NHS North West London Shaping a Healthier Future Pre-Consultation Business Case Volume 6 Appendices A1 & A2 Edition: 1 20 June 2012 Page 1 of 29
APPENDIX A1 Programme Governance A.1.1 Key governance principles Key principles underpinning Programme governance arrangements: Key decisions will be made by commissioners (with CCG chairs, as commissioners of the future) This decision can only be taken by a legal entity. In NW London this is a Joint Committee of Primary Care Trusts (JCPCT). The JCPCT is constituted of the eight PCTs in NW London plus representatives from Camden, Richmond & Twickenham and Wandsworth PCTs. These three PCTs have chosen to join the JCPCT because they believe the proposals may significantly impact all or part of their population During the lifetime of the programme commissioning responsibilities will transition to CCGs: - From October 2012, CCGs can be authorised. This will enable them to take on delegated responsibilities from PCTs but they will not be a legal entity. Therefore the JCPCT will need to retain decision making responsibility for reconfiguration - However, based upon the Secretary of State s four tests and the NHS London Reconfiguration Guidance, the programme should plan to ensure that CCGs have provided written evidence of their support for the consultation before it is launched - From April 2013 commissioning responsibilities will transfer from PCTs to CCGs. Although this is expected to take place after formal decision-making, implementation will be beginning at this stage - The programme governance has therefore been designed to involve CCGs from the outset to ensure they are bought in and continue to consider it a commissioning priority. Providers have no legal role in the decision-making process but it is very important that they are engaged with and supportive of the process, particularly as they will be responsible for implementing the proposals. The Programme has a Programme Board with provider representation, to provide strategic oversight of the Programme and to report to the JCPCT The Programme Board and its supporting groups act in an advisory role to the JCPCT. This is also consistent with legal advice that double delegation of formal decision-making is not possible (i.e. the Cluster Board which has decision-making authority delegated from the PCTs cannot delegate decision-making further) Clinical leadership of the programme must be facilitated and senior local clinicians (Medical Directors and equivalent) given the opportunity to influence the development of solutions, ensuring that they are clinically sound Local providers must have the opportunity to influence decision-making and involve their staff in the development of informed solutions that reflect actual provider circumstances (e.g. productivity targets, capital implications of changes) Regular opportunities must be provided for key external stakeholders (e.g. OSCs, the public) to influence and inform the development of solutions Programme leadership will transition to commissioners during this time and will need to maintain a single point of accountability via the SRO throughout. Page 2 of 29
A.1.2 Governance arrangements The programme governance structure has been designed around the principles set out above and is summarised in figure A.1 below. Figure A.1: Programme Governance A.1.3 The JCPCT has formal decision-making responsibility for the programme. This includes responsibility for: Taking the final decision on whether to proceed to consultation (based on PCBC) Ultimately, taking the final decision on whether to proceed with proposed service changes. A.1.4 The Programme Board has responsibility for: Overseeing delivery of the programme in line with the scope, aims and timescales set out by the Cluster Board; in particular managing cross-organisational issues, risks and dependencies Overseeing development of programme deliverables Ensuring appropriate links are made with other strategic programmes and groups within NHS NW London ; in particular the Ealing / NWL merger team and the Imperial / West Middlesex project team Page 3 of 29
A.1.5 The Programme Executive has responsibility for: Managing programme delivery in line with the scope, aims and timescales set out by the Cluster Board when the programme was commissioned in November 2011. A.1.6 The Clinical Board has responsibility for: Providing clinical leadership to the programme, ensuring the programme develops robust clinical proposals and making clinical recommendations to the Programme Board and JCPCT. Specifically it is required to: - Review and agree the case for change for NW London - Develop and agree quality standards for services including standards for primary, community and acute care in these areas. Quality standards to include clinical outcomes, patient experience and access (journey time) to care - Ensure out of hospital care strategies will deliver against the standards required - Develop and agree models of care which will ensure delivery of these standards across the whole of NW London - Develop options for the future configuration of acute services - Develop and recommend criteria for the assessment of options for the future configuration of services to the Programme Board. In addition the Board is also required to: - Provide expert clinical advice on other programme deliverables; including expected clinical benefits - Ensure there are clinical advocates for proposals in each relevant service area. A.1.7 The Expert Clinical Panel will advise the Programme Medical Directors / Clinical Board as necessary. A.1.8 The Finance & Business Planning Working Group has responsibility for: Developing a financial model to capture baseline activity and financials for all acute providers across NW London, and project forward activity and financials under status quo and a range of configuration options Developing high level estimates of capital expenditure requirements for configuration options Planning, managing and quality assuring input to programme deliverables relating to: - Modelling assumptions - Financial projections & impact - Financial criteria for assessment - Activity & capacity projections & impact - Analysis of impact on travel times - Workforce planning - Expected benefits in terms of finance, workforce, capacity, travel / access. Ensuring programme deliverables have appropriate input from provider leads for finance, capacity / estates planning and workforce. Page 4 of 29
A.1.9 The Communications & Engagement Working Group has responsibility for: Planning and coordinating programme communications & engagement activities, ensuring statutory requirements are met at each stage Ensuring consistency of communications between commissioners and providers, as part of managing internal communications Coordinating engagement with PPAG, OSCs / JHOSC etc. as required by programme Coordinating broader engagement with clinicians, GP practices, patients and public. A.1.10 The Out-of-Hospital Care Working Group has responsibility for: Ensuring the robustness of proposals and modelling underpinning the out-of-hospital aspects of the programme Ensuring alignment of the out-of-hospital strategy with the reconfiguration proposals Ensuring continuity of delivery through appropriate and co-ordinated service change and strike the right balance between strategy development and implementation Identifying the key dependencies and implications of implementing the strategy for out-of hospital care, including, but not limited to, social services impacts Informing the benefits framework for the reconfiguration programme Planning, managing and quality assuring input to reconfiguration programme deliverables relating to: - Localised case for change - 8 borough level and one overarching Out-of-Hospital Strategy for NW London - Completion of Out-of-Hospital elements of the pre-consultation business case - Alignment of the Out-of-Hospital Strategy with the on-going implementation of QIPP programmes and projects. A.1.11 The Joint Health Overview & Scrutiny Committee (JHOSC) has responsibility for: Bringing together representatives of each OSC in the area and, if necessary, in neighbouring areas Scrutinising the programme and its proposals for service change and agreeing whether or not the proposals are considered substantial and whether, therefore, public consultation is necessary Terms of reference have been developed for each of these groups except the JHOSC (which is managed and supported by Local Authorities). Page 5 of 29
APPENDIX A2 Programme Governance: Terms of Reference for Programme Contents Programme Board Terms of Reference (ToR) Finance & Business Planning Working Group ToR Clinical Board ToR Out of Hospital Care Working Group ToR Comms & Engagement Working Group ToR Programme Executive ToR JCPCT establishment agreement Programme Governance overview Page 6 of 29
A.2.1 NW London Reconfiguration Programme Board Terms of Reference Purpose of the Programme Board The Programme Board is an advisory body to the JCPCT which will decide on the option(s) for future configuration of services upon which to consult and commission. The Programme Board will ensure that the best possible options are developed in a robust, open and transparent manner and that Programme Board members are given the opportunity to influence each stage in the development, shortlisting and refinement of options to secure the best solution for patients in NWL and the NHS as a whole. The Programme Board is constituted to bring together local commissioners and local providers to inform and influence the development of the programme. It is not responsible for commissioners or providers decision making. The Programme Board will made recommendations to the NWL JCPCT/ Cluster Board and in particular advise it on: Delivery of the programme in line with the scope, aims and timescales set out by Cluster Board Development of programme deliverables and progress against agreed timescales, in particular the management of cross-organisational issues, risks and dependencies Responsibilities In order to achieve its purpose, the Programme Board has responsibilities to: Oversee development of programme deliverables and approve these as ready to go forward to the JCPCT/ Cluster Board for approval. This should include: Case for service change in NWL Process for options development and appraisal The Pre-Consultation Business Case Option(s) for change for public consultation and consultation material Report on consultation findings and the programme s proposed response; and Decision Making Business Case setting out final recommendations for the future configuration of services in NWL Assure itself of the continuing validity of the Vision, the Programme benefits, and the Programme plans to deliver this Vision and these benefits Ensure appropriate links are made with other strategic programmes and groups within NHS NWL, in particular the Ealing/NWLH merger programme team Ensure appropriate links are made with other strategic programmes and organisations outside NHS NWL, including NHS SWL, NHS NCL, NHS London, London Health Programmes Constitution, Decision-making and Behaviours The NWL Reconfiguration Programme Board is established by the NWL Cluster Board and has no powers other than those included in its terms of reference. The Programme Board will seek to reach consensus in deciding its recommendations. Where consensus cannot be reached, views which are divergent from the majority view will be recorded and presented with the report/advice to the NWL Cluster Board. Page 7 of 29
