Report to the Board of Directors 2018/19 Date of meeting 25 May - - PDF document

Attachment 13

Report to the Board of Directors 2018/19

Date of meeting 25 May 2018 Subject Board Engagement: Departmental presentation Report of Head of Communications and Corporate Affairs Prepared by Ann Filby, Head of Communications and Corporate Affairs Purpose of report To present a draft programme of departmental presentations to the Board Previously considered by (Committee/Date) N/A Board Action Required Approval Discussion X Decision Information Assurance Executive Summary and recommendation(s) From April 2018 the Board of Directors is holding meetings in public on a bi-monthly rather than a monthly basis. This change was as a result of a full review of Board time and how it is utilised most effectively, with the aim of enhancing existing Board engagement with staff and patients. As part of this approach, departments will be invited to present to the Board meeting held in public on a rolling programme. The focus will be on improvements that the department has made in the last 12 months that are having a positive impact on the quality of care provided to our patients and their experience of care. This will include both clinical and support services as, whilst there are a number of staff that don’t deal with patients directly, everything that we do supports patient care in some way. The first presentation is the Trust’s chaplaincy service, introduced by the Director of Nursing. An outline programme for 2018/19 and 2019/20 is presented for discussion. The Board is asked to consider the outline programme to enable arrangements to be made for future presentations.

250518 Board engagement and departmental presentations Ann Filby, Head of Communications & Corporate Affairs 16 May 2018 REP/BOD/AMF/160518/01 Page 2 of 4

Strategic Ambition and Board Assurance Framework (BAF) links Strategic Ambitions

• 1. Deliver the best possible level of safe and effective care

X

• 2. Provide education, support and development for our staff to deliver

excellence in practice and be the employer of choice X

• 3. Effectively manage our financial resources, our estate and our

infrastructure to ensure we are sustainable X

• 4. Actively participate in innovation, research and partnerships to

transform our services X BAF reference(s) N/A This paper provides assurance against the Trust objective(s) identified X This paper is to close a gap in control/assurance in relation to the objective(s) Legal/regulatory (regulatory/legislation requirement with specific reference where appropriate) Code of Governance: standards of best practice and corporate governance Trust Provider Licence condition FT4 Care Quality Commission Key lines of enquiry for Well-led Equality Impact/risks (Equality Delivery System 2 – EDS2 Nov 2013) Impact Positive Negative Neutral X Assurance process and frequency of monitoring A review of Board engagement will be undertaken with a report to the Board at least six monthly

Explanation of Board action required: Information: no discussion required. Update to ensure Board has sufficient knowledge on subject matter and to provide assurance on progress Discussion: when seeking Board members’ views, potentially ahead of final course of action being agreed Decision: when being asked to choose between alternative courses of action Approval: positive resolution required, to confirm paper is sufficient to assure the Board in its ongoing monitoring role or to address a gap in control

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• 1. Context

At the Board of Directors’ meeting in March 2018 the decision to move to bi-monthly meetings in public was highlighted. This would allow for additional opportunities to engage with staff and

• patients. A programme of enhanced engagement visits is being implemented, which began with an

extended Board to Ward visit in April ahead of the Board meeting held in private. The Board already has an established commitment to conducting short Board to Ward visits ahead

• f each meeting. These will continue.
• 2. Current plans

We are seeking to engage more effectively with our staff and cover more areas than has been possible to date. An engagement programme is currently being prepared for implementation from June 2018, providing a range of opportunities for our staff and Board members. The aim is to support staff and enhance their understanding of how Board discussion is relevant to the work that they do. Evidence shows that greater staff engagement and enhanced morale has a positive impact on patient care and productivity. Involving staff in discussions will enable them to feel safe to raise concerns, supporting our wish to be seen as an open, learning organisation where staff are confident to speak up. Board members will also increase their own knowledge of the day to day roles that our staff members undertake which they can reflect on in their decision making. They will be able to share the Trust’s vision and priorities, and play a part in motivating staff to achieve these. Ultimately, we want to ensure that Board members are seen as approachable with an increased willingness from staff to engage and make comments on Trust plans and priorities as part of the Trust’s continuous improvement. This work will feed into the Staff Engagement Strategy currently being drafted.

• 3. Departmental presentations

At each of the Board of Directors meetings to be held in public - May, July, September, November, January, and March - a 15-20 minute slot will be scheduled to enable a programme of presentations from departmental areas. The focus will be on the improvements that the department has made in the last 12 months that are having a positive impact on the quality of care provided to our patients’ and on their experience of care, whether clinical or a support service. We are looking for this to be a celebration of the great work that our staff do and an opportunity to present this in public. Some departments cover a wide range of responsibilities and it is likely that the focus will be on

• nly one or two elements in the short time available. The programme can also be flexible as the

Board requires.

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The Department will be free to present in whichever way they wish, and to bring as many team members as they would like, so long as there is sufficient time within the 15-20 minutes allocated to enable discussion with Board members. Each team will be introduced by the appropriate Executive Director, with a very brief summary of the department’s role and how it supports patients. There will be a limit to the number of presentations that can be accommodated. Other departmental areas will be covered through the engagement processes starting in June 2018. A draft programme is provided for consideration: Date Department Executive lead 2018/19 25 May 2018 Chaplaincy Director of Nursing 27 July 2018 Facilities: Including Car parking; Portering; Linen Services; Procurement; commercial strategy and income generation Director of Finance 28 September 2018 Division of Surgery, Women and Children’s Services: Including Maternity Chief Operating Officer 30 November 2018 Risk and governance: clinical audit; risk, safety and incident monitoring; complaints and PALS; volunteers; workforce; corporate affairs and communications Deputy Chief Executive/ Director of Governance January 2019 Division of Medicine: Including Diagnostics and Pharmacy Chief Operating Officer March 2019 Information Centre: Informatics; IT; records management; information governance and GDPR; Transformation Director of Transformation 2019/20 May 2019 Emergency care and patient flow Chief Operating Officer July 2019 Estates and Planning: sustainability and carbon management Director of Finance September 2019 Outpatients Chief Operating Officer November 2019 Financial management: Contracting; Counter Fraud; charitable fund Director of Finance January 2020 Specialist Nursing teams: Safeguarding, learning disabilities, dementia, infection prevention Director of Nursing March 2020 Education and training: Corporate training; nursing and AHP; medical/post graduate Associate Director of Workforce Director of Nursing Medical Director 2020/21 May 2020 Therapies and Healthcare Scientists July 2020 September 2020 November 2020 January 2021 March 2021