Integrating Health Services for Staffordshire - UHNM Transition Plan.pdf · DRAFT INTEGRATING HEALTH SERVICES IN STAFFORDSHIRE SERVICE TRANSITION PLAN DRAFT – Issue 5 (11th September

DRAFT

INTEGRATING HEALTH SERVICES IN STAFFORDSHIRE SERVICE TRANSITION PLAN DRAFT – Issue 5 (11th September 2014)

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Please note: This plan is work in

progress and may change. Updated versions will be made available on the website as they become available.

DRAFT

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VERSION CONTROL Issue Changes

Version 5 Surgery - (critical care capability remains in Stafford following L3 transfer) (reference to orthopaedics within modular theatre removed)(SAU at Stafford text amended within move plan) Specialised (Cardiology text revised) Benefits to patients – minor text changes.

Sep, 2014 IHSS Service Transition and Integration Plan TEMPLATE

DRAFT Purpose and structure of the document

• UHNS has been preparing detailed service-driven integration plans based on the requirement to deliver the TSA Clinical Model as ratified by the Secretary of State, with a steady-state date of 1 April 2017. All the plans, and therefore the content of this paper, are predicated on the organisational structure and transition approach and costs contained in the Acquisition Business Case, to deliver the TSA activity and clinical models. Should either of these change, the plans would clearly need to be revised.

• The purpose of this paper is to summarise the current Transition Plan from 1 Nov 2014 and the movement of services across sites in 2014/15, as well as reconfiguration of services and teams that do not require a service move – all content in this paper is draft, subject to review and approval, and is confidential

• Draft integration plans were received at the PMO on Friday 29 August and are being reviewed and iterated with Divisions and Functions weekly

– This includes QIA and assessment of links to the HIA conducted in December 2013 over the TSA clinical model, pre-disaggregation

• The structure of this paper is as follows:

Section Page

1 Objectives and approach 3

2 Service Transition Plan 11

3 Summary Transition milestone maps – Clinical divisions 14

4 Summary Transition milestone maps – Corporate and central function reconfiguration 39

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DRAFT Objectives and approach for the overall integration and transition

Our challenge is to achieve the:

1. Safe and effective transfer of services from MSFT (Stafford Hospital) to UHNS, vis a vis the state of current services; by

2. Implementing the TSA clinical model; while

3. Demonstrating effective QIA and HEIA outcomes;

4. Within the financial envelope once agreed;

5. In a manner that is practically deliverable in capacity, estate, workforce and quality terms.

6. Effective public and patient engagement plans are in place.

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The approach is service-driven:

1. Service level integration and transition plans – specialties and operational teams jointly develop detailed, standardised integration plans for day 1 to six months. These capture actions, owners, dependencies, risks and their mitigations, pre-requisites, workforce changes, site moves / reconfiguration, communications, transport, QIA and compliance dates with the TSA model and external regulatory requirements (eg. accreditation)

2. Summary Transition milestone maps – these summarise the movements and reconfigurations within and across sites, drawing from the Service level plans

These plans will be challenged and iterated through a continuous assurance process outlined overleaf.


DRAFT Assuring the delivery of safe and sustainable services (1 of 2)

Assurance will be monitored through a double lock structure, illustrated below and described overleaf.

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DRAFT Assuring the delivery of safe and sustainable services (2 of 2) • An Internal Assurance Panel will be established to review all service changes (Quality Impact Assessments, Health Equality

Impact Assessments) before they are considered by the Quality Assurance Committee, a sub-committee of Trust Board. The Internal Assurance Panel will comprise The Chief Executive, Medical Director, Chief Nurse and Chief Operating Officer. Members of the Internal Assurance Panel will have the opportunity to access an external Medical Director/Nurse Director to challenge their assumptions/decisions. As a formal sub-committee of the Board the Quality Assurance Committee will approve all assurance processes before they are considered by external organisations.

• The Internal Assurance Panel will receive its assurances from the Trust Executive Committee (TEC). The TEC will oversee, assess and monitor risk and governance, ensuring that quality and safety of patient services are addressed and quality and safety of patient and staff experience are considered. The TEC will discuss all Quality Impact Assessments and Health Equality Impact Assessments for all service changes and assure that patients and the local community are engaged in the processes. They will ensure the service transfer plans are in line with the six principles outlined on the prior page. A separate task and finish group will report to TEC on these issues chaired by the CEO.

• The External Assurance panel will include representation from CCGs and the NHS TDA (Clinical Quality Overview Group) and the independent Director of Nursing and Medical Director mentioned above. The External Assurance panel will receive its assurances from the Internal Assurance Panel and will provide an additional level of challenge to the rigour of the process and the content of implementation and risk and quality management plans.

• This double lock system will provide internal and external assurance for the Trust, TDA, TSA and CCGs and these key service change plans will be developed “bottom up” by the clinical specialties in Stafford and Stoke to gain ownership, commitment and engagement in creating our new clinical model consistent with TSA models over the transition period. At directorate, divisional and corporate level there will be internal assurance statements signed off by key leaders at each level that they meet these criteria and the external assurance will verify these through a combination of desk top, telephone and face to face discussion.

• The service change plans by necessity will set out key milestones to deliver which may need various gateway reviews over time to continue to provide the assurance necessary to the Trust and external parties.

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DRAFT

Service What is happening and why Benefits to patients

Overall • The delivery of services by a neighbouring Trust with bigger

and more sustainable resources.

• Investment in the Stafford infrastructure.

• CQC safe, just.

• Ensuring sustainable access to services for

the population of Stafford.

• 90% of patient contacts will remain at Stafford

Hospital.

Acute

surgery

• The current rota cannot be sustained

• Moving inpatient surgery to Stoke which has sustainable

rotas and more access to specialist services.

• Continuing to provide day case and A&E cover at Stafford.

• More outpatient and diagnostics done at Stafford than

previously.

• The A&E is sustainable in its current form.

• Patients will have greater access to more

specialist opinions.

• Additional rotas of upper GI, lower GI,

vascular, urology expertise 24/7 to move from

1:5 rota to 2 rotas of 1:9.

Maternity

services

• With the move of acute surgery to Stoke along with the

supporting anaesthetic cover, consultant-led obstetrics at

Stafford becomes unsafe due to the re-location of

anaesthetic cover.

• Access to level 3 status.

• Patients requiring an obstetrician will be treated at Stoke

with transport arrangements improved between the two sites.

• A free-standing midwifery-led unit will be set up at Stafford.

• Women will now have the choice of delivery in

a midwifery-led birthing unit.

• Actual labour ward cover by consultant

obstetrician.

• 24/7 consultant anaesthetic cover with

expertise in obstetric anaesthesia.

• Retain ante-natal/post-natal, community

services and early pregnancy unit.

Paediatrics • The recruitment difficulties mean that the SCBU and

paediatric services at Stafford are unsustainable.

• Inpatient paediatrics will transfer to Stoke to provide access

to sustainable services and specialist services and paediatric

high dependency and intensive care.

• There will continue to be a paediatric assessment service

supporting the A&E at Stafford along with outpatients,

diagnostics, and Healthcare at Home developments.

• Access to tertiary specialist opinions.

• Access to sustainable services.

• Reduce need to travel to Birmingham etc.

• Improved community services.

How the transition will deliver benefits to patients (1 of 2)


DRAFT

Service What is happening and why Benefits to patients

Medicine • Specialist medicine requiring support of other services such

as GI bleeds will need to transfer to Stoke when acute

surgery does.

• All other acute/general medicine will stay at Stafford.

• Specialised medicine will transfer to Stoke where there will

be greater access to specialised services when needed.

• Stafford residents in a non-acute phase currently at Stoke

(approximately one ward) will be repatriated to Stafford.

• Access to a greater range of specialist

opinions.

• Rehabilitation in hospital closer to home.

• Longer-term provision of specialist outpatient

services not currently provided by Stafford eg.

dermatology.

Radiology • Unsustainable radiology rotas at Stafford.

• Sustainability ensured by shared rotas with Stoke.

• Remote IT links for images and access to specialist

radiological opinion (Intelrad).

• Continuing radiology support keeping local

A&E open.

• Round the clock access to an MR scanner,

not previously available for Stafford residents

at Stafford.

• More direct access to CT Nuclear Medicine,

PET scanner, 3T MRI and Flash CT scanner

How the transition will deliver benefits to patients (2 of 2)


DRAFT Engaging patients and the public (1 of 2)

The diagram below outlines the arrangements to be put in place to ensure a seamless integration between Mid Staffordshire FT and UHNS and to implement revised clinical models which will deliver high quality, safe and accessible services for all.

• The Patient and Public Engagement Reference Panel will be chaired by Healthwatch Staffordshire and include key staff from UHNS/MSFT; CCGs; SSOTP; TDA (Warwick Partington, Richard Hunt); Staffordshire and Stoke-on-Trent Healthwatch organisations; BBC Radio Stoke and The Sentinel Editors; MSFT Membership Chair; Jeremy Lefroy, MP for Stafford; Health Select Committee/OSC Chairs – Staffordshire and Stoke-on-Trent; Support Stafford Hospital; Key service user stakeholder groups and disability groups eg. physical and sensory.

• Its purpose is to continue taking forward the health equalities impact assessment work; advise on public engagement and public and patient engagement plan; and be an advisory panel for issues from public engagement sessions

• It will meet monthly, for 6 months with the first meeting to be held by mid-September 2014.

• It will report to the Local Transition Board and to the UHNS Internal Assurance Panel

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DRAFT Engaging patients and the public (2 of 2) • The key communications currently planned by type are set out below. These are subject to consistent review and will be

further iterated following the outcomes of the TDA’s recent review of communications across all stakeholders involved in the transaction.

