Clinical oversight and stakeholder management

Diagnostics play a part in every patient pathway and enable a wide range of the NHS Long Term Plans. Diagnostic service recovery is fundamental to overall NHS recovery. The strategic context behind the case for change has its origin in the NHS Long Term Plan (LTP).<br/>This is further supported by Richard’s Review Diagnostics: Recovery & Renewal and a need for rapid elective recovery post pandemic as set out in the NHS Elective Recovery Plan. The Richards Review demonstrates the low NHS capital asset base compared to OECD averages and sets out that if NHS diagnostic capacity is to keep pace with demand, significant investment in new and replacement equipment and a transformation of the current diagnostics model is required. <br/>Provision of clinical oversight and stakeholder management requires a very specialised skill set to ensure credibility – clinical expertise, an understanding of the range of diagnostic provision, issues face and opportunities for transformation, systems and strategic knowledge, alongside experience of senior leadership and engagement in an NHS Organisation.<br/>The provision of clinical oversight and stakeholder management for the National Diagnostics Programme will include:<br/>

• Clinical leadership to provide strategic oversight, advice and direction to the National Diagnostics Programme, including chairing monthly Clinical Advisory Group meetings and attending the NHS England and NHS Improvement Diagnostics Programme Board.<br/>
• Stakeholder management across the wide range of internal and external stakeholders in diagnostics, including the wide range of professional bodies and colleges representing the diagnostic disciplines (imaging, endoscopy, physiological measurements. Genomics); system level partners (commissioners and providers); the independent sector; patients and the public.<br/><br/>More information can be found at www.atamis.co.uk ↗