council of governors meeting...year’s cycle of business free agenda time has been scheduled into...

Council of Governors 14 January 2014,10:00 am

Wellington Park Hotel,

Burlington Gardens, Leyland

COUNCIL OF GOVERNORS Meeting to be held at Wellington Park Hotel, Leyland

10:00am, Tuesday 14th January 2014

A G E N D A

Item Number

Item Presenting

CG 001/14 Welcome and opening comments Derek Brown

CG 002/14 Apologies and Declaration of Interests Derek Brown

CG 003/14 Minutes of the Council of Governor meeting held on 29th October 2013 Part FOIA Exempt Derek Brown

CG 004/14 Matters Arising and Action Tracker Updates Derek Brown

CG 005/14 Chair’s Report Derek Brown

CG 006/14

Thematic Reviews

CQC Outcomes at Wordsworth Alison MacAteer

Break

Formal Business of the Council

CG 007/14

CG 008/14

CG 009/14

Bi-Annual Election Activity

Calendar of Meetings & Cycle of Business 2014/15

Reformat of Patient Experience Sub-Committee

Diane Halsey

Diane Halsey

Diane Halsey

CG 010/14

CG 011/14

CG 012/14

CG 013/14

Reports issued for information and assurance

Chief Executive Assurance Report FOIA Exempt

Quarterly Workforce Report

Membership & Stakeholder Engagement Update

Sub Committee Key Messages

Heather Tierney-Moore

Craig Barratt

Steve Winterson

Sub-Committee Chairs

CG 014/14 Any Other Business

CG 015/14 Date and Time of Next Meeting

Chief Executives’ Briefing

Wednesday19th February 2014

10:00am – 12:30pm

Informal CoG

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Tuesday 18th March 2014

10:00am – 12:30pm

Informal Question and Answer Session

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Council of Governors

COUNCIL OF GOVERNORS

Minutes of the meeting of the Council of Governors held on 29th October 2013

Present Derek Brown (Chair) Public Governors Alan Ravenscroft Brian Spencer Brian Taylor Catherine Dobson David Jackson Linda Jones John MacLeod Mike Marsden Mike Wedgeworth Appointed Governors Nigel Harrison David Jones Staff Governors Andrew Kirkby Barbara Hummer Linda Ravenscroft Paul Morris

In Attendance Peter Ballard, Non-Executive Director (SID) Chris Heginbotham, Non-Executive Director Teresa Whittaker, Non-Executive Director Gwynne Furlong, Non-Executive Director Diane Halsey, Company Secretary Dave Tomlinson, Director of Finance Jon Tomlinson, Interim Chief Operating Officer Max Marshall, Medical Director Steve Winterson, Engagement Director Colin Dugdale, Acting Director of Nursing Heather Tierney-Moore, CEO Susan Rigg, Programme Director

CG094.13 WELCOME AND OPENING COMMENTS The Chair welcomed everyone to the meeting and confirmed that the meeting was quorate.

CG095.13 APOLOGIES FOR ABSENCE AND DECLARATIONS OF INTEREST Apologies had been received from Caroline Johnson, Tom Lawman and Graham Ash.

There were no declarations of interest.

CG096.13 MINUTES OF COUNCIL OF GOVERNOR MEETING HELD ON 18th SEPTEMBER 2013 The minutes of the last meeting held on 18th September 2013 were accepted a true and accurate.

CG097.13 MATTERS ARISING AND ACTION TRACKER UPDATES The action tracker was reviewed with the Acting Director of Nursing providing an update against item CG 079.13 use of restraint. He explained some of the findings of the Trusts investigation into restraint and highlighted the robust procedures already in place. It was confirmed that the issue of restraint would remain on the agenda of the Medical Advisory Committee which would ensure on-going review and scrutiny by the Medical Director. This item was closed off.

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Item CG 074.13 was discussed and it was noted that as the Council are not members of the FTGA this item would be superseded and was closed off.

CG098.13 THIS AGENDA Governors were given the opportunity to raise issues arising out of reports issued for information. There were no issues raised and the reports were taken as read.

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CG100.13 ANY OTHER BUSINESS

There was no other business to discuss, the meeting was brought to a close.

CG102.13 DATE AND TIME OF NEXT MEETING

Informal Council of Governors, Tuesday 19th November 2013 Formal Council of Governors, Tuesday 14th January 2014 10am – 1pm

Action Tracker – 2013/14 Council of Governors

Meeting Date

Agenda Item

Number

Action Required By When Responsible For Action

Comments Status Minute Ref

26.06.13 CG079.13 ANY OTHER BUSINESS

An update to be brought to the Council of Governors detailing the report findings arising from the Trust’s investigation into use of restraint currently underway by the Acting Director of Nursing

October (expected timescale)

HTM/CD Acting Director of Nursing attending CoG on 29th October to give a verbal update

Closed CG 097.13

26.06.13 CG074.13 FTGA/CQC PROJECT “WORKING TOGETHER”

A new Governor representative to be identified and approved by the Council of Governors to continue the project work.

TBC Company Secretary

Superseded by agreement by CoG to cease membership of FTGA for 12 months

Closed CG 090.13

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AGENDA NUMBER: CG 005/14

COUNCIL OF GOVERNORS – 14 January 2014Chairs Report

FOIA STATUS: No Exemption

PAPER TITLE: Chairs Report

PURPOSE: The purpose of this report is to provide Governors with an update of the Non-Executive Directors activities

ACTION RECOMMENDED:

Noting

PAPER PREPARED BY: Jo Alker, Executive Board Support Officer

1.0 NON-EXECUTIVE RESOURCES The Chairs report presented in September outlined to Governors the two vacancies that had arisen on the Board following the resignation of two Non-Executive Directors. Interviews to fill those posts took place on 08 and 28 September and at the Council of Governors meeting on 29 September, Naseem Malik and Louise Dickinson were formally appointed. Both Naseem and Louise are currently being inducted into the organisation.

2.0 HOLDING THE NON-EXECUTIVE DIRECTORS TO ACCOUNT In addition to the usual Board business, NEDs have been involved in their areas of special interest during the period from September to December:

Peter Ballard has undertaken a Good Practice visit, two Staff Grade Optional Point meetings and was involved in the shortlisting for the Non-Executive Director interviews. Gwynne Furlong has participated in a Complaints Panel meeting, the Property Strategy Committee and a visit to the Harbour, acted as a panel member on an Appeal Hearing and attended the Red Rose Corporate Board meeting as the nominated Director of our Board. Teresa Whittaker has met with Internal Audit, the Chief Executive and Company Secretary. She acted as a panel member for the Chief Operating Officer interviews and attended the Health Informatics Committee. Chris Heginbotham has attended a Recovery Conference arranged by the Specialist Services Network, Chaired the Mental Health Act Capacity Committee, acted as a panel member on an Appeal Hearing and the interviews for the Chief Operating Officer. All were involved in the Non-Executive Director interviews.

3.0 ELECTIONS UPDATE The results of the 2013 Governor Elections have been announced and see four of our existing Governors being successfully reappointed and two newly

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COUNCIL OF GOVERNORS – 14 January 2014Chairs Report

elected Governors, one in the central constituency and the other a staff governor under the nursing category. Report CG 007/14 in this pack provides more detail including the turnout.

4.0 TRAINING Following the informal session on ‘Holding Non-Executive Directors to Account’ that took place on 26 June, feedback was collated and a ‘You Said, We Did’ action plan was produced and presented to Governors on 24 July 2013. Governors will be kept up to date on an ongoing basis as actions are implemented and closed off via this report. An updated version of the ‘You Said, We Did’ action plan detailing the action already taken is attached as Appendix One.

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Lancashire Care NHS Foundation Trust

Council of Governors Action Plan “You Said, We Did” An overview of current provisions and future plans in response to Council of Governors discussions around Holding NEDs to Account

Ashley Christian (LCFT) 7/7/2013

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Council of Governors Informal Session – “You Said, We Did”

BACKGROUND

The Council of Governors undertook an informal discussion with a selection of Non-Executive Directors at the CoG meeting in June 2013. The initial purpose of this informal discussion was to raise awareness of the new statutory duty for Governors brought in by the Health and Social Care Act 2012; to hold the Non-Executive Directors, individually and collectively to account for the performance of the Board of Directors and to facilitate meaningful discussions around how Governors can expect to discharge these new responsibilities. Governors appoint NEDs to provide leadership, strategic direction and independent scrutiny and so Governors have to ensure they receive relevant assurances from NEDs and hold them to account for the performance of the organisation and the Board.

A number of Non-Execs took part in the session to provide knowledge and expertise to the conversations, especially around the specific areas of NED involvement and how Governors can hold NEDs to account in practice.

The outcomes of the discussions were collated and an action plan has been produced to reflect the top 4 themes emerging from the discussions along with some specific comments arising from Governor discussions. Accompanying these themes and comments are details of the current provisions already in place to address some suggestions as well as action points for any areas that require further investigation and development.

The top 4 themes arising from discussions were:

Statutory duties of Governors & discharge of responsibilities Non-Executive Directors – holding to account Governor Development Information Streams and data

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Governor Comment “You Said”

Current Provisions “We Do” Future Provisions “We Will” Updated in December 2013

1. Statutory Duties of Governors & Discharge of Responsibilities

“Be clear on roles of NEDs”

Remuneration/Nomination Committee receive the Role of the NEDs and Special Roles document

Circulate revised NED role descriptions and areas of interest out to wider Council

Non-Executive Director role descriptions circulated to all Governors on 05 November 2013

Remuneration/Nomination Committee involved in the recruitment process including role description of NEDs

NED Special Roles scheduled on the agenda for July Chief Executive Briefing

Scheduled onto the agenda and discussed

Governors have access to external guidance for background reading on NED roles and Governor roles e.g Monitor’s statutory duties for Governors

Electronic access to documents to be provided on CoG Zone area of website, redesign of webpage due Autumn 2013.

A working group to develop the CoG Zone has been established and the re-launch is expected in the New Year

NEDs to give presentations of their roles and interests to the CoG.

Three quarters of the Non-Executive Directors have now presented to the Governors and the remaining two presentations have been scheduled for February and March

“More work needed on CoG Cycle of Business to give the ‘bigger picture’”

Governor Handbook drives the formation of Cycle of Business and ensures discharge of responsibilities. Annual Plan drives the specific agenda items and themes are agreed by CoG

Schedule discussion on thematic reviews and priorities in October for setting next year’s Cycle of Business

Free agenda time has been scheduled into the CoG cycle of business for 2014/15 and it has been aligned to the cycle of business for the Board of Directors to ensure Governors receive timely performance and quality data

“Need for Governors to be at Board – everybody should have an opportunity to go to Board.”

All Governors were invited to put their name down to attend a formal Trust Board meeting and a schedule of attendance has been circulated. Governors also have the option of observing formal Trust Board but this needs to be pre-booked due to space limitations

Continue to promote this practice

The new dates for Board of Directors meeting will be issued to Governors with the new Calendar of Meetings and invites opened to anyone wishing to attend, subject to venue capacity “Potential of Governor learning

and knowledge from attending Board”

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Monthly CoG briefing disseminates outcomes from Board

“The informal session could include some headlines/opportunity to talk about issues in an open forum”

Chief Executive Briefing Sessions

Questions from Governors submitted in advance and covered in meetings

Ensure opportunity is provided on agendas for written responses to questions to be discussed and Governor views shared

Filter this into the schedule of Informal CoGs, and give the opportunity for Governors to pick the topics

Minutes references now included on the action tracker to ensure the discussions held have an appropriate audit trail when evaluating how Governors are held to account

2. Non-Executive Directors – Holding to account in practice

“Governor involvement in NED appraisal process” Chair’s role as head of Trust Board and

CoG is the usual route to raise concerns in the first instance - worth noting to Governors that the Chair is a NED

Informal CoG Sessions are already scheduled throughout the year, providing an opportunity for relaxed discussion and knowledge sharing and aims to address the issues around availability of time for Governors to meet and talk with NEDs

A tool for understanding Governor contributions to NED Appraisals should be drafted to inform Governors, to be used in conjunction with the NED Special Roles document which details the areas of work of the NEDs so they can get an idea of contributions

A Chairs report has been developed to keep Governors up to date on Non-Exec activity outside of usual Board business and it is hoped that this will assist Governors involved in the NED appraisal process. Further work will be progressed during January 2014

“Look at the value and contribution that NEDs can make to Governors and increase the interaction between NEDs and Governors”

Presentations and thematic reviews to include the NED perspective on how they have held to account as well as the Executive proposition


“More opportunity to access NEDs informally to raise concerns or questions and receiving evidenced responses from NEDs to provide assurance” “The informal process is very valuable and we would

The feedback of Governors has been utilised and agreement sought from the

The Cycle of Business has factored in free time with NEDs throughout

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appreciate more time to move round tables and get to know NEDs & Execs personally”

Chair to hold both informal and formal CoG meetings in the more relaxed cabaret style layout to encourage and promote discussion and Governor contributions.

2014/15 as well as specific NED led sessions for Governors to discuss sector issues and gain NED perspectives

“Networking for Governors and NEDs – come prepared to share”

The outcomes of the informal session which took place in June suggested Governors were happy with the candour of the NEDs and felt they had come prepared to listen and engage

Informal meetings to include a networking opportunity for Governors, consideration to be given to how this can be facilitated to best effect.

Informal meetings will be about NED engagement.

Encouragement to be given to Governors to attend and contribute fully to CoG sessions.

The informal networking and NED led sessions which have been facilitated to date have been positively received by Governors and anecdotal feedback has shown Governors are appreciative of the additional input from NEDs over recent months.

“Possibilities to have conversations with NEDs – what’s going well, what’s not“

3. Governor Development

“Shadowing – attending CoG sub-committees to observe“

Governors can attend any committee to observe, by agreement with the Chair of the committee. For practical purposes around venues the visits need to be pre-planned

Governors continue to be able to attend sub-committees subject to agreement by the sub-ctte Chair.

“Don’t know what you don’t know – experience counts but learning all aspects of large organisation is difficult. Putting into context helps”

Invited to Membership Engagement events which provide insight as well as other engagement events

Governor Training Programme already in place which covers Audit, Finance, Equality and Diversity, Quality, Engagement & Membership as well as Emotional Intelligence Training

Attending Board meetings

Annual Planning process input from

Continue to promote the importance of Governors attendance at training sessions.

Further NED Special Role sessions have been added to the meeting cycle including;

Chris Heginbotham’s insight intohis role as Chair of the Mental Health Act Committee

Gwynne Furlong discussing hisproperty background and


The new dates for Board of Directors meeting will be issued to Governors with the new Calendar of Meetings and invites opened to anyone wishing to attend, subject to venue capacity

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CoG.