• In addition to a weekly CEO briefing session, Exec team members on site, stakeholder analysis and regular publications, the following high level summary sets out planned activities designed to address key issues:

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December 2014 September 2014 October 2014 January 2015 November 2014 February 2015

Integration Bulletin (fortnightly)

Cross-site visits / tours for patients and staff

Engage Healthwatch Staffordshire

regarding community

engagement programme

Meet with Support Stafford Hospital

Establish community

engagement reference

panel

Stoke Community Engagement

Event

GP engagement

events

Integration Champion

event

Public open cafe event chaired by

Healthwatch Staffordshire

Cross-site visits for GPs, voluntary and community providers

Pre-day 1 preparation

Day 1 – welcome

events, staff ‘open cafe’

event on site at Stafford

Formal visits by MPs



End of month 1

review – staff interviews

3 month review -

March 2015



Cross-site visits / tours for patients and staff

Services transition (refer remainder of this document)


DRAFT Actively managing risk (1 of 2)

The overall project risk register is maintained weekly and reviewed by the Project Board. At the date of this report the top risks at project level include the following:

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Risk description Mitigation Residual risk value post

mitigation

The risk that insufficient funding will be made

available to address:

> The deficiencies in existing estate and resources

> The requirements of the transition and integration

> The ongoing financial costs of delivering this clinical

model and the safe and effective delivery of the clinical

services

The integration plans contained within this document are predicated on this

basis – if the Acquisition Business Case is not approved then these plans

cannot be delivered as set out.

The likelihood of this risk is being mitigated by the requests for funding within

the Acquisition Business Case. The impact remains high.

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The risk that the Obstetrics review announced by the

SoS delays the timeline or pushes UHNS into

accepting a deal without it having clarity on, or

adequate protections in relation to the outcome of, this

review resulting in quality, safety, financial and

reputational failure

The sole mitigation to this is the submission of papers to NHS TDA in relation

to Obstetrics to seek its support; protections in the Heads of Terms and

Transaction Agreement concerning the obstetrics review that are acceptable to

the UHNS Board.

There is no other feasible mechanism to prevent quality, safety, financial and

reputational catastrophic failure.

The mitigation lowers the likelihood of this risk though the impact remains

extreme.

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The risk that services fail at Stafford before they are

scheduled to transfer, and/or that operational

performance at UHNS are adversely affected as a

result of inability to effectively staff the services:

Whether through clinical or nursing staff shortages

At Stafford, Stoke or GP-led medical wards

The contingency plan as set out in Appendix 2 of the Acquisition Business Case

is designed to mitigate this risk, including ongoing staffing support to MSFT by

UHNS. The requirement to accelerate or decelerate the service transition plan

will be constrained by estates, staffing and service requirements

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The mitigation (if in place in time) lowers the impact of the risk but not the

likelihood of it.

UHNS are unable to overcome the reputational

legacy of MSFT quality failures

Agree frameworks and processes to evidence high quality care. Implement

public and patient engagement and communications strategy from 1 September

14. Deliver big ticket messages. Appoint Director of Communications

September 2014.

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The mitigation lowers the likelihood and the impact of the risk slightly. However,

as perceptions take a long time to change, this remains a significant risk.

DRAFT

SERVICE TRANSITION PLAN - DRAFT As at 11 September 2014

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DRAFT

Sep, 2014 IHSS Service Transition Plans (version 4)

Move plan – 1 of 2 – October 2014 to February 2015

Medicine

Specialised

Surgery

Women’s and Children’s & Clinical Support

w/c 10/11

w/c 17/11

w/c 24/11

w/c 1/12

w/c 3/11

w/c 27/10/14

w/c 19/1

w/c 26/1

w/c 2/2

w/c 9/2

w/c 12/1

w/c 5/1/15

w/c 16/2

Interventional Radiology (27/1)

Stoke ward 100 to 104/5.

Gynae (16/1) Stafford IP EL/NEL Gynae (Ward 9) to Stoke (Ward 103) & RWT. DC remains at Stafford.

Paeds (31/1) Stafford IP NEL surgery from Shugb’h to Stoke 216/217 (>1bed)

Trauma (9/2) move. Move Stoke O/P day cases from Ward 227 to Stoke (104/105)

Acute Surgery (9/2) Moves from Stafford to Stoke Wards 102/103

Ortho (9/2) Transfer NE ASA 3&4 Ortho from Stafford to Stoke & RWT

Stroke (2/2) Relocation of Stafford Acute Stroke Unit within Stafford .

Gen Med (30/11)

Managed medical ward (Aruna) at Stoke.

Cardiac (Nov 14)

Review of Stafford & Stoke Cath Lab provision completed

Cardiac (Feb 15) Stafford Cardiac Cath lab activity transfers to Stoke.

Transfer Acute cardiology IP to Stoke (8 beds)

Neuro (early Nov 14)

Paediatric OP Neurophysiology service transfers to Stoke

Obstetrics (26/1) Stafford ultrasound, ante/post natal assess’t (Ward 9) & outpatient move to Stafford MLU

Paeds (16/1) SCBU moves to Stoke (NICU)

Estates

IT

HR

Lyme wards 110 /111 (Stoke) refurbishment starts (9/1)

Springfield -Stoke (8/12)

Ground and 1st floor online (office moves to vacate Lyme 110/111)

Springfield Unit (2/2)

2nd and 3rd floors online (offices)

Stoke wards Lyme 112 & 113 (9/2)

Additional bed capacity available (28 beds)

Stoke critical care (9/2)

Additional bed capacity available (8 beds)

Ready prior to day 1

• MSFT A&E – late Oct 14

• Intranet/internet/Email – early Nov 14

• Graphnet – Sep 14

EDMS merge –Dec 14

Gen Med (1/12)

Managed medical ward (GP First) at Stafford

Pathology (12/12)

Stoke histopathology offices transfer to West building

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Relocate Stoke mobile MRI to facilitate Lyme modular wards (Dec 14)

PDS compliant Evolution (late Dec 14)

Obstetrics (16/1) Stafford IP EL/NEL Obstetrics (Central Del Suite )to Stoke (Maternity unit) &RWT

Freestanding MLU at Stafford

MLU- Stafford – (12/1) Freestanding MLU Freestanding unit within obs area

Stafford SAU inpatient unit closes (16/2);

Surgical presence remain for

inpatient referrals Critical Care (9/2) Additional capacity at Stoke online (12 beds)

1 Managers & HR to manage any TUPE transfer related workforce issues TUPE assigned MSFT employees to UHNS

2 Each Directorate has 9 month MoC prog.

HR support to all the clinical and non-clinical MoC processes as relevant / appropriate

Implement OD, staff engagement & Comms plan for Day-1 to end Dec.

3 WF data Transfer HR & Mgrs check final staff list & ELI

Integrated staff side (TJNCC and LNC) to be kept informed and involved in all proposed change and implementation processes (local reps and Regional Officers – and formally and informally)

On-going Staff FAQ process

Obstetrics (Nov 11)

MLU operates alongside current Stafford provision

Acute Surgery (wc 2/2) Stoke surgery ward moves to occupy Wards 112/113 (additional capacity 28 beds)

DRAFT


Move plan – 1 of 2 – October 2014 to February 2015

w/c 9/3

w/c 16/3

w/c 23/3

w/c 30/3

w/c 2/3

w/c 23/2

April 2015 June2015 July2015 December 2015

IP & DC Paediatrics (30/3)

• Move Stafford IP from Shugb’h to Stoke Ward 218

• Paediatric Assessment remains at Stafford in Shugb’h.

Pharma (30/4) Nuclear medicine centralised in Stoke

MRI (1/4) Service

provided from Stafford

Gen Med (Mid-Late 15)

Open gen med step down beds in Stafford

Aseptic Unit (2/12)

Stafford to Stoke

Cardiac (June 15)

Review monitoring requirements to support Cardiology, ACU and Acute Medicine and linkages with critical care.

Medicine

Specialised

Surgery

Women’s and Children’s & Clinical Support

Emergency/Short Stay (From July)

Complex patients move from Stafford to Stoke

Stoke Ward 218 (28/3) transfers to modular ward (additional 28 bed capacity)

Pharma (30/4) Transfer of radio pharmacy SLA from RWT to Stoke

Estates

IT

Stoke Modular wards (28/3)

– 56 beds additional capacity Stoke theatres (mid May)

Lyme. Modular Theatres. 2 additional theatres

Stoke Lyme 110/111 (early July)

Additional bed capacity (28 beds)

Expected completion - Stafford - Mar 15 Colocation of Paediatric assessment within ED)

Renal Unit – Nov 15 Stafford refurbishment completed

Unified Maternity system - June 15

Ready in 2016/2017

• Medway – PAS – O/R – BI – Mar 16

• Medway – Clinical Noting – Dec 16

• Medway – EPMA – Oct 17

• Medway A&E – Apr 17

• Medway Maternity – Aug 17

• MIS – Jul 17

• Unified PACS

Spec Med (end May)

Acute Gastro moves from Stafford to Stoke

(Jun 15) 6-8 Stafford Haematology Beds move to UHNS oncology centre

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Ormis merge – early Jul 15

Digital dictation at Stafford (Oct 15)

CIS at Stafford - Oct 15

EDMS upgrade – Mar 15

Mar 15

•Single file and print infrastructure

• Single support infrastructure

• Standardise operating system to Windows 7

MRI (April) installed at Stafford

Stoke Surgical Wards (early July)

Move 106/107 to 110/111 (Additional bed capacity)

Critical Care (11/4)

Stafford L3 critical care to Stoke (new critical care beds)

Estates refurbishment at Stafford (continues into 2016/18)

Managers & HR to manage any TUPE transfer related workforce issues



General Medicine (Jul15) Additional bed capacity in Lyme (106/7)

Integrated divisional management of combined Trust; cessation of Stafford Managing Director and team

Paeds (Jul-Sept) Evaluate and implement paediatric assessment staffing to achieve TSA model.

