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Archive for April, 2013

Professor Malcolm Grant CBE – Chair

As chair, Professor Malcolm Grant provides strategic leadership and ensure proper governance for the Board. He is also the President and Provost of University College London. He is a qualified barrister and academic lawyer with wide experience of public service, including roles in the Local Government Commission, Higher Education Funding Council for England and as a UK Business Ambassador.

Ed Smith – Non-Executive Director and Chair of the NHS Commissioning Board’s Audit Committee

Ed Smith is one of NHS England’s Non-Executive Directors and he has been appointed as Chairman of our Audit Committee.

Ed is the Pro-Chancellor and Chairman of Council at the University of Birmingham. He is the former Global Assurance Chief Operating Officer and Strategy Chairman of PricewaterhouseCoopers (PwC). Prior to his retirement he had a highly successful 30 year career with PwC where he held many leading Board and top client roles in the UK and globally as a Senior Partner. He now enjoys a portfolio of Board roles in education, sport, thought leadership and sustainable development as well as a number of commercial interests.

He is Chairman of WWF UK and a member of its International Board & Audit Committee,Chairman of British Universities & Colleges Sport, a Member of Council & Treasurer of Chatham House, Deputy Chair of the Managing Partners Forum and Chairman of the Student Loans company. Ed is also a Board member at the Department for Transport where he chairs the Audit Committee and he is a member of the UK Competition Commission.

Ciarán Devane – Non-Executive Director

Ciarán Devane was educated at University College, Dublin where he gained first class honours in biochemical engineering. He also holds a Masters Degree in International Policy from George Washington University, Washington DC. He worked for ICI for 8 years before joining Gemini Consulting, an international management consultancy firm. He has also served as Chairman of a major UK Housing Association.

Ciarán joined Macmillan Cancer Support as Chief Executive in May 2007. Ciarán co-chairs the National Cancer Survivorship Initiative, sits on the board of the National Cancer Intelligence Network and is a trustee of The Makaton Charity.

Follow Ciarán on Twitter @ciarandevane

Margaret Casely-Hayford – Non-Executive Director

Margaret Casely-Hayford is currently Director of Legal Services and Company Secretary, John Lewis Partnership plc and Board member, British Retail Consortium. She has previously been a Trustee and Special Trustee of Geffrye Museum and of Great Ormond Street Hospital Charity.

Dame Moira Gibb – Non-Executive Director

Dame Moira Gibb is currently a Civil Service Commissioner and until December 2011 was Chief Executive of the London Borough of Camden. She is also Chair of the Social Work Reform Board on behalf of Department of Education and Department of Health and Board Member of UK Statistics Authority. She has previously been President of the Association of Directors of Social Services and a member of the NHS Future Forum.

Naguib Kheraj – Non-Executive Director

Naguib Kheraj spends the majority of his time in the not-for-profit sector. He is engaged in a variety of agencies of the Aga Khan Development Network and is a Member of the Board of Trustees of the Aga Khan University, Chairman of the Aga Khan Foundation (UK) National Committee and Chairman of the Aga Khan Development Network Endowment Committee. He is also a member of the Investment Committee of the Wellcome Trust, the Board of Commissioners, UK-US Fulbright Commission and the Board of Governors at The Institute of Ismaili Studies.

Mr Kheraj is a banker by background and over the course of his career served in a number of senior management and Board level positions in the international banking industry at Barclays, JP Morgan Cazenove, Robert Fleming and Salomon Brothers.

Lord Victor Adebowale – Non-Executive Director

Lord Adebowale is currently Chief Executive and company secretary of Turning Point. He is a Cross Bench peer and Non-Executive Director at the Audit Commission. He is President of the Community Practitioners and Health Visitors Association (CPHVA) and a Patron of Social Enterprise UK. He is also a Commissioner for the UK Commission for Employment and Skills and a member of the NHS Future Forum. His previous roles include being the Chief Executive at Centre Point, the youth homelessness charity.

Sir David Nicholson – Chief Executive

As Chief Executive of NHS England, Sir David Nicholson CBE leads the design and development of the new commissioning system.

During the transitional phase (of October 2011 to April 2013), Sir David also continues in his role as NHS Chief Executive.

