Mr Robin Creelman, Non-Executive Director (Videoconference) Ms Elaine Wilkinson, Non-Executive Director (Videoconference)

Transcription

1 Assynt House Beechwood Park Inverness, IV2 3BW Telephone: Fax: Textphone users can contact us via Typetalk: Tel Highland NHS Board 1 April 2014 Item 3.5 DRAFT MINUTE of MEETING of the STAFF GOVERNANCE COMMITTEE Board Room, Assynt House, Inverness 18 February :00 Present Also Present Mr Alasdair Lawton, Non-Executive Director (Chair) Mrs Myra Duncan, Non-Executive Director Mr Robin Creelman, Non-Executive Director (Videoconference) Ms Elaine Wilkinson, Non-Executive Director (Videoconference) In Attendance Mrs P Cremin, Workforce Planning and Development Manager Ms Dorah Fraser, Staff Nurse Mrs Anne Gent, Director of Human Resources Ms Margaret MacRae, Staffside Representative Mrs Judith McKelvie, Head of Learning and Development (from 11.30am) Mr Brian Mitchell, Board Committee Administrator Mr Ray Stewart, Quality Improvement Lead for Staff Experience Mr Philip Walker, Head of Personnel and Staff Development 1 WELCOME AND APOLOGIES The Chair welcomed attendees and advised that the meeting was to be filmed and broadcast over the internet on the NHS Highland website. A record of the meeting would be archived and available for 12 months thereafter. Apologies for absence were received on behalf of Elaine Mead and Adam Palmer. 1.1 Declarations of Interest Members were asked to consider whether they had an interest to declare in relation to any Item on the Agenda for this meeting. There were no declarations made. 2 MINUTE OF MEETING HELD ON 19 NOVEMBER 2013 The Minute of the meeting held on 19 November 2013 was Approved.

2 3 STAFF STORY RELATING TO NON-CORE LEARNING The Committee had previously noted the process for allocation of Non-Core Learning activity funding, one of the main criteria for which is that learning activity must contribute to personal or career development and contributed to the improvement or development of services for patients and/or the public. Ms D Fraser spoke to the Committee and advised that she had been alerted by a colleague as to the availability of Non-Core Learning funding and had accessed this to enable studies in Counselling. Ms Fraser emphasised the personal benefits accrued from obtaining this qualification in terms of career development and outlined the service benefits that also emerged, especially in relation to a placement with Sight Action where she was to work directly with patients in receipt of what could be very negative diagnoses. She advised as to how the new patient-centred skills she was able to utilise were recognised and welcomed by colleagues at all levels. This helped in providing a real sense of personal and professional achievement and Ms Fraser stated she now helped to educate colleagues in the value of Counselling activity. During discussion, Ms Fraser stated that at times there can be an issue with regard to provision of a quiet area to enable appropriate discussion with patients and families etc and it was stated this aspect should be considered during consideration of issues relating to redesign of Outpatient services and clinical areas. After discussion, the Committee: Again Noted the potential contribution that Non-Core Learning resource can make and thanked Ms Fraser for taking the time to relay her story to members. Agreed that the issue of provision of quiet areas be fed into current discussion in relation to redesign of Outpatient activity. 4 MATTERS ARISING 4.1 Update on Staffside Representation Ms Fraser left the meeting at 10.15am Members were advised that Mrs Etta MacKay (RCM) and Mrs Margaret MacRae (RCN) currently occupied Staffside representative roles on the Staff Governance Committee. As Mr Palmer had taken up the role of Employee Director there remained one Staffside representative position to be filled. It was anticipated an appointment would be made in advance of the next meeting. The Committee so Noted. 4.2 Healthcare Support Workers Mandatory Induction Standards and Code of Conduct Mrs McKelvie advised there had been a significant increase in relevant reporting of completion of the Induction Standard and a significant increase in reporting from Raigmore Hospital. Recent national activity had included agreement to update the relevant CEL document, linking this to the Staff Governance Standard and other key documents. There would be reference to the Francis, Cavendish and Keogh Reports. The Code of Conduct would re-titled as an Employment Code and all activity would be conducted in Partnership. It was noted there would be additional Quality Assurance activity undertaken and that NES were developing relevant Toolkits. Mrs Gent emphasised the need to avoid introducing additional unnecessary activity and ensure consistency of induction training. 2

