The Royal Wolverhampton NHS Trust

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Delilah Turner
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1 The Royal Wolverhampton NHS Trust Trust Board Report Meeting Date: 29 February 2016 Title: Executive Summary: Action Requested: Report of: Author: Contact Details: Resource Implications: Public or Private: (with reasons if private) References: (eg from/to other committees) Appendices References Background Reading NHS Constitution: (How it impacts on any decision-making) Background Details Chief Executive s Report This report indicates my involvement in various events, policies recently approved, and consultant appointments. To note the report. Chief Executive David Loughton Tel: Nil Public Session None None In determining this matter, the Board should have regard to the Core principles contained in the Constitution of: Equality of treatment and access to services High standards of excellence and professionalism Service user preferences Cross community working Best Value Accountability through local influence and scrutiny 1.0 Review This report is presented to indicate recent consultant appointments, and my involvement in local, regional and national meetings of significance and interest to the Board. 2.0 Consultant Appointments The following consultant appointments have been made since the meeting on 25 January: Dr James Young, Diabetes Dr Khalid Jadoon, Diabetes Dr Pappachan Mundattuchundayil Joseph, Diabetes Dr Rachid Berair - Respiratory

2 Chief Executive s Report The following have retired since the January meeting: Dr Abraham Jacob Consultant in Clinical Haematology Dr Alyson Skinner Consultant in Paediatrics 3.0 Policies The following policies were due to be approved by Trust Management Committee on 26 February: -CP45 Management of Enteral feeding Tubes -OP80 Patient and Public Involvement and Consultation -HR18 Appraisal Policy - GP01 Corporate Governance Principles of Public Life Visits and Events 4.0 Since the last Board meeting I have contributed to the following: 28 January: NHS Employers Reference Group (Dalton/Junior doctors) 1 February: Attended lecture at Birmingham University on Scaling back General Practice 3 February: Met staff at Low Hill Medical Centre 3 February: Received visitors from Department of Health, who came to see Safe Hands (particular interest in applications relating to public health and infection prevention) 4 February: NHS Employers Reference Group 9 February: Walk about Cannock Chase Hospital 9 February: Consultant Interviews (diabetes) 10 February: Radio 5 Live interview (on coping with junior doctors strike action) 11 February: NHS Improvement Providers conference Implementing the Forward View (with the Chairman) 12 February: West Midlands Provider CEO meeting Lord Carter Review of Acute Trusts Operational Productivity 5.0 In the summer of 2014 Lord Carter was asked by the health secretary to assess what efficiency improvements could be generated in hospitals across England. His interim report in July 2015 outlined that, based on work with 22 trusts representing different types and sizes of acute hospitals, potentially 5bn of operational efficiency savings could be delivered in the acute sector by 2020, by improving workforce costs, hospital pharmacy medicines optimisation, and estates and procurement management. Lord Carter s final report into hospital efficiency was published on 5 February, when he made the following key points in relation to making further progress: 1. The provision of high quality clinical care and good resource management go hand-in-hand. All trusts should grasp the use of their resources more effectively and strive for quality. 2. A single reporting framework should be adopted across all trusts, which pulls together clinical quality and resource performance data and compares it to the best in class. To do this the system must endeavour to reduce and rationalise the plethora of reporting burdens currently placed on providers. Page 2 of 3

3 Chief Executive s Report 3. Delayed transfers of care have a significant impact on achieving efficiency savings. Nearly all trusts wrestle with the problem of moving those who are medically fit into settings that are more appropriate - a significant proportion of the 5bn cannot be unlocked unless delays in transfer are managed more effectively, and system wide leadership is needed for that to happen. 4. The need for genuine local and national collaboration and coordination. Trusts recognise the efficiency opportunities if they could change the way their clinical services were delivered or could share some supporting services. However, these are rarely realised due to the considerable effort needed to present and explain the benefits to their local partners and communities. National support to address this is critical. 5. Rapid adoption of the review recommendations is paramount. Quick implementation of the recommendations by the trust leaders and NHS Improvement when it comes into being is vital if the savings are to be realised by The above is offered for information. The Finance and Performance Committee and Trust Management Committee will receive further monthly updates on the Trust Efficiency Programme Group Overview (including Carter work). Securing Sustainability: Self-certification forms 6.0 For many months the Board has received a monthly report the approval of which the Trust has enabled the submission of self-certification forms every month to the Trust Development Authority. We have now been notified by the TDA that since the Self Certification process has not been updated in accordance with the Accountability Framework and is no longer in line with Monitor reporting requirements, the TDA has decided to stop this collection with immediate effect until further notice. The City of Wolverhampton Charter Procurement and Commissioning 7.0 I am pleased to inform the Board that we have joined our colleagues in the City Council, University, business and voluntary sector to create and publish The City of Wolverhampton Charter, which establishes 5 key principles that will underpin the commissioning and procurement activities of key partners in the City. The five key principles are: Develop and grow a skilled workforce Encourage healthy lifestyles and independence Support more people to be active within their communities Support business to develop and grow Support the reduction to the carbon footprint and eliminate unnecessary waste Our Head of Procurement has been involved in the development of this Charter, a copy of which is appended. Page 3 of 3

OUT OF DARKN E S S COMETH LIGHT CITY OF WOLVERHAMPTON The City of Wolverhampton Charter Establishes 5 key principles that will underpin the commissioning and procurement activities of key partners in

We will use our commissioning and procurement processes to: Develop and grow a skilled workforce through - Creating employment and training opportunities for local residents including supporting

4 OUT OF DARKN E S S COMETH LIGHT CITY OF WOLVERHAMPTON The City of Wolverhampton Charter Establishes 5 key principles that will underpin the commissioning and procurement activities of key partners in the City. These are set out below along with the measures to be used annually by the City Board to monitor progress. We will use our commissioning and procurement processes to: Develop and grow a skilled workforce through - Creating employment and training opportunities for local residents including supporting people into work and providing work experience placements; mentoring and supporting personal development and, where appropriate incorporating provision within contracts to offer training and employment opportunities for local people Measure - numbers of local people into employment, training and work experience as a result of commissioning and procurement. Encourage healthy lifestyles and independence by - Encouraging the adoption of workplace health initiatives which keep people in work, reduce sickness and also create a workplace that is more conducive to good health. Promoting active travel such as walking, cycling and public transport use Measure - number and % of suppliers adopting workplace health initiatives Support more people to be active within their communities by - Building the capacity of local voluntary and community organisations and schools through the provision of resources and expertise in areas with the greatest need e.g. mentoring and the provision of meeting facilities etc. Measure - number of small local voluntary and community organisations and schools supported as part of the commissioning and procurement process Support business to develop and grow by - Having a preference to buy locally on the condition that a suitable supplier exists and that this provides value for money. Measure - %, number and value of contracts to local suppliers Support the reduction to the carbon footprint and eliminate unnecessary waste by - Specifying good and services on the basis of whole life costing and which minimise the use of resources and the creation of pollution and greenhouse gases Measure - % of goods and contracts procured on the basis of whole life costs (purchase use and disposal) and which minimise the use of resources(production, operation and disposal) pollution and greenhouse gases A commitment from the City Board Councillor Roger Lawrence Jeremy Vanes Claire Boliver Geoff Layer John Wood Ian Darch

5 Commissioning Cycle

The Royal Wolverhampton NHS Trust

The Royal Wolverhampton NHS Trust Trust Board Report Meeting Date: 31 October 2016 Title: Executive Summary: Action Requested: Report of: Author: Contact Details: Resource Implications: Public or Private: