Proposal to take in-house a range of Commissioning Support Unit Services

Transcription

1 Proposal to take in-house a range of Commissioning Support Unit Services 1. Introduction This paper sets out a proposals to take in-house a range of services currently provided by North East London Commissioning Support Unit (NELCSU) to the five s across North Central London (). The paper sets out the key issues which will need to be considered and an outline timetable, together with a proposed project approach. 2. Background NELCSU provides a range of services to s under a service level agreement (SLA) with a total value of 16.0m in 2017/18, which reduces to 15.4m in 2018/19 see Appendix One for details. Over the last few weeks the management team has reviewed the current service provision from NELCSU in light of the new management arrangements for the five s and the development of the Sustainability & Transformation Partnership (STP). The review concluded that it would be beneficial to bring in-house NELCSU s Point of Delivery Multi-Disciplinary Team (POD MDT) services for the s. This conclusion was not driven by concerns about the quality of the services provided, but that this change would support work to reduce duplication across the five boroughs, provide improved value for money and better support the s. It would also deliver a more effective alignment of these services with the new management structures across the 5 s and with the STP footprint. There have been informal discussions with senior managers within NELCSU who have confirmed that they understand the logic of these proposed changes and that they will work with s to ensure the proposed changes are managed effectively. The next step is for the five s to give formal notice to NELCSU. This paper seeks approval from the Governing Body to proceed to give notice. 3. Proposed approach We recognise that changes of this sort bring risks. Therefore we want to approach these proposed changes collaboratively between the s and the CSU so that this is a shared change programme. We believe that this will maximise the likelihood of a successful transfer and minimise the risk of loss of confidence of staff and of unintended consequences on remaining CSU services so that services are effectively maintained during the transition period. We want to implement these changes as quickly as is reasonable without compromising due process. This will enable us to minimise the period of uncertainty for staff. As such we will need to discuss whether it would be appropriate to transfer services more quickly than the formal 6 month notice period as specified in the SLA. 1

2 4. High level deliverables and timetable At a high level, the proposed deliverables and timetable are as follows: Governing Body agreement of intention to take a range of CSU services in house January 2018 Confirmation of services to transfer January 2018 s to issue formal notice to CSU end January 2018 Agreement of structure for CSU staff to transfer into within the s February 2018 Sign off NHS England business case February 2018 Formal consultation with CSU staff up to three months from beginning of March 2018 Sign-off of decisions following consultation early June 2018 Agreement of asset transfer details June 2018 Agreement of revised SLA value for services remaining with CSU by June 2018 Transfer of staff to be completed 1 July 2018 (preferred date but subject to agreement with CSU regarding notice period) The issues which will need to be addressed to achieve this timetable are set out in the next section of this paper. 5. Implementation There are two phases to the implementation: Phase 1 Mobilisation, Due Diligence & Decision Making Develop an overarching HR work stream plan ensuring that all parties are working to an agreed timetable and within agreed governance arrangements. Identify and develop a risks and issues log and escalate/propose mitigation as appropriate to SMT. Oversee the joint consultation and engagement with NELCSU, and staff side for both sender and receiver organisations. Work with NELCSU to manage staff communications and responses to questions from staff, key stakeholders and staff side within an agreed communications protocol. Develop a score card of key metrics as part of the reporting process for the Senior Management Team (SMT). Working closely together with NELCSU to consider what staff well-being interventions need developing as part of the support offer to staff Develop a dependencies log as appropriate e.g. estates, finance, communications. Phase 2 Transition Implementation Oversee the implementation of the work stream plan, ensuring that all staff are appropriately jointly consulted on the HR transition process and are treated in a fair and consistent manner. Monitor progress, and continue to mitigate/escalate risks and issues, and provide regular reports to SMT Oversee the TUPE/COSOP transfer to receiver organisations under management of change policy 2

3 6. Issues 6.1 Confirmation of services to transfer We have agreed that we intend to transfer the POD MDT services back in-house. These currently comprise approximately 84 staff. There may however be some further central CSU services which it would make sense to also transfer where they are integral to the work of the POD MDT and so to dislocate them would not make operational sense. There may also be other changes instigated by other STP areas in London or the London-wide work on business intelligence which may have a knock-on effect which will need to be taken into account. We will confirm the full scope of services to transfer during January. We will also agree what degree of redesign of these services we wish to achieve during the transfer. 6.2 HR issues We will ensure that any HR issues associated with the transfer are addressed. Michelle Chadwick, Director of HR/OD, s will provide expert HR advice. This will include agreement of which will employ the staff transferring from NELCSU. 6.3 Estates/assets We will need to ensure that we have adequate office accommodation for any staff who transfer. CSU POD MDT staff already spend significant portions of their time in accommodation, but also spend an amount of time back in CSU HQ at Clifton House. We need to consider whether we still need a central location to bring them together and if so whether we continue to use Clifton House in the short term or find an alternative location within the footprint. We also need to ensure planning for relocation from Stephenson House for takes the accommodation needs of transferred staff into account. In principle we would expect transferring staff to bring associated assets with them (most notably IT kit). However we need to consider compatibility of IT kit with local systems. 6.4 Finance We have already agreed financial savings as part of the existing SLA for CSU services (see Appendix One). The POD MDT services which transfer will incorporate these cost reductions. If we wish to achieve further savings on services which transfer then this will need to be included as part of any service redesign. We will need to agree a revised SLA value for the CSU services which will continue to be provided to s from the date of transfer. We recognise that the transfer of services may leave the CSU with some stranded costs as a result of for example vacated office space or management overheads. The expectation is that these will be short-term as they can be anticipated and planned for. However we will need to agree the value of any stranded costs and timescale which they will remain alongside the pricing of the remaining services. 3

4 Matt Backler, Deputy Director of Finance, Barnet will lead finance input into the process. We will ensure that audit committees are briefed on the transfer process. 6.5 Communications/stakeholder engagement Excellent communications will be key to success. Communications with CSU staff and staff need to be regular and consistent throughout the process. The approach will need to be agreed, but is likely to be in the form of a regular newsletter/ , backed up by line management briefings and periodic open staff meetings throughout the process. During the staff consultation period, these will be particularly critical. Initial communications have been sent to staff affected within NELCSU and to staff. There will also be a need for wider stakeholder management. In particular there will be a need to engage NHS England and the other s/stps in London to ensure that we have a mutual understanding of plans in relation to the CSU. 7. Project Management and oversight Clearly this change programme is complex. David Stout has been asked to act as Programme Director to oversee the work, reporting to Paul Sinden (Director of Performance & Acute Commissioning, s) and liaising directly with Steve Rubery (CSU sector director North London) We will establish a project team to oversee the work from January The Project Team will report to the SMT and to the CSU executive management team. We propose to establish a Governing Body subgroup with membership from each of the five bodies to provide oversight of the transfer process. 8. Conclusion The Governing Body is asked to: Note the report; Support the proposed approach; and Agree to give notice to NELCSU of the s intention to bring services in-house 4

5 SLA Values Closing 16/17 Appendix One Barnet Enfield Total Business Support Services 296, , , , ,870 1,376,525 Comms 38,204 36,952 36,042 23,380 23, ,958 Contracting 1,820,871 1,388,570 1,486,996 1,338,516 1,122,019 7,156,972 Finance Services 306, , , , ,136 1,402,767 FOI 0 6,929 7, ,137 HR 137, , , ,676 80, ,420 IFR Process Management 117,715 79,403 53,709 43, , ,948 (Primary and Secondary Care) 41,254 41,992 39,684 39,860 43, ,710 Quality 70,581 54,039 61,901 56,695 50, ,129 Reporting & BI 1,111, , , , ,199 4,697,305 3,940,825 3,205,820 3,474,153 2,984,402 2,755,671 16,360, /18 Percentage Reduction 2.5% Barnet Enfield Total Business Support Services 288, , , , ,423 1,342,112 Comms 37,249 36,028 35,141 22,796 22, ,009 Contracting 1,775,349 1,353,856 1,449,821 1,305,053 1,093,969 6,978,048 Finance Services 299, , , , ,108 1,367,698 FOI 0 6,756 7, ,784 HR 134, , , ,984 78, ,260 IFR Process Management 114,772 77,418 52,366 41, , ,749 (Primary and Secondary Care) 40,223 40,942 38,692 38,864 42, ,542 Quality 68,816 52,688 60,353 55,278 49, ,776 Reporting & BI 1,083, , , , ,644 4,579,872 3,842,304 3,125,675 3,387,299 2,909,792 2,686,779 15,951, /19 Percentage Reduction 3.5% Barnet Enfield Total Business Support Services 278, , , , ,718 1,295,138 Comms 35,945 34,767 33,911 21,998 21, ,619 Contracting 1,713,212 1,306,471 1,399,077 1,259,376 1,055,680 6,733,816 Finance Services 288, , , , ,514 1,319,828 FOI 0 6,519 6, ,301 HR 129, , , ,310 75, ,565 IFR Process Management 110,755 74,708 50,533 40, , ,463 (Primary and Secondary Care) 38,815 39,509 37,338 37,503 41, ,488 Quality 66,408 50,844 58,241 53,343 47, ,739 Reporting & BI 1,045, , , , ,221 4,419,577 3,707,824 3,016,276 3,268,744 2,807,949 2,592,742 15,393,535 5