Members are expected to act as ambassadors for the Programme and engage their organisations in the development of the Programme. Programme Board members are expected to act in the best interests of local patients and the NHS in North West London as a whole. Each Programme Board member is expected to act as a representative of their organisation. Where an organisation s board raises concerns about the recommendations or progress of the Programme, the Programme Director shall support the member in engaging their organisation in addressing the concerns. Due to the large size of the Programme Board, the Programme Chair/SRO or Programme Director will engage members in agreeing innovative methods to ensure that all parties are able to express their views. Members are expected to provide information to the Programme Board, and its groups, to support the undertaking of accurate analysis and well informed decisionmaking. The Programme Board will be advised by NWL local Health Overview and Scrutiny Committees (HOSCs) and/or a Joint Health Overview & Scrutiny Committee (JHOSC) The NWL Patient and Public Advisory Group (PPAG) NWL shadow Health & Wellbeing Boards The Clinical Board will act as the single route for making clinical recommendations to the Programme Board The Programme Board shall be dissolved when the Cluster Board confirms that the service configuration option has been decided, and any formal reviews or challenges of that decision have been completed or at any other time when a significant change to either the programme or existing governance arrangements makes it necessary. Authority The Programme Board is authorised: to instigate any activity within its terms of reference and to seek information as necessary; to obtain outside legal or other independent professional advice; to secure the attendance of such persons, including outsiders with relevant experience and expertise, as it considers necessary. Chair and Senior Responsible Owner The NHS NWL Cluster Chief Executive shall be the Programme Board Chair and the Senior Responsible Owner for the Programme. If the Chair is unable to attend a meeting, the Programme Director will deputise. Quorum Where the Chair has determined and has given two weeks notice to Programme Board members that a key decision will be made, then the quorum shall include members (or their proxies) of all organisations that the Chair determines should be present unless that organisation has instead chosen to make a written submission. For other meetings, the Programme Board will be quorate when at least two weeks notice has been given of the meeting and the Chair (or a Proxy) and three other members (or their proxies) are present. Page 8 of 29
Membership The membership of the Programme Board shall be: Chair and Senior Responsible Owner: NHS NWL CEO Programme Medical Director(s) CEOs of the provider trusts located in NWL: North West London Hospitals NHS Trust Ealing Hospital NHS Trust and ICO Hillingdon Hospitals NHS Foundation Trust West Middlesex University Hospital NHS Trust Imperial College Healthcare NHS Trust Chelsea & Westminster Hospital NHS Foundation Trust Royal Marsden NHS Foundation Trust Royal Brompton & Harefield NHS Foundation Trust Royal National Orthopaedic Hospital NHS Trust Central and North West London NHS Foundation Trust West London Mental Health NHS Trust Hounslow & Richmond Community Healthcare Central London Community Healthcare NHS Trust London Ambulance Service NHS Trust Chair of each Clinical Commissioning Group in NWL: Central London Healthcare Victoria Commissioning Consortium West London Commissioning Consortium Hammersmith & Fulham CCG Ealing CCG Hillingdon CCG Brent GP Federation Harrow CCG NHS NWL Directors NHS NWL sub-cluster CEOs PPAG representative In addition, the following shall be invited to attend: NHS London South West London PCT Cluster North Central London PCT Cluster The Programme Director and Programme Manager shall also attend Programme Board meetings. Programme Board Support Support and advice to the Programme Board will be provided by the Programme Director and by the Programme Manager as Board Secretary. This support shall include: Agreement of the agenda with the Programme Board Chair The proper and timely preparation and circulation of papers Keeping a proper record of the meetings and all decisions and actions to be taken forward Advising the Programme Board and its Chair on matters of process and procedure Page 9 of 29
Meetings The Programme Board will meet monthly, and more frequently if required to consider matters in a timely manner, e.g. to approve key deliverables. Reporting A report of the work of the Programme Board and progress of the Programme shall be submitted to each meeting of the NHS North West London JCPCT/ Cluster Board. Review The Programme Board shall keep its membership and responsibilities under review in the light of the development of the Programme, and make any recommendations to the NHS North West London JCPCT/ Cluster Board on changes to its membership or responsibilities. Page 10 of 29