3 The Committee Noted otherwise Noted the position. 4.3 Use of Bank Staff Mrs Cremin advised that a progress report on actions from the previous Internal Audit Review would now be submitted to the meeting to be held on 20 May The Committee so Noted. 5 REPORTS FROM OTHER COMMITTEES 5.1 Minutes of Meetings of NHS Highland Partnership Forum 15 November and 13 December 2013 The issue of partnership working at Raigmore was raised and Mrs Gent advised a positive meeting had been held between the Interim Director of Operations and Staffside representatives. 5.2 Draft Minute of Meeting of Health & Safety Committee 14 November 2013 Ms Wilkinson advised a further meeting had been held since November 2013 at which it had been noted that the relevant Governance Framework was having a positive impact. 5.3 Draft Abridged Remuneration Sub Committee Minute 16 December 2013 The Committee otherwise Noted the circulated draft Minutes. 6 INTERNAL AUDIT 6.1 eess Pre-Implementation Review Mr Walker spoke to the circulated report which was considered by the Audit Committee on 10 December The Review had been conducted after the initial project implementation phase. On the issue of Governance, Mr Walker stated this was complex given this was a national project being implemented within NHS Boards. A national Project Team and associated Board had been established. Overall, the project had been more complex than initially expected and a national audit was also to be undertaken. Mrs Duncan suggested any audit should consider issues relating to local versus national linkages. A National Users Group was anticipated to provide greater learning for NHS Boards in implementing future phases. Mr Walker emphasised a number of NHS Boards had yet to reach the point in the implementation cycle that NHS Highland had and stated the Lead Contacts Group, Implementation Board, and National Users Group would all provide networking activity. During further discussion, Mrs Wilkinson raised the issue of learning from management of relevant information technology projects and was advised such expertise was provided by the ehealth service. The Estates and Facilities services had a number of staff with more general project management expertise. It may be possible to identify staff members within the organisation with appropriate Prince2 training and expertise. 3

4 After discussion, the Committee Noted the content of the report. 7 EVERYONE MATTERS WORKFORCE 2020 VISION: IMPLEMENTATION FRAMEWORK AND PLAN There had been circulated report which had been considered by the NHS Board on 4 February Mrs Gent spoke to the circulated Draft Implementation Framework and Implementation Plan 2014/2015. The document outlined five key workstreams giving priority and focus for 2014/2015 activity, these being Healthy Organisational Culture, Sustainable Workforce, Capable Workforce, Integrated Workforce, and Effective Leadership and Management. The report included a first draft NHS Highland Action Plan indicating the current position, Planned Actions and Additional Actions Required and this would be developed further through wider engagement with the Partnership Forum, Area Clinical Forum and Operational Units and through discussion with staff groups at local level. There would be circulation of written materials and promotion through Board Communications such as the Highlights magazine. It was anticipated the rollout of imatters will facilitate team engagement and ownership. As part of the development of the NHSH Strategic Framework it has been agreed this cover all the NHS Scotland shared values and that through the rollout of the Highland Quality Approach the national values will be addressed. As previously stated, the NHS Highland Values will be rolled out across the organisation and work was being progressed on creating Value Statements and identifying the associated behaviours that are expected to be seen when everyone is living the values. This work sought to build on the success of the Customer Care project, particularly in terms of its approach to local team engagement and the work that will form part of the national imatters Staff Experience workstream. Progress in implementing the Everyone Matters Action Plan will be monitored through the Highland Partnership Forum and Staff Governance Committee and through the Local Delivery Plan, supported by the Staff Governance monitoring arrangements and results from the Staff Survey. The Annual Review process would also have a role to play in taking stock of progress. At national level the National Everyone Matters Implementation Group will be responsible for producing annual implementation plans. The Committee: Noted the launch of Everyone Matters: 2020 Workforce Vision Implementation Framework and Plan Noted the five key priorities and initial review to identify the NHS Highland current state against the Actions for Boards, the actions planned and the proposed additional actions to be taken. Noted the proposals for communication, engagement and ownership of the Framework, as part of the Highland Quality Approach. Noted the planning, performance and governance arrangements to ensure that the Implementation Framework and Plan are delivered. 4