Good Practice Visits

Not necessary to know all aspects of the organisation as Governors are holding to account around the strategy and performance as part of how public views are represented. The challenge is how NEDs can assure you they have held to account

involvement with the Trust Property Strategy

Teresa Whittaker providing afollow up Audit master class

Peter Ballard furthering the topicof Holding NEDS to Account

Governors have been involved in the annual planning process with a specific session facilitated by the Director of Finance in October for Governors to understand their role in the Annual Planning Process and submit their contributions. A follow up to this session has been arranged for February to evidence how the Governor comments have been incorporated into the Annual Plan

“Governors should be allowed to do personal visits to services. To hear what the workforce is facing, get constructive feedback and info that is beneficial to the organisation. Unannounced visits.”

Governors take part in Good Practice Visits and these are scheduled throughout the year

Inpatient wards are a small percentage of business and the vast majority of services are delivered out in the community and homes. It is felt that unannounced visits by a lay person in this setting would be considered inappropriate

Inpatient service users are receiving treatment and we must respect the therapeutic environment of wards and the privacy of patients whilst they are under our care

Governors do not have the required framework against which to make objective evaluation and as such it is not part of a Governors remit to adopt a regulatory role. There are of course other processes and regulation that covers this sufficiently

The view on unannounced visits is not universally held by all CoG members and a full discussion on the issue needs to be held before any decision to progress this is taken including exploration of the full range of systematic assurance in place and alternative assurance options. **It should be noted that the Governance Handbook which was approved by CoG in June 2013 states that Governors ‘must not do’ inspections of Trust services as this is done by the CQC and Healthwatch**

The view to date on unannounced visits remains that Governors should take part in pre-organised Good Practice Visits however there is appetite amongst a small number of Governors for a full discussion around unannounced inspection visits, this may be raised at a future meeting. At a recent Governor Forum held at Countess of Chester the issue of ward inspections was raised (albeit regarding acute wards) but there was a debate between Governors about unannounced visits and the appropriateness of Governors on wards with about 50% disagreeing with Governor involvement in them.

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In terms of workforce issues, staff wishing to express views have support from Staff Governors and Staff Side Reps as well as the Raising Concerns Policy

“Some Governors feel underutilised. They want to do things and in some cases they have experience and knowledge that is not being used to its full potential”

Explore the options for Governors assessment of interests and skills, and evaluate how Governors could link in with NED areas of interest and introduce ‘critical friends’

Consideration was given to skill sets of Governors and they were asked to submit their preferences of sub-committee membership for 2014/15 and express their interests in chairing to enable them to utilise their professional skills and potential to be involved in the sub-committees chairs group

“Acceptance that Governors can’t know everything as there is so much to take in. However it feels that a better view overall in general terms is possible. Mentoring is supportive of this end to a point and needs to be on the right subject”

Review the scope for mentoring when the Guided Conversation is reviewed. Explore the possibility of peer review and an informal mentoring network.

Amendments to the Guided Conversation process have been made following feedback received from previous participants. The management of this tool and process will be taken over by the Company Secretary team in due course which will allow scope to broaden the process into a mentoring relationship between new and current governors

4. Information Streams & Data

“Access to a channel that Governor concerns can be fed into around services, service users, processes etc.”

Governors are able to raise issues informally at any time outside of meetings and they are free to raise concerns within meetings too

No update to report, the existing channels for raising concerns remain unchanged.

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The Raising Concerns Policy also applies for Governors and are formally recorded

Governor Inbox provides a channel for submitting questions and concerns and issues can also be raised via the Company Secretary and the Chair. We will provide written responses to queries and share these with other Governors or ensure items are on agendas for discussion

“Data is one thing, assurance is another – people matter more. Need for comparison with last year’s figures. People focused outcomes. Performance report is too much, too detailed, too focussed on the wrong thing. Governors need to know about the good and the bad. Governors need to state what they want”

There is currently a review on-going into the information presented to CoG. The development of a Board level performance dashboard called Balanced Score Card is underway and aims to report measure the achievement of our strategic aims. It is expected that this dashboard will be disseminated to CoG in due course.

Data figures and statistics stem from reporting against the Trusts strategic aims, frameworks of patient care and compliance with other guidelines and as such they provide on-going monitoring of patient experience and people focussed outcomes.

We aim to encourage the use of a “so what” element in reporting and utilise a patient stories to provide context and personal experiences.

The Chief Executive Assurance Report submitted to Governors is currently under review following the changes that have been developed to the report to the Board.

The re-format of the sub-ctte PEOG will contribute largely to the assurances received around patient experience and personal stories as well as the newly introduced reports such as the Friends and Family test.

“Audit is on quality and clinical care outcome data. Figures are not important to Governors, more emphasis on the person, service users and carer outcomes”

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COUNCIL OF GOVERNORS – 14 January 2014CG 007/14


PAPER TITLE: Bi-Annual Election Update – Newly Elected Governors

PURPOSE: To provide the Council with the results of recent Governor elections.

ACTION RECOMMENDED:

Noting

PAPER PREPARED BY: Ashley Christian, Governor & Membership Support Officer

BACKGROUND Governors are appointed via a democratic election process, the rules of which are set out in the Trust Constitution. The vacancies in this election arose from Governor resignations and some Governors reaching the end of their terms of office.

Elections were held during November 2013 for both staff and public constituencies. This paper presents the results.

ELECTION PROCESS In accordance with the Constitution, the Trust used an independent election partner to manage the elections, UK Engage. Ballot papers for the election were distributed to qualifying public & staff members on 6th November with the poll closing on 29th November 2013 and results announced on 2nd December 2013.

INDUCTION The newly elected Governors have received both a comprehensive local induction and corporate Trust induction, along with introductory meetings with the Chair. The Council of Governor meeting 14th January 2014 is the first meeting new Governors are eligible to attend.

Current Governors who have been re-elected are not subject to Governor Induction, however they are required to have updated Disclosure & Barring Service (DBS) checks to ensure Governors meet the statutory criteria of a ‘fit and proper person’.

RESULTS The table below details the number of candidates that stood for Election in each constituency and the Governors elected. Full details of the election results have been published on the Trust website.

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Constituency Number of candidates

Number of Vacancies

Elected/Re-elected

Turnout

Public: Central

Lancashire 4 1 Bill Coulton 13.9%

Public: Blackburn

with Darwen 2 1 Brian Spencer 15.66%

Public: West

Lancashire 0 1 No candidates

Not

applicable

Staff: Nursing

Professionals &

Support Staff

4 2

Linda

Ravenscroft

Lynne Bax

11.26%

Staff: Medical 4 1 Dr Graham Ash 31.37%

Staff: Corporate 3 1 Paul Morris 14.16%

COUNCIL OF GOVERNOR ACTION The Council of Governors is asked to note the outcome of the elections and, subject to receipt of satisfactory Disclosure & Barring Service (DBS) checks for each Governor.

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PAPER TITLE: CoG Calendar of Meetings & Cycle of Business 2014/15

PURPOSE: To provide the Council with the proposed Calendar of Meetings & Cycle of Business 2014/15

ACTION RECOMMENDED:

Decision

PAPER PREPARED BY: Ashley Christian, Governor & Membership Support Officer

CYCLE OF BUSINESS The Cycle of Business for the Council of Governors is a document which sets out the planned topics for reporting and discussion at each Council meeting for 2014/15. The items on the Cycle of Business are drawn from statutory responsibilities that the Council must discharge, as well as themes and topics suggested by Governors, the Chair and also Chief Executive, that give additional learning and greater understanding of the Trust.

The Cycle of Business is not intended to be fully comprehensive at this stage of the planning process as the Council have emphasised the need for a responsive and flexible CoG agenda. By using a planned approach to setting agendas for CoG, Governors can take assurance that all mandated business such as receiving the Annual Report & Accounts and the Annual Plan has been included in the Cycle of Business.

The area of the Cycle of Business which is not fully populated at this time is the Thematic Reviews. As requested in the “You Said, We Did” action plan, the Council will be able to hold ad hoc discussions regarding current issues relevant to the Trust at their request throughout the year. It would be appropriate for Governors to share their requests with the full Council prior to a thematic review being scheduled.

The proposed Cycle of Business is attached at Appendix A.

CALENDAR OF MEETINGS The Trust produces an annual Calendar of Meetings for both Trust Board and Council of Governors. The planned approach to drafting the calendar takes into account all significant and relevant dates including statutory reporting, submission of corporate statements and receipt of mandated reports e.g. Annual Report and Accounts.

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The proposed calendar of CoG meetings set out in Appendix B has been fully aligned with the formal Trust Board meetings to ensure Governors are receiving key information such as performance reports shortly after the Board ensuring that the reporting cycle for CoG is far more relevant than in previous years.

The selected weekdays for meetings have been altered to try and accommodate the majority of the Council, and the meeting times have been set for mid-morning to try and ease pressure on those travelling from further afield.

COUNCIL OF GOVERNOR ACTION The Council of Governors are asked to review and approve the proposed Cycle of Business and Calendar of Meetings for 2014/15.

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COUNCIL OF GOVERNORS ANNUAL CYCLE OF BUSINESS 2014 / 2015 CG 008/14 Appendix A

MEETING DATE ITEMS FOR AGENDA COMMENTS

April 2014 (Formal Meeting)

Thematic Review

Trust Research & Development

Formal CoG Business

Annual Plan – receive for assurance

Sub-Committee Cycles of Business 2014/15

Proposal for Annual Members Meeting 2014

CoG Terms of Reference Review

Governance Handbook Review – Code of Conduct

Reports Issued for Information/Assurance

Chief Executives Assurance inc IQPR Q4 2013/14 (quarterly)

Quarterly Workforce Report (Q4 2013/14)

Chairs Report


Overarching principles of the formal session;

Discharge ofGovernor role

Understanding thebigger picture

Data streams -contextualised and relevant

“So what?” reporting

May 2014 (Chief Exec Briefing)

Chief Executive Briefing

Chief Executive (CE) updates

Free discussion & question time with CE & Chair

Governor Free Time – personal networking/team building

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June 2014 (Informal & Part Formal Meeting)

FORMAL CoG Business

Report of the Nomination/Remuneration Chair (NED Appraisals & Pay)

Reappointment of the Chair & Chair of Audit Committee

Non-Executive Director Led Session

TBC –schedule of NEDs not allocated yet

Open discussion of current sector & Trust issues

Governor/NED Networking

Governor Training / Development Sessions

Communication; Effective Challenge & Questioning

Overarching principles of the informal session:

NED engagement

Informal Networking

Open Forum

July 2014 (Formal Meeting)

Thematic Review

TBC/Free agenda time

Formal CoG Business

Election Activity Bi-Annual Report: Vacancies & Governor Terms of Office

Annual Report Update


Chief Executive Assurance Report inc IQPR (Qtr1 of 2014/15)

Quarterly Workforce Report (Q1 2014/15)

Chair’s Report







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September 2014 (Informal Meeting)

Thematic Review

TBC

Formal Business of the Group:

Discussion session Thematic Reviews 2015/16

Evaluation of North West Governor Training Programme




Governor Training / Development Sessions Effective Chair Skills

October 2014 (Formal Meeting & Annual Members

Meeting)

Thematic Review


Formal CoG Business

Annual Report and Accounts inc Quality Account 2013/14

External Audit of Quality Account

Annual Audit Letter

Audit Committee Annual Report 2013/14


Chief Executive Assurance Report inc IQPR (Qtr 2 2014/15)

Quarterly Workforce Report Q2 2014/15

Chairs Report







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November 2014 (Chief Exec Briefing)

Chief Executive Briefing

Chief Executive updates

Free discussion & question time with Chief Executive & Chair

Annual Planning Session (1hr) Director of Finance

Governor Free Time – personal networking/team building

January 2015 (Formal Meeting)

Thematic Review


Formal CoG Business

Election Activity Bi-Annual Report - Newly Elected Governors

CoG Cycle of Business 2015/16

CoG and Sub Committee Dates 2015/16

Sub Committee Membership Review

Review of External Audit Contract


Chief Executive Assurance Report Q3 2014/15

Membership Strategy and Stakeholder Engagement Update

Quarterly Workforce Report Q3 2014/15







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February 2015 (Informal Meeting)

Thematic Review

TBC






NED engagement

Informal Networking

Open Forum

March 2015 (Informal Meeting)

Thematic Review

TBC

Formal Business of the Group:

TBC






NED engagement

Informal Networking

Open Forum

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CG 008/14 Appendix B

TB Board of Directors PEOG Patient & Experience Oversight Group

REM/NOM Remuneration/Nomination MEM Membership & Governance

CoG Council of Governors SAC Standards & AssuranceCE Chief Executive BriefingI InformalF Formal

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarTues 1 TB TB 1 TBWed 2 CG DL 2 CG DL 1Thurs 3 1 3 2 1Fri 4 2 4 1 3 2Sat 5 3 5 2 4 1 3Sun 6 4 1 6 3 5 2 4 1 1Mon 7 MEM 5 2 7 4 1 6 MEM 3 1 5 MEM DL 2 2Tue 8 6 CG DL 3 CG DL 8 5 2 CG DL 7 TB 4 2 6 TB 3 CG DL 3 CG DLWed 9 PEOG DL 7 4 9 PEOG DL 6 3 8 CG DL 5 3 7 CG DL 4 4Thu 10 CoG F 8 5 10 CoG F 7 4 9 6 4 8 5 5Fri 11 9 6 11 8 5 10 7 5 9 6 6Sat 12 10 7 12 9 6 11 8 6 10 7 7Sun 13 11 8 13 10 7 12 9 7 11 8 8Mon 14 12 9 REM/NOM 14 MEM DL 11 8 13 PEOG DL 10 8 12 MEM 9 9Tue 15 REM DL 13 10 15 12 9 14 11 CG DL 9 13 PEOG DL 10 10Wed 16 14 CoG CE 11 CoG F&I 16 13 10 CoG I 15 12 10 14 11 CoG I 11 CoG IThu 17 PEOG 15 12 17 PEOG 14 11 16 CoG & AMM 13 11 15 CoG F 12 12Fri 18 16 13 18 15 12 17 14 12 16 13 13Sat 19 17 14 19 16 13 18 15 13 17 14 14Sun 20 18 15 20 17 14 19 16 14 18 15 15Mon 21 SAC DL 19 16 21 SAC DL 18 15 20 SAC DL 17 15 19 SAC DL 16 16Tue 22 20 17 22 MEM 19 16 21 PEOG 18 16 20 17 17Wed 23 REM/NOM 21 18 23 20 17 22 19 CoG CE 17 21 PEOG 18 18Thu 24 22 19 24 21 18 23 20 18 22 19 19Fri 25 23 20 25 22 19 24 21 19 23 20 20Sat 26 24 21 26 23 20 25 22 20 24 21 21Sun 27 25 22 27 24 21 26 23 21 25 22 22Mon 28 26 23 28 25 22 27 24 22 26 23 23Tue 29 SAC 27 24 29 SAC 26 23 28 SAC 25 23 27 SAC 24 24Wed 30 28 25 30 27 24 29 26 24 28 25 25Thu 29 26 31 28 25 30 27 25 29 26 26Fri 30 REM DL 27 29 26 MEM DL 31 28 26 30 27 27Sat 31 28 30 27 29 27 31 28 28Sun 29 31 28 30 28 29Mon 30 29 29 30Tue 30 TB Gov 30 31Wed 31