A.2.2 Finance & Business Planning Working Group ToR Purpose of the Finance & Business Planning Working Group To advise on, inform and approve workstream activities and deliverables To provide expert financial, capital, estates, productivity and workforce input to the programme; in particular to: Develop a financial model to capture baseline activity and financials for all acute providers across NW London, and project forward activity and financials under status quo and a range of configuration options To include high level estimates of capital expenditure requirements for configuration options Ensure programme proposals and deliverables, in particular the options development and appraisal, are based upon robust modelling and assumptions Ensure that modelling assumptions and data are agreed amongst all providers and commissioners Ensure the financial, capital, estates, activities and workforce implications of proposals are fully understood, for the sector as a whole and at site level and that provider CEOs are fully sighted on these implications Ensure programme deliverables have appropriate input from provider leads for finance, capacity / estates planning and workforce Responsibilities In order to achieve its purpose, the Finance & Business Planning Working Group has responsibilities to: Ensure the robustness of assumptions and modelling underpinning expectations of financial and business planning benefits Identify the financial and business planning dependencies and implications of implementing the clinical vision Plan, manage and quality assure input to programme deliverables relating to: Baseline financials Modelling assumptions Financial projections & impact Activity & capacity projections & impact Analysis of impact on travel times Workforce planning Expected benefits in terms of finance and capacity requirements, workforce,, travel / access Specifically, to: Produce financial model to capture baseline activity and financials for all acute providers across NW London, and project forward activity and financials under status quo and a range of configuration options; to include high level estimates of capital expenditure requirements for configuration options Ensure that modelling assumptions and data are agreed amongst all providers and commissioners Ensure the financial, capital, estates, activities, travel and workforce implications of proposals are identified 11
Constitution, Decision-making and Behaviours The Finance & Business Planning Working Group is established by the Cluster Board to advise the Reconfiguration Programme Board, and has no powers other than those included in its terms of reference. The Finance & Business Planning Working Group will seek to reach consensus in deciding its recommendations. Where consensus cannot be reached, views which are divergent from the majority view will be recorded and presented with the report/advice to the Programme Board. Members are expected to act as ambassadors for the Programme and engage their organisations in the development of the Programme. Where an organisation s board raises concerns about the recommendations or progress of the Programme, the Programme Director shall support the member in engaging their organisation in addressing the concerns. Members are expected to provide information to the Finance & Business Planning Working Group to support the undertaking of accurate analysis and well informed decision-making. The Finance & Business Planning Working Group shall be dissolved when the Cluster Board confirms that the future service configuration has been decided, and any formal reviews or challenges of that decision have been completed. Authority The Finance & Business Planning Working Group is authorised to instigate any activity within its terms of reference and to seek information as necessary. The Finance & Business Planning Working Group is authorised by the Cluster Board to secure the attendance of such persons, including outsiders with relevant experience and expertise, as it considers necessary. Chair The NHS NWL Director of Finance shall be the Chair. Quorum Where the Chair has determined and has given two weeks notice to Finance & Business Planning Group members that a key decision will be made then the quorum shall include members (or their proxies) of all organisations that the Chair determines should be present unless that organisation has instead chosen to make a written submission. For other meetings, the Finance & Business Planning Working Group will be quorate when at least two weeks notice has been given of the meeting and the Chair (or a Proxy) and three other members (or their proxies) are present. Membership The membership of the Finance & Business Planning Working Group shall be: Chair: NHS NWL Director of Finance 12
Commissioner and provider Finance Directors Provider estates leads Commissioner and provider workforce leads (or a representative) The Programme Director and Programme Manager shall also attend Finance & Business Planning Group meetings. Finance & Business Planning Group Support Support and advice to the Finance & Business Planning Working Group will be provided by the Programme Management Team. This support shall include: Agreement of the agenda with the Group Chair The proper and timely preparation and circulation of papers Keeping a proper record of the meetings and all decisions to be taken forward Advising the Group and its Chair on matters of process and procedure Meetings The Finance & Business Planning Working Group will meet not less than monthly, and more frequently if required to consider matters in a timely manner. Reporting A report of the work of the Finance & Business Planning Working Group shall be submitted to each meeting of the Programme Board. Review The Finance & Business Planning Working Group shall keep its membership and responsibilities under review in the light of the development of the Programme, and make any recommendations to the Programme Board on changes to its membership and responsibilities. 13
