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00:00:06 Meeting Introduction and Discussions
00:02:05 Chair and Chief Executives Updates: Recent Activities and Future Plans
00:05:44 CEO Report and Update on Corporate Strategy and Patient Care
00:09:41 Discussion on the Outcome of the NHS Consultant Vote and the Role of Unions
00:11:09 Discussion on the Permanent Closure of the George Bryan Centre
00:12:49 Discussion on the Development of a New Mental Health Assessment Centre
00:13:54 Enhancing Partner Collaboration in Healthcare Systems in Shropshire
00:16:04 Discussing Healthcare Redevelopment and Equality, Diversity and Inclusion Strategy in Shropshire
00:18:41 Discussion on Neurodiversity and Mental Health Services in the NHS
00:21:17 Board Assurance Framework and Risk Management Discussion
00:24:24 Discussion on Strategic Risk Management and Compliance in the Quality and Safety Committee
00:27:00 Board Discussion on Risk Management and Performance Review
00:29:30 Discussion on Risk Management and Assurance Framework
00:32:59 Financial Performance and Quality Discussion
00:35:40 Discussion on Finance and Performance Report and Budget Implications in Local Authority Budgets
00:37:59 Discussion on System Development and Financial Planning
00:39:54 Discussion on NHS England’s System Deficit and Workforce Growth
00:41:24 Discussion on Paediatric Audiology and Waiting List Initiative
00:43:52 Discussion on Quality Report and Sustainability Agenda
00:48:17 Discussion on Quality Management and Monitoring in Healthcare
00:53:17 Discussion on Practices Change and Innovation in Healthcare
00:55:17 Discussing System-Level Quality, Safety, and Financial Challenges
00:57:54 Discussion on Audits, Learning from Deaths, and Clinical Team Morale in Healthcare
01:01:52 Discussion on Compliance and Regulatory Agenda: Mixed Sex Accommodation Declaration
01:06:15 Discussion on Risk Assessment and Safety Measures in Mixed-Sex Hospitals
01:09:42 Discussion on External Assurance and Safety Measures in High Risk Areas
01:13:25 Strategic and Business Critical Issues Discussion: George Bryan Centre Update
01:14:47 Discussion on the Options Appraisal Process and Decision-Making Process in Mental Health Services
01:20:40 Discussion on the Implementation and Challenges of Consultation Procedures
01:22:51 Discussion on the Transformation of Healthcare Services and Access to Community Services
01:26:50 Discussion on Project Overview, Closure, and Benefit Recognition in Healthcare
01:32:04 Discussion on Winter Pressures and Service Improvement in Staffordshire Care Group
01:36:29 Discussing Risks and Solutions in Healthcare Services
01:40:14 Discussing the Demand for Amplification and its Impact on Mental Health Services
01:42:38 Discussion on Implementing the Right Care Model and Reducing Demand in Local Systems
01:43:48 Discussion on Autism Support and Staff Well-being in Shropshire, Telford and Wrekin Care Group
01:45:39 Discussion on Fire Evacuation Training and Staff Management
01:47:54 Discussion on Children and Families Care Group Report and Risk Management
01:52:19 Discussion on the Last Care Group Report and Service Transfer
01:56:00 Discussion on Workforce Pressures and Technology Challenges in Healthcare
01:58:55 Committee Meeting Discussing Quality and Safety Report
02:00:31 Discussion on Integrated Business and Performance Committee Review
02:02:29 Discussion on People and Culture Committee and Recruitment Achievements
02:04:03 Board Meeting Discussion on Financial Matters and Audit
So happy New Year to people who haven’t seen, but also in terms of apologist for absence. I just wanted to highlight we’ve had an apology from Elaine Hayes for this morning. Also, I wanted to welcome on this call. We have Tasmania Arshad, who’s observing as part of the
Reciprocal mentoring program, so welcome Tasmanian. Allstate wants to welcome Alicia Jones, who’s here as an NHS graduate trainee who’s observing this mornings meeting. So welcome, Alicia. And again, I wanted you to finally welcome Jennifer Hart Prager. Who’s the board committee clerk? This is their first meeting. So welcome, Jennifer. Great to see you.
OK. In terms of declarations of interest, I’m not aware of any declarations of interest. Nothing’s been brought to my attention, so I’ll move on now to the minutes of the last meeting that was held on the 30th of November. And again, just really wanted to bring colleagues attention to
Points of clarification accuracy, because I’m not gonna go through them page by page. So if there are any comments changes let me know. Otherwise, please confirm. I can’t see any hands up that you are happy to approve the notes. OK, I can see lots of nods ahead. So I take that for approval.
OK. In terms of the action log from the meeting of the 30th of November, that’s in the pack and the action and that’s pertaining to later on this year is noted as well. OK. Thank you. I don’t know whether any comments queries at all can’t
See any hands up, so I’ll just move on in terms of the next part of the agenda, looking at matters raised by the Council of Governors, and we’ve had no matters raised for this meeting and no questions cost of this meeting.
So I will and obviously that’s a running part of the agenda as we go forward. So I will move forward to the next part of the agenda, which is the Chair and chief executives updates. And as the chair my update, I’m just gonna provide just some
Headlines, not detail in terms of everything I’ve done over the last month or so, but just some some highlights really. I just wanted to highlight that I’ve visited the gambling harms clinic based at COBRIDGE and again for me that was a great opportunity to meet and hear from the teams about the service
And also about some of the specialist therapeutic support they’re provide to people with gambling addiction, gambling problems across Stokes, Staffordshire, Telford and WREKIN. It was fantastic to meet the team and to actually hear about some of their experiences. Look at some of the data.
Some of the information and things that they’re doing and really, really positive approach. Every. I also wanted to highlight that I chaired the interview panel for the consultants in Genito urinary Medicine, HIV and sexual health during December. Again, we were we had good candidates and we were really
Successful in appointing to that post for a consultant to cover the Stoke and Telford areas. That was really positive. Again, as part of my role, I attend the Combined Medical Advisory Committee and just wanted to highlight for the December meeting, we I gave them an overview of the work that
We’re doing in terms of the government structure that was welcomed in terms of understanding our committee and board governance, but also it’s an opportunity for me to actually really knowledge and thank the team for the work that they’re doing, but also the success they’ve had in their
Keel health and care awards, but also in terms of their work being proactive in terms of providing safe and. Effective care for our patients throughout the course of their work during the year. So it’s great to actually have that relationship and that opportunity also, I attended the software County Council cabinet
To trust meeting, which really focuses on our progress against the Section 75 agreement and again really positive. Again, things are working really well. It’s a great partnership, but also as part of that partnership, I have a regular one to one meeting with County Council, Julia Jessel, who actually chairs the meeting and
The social Care and health portfolio holder. So again, I think that’s really useful in part of our relationship for with Staffordshire County Council and again the other thing I wanted to highlight, as other members of the board, I’m participating in the reciprocal mentoring program, which is 19 month long program.
As people know, we completed the second module in January earlier this month, but also I think I wanted to highlight as a Chair, I’m really proud to be part of the program because it’s been a great opportunity for us as board members to develop that
One to one relate reciprocal relationship with staff, but also to hear what their experiences are working for us and with us. But also for me there’s something about our genuine commitment which we’ve highlighted in those meetings about being responsive to some of the themes that arise and and
Actually being responsive in a timely way, not waiting for the duration of the program before we respond to where we can. So those are some of the things I’ve been involved with and next month just wants to highlight, I’m looking forward to meeting
The arts and health arts for health team, but also attending an opening, the Trust Suicide Prevention Conference and again attending the digital and fair that we’ll be hosting at Saint Georges. So just some summaries for me, but happy to take any comments, questions as usual. Thank you. OK.
And are there any comments, questions, queries? Thank you. OK, so now if I can invite Neil to take us through the chief Exec corporate report and update. Thank you, chairman. Thank you. I’ll attempt to at my game, given the fact we’ve got Alysha
Here as a management trainee and just to make sure we’re on message and a couple of things before I go on piece of piece that I just want to share with the the board professor Zafar Iqbal who you know is one of our associate medical directors also
Consultant in public health and if you go far enough back a General practitioner he is able to attract almost magnetically some of the best thinkers in the West Midlands who were doing the aspiring and public health consultants course. They all came together with us as a senior management team at
The beginning of this week and it was enormously impressive. The range of activities they’re involved in, which is really challenging the way we develop our strategy, the intelligence they’re bringing back to inform our strategy and how we’re deploying significant change. I have chilly thought they were giving brilliant examples of the
Diversity of their work, but how they’re making a real impact to patient care. I think it will be something the board would benefit from. A discussion with those colleagues and Zafar over the next few months, but if any of you have the opportunity to bump
Into that for all his team, great opportunity for you to learn some of the detailed work they’re doing and I hope other colleagues agree with me on a similar vein. You know, long gone is the notion where research development, innovation is seen as the icing on top of the cake.
If we’re not researching, if we’re not developing, if we’re not thinking the fundamentals of the pathways, then we’re doing nothing. And again, through Abbie’s Directorate, Ruth Lambley Burke, Professor Christian Mallen, Professor Carolyn Chew Graham, professor of general practice in public health and in in general
Practice and uh Professor Saeed Farooq, who’s doing a lot of international work, they led discussions, but there was also a number of our doctoral students presenting their work on their journey and for the couple of hours I was able to sit in on that.
I think we should be very, very proud of the fact that we’re talking a lot about transforming transformation. But what they’re doing is having a look at how that’s deploying in practice. How are we remaining effective? How are we remaining responsive in terms of patient care?
Again, I’d commend you to Ruth Lambley Burke and her team around some of that work. Again, can I sort of talking about some of the key lines of enquiries that the Care Quality Commission will be interested in? You will have seen all sorts of notions from the CQC over the
Last period of time. The one I’m particularly interested in is what was published by Newcastle, Tyne and Wear a few days ago, where they’ve gone from outstanding to requires improvement. As I understand it, a lot of that was around culture, behavior, et cetera.
And again, I think it is something that we can be proud of at the culture and how issues are deploying here. It’s becoming a growing issue and if things are going wrong, in my opinion, it’s in the name of not getting the right behaviours, the right values deployed.
So I don’t think we can see those issues as pink and fluffy. I think we’ve gotta see them frankly, as absolutely fundamental to delivering safe, caring, responsive, effective, well LED services. And the other thing that’s slightly disappointing and Doctor Kahn might want to correct me.
The BMA consultant vote and closed, I think over 24 hours ago and I was fully expecting the consultants to agree for industrial action, further industrial action. But Abid, I’ve heard nothing, either through formal networks or through news at 10. No, no, Neil BMA, BMA’s vote has not been announced yet.
It finished at midnight on the 23rd, so they are probably counting and reflecting before they make an announcement, but we have got the result from hospital consultants and specialist organization, which is the smaller union compared to BMA and they have rejected the vote by 58%. So the offer was rejected by them.
We are waiting for the bigger Union, which has got a 10 times more membership, to come up with the outcome. Yeah. Yeah. Thanks, abid. That’s really helpful. And I know it’s something that Abid and his team are alive to, but I think the group that you’ve talked about who voted in
Favour, they’ve only got something like 2000 consultant medical members in total, Abid. That’s correct. Neil, if there were 2000, compared to BME, who’s got 30,000. So BMA, whatever they decide will probably be the one that would we need to know. Yeah. Thank you. Thank you, chairman.
