Cbe, ma (Oxon), mbchB, bsc (Hons), msc, PhD, md, dsc, frcp (Glasgow,Edinburgh and London), frcgp (hon), fcanSci, fmedSci
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ORGANISATIONAL LEADERSHIPAcademic (Universities of Birmingham and Oxford): As documented previously, I played a significant role in partnership with Alan Rickinson FRS, in establishing the CRC Institute for Cancer Studies in Birmingham and leading its development to one of the largest and best funded academic departments in the University of Birmingham. I was asked to do the same in Oxford, working closely with Sir John Bell, with a vision of constructing a comprehensive cancer centre which will be ranked amongst the top 10 in the world within 15 years of its inauguration. We have secured funding from the Department of Health for a new cancer hospital (£125 million) and have raised £60 million for the new laboratory. Importantly, in a time of increasing academic compartmentalisation, I established a series of collaborations across different divisions (Biomedical Engineering, Chemistry, Said Business School, Mathematics and Computer Science). National Translational Cancer Research Network (NTRAC): I was commissioned by Secretary of State for Health to devise a costed blue print for provision of infrastructure to support clinical cancer research in the UK (NCRN and NTRAC). This was accepted and funded (£100 million) as part of the National Cancer Plan and I was subsequently appointed Director of NTRAC. This was a fascinating challenge, working with the best cancer research centres in the UK to forge them into a collaborative network, greater than the sum of its component points. International recognition of NTRAC’s ground breaking work has come in the form of invitations to; establish jointly funded translational science research fellowships between NTRAC and the NCI Washington and the French government’s Canceropoles; develop a European wide plan (ETRAC) to construct a Network of its top comprehensive cancer centres, along very similar lines to NTRAC; shape the Danish government’s plan to fund early clinical trial centres; provide intellectual underpinning for the US National Cancer Tissue Bank. NTRAC served as a ground breaking blue print for the other Department of Health innovations in forming research networks for cardiovascular disease, diabetes, mental health etc. National Health Service, UK: Under the auspices of Brian Edwards, Chief Executive of West Midlands Regional Health Authority, I assembled a cancer services task force, developed a delivery strategy, and led the Regional team in its implementation over a 4 year period (1993-1997). This involved writing a Cancer Plan defining the relevant standards and the evidence base supporting these. The “hub and spoke” Network model which we elected to use has been developed further and incorporated into the National Cancer Plan, and we boiled the predicant philosophy down to four key elements:
This led to national investment in Cancer Services and fed forward into improving our National cancer survival figures and governmental investment of £670 million. Department of Health: There are three National Programmes which I have led on behalf of the DH which have involved taking a strategic overview, finding effective solutions to complex problems and initiating cultural change in the NHS: National Audit of Cancer Waiting Times (1999): I delivered the first set of comprehensive data on cancer waiting times across the entire health service in England. This information was presented to ministers and was so profoundly disturbing, given the length of delays, that it was one of the dominant strands which resulted in creation of a National Cancer Plan - British Medical Journal 320, 838-839. Founding Commissioner For Health Improvement (1999-2001): I was invited to become a founding Commissioner stemming from an earlier piece of work in which I supported the main committee established to define CHI’s roles and responsibilities. I chaired the first review of the National Service Framework on Cancer Services, performed jointly with the Audit Commission (CHI-Audit Commission report on Cancer Services, 2000) its publication helped to highlight those areas of the cancer plan which were most vulnerable so that appropriate action might be taken and celebrate the obvious successes. Perhaps most importantly, we wrote this document so that it would be accessible to the lay reader and published a series of questions (in collaboration with the Guardian and Mirror) that patients could pose to their medical teams to ensure that they were getting optimal care. Cancer Services Collaborative (1999-2003): Seeing the need to reform the mode of delivery of cancer services, Helen Bevan (Director of Redesign, NHS Institute) and I secured funding to work with Don Berwick (Institute for Health Improvement, Boston) to create the Cancer Services Collaborative, the largest health care redesign programme ever undertaken. Results are detailed on web site (http://www.modern.nhs.uk), but in summary, significant gains were made in waiting times across the cancer patient’s journey, a much larger proportion of cancer patients were discussed by multidisciplinary teams and the quality of available patient information was greatly enhanced. This involved engagement with an initially sceptical clinical community and delivery of a complex National programme. The Cancer Services Collaborative involved expenditure of £30 million over 3 years, a staff of approximately 300 facilitators, managers and clinicians, which at its peak was reporting 1000 change episodes per month. We gained unique insights into large scale change management, the important elements of evincing clinical engagement, the problems associated with spread and sustainability of new practice and how we could use innovative communication practice to build a modernisation movement. National Framework for Service Change in NHS Scotland (2004-2005): I was invited by Scotland’s First Minister to chair the work of a National Framework Advisory Group to consider the future shape of the NHS in Scotland. We produced three volumes of work, “Building a Health Service Fit for the Future” (Vol I and II) and a web-based data link showing the Reports from the individual action teams (www.show.scot.nhs.uk/national framework). The eponymous Kerr Report received strong support from citizens, health care professionals, unions (BMA and RCN), media and cross-party parliamentary endorsement. It has been adopted as the blueprint for Scotland’s NHS over the next 20 years. Sidra Medical and Research Centre (2009-2010): I was employed by Her Highness Sheikha Mozah, Consort of the Emir of Qatar to build the Research Division of the Sidra Medical and Research Centre, supported by the largest hospital endowment in the world ($9 billion) and an annual research budget rising to $200 million per annum. I practiced medicine at the local cancer hospital, Al Amal, and have been appointed to the Supreme Council of Health, effectively the Qatar’s Health Cabinet, and have been asked to support development of a National Health Plan. This position has allowed me to develop links with the wider world of Islam through the Organisation of the Islamic Conference (OIC), and I have been invited to build a Translational Research Network of the OIC’s top biomedical research Institutes. Health Adviser to David Cameron and Conservative Party (2010-12 ) I have supported the intellectual underpinning of the Health White Paper and provided a clinical Advisory role to David Cameron, Andrew Lansley and Conservative party. Download 443.19 Kb. Share with your friends:
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