Paeds (1/4) Healthcare @ Home model in place

HR

DRAFT

CLINICAL DIVISIONS AS AT 5 SEPTEMBER 2014

Summary Transition milestone maps

Division Page

Surgical 15

Specialised Services 20

Medicine 24

Women, Children and Clinical Support Services 29

Estates milestones (specific to clinical divisions) 38

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DRAFT


20 Milestone with known Start/End date

Dependency link XXX Activity period

Target milestone – date unknown Surgical Division – Transition Plan

2014 2015

Oct Nov Dec Jan Feb March April -

Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

Critical Care

General Surgery

Specialised Surgery

Theatres, Anaesthetics and Pre-Ams

General surgery moves from Stafford to Stoke (EL and NEL) – 28 beds

Critical care continues to be provided as per current arrangements

Current service continues to be provided at Stafford

2 new modular theatres at Stoke clinically operational

Dermatology provision at Stafford provided by SLA with Wolverhampton

Paediatric inpatient surgery moves to Stoke (NEL) (less than 1 bed)

Critical care – move four Level 3 beds from Stafford to Stoke (11/4)

Engagement with architects on works required to support orthodontic, oral/max fax and dermatology at Stafford redevelopment

Theatre activity &HSDU provided ‘as is’ at Stafford

SLA in place for UHNS to provide anaesthetic cover to Cannock

Daycase surgery moves from Stoke to Stafford (Upper / lower GI/ ENT/ Orthopaedics)

Stoke Surgical wards move

Wards 112/113 handed over to surgery at Stoke

TSA Model compliant

Stafford workforce skills mix changes and extended session length changes completed

SAU closes on Stafford site and move to Stoke (create transitional SAU if required)

Preparation of new model of service care at Stafford post surgery moves

SGH site prep for Spec Surgery facilities

Critical care – Additional capacity available at Stoke (8 beds)

Level 3 Critical care capability remains at Stafford

DRAFT


General Surgery - Transition Plan context

Role Name

Executive Lead Robert Courtney-Harris

AD Michele Gibbs

CD Aideen Walsh

Programme Manager Brian Mellon

Compliance requirement Target date and comments

TSA clinical model Early (8th) Feb 2015

HEIA Yes

QIA Yes

Accreditation / Royal College / other regulatory

No

Core transition information

Objective for the transition • To ensure safe clinical service provision for acute emergency surgery and elective in-patients by 8 Feb 2015

Driver for service transfer • Transfer of emergency and elective in-patient surgery to Stoke

Key pre-requisite dependencies • Availability of new wards and theatre capacity at Stoke by end of 8 Feb 15

• Transfer of daycase ward to Stafford by 8 Feb 15

Key services that this transfer enables

• Enables transfer of four level 3 Critical Care beds after 8 Feb 15

Target date for transfer start • 6 Feb 15

Target date for transfer end • 8 Feb 15

Impact on wards • Yes - additional 28 beds in Stoke

Impact on theatres • Yes – additional 5 theatre lists per week

Impact on outpatients • No

Key next steps Owner Due

1. Final agreement on a detailed service transition strategy including all ward decants and transfers between Stafford and Stoke

• E Andrews/ K Long • 15 Sept 14

2.Prepare detailed surgical policies and procedures to deliver transfer of services

• A Walsh/S Crossley • 15 Sept 14

3. Adequate and appropriate staffing across both sites for the changed case mix

• A Walsh / K long / J Clarke

• 30 Nov 14

4. Communication plan for patients on what happens to services after the closure of SAU and transfer of surgery to Stoke

• J Clarke • S Crossly

• 30 Nov 14

Key risks and mitigations Owner Raised

1. New ward space at UNHS per the estates plan is not available in time – mitigated by detailed planning

• Estates • 7 July 14

2. Availability of new critical care unit at Stoke (due 5 Jan 15 – on time) is delayed - mitigated by detailed planning with Estates

• Estates • 7 July 14

3. Availability of theatre capacity at UHNS to absorb everyday work – contingency plan to use Stafford /Leighton capacity in place to manage this

• M Gibbs • 7 July 14

4. RWT not able to take their share of activity at the same date - RWT have confirmed their date – mitigated by early identification of slippage and contingency planning

• M Gibbs / RWT

• 7 July 14

5. Recruitment of surgical nursing staff to deliver model – mitigated by early targeted recruitment programmes

• M Gibbs • July 14

6 . Impact of UHNS performance from the transition of Gen Surgery during winter – mitigated by adequate resourcing


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DRAFT


Theatres and Anaesthetics - Transition Plan context

Role Name


AD Michele Gibbs

CD Steve Merron



TSA clinical model July 2015 when CCU transition complete

HEIA Yes

QIA Yes


No


Objective for the transition • To ensure appropriate theatre and anaesthetic capacities to meet the service needs on Stafford and Stoke sites by 8 Feb 15 to comply with TSA model

Driver for service transfer • Transfer of acute surgery to UHNS incl Paeds, Obs and Gyn and general surgery

Key pre-requisite dependencies • Availability of new and re-built ward and theatre capacity on Stoke and Stafford sites completing in July 15

• Critical Care transport / retrieval service


• Transfer of all acute inpatient NEL/EL and level 3 critical care services onto the Stoke site by April 2015

• Delivery of the other service change plans

Target date for transfer start • 15 Jan 2015 (Obs)

Target date for transfer end • 30 July 15

Impact on wards • No

Impact on theatres • Yes – change in session length at Stafford



1. Deliver Stoke theatre capacity development • Estates • July 2105

2. Deliver Stafford redesigned theatres • Estates • 2016

3. Establish recruitment and job plan for consultant anaesthetists to deliver model and SLA compliance for RWT

• S Merron • 30 Sep 15

4. Create new anaesthetics rota at Stoke to support change of case mix in Gen Surgery

• S Merron • 30 Sep 15

5. Set up Critical Care ambulance service • S Merron • 1/11/2014


1. Delay in new wards build in UHNS would delay transfer of acute surgery – mitigation is detailed delivery plan of site model development

• S Tytler • 4 Aug 14

2. Delay of new build theatres for UHNS site – alternative theatre capacity in Leighton and Stafford being planned to mitigate


3. Insufficient Recruitment to vacant anaesthetics posts – mitigated by early targeted recruitment programme

• S Merron • 4 Aug 14

4. Management of Change requirements not delivered in time for new model – mitigated by early engagement programme

• M Gibbs • Aug 14

5 . Impact of UHNS performance from the transition of Gen Surgery during winter – mitigated by adequate resourcing


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DRAFT


Critical Care - Transition Plan context

Role Name


AD Michele Gibbs

CD Steve Merron

Programme Manager

Brian Mellon


TSA clinical model April 2015

HEIA Yes

QIA Yes


No


Objective for the transition • Move four Level 3 and two Level 2 Critical care beds from Stafford to Stoke by 11 April 15

• Retain four Level 2 beds in Stafford, initially as stand alone and then transfer to Medicine by 30 June 15

Driver for service transfer • Transfer of acute surgery from Stafford site to Stoke including inpatient NEL/EL, obs/gen, paeds, trauma

Key pre-requisite dependencies • Availability of new-build unit in Stoke


• Move of all acute inpatient NEL/EL to Stoke

Target date for transfer start • 11 April 2015

Target date for transfer end • 11 April 2015


Impact on theatres • No



1. Completion of new critical care unit at Stoke

• Estates • 5 Jan 15

2. Clinical agreement of transfer strategy and procedures, e.g. clinical protocols and availability of appropriate staff etc

• S Merron • 15 Oct 15

3.Finalise detailed transfer plan including high dependency transport, retrieval team, clinicians etc

• S Tytler • 15 Oct 15

4. Agree transfer of remaining Level 2 beds to acute medicine in Stafford – surgery manage these until then

• S Tytler • TBC

5. Recruitment of staff for expanded CCU beds complete

• S Tytler • 1 Dec 14


1. Recruitment of clinicians to ensure safe staffing levels – being advertised

• S Merron • 4 Aug 14

2. Recruitment of nursing staff to ensure safe staffing levels – being advertised


3 . Impact of UHNS CCU performance during transition – mitigated by adequate resourcing and detailed transition planning


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DRAFT


Specialised Surgery - Transition Plan context

Role Name


AD Michele Gibbs

CD Gareth Rowlands



TSA clinical model 1 Nov 2014 for all services except Paeds as above which will comply on the transfer on Jan 2015

HEIA Yes

QIA Yes


No


Objective for the transition • Integration of ENT, Audiology, Oral and Max Fac, Orthodontics, Dermatology, Plastic Surgery and the Daycase unit under Stoke clinicians by 1 Nov 2014

• Paediatric ENT will transfer in Jan 15 to Stoke

Driver for service transfer • Transfer of acute inpatient NEL/EL to Stoke • Transfer of daycase ward to Stafford,

releasing beds at Stoke by Q3 Jan 2015

Key pre-requisite dependencies • Agreement of SLAs with RWT on their taking their proportion of activity


• Increased daycase capacity at Stafford

Target date for transfer start • No physical transfer of services other than Paeds ENT at end of Jan 2015

Target date for transfer end • As above

Impact on wards • Yes – low numbers for Paeds

Impact on theatres • Yes

Impact on outpatients • Yes


1. Confirm bed model and daycase requirements

• K Long / • L Gauld

• 30 Sep 14

2. Confirm with architects our specification and redevelopment requirements for Stafford site, eg Oral and Orthodontics, Dermatology and Audiology