If I can take you to my corporate report, then Page 3 absolutely tighted. It’s been a long time in the making since 2019, but we have followed all due process and regarding our services inpatient services out in Tamworth, and the decision was formally taken
At the Integrated Care Board at its last meeting that we see the permanent closure of the George Bryan Centre. Nat has now gone through due consultation with the public due process and that is now a done deal. I think board will be aware, but it’s worth just pointing out
Many more older age adults that would have been requiring of inpatient care and now managed effectively in the community with enhanced services if patients need to come into hospital, there is capacity on Vasogen, Bromley ward for older adults requiring inpatient care and you will recall that Milford
Ward at the point of the arson attack was recommissioned with the staff of the George Bryan Centre to allow inpatient care flows. One of the things we said we would need to manage over a period of time is that relatives could continue from time with
The visit, particularly if they had limited travel arrangements, etcetera. To the best of my knowledge, there’s been no issues there and it was a unanimous decision on the part of the ICB to see formal closure of the George Bryan Centre, which I think is helpful UHNM moving on.
It’s great news and work underway to develop new 4.8 mental health Assessment Centre on the Saint Georges side. If any of you have been over to the Education Development Center, you will see a lot of building work at the far end. It is progressing well.
I think the way I remember it, it’s the equivalent of an accident and emergency department for people in mental health crisis, but it will be available 24 hours a day, seven days a week. It will be able to make sure we’re not following, we don’t follow restrictive practices.
It will have 2136 facilities attached to it and I think it will be well resourced and well staffed and I hope it would be a useful facility for all health professionals, but including like people like the ambulance service and the police that might want people assessed.
So that’s good news and I think it will be up and running and next year works certainly seems to be progressing well. UHNM if I can take you to UHNM agenda item. Uh, enhancing provider collaboration across Shropshire, Telford and WREKIN, UM, they have now established a committees in common.
As you know, we took the decision that we would be affiliated members. Richard has been working hard on governance with the system. I think it’s important that we are seen to be good partners to them, but I think we also have to recognize the way the integrated care systems are.
42 systems are engineered are main activity. Certainly financially will be with the Staffordshire system, so we have to find very legitimate ways of engaging both with the integrated care system and with the providers as part of the collaborative, and I think through the good graces of yourself.
Jackie yourself, Pauline and with a little bit of help from myself, I think we’re managing to get that right. But we need to continue to explore what is getting our relationship like in in Shropshire look like maybe in the confidential section we can talk a little bit more about that. Umm.
One of the things that I was really excited about regarding the UH committee in common in Shropshire, they’ve agreed on 4 priorities. As you can see, urgent and emergency care, no surprises. Muscular. Skeletal real issues between the Robert Jones and Agnes Hunt and SAP, and how do they square some of those issues?
Work force Alex could talk ad nauseum about the workforce issues in Shropshire. It is difficult. It is complex, but the one I particularly want to highlight to board members the committees in common agreed very willingly to establish mental health in terms of children, young people, autism, et cetera.
And I think that’s to be welcomed and we will continue to drive that forward at pace. Again, just sticking with the Shropshire agenda, colleagues will probably be aware that the full business case has been accepted within SAF for the redevelopment of their acute
Services and I think there is now an agreement that Telford Hospitals will take on more of a planned care facility and that Shropshire will take on more of an urgent and emergency care nature. And I think that’s something that MPFT could certainly get behind.
Again, if I can just take you to .28 NHS equality, diversity and inclusion and there is correspondence from the center being very clear how we have to improve as systems, not specifically MPFT around equality, diversity, inclusion. I had a meeting this morning with Baz and as far as I can
See, Richard and his team Baz have been working on a new strategy. I think that’s going well. I think that will be leading the pack. I know Baz has been discussing that within Shropshire as well as Staffordshire, Paul Draycott, the director of workforce in
Combined Healthcare, has the lead for this agenda and I know people like Richard Baz Etal are close to it. Richard, I don’t know if there’s anything you just want to highlight as we take our journey to March 24. Yeah. Thanks. Yeah. Thanks Neil.
So as you rightly say, we’re we’re kind of well into the midst of developing our EDI strategy. The plan at the moment is is that will be come into kind of the board for development during February, hopefully on a journey for it being formally approved by the board in in March.
I think there’s been some really exciting work which has been taking place on that in the background, both engaging with staff to understand what’s important to them, as well as going out and engaging with the local communities as well, so that they feel they’re really kind of informing the direction of travel.
I I guess the other point to pick out Neil, which I’m sure came up in your conversation with Baz this morning, and he’s referencing the report he says, is a requirement for all board directors to have a specific objective which is around EDI.
So we will be doing some work with Neil and with Jackie over the course of the coming weeks, just so we can make sure that we’re compliant with that and all board members have got that objective written into their into their plan for the year. That, yes. Thanks, Richard.
Jackie, I’ll move at pace if I can, but .29 meeting the needs Yeah. of autistic adults in mental health services, there’s been a legitimate spotlight shone on neurodiversity in the NHS over the last two years. 10 principles have now been established as to what good
Practice looks like, and again, I’m delighted that the managing Directors and their teams are alive to that and driving that forward and in a similar vein, offender personality disorder pathway a lot of work needs to be done around that area, both within how it’s team, people who are subject to and prison
Sentences, but also people with mental health and convictions who are being cared for as part of our mainstream services. There is more work to do to ensure that those individuals receive best practice mental healthcare and that’s contained there in terms of the offender personality disorder pathway. That chairman is where I will stop.
Happy to be challenged. Try and give clarification or move on. Thank you. Thank you, Neil. Thank you. I really comprehensive update and are there any comments or questions for Neil and his report? I know some of the items that picked up on the agenda, Abbott. Hi, chair. Thank you very much.
I just wanted to highlight the importance of culture and the openness of not just the board members, but also the governor, members and care groups who personally interact and visit services, because that is the way to get first hand feedback as to how and York attendance at the consultant body meeting the
Joint consultant come meeting, you can assess first hand. There are no filters people can talk to you about anything, and I think when you visit services, it’s important that we pick up on culture because I think all the care groups are very open and we all try to be accessible to people.
But the importance of culture is reflected in the well led issues that Newcastle faced and had such a big drop, so I I welcomed the engagement from the board to the our staff during not only the visits but also at the meetings. Thank you. Thank you. Thank you.
I think your point well made, that’s really important. Thank you. Abid, are there any other comments for Neil? Questions. OK, OK, so now I’m gonna move on the agenda in terms of the governance and risk reports. So if I can move on to the board Assurance framework, which lists
Is going to provide us with some highlights, OK. Owning. Thank you. Thank you, Jackie. Firstly, I just wanted to start by knowledge ING the work that well, grant, associate director of safety, risk and compliance has done in terms of particularly at aligning the strategic risks across our boards committees, but also at
This new style back report that we see at board and we are now seeing into our committees. So I I just feel there’s a there’s an incredible amount of work that Rob has done to to get us to this place. There are just three areas I wanted to and report on from the
Board ASSURANCE FRAMEWORK. If I could start with the integrated business and Performance Committee, you’ll notice in the report that there are two new strategic risks aligned to that committee. Risk IBO nine and Risk IB 10. Those two risks actually combine a number of other risks.
That was dated on the strategic register and it was felt that those needed to come together into two overarching risks that really focused on the changing business and the competitive landscape we’re in and also some of our estates challenges. Just to note that alongside these two strategic risks, there
Are a number of specific operational risks in the risk registers that are operational managers around this virtual board have ownership and oversight of. So the integrated business and Performance Committee will continue to monitor those two risks and a summary of progress against the actions will come through in the highlights report
To board uh in terms that was just on page 37 for this IBO 9, you’ll note that there are nine key actions associated with that strategic risk. There are obviously time frame set to April to actually mitigate the risk through those actions.
So I think a key reporting timeframe back to the board will be April once we’ve had further assurance against those actions. And with IB 10, which is on page 41 of the pack, you’ll note that there are five key actions to mitigate further mitigate that risk.
One of those actions is complete and it relates to the work done on the Estates strategy. There are four actions to note. You’ll note they don’t have time frames for completion against them. That’s because the work to pull that risk into one has only just happened.
So the integrated business and Performance Committee will be setting the the appropriate dates for mitigation of those actions in and you course the second diarrheal. Just wanted to highlight it was from the quality and Safety Committee, there have been a risk for strategic risk and QSO
For around compliance with CQC and maintaining compliance at good across the organization. We have a deep dive review of of that risk and the committee felt that this risk should be stood down, not necessarily, although important to note that we have maintained good as an
Organization for a number of years, even though we’ve had we’ve sent inspections, we’ve still complied at a level of good. But what the committee felt was there were more specific risks on the risk register on the back that gave us that indicator of whether we were meeting CQC compliance, rating of goods and
That this risk in itself didn’t do that. And the mitigating actions, as I said, with this risk couldn’t maintain that. So it decision was made to stand up and that was down. But noting that the business of the quality and Safety Committee and the risks going into that committee would absolutely be
The temperature check of compliance, and then finally, the people and Culture Committee have had further discussions relating to their strategic risk appetite given and some of the changes actually in in our financial and and regulatory scrutiny. So they are going to do a full review of that risk appetite and
During February and we will report that back to the next board as part of of this report, you’ll note from the paper just finally and that it’s been condensed and we’ve reported the detail only of those risks that are just cited there in my oversight reports.
The rest of the detail around the strategic risks are contained within the reading room. So are available to to board members, and so I’ll. I’ll pause there, share happy to take any questions or comments. Thank you. Thank you, Liz. And can I just say thanks, it’s a much easier to read document.
It’s much more streamlined and very focused, so thank you. And Debbie, if I can bring you in for a comment or question. Yeah. Yes, thank you. And it’s it’s a comment I think really and just a completely concur with Liz’s you know the work that Rob and and Liz and
Team have done is is really, really a good stuff. I just thought I might as well do it now, Liz, rather than in my report. Just to note, the integrated business and Finance Committee have added a new risk regarding performance, which will the some virtual email stuff going on around performance.
So so that will come through in the next report. I think the main piece was it’s was part of the actions to be considered by the board. Bit of my report that I think we’ve done tremendous work and I think the committees are really embedding well now with with
The, with the new bath. But perhaps it’s time now to come back together to review the risks in the round, to really consider that piece around appetite and tolerance and and to really kind of be clear about the assurance piece. It’s that consistency now, Liz across committees and and I
Think the job of the board, you know we can see that in the round together, can’t we? And so that’s, that’s the to be considered by board really it Yeah. was one of the pieces that came out of the integrated business and Performance Committee on Friday. So thank you. Thank you.
It just in in in response to that, if I may. Thank you, Debbie, Liz. And obviously I looked to to Richard for a view on this. I mean, previously all, although this is a a a live process and and set of documentation previously what we’ve done as a
Board is have an annual review of our appetite and consider the risk together and and due to the the time allowed in the public board. We’ve done that as part of our board development, so my proposal would be that we we agendered that into a board development session.
So as we’ve got and enough time to to have those joint discussions and set the right appetite for, for the board going forward, but also yes that alignment and greater consideration of those risks in the round. Thank you. Thank you, Liz.
I I would support that as well and we I know we normally look at them in the round, but I think the board development to look at that would be appreciated. So thank you. And we’ll note that Richard, if I could bring you in. Hi. Yeah. Thanks. Thanks, Jackie. Morning, everyone.