Prior to Sir David becoming NHS Chief Executive in 2006 he held chief executive roles at NHS London, and three other regional health authorities. Having joined the NHS as part of its Graduate Management Trainee scheme, his 31 year career has also seen him hold leadership roles in acute and mental health services.

He was awarded a Commander of the Order of the British Empire (CBE) in the 2004 New Years Honours for his services to the NHS. He was awarded a Knight Commander of the Order of the Bath (KCB) in the 2010 New Years Honours.

Professor Sir Bruce Keogh – National Medical Director

Professor Sir Bruce Keogh is NHS England’s Medical Director. During the transition phase, he continues in his role as Medical Director of the National Health Service in England, responsible for clinical quality, policy and strategy and postgraduate education of doctors, dentists, pharmacists and clinical scientists.

Prior to this, he had a distinguished career in surgery reflected by presidency of the Society for Cardiothoracic Surgery in Great Britain and Ireland, Secretary General of the European Association for Cardio-Thoracic Surgery International Director of the US Society of Thoracic Surgeons and president of the Cardiothoracic Section of the Royal Society of Medicine. He has served as a Commissioner on the Commission for Health Improvement (CHI) and the Healthcare Commission and was knighted for services to medicine in 2003.

Jane Cummings – Chief Nursing Officer

Jane Cummings joins us from NHS North of England where she was Chief Nurse and her key challenges included the development and maintenance of new systems of performance management and strategic leadership for nursing. She was also the lead director for the Quality Framework.

Jane worked for the NHS for several years as a nurse, specialising in emergency care before moving into general management. She has held a variety of clinical and managerial roles including director of commissioning, director of nursing and deputy chief executive.

In February 2004, Jane was appointed as the national lead for emergency care with responsibility for improving waiting times and delivering the four-hour target in A&E. In January 2005, she was appointed as the National Implementation Director for ‘Choice’ and ‘Choose and Book’.

Follow Jane on Twitter @JaneMCummings

Ian Dalton CBE – Chief Operating Officer and Deputy Chief Executive

Ian Dalton is responsible for NHS England’s Operations Directorate, and is also the Deputy Chief Executive. Ian was the Chief Executive of NHS North of England from 2011, and prior to this, he was appointed Chief Executive of NHS North East in 2007. During this time he was assigned to the Department of Health as National Director of NHS Flu Resilience (2009 to 2010) and as Managing Director of Provider Development (2010 to 2011).

He was previously Chief Executive at North Tees and Hartlepool NHS Trust and before that at North Cheshire Hospitals NHS Trust – a post which he took up following his tenure as Regional Director of Performance Management for Northern and Yorkshire.

Ian’s early career included working for MENCAP and two Local Authority Social Services Departments prior to joining the former Northern Regional Health Authority in 1991 as his first post within the NHS.

Bill McCarthy – National Director: Policy

Bill McCarthy is the National Director responsible for policy, and during the transitional phase he is Managing Director responsible for establishing NHS England. Bill has operated at Board level in the NHS, central government and local government for the last 10 years. He is an economist by training.

His most recent roles were as Chief Executive at NHS Yorkshire and the Humber and Chief Executive at City of York Council. Before that he was Director General at the Department of Health (2005 to 2007) responsible for health and social care strategy, system reform and policy development and implementation, following posts in different parts of the public sector including Director of Planning and Performance at a major teaching hospital.

Dame Barbara Hakin – National Director: Commissioning Development

Dame Barbara is the National Director responsible for overseeing development of the new commissioning architecture. She is also National Managing Director of Commissioning Development at the Department of Health, and retains this role during the transitional phase. Prior to Barbara was Chief Executive of East Midlands Strategic Health Authority, and before that she was a PCT Chief Executive in Bradford. During this time she also held a broad range of national roles including Interim Director General of Commissioning in the Department of Health and Director of Primary Care in the Modernisation Agency.

Before moving into a full-time career in management in 2000, Barbara was a GP in Bradford for over twenty years.

Barbara is well known for her role in the development of clinical commissioning, in particular the redesign of services to move care into the community and primary care setting. She has also championed services to reduce inequalities and has been instrumental in promoting the equality and diversity agenda at both local and national level.

Dame Barbara was awarded an OBE in 2000 and a DBE in 2008.

Follow Barbara on Twitter @BarbaraHakin

Paul Baumann – Chief Financial Officer

Paul Baumann is NHS England’s Chief Financial Officer. He joined NHS London, the Strategic Health Authority, in May 2007 following 22 years of experience of international financial management and strategic leadership at Unilever. He was NHS London’s first Director of Finance and Performance and more recently has held the post of Director of Finance and Investment. In this role he has overseen a significant financial recovery programme for London’s PCTs and Trusts and has focused on the development of strategies to deliver long term viability and sustainability across the London health economy. He is a Fellow of the Chartered Institute of Management Accountants.

Jo-Anne Wass – National Director: Human Resources

Jo-Anne Wass is responsible for human resources and organisational development.

Jo-Anne’s career in the NHS spans over 24 years, during which time she has held a range of roles in HR, training, leadership development, and communications. Jo-Anne has experience working in a range of organisations in Yorkshire and the North West of England, including secondary and tertiary providers, primary care trusts, health authorities, and most recently at the Department of Health.

Jo-Anne is a Fellow of the Chartered Institute of Personnel and Development, and has a master’s degree in Strategic Human Resource Management from Durham University.

Follow Jo on Twitter @JoNHSCB

Tim Kelsey – National Director for Patients and Information

Tim Kelsey joins us from the Cabinet Office where he was the first Executive Director of Transparency and Open Data. Tim is a leading advocate of a popular knowledge revolution in our public services and, in 2000, co-founded Dr Foster, a company which pioneered the publication of patient outcomes in healthcare.

He is also an internationally regarded expert in thinking differently about how digital and social media can transform the customer – and patient – experience in public services. In 2007, he launched NHS Choices, the national online health information service (www.nhs.uk) which now reports around 14 million unique users per month.

Tim was named a Reformer of the Year by the think tank Reform in 2012. Before Dr Foster, Tim was a national newspaper journalist and a television reporter. He worked for the Independent and the Sunday Times, as well as Channel 4 and the BBC.

Follow Tim on Twitter @tkelsey1

Richard Barker – Regional Director (North)

Richard joins NHS England from NHS North of England, where he was chief operating officer. Prior to this he worked at NHS North East where he was the director of commissioning development – one of the ten regional development commissioners appointed to lead the NHS through the transition phase.

His previous roles also included chief operating officer for NHS South of Tyne and Wear. This followed ten years as an executive director within Newcastle upon Tyne Hospitals. He began working in NHS management in 1984 and his previous career has included senior roles with a regional health authority, district health authority and in hospital management.

Dr Paul Watson – Regional Director (Midlands and the East)

Dr Paul Watson joins the NHS England from NHS Suffolk, where he was chief executive. Paul has held a number of previous Board-level posts including Director of Commissioning at East of England SHA, where he oversaw the largest financial and service recovery programme in the NHS. He has also held a number of national appointments including membership of the NICE Appraisal Committee and the Independent Reconfiguration Panel.

Paul originally trained as a doctor at Cambridge University and is a qualified NHS consultant in public health medicine.

Dr Anne Rainsberry – Regional Director (London)

Dr Anne Rainsberry joins NHS England from NHS London where she was Director of People and Organisational Development and Deputy Chief Executive. Anne has worked in health for over 20 years both in general management and in human resources roles. She first became an HR Director in the NHS in 1995, holding a number of Board level positions in London.

Anne joined the Department of Health in 2001, working firstly as Director of Workforce Development in the South East Regional Office and latterly the Department of Health and Social Care Sector, with responsibility for leading the delivery of workforce modernisation in the NHS and Social Care across the south east and subsequently the south of England.

In 2004 Anne was appointed as Director of Human Resources for the Department of Health with responsibility for the Department and its agencies, and leading HR policy for its 26 arms length bodies. In 2005 she was awarded a Doctorate of Business Administration with distinction.

Andrea Young – Regional Director (South)

Andrea Young joins NHS England from NHS South of England where she was Deputy Chief Executive and Chief Operating Officer.

Prior to this Andrea was Chief Executive of NHS South Central from October 2009 to October 2011, when the SHA merged with South East Coast SHA and South West SHA to form NHS South of England.