• L Gauld / Estates

• 30 Jan 15

3. Create new market development plans for expansion of services, e.g. dermatology, ophthalmology for implementation in 2015

• L Gauld

• 30 Nov 14

4. Conduct skills audit across services – deliver training and recruitment programme

• L Gauld / J Gibson

• 30 Nov 14

5. Begin scale-up of specialised surgery at Stafford

• L Gauld

• Feb 15


1. Insufficient recruitment of key clinical staff, e.g. dermatology and plastic surgery, to secure operational performance – mitigated by targeted recruitment programme

• L Gauld • 7 July 2014

2. Not realising the full market potential for specialised serviced in Staffordshire area due to lack of staff – marketing plans to be developed

• L Gauld • 7 July 2014

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DRAFT




Target milestone – date unknown Specialised Services Division – Transition Plan

2014 2015

Specialty Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct - Dec

Cardiac

Trauma & Orthopaedics

Neurosciences

Trauma and ASA 3-4 elective T&O continues to be provided at Stafford (SLA with RWT consultants)

Transfer of NE activity from Stafford to split between RWT/Stoke

Stroke service to maintain current design and provision

Expansion of neurology clinics at Stafford to include sub speciality OPD clinics (e.g. Parkinsons, MS, epilepsy)

SLA with RWT Nurse Specialists (six months). UHNS to recruit for permanent position.

Stafford cardiology outpatient service provision to continue

Addition of subspecialty cardiology OPD clinics and ambulatory care (devices, electrophysiology, tertiary

heart failure, arrhythmia and interventional cardiology clinics)

Transfer of day case UHNS elective services to Stafford followed by ASA 1-2 inpatient elective (earlier if possible – dependent on capital works, elective theatre kit and recruitment).

Stafford Neuro-physiology to change to 3 days per week. Neurophysiology paediatric service to transfer to UHNS (OPD).

Acute Stroke Unit (ASU) to be relocated into general medicine ward at Stafford (ward 9)

Review Cardiac Cath

Lab requirements

Continue to review monitoring requirements to support Cardiology, ACU and Acute Medicine and linkages with critical care.

Review cardiology requirements associated with general medical rotas Expansion of Cardiac assessment service (nurse-led)

DRAFT


Cardiology - Transition Plan context

Role Name

Executive Lead GAVIN RUSSELL

AD PHIL THOMAS-HANDS

CD PAUL RIDLEY

Programme Manager BRONWYN MCGUIRE

Compliance requirement Target date

TSA clinical model July 2015 (when consultants leave general medical rota)

HEIA HEIA Compliant

QIA No major issues identified. Minor issues have actions identified to mitigate risk.


No specific requirements


Objective for the transition • Expansion of outpatient cardiology services at Stafford Hospital from 2015

• Transfer of all cardiac catheter laboratory activity from Stafford to Stoke in 2014/2015

• Transfer of inpatient cardiology services to Stoke to comply with TSA model by July 2015

Driver for service transfer • Maintenance of high quality outpatient and ambulatory care services at Stafford

• Improved service provision and quality of care • Reduced waiting times for service • Increased service efficiency

Key pre-requisite dependencies • Cross function work streams e.g. transport, induction programs, IT training


• High quality cardiology service demonstrating clinical excellence against national guidelines

Target date for transfer start • November 2014

Target date for transfer end • April 2015

Impact on wards • Yes (beds to transfer to Stoke)


Impact on outpatients • Yes (enhanced service to be provided)


1. Transfer of cardiac catheter laboratory activity to Stoke (emergency work from day 1 and all remaining activity to move April 15)

• Charlotte Aston • 1st Nov

2. Transfer of inpatient cardiology services to UHNS (daily cardiology input will be provided to patients within general medicine when required)

• Charlotte Aston • April 2015

3. Approval of business case and model for expanded cardiology service with conversion of pacemaker lab to full cardiac catheter lab at Stoke.

• Charlotte Aston • 1st Oct


1. Adoption of unverified waiting lists (estimated at 14-16wks). Dedicated Support Manager to lead to ensure reduction of waiting times (sessions at Stoke to be maximised)

• Charlotte Aston

• August 2014

2. Greater than expected increase in activity being transferred to Stoke therefore impact on existing service. Modelling indicates activity can be met within existing resources.

• Charlotte Aston

• August 2014

3. Clinical skills may not be of comparable standards. Assessment of skills to be undertaken to develop training package.

• Janet Cooke • August 2014

4. Recruitment process underway for physicians to ensure there is no gap in the general medicine rota when the cardiologists no longer provide support.

• George Briggs

• August 2014

22

DRAFT


Trauma & Orthopaedics - Transition Plan context

Role Name

Executive Lead ROBERT COURTNEY HARRIS


CD JUSTIN LIM



TSA clinical model July 2015 (when elective service stabilised )

HEIA No specific recommendations related to T&O

QIA No major issues identified


No specific requirements


Objective for the transition • Non-elective (trauma) activity to cease at Stafford from Feb 2015 in compliance with TSA model

• UHNS to build elective surgery practice at Stafford from Feb 2015 in line with the TSA model

Driver for service transfer • Improved service provision and quality of care • Increased service efficiency • UHNS at capacity • Achievement of operational targets • Choice of provider for local population

Key pre-requisite dependencies

• RN Recruitment for inpatient ward • Recruitment of T&O consultants • Cross function work streams e.g. transport, induction

programs, IT training • Additional elective theatre equipment required


• Stabilisation of UHNS elective orthopaedic service • Maintenance of a local T&O service • Improved quality of care

Target date for transfer start • February 2014

Target date for transfer end • March 2015

Impact on wards • Yes (change from non-elective to elective from Feb 2015)

Impact on theatres • Yes (change from non-elective to elective from Feb 2015. Requirement for training and capital equipment.)

Impact on outpatients • Yes (from Feb 2015 when UHNS will run elective clinics)


1. Recruitment of T&O RN (6.68 WTE) • Karen Whitehurst • Sept 2014

2. Develop training programme to facilitate change of services provision (non-elective to elective)

• Karen Whitehurst • Nov 2014

3. Recruitment and job planning of T&O consultants • Claire Powell/Justin Lim

• Oct 2014

4. Confirmation of outsourcing to Leighton hospital by CEO/COO

• CEO/COO • Sept 2014

5. Set model to implement day case elective surgery at Stafford in Q3 2014

• Claire Powell/Justin Lim

• Oct 2014

6. SLA to be agreed with RWT T&O consultants to provide trauma cover at Stafford and continue their ASA 3-4 elective work (until critical care relocates)


• Oct 2014


1. Elective service cannot be expanded to cover Stafford activity without recruitment of T&O consultants. Locum consultants to be provided interim cover; however sub-speciality availability may be limited. Release of budget required to allow recruitment in September 2014.


• August 2014

2. Additional theatre requirements with capital works and theatre equipment for elective service at Stafford. Feasibility of laminar flow hood due to be completed 19th September.

• Claire Powell • August 2014

3. Potential bed closures due to a lack of nursing staff (seconded RWT staff to return to RWT). Negotiating to extend date for transfer of nurses to enable recruitment.

• Claire Powell • August 2014

23

DRAFT


Neurology (& Stroke) - Transition Plan context

Role Name

Executive Lead GAVIN RUSSELL


CD SIMON ELLIS



TSA clinical model June 2015 (following relocation of ASU into general medical ward)

HEIA No specific recommendations related to neurology and stroke

QIA No major issues identified


SSNAP requirements to be met when Acute Stroke Unit relocates in February 2015


Objective for the transition • Maintenance of a high quality stroke service demonstrating clinical excellence against national guidelines

• Integrate neurology services across two UHNS sites

Driver for service transfer • Improved service provision and quality of care • Increased service efficiency • Better utilisation of community resources

Key pre-requisite dependencies • SLAs for clinical nurse specialist (RWT) posts • Cross function work streams e.g. transport,

induction programs, IT training


• Increased neurology subspecialty input within Stafford

• Enhanced Stroke Pathway for Stafford patients • Improved access to Stroke step down services

Target date for transfer start • November

Target date for transfer end • March 2015

Impact on wards • Yes (relocation of Acute Stroke Unit)


Impact on outpatients • Yes (enhancements to clinics)


1. Relocation of Acute Stroke Unit with general medical ward at Stafford

• Pauline Simpson

• Feb 2015

2. Development of robust SLA for RWT clinical nurse specialists to provide services for six months whilst recruitment is underway

• Pauline Simpson

• 1 Oct 2014

3. Procurement of IT hardware / software to enable remote reporting for neurophysiology

• Pauline Simpson

• 1 Oct 2014

4. Expand outpatient clinics at Stafford to include sub-specialties (e.g. MS, Parkinsons, Epilepsy)

• Pauline Simpson

• 1 Oct 2014


1. Maintenance of stroke speciality (following relocation of Acute Stroke Unit within general medical ward) to ensure best practice funding continues. Plans in progress to make sure this occurs.

• Pauline Simpson

• August 2014

2. Purchase of IT hardware and software to facilitate remote reporting for neurophysiology. Order placed.

• Pauline Simpson

• August 2014

3. Potential increase to neurophysiology waiting list from 2 weeks to 4 weeks. Recruitment underway for neurophysiologists.

• Pauline Simpson

• August 2014

4. Lack of early supported discharge services for stroke. To review arrangements with CCG to ensure sufficient exit flows.