A.2.3 Clinical Board ToR Purpose of the Clinical Board To provide clinical leadership to the programme, ensuring the programme develops robust clinical proposals and making clinical recommendations to the Programme Board. Specifically it will: Review and agree the case for change for NW London To develop and agree quality standards for services, with a particular focus on urgent care, children s services, and long term conditions including standards for primary, community and acute care in these areas Quality standards to include clinical outcomes, patient experience and access (journey time) to care To develop and agree models of care which will ensure delivery of these standards across the whole of NW London To develop options for the future configuration of acute services To develop and recommend criteria for the assessment of options for the future configuration of services to the programme board To ensure Out of Hospital care will deliver against the standards required In addition the Board will also: - Provide expert clinical advice on other programme deliverables; including expected clinical benefits - Ensure there are clinical advocates for proposals in each relevant service area To establish Working Groups where required to take forward short, focussed work to finalise clinical service models Responsibilities In order to achieve its purpose, the Clinical Board has responsibilities to: Engage with clinicians within the sector to identify the clinical evidence base underpinning the case for change in NWL Set out standards for high quality care, particularly in the areas outlined above Agree the resulting vision and clinical service models Recommend the criteria to be used to assess service options and service models to the programme board Identify a clinical benefits framework for the programme Support the development of clinically appropriate options for acute service configuration and the definition of decision making criteria to appraise these options Ensure proposals for Out of Hospital care will enable the service standards to be met Engage with external expert clinicians and clinical advisory, in particular the NCAT, to clinically assure the service models and proposed configuration options. Engage with other local clinicians to test and refine clinical proposals Constitution, Decision-making and Behaviours The Clinical Board is established by the Cluster Board to advise the Reconfiguration Programme Board, and has no powers other than those included in its terms of reference. 14
The Clinical Board will seek to reach consensus in deciding its recommendations. Where consensus cannot be reached, views which are divergent from the majority view will be recorded and presented with the report/advice to the Programme Board. Members are expected to act as ambassadors for the Programme and engage clinicians within their organisations in the development of the Programme. Where clinicians raise concerns, the Programme team shall support the member in engaging relevant clinicians in addressing the concerns. Members are expected to provide information to the Clinical Board to support the undertaking of accurate analysis and well informed decision-making. The Clinical Board shall be dissolved when the Cluster Board confirms that the future service configuration has been decided, and any formal reviews or challenges of that decision have been completed. Authority The Clinical Board is authorised to instigate any activity within its terms of reference and to seek information as necessary. The Clinical Board is authorised by the Cluster Board to secure the attendance or advice of such persons, including outsiders with relevant experience and expertise, as it considers necessary. Chair There will be four Programme Medical Directors two representing primary care and two representing acute care. The Programme Medical Directors shall act as joint Chairs of the Clinical Board. Each will be particularly responsible for ensuring the robustness of deliverables and clinical ownership in the respective clinical areas. Quorum Where the Chair has determined and has given two weeks notice to Clinical Board members that a key decision will be made then the quorum shall include members (or their proxies) of all organisations that the Chair determines should be present unless that organisation has instead chosen to make a written submission. For other meetings, the Clinical Board will be quorate when at least two weeks notice has been given of the meeting and the Chair (or a Proxy) and three other members (or their proxies) are present. Membership The membership of the Clinical Board shall be: Chairs and Senior Responsible Officers: Programme Medical Directors (as above) Nominated Clinical leaders for each NWL Provider organisation Nominated CCG representatives PPAG representative(s) and/or patient experts Director of Public Health, NHS NWL Director of Nursing, NHS NWL 15