Before this Andrea was the Chief Executive of NHS Oxfordshire, a post which she took up in October 2006. Early in her career she worked in research, health policy and public health strategy roles before taking on a series of increasingly senior roles in Oxfordshire Health Authority.

http://www.england.nhs.uk/whos-who/

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Thousands of care home residents told to pay more or move out because of squeeze on council budgets

Soaring numbers of elderly people are being forced to rely on handouts from friends and family to stay in care homes near their loved ones.

Councils facing squeezed budgets are increasingly looking to move residents to cheaper homes, which often means they are passed ‘like parcels’ to alternatives hundreds of miles away.

A third of those who are entitled to state help with care home fees – perhaps because they have exhausted their life savings on such bills – are being forced to meet spiralling costs themselves, charity Age UK said.

If they fail to top up their council funding, care home residents can be moved to cheaper homes – potentially in a different local authority – where their fees can be paid by the council in full.

Elderly people living in England qualify to have all their care home fees covered by their local authority when their assets drop below £14,250, and if their needs are severe enough.

According to the figures, 56,000 elderly people – nearly a third of those entitled to have their care home fees paid in full last year – were forced to turn to relatives for help with topping up care home bills – a 4 per cent jump on the previous year.

In theory these extra payments, ranging from £50 to £140 a week, should only be demanded by local authorities to allow people to stay in the home of their choice.

But Age UK warns hard-up councils are increasingly insisting families have no choice but to pay the top-up fees if they want their loved ones to stay in the same area. In some cases, elderly people are being sent hundreds of miles away from the area they have lived all their lives.

Councils are increasingly seeking to find cheaper care options for residents because of a toxic cocktail of their own budget cuts and spiralling fees at homes. To avoid the upheaval of moving their loved one, families are thus forced to stump up the shortfall in funding.

An Age UK spokesman said: ‘More and more families whose older relatives are on a low income are finding that there is no other alternative but to supplement inadequate local authority funding with sky-high top-up fees.

‘This crisis in the funding of social care is rippling through generations and the wider economy, forcing hard-pressed families into traumatic choices, pitting the quality of care provision against the burden of shouldering top-up fees.’

Dr Ros Altmann, the former head of Saga, who now works as an independent policy consultant, said: ‘This shows how the social care system is in crisis.

‘We are handing the responsibility for care for elderly people to cash-strapped councils who are forcing families to take heartbreaking decisions.

‘Our elderly are being passed from care home to care home like parcels.’

Figures from data firm Laing & Buisson show English councils are paying £480 per week for residential care in 2012 to 2013. By contrast, the average weekly care home cost was between £528 and £623.

A spokesman for the Department of Health said: ‘Local councils have been given £7.2billion of funding to support social care. Residents unhappy with the service being offered by their local authority, including on top-up fees, can complain and seek redress through the Local Government Ombudsman.’

Read more: http://www.dailymail.co.uk/news/article-2306094/Thousands-care-home-residents-told-pay-squeeze-council-budgets.html#ixzz2PzKMoGr6

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A SUPPORTED living scheme in South Tyneside has passed the test after a mystery inspection by watchdogs.

Inspectors from the Care Quality Commission (CQC) visited Woodside Close in Monkton, Jarrow, run by South Tyneside NHS Foundation Trust.

The development provides support and care for six adults with learning disabilities and complex health needs, who live in individual bungalows.

Inspectors visited in February and spoke to residents and their families about the care provided and also to staff about the support and training they receive.

In their report the CQC said: “We found that staff were supported to deliver care and treatment safely and to an appropriate standard.

“The provider also had an effective system to regularly assess and monitor the quality of service that people receive.

“The provider demonstrated that it was aware of its responsibilities to respond to any allegation of abuse or potential abuse.”

During the course of the inspection, one relative described the care as “second to none”. Another said it was “great, brilliant”.

The inspectors also heard that staff knew the service users’ needs and listened to what relatives said and kept them informed.

The NHS Trust’s chief executive, Lorraine Lambert, said: “The staff who work within this service are committed to giving high-quality personalised care to each individual.

