A Typical Week
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Dorothy Hosein
Head of Strategy and Service Redesign for Barnet and Chase Farm NHS Trust.
"My role means i have a very broad network of contacts both internally and externally. I report directly to the Director of Performance, Planning and Partnership and I frequently interact with the executive team including our CEO. I also work very closely with the General Managers, Business Managers and Clinical personnel at all levels."
Monday
9am - 1pm
Attend the project executive meeting of the Barnet, Enfield and Haringey Clinical (BEH) Strategy Group. As Head of the Clinical Strategy I attend the meeting to support our CEO. The group consists of the CEO of an adjoining hospital trust and the CEO's of the PCT's who are all jointly involved in the development of the reconfiguration of services across the local health economy. The objective of the meeting was a workshop to prepare the Clinicians and other presenters for the upcoming Clinical Strategy review by the Independent Reconfiguration Panel (IRP). The IRP were appointed by the Secretary of State to review the viability and sustainability of the proposed BEH Clinical Strategy.
1.30pm - 2.30pm
Meeting with the Head/Consultant for the Clinical Decision Unit to review the current model of care and to discuss options in light of the Clinical Strategy and service reconfiguration.
2.30pm - 3.30pm
Meeting with the Urgent Care Directorate to run through their presentation plans in preparation for the evidence taking session of the IRP later in month.
4pm - 5pm
One-to-one with my boss the Director of Performance, Planning and Partnership.
5pm - 5.45pm
Informal chat with the Head of Business Planning on what is going on around the Clinical Strategy.
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Tuesday
10.15am - 11.45am
Unscheduled meeting with the Clinical Director of Women's Services and the General Manager to review their draft presentation for the IRP session on June 17th.
12pm - 1.15pm
Meeting with the Medical Director to discuss planning for the IRP
1.30pm - 2pm
Meet with other colleagues in the restaurant for lunch.
2pm - 3.15pm
Search for reports and policies on Paediatric A&E models to prepare for an upcoming meeting with both the A&E Directorate and the Children's Directorate.
3.15pm - 4.15pm
Meeting with the Service Improvement Manager to gain an understanding of the work that is going on around 18 weeks.
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Wednesday
8am - 9am
Attend the meeting of the Hospital Access Board. This is a weekly meeting chaired by the Director of Operations where all the General Managers attend to discuss performance targets around 18 weeks, Discharge and Admission performance etc.
9am - 10.20am
Meet with the General Manager for A&E to discuss the activity information required for future planning.
11.30am - 12.45pm
Visit the Chase Farm A&E emergency department to meet with A&E consultant to discuss work he had done around paediatric admissions to A&E and the model of care.
12.45pm - 1.15pm
Had tea and cake at A&E department for the Matron's birthday.
3pm - 5.30pm
Attend monthly Urgent Care Clinical Strategy meeting. This group include the General Manager, Clinical Director/Consultant, other consultants, nursing and finance. The Clinical Director chairs the meetings and I am the facilitator.
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Thursday
8am - 9.45am
Meeting with General Manager and Clinical Director/Consultant of Children's Directorate to discuss options when planning for a Pediatric Assessment Unit (PAU) following the reconfiguration of services.
12.30pm - 1.30pm
Meeting with the Head of Performance to look at targets and performace framework and where service redesign will add value.
3.00pm
Photoshoot for the Gateway to Leadership programme.
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Friday
8am - 9am
Meet with the Clinical director for A&E to review the presentation to the IRP on Monday.
12.30pm - 2pm
Meet with the Clinical Strategy Project Lead from the PCT.
3.30pm - 4.30pm
Meet with the Medical Director, CEO and other Directors to update them on the timetable for the coming week's meetings.
4.30pm - 5.30pm
Update with my boss.
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