5 8 HIGHLAND QUALITY APPROACH - imatters Mr R Stewart advised NHS Highland would be seeking to become an Early Implementer Site, in relation to which relevant Staffside Leads were shortly to meet and discuss. One of the key actions required at this time was the mapping of all teams and line managers within the organisation, as imatters would include an electronic element applicable to managers. As stated previously in relation to Everyone Matters, Healthy Organisational Culture was a major aspect of the Highland Quality Approach and the key was to ensure staff were actually living these values as opposed to them merely becoming slogans. As such there was to be engagement with staff to create a set of Core Values. A small group of key officers would consider relevant issues, ensure linkages with existing awareness sessions and ensure these Values were embedded. They would also seek to ensure all new staff are aware of the Values and agree to sign-up to the principles of these as part of employment with NHS Highland. Mrs Gent advised activity would be tied in to that underway in relation to Integrated Teams and that the methodology for embedding Values would be tested to establish what works best where. During discussion, and in relation to the issue of embedding Values and Culture, Mr Stewart agreed this would take years to achieve fully however emphasising these as part of employment would be important. There was also a need for patients and visitors to be included. Mrs Gent emphasised the need for a multi-faceted approach in this area from NHS Board level down to the front line. A range of activity would be required to ensure success and the view was expressed that establishing Common Values and the adoption of a holistic approach would be required. After discussion, the Committee Noted current activity relating to imatters. 9 STAFF SURVEY 2013 RESULTS Mr R Stewart gave a presentation on the NHS Highland results from the 2013 Staff Survey exercise. It was stated NHS Highland had achieved a response rate of 31% as compared to the overall national position of 28%. Response rates from Operational Units had been variable. The Survey itself had been themed around overall experience and the five key Staff Governance Standards. It was noted NHSH staff had responded less positively to the 2013 Survey than to the 2010 Survey, a pattern observed across NHS Scotland as a whole. Mr Stewart gave a brief summary of where NHS Highland had scored both best and worst and outlined a series of questions where there had been a change in the percentage of positive responses to attitudinal questions since the 2010 Survey. The most and least positive results were given, along with the response to questions relating to the overall experience of working for the NHS in Scotland. Mr Stewart then took three key questions from the Survey and gave a more detailed breakdown of the results, highlighting variances across areas and key staff groups. Both the socio-demographic and employment profile of NHS Highland Survey responders was also given and this provided context for a breakdown of results relative to the key questions previously outlined, and associated results by age and salary profile as an example of how results statistics may be broken down and analysed. It was noted the Scottish Government had agreed to proceed with a 2014 Staff Survey, following the Independence Referendum in September Moving forward, Mr Stewart stated there was a desire to act upon Survey results in a different manner from past Surveys. This would involve engaging in conversation with staff to understand the reasons for responses given with a view to identifying a number of key themes for future work. It was important to take any action forward in a manner consistent with the Highland Quality Approach, and through small tests of change to ensure an inch wide, mile deep approach. 5

6 In summary, it was noted NHS Highland had scored well on attitudinal issues however issues relating to communication, change and capacity had emerged. It was stated there was need to demonstrate to staff that the organisation is able to engage with them and take action on results informed by their responses to the Staff Survey. Mr Stewart stated that in order to develop and implement an effective Action Plan further fieldwork would be required, including discussion with individual staff members. Mrs Duncan also emphasised the need to identify areas of good practice and seek to learn from those. Mrs Wilkinson stated local action plans, developed by local managers, in response to results at a local level would be key and suggested there be focus on making a real difference in a small number of areas ahead of the next national Survey. After discussion, the Committee: Noted the publication of results from the NHS Scotland Staff Survey Agreed the presentation given be circulated to members. 10 STAFF GOVERNANCE STANDARD MONITORING FRAMEWORK ARRANGEMENTS FOR 2014 There had been circulated letter from the Scottish Government providing detail of the new Staff Governance Standard Monitoring Framework arrangements for 2014 and setting out the arrangements for submitting returns for 2013/2014. The new Framework had been designed principally to focus on NHS Boards internal monitoring of progress towards the Staff Governance Standard and comprised both a Local Monitoring Template and Assessment Tool, and a National Monitoring Return. Mrs Gent advised that Operational Units would develop local Plans which would then be drawn together as part of the overall submission to the Scottish Government by 9 May After discussion, the Committee Noted the circulated documentation and the requirement for a response to be submitted to the Scottish Government by 9 May WORKFORCE PLANNING 11.1 Progress Against NHSH Workforce Plan Rolling Action 2013/2014 Mrs P Cremin spoke to the circulated report giving a Month 9 update on progress in relation to the NHS Highland Workforce Plan Rolling Action Plan 2013/2014, this having been developed to support the delivery of the NHSH Workforce Plan throughout 2013/2014. Mrs Cremin took members through the report and highlighted the following: Action 1 Workforce Supply NHSH continued to work with a range of partners at all levels to identify and implement solutions in relation to recruitment to hard to fill posts. Action 3 Workforce Productivity and Efficiency Contribution to Quality support continued to be given to Operational Units to undertake relevant activity. Action 4 Reduce Senior Management Posts by 25% by 2015, in line with SGHD Guidance NHS Highland was making progress against the national target. Action 5 Workforce Development an Appropriately Trained and Developed Workforce Monitoring Report had been developed. To be considered under Item 16 on the Agenda. 6

