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Sustainability and Transformation leaders confirmed
Note: this news article is not updated regularly to reflect the most up-to-date appointments in these positions. To see the current list of STP leaders, please visit our view Sustainability and Transformation Plans pages here.
Senior figures from across health and care who will be leading work on Sustainability and Transformation Plans (STP) within their ‘footprint’ area have been confirmed today.
The recently-announced 44 STP footprints are geographic areas that will bring local health and care leaders, organisations and communities together to develop local blueprints for improved health, care and finances over the next five years, delivering the NHS Five Year Forward View.
These are individuals who command both the support of their local colleagues and the national leadership bodies of the NHS, and whose efforts alongside colleagues will collectively help transform health and care over the next few years.
The leaders come from a good mix of backgrounds, and include provider chief executives, CCG accountable officers, local authority senior leaders and clinicians, recognising the need for local systems to work in partnership. There is also good representation from both genders – around a third are women.
There are just three areas where a leader is still to be confirmed, and conversations are ongoing.
The leaders are:
|Footprint||STP footprint lead|
|Northumberland, Tyne and Wear||Mark Adams (Chief Officer, Newcastle Gateshead CCG)|
|West, North and East Cumbria||Stephen Eames (Chief Executive, North Cumbria University Hospitals NHS Trust)|
|Durham, Darlington and Tees, Hambleton, Richmondshire and Whitby||Alan Foster (Chief Executive, North Tees and Hartlepool NHS Foundation Trust)|
|Lancashire and South Cumbria||Dr Amanda Doyle OBE (Chief Clinical Officer, Blackpool CCG)|
|West Yorkshire||Rob Webster (Chief Executive designate, South West Yorkshire Partnership NHS Foundation Trust)|
|Coast, Humber and Vale||TBC|
|Greater Manchester||Sir Howard Bernstein (Chief Executive, Manchester City Council)|
|Cheshire and Merseyside||Louise Shepherd (Chief Executive, Alder Hey Children’s NHS Foundation Trust)|
|South Yorkshire and Bassetlaw||Sir Andrew Cash OBE (Chief Executive, Sheffield Teaching Hospitals NHS Foundation Trust)|
|Kent & Medway||Glenn Douglas (Chief Executive, Maidstone and Tunbridge Wells NHS Trust)|
|Sussex and East Surrey||Michael Wilson (Chief Executive, Surrey and Sussex Healthcare NHS Trust)|
|Frimley Health||Sir Andrew Morris (Chief Executive, Frimley Health NHS Foundation Trust)|
|Surrey Heartlands||Julia Ross (Chief Executive, North West Surrey CCG)|
|Cornwall and the Isles of Scilly||TBC|
|Devon||Angela Pedder OBE (Chief Executive, Royal Devon and Exeter NHS Foundation Trust)|
|Somerset||Dr Matthew Dolman (Chair, Somerset CCG)|
|Bristol, North Somerset, South Gloucestershire||Robert Woolley (Chief Executive, University Hospitals Bristol NHS Foundation Trust)|
|Bath, Swindon and Wiltshire||James Scott (Chief Executive, Royal United Hospitals Bath NHS Foundation Trust)|
|Dorset||Tim Goodson (Chief Officer, Dorset CCG)|
|Hampshire and the Isle of Wight||Richard Samuel (Chief Officer, Fareham and Gosport CCG, South Eastern Hampshire CCG)|
|Gloucestershire||Mary Hutton (Accountable Officer, Gloucestershire CCG)|
|Buckinghamshire, Oxfordshire and Berkshire West||David Smith (Chief Executive, Oxfordshire CCG)|
Midlands and East
|Staffordshire||John MacDonald (Chair, University Hospitals North Midlands NHS Trust)|
|Shropshire and Telford and Wrekin||Simon Wright (Chief Executive, Shrewsbury and Telford Hospital NHS Trust)|
|Derbyshire||Gary Thompson (Chief Officer, Southern Derbyshire CCG)|
|Lincolnshire||Allan Kitt (Chief Officer, South West Lincolnshire CCG)|
|Nottinghamshire||David Pearson (Director, Adult Social Care, Nottinghamshire County Council)|
|Leicester, Leicestershire and Rutland||Toby Sanders (Accountable Officer, West Leicestershire CCG)|
|The Black Country||Andy Williams (Accountable Officer, Sandwell West Birmingham CCG)|
|Birmingham and Solihull||Mark Rogers (Chief Executive, Birmingham City Council)|
|Coventry and Warwickshire||Andy Hardy (Chief Executive, University Hospitals Coventry and Warwickshire NHS Trust)|
|Herefordshire and Worcestershire||Sarah Dugan (Chief Executive, Worcestershire Health and Care NHS Trust)|
|Northamptonshire||John Wardell (Accountable Officer, Nene CCG)|
|Cambridgeshire and Peterborough||Dr Neil Modha (Chief Clinical Officer, Cambridgeshire and Peterborough CCG)|
|Norfolk and Waveney||TBC|
|Suffolk and North East Essex||Nick Hulme (Chief Executive, Ipswich Hospital NHS Trust)|
|Milton Keynes, Bedfordshire and Luton||Pauline Philip (Chief Executive, Luton & Dunstable University Hospital NHS Foundation Trust)|
|Hertfordshire and West Essex||Beverley Flowers (Accountable Officer, East and North Hertfordshire CCG)|
|Mid and South Essex||Dr Anita Donley (Independent Chair for Mid and South Essex Success Regime from 1st April)|
|North West London||Dr Mohini Parmar (Chair, Ealing CCG)|
|North Central London||David Sloman (Chief Executive, Royal Free London NHS Foundation Trust)|
|North East London||Jane Milligan (Chief Officer, Tower Hamlets CCG)|
|South East London||Amanda Pritchard (Chief Executive, Guy’s and St Thomas’ NHS Foundation Trust)|
|South West London||Kathryn Magson (Chief Officer, Richmond CCG)|
In our patch the STP lead is head of one of the Trusts that is likely to be removed – oh, I forgot – he is the lead, so I imagine they will be fine.
