Meeting - Public Board Meeting Date: 24 November 2016 Report Title: s Report Agenda Item: TB/16-17/98 Report Author: Report History: This report has not been considered elsewhere Enclosures: Appendix A Working With Days shift information Presenter: Board Lead Purpose of the Report The purpose of this report is to update the Board of developments in the Trust. Performance Policy Assurance Strategy Strategic Objective 1 Enhance service user engagement and patient experience 2 Become an exemplary employer, enabling staff to reach their full potential 3 Ensure sound financial management without compromising the quality of care 4 Develop dynamic and innovative clinical models, enhancing the quality, safety and effectiveness of services 5 Maintain and further establish our position as the provider of choice for mental health services 6 Enhance the quality and safety of the services by maintaining or exceeding required standards of care 7 Incorporate sustainability and environmental management as an essential element of healthcare delivery Corporate Impact Assessment: Legal or regulatory implications Financial or resource implications Engagement / Consultation Risks identified Links to the Board Assurance Framework or Risk Register Impact on Quality Compliance with Annual Governance statement disclosure requirement, Accountable Officer memorandum and our obligations pursuant to the Trust Development Authority and our Foundation Trust application. None identified None Risk of incurring individual and corporate fines and other penalties for breaches of /failure to comply with Essential Standards, Equality and Diversity Health and Safety legislation, and associated reputational risks. Risk of damage to reputation and inability to provide services None identified Incorporates quality risks and the corresponding key controls 1
Equality & Diversity Demonstrates Trust Commitments to compliance with the Equality and Diversity and Human Rights agenda Recommendation / Action required The Trust Board is asked to receive and note the contents of this report. Approval Discussion Consideration Noting Information 2
1. Executive Summary This is my third s report for the Trust Board, providing a brief update on activities in the organisation and nationally. 2. EMT Review Day 31 October 2016 This was the second of what is now a programme of facilitated days running throughout the year and was timed to ensure that we were able to formally welcome new executive team member, Vincent Badu. We checked progress against the actions agreed at our August event which had included initiating the work to improve the effectiveness of our Community Mental Health teams, strengthening our approach to the patient flow in relation to private bed use, and reviewing the team s individual portfolios to ensure that we achieve maximum impact as a team. All actions were either completed and closed, or on track for delivery. We revisited the Myers Briggs individual and team assessment reports in order to help inform our thinking about team performance, and importantly, further develop our overarching strategy for KMPT. A key action from the October event was to review our use of our weekly team meeting, as a result of which we have revised our approach and established an Executive Assurance Committee. This new meeting is designed to ensure a clear line of sight from the executive to all key areas of work, and to provide both assurance and risk mitigation for each. Terms of Reference for the new meeting will be presented for ratification to the December Board meeting. 3. Sustainable Transformation Programme Work continues across Kent and Medway to ensure that we both improve the quality of services provided, and address the significant financial challenges facing all organisations. KMPT continues to play a full role in the work, leading on both the governance and finance work streams through the and Executive Director of Finance respectively. 4. Care Quality Commission Meeting and Inspection The organisation continues to prepare for our next comprehensive inspection in January. We welcomed on secondment to the nursing directorate this month, a Matron colleague from East London Foundation Trust. The benefit of having a colleague from a Trust which has just received an overall rating of Outstanding, is already evident and we are benefitting from Tumi s input to our preparation and quality improvement programme. The South East s meeting in early November welcomed a very senior colleague from the Care Quality Commission, Natasha Sloman to its meeting. We talked with Natasha about the opportunity to work collectively as specialist Trusts across the region, and in particular, how we can build a shared approach to measuring quality, sharing effective approaches and learning from the experience of inspection. A spring conference is currently being considered. 5. Working with Days At our August team review day, we had each committed to regularly dedicate time to working alongside colleagues in a range of different roles in the Trust. Appendix A provides a brief overview of the team s work since the last board meeting. My 3
commitment as is to spend at least one shift or whole day working alongside colleagues. Most recently I worked a late shift as a Healthcare Assistant on Boughton ward. As always, it was a privilege to spend time with patients and staff, and my shift helped inform my thinking about how as I can help accelerate some of our processes and make it easy for our staff to get on and do the work they are so committed to. 6. Private Bed Use The Trust set itself a target of having no more than fifteen KMPT patients in private beds from November 1 st onwards. From a starting point in June, of seventy-six patients in private beds the board recognised that this was an ambitious aim. I am extremely proud to be able to report publically that we have met our target and that as I write, we have today only five KMPT patients in private beds. I am delighted that today the board is joined by Dr Matthew Debenham and I know that colleagues will join me in recording a vote of thanks to Dr Debenham for his leadership of what has been an enormously important piece of work. Thanks to the dedication of our clinical teams, local people who need admission to hospital can now be admitted to a KMPT bed as close to home as possible. The work now moves in to a new phase, focusing our attention on our care pathways across the community ensuring that we are providing consistently high quality care, with an easy to follow set of standards and expectations for everyone. 7. Street Triage The Board will hear today about the work that Vincent Badu is leading with our police and Clinical Commissioning Group colleagues. We are hopeful that CCGs will work with us to invest the relatively small financial resource required in order to provide this much needed service. 8. Publication of Mental Health Spend by Clinical Commissioning Groups For the first time ever, NHS England has published data showing all CCGs and their spend on mental health. This new report is a helpful starting point for discussion about how nationally and locally, we ensure that mental health services are properly invested in. The data is being used to support our contract negotiations with CCGs and will continue to shape our discussion about the need for greater investment in our services. 9. Team of the Year Since the last board meeting, our Finance team across the Trust won the regional Healthcare Financial Management Association (HFMA) Surrey, Sussex and Kent team of the Year award. Having joined in June, I have been so very impressed by the dedication and talent that we have in our finance directorate. We have a real asset in the organisation, a technically expert team who are completely aligned to the reason we are all here, our patients and service users, their loved ones and families. It was a prize very well deserved. 10. Recommendation The Trust Board is asked to receive and note the contents of this report. 4
Working with Days Shifts undertaken / being undertaken by CEO & Executive Directors November / December 2016 (): I undertook a late shift as a Healthcare Assistant on Friday 28 th October at Boughton Ward, Priority House. 25 th November Working with colleagues at Patient Experience Team (East), Canterbury Philip Cave (Executive Director of Finance): Phil is currently leading on contract meetings for the Trust but will be undertaking more shifts as soon as he can. Ivan McConnell (Executive Director of Transformation and Commercial Development): Ivan is undertaking a series of Working with Days with administrative colleagues at Laurel House, Canterbury and Canada House, Medway as part of the Community Recovery Service Line Transformation programme. Malcolm McFrederick (Director of Operations): 11 th Working with Day at the Beacon, Thanet. 16 th December Malcolm will be undertaking a shift assisting at the specialist equipment services he will be working as an assistant in the workshop. Mary Mumvuri (Executive Director of Nursing and Governance): 16 th November - Maidstone Community Mental Health Team, Albion Place. On 29 th November, Mary also has a first year Trust seconded student from Canterbury and Christchurch University shadowing her. Catherine Kinane (Executive Medical Director): 30 th November - working with colleagues in the Pharmacy team. 28 th December a day with colleagues at Pinewood Ward. Sandra Goatley (Director of Workforce and OD): 1 st December Spending a day with the Patient Experience Team, Canterbury. Vincent Badu (Director of Transformation Integrated Older People s Services): Street Triage Service in Kent Police Contact Centre and planning to spend time shadowing one of our Care Home in Reach CPNs in Dover team during December.