Part 1 Part 2 NHS TRAFFORD CLINICAL COMMISSIONING GROUP GOVERNING BODY 27 February 2018 Title of report Accountable Officer s update Purpose of the report The report is a short round up of several topics for information to the Governing Body. Actions requested Decision (Decision and discussion required) Discussion (No decision required. Discussion only which may lead to actions ) Information (no discussion required) Strategic objectives supported by the report Continually improve engagement with member practices, patients, the public, carers, providers, our staff and other partners to effectively contribute to and influence the work of Trafford CCG. Working with health and social care partners deliver the transformation plan for Trafford including an increasing proportion of services from primary care and community services in an integrated way. Through effective integrated commissioning improve the quality of services and reduce the gap in health outcomes between the most and least deprived communities in Trafford. To be a sustainable economy both in terms of clinical services and finances. Recommendations The Governing Body is asked to: i. note the contents of the report ii. confirm the organisational priorities January 2018 March 2019
Trafford Coordination Centre implications Discussion history prior to the Governing Body Financial implications Risk implications Equality Impact Assessment Communications Issues Public engagement summary Nothing contained in the report directly applicable to the Co-ordination Centre. The topics have been discussed in several CCG meetings including Senior Management Team and joint meetings with Trafford Borough Council. There are no financial implications associated with the content of this paper. The content of the paper covers a number of corporate risks including risk 1 relating to integration and risk 2 relating to capacity. There are no added risks. There are no equality risks associated with this paper. Stakeholders and partners have been advised of the integration of the commissioning functions and progress on the transformation fund bid. Updates are provided on a monthly basis. There has been no requirement to formally engage with the public on the content of this paper. Prepared by Responsible Director Cameron Ward, Interim Accountable Officer Cameron Ward, Interim Accountable Officer Priorities 2017/18 1. Design, plan and begin implementation of the Transformation Plan, including New Models of Primary Care, integration with Trafford MBC, Local Care organisation and maimising the Trafford Co-ordination Centre. 2. Attain delayed transfers of care targets (DTOCs). 3. Meeting waiting time standards in urgent care, cancer, mental health and planner care. 4. Achieve financial plans. a. Enhance CRES scheme delivery b. Prepare a medium term financial plan 5. Implement delegated primary care commissioning, including GP Forward View 6. Prepare a Trafford wide integrated estate and service plan including Altrincham and Limelight. 7. Enhance engagement with communities, providers and primary care. 8. Progress organisational development throughout the health and social care sector. 9. Progress commissioned service changes e.g. end of life, diabetes.
ACCOUNTABLE OFFICER S UPDATE 1.0 INTRODUCTION AND BACKGROUND This summary paper highlights several topics of interest to the Governing Body affecting the organisation. 2.0 GOVERNING BODY STRATEGIC MEETING ON 30 JANUARY 2.1 The meetings are held to inform the Governing Body on a number of subjects so they are briefed and involved with key issues and topics affecting the organisation. Sometimes the topics covered are in their early stages of development or of a planning nature where Governing Body involvement at an early stage is important. All matters of public interest are discussed at Governing Body meetings held in public eg the transformation fund progress and integration which are included on this month s agenda. The following subjects were discussed at the meeting: CCG and Borough Council integration including risks and transition Commissioning Plan 2018/19 Finance plan 2018/19 LCO update Limelight Health & Wellbeing Centre update Altrincham Hub update Organisational priorities 2018/19 National nursing update including safeguarding 3.0 INTEGRATION UPDATE 3.1 As noted above the CCG s meeting on 30 January agreed to the proposed integration with Trafford Borough Council (TBC). On 31 January TBC s Full Council also agreed to the proposals. Following the staff consultation process on the proposed integration of the CCG with TBC concluded on 15 December. The meeting confirmed establishing a single accountable officer, an integrated single leadership team and a single support structure for the integrated organisation. The process had included a series of staff engagement events and generated a number of questions from staff which were reviewed and with contributed to changes in the integration proposals or to consider implementation. 3.2 As a result of feedback received from staff during the consultation process the following changes were made: 1. There are no moves of staff to different buildings as further work is required. 2. The Contract Team will continue as part of the Finance Team whilst discussions are pursued with the new Joint Chief Finance Officer the Corporate Commissioning Director.