Calendar of Meetings2014/15

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PAPER TITLE: Reformat of Patient Experience Oversight Group

PURPOSE: To outline the future cycle of business and remit of the Patient Experience Oversight Group and ask the Council to ratify the changed format from January 2014

ACTION RECOMMENDED:

Decision

PAPER PREPARED BY: Ashley Christian, Governor Support Officer

BACKGROUND The Patient Experience Oversight Group (PEOG) remit as set out in the Terms of Reference is to seek assurance on behalf of the Council of Governors that the duty to engage with the public, including service users and carers, and learn from the patient experience, thereby continuously improving services, is being met by the Trust.

The PEOG committee appointed a new Chair in January 2013 and the group met bi-monthly throughout 2013, during November there were discussions held at the PEOG Chair’s instigation about the future and direction of the committee as well as questions around the capacity of PEOG to deliver its purpose of delivering assurances around patient experience in its current format.

At the request of the Committee the format of PEOG was revisited with input from the current PEOG Chair, the Acting Director of Nursing and the Medical Director and a proposal was accepted by PEOG which would now involve:

Contextual, qualitative data to provide assurances Quantitative data around complaints and compliments to inform Additional reporting:

o Friends and Family Test resultso Inpatient Surveyso PLACE Visit Outcome Reports

Network presentations

The Cycle of Business for PEOG has been updated accordingly.

CHAIR OF PEOG The End of Term of the previous PEOG Chair Caroline Johnson left a vacancy. The appointment of David Jones, Appointed Governor was recommended and approved

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by the Trust Chair, Lead Governor and fellow sub-committee Chairs in December 2013.

COUNCIL OF GOVERNOR ACTION The Council are asked to ratify the decision to make the above changes to the format of the Patient Experience Oversight Group to improve the assurances it receives as a committee around patient experience and engagement with service users and carers.

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This document has been created to allow the Trust Board and senior management to make informed decisions on workforce needs in the future. The document is split into four sections, Workforce Capacity, Leadership & Quality, Engagement & Wellbeing and Employee Relations and will allow exploration of trends, highlighting risks and identifying opportunities for action. Where not otherwise indicated the data is as at the end of the quarter.

Workforce at a Glance

(WAG)

Workforce Capacity Leadership

& Quality

Engageme

nt & Wellbeing

Employee Relations

REPORT OF KEY WORKFORCE METRICS TO SUPPORT TRUST BUSINESS OBJECTIVES.

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WORKFORCE CAPACITY

LEADERSHIP & QUALITY

ENGAGEMENT & WELLBEING

EMPLOYEE RELATIONS

Capacity | Sickness Absence | Headcount /Turnover Sickness Absence Costs | Redundancies & Redeployments | Ban and Agency

Appreciative Leadership | Safety | Aspiring Leaders | Induction Mandatory Training | e-PDR | Staff Survey - Leadership

Sickness Absence (Top 3 Reasons) | PDR Engagement Scores Overall Staff Engagement Questions/Score | Flu Vaccinations vs. Target

Formal Actions | Number of Live Suspensions by Network Risk Level of Current Employee Relations Cases Split by Type

Number of Formal Absence Cases (with Workforce Support) by Network

CONTENTS

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WORKFORCE CAPACITY

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Bank and Agency

Above charts show % shifts filled by Temporary Staffing team

Above charts show numbers of shifts filled by qualified/unqualified temporary staff

Redundancies & Redeployments

No redundancies for Q2

WORKFORCE CAPACITY

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Capacity

Actual WTE (People in Post)

5,899

Bank / Agency Used WTE

+282

Capacity WTE

5,805

Data in Q1 report was taken from end September so the Q2 data shows no change.

WORKFORCE CAPACITY

Unavailable WTE (Mat. Leave, career break, suspended, sickness etc)

-377

Planned Budgeted WTE

6,470

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Headcount Turnover Redundancies & Redeployments

No redundancies for Q2

WORKFORCE CAPACITY

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Wellness Presence (formerly Sickness Absence)

WORKFORCE CAPACITY

2013 07

95.17% 2013 08

95.39% 2013 09

95.34%

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Sickness Absence

WORKFORCE CAPACITY

Episodes

2,167 SICKNESS ABSENCE

SHORT TERM LONG TERM

FTE Lost

7,908

Episodes

495

FTE Lost

28,587

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Why have we included this data?

THESE FIGURES RELATE TO A TRADITIONAL DATA SET AROUND WORKFORCE CAPACITY.

WE HAVE MOVED AWAY FROM COST OF BANK AND AGENCY USAGE TO CAPACITY AND

ACTUAL USAGE AS THIS GIVES A BETTER INDICATOR OF WHERE AND WHY TEMPORARY

STAFFING IS USED TO DELIVER FLEXIBILITY OF THE WORKFORCE.

What is this telling us? •Planned budgeted WTE is higher than actual available capacity by 664.6 WTE across the Trust which suggests that vacant posts andsickness, maternity and career break absences are not always being covered effectively. •Successful redeployment of ‘affected by change’ and ‘at risk’ staff meant that redundancies and associated costs were avoided in Q2.•Throughout Q2, sickness absence costs reduced month on month.•There is no correlation between sickness absence rates and bank usage with the highest reported reason for bank usage being acuity.•Temporary staffing team are able to meet around 94% of requests.

What should we do about it? •Further investigate reasons for gap in capacity e.g– holding vacancies for CIPS, incorrect budget setting, inability to recruit.•Further investment in workforce planning capability to fully embed the Six Step model.•Further roll out of e-rostering to support planning and staffing levels at ward level.•Specialised temporary staffing recruitment campaigns to meet specific need.

WORKFORCE CAPACITY

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Appreciative Leadership

Patient Safety Incidents : 3089 | Staff related incidents: 2037


Overall the workshop have been valuable

AGREE

100% DISAGREE

0%

Workshops have had value

to me in my leadership

AGREE

99%

DISAGREE

1%

Relevance to the learning and

development in supporting the

delivery of operational

objectives and targets

AGREE

98%

DISAGREE

2%

Attending the programme is

reflected on my PDP

AGREE

87%

DISAGREE

13

The process has helped affirm my strengths

AGREE

94% DISAGREE

6%

The process has helped

identify areas for change

AGREE

91%

DISAGREE

9%

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Aspiring Leaders

Data in Q1 report was taken from end September so the Q2 data shows no change.