• Pauline Simpson

• August 2014

24

DRAFT


2014 2015

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct - Dec

Division

General Medicine (incl Elderly)

Specialist Medicine

Emergency Medicine & Short Stay

Oncology, Haematology & Medical Physics** CHECK**

Medicine Division – Transition

Clinical Director and Projects Director in place to lead Acute and General Medical Model Redesign Programme in Year 1

Clinical Service Delivery maintained at Stafford in Year 1 (Renal, Elderly Care and Endocrine)

Medical Model Review across Stafford and Stoke Sites Commence September 2014 to Stabilise Implemented TSA Model

Aruna Gen Med Ward (Stoke) Gen Med replace Vascular – Move to Ward 110/111

GP First Gen Med Ward (Stafford)

SLA in place for to continue current Gastro/Endoscopy provision (inc GI Bleed)

JAG Accreditation both Sites

Recruitment to stabilise and build for implementation of TSA model: (Respiratory, Gastroenterology and Acute Physicians)

Acute Gastro move (Stafford to Stoke)

UHNS Capacity for Leighton Gastro Patients available from Nov ‘15

Gen Med Ward 218 (Stoke) Transfers to Modular Ward (Stoke) Replaced by Paediatrics

Maintain AMU (And Frail Elderly Model ) at Stafford until Medical Model Review is Completed Complex Med Beds move to Stoke; Transfer 2-15 Complex Patients per week

6-8 Stafford Haematology Beds move to UHNS

+ 6-8 UHNS Oncology Beds for Leighton Patients

Haematology - Review Haematology Model and Align MDTs with UHNS

Oncology - Identify Capacity Requirements and Recruit accordingly to meet increased UHNS Activity at Stafford (55% to 81%)

Chemotherapy Day Unit – Expand Stafford Capacity - 16 to 20 Patients Per Day

Communication Plan to include Launch of Community Engagement and Enfranchisement in Regeneration of NHS in Stafford

Clinical Redesign Programme Governance in place from 4th September 2014

Shadow Integrated Management arrangements in place Managing Integration Governance requirements, including IT Training, Policies and Procedures and SLAs

Medical Model Review across Stafford and Stoke Sites Commence September ‘14 to stabilise implemented TSA Model (Gastro, Respiratory)

Clinical Redesign Governance Commences 4th September (A&E Redesign to accommodate PAU and FEAU)

Open Gen Med and Step Down Beds in Stafford

1 of 2 Combined Gen Med / Elderly Wards

DRAFT


General Medicine - Transition Plan context

Role Name

Executive Lead Gavin Russell

AD George Briggs

UHNS CDs George Varughese, Kerry Tomlinson, Marilyn Brown

Programme Manager John Connelly


TSA clinical model March 2015

HEIA Yes

QIA Yes


TBC


Objective for the reconfiguration

• Review and align the General Medical Model across Stoke and Stafford sites to ensure effective implementation of TSA General Medical Model by March 2015

Drivers for Service Reconfiguration

1) Consolidation of Med services at Stafford 2) Efficient service delivery 3) Service sustainability including On-call rota 4) Improve service quality 5) Patient safety 6) Appropriate Clinical recruitment 7) Affordability and performance improvement


• Effective Capacity and Demand Management • Available Clinical Resources • Estate Reconfiguration - A&E/ AMU / PAU / ACU • Agreed Activity Transfer with RWT by Jun/Jul 15

Key services transfer enables • Elderly Care; Renal; Endocrinology; Diabetes

Target date for reconfig start • Jan 2015

Target date for reconfig end • Dec 2015

Impact on wards • Yes




1. Review of Clinically Led Gen Medicine Model (CLGM)

• Peter Wilson • Sept 2014

2. Submit outline of approach for CLGM • Peter Wilson • Oct 2014

2. Integration Planning • John Connelly • Sept 2014

3. Recruitment of Elderly Care Consultants with hospital and community services

• Marilyn Browne • Sept 2014

4. Shadow Integrated Management • George Briggs • Oct 2014

5. Assign ‘GP First’ Consortium Contract to Open/Manage Ward capacity in Stafford

• George Briggs • Nov 2014

6. Establish Hot clinics at Stafford • George Briggs • Jan 15

7. Expanded Gen Med wards & elderly beds • George Briggs • Mid 2015


1. Delay to integration timeline - mitigate through effective planning and Programme Governance

• John Connelly

• Sept 2014

2. Lack of capacity at UHNS to be mitigated through detailed review of Medicine model with Estates planning

• John Connelly

• Sept 2014

3. Failure to recruit and retain Gen Med consultants - mitigated through effective recruitment planning

• John Connelly

• Sept 2014

4. Risk that reconfiguration of Gen Med absorbs UHNS resource impacting performance (e.g. A&E targets ) – mitigated by adequate project & backfill resource

• John Connelly

• Sept 2014

5. Failure of CCG to deliver step down beds in time to manage capacity and flows – mitigated by early engagement and planning with CCG

• George Briggs

• July 15

DRAFT


Specialist Medicine - Transition Plan context

Role Name


AD George Briggs

CD Alan Bohan



TSA clinical model November 2015

HEIA Yes

QIA Yes – full impact being assessed


JAG Accreditation for Endoscopy


Objective for the reconfiguration / transfer

• Review of General Medicine Specialties to align with changes in Gen Med to deliver TSA model

• To deliver current plan to open 3 Endoscopy Rooms in Stafford in Oct 14 and rebalance Gastro patient groups and bed base by complexity subject to capacity and timelines informed by review process.

Driver for service reconfiguration / transfer

• 1) Patient Safety 2) Service Quality • 3) Sustainability Model inc On-call rota • 4) Appropriate Clinical Resourcing • 5) Affordability • 6) Performance • 7) Continuous Improvement


• Effective Capacity and Demand Management • Available Clinical Resources • Estate Reconfiguration - A&E/ AMU/ PAU/ ACU • Agreed Staff and Activity Transfer with RWT

Key services transfer enables • Gastro, Endoscopy; Infectious D, Respiratory

Target date for transfer start • Nov 2014

Target date for transfer end • Nov 2015





1. Initiate Clinically Led Acute and General Medicine Model Review to deliver reconfiguration of Gen Med at SGH

• Magnus Harrison

• Sept 2014

2. Recruit Gastro & Respiratory Consultants • AB / I H • Sept 2014

3. Procurement of Vassenberg Washers • John Connelly • Sept 2014

4. Plan transfer Acute Gastro Patients to UHNS • Alan Bohan • Jan 2014

5. Plan agreed changes to Respiratory pathways post Medical Model review

• Imran Hussain • Feb 2014


1. Fragility of Gastro Service mitigated through UHNS recruitment of 2 Consultants by Oct 14

• John Connelly

• Sept 2014

2. Risk to maintaining safe Gastro Service post April ‘14 mitigated by UHNS RWT SLA negotiation re 2 Consultant transfer timing.

• John Connelly

• Sept 2014

3 Risk to maintaining Gastro performance due to defective endoscopy disinfection washers mitigated by review of contract terms of suppliers and successful capital bid

• John Connelly

• Sept 2014

4. Fragility of Respiratory service mitigated by successful recruitment of min 4 Consultants

• John Connelly

• Sept 2014

5. Risk that reconfiguration of specialist medicine impacts on performance of UHNS (e.g. 18 weeks) – mitigated by detailed planning & backfill resource

• John Connelly

• Sept 2014

DRAFT


Emergency Medicine - Transition Plan context

Role Name


AD George Briggs

CD Magnus Harris



Objective for the reconfiguration/transfer

• To deliver TSA model of 14/7 A&E with specialist support to the frail and elderly. and AMU as a single point of contact for admissions from December 2014.

• Develop sustainable model at Stafford that manages admissions and flow more effectively by July 2015

Driver for service reconfiguration

• Patient flows improvement to meet new clinical model delivery at Stafford

• Complex Acute patients to be at Stoke • To reconfigure operations of A&E • Keogh’s Network Emergency Care Model at

Stafford by 2016


• Estates reconfiguration of A&E, CDU • Other service reconfiguration (Gen Med,

surgery)

Key services that this reconfiguration enables

• A&E; AMU; Acute Medicine

Target date for transfer start • Jan 2015

Target date for transfer end • Early2016


Impact on theatres • Yes / No



1. Confirm Estates design AMU/PAU/FEAU • Paul Wright • Autumn 2014

2. Stakeholder engagement re new service • Magnus Harrison • Winter 2014

3. Commence Stafford building works • Paul Wright • Winter 2014

4. Commence recruitment campaign • Magnus Harrison • Winter 2014

5. Redesign Admissions & Pathways • Magnus Harrison • Spring 2015

6. Agree with clinical teams which specialties no longer treated at MSFT

• Magnus Harrison • Spring 2015

7. Plan for Complex patient moves • Magnus Harrison • Summer 2015 onwards


1. Insufficient recruitment of Middle Grades and Nurses mitigated by international programme and targeted HR programme

• John Connelly

• August 2014

2. Patient and public opposition to redevelopment plans mitigated by clear engagement and communications plans

• Trust • Jan 2014

3. Impact on UHNS A&E performance during reconfiguration mitigated by effective planning and adequate resourcing

• John Connelly

• August 2014


TSA clinical model 2016

HEIA Yes

QIA Yes


TBC

DRAFT


Oncology, Haematology and Medical Physics - Transition Plan context

Role Name


AD George Briggs

CD Andrew Stewart



TSA clinical model Late 2015

HEIA Yes

QIA Yes

Accreditation / Royal College / other regulatory TBC


Objective for the transition • Implementation of TSA Model including: • MSFT I/P Haematology to UHNS, creating

specialised IP unit by Q2 2015 at UHNS • Align MDTs with UHNS by early 2015 • MSFT Chemotherapy Day Unit expansion by

summer 2015 • Repatriate H’care at Home activity to UHNS

Driver for service transfer 1) Create sustainable, specialist centre on one site with increased capacity