7 Action 7 Unscheduled Care - two new roles, of Patient Flow Managers for Unscheduled and Community Care, had been developed to provide necessary management and leadership, and to support an integrated system wide approach to transforming services. During discussion, there was concern as to the absence of reporting in relation to supplementary staffing at this meeting and it was advised this was considered at Operational Unit Management Team level where appropriate relevant monitoring was being developed. The Committee otherwise Noted progress against the Workforce Plan Rolling Action Plan 2013/ Workforce Planning Submission for Local Delivery Plan There had been circulated draft summary of main workforce issues and risks within NHS Highland which was to form part of the annual Local Delivery Plan (LDP) submission to the Scottish Government. The relevant Human Resources/Workforce High Level risks had been articulated with mitigating actions, within the overall NHSH Risk Register. Those risks relevant to LDP delivery were identified as the vulnerability and sustainability of Rural General Hospitals, GP Vacancies, capacity and service delivery issues relating to Out of Hours services, and performance against national cancer waiting times due to national staffing shortages in cancer specialties. The key workforce Plans and approaches to support service delivery and sustainability were outlined. The Workforce Planning and Development Sub Group would oversee development of the NHSH Workforce Plan 2014/2015, ensuring an integrated approach across workforce, workforce development, finance and service planning and business transformation. The focus would be on workforce development and workforce contribution to quality improvement and service redesign, with explicit links to Operational Unit Delivery Plans. It was planned that a completed Workforce Development Plan would be ready for full sign-off by the NHS Board in August The Committee otherwise Noted the draft Workforce Planning Submission Framework to Support Socially Responsible Recruitment 2014/2015 Mrs Cremin spoke to a circulated report detailing progress in relation to delivery of the initial Framework to support socially responsible recruitment within NHSH, the organisation now being the largest single employer in Highland following integration of Health and Social Care. The Framework illustrated links between the socially responsible recruitment approach already mainstreamed and the Highland Quality Approach. For 2014/2015, it was reported structural and governance mechanisms for Community Planning Partnerships and Single Outcome Agreements were under review by the Scottish Government. Outcomes would be measured against how these promote and support further collaboration leading to improved outcomes for the people and communities of Highland. The NHSH Framework had been updated to reflect ongoing partnership working and collaboration with agencies. A press release had been prepared that articulated progress made in this area and illustrated the impact on individuals and the organisation in delivery of socially responsible recruitment. Mrs Cremin then took members through the various elements of the Framework document. During discussion, there was discussion as to what constituted socially responsible recruitment and whether this included activity such as provision of internships. Mrs Cremin stated there was a need to ensure and demonstrate that a holistic approach was being taken. 7