Number Completed

12

Number Promoted

10

Number of Attendees

21

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Mandatory Training


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Safety

Patient Safety Incidents : 3089 | Staff related incidents: 2037


TYPE OF INCIDENT TOTAL STAFF RELATED TOP CAT

TOTAL STAFF RELATED TOP SUB-CAT

TOTAL

Personal Accident – Staff 66 Contact with Hazard 19 Moving Objects 8

Ill Health Staff 14 Staff Unwell 14 Other 12

Physical Violence 612 Patient on Staff 425 Assaults 388

Non physical violence 521 Patient on staff 325 Verbal 132

Vehicle 19 Collision 10 Other 8

Patient Safety – staff related 1245 Health Records 683 Entry Level in wrong patient record

250

Service Deficit 562 Staff unable to take breaks 324

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Induction

ATTENDANCE

Updated figures will be included in Q3 report.


New Starters within 1 Month of

start Date

54%

New Starters Within 2 Months

of start Date

64%

New Starters Within 3 Months

of start Date

64%

Number of New Starters

142

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E-PDR


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Staff Survey - Leadership


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Why have we included this data? MULTIPLE RESEARCHERS HAVE MADE CLEAR THE LINKS BETWEEN LEADERSHIP, QUALITY AND SERVICE USER OUTCOMES. THIS SECTION IS INTENDED TO LINK THESE TOGETHER AND WILL IN TIME UTILISE EAM, DATIX AND THE QUALITY SEEL TOOL TO IDENTIFY RISKS AND ANALYSE TRENDS. THIS DEVELOP IN FUTURE REPORTS. IN ADDITION TO REPORTING COMPLIANCE, WE ARE CONSIDERING MECHANISMS TO REGULARLY ASK A CROSS SECTION OF EMPLOYEES POWERFUL QUESTIONS RELATING TO THE QUALITY AND EFFECTIVENESS OF EDUCATION, LEARNING AND DEVELOPMENT INTERVENTIONS.

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What is this telling us? •83% of those completing the Aspiring Leaders programme were promoted within the Trust during the course. •Nearly half of our Band 7 and above employees have completed the Appreciative Leadership course, finding the workshops valuable and the learning relevant to achieving operational objectives and targets. •Over a third of new starters do not attend induction within the first three months of employment. •Compliance with mandatory training has improved for all courses when compared with Q1 but attendance is higher at some mandatory training sessions than others. The three courses which remain the least well attended are Basic Life Support, Infection Control and Conflict Resolution. Infection control training has recently changed to e-learning so we would expect to see a rise in compliance next quarter. •The staff survey gives insight into our employees’ view of their leaders, with the majority feeling they are encouraged and supported. Particular concerns are around effective communication between senior managers and staff, people not feeling involved in important decisions or that their feedback is acted upon. In these questions respondents were more negative than positive. •The greatest risk to our staff in terms of safety comes from physical and verbal abuse. •Online PDR completion rates have increased to 73% this quarter which is important as it is linked to employees being clear about where they fit into the organisation against our values and objectives. What should we do about it? •Continued investment in the Appreciative/Aspiring Leader programmes. •Employees to be released and encouraged to attend available mandatory training sessions or complete online learning. Particular focus should be given to Conflict Resolution training with the aim of reducing incidences of abuse against staff. •Review reasons for non-attendance at induction and assess criteria for attendance. Do we need more courses? Are there people who don’t need to attend? Have some starters subsequently left? Are elements of the induction considered less relevant to certain groups? etc •Consider when it might be appropriate to divert some E,L & D funding from course provision, to support backfill and allow release of staff to attend training. •Staff Survey results should be used to inform targeted action at Network level. Reporting against network action plans will be monitored through the Workforce Committee. •Establish strategic Education, Learning and Development group to examine priorities and improve communications.


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Sickness Absence (Top 3 Reasons)


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ENGAGEMENT & WELLBEING Flu Vaccinations vs. Target

50% Front Line Staff

2012/2013 National Target

39% All Staff Uptake

2012/2013 (50% were front line)

50% Trust Target 2013/2014

(front line staff)

The seasonal flu campaign, led by NHS

Employers, will be delivered again by the

Trust during the Winter of 2013-2014

Updated figures will be included in Q3 report.

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Overall Staff Survey Engagement Questions/Score


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PDR Engagement Scores


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Why have we included this data? EVIDENCE INDICATES THAT ENGAGEMENT AND WELLBEING SITS ALONGSIDE LEADERSHIP AS A KEY CONTRIBUTOR TO HIGH ORGANISATIONAL PERFORMANCE. THIS SECTION INCLUDES SICKNESS DATA BUT ALSO SHOWS MORE DETAILED INFORMATION AROUND REASONS FOR ABSENCE, SUCH AS STRESS. ALONGSIDE THIS WE PROVIDE NEW INFORMATION WHICH ENABLES VISIBILITY OF A WIDER PICTURE OF EMPLOYEE WELLBEING.

What is this telling us? •Sickness relating to Anxiety/Stress/Depression/Other psychiatric illness remains more prevalent than absence for any other reason.•Both the e-PDR engagement scores and the overall engagement scores from the staff survey demonstrate that LCFT employees areengaged.

What should we do about it? •Share best practice across Networks.•Monitor success of Wellbeing Strategy in relation to initiatives aimed at reducing Anxiety/Stress/Depression/Other psychiatric illness andallocate resources accordingly.


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EMPLOYEE RELATIONS

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Formal Action

EMPLOYEE RELATIONS

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Number of Live Suspensions by Network

EMPLOYEE RELATIONS

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Risk Level of Current Employee Relations Cases Split by Type

Number of Formal Absence Cases (with Workforce Support) by Network

EMPLOYEE RELATIONS

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Why have we included this data? THIS SECTION INCLUDES INFORMATION RELATING TO NUMBERS AND TYPES OF EMPLOYEE RELATIONS CASES TO GIVE AN INDICATION OF THE EMPLOYEE RELATIONS CLIMATE WITHIN THE TRUST. THERE ARE PLANS TO INCLUDE STAFF RELATED COMPLAINTS AND SUI’S IN THIS DOMAIN MOVING FORWARD.

What is this telling us? •62% of current employee relations cases are rated as high risk in line with the case risk model and therefore the resource impact on boththe Network and the Workforce Directorate is at a peak. •There are a higher number of suspensions (11) within Adult Mental Health, in part due to an on-going investigation within PICU whichimpacts on 5 employees. This case to due to be concluded in the coming weeks. •The Trust currently has 3 employment tribunal cases which is low when compared with the number of high risk cases typically on-goingwith the Trust. •There is currently a very low level of employees subject to formal performance procedures. Typically we would expect this to be around5%.

What should we do about it? •Continue to closely manage high risk cases with a view to concluding cases where an employee is suspended as soon as possible.•Develop Network level plans to reduce the number of employee relations cases.•Provide coaching conversations and skills based training to support employee performance management.

EMPLOYEE RELATIONS

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FOIA STATUS: No Exemption Part exemption applies to page/s:

Not Applicable

PAPER TITLE: Membership Strategy and Stakeholder Engagement Update

PURPOSE: To update the Council of Governors on the progress of the Trust’s membership strategy and wider stakeholder engagement activity

ACTION RECOMMENDED:

Discussion

PAPER PREPARED BY: David Keddie, Stakeholder Engagement Manager

Executive Summary

This paper provides the Council of Governors with a report on the progress of the Trust’s membership strategy. The progress of the strategy is located in the context of the development of ‘engagement’ as a core business activity of the Trust. The greater emphasis on engagement reflects the increasing complexity of the Trust’s stakeholder landscape and the need to gather comprehensive and reliable stakeholder intelligence which can inform and support the Trust’s business objectives. The paper includes a summary of a specific proposal, already approved by the Council of Governors’ Membership and Governance Committee, to involve public governors in the Trust’s engagement activity with the aim of ensuring that they make an effective contribution to the gathering of stakeholder intelligence.

