Portfolio
Matt is the chief strategy officer at University Hospitals Tees. This hospital group includes North Tees and Hartlepool and South Tees Hospitals NHS Foundation Trusts.
Core objectives
- Developing and maintaining the strategy for University Hospitals Tees. This involves working with colleagues and partners to co-produce our future ambitions for how we work to make a difference for the communities we serve.
- Establishing the next phase of how we will work as a group, ensuring that we are learning from experience locally and nationally and developing our role as a provider group.
- Leading and developing our partnership working and developing shared ambition with stakeholders, working with the ICB, local authorities, primary care, the community and voluntary sector and our wider range of partners to ensure we have joined-up plans.
- Establishing the capacity and capability to deliver the strategy, ensuring we have a clear work programme in place to make the strategic changes that we have agreed and ensuring that we are delivering the ambitions set out in our strategy.
Background
Matt joined University Hospitals Tees in October 2024 from his role as director of commissioning development for NHS England where he had led the national work on the development of Integrated Care Systems since 2019.
He has thirty years of experience in the NHS, starting in acute hospital and primary care operational management roles in Hull and London and then moving into commissioning, strategy and system leadership roles in the South East and then in Yorkshire.
He moved into NHS Digital in 2016 to lead work to transform national data and analytical services, and joined NHS England in 2019 to work on primary care and system transformation nationally. He led the programme of work that established and developed integrated care systems in England, working with system leaders across the country.
Body membership
Not applicable
Ambitions for the group and for health and care in our population
- To ensure patients can receive consistent high quality care by supporting our clinical teams to deliver and to improve.
- To help our people and teams to be supported to be the best they can be.
- To ensure that we are looking beyond our organisation – so that our clinical services are joining up and integrating with primary care, mental health services, social care and the voluntary and community sector in neighbourhoods and at scale.
- That we consider those disadvantaged groups in the communities that we serve and that we make sure we tailor our offer to reduce health inequalities.
- That we are continually learning and developing our services by working with partner organisations and embedding improvement and innovation into day-to-day practice.
- To ensure that our clinical ambitions are supported by our corporate services and organisation-wide work programmes on digital and estates so that our patient care is enabled by the very best technology and in the very best facilities that we can offer.