So just on Liz’s point there, just to reassure people, Liz’s absolutely right, it is considered best practice that we undertake a review of our risk approach, our risk appetite and our tolerance at least annually. And we do normally do that in board development space and that
Is kind of on the forward plan for this year. Just just kind of a couple of quick questions from me or maybe kind of points for clarity, if that’s OK, Jackie. So the first is in relation to the summary Board Assurance framework.
The risk movement diagram which is on page 34 of the pack, which is really, really interesting actually. I just noted on there, Liz, that some of the risks seemed to suggest that they’ve not been through in ASSURANCE assessment for kind of the best part of of 12 months.
So I just wondered if we could be confident that the new risk operational group, which I know Rob is in the process of setting up, will help ensure that this kind of more regular reviews of those of those assurance mechanisms.
And then I guess if I may the 2nd, the second point for me is He. just in relation to the new wrist which have been added IBO nine and IB 10 and I would have raised it business and Performance Committee, but I wasn’t there this month.
I I just wonder whether they need a bit more specificity in describing the risk of both of them seemed quite vague, so I just wondered whether we might need to drill down into them a little bit to really articulate what we think the real risk is there.
Yeah, so so take, I’ll take the latter point first at I I think List. that is something that, yeah, we we we can and and need to consider. And I would suggest that’s best place within those within that committee. I think they’re the experts in that area and the best place to
To ensure that the description of the risk is accurate and the the first point you made about the the the diagram on page and 34. It isn’t that those risks haven’t necessarily been through that review. We have done a deep dive risk of review of all of our risks.
Some of those risks and newer risks, so they weren’t actually. So it he wanna cute too. They weren’t actually live risks at that point in time, and but you are absolutely right. The purpose of the new risk and Compliance group is so that operationally we can come together as senior leaders to do
That piece of work in more detail than we would have opportunity to do through the committees and therefore the committees would receive the outputs of of that work that we’re doing in that group and and likewise it enables us operation it to escalate through to DMG any of those areas where
Actions aren’t necessarily getting the traction or that we feel there’s a deteriorating picture in terms of the management of that risk. So we’re really that that group is just due to meet actually it’s first meeting and we’ve got terms of reference set. So hopefully the board down the committees will see the outputs
Of of that group very soon. Thanks, Liz. Thanks for the clarity. OK. Are there any other questions? Comments for Liz. OK. I just wanted to thank Liz and also to extend our thanks to the work that Rob Grant has been doing as well in terms of
Reframing and shaping how we do this and it’ll be useful to see how that kind of frames or pans out in terms of the risk group that’s been developed. So thank you, Liz. And again, in terms of the report we’re being asked to note
The report, but also to approve the closure of the risks that you detailed, IBO one to IBO, two IBO, seven and eight, and approve the new strategic risk which we know is going to be rearticulated as well. So thank you. I’m now gonna move on to the next part of the agenda, which
Is looking at finance performance and quality. So if I could ask Chris to take us through the highlights from the finance and performance report. Thank you. Thanks Jackie. So UHNM in in terms of the the finances. OK. Good, good news at month 9, we’re on track to deliver against our break even target.
So we’ve got surplus of 1.5 million at month nine against a plan of 1,000,000 pounds and we’re forecasting that we’ve we’ve focused surplus of £1,000,000 that year end, which gives us a bit of headroom in terms of our break even target which is great and with in our submissions to NHS England this
Month, we have included now the impairment for the the Rack scheme at Haywood, which was a risk that we flagged in previous months. Uh touchwood. We’ve not had any feedback from NHSE on that, so hopefully they agree with our accounting treatment. So that’s that’s good. We’ll wait and see what comes back.
Just to flag, we’ve seen an increase in agency this month, which is probably not a surprise given sickness levels over the winter period and the escalation and deputy that we’d need to put in place. But that’s an area we just need to keep our our eye on.
We all below the the CAP target which is again good news, but just in error to keep an eye on from a system perspective, we’ve now been through the process which the board will be aware of agreeing our forecast out turn position with the national team.
So for for Staffordshire, we’ve finalized a position of £91.4 million deficit and and I think the latest on that is that we’re fairly confident that we’ll be able to hit that 91.4 now the 91.4 is before the impact of any further industrial action.
So there is a little bit of flexibility there, but we should be on track to deliver against that within Shropshire. They’ve had an agreed UHNM deficit position of just under 130,000,000 and. Again, there’s probably a little bit more challenging in terms of delivering against that position in in Shropshire, but that’s the
Position and I think much of our focus now from a financial perspective is looking forward to 2425. So it’s a joint executive event that happened yesterday, started to look at some of the opportunities around how we address some of the financial challenges and we’ll continue to
Work on that over the next couple of months. And just moving on to the performance report, we’ve, we’ve we bring the exception report to the board. The detailed report has been through the Integrated Business Committee that met last Friday and I’ll not go into the details.
I think I’ll just open it up for questions and either the finance and the performance now. Thank you. Thank you. Thank you. Are there any comments or questions for Chris in terms of the finance and Performance report? Any comments, questions. Jane. Hi Chris. I know some of this.
We were Hurst actually and IBP, but can you just clarify if there’s any implications from the current situation with local authority budgets? Jane, we can’t hear you. I think she might have dropped out. Yeah, I think we got most of the question though. So and I think. Yeah.
Clearly, the the financial climate that we’re operating in is getting more challenging. Uh, both in health and both in local authorities now and clearly as things get tighter than we all have to make some difficult decisions and we have to be really careful about the unintended consequences of those decisions.
So we we we recently got the budget proposals from Stoke City Council, so we have had to look through those and we had done some work around a risk assessment in terms of how that might impact on us and that there are risks I think from local authority positions.
But there are also opportunities, cause when things do get tight, then there’s an incentive for result to work together and to look at where we can do things jointly. And so it was good to see that the both councils were at the event yesterday and are fully engaging in that work.
And I think it’s important that we’re we’re just, we’re open and transparent as a health service and local authorities and we share the plans that we’re intending to do and we get into good debates around how do we make best use of the the pound for the local residents. Thank you.
Thank you, Chris. I don’t know whether Jane’s back on the call. I can’t see UHNM. Debbie, you had your hand up. Yes. Thanks, Jackie, and thanks for a really clear and succinct presentation, Chris. And we have had a totally good chew over this at committee last
Friday, but I just wondered if there was an update on the work of the system and Crest cause. As you say, at this time of the year where making sure we deliver what we said we’d do this year, but we’re really our
Sites are focused on the next financial year and we know that that’s tough. I just wondered where I have there been any further system discussions regarding and you know it’s schemes. What? What the plans are potentially to close that that gap next year, Chris, since we met Bernie.
Yes, we had the system event yesterday, Debbie, and there was Yeah. think six or seven groups that were looking at different areas. And I think that needs to be collated. That needs to be fed back to chief execs and other colleagues, and I think out of that we need to then put our
Colours to the mast in terms of what are the things that we’re gonna focus on. And there was also an interesting discussion about how do we prioritize better, because sometimes we try to do too much Yeah. and then don’t deliver anything at all.
And I think that that there will be something about what are the three or four big things that we’re gonna gonna focus on and we’ve still not had the planning guidance issued and and I don’t think that’s gonna change anything but it’s but it just it Umm.
Would be helpful if that would be would be issued and but I do think it’s gonna be a busy couple of months. So we’ll we’ll make sure we bring an update through IBP in in February and then we’ll bring that through to the board. So the boards kept kept abreast of what? What?
What’s gonna happen? Thank you. Thank staffing. Thank you. Thank you. Thank you, Simon, you’ve got your hand up. Hi. Yeah. Thank you, Jackie, and thank you, Chris. Chris, so I probably just missed this, but I think you said that the system NHS England has agreed the system deficit in 91.4 million.
Umm, it said. I’m behind in mind, but then in this in the overview. Pope, you refer to 93.3, I wonder what the different sources. It’s probably the impact of industrial action. So what? What the agreement is with the national team is it’s a deficit of 91.4 before the industrial action of December. OK.
So the sort of the the cost of industrial action once confirmed and challenged with NHSE is a sort of an allowable additional overspend. OK. OK. Thank you. OK. Thank you, Alex. Thank you, chair. Good morning, everyone. Morning. Just a quick comment, if I may, just to say that from February
We’ve agreed Chris is already alluded to the challenge around agency and we had a good debate last time around workforce growth in the workforce position. So you’ll see that see that starting to come through in the report from February in greater detail so that we’ve got greater
Oversight, but also we’ve got some transparency. Obviously, that’s scrutiny is gonna get greater over the year, so you’ll see it starting to come through. Just wanted to make you aware. Thank you. OK. Thank you. Neil. Thanks. Thanks, Chairman, and I’m going to ask my question, Chris,
Through you probably to Claire, but I know in the introduction to the performance section there is an issue on pediatric audiology which I know has been an issue. And I just wondered if we could have the 32nd update. Claire, are you content without how that’s moving in terms of our responsibilities? That’s Neil.
So I am the bronze cell is still in place that’s monitoring the delivery of actions against recommendations from the report and the external review from NHSE. I and I have to say that collaborative working across partners is something that that we, you know, we really need to
Credit and and they are gonna be supporting us in terms of our waiting list initiative. We are in a much stronger position, Neil. When when I say stronger, I mean in terms of through the support. Have they and the audiology team QRT team digital working together?
We’ve been able to now validate waiting list. We’ve got automated reporting. We know exactly what we’re dealing with. We’re able to. Really refined the waiting list and to cohort based on acuity. So there’s a real grip around that and and we’re now just
Sorting to look at launching the waiting list initiative in order to bring those children within the timescales that we would want to bring them in and and just to assure you that by February that highest security it’s called D1 and D2, they will all be within timescales by February. Thank you.
Thank you, Claire. Thanks for your assurance. And Jane, you, you’re back. Sorry. Hi, Jane. Ohh hello. Sorry about that. Do you might have got gone ahead and carried on with my question? I’m not sure. I think we did because Chris actually got the full question,
Fine, I’m catching up with Chris later, so I can I can catch up yeah. with him then. Thank you. Brilliant. Thank you. Thank you. Are there any comments? Questions any further ones for Chris? OK. I just wanted to thank Chris really comprehensive update and I think concise as well.
But also I also wanted to thank Claire in terms of the assurance cause audiology was one of the things on my radar of concerns on performance. So thanks for the assurance in terms of where we we’re likely to be in February. So thank you.
The next item I have under the this jet part of the agenda is the quality report. So if I can invite Liz to just take us through some key points on that. Thank you. So, uh, three areas I wanted to draw out of the report, if if I may.
So points two of the report focused inspection for our wards. For older people, CQC did a focused inspection in November last year and we we are as of today awaiting the publication of that report. The publication date being tomorrow, and because it’s embargos it, it wouldn’t be, yeah, fair this point to report
Back the findings in detail through to the the public board. But what I can say is it is a positive report. It was actually a pleasure to to read in terms of the positive strands that flow throughout that and report both our comms team and the CQC comms team.
