SPEAKERS
John LoderProgramme Leader, Lead of Health Advisory Team, The Young Foundation
09:25
John is a Programme Leader and leads the Health Advisory Team at the Young Foundation.
Through his work with the Regional Innovation Funds, he has worked with dozens of health innovation projects across the country in a wide variety of clinical areas, offering them structured support to in areas such as measuring impact, writing business cases, communicating with commissioners, and engaging staff and users. Many of these innovations have gone on to become commissioned services. The health advisory team also works with NHS trusts to help them develop their innovations strategy, and works with the Department of Health on their national innovation strategy.
He was the major author of the guide the Young Foundation wrote on measurement and return on investment in health. He also has particular focus on patient empowerment through information, a topic on which he has published for the Young Foundation (with Sylvia Wyatt).
John also works on structuring financial instruments and statistical modelling of social outcomes. He was previously a partner in the hedge fund Corin Capital, before leaving to pursue his interest in social finance and entrepreneurial solutions to social problems. He holds a Politics Masters degree from LSE, specialising in the interplay between market and state mechanisms for delivering social value.
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Dr Helen Bevan OBE
Through his work with the Regional Innovation Funds, he has worked with dozens of health innovation projects across the country in a wide variety of clinical areas, offering them structured support to in areas such as measuring impact, writing business cases, communicating with commissioners, and engaging staff and users. Many of these innovations have gone on to become commissioned services. The health advisory team also works with NHS trusts to help them develop their innovations strategy, and works with the Department of Health on their national innovation strategy.
He was the major author of the guide the Young Foundation wrote on measurement and return on investment in health. He also has particular focus on patient empowerment through information, a topic on which he has published for the Young Foundation (with Sylvia Wyatt).
John also works on structuring financial instruments and statistical modelling of social outcomes. He was previously a partner in the hedge fund Corin Capital, before leaving to pursue his interest in social finance and entrepreneurial solutions to social problems. He holds a Politics Masters degree from LSE, specialising in the interplay between market and state mechanisms for delivering social value.
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Chief of Service Transformation, NHS Institute for Innovation and Improvement
09:30
Helen Bevan is Chief of Service Transformation at the NHS Institute for Innovation and Improvement. She has worked in the field of healthcare improvement at local, national and international level.
Helen has led and supported initiatives that have created improvements for millions of patients. Her specialist interests are in large-scale change approaches to improvement and mobilising and organising for improvement.
In 2008, the 60th anniversary of the NHS, Helen was named as one of the 60 most influential people in the history of the NHS and in 2010 was named as one of the top 10 NHS opinion formers.
Presentation: How to make large-scale change a reality
The NHS is expected to spend £750m over the next five years implementing new telehealth technologies and monitoring devices in millions of homes. Services will be developed to enable people to remain living independently in their own homes and support their own self-care. How will the quality of individual care be managed under these new services and what impact will changes have on the NHS?
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David Behan CBE
Helen has led and supported initiatives that have created improvements for millions of patients. Her specialist interests are in large-scale change approaches to improvement and mobilising and organising for improvement.
In 2008, the 60th anniversary of the NHS, Helen was named as one of the 60 most influential people in the history of the NHS and in 2010 was named as one of the top 10 NHS opinion formers.
Presentation: How to make large-scale change a reality
The NHS is expected to spend £750m over the next five years implementing new telehealth technologies and monitoring devices in millions of homes. Services will be developed to enable people to remain living independently in their own homes and support their own self-care. How will the quality of individual care be managed under these new services and what impact will changes have on the NHS?
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Director General of Social Care, Local Government and Care Partnerships, Department of Health
09:50
David Behan was appointed Director General: Social Care in the Department of Health in June 2006. He took up post in September 2006. From November 2003 he was the first Chief Inspector of the Commission for Social Care Inspection. From 1996 to 2003 he was Director of Social Services, London Borough of Greenwich, and a member of the Greenwich Primary Care Trust Board and the Professional Executive Committee. In 2003 he was the President of the Association of Directors of Social Services.
David was born and brought up in Blackburn in Lancashire and graduated from Bradford University in 1978. He was awarded a CBE in 2003, and in 2004 was awarded an Honorary Doctorate in Law by Greenwich University. He is married with two sons.