2) Improve patient Safety and Service Quality 4) Patient & Family Satisfaction 5) Sustainability Model inc On-call rota at

UHNS/SGH 6) Appropriate Clinical Resourcing 7) Affordability 8) Performance 9) Continuous Improvement of services

Key pre-requisite dependencies • Changes in other services and the residual impact on Haematology (e.g. Critical care)

• Statutory compliance of clinical oncology

Key services transfer enables • Haematology; Chemotherapy;

Target date for transfer start • June 2015

Target date for transfer end • Late 2015



Impact on outpatients • No (keeping O/P clinics but need upgrade)


1. Develop Plan to manage increased Oncology input at Stafford from 55% - 81%.

• Dane Baker / A Stewart

• Sept 2014

2. Review capacity and site requirement for increased UHNS Inpatient Oncology Q2 ‘15

• Dane Baker / A Stewart

• Sept 2014

3. Planned expansion of Chemotherapy Day Unit in Stafford

• Danielle Baker

• Nov 2014

4. Plan Haematology MDT Integration from RWT MSFT to UHNS MSFT as part of inclusive governance framework with Clinical Lead for Haematology

• Dane Baker / Andrew Stewart

• Nov 2014


1. Delays to integration of UHNS Cancer Service mitigated through clarification of integration management arrangements.

• John Connelly

• Sept 2014

2. Risk of inadequate communication with Haematology team mitigated by establishing governance framework and direct CEO intervention if necessary.

• John Connelly

• Sept 2014

3. Risk to Centralisation of Haematology I/P Care at UHNS mitigated by establishing governance framework inc Clinical Lead and direct CEO intervention if necessary.

• John Connelly

• Sept 2014

DRAFT


Women’s & Children's Division – Transition Plan 2014 2015


Jun

Jul - Sep Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

Obstetrics

Gynae

Child Health

Ultrasound, Ante/Post natal assessment & outpatients at Stafford move to MLU area

Obstetrics transfers from Stafford to Wolverhampton (EL and NEL)

Hospital at Home service for Stafford children (step up and step down) in place

MLU (free standing) continues to be provided at Stafford

Obstetrics transfer to Stoke (Consultant-led births)

Inpatient Gynaecology transfer to Stoke (EL and NEL )

Gynae elective and non-elective inpatient continues to be provided at Stafford

Early pregnancy assessment (EPAU) at Stafford moves to MLU area

TSA Model compliant

IP Gynae transfers from Stafford to Wolverhampton (EL and NEL) Gynae Daycase (Cannock population) transfer to Wolverhampton

Gynae daycase continues to be provided at Stafford (from daycase ward) Ambulatory gynaecology continues to be provided in Stafford

Paediatric inpatient surgery moves to Stoke (NEL)

Ward 218 vacated (Stoke)

I/P paediatric beds and daycase transferred to Ward 218 (Stoke)

Paediatric medical patients transfer to Stoke and Wolverhampton Current service continues to be provided at Stafford

TSA Model compliant

TSA Model compliant



Target milestone – date unknown

SCBU moves to Stoke to NICU

30

Alongside MLU established at Stafford

Minor enabling works for

alongside MLU at Stafford

(signage etc)

Enabling works for freestanding Stafford MLU

MLU at Stafford running alongside consultant led births

Evaluate and change Paediatric Assessment staffing model (to achieve TSA model)

Paediatric assessment to continue in Shugborough subject to ongoing evaluation

DRAFT


Obstetrics and Gynaecology - Transition Plan context

Role Name

Executive Lead TBC

AD Caroline Meredith

CD Prof. O’Brien

Programme Manager Jill Mason


TSA clinical model 16th Jan, 2015

HEIA Yes

QIA To be approved; risks linked to risk register


RCOG/Royal college of Midwives


Objective for the transition • Retain a dedicated midwife led care facility at Stafford from November, 2014

• Transfer of all obstetric-led births and inpatients to UHNS by 16th January, 2015

• Establish a freestanding midwife led birth facility at Stafford from 16th January, 2015

Driver for service transfer • Provide clinically safe and sustainable services • Meet TSA recommended clinical model • Move of Obstetrics will trigger need for MLU

Key pre-requisite dependencies • Workforce – 1st / 2nd TUPE transfers • Estates - Timely completion of estates work • IT – Implantation of single maternity IT system • Surgery • Anaesthetics


• SCBU • Critical Care

• Paediatrics


Target date for transfer end • 16th January, 2015





1. Complete review of Consultant / Midwifery rotas PMSOB/ KM/JM 30th Sep, 2014

2. Retain interim Midwife led Birth Centre at Stafford

KM / JM 1st Nov, 2014

3. Second TUPE of workforce to be initiated PMSOB/KM / JM / SS / RV

Awaiting legal clarification

4. Closure of Obstetric service at Stafford Continuation of Interim birth centre Transfer of obstetric service to UHNS SCBU will transfer to the Child Health

PMSOB/KM/ JM / NS / JH

16th Jan, 2015

5. Communication To Mothers (Parents) LM / JM / KM Start w/c 15th Sep – End w/c Dec 15th

6. Ambulance service protocols defined and agreed JE / JM / KM WIP; Currently being discussed


1.Extent of midwifery vacancies and impact on service stability. (Offer made to Keele and Staffordshire university graduates to mitigate)

KM / JM August 2014

2. Design, funding & completion of 5 bedded MLU (Estates work programme must be delivered on time)

KM / JM August 2014

3. Lack of an Integrated maternity Information System (IT liaison continuing to mitigate)

PMSOB/KM/ JM August 2014

4. Capacity at RWHT to take 'its' consultant births (Conversation with RWT; RWT to deliver confirmation)

PMSOB/KM / JM August 2014

DRAFT


Child Health - Transition Plan context

Role Name

Executive Lead TBC


CD Caroline Groves

Programme Manager Nick Savage (DM) / Janet Hagan (Matron)


TSA clinical model Jul - Sept, 2015

HEIA Yes, Will be incorporated through detailed integration plans



Royal College of Paediatrics and Child Health


Objective for the transition • Establish a 14/7 A&E linked medic PA at Stafford (TSA model)

• Transfer of SCBU, I/P to UHNS by April, 2015

Driver for service transfer • Provide clinically safe and sustainable services • Meet TSA recommended clinical model • Move of Obstetrics, Surgery to UHNS

Key pre-requisite dependencies • Workforce – 1st / 2nd TUPE transfers • Estates - Timely completion of estates work • Move of Obstretics for SCBU / acute Paeds


• SCBU • Paed Surgical I/P

• Paed medical I/P • Paed surgcial

daycases

Target date for transfer start • 16th January (SCBU), 2015

Target date for transfer end • Jul - Sept, 2015 (Medical I/Ps)


Impact on theatres • No (while paediatric surgery is with Surgical Division)



1. Transfer of SCBU NS / JH 16th Jan, 2015

2. 'Transfer acute Paediatrics and adolescent patients to Cheethams and all 'hot' paediatric referrals direct to Stoke

NS / JH

1st Apr, 2015

3. Relocate Community dentist activity NS / JH -

4. Establish links with 'Children At Home' service for Stafford patients (once transferred) via local Mental Health Trust

NS / JH 1st Apr, 2015

5. Review and evaluate Paediatric Assessment model

NS / JH 1st Jul - Sept, 2015


1. Discharging patients home/referring from UHNS, potentially may be more challenging with Stafford patients as services may not be comparable and or processes unclear. Occupied bed days may increase. Mitigation is contained within implementation plan

NS / JH August 2014

2. The requirement to transport unwell/sick children to UHNS will increase potential risks involved in this

NS / JH

August 2014

3. Lack of a robust and clear paediatric urgent care model - children may be placed in the wrong environment for their care

NS / JH

August 2014

4. Business continuity during the interim period due to the loss of experienced staff and an under resourced service. Staff may choose to take jobs elsewhere or take the opportunity to retire

NS / JH

August 2014

DRAFT

2014 2015 2016

Specialty Sep Oct Nov Dec Jan Feb March April May Jun Jul Aug Sept Oct - Dec

Imaging

Pharmacy

Pathology

Outpatients

Single PACS across both sites

MRI available at Stafford

Aseptic unit centralised at UHNS

Nuclear Medicine centralised at UHNS

Transfer of radio pharmacy SLA from RWT to UHNS

Transfer microbiology and cellular pathology to UHNS hub

Dev of essential blood sciences lab at MSFT

Roll out of GP order comms

SLA for patient access/Netcall/room booking

Clinical Support Services – Transition Plan

Stafford Day Case Chemotherapy Unit (linked to estates work)

InteleRad IT Pilot & Install – Phase 1

SLA in place for continued use of Cannock MRI

Pharmacy continues to be provided as current service

Combined Stafford/UH Outpatients Waiting Lists

Nuclear medicine provided at Stafford (phased/gradual reduction)

SLA in place for use of complex RWT MRI

Centralising distribution and procurement

SLA in place for current use of Cannock outpatient facilities to continue

Multidisciplinary blood sciences MSFT team

33

Pre InteleRad system

DRAFT


Imaging - Transition Plan context (part 1) Core transition information

Objective for the transition • To build a resilient infrastructure in radiology to meet service risks.

• To provide a unified imaging service that meets regulatory and service requirements as part of the effective delivery of patient pathway management.