Have prepared statements which will be released tomorrow, alongside that report, and we’ve also prepared briefing. Having just gone out to our staff or we’ll go out to our staff today and stay colder, briefings as well, the only other point I wanted to make about that which I think is
Really key to .1 above, which was the acute towards and and Peaky Ward inspection that happened the previous year was in that report and in the initial feedback we had following that inspection, it was noted by the CQC inspectors, inspectors Surrey, the learning that we take and following that
Acute and picky review and how that was evident that that had been shared with. The older people’s ward and that they put in place measures linked to some of the findings of that previous inspection of the of the acute services. At the second part of the report, I just wanted to
Highlight was the Green Annual Report 2024. This went to quality and safety committee and had a a full delivery of that annual report and feedback from committee members. I don’t intend to go in to any great detail and the full annual report is in the reading room rather than in the pack of
Papers available here. We’re really doing positive stuff in, in, in the green sustainability space where above and beyond our plan and what we expected to have achieved at this point. And we are on target to achieve by 2025. All of those areas, both nationally and locally, that we
Need to achieve around our sustainability agenda, E and then the final report to draw your attention to is is the learning from deaths review again, that full paper is in the reading room, but you’ll just note within this summary report some key learning that’s been drawn out of those learning from death reviews.
I think what we’re starting to see now really is is the implementation of PCERF, the the patient and safety and incident response framework. We’re into taking different style reviews of deaths. I’m filtering incidents that occur some real rich learning happening at team level and with people involved in the care of
Those individuals, and that is starting to filter through into some of this wider learning that we are sharing across the organization. Those are the three areas I wanted to to pull out of the of the report, but I’m happy to take any questions or comments. Thank you guys.
Thanks for a really concise summary and update. Thank you. Got a couple of hands up, Neil, any comments, questions? Thank you. It’s it’s an observation and I address it to Liz, but I’m conscious. Cathy was a chief pharmacist and we’ve got a chief pharmacist and Doctor Campbell.
We can ask, but the flash views, CQC reports I’ve read don’t talk about must DOS as much as should do when it comes to the safe storage of medication and temperature control. And I just wondered, Liz, do we feel we’ve got a real handle on
That because to me, is it becoming a bit of an Achilles heel? I know that’s a detailed question, but it’s a very legitimate question in my opinion. Chair. That’s it. So in terms of the must do, versus should do at the.
The reason that it would and it does come out as a should do is because the CQC haven’t seen that. There’s been some systemic issue in terms of that. It’s a specific thing that they found in one part of the organization. So one ward in in the case you’re referring to temperature
In fridges, and from an assurance perspective of three. And I’m talking on behalf of of Andrew and whether Abid, OK, Cathy wants to come in, we do have regular routine audits of the number of and specific areas about storage and administration
Of medications on the back of those audits of which we do find areas for improvement, there are actions that are managed both through the pharmacy team and operationally and a reported through P Plus. So my my view is and that we do, I yeah, I haven’t full and a
Grip on some of those areas around administration and storage very quickly actually and we haven’t got any systemic problems across the organization. They tend to be specific and contained to award or a part of of the trust. Thank you. Kathy, did you want to come in or is is that what you get?
You’ve got your hand up for. It was just a concurrently with what Liz just said. Yeah. But I wasn’t just say that there are digital innovations that can help Ward staff with regard to that, that I think it would be useful for us to explore across the trust because we are Yes.
Probably quite old fashioned with the way that we are doing that at the moment. That was all I was gonna ask. Share. Thank you. Thank you. Thank OK. At Richard, if I can bring you in. I think Debbie was before me. Jackie, I’m happy to defer to her first, if that’s OK.
I’m sorry, Debbie. Sorry, I missed you. Yeah. It’s fine. Don’t worry, I’m happy to wait. Richard, go on. Off you go. Apply to each other, aren’t we? And so. So I guess my question is directed at you, Liz, but maybe Kathy and Jenny might wanna come in.
So I I guess what I’m interested to know, I thought the stuff in there around the CQC and the adult acute mental health wards was really interesting and really reassuring. I guess what I was keen to know is obviously if there’s an action plan and actions are implemented and they’re
Monitored that potentially represents a point in time, doesn’t it? So recognizing that CQC could knock on the door at any time to do a reinspection, how do we continually kind of reassure OK. ourselves that we’re on that journey and that things aren’t OK. slipping back inadvertently?
I really good question and I can I can answer that and and and Jenny Kathy might want to talk about the measures that that are in place in the care group. But one of the things that we we do is we both ensure that we’ve
Got the right audit approaches to enable us to continually monitor some of those areas. So for example, from the acute wards inspection, there was an area about how we manage our risk items and we’ve got a process of audit in place that’s done by the audit team, but also
Through the matrons that are there at Ward level and and observing and and viewing that on a regular basis. So audit is one way. The other way we do that is through regular visits to teams. So as you know, we’ve got our QSAV visits when we go out and
Do a QSAV visit, we take the the information specific to that particular area and when visiting the acute wards, we will take for the information from the CQC inspection to ensure that’s continually being embedded across not just those wards but across any of those service areas where we think the
There is an alignment with those service areas. And then the Third Point I would say from a particularly from an inpatient perspective and from a nursing perspective is the roles of the matrons and the quality leads across those service areas.
So those two and groups of staff on a day to day basis and feeding into the matrons and ward managers meetings have oversight and checks. It written down sort of checklist that they use to enable them to see that the there’s no slip in terms of
Compliance against the actions we agreed to take and but I don’t know whether Cathy, Jenny, there was anything you wanted to to bring in from a an operational perspective. I mean we we we’ve got you know, multiple monitoring systems, haven’t we both through the quality subcommittees in the
Care group stands up to our quality and Safety committee too. And I, Sharon, was just respond just just to just to say that OK. Yes, please, please. there are multiple monitoring ways, but also as we walk the wards, we see the complete change in practice that’s in bedded.
And so I feel quite assured around it. There’s been a big change in practice that is there and very evident when you walked towards, but there are also lots of assurance audits and things that take place on a weekly basis. I think Jackie from May, whilst we’re on that point before and
Yes, please. Debbie and Abby come in, in terms of the acute ward inspections and and you’ll note that it says that 79% of the actions are complete. But if board members were wondering at this point, you know, 12 months plus down the line, why we haven’t completed
All of those actions, I think I’d like to draw back to what we were saying about the culture of this organization and the proactiveness of our staff. We have completed all of the immediate actions that we agreed to take in response to that review, but we’ve had a working
Group of a clinical leaders and operational leaders who have taken the opportunity to stretch themselves and look wider than what the CQC were expecting from us. So an example being, I’ll use restricted items. Again, what we immediately put in a monitoring system to ensure
That we could control restricted items in and while wards paper in Shropshire, the clinician said working with digital wouldn’t it be good if we had a digital solution to this so that we’re not reliant on a piece of paper or a or a member of staff.
So they are piloting a digital solution to managing how we keep people safe and and take those at risk guidance. And you know from service users when they’re entering the ward, that wasn’t a requirement to see QC, but it’s an innovation that’s linked to it, hence why we we’ve sociated it with that
Action plan. Thank you. Thank you, Lisa. That’s very comprehensive and assuring us in terms of some of the challenges that you addressing, Debbie, if I can bring you in. Jackie, does Abid want to reply to that particular cause? Mine is a different question and. It’s fine if you go ahead.
It OK, I’m Liz. Thank you. My question is, is I suppose more again about the system piece and we alluded to it in both the last meeting of the quality and safety and in integrated business and performance. And we’ve set out very clearly the financial challenges that
Are facing the system next year, each organization will be looking to deliver its cost improvement and do all sorts of things to close that financial gap. And the big the piece that worries me is not our internal quality and assurance piece around the impact assessments.
The question do we have a mechanism to do that effectively at a system level? Because what we don’t want to see is either through our work or others that we have unintended consequences and impact on our own services or others. Yeah. Yeah. Thank you.
So so I think I would say we’ve got a developing process across our systems. Each of the providers have their own internal and quality and equality impact processes. Those are coming together now at system level, both in, you know, our our local systems but also in our specialist services as
Well that that Howard obviously hasn’t great deal of knowledge of. So would I say we’re completely aligned? No, not not yet. But actually we’ve got an established mechanism for doing that with a group that that overseas, that and and obviously some of that feeds both into the quality and safety committees
That system level, but also will feed into the and performance and finance and and business and committees within our our systems. The very big ticket items that have an impact across multiple layers, yes, we do have those conversations and you’re The thing is you’ll know where we’re starting to do and have them
Successfully, particularly through junk Costello from our Qi team is undertake system wide pieces of Qi work which is helping us to achieve that, that financial ask. But at the same time, improving efficiency and improving quality. So. So yes, I think that’s my honest answer in terms of where we’re
At at this moment in time. Thanks, Jackie. Thanks. Thank you, les. Thank you. Abid, you had your hand up. Thanks Jackie. I was just going to support what Liz is saying in terms of the continuation of audits. A weekly audit is done.
Each ward has a ward clock, and it’s the responsibility to do a number of parameters that are important to the world and escalate it to the matron. So there’s a system and it’s like a tablecloth. It’s all green and there’s a red stands out like a sore thumb and
They just been the sender. Audit, they said. Please complete these actions by 48 hours or something like that so that but the report goes out, they all done. Thank you. Thank you. Thanks for the clarity and assurance. I think that’s really, really welcome, Liz.
I just had one question around the learning from deaths in terms of the culture of the organization, how we embed the learning and how we kind of assess across the areas that that learning is shared across other areas. Yeah, so, so absolutely.
And so we we we have forums where we come together with the clinical and clinical and care directors and the clinical experts to discuss and agree how we’re going to impart learning Umm. dependence on what the the learning is. We have a learning the lessons bulletin that we cascade across
The organization as well, and where the specific learning that it’s important that we take action then obviously we we take that directly either through those operational management routes or down through the quality and safety routes through the clinical and care directors. And we’ve also got some plans to do some learning the lesson
Events so that we we can do and we’re planning to do those OK, good. virtually. So as we can get to to more members of the organization and if we held an in person event, so it would be a focus on a particular area of learning with an opportunity not just to
Cascade the learning, but for some clinical discussion and debate about how we might further enhance I’m services. So yeah, there’s multiple layers of it. Yeah. OK. Some which are quite specific about taking action, but other that are more of a a cascade and and an awareness building. OK. Thank you. Thank you.
And again, Liz, I I can’t see any further hands or comments, but I just think thank you for answering some of the kind of assurance questions people have raised quite, you know, and I recognise the good work that’s our clinical and nursing teams are doing in terms of making that difference and particularly
You know I think what’s refreshing is the CQC feedback from the recent report as well. We can see that some real good good examples, and I think we need to share and feedback that to staff as we move forward, because I think given what’s happened in the past, it sat
Morale in terms of what people are doing really well. So thank you. Thank you. Chucky, could I just say because I think it’s important to to Umm yeah. note for those clinical teams, impatient teams that that obviously you know Acuity has been high, there’s been many Yeah.
Challenges across the inpatient footprints as the House across the whole of our organization. But I I would just say that those clinical leaders and all the stuff on those wards have embraced this CQC report and and you know, I didn’t see a huge dip in morale.
What I saw was a group of staff that embraced what was being told to them and work together to implement change. I think it’s a credit and it does go back to what we say about the culture of this organization, even though around Yeah, absolutely. Absolutely.
Them is is lots of challenge and lots of acuity and demand. Yeah, yeah, yeah. I I I think again I can see lots of hearts and claps that that is really positive and I know myself and Neil visited those areas after that report and what we saw was that kind of positive.
We can do this. We can turn this around and and I think that’s to be commended, but I think we just need to keep the morale going. It’s really they are really important to making us as good Yeah, like them. as we can be. Thank. Yeah. Thank you. Thank you.
So I’m gonna move on now to the compliance and regulatory part of the agenda. So we have the eliminating mixed sex accommodation declaration. And Liz, that’s again another item for yourself. I don’t know whether you want to give us some highlight and intro and context around this.
