AD HOC JOINT HEALTH SCRUTINY COMMITTEE
NHS BOURNEMOUTH AND POOLE (PCT) – PROVIDER SERVICES REVIEW
22 SEPTEMBER 2010
The Meeting commenced at 7.05pm and concluded at 8.15pm.
Present:
Borough of Poole
Councillor Mrs Rampton (Chairman)
Councillor Meachin
Bournemouth Borough Council
Councillors Mrs Johnson and Shaw
Dorset County Council
Councillors Mrs Elliot and Mrs Ezzard
In attendance
NHS Bournemouth and Poole
Sarah Elliott: Director of Patient Safety and Quality / Deputy Chief Executive
Liz Kite: Deputy Director of Corporate Affairs
James Rimmer: Deputy Director of Finance, Estates and Procurement
Dorset Healthcare University NHS Foundation Trust
Roger Browning: Chief Executive
Linda Boland: Director of Children’s Services
Jonathan Walsh: Chairman
Colin Hague: Director of Human Resources
Jackie Chai: Assistant Director of Finance
Kate Lodge: Business Support Officer
LINks Representative
Chris Wakefield
Local Authorities
John McBride: Chief Executive, Borough of Poole
Liz Baron: Democratic Support Officer, Legal & Democratic Services, Borough of Poole
Andrew Creamer: Bournemouth Borough Council
Lucy Johns: Health Partnerships Officer, Dorset County Council
Members of the public present: 0
The Chairman advised that following the recent sad death of Councillor Brian Leverett, a minute’s silence would be held prior to the commencement of the Meeting.
All present stood in silent tribute to the late Councillor Dr. Brian Leverett, Leader of the Council, Ward Member for Poole Town, who had died suddenly on the 17th September 2010.
JHSC11.10 APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillor Burden (Borough of Poole)
JHSC12.10 DECLARATIONS OF INTEREST
Councillor Mrs Johnson declared a personal interest in Agenda Item 4 as she was employed by the Royal Bournemouth Hospital as a Registered Staff Nurse.
JHSC13.10 MINUTES
RESOLVED that the Minutes of the Meeting held on 28 July 2010, having been previously circulated, be taken as read, confirmed and signed by the Chairman as a true record.
JHSC14.10 PROGRESS ON THE MANAGED SELECTION PROCESS FOR A NEW PROVIDER OF COMMUNITY SERVICES FOR NHS BOURNEMOUTH AND POOLE
The Chairman welcomed Sarah Elliott, Director of Patient Safety and Quality, Liz
Kite, Deputy Director of Corporate Affairs and James Rimmer, Deputy Director of Finance, Estates and Procurement, to the meeting who gave a progress report on the managed selection process for a new provider of community services for NHS Bournemouth and Poole.
An outline of progress made during the refined solution phase process was given as follows:
· Dorset HealthCare University NHS Foundation Trust had been shortlisted to take forward to the refined solution phase of the transforming community services managed selection process;
· The Royal Bournemouth and Christchurch Hospitals NHS Foundation Trust was held as ‘first reserve’;
· detailed proposals provided by the shortlisted providers were reviewed during the refined solution phase in order to ensure that there was a clear understanding of the services to be transferred and in order to manage any risks during the transfer of services;
· The focus of the refined solution phase was on three key areas (i) detailed workstream meetings, (ii) detailed service meetings and (iii) stakeholder engagement events.
Throughout the process, regular feedback had been given to Dorset Healthcare University NHS Foundation Trust in order to refine proposals. Workstream meetings had been established in order to consider specific issues relating to workforce; information management, technology and estates; finance; quality (including communications, equality and diversity and stakeholder engagement) and management and mobilisation. Issues transferred to the risk register as a result of the workstream meetings were as follows:
· Communications support
· Future information technology costs
· Finances, including a commitment to sign up to existing costs and cash releasing efficiency savings (CRES).
Additionally, specific service meetings had been established to clarify the current status of services and to ensure that any risks were transferred to the risk register. Following completion of the meetings no risks were identified to pass to the register.
Stakeholder Engagement
The PCT was keen to ensure that the views of stakeholders and members of the public were taken into consideration as part of the decision making process for a new provider of community services and had undertaken activities to ensure that these views were heard, despite clear guidance from the Department of Health and Strategic Health Authorities that there was no requirement to involve users where proposals for change did not result in any changes to services either affecting the way in which the service was delivered or the range of services available.
An event for members of the Trust’s Public Involvement Network had been held on 17 August 2010 which had invited feedback on how the transition should be managed and how the Trust could ensure quality was maintained during the transition period. A summary of the feedback received was provided for information.