The Programme Manager shall also attend Clinical Board meetings. Where relevant, the OOH workstream lead will also be invited to attend Clinical Board Support Support and advice to the Clinical Board will be provided by the Programme Manager and the Programme Management Team. This support shall include: Agreement of the agenda with the Board Chair The proper and timely preparation and circulation of papers Keeping a proper record of the meetings and all decisions to be taken forward Advising the Board and its Chair on matters of process and procedure Meetings The Clinical Board will meet every two weeks and more frequently if required to consider matters in a timely manner. Reporting A report of the work of the Clinical Board shall be submitted to each meeting of the Programme Board. Review The Clinical Board shall keep its membership and responsibilities under review in the light of the development of the Programme, and make any recommendations to the Programme Board on changes to membership or responsibilities. Advisory support The Clinical Board will be advised by: - The NWL Clinical Senate (once established) - An expert Advisory group of external clinicians with specific expertise who will be asked to act as critical friends at key stages - Short term clinical groups established to quickly finalise service models that need further work 16
A.2.4 Out of Hospital Care Working Group ToR Purpose of the Out of Hospital Care Working Group To manage programme delivery for the Out of Hospital workstream in line with the scope, aims and timescales set out by the JCPCT/ Cluster Board; in particular to: Ensure the Reconfiguration Programme develops a robust vision and strategy for Out of Hospital care, based upon sound modelling and assumptions Ensure reconfiguration programme deliverables in relation to the Out of Hospital strategy have appropriate input from CCGs, Community Care Providers, Local Authorities, patients and the public Ensure that the Out of Hospital implications of reconfiguration proposals are fully understood, for the cluster as a whole and at borough / CCG level and that CCGs and provider CEOs are fully sighted on these implications Ensure the full alignment between the ongoing implementation of CCGs Commissioning Intentions (including QIPP plans) with the broader reconfiguration proposals, such that the implementation of the Out of Hospital QIPP plans facilitate delivery of the overall reconfiguration proposals Responsibilities In order to achieve its purpose, the Out of Hospital Care Working Group has responsibilities to: Ensure the robustness of proposals and modelling underpinning the Out of Hospital aspects of the programme Ensure alignment of the Out of Hospital strategy with the overall reconfiguration proposals Ensure continuity of delivery through appropriate and co-ordinated service change and strike the right balance between strategy development and implementation Identify the key dependencies and implications of implementing the strategy for Out of Hospital care, including, but not limited to, social services impacts Inform the benefits framework for the reconfiguration programme Plan, manage and quality assure input to reconfiguration programme deliverables relating to: Localised case for change 8 borough level and one overarching Out of Hospital Strategy for NW London Completion of Out of Hospital elements of the pre-consultation business case Alignment of the Out of Hospital Strategy with the ongoing implementation of QIPP programmes and projects Constitution, Decision making and Behaviours The Out of Hospital Care Working Group is established by the Cluster Board to advise the Reconfiguration Programme Board, and has no powers other than those included in its terms of reference. 17
Members are expected to provide information to the Programme Board, and its groups, to support the undertaking of accurate analysis and well informed decisionmaking. Members are expected to act as ambassadors for the reconfiguration programme and engage their organisations in its development. Where an organisation s board raises concerns about the recommendations or progress of the Programme, the Programme Director shall support the member in engaging their organisation in addressing the concerns. The Out of Hospital Care Working Group shall be dissolved when the Cluster Board confirms that the service configuration option has been decided, and any formal reviews or challenges of that decision have been completed. Authority The Out of Hospital Care Working Group is authorised to instigate any activity within its terms of reference and to seek information as necessary. The Out of Hospital Care Working Group is authorised by the Cluster Board to secure the attendance of such persons, including outsiders with relevant experience and expertise, as it considers necessary. Chair The NHS NWL Director of the Delivery Support Unit (DSU). Membership The membership of the Out of Hospital Care Working Group shall be: Chair and Senior Responsible Officer: NHS NWL Director of the DSU Representatives of each CCG Borough Directors Nominated Directors from each London Borough Provider Out of Hospital Care leads The Programme Director and Programme Manager shall also attend Out of Hospital Care Working Group meetings. Quorum Where the Chair has determined and has given two weeks notice to Out of Hospital Care Working Group members that a key decision will be made then the quorum shall include members (or their proxies) of all organisations that the Chair determines should be present unless that organisation has instead chosen to make a written submission. For other meetings, the Out of Hospital Care Working Group will be quorate when at least two weeks notice has been given of the meeting and the Chair (or a Proxy) and three other members (or their proxies) are present. 18
