Anglia Ruskin
Health Partnership
Advancing the way we care

Our vision:

To work together to deliver
demonstrable benefits to the health,
well-being and social care of our
local population, through innovation,
education and research.

Our core programmes look at the issues that cross organisational boundaries and require collaboration. They cover four inter-related areas and opportunities to connect and cross-fertilise programmes will be maximised.

Taken as a whole, this programme of work will – over time - build capability and gain momentum to support system transformation and help deliver the strategic aims of all partners.

As part of our leadership programmes we will:

  • Continue to support the Integrated Leadership Programme (ILP)  to support Band 7/Band 8 staff to understand and experience strategic leadership and how it impacts at an organisational and system level. We will continued to expand the numbers on each cohort and focus on how organisations work together to make decisions that affect the wider health and care system.
  • Initiate a new Collaborative Leadership Programme for mid-Band 8 managers, to develop their capabilities to work across organisational boundaries. The focus will be on building strong relationships and networks in order to resolve issues, if the solution lies externally. For example, admission avoidance or street triage schemes. The aim is to extend the programme to other parts of the public and community sectors.
  • We continue to support the development of the Essex Leadership Collaborative led by Essex County Council on behalf of the wider system to build system leadership capability amongst current and future leaders.
  • Create an Alumni programme for ILP and other NHS leadership graduates and an annual leadership event to track progress, provide a call-to-action and include follow up activities
  • Provide access to facilitators for action learning sets, coaching and mentoring

As part of our improvement programmes we will:

  • Provide access to the Introduction to Quality Improvement training and offer more indepth, bespoke programmes.
  • Establish three local Quality improvement system collaboratives focusing on end of life care, pressure ulcers and hospital discharge (including mental health). The collaboratives will support people and organisations who tackle these issues through QI training, data collection analysis and benchmarking, convening quarterly learning sessions, action learning sets and data collection.
  • Continue to develop and support the PROSPER programme to provide the safer provision of care for older people by sharing tools and techniques used in health with care home staff.
  • Collaborate with Academic Health Science Network (AHSN) partners to actively seek improvements and participating in their programmes.

As part of our digital programme we will:

  • Develop a Digital Champions programme; for front line staff to become part of early adopter communities of new technologies and ongoing action learning and coaching
  • Run an annual Digital Greater Essex 2020 event to bring together the tech leaders in health, industry and academia and to incorporated best practice from outside the Essex system.
  • Continuing the match-make digital/tech offers into the Essex system
  • Launch the Digital Healthy Schools pilot programme with local schools and ORCHA UK <link to>. The programme will test the effectiveness of health apps to improve the health and well-being of young people and assessment of whether this increases take-up in their families and wider communities.

As part of our innovation and research work we will:

  • Establish a Care City test bed into the Essex system
  • Bring together organisation research and development leads to develop a local university/ Herts and Essex NHS programme to work on areas of common interest.
  • Develop an innovation round table to provide a coherent innovation infrastructure in Essex
  • Provide advice and support for local innovators and to sign-post to various programmes.

We are pleased to announce a new ARHP programme: Quality Improvement in Governance.  This project looks to evaluate and benchmark trusts' approaches to serious incidents - with a particular focus on how lessons are learned.  The pilot in Mid-Essex Hospital Services is now complete, and we are conducting reviews at PAH and SUFT.  We will be starting the next phase of work, with BHRUT and SEPT in 2016

We will be making relevant local, national and international resources available on this page as they become available.


NHS England Serious Incident Framework

Making anasthaesia safer

Reviewing SIs in labour

Serious Incident Framework GMC Supporting Information for Appraisal and Revalidation RCPsych Response to National Framework

A national report has found cardiac arrests in hospital are usually predictable and often avoidable, and that outcomes post-arrest are very poor (only 13% survive to discharge). ARHP hospitals have joined with UCLPartners to agree a clear improvement aim: to halve avoidable cardiac arrests across trusts.

Beyond saving lives by preventing avoidable deaths in hospital, the project has two further and explicit purposes:

  • to deepen partner organisations’ awareness and skills in continuous quality measurement and improvement; and
  • to demonstrate the tangible benefit to all partners from sharing and learning across the partnership.

We are now seeing significant and sustained reductions in cardiac arrests on wards across our partners, as well as extending the scope of this work to include sepsis and acute kidney injury.

For more information, please contact Susan Collett (

Integrated Leadership Programme (ILP)

Influential leaders with an in-depth knowledge of integrated systems are essential to the sustainability of health and social care services in Essex and beyond.  That’s why developing our workforce is a key priority for Anglia Ruskin Health Partnership.

The ARHP Integrated Leadership Programme has, over the last few years, been developing people from across our membership to influence and instigate change within their own organisation and also across whole pathways of care.

We are now recruiting for Cohort 7 of the programme which allows participants to:

  • Shadow senior executives in order to understand how national policy influences strategy which in turn translates into operational priorities for teams across the entire health and social care sector.
  • Rotate across different settings of care (primary, acute, community, mental health, social care) to better understand the whole system of care for patients and service users and recognise the value of collaboration 
  • Study leadership theory, change management theory, and the academic underpinnings of these theories in the context of their professional roles.
  • Identify and execute an innovative project to address an issue within their own organisation.   The essence of leadership is to inspire, convince, motivate and promote and ILP students will, in pursuit of support for their proposal, need to address any problems or resistance they meet, and identify means to overcome these.   

·       For those students who enrol upon either the Anglia Ruskin University MBA or MSC Healthcare Management the Integrated Leadership programme is an acceptable alternative to the Advancing Decision Making module.

Participants will also have the benefit of the following support:

  •  Regular guidance from an executive sponsor, who can facilitate access to strategic meetings and senior decision-makers, and in this way enable the student to challenge and extend their understanding of both their own organisation and the sector in which they work.
  •  Lunchtime lectures given by influential leaders and change makers drawn from both their own and related sectors.
  •  Guidance, tips and techniques in working and referencing at academic level 7 (Masters level)
  •  Peer group support and interaction through the facilitated Action Learning Sets which form a key element of the programme

If you would like to find out more, please email

ARHP has joined as a member of UCLPartners in London to work on shared priorities, including cancer, cardiovascular disease, mental health, and the management of patients with multiple health issues. There will be many opportunities to collaborate with UCLPartners across the spectrum of health innovation, education and research. 

For more information, please see UCLPartners’ website ( You can also contact James Anderson.