Purpose DUE DILIGENCE 1. To discuss progress on initial corporate due diligence / discovery / impact assessment activity in relation to the new public health body and to reflect on how best to gather this information across the organisations affected. Background 2. The complexity of establishing any new public body means that no step by step process can be rigidly applied. In each case, the approach taken is shaped by the context within which a particular body is to be established and the specific strategic and operational requirements which apply. 3. There are some key milestones and deliverables that are typically associated with the establishment of a new body. The first of these are the establishment of a full business case, a project plan / schedule and related due diligence activity around existing contract and asset management, systems and services, staff transfers and other staff issues and completion of statutory impact assessments. 4. Annex A describes the initial due diligence questions which we shared with senior colleagues in Health Protection Scotland (HPS) in mid-march. This allowed us to test the feasibility of such an approach within a division of NHS National Services Scotland (NSS). 5. Colleagues in HPS (which included business partner leads in Human Resources, Finance and IT) have recently confirmed that they lack access to the corporate information necessary to complete all the questions and have suggested that the work would actually be better undertaken at NSS level. 6. We must also undertake similar due diligence with Health Scotland, and with any other organisation where functions or resources will be transferred into the new body. 7. The views and comments of the Oversight Board on this element of the transformation process are welcomed. 1
NEW PUBLIC HEALTH BODY: DUE DILIGENCE PROCESS HEALTH PROTECTION SCOTLAND Last updated: 31 March 2017 Key Facts Name Health Protection Scotland Head count Budget 130 90 managed within HPS 40 managed elsewhere most in ISD (clinical staff, administration staff, web publication and library) Administration budget: Programme budget: Based Meridian Court, Glasgow All staff official based there, but could work flexibly elsewhere Status Division of Public Health and Intelligence (PHI) PHI is a Strategic Business Unit (SBU)of NHS National Services Scotland (NSS). NSS is a public body - set up in Roles Immunisation and Preventative programmes Health Threat Surveillance Incident and outbreak management Healthcare and Associated Infection Travel and International Health Workforce education and development Research and Intelligence Specialist clinical services Population Screening National network management service Scope Public health roles above - in Scotland (and beyond) the NHS Scotland Act 1978 Coordinating the Scottish Immunisation Programme National surveillance of communicable disease and health problems associates with environmental hazards Identifying and responding to incidents and outbreaks supporting health boards and local authorities Coordinate prevention of HAI and containing Antimicrobial Resistance. Providing access to the latest travel health advice for public and health professionals and primary care staff Supporting the development of good practice in health protection Identifying priorities, translating research and evaluating public health protection programmes. Specialist services for patients with a rare condition or for treatment of a specialist nature (including outwith Scotland) Specialist screening programmes designed to detect the early signs of disease for further diagnostic testing, referral or treatment. Supporting networks for patients who often have particular or complex healthcare needs Set up to act across all health services. 2013 Order extended role to provide goods and services to local authorities and other bodies. 2014 Act extends shared services to most of public sector - including the Scottish Administration. 2
Governance Legal status Accountability Part of a strategic business unit within public body Executive accountability through PHI to board for operational matters and through NSS Chief Executive to DG Health and SG Perm Sec for accountable officer purposes. Parent body (Common Services Agency, aka NSS ) formally established in NHS Scotland Act 1978 Strategic and Performance accountability through PHI to: board; Scottish Ministers; and through NSS board and Chief executive to the Scottish Parliament. Corporate Documents Covered in NSS Local Delivery Plan (LDP) 2016/2021 Covered in NSS Annual Report and Accounts Relationships ISD Both part of PHI. Embedded staff, shared governance structure and shared strategic goals External Bodies Scottish Health Protection Network (CMO) SARHAI (CNO) Public Health England UK competent authority for certain health matters Medicines and Healthcare products Regulatory Authority UK competent authority for medicines and healthcare products Reference Laboratories (EU) Access required across UK Scottish National Blood Transfusion Service HIS Close working, shared governance structure and shared goals. NHS Education for Scotland Obligations Scottish Government Public Appointments, public Bodies, Public Services Reform, Ethical Standards, FOI, Data Protection, Environmental, Health and Safety etc Legal obligations apply only NSS 3
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Corporate Services IT Service and Support NSS internal Equipment Infrastructure Storage Applications Telecoms Service and Support NSS internal Equipment Infrastructure Procurement Service and support NSS internal System Finance Service and support NSS internal System 5
HR Services Service and support NSS internal System Legal Service and support NSS internal Estates Service and support NSS internal Accommodation Rented Space Cost Break point (date) Costs of Breaking Locations Meridian Court Security Service and support NSS internal MoUs Academia Universities Vets Concordats WLAs Research labs SLAs PHI-level SLA with SG 6
HR Staff numbers by grade Staff numbers by role Terms and Conditions Pensions Training Trade Unions Management Web/library Administrative Clinical Secondment Maternity Long-term absent Executive level (EL) Staff costs Agenda for Change Staff costs Consultant contract Staff costs Scheme(s) HPS current members Pensioner numbers Deferred pensioners Costs Transfer/harmonisation cost Staff costs See Annex A HR Policies NSS policies apply (see list at Annex B) 7
Miscellaneous Contacts Name Position Details Kate Harley Associate Director kateharley@nhs.net Jacqui Reilly Lead Consultant, HAI jacquelinereilly@nhs.net Caroline Macaulay HR Business partner IT Business partner NSS Central Legal Service 8