Again, before we go through the approval process. Yeah. As briefly as I can, and actually it does link actually into the CQC inspection reports as well because and mixed sex or single sex accommodation in in particularly in in mental health service areas is something that’s always in in the eye of
Of the needs. Yeah, it’s something that’s CQC look at very closely. And what what I wanted to just say is, is this compliance and declaration, which does demonstrate compliance is quite clearly against those national parameters that we are required to comply with, which are stated on page 73 of the pack of papers.
So what it’s saying is that whilst in some situations single sex is the preferred option, that it’s not expecting that all organisations may call of their wards single set wards, but there are certain conditions under which you you need to operate to maintain the safety of putting the ball, individuals
It in a mixed sex invironment I’m for us we can demonstrate that we have complied with that throughout 2023 and that we’ve had no breaches of those national requirements. The CQC elements of that is obviously picking up some of the challenges of managing admissions into into busy ward
Environments and and having to place people of the opposite gender on a corridor which is dedicated to to either male or female. When we do that and we’ve got on suite bathroom facilities and that is in compliance with this guidance. So we’re not reaching, but obviously what we have to do, we
Do do as an organization is risk, assess the appropriateness of that for each individual and putting it additional measures and to safeguard individuals under those circumstances. So additional staffing that would would would undertake a additional observations. What we are doing though, just to to finish off this piece, is
That Sharon Conlon, who’s our our safeguards in Leeds and her team are looking at a review of our inpatient environments through that angle of choice and vulnerability not through the angle of of not meeting this compliance agenda so that we can ask our service users.
So we doing some service, user intervention work and ask our staff about the future of of mixed sex wards versus offering some single sex accommodation. The outcome of that work will come back through to DMG and then we will share it with the board in terms of what that review and position houses.
But from a from the point of view of a meeting, the national quirements, we are in continued to to remain compliance. Thank you. Thank you. Let’s are there any comments or questions for Liz Jane? Thanks, Liz. And I recognize this is national requirement, so it’s great to
Hear about that review on the subtleties around it. And in that respect, I’m aware that the trans policy is currently going through review, and I’m just wondering whether that is part of the review. It is actually Jane, and it’s a key part of that review and and
And it and the challenges of of choice actually. So if we moved to wards that were are single sets, we are actually producing the choice for some of our transgender community. So yes, we’ve absolutely and Sharon is engaging with some of our our transgender service users to ask those questions
About preference and choice in those situations. Thank you. And we if we can just make sure there’s a link across to the trans policy update, which I think is ongoing, that would be Absolutely, yeah. great. Thank you. OK. Thank you. Thank you. A good question.
I was going to raise that so really positive. So thank you, Simon. Yeah. Thank you. Thank you, Liz. And and actually I think you you’ve you’ve sort of touched on my question almost answered it, but you talked about when admitting patients to a mixed sex mixed sex corridor, we have
To do risk assessments and then enhance soft observations. How do we get assurance that that program has been increased observations is actually being carried out and continuously carried out? Yeah. So. So actually through through the ward reviews. So when they’re actually reviewing individual patients through the multidisciplinary review process, because we
Record the observations, so we’ve got a a record of that. Obviously, through speaking to the service user in terms of that then feeling safe and then feeling, you know that that’s appropriate way to to to manage them and then we do audits as well.
So we’ve got multiple layers again of assuring ourselves, but for me the the the key bits are the individual patient reviews and and where we can do and where it’s appropriate. If we do and put place somebody on the at the opposite corridor when there is an appropriateness, we will move
Them back across into that corridor. And if there are any vulnerabilities and through that risk assessment, we wouldn’t place them in that environment, we would absolutely put them in that in that single set and or in the female corridor. We don’t have mixed sex corridors. We do have single sex corridors.
It’s just that sometimes we have to use the the the beds that are closest to the lounge area. If we’ve got more patients and certain genre that we need to accommodate on the world, but yeah, those those reviews happen daily, actually around those patients. Thank you, Liz. That’s that’s very, very assuring. Thank.
Thank you, les. Thanks for clarity and Neil. Thanks, Jackie. And I think board members might like to be cited on the fact that key execs from all of the mental health providers in the West Midlands met over the last couple of months, and we talked about various issues.
One of the issues was beds and how we using beds and some of the issues. And as you’ll know, given the acuity of patients, often patients are having to go out of county and one of the things I believe we need to do is look within the West Midlands, how we
Can collaborate far more effectively on the use of beds. A good example would be here. In Staffordshire there are probably enough mail intensive care beds, not enough female intensive care beds, but if we could collaborate in a different way we could provide a very safe environment for our patients from a sexual safety
Perspective. Just as one example. So that’s work that is now launching and people like Mel Watson and others I hope will be very close to that, the Chief Operating Officer in Birmingham and Solihull I spoke to on Tuesday evening about the issues and I’m going to chair that group.
So I’m quite excited that we will not only be able to comply as we do, but ultimately as a wider system, help ourselves a little more effectively if we can work with beds in different ways across the old system. Thank you. Thanks. Thank you, man.
And the next hand, I’ve got up it is Chris. Thanks, Jackie. And it’s just just an observation going back to the assurance piece because it looks as though we’ve got the controls in place. It looks as though we’ve we’re we’re auditing our controls, the Controls.
Things that I’ve not heard about is whether we get in any external assurance on and the, the, the, the process we got in place and this is quite high risk area, isn’t it? I just wondered whether there was any scope for, maybe on a A3
Year rolling cycle or whether we get somebody in whether that might be a peer review with colleagues from other organization, because I think you get set in your views when you looking at things internally. It’s just nice to get a different perspective because things do move on.
And and it’s really good and point, Chris, we have done that This. previously actually and and we’ve had through our what would have been CCG’s, now the ICB through our safeguarding teams, we have had reviews of our inpatient facilities before around this, this area of mixed sex, single sex accommodation.
So we’ve we’ve had a team that have come in and visited us, which did not only just include our IC BCG colleagues, but also we had experts by experience as well as as part of of that. I think for us as well, we’ve had CQC reviews across our
Mental health inpatient estate now, haven’t we through the acute and older people. So we’ve had that external review through that lens, we possibly need to consider and our physical health inpatient estate. So our our services at the Haywood Hospital because obviously this this doesn’t apply to them as well as our
Mental health groups. So I think it’s a really good point, Chris. And yes, and there are peer review teams who would offer that to us actually on the basis that our save got particularly through safeguarding and our safeguarding experts often during those peer reviews as well. And it can.
You just come back on that one. So I I I would like to see something independent of CQC cause although CQC will provide external assurance and I’m like us to do that before they actually come in and and do that report. So I just, I just wonder whether that’s something we could
Consider then. We take that as an action, then Liz, for something that you can scope. Cause I think it’s an important and I think it’s a really appropriate suggestion cause it actually enables us to actually check ourselves without before the CQC come from assurance point of view.
So I think that’s an action that hopefully you could take on and follow through. Yeah. Thank you. Thank you, Chris. Thank you, Cathy. It’s just a quickly add to the board because posting things that Liz mentioned, which is really important and assurance we also address it with service users when they get admitted
Towards so sexual safety explicitly described in the welcome pack and the issue within a personal alarms and things. So this is something that if people are feeling nervous or anxious around it can be addressed because it’s explicitly stated and covered in that welcome to the wards. OK. Thank you. Thank you.
Are there any further comments questions for this? So I can’t see any other hands up, but this is here because we were asking the board support to cause it’s key for the Trust declaration in compliance in terms of delivering the accommodation. So again, it’s just broadly asking that we all are in
Support of this. Yeah. And I can see lots of nods of heads. It’s a statutory requirement, but it again, Liz will take away that action in terms of external reviews. So thank you. Thank you. Thank you. So we’ve all support that and that will go forward. Thank you.
Umm, the next item on the agenda is looking at our kind of element around strategic or business critical issues and we’ve got Helen Slater here. I believe from the ICB really to take us through the George Bryan Centre update so a warm welcome. Helen, it’s good to have you here today.
So thank you. Thank you. Most I joined by Nicky Bromage as well from the ICB today, so I’ve got a couple of slides if I can share those with you and OK. just put you through the stages of the process that we’ve just recently undertaken. So we’ll just those. Thank you.
Can you all see those? Yes, yes. Yes. Yes. OK, so for those of you that don’t know me, I’m Helen Slater. I’m associate director of transformation and I’ve been working with colleagues across the trust and within the ICB and to lead the process for they’d long term solution for inpatient
Mental health services previously provided at the George Bryan Centre. So Steve Grange as SRO for the program and has LED this steering group and a number of colleagues have been involved with both the clinical processes and the consultation process that we undertook last year.
So just in terms of just as a reminder, the options appraisal process was undertaken started prior to COVID and was picked up after the pause for moved. Apologies, the somebody’s just not the door. So that started the apologies but and so. We went through a process in terms of the options appraisal
And through the steering group and feedback from pre consultation engagement and the decision was made in terms of moving forward with one and proposal and that was to make permanent the temporary change and maintain the inpatient mental health services at Saint Georges Hospital that have been
Put in place since 2019, supported by the 2 1/2 Community Service Office and app for both dementia care and for severe mental illness. Through this process, we updated the clinical model and we had assurance through the West Midlands Clinical Senate and to demonstrate how that clinical model aligned with national and local policy.
And we looked at the workforce and the clinical safety issues of that model and and we also sought legal advice in terms of moving forward with one proposal 3 to consultation period insulation process and we will also we also reviewed the finances in terms of any capital resource required and whether
There was any impact on system revenue and through that process we continually updated our engagement process and went out to consultation. And last February, for six weeks, the reporter findings from the consultation was taken back through our steering group and and the impact of that report and was discussed within that group.
And it was deemed that there was no new proposals that had come forward through that consultation process. However, there were some clinical areas and some areas of support for carers that we wanted to take into consideration when we were reviewing the impact assessments.
So some of those areas included the impact of travel for families and carers to visit patients at the inpatient site at Saint Georges and some of the digital solutions and work building upon the digital solutions that you already had in place to support that dual visiting, but also to look at
The impact and the information for carers, particularly for those with dementia and who may receive a a huge amount of information upon diagnosis, but might not need that information until further down the line in their pathway. So that was some of the the impacts that we took into consideration.
All of that was included within the decision making business case that went through our governance process and in in autumn last year. So we had to pause some of that because of the pre election period in Tamworth and the decision making business case
Was taken to and the ICB board on the 21st of December. So the board reviewed that. Decision making business case had an open and honest conversation in terms of the findings from the consultation and took into consideration the recommendations within the the document itself.
One of the recommendations that came through was picking up the monitoring of the service and going forward, and there was a recommendation from the board that in agreeing to make permanent the service change, that the impact of the service would be monitored and that would go back through and from
The organization through to the mental Health, learning disability and autism and Portfolio Board and subsequently through to the Quality Safety Committee and then through to the ICB Board. And so that would be undertaken at the back end of this year as part of that agreement to to approve the recommendation.
There was also recommendations as we went through the quality and safety, quality and Safety Committee and the QIA process in terms of making sure that people’s rights to family life are not impeded in terms of the travel impact and that’s part of that monitoring element in terms of offering that financial
Support and that digital support to people who may not be able to access and visiting at the site, and we also wanted to ensure that as the service is developed through the mental Health Transformation program and and as new services come online, that that information is.
