Our organisational structure

Learn about the structure of Northumberland, Tyne and Wear NHS Foundation Trust and how we organise our services across the North East.

Currently we structure our services into three functional sections, known as ‘Groups’. These are the Community Services Group, Inpatient Care Group and Specialist Care Group.

However, we are going through an “operational management restructure”. As a consequence, we expect to regroup our services. Rather than organise them by what they do, we propose to organise them geographically, by their local areas. These “locality care groups” would therefore allow us to work in new ways to focus more on local populations and their needs.

Proposed locality care groups

  • North – Northumberland and North Tyneside
  • Central – Newcastle and Gateshead
  • South – Sunderland and South Tyneside

We all know that the NHS is changing, with finances making it necessary to re-shape public services and their structure. As a result, we expect to see the development of a more competitive environment.  It is hoped this will help organisations to thrive and deliver excellent services for patients.

Our Trust must therefore make sure we continue to deliver high quality, sustainable services for our local communities. These services must meet our service users’ needs and be designed around them.

If our Trust is to thrive in the face of these new challenges, we must recognise and respond to several needs. Our structure must help us improve what we do for service users. In addition, it must reduce the cost of what we do, including  management costs. The Trust must make sure we are a financially sustainable, high-performing organisation with well balanced resources.

The proposed new structure

The Trust hopes this new structure would help us respond better to the needs of patients, carers and others in the communities we serve.

NTW Proposed Structures (117kB)

View organisational charts that show the proposed structures

We hope this new structure will improve patient care by better focusing available resources to areas that add value to patients. These proposals would also hopefully strengthen clinical leadership across the organisation.  By introducing a model of collective leadership, we can support devolved decision-making.

These proposals should also help create a more manageable and and responsive service that is more able to drive up quality, cut waste and reduce bureaucracy.

This new structure should develop and strengthen relationships with local partners, as well as allowing us to deliver effective services and transformation across care pathways. Additionally, we would expect this to improve transitions between services and age ranges.