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How we're run

Evelina London is a Strategic Business Unit (SBU) of Guy's and St Thomas' NHS Foundation Trust. This means that Evelina London has an increased level of strategic and operational autonomy within the Trust to enable it to focus on children’s services.

The Guy’s and St Thomas’ NHS Foundation Trust Board of Directors holds legal accountability for the Trust including Evelina London. The Evelina London Board provide assurance to the Guy’s and St Thomas’ NHS Foundation Trust Board of Directors on the overall operational, quality and safety and financial performance of Evelina London, and on the delivery of the Trust's strategy for its services for children and young people.

The role of the Evelina London Board

  • sets the strategic direction of Evelina London
  • ensures that we provide high quality, safe and effective family-focused services
  • monitors performance against objectives, Trust and regulatory frameworks
  • monitors financial performance and contributes to financial planning.

The Board are supported by the Evelina London Executive Team who are responsible for the operational management of Evelina London.

Evelina London Strategic Business Unit Board

Executive members

  • Miranda Jenkins
    Deputy Director and Director of Strategy
  • James O'Brien
    Director of Performance and Improvement
  • Janet Powell
    Director of Nursing
  • Hazel Childs
    Head of Finance

Non-executive members

  • Dr Sheila Shribman (Chair)
    Non-executive Director and Deputy Chair, Guy's and St Thomas' NHS Foundation Trust
  • Amanda Pritchard
    Chief Executive and Accountable Officer, Guy's and St Thomas' NHS Foundation Trust
  • Steve Weiner
    Non-executive Director, Guy's and St Thomas' NHS Foundation Trust

Non-executive advisors

Non-executive advisors provide external oversight with the specialist knowledge and expertise to help inform the Board’s decision making.

Jo Adamou
Parent and carer non-executive advisor

Jo Adamou

Jo worked in fashion retail and management before taking a career break to have her two daughters, Melissa (24) and Cissy (18). When Jo was 20 weeks pregnant with Cissy, she was sent to Guy’s Hospital for a fetal echocardiogram following a routine antenatal scan. Her families’ world changed forever when their unborn baby was diagnosed with a serious, complex heart condition. Cissy was born at Guy’s Hospital in August 1999. She went on to have heart surgery in 2000 and again in 2001.

When Cissy was a baby, Jo felt very isolated and sought out other families who understood the fear and uncertainty that having a baby with a serious health problem brings. This led her to join ECHO (Evelina Children’s Heart Organisation), a charity set up to enable parents with ‘heart babies’ to support each other. After first becoming a Trustee, then the Chair of Trustees, Jo was appointed Chief Executive of the charity. As ECHO grew, Jo steered the charity through incorporation to become a charity limited by guarantee, ensuring a sustainable, robust and secure future for the charity and the families it supports.

Cissy became critically ill after heart surgery in 2010 and spent four months in intensive care. Jo witnessed first-hand the amazing efforts of staff who fought to keep Cissy alive and to get her accepted onto the heart transplant waiting list, all whilst keeping up the spirits of her family. She was eventually the recipient of a new heart in September 2010, aged 11, at the Freeman Hospital in Newcastle. The nature of Cissy’s very complex health issues has meant treatment by many different specialisms at Evelina London, and even other hospitals, including orthopaedics, physiotherapy, plastic surgery, ear, nose and throat services (ENT), kidney transplant services, oncology and, not surprisingly, psychology. She has recently transitioned from paediatric to adolescent/adult care, which brings with it new challenges.

Jo’s experience has given her a unique insight into the challenges faced by parents of children with multiple health conditions and how other hospitals work, and this has confirmed to her how special Evelina London really is.

Frances Bates
Non-executive advisor

Frances Bates

Francine Bates is the Chief Executive of The Lullaby Trust.

Before taking up her position at The Lullaby Trust, Francine worked in Whitehall advising Ministers on policy and services on a wide range of issues including early years, children with disabilities, special educational needs (SEN), child poverty and child health.

Francine has previously worked for Carers UK, raising awareness of the needs of families and friends looking after sick and disabled families, before becoming Chief Executive of Contact a Family, a charity supporting parents of children with disabilities across the UK.

Francine was awarded an OBE in recognition of her work for children with disabilities in 2006 and is an Honorary Fellow of the Royal College of Paediatrics and Child Health.

David Easton
Non-executive advisor

David Easton

David is the Head of Consumer Investments at CDC Group, the UK’s Development Finance Institution. In this role he invests in companies across Africa and South Asia and has served on the board of Narayana Hrudalaya, a network of affordable hospitals in India with 6,000 beds, and as a Senior Advisor to Rainbow Hospitals, India’s top-rated paediatric and maternity hospital.

Prior to CDC Group, David was an investor at Bridges Fund Management, a UK-focused social impact investor, was the Co-Founder and Director of Strategy for the African Governance Initiative and worked as a strategy consultant at McKinsey & Company.

David is an investor and advisor to UK tech start-ups, including Koru Kids, a fast-growing London-based childcare network. He was also a Founding Trustee of The Cares Family, a charity that fosters connections between young professionals and their older neighbours in communities across the UK, including in Lambeth and Southwark, through South London Cares.

 

 

Our leadership behaviours

We have a set of leadership behaviours that we expect from managers, consultants and anyone in a leadership role.

Staff should:

  • lead with kindness
  • be visible and engaged
  • have absolute focus
  • be open and honest
  • collaborate and connect

Download the full Leadership Behaviours Framework (PDF 111Kb).

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