Cascaded to the local population across the SE area, and there was also a request in terms of keeping the population updated in terms of the development of the cherry orchard and unit and what services would be offered there. So in conclusion, the decision did agree to make permanent the
Temporary service changes that have been in place since 2019, and with the caveat that that reporting would take place. That’s my summary to you. Happy to take any questions. Thank you. Thank you, Helen. Thank you for taking us through that. Are there any comments, questions and colleagues here today? Abid. Thank you, Helen.
Very succinct presentation. Thank you very much. And Dalton, I don’t underestimate the task of consultation and how we went to various locations to give. I just wanted to acknowledge, Lisa tells contribution to this because she handled all the difficult questions. Really. So she had one to one with when questions were raised and
Concerns, and she was a huge resource during the consultation. But I note that that you have in your presentation, you have addressed the issue that was most commonly raised about the distance of and the travel concerns of the local population. Thank you. OK. Thank you, Helen.
And yeah, the least Lisa was absolutely fantastic. Did you want to comment or yeah. And then in responding to some of the the questions and and through the consultation, we had a range of face to face sessions and also online events. There was the online survey as well, but through some of those
Events and through the the the the sessions that we held in places like the the the entrance to Asda in Tamworth, etcetera, Lisa would follow up with some of those, as did Nikki and and other members of the team in terms of being able to respond
To people on is individual queries that they had and we recognise that three, you know there there was a strength of feeling in terms of, you know, the proposal that we were putting forward and but you know, we we. Dealt with that with compassion, but the team also through
Through Steve and others also had support for those people that that facilitated the the consultation as well because some of the feedback did have impact on individual Members as well and through your organization you you supported people from the comms and engagement team from from the
Transformation team and and and from the mental health team and it themselves in terms of supporting and with, with, with some of the feedback that they heard through the consultation. So thank you for that as well. OK. Thank you, Neil. Can I bring you in? Thanks very much indeed.
I’m sure board members will remember, but this this has been said four years ago plus and we’ve been operating a different model since. I would argue a more contemporary model and a model more commensurate with keeping people in their own homes and in their communities.
But if inpatient care should be needed that we could provide it. So I think what’s important to me is that we recognize this as better practice this as contemporary practice. This is about wrapping services around people in their own communities, with beds being a last option.
But Milford Ward on the Saint Georges side facilitates people from East apps if they do need inpatient care. Thank you. Thank you. Thank you. Now, thank you, Simon. And yes, thank you, Jackie, and thank you, Helen. And this this question may actually be more from my MPFT
Colleagues other than for you, but I was interested in the recommendations about ensuring service users and carers know how to access services and and work going to have to do to do that. So what will we have to do and what sort of extra work will we
Have to do and and and in a sense, does that differ from the sort of work we do anyway, around the county to ensure that people, wherever are able to access our services? So I was just interested to know what what we have in mind to meet that recommendation.
They say some of the feedback was was mixed in terms of those people that have never used the service before and those that that have used the service, but also those as, as I mentioned in terms of the carers who take take on a wealth of information
That that the early stage of of you know following a diagnosis and it’s how we maintain that. But through the decision making business case, we were able to articulate how some of those communication updates are and supported. But I think it’s as we as we develop new services and
Localize them more, it’s about making sure that people are clear and I know that you keep a wealth of information on the website, but for some people they wouldn’t know which organization runs the local services. So it’s it’s making sure that it’s easy accessible in different points across.
And Nikki might want to to pick up in terms of some of the elements that have been picked up through the mental health portfolio to support this as well. Thank you. Do you want me to bring Nicky in? I E. Hi, Nicky. Hi. Hi. Hi everybody.
I’m Nicky Bonage, associate director for mental health LDA and CYP for the LCD. As part of the the model of transformation that we’ve been delivering, making sure service uses and carers get ready access to mental health services is one of the key drivers and having as
Many multiple access points in the community as part of what we’re providing. So that ranges from everything from making sure that the talking therapies services are promoted right through to, you know, crisis care. And one of the things that we heard quite a lot in the
Consultation was around, you know and potentially people and becoming newly unwell, but that perhaps haven’t had any services before, not quite knowing where to go. And that’s one of the the reasons that we’re implementing NHS 111 option two. So that and and which will obviously be publicly sort of
Promoted over the next sort of 12 months. So that obviously we’re giving parity of esteem for mental health service users alongside those with physical health issues that they can go through that number and then get the appropriate response from a provider like MPFT.
So we’ve got lots of initiatives in place that are aimed at making sure that our services are available at the earliest opportunity possible and that those are sort of promoted it heavily within the Community. Thank you. Thank you. That’s very helpful. Thank you. Thank you. Thanking the key Steve. I thank you.
Morning everyone. Well, that morning. I I I think there’s a a bit of a a process thing next and I think this is that you know, it’s been quite a long time. We’ve been working around this and it’s been quite a challenging process interrupted by COVID, of course, and a lot
Of other things that we’ve had to manage along this particular journey. We’ll be doing a project overview, closure and benefit realization, which we’ll come back through our governance arrangements and then we’ll be able to look at all of the other areas around additional support and making sure that the levels
Of assurance that we’ve got in place that Nikki and Helen have talked about all there and have been deployed and that will form part of the latter part of this particular piece of work. This program I think it it’s worth saying, chair that you
Know, I think Abid said it before at Lisa has been fantastic through this process and very passionate about this being a clinically led piece of work. This was all about the pathway and the safety of patients and the efficacy of how we were doing our support for local people.
The other person I think it’s worth it to know who spent a huge amount of personal energy and emotion around this is upkar jheeta, who’s done a lot of work with the program stuff. But it would be horribly remiss of me to actually not say thank
You to Helen and to Nicky from the ICB, because without you guys navigating this process would have been 10 times harder. And this has not been an easy process to navigate with government changes. ICB changes CCG changes, et cetera, et cetera.
So I wanted to say a very big thank you to Nikki and to Helen and particularly Helen for being patient along the way when things have been a bit bumpy as well. So thank you. Thank you, Steve. So Steve, just a question before I move on to Abid.
Are you saying that as part of the project closure your team will be looking at some of the monitoring as well in terms of one of the recommendations that we’ve been given and that monitoring and feedback through the mental health and LDA and program, yeah. Yes.
And then through an into the care group chair. So I think the the what we want to do now is make sure that all OK. of the things that we set are in train will continue to be deployed. All of the areas that we know we were working on that were Yeah.
Priority get closed down and we’ll do that proper project closure and that proper benefit realization that not many OK. organizations tend to do these days to really understand if we’ve got any other gaps and then lock those into business as usual. But we’ll then be handing that over to business as usual with
The care group and then and Nikki. Helen, I guess we’ll be linking that. Any other stuff around that into the mental Health program board? OK. That’s really important. So thank you. Thanks to the assurance, Abid. I just wanted to say to Simon, really in terms of you know, the
Question he asked, we have been working with ICB for quite a long time, particularly in their role as Commissioners, to strengthen the services in the Community and that really is about having a responsive crisis service, having a laser service in Queens Hospital, Burton, which is consultant led with the team.
So we can pick up at people with mental health issues and also promotion of single point of access and digitalization. I think there’s lots of pieces of things that have come together to support the community and so then they needs a still being met in spite of the closure. George Bryant. OK.
Thank you. Thank you. Alright, thank you. Thank you, Martin. If you’ve got your hand up, I can bite you to ask a question or comment. Thank you. Yeah. Thank you. Just to 2nd just the final comments and uh abids update really just around that digitalization piece, there’s a
Lot of work in our digital program, which is really accelerating how we can improve the access and awareness for service users and carers, most notably of late as the patient knows, best application where the services of codes can get access to their information and appointments through the NHS app.
And I’m adding obviously a lot of outreach for that, just angels and working in the communities. But I think one of the areas that we can we can work to do is look at with Steve’s team, some of the localities that have
Benefited from those schemes and see, you know the post codes and the areas of taking those areas as well. So that’s something which we can look into, but existing pieces of work with digital are really working quite well. I think in this space. Excellent, excellent. Thanks for the assurance.
And just as we bring this to a close, I just wanted to thank Helen and Nikki for coming today and just presenting the outcome to us, but also in terms of those involved, like at least Rigel at cardita for all the work that they’ve done to drive That’s right. this forward.
But I think this is a really important move because it is around modernizing and making healthcare and much better for our service users and also in terms of making that pathway better for local people as well, which is at the heart of this decision. It’s about improving care and improving experience of people
Using our services. So I think a major step forward and thank you. Thanks for everyone involved. Thank you. Thank you. Thank you. Thank you. OK, so I think we’re running well to time. Well, just slightly above out of time. I’m just gonna take the care group reports now.
We’ve got the first one, the Staffordshire care group report. Thank you, Jackie. She’s Jenny time. Yeah. Thank you. And so I’ll take the report as read. And we’ve touched on quite a lot of the items that I’ve put in here already as we’ve gone through the meeting just a
Couple of areas that was going to flag. One is just. Since the report has written where obviously in the throes of winter, we have seen winter pressures escalate through January. So both Neil and I have been on a number of calls in terms of the ambulance holds, we’ve gotten some of the pressures.
We’ve got that is, meaning that we’re seeing quite significant pressures into D2A. So the home first caseload has gone up significantly. We’re managing to sustain flow out of the hospital through home 1st and we’ve had a significant increase in the bed demand as well.
So we are working with partners in terms of maintaining flow through that patients. But as it stands today, we do have quite a few patients across hospitals in Staffordshire that are waiting D2A beds. But we’re working collectively on solutions around that are just like to recognize the pressure that puts on teams who
Take this very personally in terms of getting patients to the right destination to meet their needs and and at both the emotional and the physical effort that goes into meeting the demand that’s coming through and just touch on with with obviously just talked about George Bryan, Centre having
Clouded in my report, one of the areas linked to how we improve access to services is the opening of the crisis Cafe in Stafford that has been quite challenging in. Terms of identifying a suitable location to deliver that service from we have now identified a property we’re working with the
Landlord in terms of securing that and but it does mean that would like to look at needing to push the capital funding arrangements so that into next financial year at work. Yeah. So working with the finance team and NHS England, terms of being They’re simple.
Able to do that and I was just going to flag in terms of the good news story that we’ve been recruiting GP’s into a number of our services. So we’ve successfully appointed into a role at Haywood Hospital covering discharge to assess. So a GP who will be joining us to provide clinical leadership
Across those services and also to GP that are joining us in the staying well service and we had really good response to the adverts that we put out. So and those who weren’t successful, we’re exploring other opportunities in terms of how we can bring them into
Community services and really starting to build that medical infrastructure across our community services. So along with our fairly consultant that’s joined us, I think we’ve got some real opportunities there and I updated the last meeting, there was a piece in my report around
The deep dive that we’ve done into assaults and threats and verbal abuse to staff and that particularly picked up an EDI element. So discriminatory comments that were made, in particular staff being targeted just to let you know that from that there is a
Working group that’s been set up led by Baz Kyle that’s looking at actually how do we understand the reporting around that cuz we know we’ve got some under reporting of those incidents, what staff support we need to put in place and anything else
We need to do in terms of addressing the underlying causes to though it’s incidents and that’s work that’s taking place System. across the organization. So just to confirm that we are progressing that and then the only thing I was gonna come to Jerry, if there’s anything else
She wanted to add from an adult social care perspective before I take it out for any questions. Thank you. Thank you, Jenny. I think I just echo those pressures around winter and data way. So obviously that’s having an impact, isn’t it? On social work assessments and we’re continuing to see
Increased demand through the proto, which is really quite challenging to manage. But we are working with colleagues in the local In this. authority to ensure that we have got robust arrangements around that, but we are continuing to see that increased demand. Thank you. Thank you. Thank you.