Driver for service transfer • Provide clinically safe and sustainable services • Meet TSA recommended clinical model from 1st April

2014 • To meet 18 week waiting targets for Cancer and A&E

Key pre-requisite dependencies • Workforce – 1st / 2nd TUPE transfers • Estates - Timely completion of estates work • IT – Implementation of single IT system

(PACS/Intelerad/CRIS) • Equipment - MRI installed at Stafford to replace

Nuclear Medicine being transferred to Stoke • Clear position on demand at UHNS and development

plan to facilitate transition plan • Extend external contractor reporting support • Unify Governance • Single MDT


• Surgical • Medicine

• Paediatrics • Specialised Services


Target date for transfer end • 31st March 2015





1. Staff rotation and amalgamation of modalities across both sites

AT Commences 1st Sep, 2014

2. Implement Intelerad • Implement single PACS and CRIS system

PW • Mid Dec 2014 • Awaiting final

confirmation

3. Purchase MRI scanner at Stafford • Implementation of MRI scanner • MRI service in place

AT • Mid Sept • Jan 15 • April 15

4. Inclusive operational communications to advise of service changes through Local SharePoint, Imaging web site, newsletters, committee structure, team briefing sessions

AC/AT/IB/YH Commences 1st Sep, 2014

5.Transfer plans for Nuclear Medicine approved •Complete full transfer deadline

• Oct ,2014

• March ,2014


TSA clinical model Apr, 15 (MRI in Stafford)

HEIA Yes

QIA Yes


Royal College of Radiologists

DRAFT


Imaging - Transition Plan context (part 2)

Role Name

Executive Lead TBC


CD Ingrid Britton

Programme Manager

Yvonne Hague/ Jo Bradley


1. Inability to meet reporting requirements and standards due to lack of radiologists ( includes Breast Screening. a) Substantive vacancies advertised, extend third party contractors and securing locum capacity

AT/AC/IB/YH • Yes- PMO office, Aug 2014

2. Loss of experienced staff during the transition and inability to recruit to key posts b) Use of locum agencies to identify capacity

AT/AC/YH • Yes- PMO office, Aug 2014

3. Early closure of Nuclear medicine at Stafford due to staffing shortfall leading to breach of diagnostic targets . c) Phased transfer in place for Cardiac Staff from UHNS supporting via rotation


4. Lack of interventional Radiology cover for emergencies and inpatients d) Locum support and rotation planning


5. Training of locum and rotation staff e) Program of training to be implemented

IB/AT • Yes- PMO office, Aug 2014

6. Provision of Breast Screening service f) Development of an operational plan

AC/AT/JB • Yes- PMO office, Aug 2014

7. Variance in Policies and Procedures g) Identify critical policies and standard operating procedures for Day 1 to be reviewed, unified and approved. h) Set up a rolling program of procedural review of non critical standard operating procedures and guidelines. i) Set up a ISAS /Governance group to set a program of standardisation of Quality assurance 8. Deliver operational targets 18/52, Cancer, A and E

IB/AT/AD AT/AC/IB/YH

• Yes- PMO office, Aug 2014

DRAFT


Pharmacy - Transition Plan context

Role Name

Executive Lead TBC


CD Susan Thomson

Programme Manager TBC


TSA clinical model Dec, 2015 (centralisation of aseptic unit)

HEIA Yes; Will be incorporated through detailed integration plans

QIA Yes; Will be incorporated through detailed integration plans


General Pharmaceutical Council MHRA – GDP, GCP and GMP licences


Objective for the transition • Provide a timely, clinically safe and responsive pharmacy service to patients, Stafford based staff, external customers and commissioners from Nov 1st, 2015

• Centralise procurement and distribution of medicines at CGH site, UHNS by 31st Dec, 2015

• Centralise aseptic unit at CGH site, UHNS by 31st Dec, 2015

Driver for service transfer • Support service to meet TSA recommended clinical model


• IT solutions - MedOncology® and Ascribe® • Oncology & Haematology Directorate • Other clinical service change plans • Implement increased productivity at SGH


• All Surgical services • All Medical services

• Womens and Childrens • Specialised services

Target date for transfer start • November, 2014

Target date for transfer end • December, 2015 (centralisation of aseptic unit)

Impact on wards • Yes - safe and secure storage of medicines; Medicines related policies; mapping ward changes vs. staff movements between sites.

Impact on theatres • Yes - medicines

Impact on outpatients • Yes - dispensing


1.Centralisation Homecare - ordering and processing of homecare invoices from Day 1

ST / AD / PS 31 Oct, 2014

2.Stock take of top 250 drug items by cost as worth 80% of the stock holding value within the Stafford Pharmacy

PS 31 Oct, 2014

3.Installation of extension of the automated dispensing system at the CGH site - fully tested and commissioned. Redesign of the goods in entrance and area at the CGH site

ST / AB / SR 31 Mar, 2015

4. Centralisation of aseptic and procurement ST / AD / PS 31 Dec, 2015

5. Ascribe system upgrade at CGH & roll out to Stafford ST / FB 30 Apr 20 15

6. Standardisation of corporate medicines policies ST / FB 31 Mar 2015


1.Inability to staff Sunday / Bank Holiday / late shift working at Stafford site due to dependency on volunteers / contractual status; Staff may choose to not volunteer for service on Day -1 impacting delivery of extended hours [ Planned MOC for extended working hours by Apr, 2015]

ST • Aug, 2014

2. Inability to develop workable solution for 2 PAS feeds to Ascribe® prevents roll out to Stafford; Will impact timelines on centralisation of service [ Currently working with Div. IT for alternate solutions]

ST / ICT • Aug, 2014

3. No expertise / operational practice of using JAC Pharmacy computer system at the CGH site, UHNS i.e. total dependant on Stafford site staff and processes [Identified 2 key staff at SGH , Planned training]

ST / CB • Aug, 2014

4. Mapping movement of clinical services and wards opening / closure on both sites against pharmacy staff movement - [ Ensure regular updates with clinical services]

ST • Aug, 2014

5. Robot Expansion – Timely release of capital funds for expansion of Robot

ST • Aug, 2014

DRAFT


Pathology - Transition Plan context

Role Name

Executive Lead TBC


CD Nichola Cooper/ Richard Chasty

Programme Manager Sharon Acton


Objective for the transition • To commence hub and spoke model by 1st Oct, 2014 and fully implement by 1st Nov, 2015 for pathology services

Driver for service transfer • Provide clinically safe and sustainable services • Meet TSA recommended clinical model • Support services at Stafford Hospital through the transition

phase

Key pre-requisite dependencies • Implementation of Graphnet result portal by Dec, 2014 (back up IT plan in place)

• High speed network in place between UHNS and Stafford Hospital by Nov, 2014

• Merger of the Dawn anticoagulant databases and associated upgrade by Sept, 2014

• Delivery and installation of pathology analysers and other associated equipment at UHNS to deliver additional activity plus equipment to establish an Essential services laboratory at MSFT

• Exit of existing MSFT contracts namely Roche and West Midlands Ambulance contract. Negotiation needs to commence Nov, 2014


• Surgery • Medicine • GPDA

• Specialised services • Pharmacy


Target date for transfer end • November, 2015





1. Order of Pathology analysers SA 1st Sep, 2014

2. Roll out of GP Order Comms and availability of results via ICE at Stafford Hospital

SA 1st Oct, 2014

3. Merger of Anticoagulant databases SA/CF 14th Sep, 2014

4. Logistics solution in place for GPDA transfer to UHNS SA/CF 1st Oct, 2014

5 MSFT Pathology staff accountable to UHNS Pathology directorate on day one. Staff engagement and further development of Integration plan

SA 1st Nov, 2014

6. Requirement for final formal confirmation of the duration of the agreed GPDA decision

SA/CM 1st Sep, 2014

7.Development of an Essential services laboratory (hot lab) at Stafford Hospital

SA 1st Nov, 2014


1. Recruitment and retention of qualified staff (including Histopathology Consultants) at both sites prior to and during the transitional stage

SA/AA

2. Inability to maximise quantifiable benefits through delays in IT solution

SA/PW

3. Failure to achieve external quality standards and accreditation for the new Pathology model

SA /DF

4. Failure to secure capital funding for pathology analysers which will prevent movement of GPDA work ahead of Day 1

CM/SA


TSA clinical model March 2015 Dec 2015 (Multi disciplinary team at Stafford)

HEIA Yes



Human Tissue Authority , Clinical Pathology Accreditation and Medicines and Healthcare Products Regulatory Agency

DRAFT


Outpatients - Transition Plan context


TSA clinical model April, 2016 (Combined waiting lists)

HEIA Yes




Objective for the transition • To run separate waiting lists until a combined PAS system can be implemented.

• To ensure a safe transition of service and staff • To ensure clear accountability for day one and

beyond • To ensure SLAs are in place with RWT • Nursing staff to move into the respective

directorates and out of Out- Patients at start of 2015 in alignment with UHNS structure

Driver for service transfer • Provide clinically safe and sustainable services • Supports the TSA recommended clinical model

Key pre-requisite dependencies • Workforce – 1st transfer ( minimal staffing) • Estates - timelines for OP refurbish • IT – Implementation of combined PAS system • IT strategy and management of health records • Decision on transfer team/ processes across

sites.


• All Surgical services • All Medical services

• Women's and Children's

• Specialised services


Target date for transfer end • April 2016 ( subject to above)





1. Understanding the implication s of implementing the IMT strategy in relation to paperless records

RV/HP 30th Sep, 2014

2. Communication of accountability & Management structure for day one and beyond

RV 15th Sep, 2014

3. Meet with speciality teams to ensure clear expectations’ and roles

RV 15th Sep, 2014

4. Develop communication for clinicians RV 15th Sep, 2014

5. To develop and sign off key SOP/process for movement of patients across sites in relation to patient data to minimise risk of loss of data or patients

RV/RB 10th Oct, 2014

Role Name

Associate Director Caroline Meredith

Programme Manager Rebecca Viggars


1. Until one PAS system is implemented patients will be transferred between sites for treatment . A tracking system will be put into place according to the relevant clinical pathway to ensure patients are not lost and that patient data is not duplicated.