“Their success in this is demonstrated by the extremely positive report, which we have now received and which is a tribute to their dedication.”

http://www.shieldsgazette.com/news/local-news/praise-for-staff-at-supported-living-scheme-1-5564210

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Female Genital Mutilation featured in BBC hospital drama

UK children at risk of FGM

Two episodes of Casualty (BBC 1 Saturday 6 April and Saturday 13 April) deal with the shocking subject of female genital mutilation of children in the UK.

If you or someone you know has been affected by the issues raised in the programme, please contact the NSPCC helpline or Childline.


Female Genital Mutilation is child abuse

Female genital mutilation (FGM) is the term used to describe procedures that involve the removal of part or all of the external female genitalia. These procedures are also referred to as ‘cutting’, ‘female circumcision’ and ‘initiation’.

It is estimated that over 20,000 girls in England and Wales are deemed at risk of female genital mutilation. FGM can be carried out at any time before a girl or young woman is married or pregnant, but most typically happens between the ages of four and 10. In some cases the girls are still babies.

Medically unnecessary and dangerous, FGM is often performed without anaesthetic and can leave victims in agony and psychologically harmed. The trauma can continue into adulthood, causing health problems, affecting their sexual relationships and damaging fertility.

In the UK, those most at risk of FGM include the:

  • Egyptian community
  • Eritrean community
  • Indonesian community
  • Kenyan community
  • Kurdish community
  • Nigerian community
  • Pakistani community
  • Sierra Leonean community
  • Somali community
  • Sudanese community
  • Yemeni community

Don’t let sociocultural pressures get in the way of protecting children

FGM is a harmful “cultural” practice, but it is not a religious one. Carrying out this practice has been a criminal offence in the UK since 1985. However, there has not been a single prosecution to date.

As with other forms of child abuse, these crimes often remain hidden and unreported, as children are too ashamed or afraid to speak out.

If you are worried a child may be a victim, or at risk of female genital mutilation don’t wait until you’re certain, contact the NSPCC immediately. You can call our helpline on 0808 800 5000, text on 88858 or use our Helpline online form.

For more information on female genital mutilation you can visit Daughters of Eve, Forward UK and Orchid Project.

http://www.nspcc.org.uk/news-and-views/our-news/child-protection-news/13-04-05-female-genital-mutilation/female-genital-mutilation_wda95201.html

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It has been announced that former Prime Minister Baroness Thatcher has died today (Monday 8 April).

‘It was well known that Baroness Thatcher had dementia during the last years of her life. Dementia is caused by brain diseases; the most common are Alzheimer’s and vascular dementia. One in three people over 65 will develop dementia but for too long dementia has been kept in the shadows and families have been left to struggle alone.

‘Today, up and down the country people will be sharing memories of Baroness Thatcher. At this time we hope people will also reflect on the impact dementia can have on a person’s life. By speaking openly about the effects of the condition, we will begin to tackle some of the stigma that still surrounds dementia and ensure that everyone gets the support they deserve.’
Jeremy Hughes
Chief Executive
Alzheimer’s Society

http://www.alzheimers.org.uk/site/scripts/news_article.php?newsID=1541

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New home, old problem

BARELY six weeks after a new £5m care home for the elderly opened in Dartmouth, south Devon, police have been called to investigate allegations of neglect.

Five frail people in River View Care Centre, run by the European Care Group, one of the UK’s biggest providers, were moved immediately into community hospitals amid   concern for their safety. Devon and Cornwall police told the Eye that NHS   health staff had been drafted in to ensure the care of residents remaining in   the home.

It was an NHS nurse who first raised the alarm after visiting one of her patients. A source   told the Eye that even though the 80-bed home was only partially occupied, it did not have enough properly trained staff to look after its vulnerable residents, meaning some were left unattended for long periods, sometimes going without food or drink for hours.

Last week Devon county council and Devon NHS said there was now an embargo on sending any new publicly-funded residents to the home, and that they were “working with Devon and Cornwall Police, the Care Quality Commission and the care provider to   ensure the remaining residents are well looked after”.

Thorough internal   investigation
The Eye asked the European Care Group – which boasts that the home provides   care “of the highest standard” – what had gone wrong in so short a time at a   new, purpose-built home. In a statement, the company blamed staff. “We are hugely disappointed by the behaviour of a small number of individuals who are no longer working at the home that has led to this situation. We are carrying   out a thorough internal investigation to ensure lessons are learned from this situation and to prevent anything similar from occurring again.”