8 In terms of improving recruitment from the most health deprived and least health improved measurable areas of Highland further work was required to establish a baseline position. There was acknowledgement of the contribution of the Recruitment and Employment service in this area of activity. The Committee: Noted the overall progress made in delivery of the initial Framework to support socially responsible recruitment for NHS Highland. Noted the planned interventions for 2014/2015. Noted the overall approach in line with NHS Highland Strategy, Highland Quality Approach (HQA) and the Triple Aim (BH,BC,BV) and associated workforce impact and workforce sustainability for NHS Highland. Noted the associated press release. The Committee adjourned at 12.10pm and reconvened at 12.15pm. 12 WORKFORCE REPORT Mr Walker spoke to the circulated report to end November 2013, the content of which had been expanded to include a breakdown of staffing group, detail of status of conduct issues and the number of outstanding cases relating to Capability. There followed discussion, during which there was a request for provision of historic data relating to sickness absence, for comparison purposes. On the point raised in relation to causes of Long Term Sickness (LTS), Mr Walker advised whilst some may relate to Moving and Handling issues it was difficult to attribute this absence to employment related activity. Mrs Gent stated provision of an age profile for LTS may provide useful additional data and Mr Walker agreed to look into this point as well as seek an indication of the number of staff members who had been referred to the Scottish Public Pensions Authority (SPPA) in relation to LTS. A number of other related issues were raised and in response Mr Walker confirmed a monthly 20% sample of cases of LTS were reviewed to ensure appropriate management arrangements were in place. He also advised that, where appropriate secondary specialist medical opinion was sought in relation to individual cases. After discussion, the Committee: Noted the circulated report. Agreed future reporting detail relating to age profile for those subject to sickness absence be investigated. Agreed the Occupational Health service be requested to provide data relating to the number of staff members referred to SPPA. 13 ELECTRONIC EMPLOYEE SUPPORT SYSTEM (eess) HIGHLIGHT REPORT There had been circulated briefing paper which provided an update in relation to implementation of the eess system to 8 January It was reported staff with appropriate computer access now had the means to view their individual Employee Self Service profile and had been encouraged to check their personal information; correcting or updating this as necessary. A number of small departments had begun using the Absence Management function. As the production and delivery of Password letters had been completed, the local Implementation Plan moved into a period of familiarisation for staff and managers on the available functional areas of eess. 8

9 It had been previously reported lack of an interface with epayroll suggested that benefits realisation would be modest in 2013/2014. A number of departments had expressed a desire to operate eess to its fullest current functionality at an early date and it was reported early switch-on of SSTS may assist in achieving this. Activity was being undertaken to increase take up of SSTS to allow eess to achieve its potential in sickness monitoring and reporting for managers, prior to the availability of the epayroll interface, and maintain identical sickness records in both systems. Work continued to improve data held in the live eess site, including line management responsibility amendments and corrections/adjustments made by individual members of staff. Additional support information was being provided to staff and being included on the relevant Intranet page. Moving forward, Mr Walker stated the implementation of the irecruitment, Oracle Learning Management (OLM) and Employee Relations modules from 1 April 2014 would be the next key aspects, with relevant familiarisation training being required. In particular, implementation of the irecruitment module would be challenging, with the Recruitment and Employment Service looking at how best to roll that out. Overall NHS Highland remained in a favourable position regarding implementation relative to other NHS Boards in Scotland. During discussion, Mrs M Duncan referred to staff access to relevant IT infrastructure and it was advised that Adult Social Care staff in particular were an issue in this regard. The Adult Social Care Programme Board had a current focus in this area. On the point raised by Mrs Wilkinson, Mrs Gent agreed that where staff did have access to relevant IT infrastructure a deadline should be given as to access/use of eess and this was currently under discussion. After discussion, the Committee otherwise Noted the position. 14 EDUCATIONAL GOVERNANCE FRAMEWORK Mrs McKelvie spoke to the circulated draft Educational Governance Framework document, outlining, defining and describing what Educational Governance is, what it aimed to deliver, and outlined the benefits to NHSH that will be achieved through implementation. The document described a new structure aligned with what was already in place within NHSH and described new roles such as local Educational Governance Leads that would require to be identified. It was noted these officers were already in place in many areas and would currently be undertaking aspects of that role. The Framework described the processes and procedures that would enable the proposed Educational Governance Subgroup to exercise its governance responsibilities and demonstrate the continuous improvement of quality and performance for education, and learning and development activities within NHSH. The Framework sought to build on what was already being put in place, the reporting, the evaluation of Learning and Development, the Return on Investment training, the planning and alignment of Learning and Development activity to meeting organisational and staff development needs, the prioritisation of resources, and the reduction of risk. It was anticipated the Educational Governance Sub Group would subsume the work of the Statutory and Mandatory Training Working Group. It was noted although the Framework itself was comprehensive, the underlying aim was to streamline relevant processes, reduce waste, and ensure Learning and Development workstreams were accountable for their quality and performance and provide good quality opportunities for staff. Members were advised a series of guidance documents were also in development, including Guidance on Quality and Performance Monitoring Reports, Guidance on Business Alignment, and Approval Process for new programmes and an Evaluation Framework and Toolkit that supports Return on Investment methodology. There would be a forms library to accommodate the various forms associated with the Framework and Guidance documents. 9