A stakeholder event had been held on 18 August, attended by representatives of a range of organisations including GPs, the local authority, NHS, LINks and Dorset Race Equality Council. Dorset HealthCare University NHS Foundation Trust had been invited to respond to specific questions raised. No issues had been identified to pass to the risk register.
Members were informed that a formal recommendation would be put to the PCT Board at its meeting on 1 December 2010 to approve the transition and contract for Bournemouth and Poole Community Health Services to the preferred bidder Dorset HealthCare University NHS Foundation Trust.
A general discussion ensued during which the following issues were raised:
· A range of contract quality standards would be established in order to monitor standards of service and it was expected that Dorset HealthCare University NHS Foundation Trust would continue to be accountable to Members through the health scrutiny process.
· Dorset HealthCare University NHS Foundation Trust’s Council of Governors would provide internal monitoring of the Trust Board.
· Initially service users would not experience any changes to the services they currently received, however it was expected that in time, Dorset HealthCare University NHS Foundation Trust would implement a programme of service improvement.
JHSC15.10 PRESENTATION FROM DORSET HEALTHCARE UNIVERSITY NHS FOUNDATION TRUST – PREFERRED PROVIDER
The Chairman welcomed Roger Browning, Chief Executive of Dorset Healthcare University NHS Foundation Trust who gave a presentation on the Trust’s strategic vision for transforming community services in Bournemouth and Poole.
Key issues were highlighted as follows:
· The Trust already offered a range of services to the population of Dorset and had an established community focus with strong partnerships and joint ventures already in evidence.
· The Trust had established strong local accountability through its Council of Governors;
· Innovations were evidenced including self access to psychological therapies (IAPTs), introduction of a young people’s website (www.wheresyourheadat.co.uk), transformed audiology, podiatry and speech therapy, GP liaison, new Dorset CAMHS model, wellbeing in schools, integrated teams and single line management.
Key priorities for the delivery of the transforming community services strategy included:
· Ongoing engagement with a range of stakeholders including local authorities, LINKs, Children’s Services, Schools, Practice Based Commissioners / GP Consortia, the third sector etc;
· Maintaining the highest standards of quality and safety;
· Workforce development; and
· Maintaining financial balance.
Ideas and innovations were outlined as follows:
(a) Accessible Care / reducing hospital admissions
The Trust’s vision was outlined as ‘seamless, holistic, accessible care that reduces avoidable hospital admissions’; this would be achieved through developing
· patient-led outcomes
· integrated local health and social care teams
· establishment of a single point of access
· using patient feedback to inform service design
· improved local availability, access and responsiveness
· care pathways followed consistently
· minimisation of handoffs and duplication and
· inter-agency data sharing
(b) Quality Improvements / Cost efficiencies and savings
The vision was for ‘innovation that drives improvements in quality, productivity and preventative measures to generate cost efficiencies and savings’, achieved via:
· Increased assessment, diagnosis, treatments in localities
· New technologies
· Encouraging innovation via staff development
· University links
· Promotion of self-management and personal health budgets
· community pharmacists providing advice / treatment
(c) Information and technology as drivers for productivity and savings
Proposals for utilising information and technology and new ways of operating as drivers for productivity and savings were outlined as follows:
· GPs with Special Interests directly booking patients on theatre lists
· GPs and local teams reviewing non-elective admissions to support discharge and reduce length of stay
· Shared services / premises
Preventative measures and promotion of good health to avoid hospital admissions and reduce costs
To be achieved through:
· Supporting communities to promote healthy lifestyles / early identification
· In-reach into care homes / regular home support
· Easy access to health information
· Integrated whole-system approach to patients with long-term conditions;
· Ensuring rapid response services
In conclusion, the Chief Executive reported that the Trust was confident of its capacity to deliver community services in Bournemouth and Poole to a high standard and had demonstrated a track-record in successful innovation. Mitigating strategies would be developed for any areas of risk involved in the transfer of services from NHS Bournemouth and Poole to Dorset HealthCare University NHS Foundation Trust.
The Chief Executive expressed the hope that Members would support the Trust as the new provider of community services.
A general discussion ensued during which the following points were raised:
· the Chief Executive paid tribute to the dedication and commitment of Trust staff and its management team which had been integral to the Trust being graded ‘Excellent’ for Quality of Services and Quality of Financial Management by the Care Quality Commission;
· the Trust was keen to explore opportunities for co-locating teams within shared facilities, particularly services for Children and people with a learning disability and would welcome discussions with partners as to how this could be achieved.
· Members supported Dorset HealthCare University NHS Foundation Trust as provider of community services in Bournemouth and Poole.
JHSC16.10 DATE OF NEXT MEETING
AGREED that the Joint Health Scrutiny Committee – PCT Provider Services Review be reconvened on an ad hoc basis as necessary.
CHAIRMAN
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