Shelford Group Membership Policy
Having a clear position on the membership arrangements for the Shelford Group is a core aspect of our constitution. This helps define the position of Shelford in relation to other collaborations and membership organisations, forms part of the rationale for why the collaboration between Shelford organisations exists and is important in holding true to our values of transparency with the wider health and life sciences ecosystem.
As we look forward to leading the next 70 years of the NHS it is essential that the Shelford Group is seen to deliver in a way which is to the wider benefit of staff and patients across our NHS. Work to define and disseminate exemplars of operational excellence (within and beyond the ten members), the development of tools free to access by the wider NHS (such as the Safer Nursing Care Tool) and engagement in policy development which overtly accounts for the welfare of populations served by the wider health, social care and public sector, are central to our philosophy of what constitutes effective system leadership.
The ten members formed the Shelford Group in 2011 to reflect the fact that no other forum existed where leaders of organisations with comparable scale, specialist service portfolio, teaching responsibilities and research infrastructure could effectively collaborate through shared learning, joint projects and national policy development.
The ten organisations are members of the Shelford Group are members in perpetuity. Whilst free to leave the Group at any point, the Group does not seek to exclude any member as a result of challenges that an organisation may be experiencing. Instead, members work collectively to support each other through challenges which arise. This spirit of collaboration is a key dimension of the Group.
It is important that the Shelford Group does not seek to have significant growth in membership numbers. This is because other membership organisations exist (such as AUKUH and NHS Providers) representing wider spectrum of provider organisations and it is important that the Shelford Group has a collaborative relationship with these other organisations rather than seeking to replicate their purpose. It is also important to retain a relatively small number of members due to the nature of the collaborative work which the Shelford Group undertakes; the reality of working with a larger number of members would serve to dilute and decelerate the nature of collaborative action due to the additional time and resource required to achieve consensus in approach, which is a bedrock for effective long term collaboration.