Are you both happy to take any comments? Questions, OK? Any comments or questions for Joe? OK, got quite a few Joe and Jenny and the first person I’ve got. Simon, you’ve got your Honda. I have. Thank you. Thank you, Jenny. Good one too.
Can you just explain a little bit more about the risks associated with the demobilisation of EDDI and the Alliance medical contract? Yes. So in terms of EDDI, so basically the services that we deliver at the walk in Centre and Miu operate off UHNM’s and clinical systems.
And as part of that was a national switch off of EDDI, which basically allows us and also to book people in for appointments at the walk in Centre and Miu. So Martins heavily involved in this in terms of the mitigations we had confirmation, I think it was yesterday that there is a
National extension of that system until the end of July. But if we don’t seek a solution and basically it impacts on our ability to designate and Haywood as an urgent treatment center as part of the application for that, it will impact on the Ed performance for UHNM because that activities how to through
The system, but also our ability to book patients in through 111. So and with Martin support, we’re actively looking at what solutions we can put in place once that system’s turned off. UHNM have confirmed they’re not looking to procure something as an alternative, so it leaves us quite isolated as an
Organization in terms of identifying a solution. Having said that, we’re not on our own with this citizen national issue that a number of services that are going to be impacted by. But I don’t know, Martin. There’s anything you want to add to that? Yeah. Are you OK?
Just briefly, so we’ve we’ve found prospective solutions, Yes, please. Yeah. we’ve trialled them with the service leads at the Haywood Hospital and we’re looking like there’s a there’s a viable option that we could deploy even potentially before the original cutoff date of the end of March and well within the cutoff date
At the end of July if we can afford the solution. So that would be the next step and we will take that through the integrated Business Performance Committee next month. OK. Thank you. Bye. And and the and then the the alliance medical is basically we
Have a contractor that delivers the MRI scanning and across Cannock that we subcontract to but also the ICB contract that is withdrawing from that contract. So effectively looking at alternative provision to meet those needs. So it’s mainly certain patients that come through our MSK
Services, but we do also have dementia patients that are under assessment for dementia that come through that provision. It looks like we’ve hopefully got an alternative solution with one of the existing providers in the system and but we’re working through with the ICB in terms of securing that.
So just a risk that we’ve got at the moment. OK. Thank you, Jenny. Thanks for the assurance. Yeah. Thank you. Thank you, Jenny. They may like. Thank you, Jack. Aye, thank you, Jackie. I’m just a question about ADHD services journey. Given that we know that’s a risk around capacity and demand, and
Are we looking in mitigations to rise and scanning options and considering impact on patients and also the trust. Yeah. So this work we’re doing with the ICB in terms of the demand that’s coming through and how we can meet that demand, there’s also work we’re doing across the organization in terms of
Neurodiversity as a whole. So how do we better meet those needs from both an assessment and treatment perspective perspective in in your own diversity for children and for adults? So Ben Rogers is leading that work. So that’s part of contributing to that.
But in terms of the the sort of short term mitigations we’re working with the ICB as to how we can meet the need against the the demand that’s coming through. This is the biggest risk we’ve got, really is in terms of workforce and then the financial pressures that that brings. OK. Right.
Thank you. Thank you. Thank you, Debbie. Yes. Thanks and and and thanks Joe and Jenny and my question was just about the demand for amps and I don’t want to rehearse lots of conversations that have gone on in quality and safety and committee about it. I just.
I just was wondering Joe, I mean, I don’t think we are clear what’s driving the demand because it isn’t being seen in Shropshire, Telford and ranking. And and my understanding is, is that not a lot of these that they’re not converting into, you know, Mental Health Act tension.
So it’s it’s kind of demand that’s coming your way really. And so my first question is, is it resulting in increased restrictive options? If patients are then defaulting into A and A and is there anything that collaboratively we can do to, you know, to try to
Take that demand somewhere else if that’s an option? So I think in terms of the first question, no, I don’t think it is resulting in more restrictive and situations for people. We’ve done quite a lot of work around this, to be honest, and we have got quite a detailed report around our findings,
Which is talking about the sort of people who we’re seeing three Mental Health Act assessments and the outcomes which I’m quite happy to share with the board if that would be useful. But what we’re seeing is exactly what you’ve described Debbie really is.
We’re getting lots of demand, but actually the amp is able to identify alternatives in the community, which are those least restrictive options. So in some ways that’s a positive story, but actually we’re tying a really, really sort of skilled resource up where probably we don’t need to.
So we have got a system wide meeting in a couple of weeks time really to try and sort of explore options. It’s primarily around section Woman 7 because we’re seeing I see. really increases the number of people with an entitlement section 117.
But as part of that, we’re gonna look at that whole emission of voidance agenda and what we can do better as a system to really address these issues. So we have got that hand like, umm, should be in a position to update and in March’s board around that. Thank you.
Thanks very much Jackie and Jen. OK, so I think it’d be useful if in the update report for March, if you can and just really highlight progress of that and Yeah. the actions against that. So that would be helpful. Thank you. OK. The next hand I’ve got up is list hi.
Yeah, it was. Yeah. It was only just to add to that really about the ongoing dialogue and particularly with with partners, but particularly with the police around the right care, right person model and the importance of getting it right there, because what we we don’t
Want to do is increase and demand because of those changes. So I just to assure that across both local system, Shropshire and Staffordshire, we are through the The Cave groups and through Dawn Crowther, myself involved in working closely with Yeah. the place until the partners around making sure we’re getting
It right for for those individuals who historically might might have gone through that police route and had police intervention because that does have the potential to increase the demand on on our amps. Thank you. Thank you. Did you want to come back for that, Jenny, or you’re quite happy with the comment, OK.
No, it’s nothing else to add. OK. Is there anything else anyone wants to add before we move on to the next report? OK, can’t see your hands up. So the next I have on the agenda is the Shropshire, Telford and WREKIN Care Group. What’s the Cathy? Hi.
Hi please take the report as read. There were just a couple of things that I wanted to highlight, one that we’ve seen from some low level concerns, but also complaints arise for people associated with autism. And so we’re sort of looking at that towards our delivery plan for next year.
We have increased and in fact doubled the capacity that we have to deliver autism training from a person with lived experience. There’s been doing it for a number of years, but probably not with the capacity that we need. So we’ve increased that, but also looking in terms of our
Audit and forward plan around it, looking at an ordered against the new guidance that’s come out for people with autism in mental health services and also link into the work that Ben is leading across the trust. So that was one thing I wanted to to raise and the other one
Was just to escalate and make you aware of the staff wellbeing hub. We’ve got funding that continues until October. We have about 500 referrals a year, but we are seeing an increasing pattern of referrals which come from all the organisations and structured Telford and WREKIN system and we
Do need to secure funding for it to continue because nationally that funding has has is going to be discontinued and know that Chris has linked into Claire Skidmore in the structure to have the Recon system and it will need to go through the investment process and unless we can beforehand come to
Agreement, the various organizations to contribute towards that. But just wants to make the board aware of that as a potential risk to the future at system level. Thank you. Thank you, Cathy, are there any comments questions for Cathy? Mark, can I bring you in? Yeah, just a quick one.
Concerns over the fire evacuation training. How quickly I see those on site training additional training being arranged. How quickly do we think that one will be resolved? It’s already resolved in Mark. Antastic. And then it was because we did a lot of work at about 12 months ago.
And so suddenly it all dropped at the same time, and we need to Yeah. Yeah. be mindful of that this year. So through Liz’s team, we’ve got additional capacity there for the training. They can plans rates already going up quickly and and we just
Need to do in the course of this year, make sure we stagger it so they don’t all lose the compliance at the same time Yeah. again. Prudent. Thank you. It’s sexy assurance and another hand up Alex can. Can I bring you in? Yeah. Thank you, Jackie.
Thanks, Kathy, for raising that around the hub. And just to make the board aware of, think the board is aware we’ve got the same issue and stuff and Stoke on Trent as well. So two pressing issues, huge numbers of staff going through both of those hubs with obviously as Cathy’s described
And the funding coming to an end. So we’re doing a similar process and stuff and Stoke on Trent, but we will have to bring that through back to people committee for a live conversation in the round once we know what the the position is.
But time is pressing and time is running out as Cathy’s described. So what’s seek your support in that space when we get to that that wider discussion. Thank you. Thank you. Thank you, Alex. Thank you. And one question for me was around sharing with the learning
Around the assaults on wards and cafe I I don’t know whether you could just give some context to that. So there is a learning review that’s been done and the actions are being shared. So we have a huddle as well that happens across all bands,
Settings on the ward, so any learning around things like that get fed through to that huddle, Jackie. OK. OK, OK. And that learning is that being fed back through the review, but not just to that Ward area, but sharing with other wards where Yes. Yeah. you. Yeah, yeah, yeah. OK. Thank you.
Thank you. And just to thank you, Kathy, for taking us through your report and thanks and for the assurance that you provided the next report I’ve got is the children and Families Care Group report. So if I bring Claire in to just take us through the headlines. Teacher.
So we picked the board theology earlier, so the other two points OK. I just wanted to pull out there before this morning were with regards to routine health assessments and then the CAMS risk. So routine health assessments, they’re the assessments that are done for children who are looked after.
And you’ll recall from previous reports that we’ve got backlogs in this service and that’s down to increasing prevalence, Umm. increasing demand and and the capacity of the team to meet that demand. And we’re really pleased to say that we’ve and got additional
Funding so that we can progress to only have a waiting list initiative, but to increase the baseline and staffing of that team. Of course, that’s gonna take time for us to work through that backlog and the risk associated with that is recruiting the staff and we’ve got a good onboarding process and an
Induction process. But of course, it’s getting the workforce in place, but I can continue to update that. But it’s really important step in terms. There’s been able to provide a better offer for those very formidable and children within our communities. And the second point of that around comes you’ll notice on
There that comes with a de escalating risk and again really pleased to say that because of the efforts of the team and the immediate leadership of those teams that we recommending from a care group perspective that the risk is further deescalated. So that will go through the appropriate governance and but
We have that review meeting as a care group earlier this week and we will continue to monitor that risk because it would advised and it’s reduced to 12. So that’s still means it’s on our risk register still still subject to our review through our governance and we will be
Monitoring that service closely and put in addition to that, we’re also gonna do some learning with the team and reflections because they’ve managed this really well. We can see that that’s been some visibility, shared problem solving changes on the culture within the team and then the
Share hard work and innovation of the staff and the team. So we do want to do some learning so we can pinpoints and apply that learning to our other areas of increasing demand or where we have waiting lists. So those are two key things. I just wanted to pull out. Thank you.
Thank you, Claire. Thanks for the conciseness. Are there any comments or questions for Claire regarding a report and update OK. OK, I can’t see any hands up, but just wanted to thank you. Care. Because I think the routine health health assessments for looked after children has been a great challenge over the years.
So I think to actually have come to some solutions to address it, it’s really positive. I just wanted to just check when we likely to see some changes as a result of that. So the plan we’ve got in place to reduce that backlog based on the staffing could be up to nine months.