Background

The Trust’s current membership strategy runs for the period 2013-2017. A process of annual incremental revision of the strategy has been introduced to prevent any drift in the implementation of the strategy and to ensure that the strategy is flexible and responsive to changes in the priorities of the Trust and in the wider health economy.

The implementation of the membership strategy should be understood in the context of several changes which impact on both the aims and objectives of the strategy and the resources available to support the delivery of the strategy:

● The Trust increasingly recognises engagement as a core business function which supportsthe business objectives of the Trust by strengthening relationships with key stakeholders, engaging them in working in partnership to address the challenges faced in the health economy and by gathering intelligence about opportunities and threats to the Trust’s income. The recognition of engagement as a business function reflects changes in the wider health economy and in particular the need to engage effectively with Clinical Commissioning Groups and the GPs aligned to these Groups. As the commissioning and provision of health

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services moves towards a quasi-market model where ‘Any Qualified Provider’ can provide health services, the Trust needs to engage with key stakeholders as part of a process of ensuring that its services are meeting commissioning intentions. In this wider context, engagement with Trust members continues to be important but is just one part of an increasingly complex stakeholder engagement landscape.

● The Trust’s recognition of the need to organise itself according to formal businessprinciples has manifested itself in a requirement for Clinical Networks and other Directorates to move towards operating as ‘autonomous business units’. Part of this shift has required the development of three year business plans which are updated annually and subject to Board approval. The corporate communications and engagement functions have combined to develop a joint business plan. Additionally, the Trust has adopted a stakeholder engagement strategy with the direction of travel of the plan set by the changes in the commissioning environment summarised in the previous paragraph. It is essential that the implementation of the Trust’s membership strategy is consistent with the aims and objectives of the parent stakeholder engagement strategy and takes account of the communications and engagement business plan. The need for consistency between the respective strategies and plan is reflected in the metrics for measuring the outcomes of the strategies and plan. Improving the measurement of the results of the membership strategy is an objective of the current strategy. These results are part of a wider framework of measures of the effectiveness of the Trust’s communications and engagement activity.

● The Trust continues to implement its Cost Improvement Programme (CIP) which in the lastfinancial year yielded savings in the region of £14 million, broadly in line with target. Membership activity is not exempt from the organisational drive to achieve savings. The cost effectiveness of membership engagement activity is an objective of the current strategy.

Progress of the membership strategy

The progress of the membership strategy is best measured against the six key objectives of the strategy:

● Address profile of the membership

In terms of the profile of the Trust’s public membership, the application form which is completed by individuals who want to join the Trust as public members is in the process of revision. The purpose of the revision is firstly to ensure that the form more accurately reflects the current configuration of services. The revision is also informed by a desire to rationalise data collection so that demographic characteristics including background information relating to key equality groups and data about opportunities for engagement and involvement with the Trust are captured on a single form. Public membership data is captured on the Trust’s internal Customer Relationship Management system which also holds background information and intelligence about other Trust stakeholders.

The size of the Trust’s affiliate membership scheme has grown significantly over the past year and now stands at 125, ahead of the target set in the membership strategy. Affiliate members are stakeholder organisations with whom the Trust has a business relationship and who choose to formalise that relationship by registering as members. A stakeholder e-

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bulletin has recently been introduced to ensure that there is regular communication with affiliates about the Trust’s current priorities and their potential impact on the local health economy.

● Membership engagement activity must be cost effective

The Trust has actively sought partnership opportunities to engage with members. A recent public engagement event on long term conditions was hosted jointly by Lancashire Care with Lancashire Teaching Hospitals, Lancashire County Council, Preston, Chorley and South Ribble Clinical Commissioning Groups and Healthwatch Lancashire. The costs of hosting the event were shared and the memberships of the hosting organisations were targeted simultaneously for engagement at the event.

A forward planning engagement calendar has been implemented to anticipate likely external requests for Trust resources to support engagement activity.

The development of the Customer Relationship Management system makes it easier both to communicate electronically with members, for example, to distribute the Trust’s membership publication, Foundation News, and to segment the Trust’s membership so that communications are appropriately targeted. Decreased reliance on distributing hard copies of publications to members and more bespoke communications campaigns both contribute to improved cost effectiveness.

● Replace the existing Junior Associate Membership

The Trust’s Constitution has been amended to give Junior Associate Membership formal status. The category of Junior Associate Membership has been developed to reflect the changing service configuration of the Trust and to recognise that many of the Trust’s service users are children and young people. The age parameters of the category are 9 as a minimum age and 14 as a maximum age. Parental consent is required before Junior Associate Members can join. Work is on-going to support the development of the category of Junior Associate Membership including the publication of a bespoke Junior Associate Membership form. The Trust will communicate with Junior Associate Members six months before their membership expires inviting them to join as Adult Members.

● Improve measurement of results

The engagement activity recorded in the Trust’s Customer Relationship Management system has been harnessed to the production of simple but meaningful performance dashboards which measure the results of that activity. A comprehensive dashboard is presented to the Executive Management Team on a monthly basis and this includes metrics relating to the progress of the membership strategy such as the number of affiliate members. A dashboard relating specifically to the progress of the membership strategy is presented as part of a standing item on the progress of the strategy at each meeting of the Council of Governors’ Membership and Governance Committee.

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● Involve governors in the Trust’s engagement activity

The forward planning engagement calendar, referred to above under the ‘cost effectiveness’ objective, has been made available to governors via the governor pages of the Trust website. A specific proposal to involve governors in the Trust’s engagement activity is explained in detail in a later section of the paper.

● Involve members more

The Trust has been working to deliver a programme of joined up engagement activity which is based on the needs of public members rather than structured around organisational boundaries. The jointly hosted public engagement event on long term conditions, referred to above under the ‘cost effectiveness’ objective, is one example of this approach. In addition to the organisations from the statutory public sector which hosted the event, there was strong support from third sector organisations who participated in the event as stallholders. Public members were clearly able to see the value of partnership working across sectors and to understand how this joined up approach shapes pathways for people with long term conditions and can improve outcomes.

An important recent survey of the Trust’s membership panel asked panel members for their views on how they could become more involved in the work of the Trust. Feedback from the survey has been acted on through, for example, changes in the balance of the content of Foundation News which in the future will have greater emphasis on volunteering and engagement opportunities. Survey respondents’ views of the content of the Trust website will inform the scoping of the emerging ‘One Stop Shop’ project which aims to improve the accessibility of Trust services and the signposting of health and social care information.

Stakeholder engagement update

The Trust’s approach to stakeholder engagement is increasingly strategic and delivered by a partnership of the corporate engagement team with Executive and Network colleagues.

A plan is being implemented to strengthen relationships with commissioners and other providers by initiating a programme of Chair and Director Meetings that will enable the Executive Team to meet the Boards of the Trust’s key stakeholders e.g. Clinical Commissioning Groups and local authorities. To date, where this offer has been made to stakeholders, there has been a universally positive reaction.

