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Addictions Clinical Academic Group

Addictions Clinical Academic Group. 21st February 2012. Addictions CAG leaders, John Strang, Emily Finch, Mark Allen. In attendance – Keri O’Connell. Progress on module 2 submission. The presentation covers: Update on strategic plans . Appendix 1.

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Addictions Clinical Academic Group

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  1. Addictions Clinical Academic Group 21st February 2012. Addictions CAG leaders, John Strang, Emily Finch, Mark Allen. In attendance – Keri O’Connell. Addictions CAG Feb 2012.

  2. Progress on module 2 submission. The presentation covers: Update on strategic plans. Appendix 1. Benefits of integrated business planning across KHP for addictions CAG. Update on MSc and E&T. Update on R&D. Appendix 2 Performance, patient experience and scorecards. Appendix 3 and 4 Considerations for future CAG structure and business framework. Appendix 5 How you can help.

  3. Two main strategic aims for clinical services; Develop and lead local ‘managed treatment systems’ / care pathways. Provide services for exigent patient groups Strengthen and expand work with acute services

  4. Integrated business and service planning across SLaM and KHP. Seen benefits of IPB across SLaM. Already have service examples across KHP. A&E, Alcohol liaison, smoking cessation. Important to Addictions CAGs strategic future

  5. MSc . External review panel – cannot start recruitment until 2013 but outcomes otherwise positive. Need to demonstrate support across academic and clinical staff in CAG. Quality assured satisfactorily. Positive feedback from past students.

  6. Research and Development. Significant progress. Increase in research numbers. Transparency on R&D income flows, target our efforts to increase income base. Area for most growth.

  7. Performance, patient experience and scorecards. Strong performance framework. Improved levels of reporting generally. Patient experience reports used routinely. Need to ‘link up’ scorecards to capture E&T and R&D activity and performance. Use of business strategy framework.

  8. CAG structure. Significant reduction in income over last 3 years. Income base reduced to level whereby CAG managerial support and overheads become untenable. Need to proactively consider ‘managerial’ merger with another CAG.

  9. How can you help? We would like; Continued engagement with KHP research, clinical and strategic forums. Support with IBP in the future. Support to ensure the identity of the CAG continues in the event of ‘managerial’ merger or acquisition.

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