So we’re looking at January and that of course depends where we can get back capacity and place. Yeah, yeah. The team already prioritized the the the children. So for example, if children are awaiting court proceedings, adoptions, etcetera, then there’s already that prioritization to make sure that the backlog doesn’t delay any of
Future opportunity around children and placements. But the waiting list initiative will take up to nine months. Thank you. Thank you. OK, I’m sure it’ll be proactively managed as well during that period, I guess, yeah. OK. Absolutely. And I’m given the risk on the risk register.
It’s also subject to the care groups at risk and performance meetings that we hold monthly so that we have that additional OK. space and time to really scrutinize any progress, any Yeah. risks, any escalations and just get that assurance. And so those will continue, Jackie.
And of course, we’re working with the ICB on this. This RHA’s is something that’s on their risk register that is That’s yeah. And. 16 and will also be working with the local authorities from Stoke and the such County Council council perspective. Thank you. Thanks for the assurance. Thank you. Thank you.
And I’ll just move on to the last care group report, Howard, for the specialist care group. If you could just take us through any highlights, exceptions for that, OK. I can try to. Unfortunately my computer crashed, so I can’t actually see
Anything at the moment, so have it if I seem that the reports I can see you. taken as read and rather than try and go through the things I can’t see if there’s any questions, happy to take them. OK. Thank you. Thank you. Are there any comments or questions for Howard Debbie.
Thanks, Howard. I’m sorry I’m asking. Well, I hope it’s not difficult question. When you computers are on the, it was just about the the transfer of the stuff that you’re drug and alcohol service and we had an update integrated business and Performance committee, a verbal one, I suppose. I just.
I just wanted to question and public public consultation. Is there a formal public consultation then regarding the transfer of this service? Because I don’t think I picked that up. The walls and it was completed over the Christmas period, so Ohh. they’ve had the feedback from a thing about 280 people and it Ah.
Was in it 90 / 95% positive, about about the proposal. Ohh that’s fine and I suppose just umm I I mean I I think we received assurance that the kind of due diligence would you know be going up will the outcome of any of that be reported probably
Through integrated business and performance or up through board when we know the outcome. Yet a camping we we’ve got the report actually, so I’m happy to share that. Yeah, happy to share that. So you can see what we said. Brilliant. Thank you. Very thanks, Jackie. Thank you.
Thanks Harrod for agreeing to share the report as well. OK. Another question or comment from Jane. Hi, Jane. Hi, Howard. It’s great to see the list of renewals and new services coming on stream over the next couple of months and I think a credit
To the service that the trust offers in support of service users where we can make a really real difference in those areas of our expertise. One question that you raise is that one challenge you raise is around support from corporate services, and I’m just wondering
Whether that’s moved on from this report and and what plans are in place to ensure that those UM mobilizations go well. And there are plans in place so so when we we win a new service that there’s individual meetings about what’s what we require in
Terms of support and making sure engaging the right corporate services. And I mean the reason for mentioning in the report is this challenge, and I think the feedback from those meetings has been a number of corporate teams are experience a lot of pressure. They’re feeling really quite swamped at the moment.
It’s in different ways and taking on even more work is is a bit of a struggle for them and we’re confident we can take it forward. But it was, I think, for the report, it’s worth highlighting that there’s a pressure internally there and and perhaps
Other people who live, they still might wanna comment on that. Are there any particular areas that you’re concerned around particular skills or or gaps, Howard? And it’s different for the for the different ones. I mean that the prison ones don’t have as big a pressure in Yeah. some areas.
For example, the OMT support you need for prison contracts is quite small, and I think the the real pressure points around some of those community mobilizations. And to be fair, the demobilization in thorough where we’re having to pull in people from estates workforce, I’m in T
And got information governance, things we need to do and it’s OK. getting that done within those some frames. Uh. And we’ve got just over 10 weeks now and before we, we need to go to the next one. OK. Thanks for the alert. Thank you.
Thanks for you a lot and if I can move on to Mark, who’s got his hand up. So Mark might bring. Actually. Yet Jane Jane actually asked the question I was going to ask. OK. Can I? Can I? There’s a comment I’d like to make, but can I let Alex go
Is that OK, Alex, thank you. first? Yeah. Thank you, Mark, for that. And and has Howard’s invited us and probably worth just a comment and then and then example really Jane. So for the workforce team, it’s all of the technical elements around Chippy transfer it it’s, you know, pressures on the
Recruitment team, around systems and processes. And very often that’s not something that you can just hand to someone else or bring someone else in. So. So it’s that element of trying to juggle that short term program of work and activity on top of, you know, if you think
About the other pressures we’ve got at the moment whilst we’re in winter, you know we’re opening beds, we’re recruiting into different services around growth. And I think it it’s how do we manage that short term prioritization of actually quite technical work that requires expertise on top of everything else that we’ve got.
But but we juggle it, and we’ve always juggled it. You know, as an organization, we used to doing this, but it’s not without its pressures, as Howards articulated and and I think it’s just for us to be aware of it and note and that’s
We have to balance that with many different competing demands when that business is coming in. And that’s helpful context. Thank you. Thank you. Thanks for the assurance Alex. Thank you, mark. Yeah, I was. I was just going to raise a a different point. I think something’s worth highlighting.
I’d be interested in the Managing Directors ongoing view about it. Is the care Portal news. So we moved to re out. So I MPFT moved real out to the access group in the hope of making it more stable. It’s generally has been. It’s.
I think you know a good step forward, but there are occasional problems and the advent of care portal means there is a copy of the REO data available should Rio go down or be performing badly, that staff can access. Which should you know, remediate any of the issues that staff face.
You know whilst they’re in front of patients, I’ll be interested to know, has anybody resorted to that that you know of yet, but ongoing, I’d love to understand how well that’s working. Thank you, mark. Thank you. I don’t know if anyone done any comments or feedback on that,
But from the MD’s at all Cathy. Just that I don’t know, but I will look, I will specifically asked Mark and feedback to you. Yeah. OK. Thank you. OK, no further hands up or comments. So can I. Thank you, Howard, and I hope your technology and sorts itself
Out later and for taking us through that and answering our questions and providing assurance. So thank you. I’m gonna move on to the next part of the section with which is the committee summary reports, and mindful that we’re running slightly out of time. But I just wanted these are important documents to go
Through. So if I could invite Simmy to just take us through the highlights for the quality and Safety Committee summary report, thank you. Thank you, Jackie. So I’ll take the report as read and just go through some highlights, and samba’s committee was not quorate just
Due to unforeseen circumstances and just to assure the board no decisions were made at the committee that required us to be quorate. And we’ve received confirmation that Shropshire Fire and Rescue services and consider the two fire enforcement notices at redwoods as complied with.
And we’ve asked for a further detail in relation to the outstanding actions from the 2019 CQC. And while that review and this will come back to committee in Yes. April and and very much links into our conversations today about behaviours and being well led and we really want to see
Those clearly defined updates coming to committee. So we can monitor those and and just also to highlight though, we’ve got suicide prevention conference next month and learnings will be reported back into committee and we’ve spoken about the board ASSURANCE FRAMEWORK and we spoke about CQC.
So I won’t go over that again and but happy to take any questions or comments. Thank you. Thank you simmy. Any comments or questions for Simmy in terms of quality and safety committee? OK. So thank you. Thank you. And thanks for the assurance in terms of the integrated business and Performance Committee summary.
If I could ask Debbie to just take us through some exceptions and highlights for that. Yeah. Thank you. Thanks. Thank you, Jackie. I will just take it as read and pick out a couple of points. I’m not gonna go through the wrist stuff because I think
We’ve had a robust conversation about that and we have some robust reviews planned over the next couple of months anyway. Plus the work that the board will do. I just wanted to advise the board around the UHNM electronic patient record outline business case and this is something that
UHNM are leading, but potentially scoping whether there is a system opportunity, uh, we’re not committing resources at this point though there will be some digital capacity to support it, but we’re supporting the journey to full business case to really enable the scoping and the
Caveats are in the paper and I the the the Committee supported as continuing on that journey. The other thing I just wanted to finish off was a positive around the achievements and the committee noted the excellent financial work of Chris and team very much welcome the
Performance dashboard and particularly picked out the good Progress noted with a significant reduction in out of area beds and mental health beds, which is I think Neil interesting part of that dialogue and also the diagnostic reporting in children and families audiology and and the system working with continuing care.
So that’s all I have got to say unless anybody wants to ask me any questions. Thank you. Thank you. Thank you, Debbie. Any comments or questions for Debbie? Thank you. OK. Thank you. And again, you know it’s it’s really positive in terms of the
Outcome of the team have made a difference in terms of finance reporting say thank you as well. And welcome to Chris and the team. And in terms of people and culture committee, Pauline, and if you could just take us through some highlights from the exception summary report. OK. Thanks, Jackie. Thank you.
Just just to pick up on the system conversations that we’ve had, I thought it would be good to provide assurance that people committee connect with the ICS ICB twice a year, so twice a year. Staffordshire. Stoke-on-Trent twice a year with Shropshire, Telford and WREKIN so very strong connections there.
We have had conversations around the board shoes framework. There is going to be a deep discussion around the appetite to people committee at our next committee meeting and and some of the conversations that we’ve also had around consistency across committees and I know Richards got this in hand in
Terms of starting to review that and in addition to that really getting to grips with how the governance is working underneath the committees. So there’s a clear line of sight. And finally, in terms of achievement, whilst this is from our December report, because we’ve only just had the meeting
Last week in Shropshire, Telford and Recon, just to celebrate, actually the success that they’ve had with their recruitment and I think getting that up to around 90% was really significant. So well done to Cathy and the team. Thanks Chad. Thank you. Thank you, Pauline.
Thank you and well done to Cathy and the team in terms of recruitment, that’s fantastic news. So thank you. And so we’ve gone through the three summary reports, I am just moving on to the end of the gender. We I am aware of 1 any other business and if I can invite
Chris to just take us through what the request is as part of the AOB that would be great. Thank you. Thanks, Jackie. And so we’re just in the process of finalizing the charitable fund accounts for for this financial year. So I’m asking the board for delegated authority for the
Audit Committee on Monday to sign off those accounts on the boards behalf. The intention is that the there’ll be an opportunity to look at those at the charitable funds committee tomorrow and then we’ll have the opportunity on on Monday. We we just finalizing the the final bits with the auditors.
There are no the areas of concern that need to be brought to the attention of the board. It’s pretty straightforward. Thank you. Thank you, Chris. And again, just to ask the board if we are happy to delegate authority to the charitable funds committee to take this
Forward and and I can see nods of heads. Yes. And so that’s that’s approved, Chris. That’s fine. Yeah. Thank you. OK. OK, OK. So we’ve, we’ve come, sorry. So I, Jackie, Jackie, just Jackie, just sorry to interrupt. But on that point, you actually delegating to audit committee, aren’t you?
So we delegate, sorry to charitable committed to discuss But it. it and then Audit Committee on Monday. In terms of sign off is my understanding is that right? That’s correct, yeah. Yeah. Yeah. Thank you. Thank you. And just wanted to thank everyone today for all their
Contributions and I think we’ve had some really good discussion on some key items also for people. And there is a reflection form on in the MS Teams chat for you to fill in to feedback on this meeting. But just wanted to thank everyone for their contribution.
This is the end of the public part of the meeting. We will go into the confidential section at 12:30, so look forward to seeing you all. Thank you. Thank you. Take care. Bye. Bye bye bye bye. Thank you. Thank you. Bye. Thanks. Thank you. Bye.