10 Mrs McKelvie advised the work of the Learning and Development Sub Group would likely be subsumed by the Educational Governance Sub Group moving forward. There would be full engagement with Educational Governance Leads and reports would be submitted to the Education Governance Sub Group and relevant Committees. The Framework had been introduced following a meeting of the Highland Partnership Forum in December After discussion, the Committee: Noted the Educational Governance Framework. Agreed to support its use in NHS Highland. 15 IMPLEMENTATION OF KNOWLEDGE AND SKILLS FRAMEWORK Mrs McKelvie spoke to the circulated report outlining progress against trajectory for 2013/2014, this showing 32% of staff having had reviews completed and signed off on eksf at 17 February The associated 12 month review figure, as agreed for reporting purposes at the Highland Partnership Forum in June 2013 showed a figure of 60% as at 17 February This 12 month rolling figure provided a more representative view of overall activity across NHSH, aligns local and national reporting processes, and provides a focus for managers. It was stated that reports would now be developed and forwarded to managers on a bi-weekly basis so that progress can be closely monitored and plans developed to improve engagement levels. Work was continuing to identify a practical and effective way to support bank workers. Work was also progressing to support the introduction of the KSF/PDP&R process to the Care at Home staff group as indicated. There was reference to the future electronic process for KSF and it was advised that national Leads had been tasked with identifying an electronic replacement for eksf, with the potential use of the Oracle Performance Management (OPM) system having been examined. A live on-line demonstration had evidenced a high degree of functionality between this and both eess and the Oracle Learning Management (OLM) system being introduced in NHS Highland. Key activity in 2014 was advised as being in relation to providing focus on actions contained within the Everyone Matters Implementation Plan. There would be grater focus on Review quality and outcomes and less on process. The Coaching Skills Programme would be continued and there would be strong links with relevant Educational Governance activity. The Committee: Noted the current position regarding eksf for 2013/2014. Noted the priorities and actions for 2014/ APPROPRIATELY TRAINED AND DEVELOPED MONITORING REPORT There had been circulated report which outlined the proposal for a new Appropriately Trained Workforce Monitoring Report to support implementation of the revised Staff Governance Standard. It was reported in order to demonstrate the Standard was being met NHS Boards were required to ensure all staff have regular and effective PDP&R discussions, there is development of a workforce learning and development strategy in partnership, all staff have equity of access to training, and resources are appropriately allocated to meet local training and development needs. This latter aspect would be monitored through the Learning and Development Sub Group. 10

11 It was noted a Staff Governance Monitoring Framework had been introduced, comprising of a Monitoring Return and an assessment of staff experience based on a Staff Engagement Index score derived from the Staff Survey. An Appropriately Trained and Developed Data Collection Plan had been developed by the Learning and Development Team to support the Monitoring Return and monitor implementation of the Staff Governance Standard characteristics. An Appropriately Trained and Developed Workforce Monitoring Report was being developed and would be made available on a quarterly basis. There was agreement the Highland Partnership Forum should have sight of the first of the Monitoring Reports. It was stated not all the required data was yet available and that implementation of eess would help. Full quarterly reporting was expected in the latter part of The Partnership Forum: Noted the position. Noted the first Appropriately Trained and Developed Monitoring Report would be submitted to the Highland Partnership Forum for consideration. 17 NATIONAL POLICY AND LOCAL IMPLEMENTATION Members were advised a national review was underway to establish the position on local implementation of PIN Policies within individual NHS Boards. It was confirmed NHSH continued to apply all national PIN Policy requirements. The Committee so Noted. 18 FOR INFORMATION 18.1 CEL(2013)31 Review of NHSScotland PIN Policies: Embracing Equality, Diversity and Human Rights in Scotland The Committee Noted the circulated document. 19 AOCB 19.1 PMS Implementation Mrs Wilkinson sought assurance appropriate arrangements were in place to support the introduction of the PMS system in Mrs Gent advised the relevant Programme Board had recently received an update in relation relevant support arrangements and also in relation to relevant training activity undertaken to date. Both the ehealth team and Operational Units had indicated they were confident that appropriate transitional arrangements had been established and were in place. Mrs McKelvie further advised that Operational Units within North Highland had been in receipt of specific funding to support Learning and Development activity for PMS. Further discussion would be held with Argyll and Bute CHP in that regard. The Committee Noted the position. 11

12 13 DATE OF NEXT MEETING The next meeting was scheduled for 20 May 2014 at 10.00am in the Board Room, Assynt House, Inverness. The meeting closed at 1.05 pm. 12