3. The Joint Chief Finance Officer will now be directly accountable to the Accountable Officer for CCG business and be an Eecutive in the single leadership team. 3.3 The CCG has also consulted with GP member practices on the proposals and these were agreed at a Council of Members meeting on 6 February 2018. 3.4 The CCG and TBC are now pursuing implementation of the integrated organisation from 1 April 2018. Work is underway to advertise for new Director posts; the CCG s Clinical Chair; development of the Strategic Commissioning Function; and the transition to the new leadership arrangements. 4.0 PLANNING GUIDANCE 4.1 The national planning guidance for 2018/19 has recently been published. The CCG is considering the implications of the guidance on its financial position; commissioning plans; local priorities; and links with Greater Manchester Health and Social Care Partnership priorities. The conclusion of this will be contained with the CCG s operational plan and considered at the CCG Governing Body meeting on 24 April 2018. 5. ORGANISATION PRIORITIES JANUARY 2018 MARCH 2019 5.1 To assist the organisation of the transition from one financial year to the net and to provide an indication of the key areas for work topics in 2018/19 a list of priorities from January 2018 to March 2019 to provide continuity between financial years. This allows for revision if priorities change during the course of the year. 1. Deliver implementation on New Models of Primary Care (Director of Commissioning, Medical Officer), the Local Care Organisation (Interim Accountable Officer/Corporate Commissioning Director) and Care Comple (Director of Nursing). 2. Prepare commissioning plans for the new Primary Care Organisation (PCO) and the Local Care Organisation (LCO). (Director of Commissioning) 3. Maimise the Trafford Co-ordination Centre (TCC) and prepare stage 2 delivery planning and implementation. (TCC Programme Director/Accountable Officer) 4. Attain delayed transfers of care targets (DTOCs). (Director of Commissioning, Director of Nursing) 5. Meeting waiting time standards in urgent care, cancer, mental health and planned care. (Director of Commissioning, Medical Officer) 6. Achieve financial plans. (Chief Finance Officer)
7. Implement primary care estates strategy and the new services from Altrincham. (Chief Finance Officer) 8. Enhance engagement with communities, providers and primary care (Director of Nursing, Medical Officer). 9. Progress organisational development throughout the health and social care sector. (Accountable Officer) 10.Progress commissioned service pathways e.g. end of life, diabetes. (Director of Commissioning, Medical Officer) 11.Manage the transition to the new integrated organisation. (Accountable Officer) 12.Design and implement the new strategic commissioning function. (Accountable Officer) 13.Support continuous quality improvement of care homes (Director of Nursing) 6.0 CCG STAFF VACANCIES 6.1 During the consultation process on the CCG and TBC integration CCG staff vacancies were held pending the outcome. Posts have been filled by staff on fied-term contracts and interim appointments. In addition, due to the need to address the CCG s financial position, additional programme management staff have been recruited on an interim or consultancy basis. The costs have been included within the CCG s management cost allowance. As the integration is now underway the CCG is embarking on a recruitment process to fill vacancies on a substantive basis. Plans are in place to ensure there is no loss of continuity during this process. Temporary staff will have their contracts etended until new staff are in post and effective handovers can take place. 7.0 ALTRINCHAM HEALTH AND WELLBEING CENTRE UPDATE 7.1 An update is provided on the new facility currently being built in Altrincham: i. The Steering Group for the programme has met and terms of reference have been suggested and are being finalised. ii. The User Group comprising membership from the CCG, NHS Property Services (NHSPS), and all prospective tenants has met several times. Terms of Reference have been agreed with key deliverables identified as the agreement of defined demises, the agreement of associated service charges and the development of operational policies.
iii. iv. Discussions are progressing with prospective tenants to confirm proposed occupancy. This is proving problematic in terms of managing both the assumptions of the previously completed capacity work and current epectations. Work on site continues with practical completion scheduled for 21 August 2018. 7.2 A number of key issues remain and they are being pursued: i. Building standards requirements a workshop has been suggested to determine how these can be resolved. ii. iii. iv. The correct identification of relevant areas of occupancy in line with commissioners intentions and requirements in order to sign off floor plans and associated service charges. Service charges and associated costs and how they can be minimised to prospective tenants and the CCG. Parking requirements - discussions are underway with Trafford Borough Council. 8.0 CCG STAFF HEALTH AND WELLBEING WEEK 8.1 CCG staff have completed a second Health and Wellbeing Week from 15-19 January. Activities included a pedometer challenge, during which 16 staff walked 781,495 steps, or 390 miles, the equivalent of walking from Trafford Town Hall to Lille in France. There was also a series of health MOTs for staff, lunchtime walking, table tennis, bodyweight bootcamp, yoga, mindfulness classes; and a delivery of fruit to encourage staff to get their five-a-day. The table tennis has continued with a staff competition. 9. RECOMMENDATIONS The Governing Body is asked to: i. note the contents of the report ii. confirm the organisational priorities January 2018 March 2019 Cameron Ward Interim Accountable Officer