Presentation: Integrating healthcare – coordinating commissioning and coordinating care
How can we strengthen the way services work together to integrate care better and identify the most effective ways to improve patient outcomes? Health and wellbeing boards have the opportunity to integrate services, manage LTC care in the community and deliver shared solutions to better meet the needs of the individual.
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Jim Easton
David was born and brought up in Blackburn in Lancashire and graduated from Bradford University in 1978. He was awarded a CBE in 2003, and in 2004 was awarded an Honorary Doctorate in Law by Greenwich University. He is married with two sons.
Presentation: Integrating healthcare – coordinating commissioning and coordinating care
How can we strengthen the way services work together to integrate care better and identify the most effective ways to improve patient outcomes? Health and wellbeing boards have the opportunity to integrate services, manage LTC care in the community and deliver shared solutions to better meet the needs of the individual.
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NHS National Director for Improvement and Efficiency, Department of Health
10:10
Jim Easton has been an executive in the English NHS for over 20 years. He has had leadership roles in hospital services, regional management, mental health, service commissioning and policy development.
Jim is currently the National Director for Improvement and Efficiency for the NHS, responsible for driving measurable improvements in service quality and productivity through the system.
Prior to this, he was Chief Executive of NHS South Central, responsible for all hospital, community, primary care and mental health services for five million people in the South of England. Before that, Jim was the Chief Executive of York Hospitals NHS Foundation Trust.
Quality and safety improvement is the central driver of Jim's leadership. He has been a board member of the NHS Modernisation Agency, a governor of the Health Foundation, and is a member of the NHS Leadership Council. He is the national sponsor for the work of the NHS Institute for Innovation and Improvement.
Presentation: Implementing a new approach - tackling long-term conditions to benefit the patient, improve outcomes and drive down demand
We must tackle long-term conditions in a more effective way as our health services will have to deliver to more people with less resources. Can our health services be redesigned to empower patients and give them greater choice and personalised care plans to help them to manage their long-term conditions better?
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Dr Janet Williamson
Jim is currently the National Director for Improvement and Efficiency for the NHS, responsible for driving measurable improvements in service quality and productivity through the system.
Prior to this, he was Chief Executive of NHS South Central, responsible for all hospital, community, primary care and mental health services for five million people in the South of England. Before that, Jim was the Chief Executive of York Hospitals NHS Foundation Trust.
Quality and safety improvement is the central driver of Jim's leadership. He has been a board member of the NHS Modernisation Agency, a governor of the Health Foundation, and is a member of the NHS Leadership Council. He is the national sponsor for the work of the NHS Institute for Innovation and Improvement.
Presentation: Implementing a new approach - tackling long-term conditions to benefit the patient, improve outcomes and drive down demand
We must tackle long-term conditions in a more effective way as our health services will have to deliver to more people with less resources. Can our health services be redesigned to empower patients and give them greater choice and personalised care plans to help them to manage their long-term conditions better?
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National Director, NHS Improvement
15:40
Janet Williamson is National Director for NHS Improvement, a national team renowned for its experience and expertise in practical service improvement, which has redesigned clinical pathways in cancer, diagnostics, heart, lung and stroke. It demonstrates some of the most leading-edge work in England, helping to improve patient experience and outcomes. Janet works closely with the National Clinical Directors, DH policy teams and clinical networks.
With over 25 years' experience of managing both clinical and non-clinical services across the NHS, Janet has also been involved in and led a number of large improvement programmes, including total quality management, business process re-engineering and the Cancer Services Collaborative 'Improvement Partnership', which was instrumental in reducing GP referral to cancer treatment waiting times from nine months to two.
In 2007, she was awarded a professional doctorate, identifying critical factors for spreading whole system change in healthcare. This drew on over four years of learning from change in cancer at a national, network and local team level.
In 2012, NHS Improvement under Janet's leadership was officially recognised as one of The Sunday Times 100 best places to work in the not-for-profit sector.
Presentation: The impact and implications of seven day working
The demand that long-term conditions put on our health and social services can be met with the help of improved prevention strategies. NHS Improvement has been working with clinical teams across health and social care to find examples of equality of treatment and outcome regardless of the day of the week. How can health professionals and local authorities identify the patients and citizens most at risk of hospital admission and intervene to manage care in the community?
