- Addenbrooke’s Hospital, Cambridge University NHS Foundation Trust (NHSFT)
- Bolton NHSFT Bristol Eye Hospital University Hospital
- Bristol NHSFT
- Gloucestershire Hospitals NHSFT
- James Paget University Hospitals NHSFT
- Leeds Teaching Hospitals NHS Trust (NHST)
- Leicester Royal Infirmary, University Hospital of Leicester NHST
- Manchester Royal Eye Hospital, Manchester University NHSFT
- Moorfields Eye Hospital NHSFT
- Newcastle Eye Centre, Royal Victoria Infirmary, Newcastle upon Tyne Hospitals NHSFT
- Norfolk and Norwich University Hospital NHSFT
- Oxford Eye Hospital, John Radcliffe Hospital, Oxford University Hospitals NHSFT
- Queen Elizabeth Hospital, University Hospitals Birmingham NHSFT
- Queen’s Medical Centre, Nottingham University Hospitals NHST
- Royal Cornwall Hospitals NHST
- Royal Glamorgan Hospital
- St Paul’s Eye Unit, Royal Liverpool and Broadgreen University Hospitals NHST
- Sunderland Eye Infirmary, City Hospitals Sunderland NHSFT
- United Lincolnshire Hospitals NHST
- University Hospital Southampton NHSFT
- British and Irish Orthoptic Society
- College of Optometrists
- Ophthalmology clinical reference group (specialised commissioning)
- Ophthalmology GIRFT
- RCN Ophthalmic Nursing Forum
- Royal College of Ophthalmologists
- Royal National Institute of Blind People
Key learning – developing a specialty alliance model
- Leading the way in delivering better care and value through improved outcomes and productivity is best achieved through collaboration and not duplication.
- Governance should be shared, not dependent on a single trust.
- Someone has to drive the process in the establishment phase.
- Principles for developing an alliance need to be agreed to develop an implementation plan.
- Founder members should ensure the alliance is manageable in the establishment phase.
- Founder members should be representative of the specialty (not just all the largest services).
- It’s good to replicate other models but tailor each sub-specialty alliance as appropriate.