The annual update of three year business plans for the period 2014-2017 has started and the corporate engagement team is working closely with Network and Clinical Directors to shape the strategic intent of stakeholder engagement activity for inclusion in the updated business plans. These key strategic intentions will include:

● Leading and supporting clinical engagement with GPs and commissioners;

● Ensuring that clinical engagement is part of a strategic plan rather than ad hoc;

● Co-owning the engagement sections of the Clinical Network business plans;

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● Supporting the Networks through engagement work integrated with service redesign in theNetworks;

● Training, coaching and mentoring of clinicians and managers within the Networks todevelop stakeholder engagement skills, especially in relation to GP engagement;

● Implementing a Single Point of Contact for GP issues;

● Supporting the marketing of business by linking in closely with the newly appointedMarketing Manager and the wider Business Excellence Team;

● Supporting the Networks’ service user involvement work;

● Supporting the Networks to build links with the third sector.

The outcomes of the Trust’s stakeholder engagement activity are captured in a monthly engagement report to the Executive Management Team which collates, themes and discusses key pieces of intelligence.

Involving governors in the Trust’s engagement activity

The progress of the membership strategy and of stakeholder engagement activity more generally will be supported by a specific proposal to support the Trust’s public governors to engage effectively with members and other stakeholders on important issues which inform the direction of the Trust.

It is proposed that public governors participate in half day training sessions in each of the following three areas:

● Wellbeing;

● Long term conditions;

● Dementia.

Each training session will cover:

● Conceptual discussion so that governors understand the key subject of the training;

● Clinical and managerial inputs from senior Network representatives so that governorsappreciate how the subject under discussion underpins the Trust’s business and why it is important;

● Evidence based examples which allow governors to become familiar with the outcomes ofinterventions particularly from a user perspective;

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● Information which will allow governors to signpost members and other stakeholders toresources which can help to resolve enquiries relating to individuals and detailed operational procedures;

● The governance dimension of the subject under discussion so that governors are aware ofthe context of internal organisational decision making and can explain this to others if required;

● The political dimension of the subject under discussion so that governors are briefed aboutcurrent stakeholder relationships and any controversies which may impact on local perceptions of the Trust’s work in a particular area.

In the case of each of the three areas, the training will be followed by an opportunity for pairs of governors to attend a group or event to engage with members and stakeholders. The opportunities will be organised by the corporate engagement team who will also work with Company Secretary Services and Clinical Networks to ensure that governors have appropriate briefing materials which can be distributed to participants at the arranged appointment. Governors will also be issued with a standard proforma which has been designed by the corporate engagement team to ensure that there is consistency across the Trust in the way that governors and Trust representatives engaging with stakeholders record the intelligence that is gathered through that engagement activity. The feedback and intelligence from governors’ engagement activity will be added to the intelligence gathered by Trust representatives and will be regularly analysed by the engagement team to construct a narrative of the main issues which stakeholders have raised about the Trust. As described above in the ‘stakeholder engagement update’ section, this narrative is presented on a monthly basis to the Executive Management Team for review and appropriate action.

The proposed training and follow up opportunities to apply the training to the practice of engaging effectively with members and other stakeholders is designed to allow governors to develop their understanding of several of the key priorities which currently inform the Trust’s strategic direction. The proposal offers governors opportunities to enhance the Trust’s reputation through visible engagement with members and the wider communities the Trust serves and to make a significant contribution to the intelligence profile which informs key decisions about how the Trust manages its stakeholder relationships.

Summary and conclusions

The key point to take from this paper is that significant progress has been made on the integration of the Trust’s membership strategy with the organisation’s wider stakeholder engagement activity. Specific developments reported in the paper such as the affiliate membership scheme and the Customer Relationship Management system will promote the idea of membership as an integral part of the Trust’s stakeholder relations rather than as separate from them. The proposal to involve governors in engagement activity is intended as a further step in the direction of seeing membership as part of wider stakeholder relations and will give governors a clear and important role in the gathering of stakeholder intelligence.

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COUNCIL OF GOVERNORS – 14 January 2014Sub Committee Key Messages


PAPER TITLE: Sub Committee Key Messages

PURPOSE: To provide the Council with the Key Messages arising out of the CoG sub-committees since the last formal CoG meeting

ACTION RECOMMENDED:

Noting

PAPER PREPARED BY: Ashley Christian, CoG and Membership Support Officer

BACKGROUND

The use of a Key Messages update supports the focus of sub-committee business around the assurance required for them to discharge their responsibilities on behalf of the Council of Governors.

The implementation of Key Messages reporting takes the relevant issues, areas of concern/excellence and recommendations from each Committee for the Council of Governors to consider and either note or approve.

The Key Messages contain all relevant items arising from Committee minutes and have replaced sub-Committee minutes on the formal Council of Governor agenda.

COUNCIL OF GOVERNOR ACTION

The Council of Governors are asked to note the contents of the key message reports of the following sub-committees:

Membership & Governance Committee 4th November 2013 Patient & Experience Oversight Group 13th November 2013 Standards & Assurances Committee 14th October & 25th November 2013

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Membership & Governance Committee – 4th November

Key Messages

Key Themes and Messages:

The Membership & Governance Committee wish to; Highlight the successful 2013 Annual Members Meeting which was well attended,

involved lively discussions, gathered positive feedback compared with the previous year.

Inform the full Council of the proposal to involve Governors in Trust engagement – adetailed briefing would be supplied by the Stakeholder Engagement Manager

Note the Spring Conference topic is still undecided and Governors have beeninvolved in suggesting possible themes.

Areas of Concern or Excellence:

The Membership Committee are very supportive of the Governor Involvement proposal and have expressed willingness to take part in the pilot.

Recommendations: There are no recommendations at this time.

Level of Assurance:

Based on the work carried out by the Membership & Governance Committee, the Council of Governors can be reasonably assured of the Trust’s compliance with standards.

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Patient Experience Oversight Group – 13th November 2013

Key Messages


The PEOG group has approved a change to the format of future meetings as of January 2014. The change will refocus PEOG on its purpose around understanding the service user experience and receiving assurance that the Trust listens to patient feedback and acts on it.

As part of its new assurance mechanisms, the group will review timely and relevant reports of patient experience directly from the Networks and also hear personal patient stories and comments across all of the Networks.


PEOG wish to acknowledge the successful reduction in complaints at Garth Prison as a result of good practice and introduction of a values based complaints resolution process despite the challenges faced with a prisoner population

Recommendations:

Level of Assurance:

Based on the work carried out by the PEOG Committee, the Council of Governors can be reasonably assured that the Trust is meeting its duties to engage with the public and learn from patient experience.

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Standards and Assurance Committee – 14th October 2013

Key Messages


1. Reflect on the good work carried out by Aspiring Leaders.

2. Streamline of Quarterly meetings – SAC will be changing their meetings to quarterly.


Recommendations:

Level of Assurance:

Based on the work carried out by the Standards and Assurance Committee, the Council of Governors can be reasonably assured of the Trust’s compliance with standards.

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Standards and Assurance Committee – 25th November 2013

Key Messages


1. Cycle of Business 2014/15The committee re‐discussed the Cycle of Business for 2014/15. It was agreed thatthe SAC Committee would meet on a quarterly basis so the meetings tie in with theQuality Reports. The Committee will review this for half a year, if additional meetingsare required they will be added to the cycle.


Recommendations:

Level of Assurance:

Based on the work carried out by the Standards and Assurance Committee, the Council of Governors can be reasonably assured of the Trust’s compliance with standards.

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council of governors meeting...year’s cycle of business free agenda time has been scheduled into...

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