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Debbie Morgan
With over 25 years' experience of managing both clinical and non-clinical services across the NHS, Janet has also been involved in and led a number of large improvement programmes, including total quality management, business process re-engineering and the Cancer Services Collaborative 'Improvement Partnership', which was instrumental in reducing GP referral to cancer treatment waiting times from nine months to two.
In 2007, she was awarded a professional doctorate, identifying critical factors for spreading whole system change in healthcare. This drew on over four years of learning from change in cancer at a national, network and local team level.
In 2012, NHS Improvement under Janet's leadership was officially recognised as one of The Sunday Times 100 best places to work in the not-for-profit sector.
Presentation: The impact and implications of seven day working
The demand that long-term conditions put on our health and social services can be met with the help of improved prevention strategies. NHS Improvement has been working with clinical teams across health and social care to find examples of equality of treatment and outcome regardless of the day of the week. How can health professionals and local authorities identify the patients and citizens most at risk of hospital admission and intervene to manage care in the community?
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Director of Commissioning, Cambridge University Hospitals NHS Foundation Trust
16:00
Debbie Morgan is Director of Commissioning at Cambridge University Hospitals NHS Foundation Trust. She joined the trust as a trainee clinical cytogeneticist in 1993, after qualifying with a BSc in Anatomy and Developmental Biology from University College London. Since moving out of diagnostic genetics she has held a number of management roles, including the Southern Cambridgeshire Choose and Book Project Manager and Head of Corporate Management, which was her first exposure to commissioning. Debbie holds an MSc from Manchester University in Human Resource Leadership and is also actively involved with Addenbrooke's Abroad; in 2009 she undertook three weeks voluntary work at Bwindi Community Hospital in Uganda.
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Dr Paul Rice
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Co-Director, Telehealth Lead, Long-Term Conditions Theme, Health Innovation and Education Cluster (HIEC), NHS Yorkshire and Humber
16:15
Paul Rice is the Co-Director of the Long-Term Conditions Theme in the Health Innovation and Education Cluster (HIEC) in Yorkshire and Humber. He leads for the organisation on telehealth and has published and spoken widely, nationally and internationally, in recent years on the challenges and opportunities to deliver high-quality, efficient and effective service models utilising assistive technology/telehealth. Paul has 15+ years' experience in health policy, innovation and NHS management. He is also a partner/expert resource on a number of major European-funded collaborative projects on assisted living. The NHS in Yorkshire and Humber has been at the forefront of exploiting the benefits of using telehealth to transform care and the 'warts and all' resources developed by the HIEC to spread the lessons and learning from this experience have been disseminated around the world. Paul is married with three young children.
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David Barrett
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Nurse Lecturer in Telehealth, Faculty of Health and Social Care, University of Hull
16:15
After qualifying as a Registered Nurse in 1994, David Barrett embarked on a career focused largely on cardiac care. He worked for seven years at an acute hospital trust in Coventry, eventually becoming the Head of Cardiac Nursing. He left in 2002 to commence an academic nursing career.
David has worked for 10 years in the Faculty of Health and Social Care at the University of Hull in a number of academic roles, including Head of the Nursing and Midwifery Department. He now works as a Nurse Lecturer in Telehealth, focusing on service delivery, research, and development of education packages. He has carried out service evaluations for a number of public sector organisations, has developed a suite of educational resources, and regularly speaks at conferences on topics related to telehealth and telecare.
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Don Redding
David has worked for 10 years in the Faculty of Health and Social Care at the University of Hull in a number of academic roles, including Head of the Nursing and Midwifery Department. He now works as a Nurse Lecturer in Telehealth, focusing on service delivery, research, and development of education packages. He has carried out service evaluations for a number of public sector organisations, has developed a suite of educational resources, and regularly speaks at conferences on topics related to telehealth and telecare.
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Director of Policy, National Voices
16.15
Don Redding is Director of Policy for National Voices, the leading coalition of health and social charities bringing patient and service user voices to bear on policy. Formerly head of policy and communications at Picker Institute Europe, Don has worked for leading voluntary organisations since 1991, and before that was a health and social care journalist. He has contributed to the Guardian, Health Service Journal and British Journal of Healthcare Management.
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