.

To plan and facilitate transformational change in the way that people are managed within the Trust. JOB TITLE: BAND: BASE: RESPONSIBLE TO: ACCOUNTABLE TO: Assistant Director of Organisational Development TBA XX Deputy Director of HR and OD Deputy Director of HR and OD JOB SUMMARY To lead, develop and

More information

JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION

JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION Employing organisation: London Borough Waltham Forest Grade/Salary: 88-98,000 (permanent). Interim Daily Rate 910. Responsible to: Deputy Chief Executive

More information