This is ridiculous
In order for the STPs to be a success the individuals chairing the STP will have to vacate their current jobs. What finacial arrangements are in place for this? In NW London 33 different trusts are to be molded into one STP. All will guard their own shrinking budgets. How will they be made to share? No mention on training or recruitment of staff for this venture. The object is to empty hospitals & place care in the community,which is received as cheaper but good evidence is not available that community care is cheaper. Can we have the evidence ?.
Maidstone & Tunbridge Wells NHS Trust is one of five Trusts recently put into financial special measures. It’s CEO is Glenn Douglas who now heads up the Kent & Medway STP. Am I missing something?
How are these leaders held to account and by whom. As a chair of a Health Scrutiny Committee?
Very interested to see how this goes forward. Having worked in Estates and Facilities in the NHS for 4 years, I am very pleased to hear that the public sector services in my area will now be working together to improve efficiency and save money – this makes a lot of sense and delivers without cutting, reorganising, changing everything we do (again!) for little/no benefit. A welcome step towards cross-service working and delivering our most important aim – effective public sector services.
Upon what evidence base has this re-organisation been based and at what cost ?
Thank you for the share
One third women is not exactly ‘good’ representation. I would also like to see a breakdown of BME representation – I strongly suspect that it is not remotely representative of the populations served.
This entire exercise has been conducted under the radar as far as the general public (and most health and social care professionals) are concerned. It is a massive reorganisation, yet we were promised no more top down reorganisation by the Prime Minister, and were also told that the NHS reinstatement bill would be too great a reorganisation to envisage.
I cannot see how any of the new STP footprints can possibly deliver budgets without deficit by next month. Mental health alone is dangerously under funded as evidenced by recent fatalities involving Southern Health and Sussex Partnership NHS Trusts.
The ENHCCG is named as one of the leads, I have recently complained to them about my sons Clinical Neglect from Mental health Services of which they have ignored a review has been totally bogus,the whole NHS system I have found to be corrupt both HCC HPFT ENHCCG and these so called Leaders who are letting MH patients die, TO THEM ITS NOT ABOUT A PATIENTS NEEDS BUT WHAT SUITS THEIR ORGANISATION.
It’s the same with Sarah Dugan Chief Exec of Worcester Health and Care Trust. They and the Acute Trust are corrupt covering up abuse etc See BBTT support group
We have had dealings with ENHCCG and Beverly Flowers, who does not care about people with Mental health problems to the extend our son is now very ill with liver damage etc, and unlikely to survive. We have found through this person that the NHS is completely dysfunctional. I can give report on this if wished. Typically Beverly Flowers is only interested in her own being and not of people who are suffering and Community Mental Health Care is very poor.
Perhaps we could all make more efficiencies so that David Cameron and his family can continue to avoid paying taxes.
Interestingly there are only two leads from a Social care background, although I do not discount the heath based leads, it would be a far more sustainable and open transformation of services if there was a much more balanced group of leaders from both health and social care to take this very important strategy forward.
What about North Yorkshire?
would it be possible to have this in a map format, to identify the demographic STP footprints?
Thank you for your comment.
More information about the STP footprints can be found on our publication Health and care bodies reveal the map that will transform healthcare in England.
Service transformation is the only way NHS can survive and go from strength to strength. However it is important any transformation needs good value based leaders, good culture, good governance and excellent staff, patient and public engagement and involvement.
If leadership is not right then nothing will change. This is not a criticism of any individual leaders here as I do not know many of them individually.
If we get right leadership, right values , culture right, excellent staff, patient and public engagement right and stop working in silos NHS can not only be the safest and the best but also release around £20 Billion a year for re-investment for Mental Health, Public Health, Primary care, IT, social care, dementia, obesity and Diabetes and most importantly for public education about their own health and for staff development.
NHS needs leaders who are kind, caring, compassionate but also with courage and who care for staff and promote culture of staff happiness so that they can care for patients.
Devomanc, Vanguard and 5 years plan gives excellent opportunity.
Anyone who thinks DevoManc or devo-anywherelse will help just needs to look at the sums. Devolved Manchester will be getting far less than previously received. Read this: http://bit.ly/23aGjsn
A ‘con’ is the right word.
How many times has the NHS been transformed? In what ways are people “working in silos”?
Perhaps as well as good leadership, good values, good culture, excellent staff and both public and patient engagement, it might be a sensible move on the part of the government to fund the NHS adequately.
How on earth can leaders promote staff happiness when the majority of staff are heavily overworked? Perhaps the first and most obvious thing to do would be to employ enough staff of all types.
What a con! And politicians say that the Reinstatement Bill will require too drastic a reorganisation. What the hell do you think this is? Do you think we are stupid?
It opens the door to privatisation and health insurance and will be a bloody mess.
I am an altruistic kidney donor who donated my kidney to the people’s NHS as an act of gratitude for what it has done for the nation. This is not what I made my sacrifice for.
Shame on you – AGAIN.
John Carlisle. I like your sentiment. What is sadly lacking here is transparency. The wider public are being kept in the dark about all these fancy named transformations. They know nothing of the 2012 Health & Social Care Act and it’s implications. Mainstream media in collusion with the current government ensures that only negative stories about OUR NHS hit the headlines. Now we have all this going on behind the wider populations back. A question for all Commissioners do you believe in democratic accountability?
And how many are from an ethnic minority? Don’t just report on gender and forget ethnicity!!