A spokeswoman denied that the home was understaffed, saying it never operated below statutory minimum limits. But the statement added: “We have brought in a new management team… We have also increased staff numbers to ensure we can   immediately build on care quality standards.”

Nicer environment
While local authorities may have suspended admissions to the home (which is registered to take those with dementia, physical disabilities or needing end of life care), when the Eye checked, it was still open for business to anyone making inquiries about private care. A prospective “client” was told fees started   at £700 a week, but would be adjusted “depending on the level of care   needed”, and reflected the “nicer environment that we offer”.

Of the police   investigation, there was not a word – nor any mention of it on its website or that of the Care Quality Commission.

“When a home has an embargo, the public are the last to know,” said Eileen Chubb of Compassion in Care

http://www.private-eye.co.uk/sections.php?section_link=in_the_back&issue=1337

 

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Bidford care home pay family compensation after grandmother dies in ‘agony’

A GRANDMOTHER died in agony from bed sores she received at a £2,000-a-month care home in Bidford-on-Avon because she was not turned as often as she should have been.

The family of Rita Smith, who suffered from dementia, say she was “totally let down” by Waterloo House and Avon Lodge care home when she was at her most vulnerable.

After spending 35 years as a volunteer teaching first aid and nursing, Rita died from blood poisoning in November 2008, aged 74, after she developed pressure sores which became infected and reached her bloodstream.

Her daughter, Debbie Wride, said: “My Mum spent her last weeks in agony and she did not get the care that she deserved. When she was admitted to hospital, doctors told us that her body was fused in the foetal position, suggesting it was likely because she had barely been turned.”

Alpha Health Care Limited, who run the care home, have recently agreed to pay a five-figure out-of-court settlement to the family for their loss. Debbie now wants the care home to assure her that this will not happen again.

Staff at the care home should have turned Rita every two hours, but lawyers at Irwin Mitchell, representing Rita’s family, found that this was not the case.

According to the care home’s records, on one occasion she was not turned for 13 hours.

“My Mum was in a very vulnerable condition, but we all put our trust in the care home believing that they were doing their best for her,” she said.

“During her time with the Red Cross Mum taught first aid and basic nursing care at a local college and prison. She was passionate about teaching high standards of nursing care and for her to die in this way is unforgiveable.

“She used to always say that one of the fundamentals of nursing care was to make sure that your patient avoided a pressure sore. The tragic irony is that despite my Mum dedicated her life to caring for others, when she was at her most vulnerable and reliant upon others to care for her, she was totally let down.”

Rita was diagnosed with dementia later in life and admitted to the care home in March 2008. But by September that year she had lost weight, become distressed and tearful and was confined to her bed with a urinary tract infection.

Following a visit from her GP on the 15th of September it was noted that she was weak, not eating, dehydrated and had developed pressure sores. A care plan was then put in place in an attempt to prevent the sores from worsening.

Just two weeks later, Rita had to be transferred to Warwick Hospital. It was found that her pressure sore had been infected with MRSA and she was treated for blood poisoning before being transferred to Ellen Badger Hospital in Shipston-on-Stour, Warwickshire on 21st November.

Despite the care she received there, she died just three days later.

“Her death has devastated the entire family,” said Debbie. “We are so angry about the level of care she received, from a care home that she was paying over £2,000 per month of her hard earned savings for.

“But this was never about the money, we’ve never had an apology and we still do not feel we have all the answers as to why she was not regularly turned by care home staff who should have known better.”

Today, (Friday), Alpha Care Homes did apologise for Rita’s death. A spokesman said: “We offer our sincere condolences to Mrs Smith’s family and regret that on this occasion the standard of care fell below the level we require and expect.

“Alpha Care Homes prides itself on its quality of care but we clearly let Mrs Smith down and we are very sorry. Since 2008 new systems have been implemented to assist and monitor the management of pressure sores.

“Our way of working has changed completely and is audited at group level as well as at each home.

“Our care is constantly reviewed and we are confident that measures are in place to make sure we match up to the high standards set by ourselves and expected by the Care Quality Commission.”

http://www.stratford-herald.com/Local%20News/6563-family-totally-let-down-by-bidford-care-home-after-grandmother-dies.html

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