Out of Hospital Care Working Group Support and advice to the Out of Hospital Care Working Group will be provided by the Programme Management Team. This support shall include: Agreement of the agenda with the Chair The proper and timely preparation and circulation of papers Keeping a proper record of the meetings and all decisions to be taken forward Advising the Group and its Chair on matters of process and procedure Keeping an active Risk Log for review at every meeting and as part of the overall programme governance arrangements Meetings The Out of Hospital Care Working Group will meet monthly and more frequently if required to consider matters in a timely manner. Reporting A report of the work of the Out of Hospital Care Working Group shall be submitted to each meeting of the Programme Board. Review The Out of Hospital Care Working Group shall keep its membership and responsibilities under review in the light of the development of the Programme, and make any recommendations to the Programme Board on changes to its membership and responsibilities. 19
A.2.5 Communications & Engagement Working Group ToR Purpose of the Communications & Engagement Working Group To advise on, inform and approve workstream activities and deliverables To ensure that the programme plans and undertakes appropriate engagement with relevant stakeholders at each stage To ensure that the programme delivers sufficient levels of awareness or, understanding about and support for service change across NWL among key target audiences To ensure regular opportunities are provided to engage with key target audiences, both before, during and following formal consultation To ensure audience engagement and consultation is facilitated through high-quality, credible communications channels and messages To ensure support among target audiences is benchmarked and tracked over time, both before and after consultation To ensure that statutory requirements to engage stakeholders in the programme are met To ensure consistency of communications between commissioners and providers, as part of managing internal communications. Responsibilities The workstream will run six strands: Firstly, editorial (core script, key messages, proactive and reactive content) Secondly, stakeholder management (segmentation, prioritisation, targeting, ownership, recording) Thirdly, marketing services (branding, multi-media channels, delivery, consultation management) Fourthly, stakeholder insight via an opinion tracker (from start of 2012) Fifthly, stakeholder impact (Integrated Impact Assessment, Travel Advisory Group); and Sixthly, independent analysis of the post-consultation results In order to achieve its purpose, the Comms & Engagement Working Group has responsibilities to: Establish programme branding and key messages at each stage of the programme Plan and coordinate programme communications & engagement activities, ensuring statutory requirements are met at each stage Ensure programme leaders, particularly clinicians, are supported in undertaking programme communications and engagement activities Lead the formulation and communication of messages to the range of stakeholders to support delivery of the Programme Map programme stakeholders and maintain a stakeholder engagement plan Support other parts of the programme in planning appropriate engagement of stakeholders in the development of deliverables 20
Pay particular attention to how Traditionally Under-represented Groups are engaged Ensure the effect of the consultation solution(s) on the travel options for patients and carers is communicated effectively In particular, the Working Group will: Coordinate engagement with PPAG, OSCs / JOSC etc as required by programme manager Coordinate broader engagement with clinicians, GP practices, patients and public Constitution, Decision-making and Behaviours The Communications & Engagement Working Group is established by the Cluster Board to advise the Reconfiguration Programme Board, and has no powers other than those included in its terms of reference. The Communications & Engagement Working Group will seek to reach consensus in deciding its recommendations. Where consensus cannot be reached, views which are divergent from the majority view will be recorded and presented with the report/advice to the Programme Board. Members are expected to act as ambassadors for the Programme and engage their organisations in the development of the Programme. Where an organisation s board raises concerns about the recommendations or progress of the Programme, the Programme Director shall support the member in engaging their organisation in addressing the concerns. Members are expected to provide information to the Communications & Engagement Working Group to support the undertaking of accurate analysis and well informed decision-making. The Communications & Engagement Working Group shall be dissolved when the Cluster Board confirms that the future service configuration has been decided, and any formal reviews or challenges of that decision have been completed. Authority The Comms & Engagement Working Group is authorised to instigate any activity within its terms of reference and to seek information as necessary. The Communications & Engagement Group is authorised by the Cluster Board to secure the attendance of such persons, including outsiders with relevant experience and expertise, as it considers necessary. Chair The NHS NWL Director of Communications shall be the Chair. 21
