Mobilisation Up-date WH&C. Clare O Farrell, Deputy Chief Operating Officer

Transcription

1 Mobilisation Up-date WH&C Clare O Farrell, Deputy Chief Operating Officer

2 What is Wiltshire Health & Care? A partnership, delivering adult community services in Wiltshire Contract in-place from 1 July 2016, for at least 5 years The vision is to enable people to live independent and fulfilling lives for as long as possible The partnership includes the three local Foundation Trusts which serve Wiltshire (Great Western Hospitals NHS Foundation Trust, Royal United Hospitals Bath NHS Foundation Trust, Salisbury NHS Foundation Trust) Developing long term plan for services, by forming effective partnerships with GPs, primary care, social services and voluntary sector organisations and engaging with the people of Wiltshire From July 2016 we have agreed 6 priorities with Wiltshire CCG during the bid process

3 WH&C Six Priorities: 1. Higher Intensity Care, Intensive care at home, more community geriatrician capacity and development of services at community hospitals 2. Stroke and Early Supported Discharge, establishing two teams 3. MSK Physiotherapy, increased support to manage demand 4. Urgent Care Centres, the right design for Wiltshire 5. Mobile Working, provision of hardware to 400 staff 6. Health Coaching rolled out to staff Planning for each of these has commenced in April 2016

4 Operating Structure/Governance: WH&C will be a Limited Lability Partnership (LLP), with a board governance structure. The LLP will hold the contract with the CCG and will: be registered with CQC hold a provider licence with Monitor make strategic decisions and will be responsible for quality, safety, effectiveness and financial sustainability of services have Its own financial ledger and bank account Services will operate through a dedicated WH&C operating division in GWH Staff will continue to have a contract with GWH, other than some board members GWH policies will continue to be used at contract go-live, if a WH&C policy has not been developed WH&C will have an annual business plan which will have to be agreed by the three organisations partners.

5 WH&C Operating Structure: LLP Members Agreement details: How decisions will be made Principles for delivery arrangements on a full cost recovery basis Details rules about the future of the LLP such as new members Partners boards will approve the members agreement before the contract commences.

6 WH&C Board and Senior Management Structure: Board members: Chair TBC SFT Representative Alison Kingston Director of HR RUH Representative Sarah Truelove Director of Finance/Deputy CEO GWH Representative Kevin McNamara Director of Strategy Managing Director Douglas Blair Nominated Individual for CQC Accountable Emergency Officer Lay Representative TBC GP Representatives TBC Clinical Director Senior Management Team: TBC 0.4 wte Head of Operations Maddi Ferrari Head of Operations (Specialist Services) Sue Evans Head of Quality Sarah-Jane Peffers Safeguarding Lead Child Exploitation Lead Mental Capacity and DOLs Lead Prevent Lead Freedom to Speak up Guardian Clinical Alert Service (CAS)Officer Medical Devices Officer Medicines Safety Officer Head of Finance Annika Carroll Head of Development & Performance Victoria Hamilton Senior Information Risk Owner Chief Information Officer

7 Mobilisation Structure Strategic Group overall governance and assurance for Mobilisation, meeting every 2 weeks Sarah Truelove, Deputy Chief Executive and Director of Finance Francesca Thompson, Chief Operating Officer Mobilisation Team Led by Project Manager Detailed Mobilisation Plan progress and exception reporting every two weeks on the nine main work streams;

8 Key Mobilisation Activity: Work stream: Up-date: Planning Corporate governance Clinical Governance Communication HR and recruitment: Finance Estates IM&T Equipment Contract negotiation. Developing the first WH&C Annual Plan with the CCG for Strategic Group review in May 2016 Members agreement with legal advisors, Trusts and Monitor. CQC registration Clinical Director role, Policies, safeguarding systems Newsletters. Events at each Trust with staff. Brand. Agreement with GWH, staff remain under GWH contracts. Senior management restructuring. Board appointments e.g. Chairman Finance lead appointed, interim support now in-place Working with GWH assuming they will remain the landlords. NHS mail, mobile kit ordered Equipment assets review nearly completed, as expected

9 Risk Management: Risk register is in-place and reviewed at every Strategic Group meeting. Strategic Group have reviewed the outcomes of the Cambridge and Peterborough CCG internal audit. No risks currently rated as high Risk areas mainly focus on the technical aspects of establishing WH&C Contract negotiations with CCGs Ability to recruit key staff Development of staff policies and procedures CQC registration process

10 Branding Agreed: Questions?