Quorum Where the Chair has determined and has given two weeks notice to Communications & Engagement Working Group members that a key decision will be made then the quorum shall include members (or their proxies) of all organisations that the Chair determines should be present unless that organisation has instead chosen to make a written submission. For other meetings, the Communications & Engagement Working Group will be quorate when at least two weeks notice has been given of the meeting and the Chair (or a Proxy) and three other members (or their proxies) are present. Membership The membership of the Comms & Engagement Working Group shall be: Chair: NHS NWL Director of Communications Commissioner and provider Communications Directors or equivalents A communications representative of each sub-cluster The Programme Director and Programme Manager shall also attend Comms & Engagement Working Group meetings. Support for the Comms & Engagement Working Group Support and advice to the Comms & Engagement Working Group will be provided by the Programme Management Team. This support shall include: Agreement of the agenda with the Group Chair The proper and timely preparation and circulation of papers Keeping a proper record of the meetings and all decisions to be taken forward Advising the Group and its Chair on matters of process and procedure Meetings The Comms & Engagement Working Group will meet monthly and more frequently if required to consider matters in a timely manner. Reporting A report of the work of the Comms & Engagement Working Group shall be submitted to each meeting of the Programme Board. Review The Comms & Engagement Working Group shall keep its membership and responsibilities under review in the light of the development of the Programme, and make any recommendations to the Programme Board on changes to membership and responsibilities. 22
A.2.6 Programme Executive ToR Purpose of the Programme Executive To advise on, inform and approve workstream activities and deliverables To manage programme delivery in line with the scope, aims and timescales set out by the Cluster Board Responsibilities In order to achieve its purpose, the Programme Executive has responsibilities to: Track and manage progress of programme activity; ensuring that issues are acted on rapidly Ensure that risks are being appropriately managed, in line with the programme risk register Plan and scope each phase of work and ensure the programme remains appropriately resourced to deliver Engage with Programme Board members and other stakeholders as appropriate in between programme boards to support day-to-day decisionmaking Constitution, Decision-making and Behaviours The Programme Executive is established by the Cluster Board to advise the Reconfiguration Programme Board, and has no powers other than those included in its terms of reference. The Programme Executive will seek to reach consensus in deciding its recommendations. Where consensus cannot be reached, views which are divergent from the majority view will be recorded and presented with the report/advice to the Programme Board. Members are expected to act as ambassadors for the Programme and engage their organisations in the development of the Programme. Where an organisation s board raises concerns about the recommendations or progress of the Programme, the Programme Director shall support the member in engaging their organisation in addressing the concerns. Members are expected to provide information to the Programme Executive to support the undertaking of accurate analysis and well informed decision-making. The Programme Executive shall be dissolved when the Cluster Board confirms that the future service configuration has been decided, and any formal reviews or challenges of that decision have been completed. Authority The Programme Executive is authorised to instigate any activity within its terms of reference and to seek information as necessary; and is authorised to obtain outside legal or other independent professional advice. 23
Chair The Workstream Lead for Programme Delivery shall be the Chair. Quorum Where the Chair has determined and has given one week s notice to Programme Executive members that a key decision will be made then the quorum shall include members (or their proxies) of all organisations that the Chair determines should be present unless that organisation has instead chosen to make a written submission. For other meetings, the Programme Executive will be quorate when at least two days notice has been given of the meeting and the Chair (or a Proxy) and two other members (or their proxies) are present. Membership The membership of the Programme Executive shall be: Chair: Workstream Lead for Programme Delivery Programme Director Programme Manager NHS London Programme Medical Directors Sub-cluster Chief Executives Workstream leads Support to the Programme Executive The Programme Management Team shall provide support to the Executive, including: Agreement of the agenda with the Programme Executive Chair The proper and timely preparation and circulation of papers Keeping a proper record of the meetings and all decisions to be taken forward Advising the Programme Executive and its Chair on matters of process and procedure Meetings The Programme Executive will meet fortnightly, and more frequently if required to consider matters in a timely manner. Reporting A report of the work of the Programme Executive shall be submitted to each meeting of the Programme Board. 24
Review The Programme Executive shall keep its membership and responsibilities under review in the light of the development of the Programme, and make any recommendations to the Programme Board on changes to membership and responsibilities. 25
A.2.7 JCPCT Establishment Agreement 26
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