RV • Aug, 2014

2.Staff loss during the transition phase/ inability to recruit – current HR lists being reviewed at regular intervals

RV • Aug, 2014

3. Demand and capacity levels exceed expected planned levels impacting upon admin and nurse resources – mitigation actins currently planned in terms of meetings with SLM teams to review transfer of activity and also regular reviews of clinic capacity to ensure 18 week and 2ww compliance

RV • Aug, 2014

4. Information sharing and governance – mitigation – operations chairing a working group on how sharing of info will work. Initial thoughts are to have set IPT form and Team in place to ensure correct capture and safe transfer of patient information

RB • Aug, 2014

DRAFT


Estates Workstream 2014 2015


Estates (UHNS)

Estates (Stafford)

Jan 15 Freestanding MLU within current Stafford delivery suite

Early July Lyme 110 &111 available (28 beds Surgery)

9/2 Lyme Wards 112 &113 available additional capacity(28 beds Surgery)

28/3 UHNS – 2 x Modular Wards available 56 Beds (Medicine)

Reconfiguration/refurbishment programme developed in conjunction with clinical models

Mid May 2 Modular Theatres available (Surgery)

8/12 Springfield (phase 1 offices)

2/2 Springfield (phase 2 offices)

9/2 Modular critical care unit available (12 beds)

Mar 15 MRI installed at Stafford

Jun 15 Decant enabling works

Nov 15 Renal

Estate projects expected to finish in 2016/17 • Theatres – May 16

• A&E – Aug 16, Feb 17 • Chemo – Jul 16

• MLU, OPD, Daycase Ward – Apr 17 •Wards (phase 1, phase 2) – Apr 17, Apr 18

39

DRAFT

CORPORATE AND CENTRAL FUNCTIONS AS AT 5 SEPTEMBER 2014

Summary transition milestone maps

Function Page

ICT 40

HR 46

Finance 56

Estates and Facilities 58

Operations 61

Quality, Safety and Compliance 71

Contracts and Procurement 79

Nursing 81

Dietetics 83 40

DRAFT

ICT Corporate and Central Functions

41

DRAFT


ICT – Overall summary slide of service integration 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr Area 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

EPR applicat-ions

Health Records

Tele-comms

General

Other Trust Wide systems




Preparation of single-system implementation - PAS, O/R, BI

Cons led Maternity patients to be recorded on Evolution to create single point of access for electronic obstetric records

Compliance with national directive on sending/

receiving birth notifications

Health Records scanners move from Cannock to Stafford site to centralise and efficiently coordinate resources

EDMS merge EDMS upgrade

Short code inter-site dialling

SLA Telecomms support for Cannock site

Single log-on for both sites

Single file and print and single support infrastructures

Standardise operating system to Windows 7

42

Pre-InteleRad System

InteleRad MedOnc

Pathology Day1 solution

Ascribe (pharmacy) LabCentre

Breast PACS

ePMA

ICE (GPs)

PACS & RIS

DRAFT


ICT – EPR applications 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People

Policies and controls

Systems

Recruitment to ICT team to support integration project




Policy documentation update once name change confirmed

Training of staff

Staff engagement, comms and team building

MSFT A&E

Note: Medway go-live transfers to BAU in June 2014. Full Medway suite deployed by October 2017

ORMIS merge

Preparation of single-system implementation - PAS, O/R, BI

Medway clinical noting

Medway - EPMA

Medway A&E

Unified Maternity system

Mobile information system

Graphnet

Communicate cross-site

IT SOPs/policies

Patient letter templates changes

Cons led Maternity patients to be recorded on Evolution

Digital dictation at Stafford

CIS at Stafford

PDS compliant Evolution

Access to Stafford BI

Unified PACS

43

DRAFT


2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Systems

Assets

SOP on transfer or Records for

emergencies

ICT – Health Records




Health Records scanners move from Cannock to Stafford site

EDMS merge to present one access point for clinicians

EDMS upgrade

Recommence scanning

at Stafford(a)

Develop business case for the centralised single health records department and obtain approval

Reduce generation of paper in Outpatient clinics

Agreement to implement policy for destruction of notes

Commence destruction of notes(b)


44

Implement

Write policies and service spec

Notes: a) This is to support access to electronic patient records at UHNS and RWT sites. b) Relates to legacy patient records deemed to be inactive by the 8 year/deceased rule.

Relocate Stafford records department off-site

DRAFT


ICT – Telecomms




2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Systems

Assets

SLA Telecomms support for Cannock site

Additional resources In place to

support Day-1

Short code inter-site dialling

SOP access to

Rotas, contact details, etc


Unified directories

45

Notes: There are no current plans to integrate switchboards due to the difference in roles undertaken by the team at Stafford which includes security and safety monitoring include fire alarms. Tasks will be reviewed following Day-1 to assess responsibility linked to Corporate Services.

DRAFT


ICT – General




2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Systems

Assets

Support & maintenance

Connectivity & high speed data links

Integrated Email accounts

Intranet merge

Security & IP

consolidation

Management responsibility

Stafford & Stoke

Single log-on for both sites

Single file and print infrastructure

Single service desk

Single support infrastructure

Standardise operating system to Windows 7


46

DRAFT

HR Corporate and Central Functions

47

DRAFT


People & Change work stream – Overall summary slide of cross-cutting integration plan

2014 2015

Oct Nov Dec Jan Feb March A- J

J- S

O- D

D– M

Sub Work Stream

27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

Integrated HR service / Directorate

People Transition for Day-1 TOMs

Post transfer Org Change for steady state TOMs

Recruitment & Alternative Employment

Systems and Data

OD, staff engagement & Comms

Staff Side / Trade Unions




2

Please refer to separate slides for the 6 month integration plan for HR services / Directorate i.e. Employee Relations, Recruitment, Medical Staffing, Workforce Information & Governance, and OD, Training (HCSA) and Staff Well being

1 Managers & HR to manage any TUPE transfer related workforce issues

TUPE – of assigned MSFT employees to UHNS


Each Directorate has 9 month MoC prog.


Implement OD, staff engagement & Comms plan for Day-1, week 1 and through to end Dec.

(a) Implement Jan-March 2015 OD, staff engagement and Comms plan. (b) Develop OD, staff engagement & comms plan for FY2015/16

On-going Staff FAQ process

Update Alt Emp Register re ELI

Provide HR support to UHNS (& regional) Alternative Employment processes - if/as required e.g. for ‘at risk’ staff

All Directorates to manage vacancies / recruitment and monitor their bank, locum and agency staff against integration plans

Review lessons learnt

3

WF data Transfer (incl. ELI & legacy)

HR & Mgrs check final staff list & ELI

NB: Critical Dependency with RWT on any second stage TUPE processes

Workforce data transfer protocols and systems to be in place, and delivered for any second stage TUPE processes

48

DRAFT


2014 2015


J- S

O- D

D– M

Area 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

HR Central Function

Recruit-ment Support

Employee Relations

OD, training and wellbeing

Systems

Medical Staffing

Occupat-ional Health

Extend UHNS Prevent contract to March and monitor Stafford portion

HR – Overall summary slide of service integration




Recruitment and on-boarding

Update central HR collateral and policy documentation in accordance with name change (once confirmed)

Collate divisional recruitment plans Prepare recruitment plan and timeline and

publish

Validation of work permits and DBS checks

Harmonise recruitment forms and documents

Continue to run TJNCC integration sub group

Review of legacy vs. non-legacy case split

Review of current cases (both sites) and allocation of responsibility

Support from central team to legacy cases, as required

Harmonise training

contracts Extend MSFT e-learning contract and UHNS vocational training contracts

Review educational accreditations, LDA data and reporting requirements

Assess and harmonise well-being programme

Roll out manager & leaders training for MSFT

Link MSFT staff to cost centres

Transition Doctor rotas to Allocate and cancel DRS contract 31

Sort access Rights for Equiniti

Transition to one account

Decommission DRS

Migrate transferred locums to UHNS systems and T&Cs and undertake risk assessment and phase out non-framework agency locums as contracts end

Programme management of revalidation process for transferring employees

Supporting post-Day 1 clinical change for medial staffing

Simultaneous TUPE - UHNS - Team Prevent

1 49

Collate MoCs from Divisions Support divisions to deliver TUPE 2 (inc. Paediatrics, Anaesthetics, Surgery, O&G, Cardiology)

DRAFT


HR – Central Function 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Marketing and branding

Facilities and assets

Comms and training

Continue recruitment to overall HR team (see individual sub-areas behind)




Communicate cross-site working policies

Policy documentation update once name change confirmed

Accommodation review Plan and communicate movement of HR staff

Update names/ contact list

and circulate

On-boarding and training review of HR staff

Staff engagement and team building for HR function

Update central HR collateral in accordance with name change

Note: The majority of integration in respect of the HR function will be complete pre-Day 1

Build internal HR functional brand /service quality across combined Trust

50

Implement UHNS HR Policies

Provide training, coaching and support to MSFT line managers on HR policies

DRAFT


HR – Recruitment support 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People

Support for divisions

Contracts and forms

The Right to Work

ECF system




Collate divisional

recruitment plans

Prepare plan

timeline and publish

Oversee issuing of UHNS contracts for former MSFT staff where job spec is changing significantly

Validation of work permits and DBS checks

Train MSFT hiring managers in ECF system

Note: a) Transition recruitment activity from MSFT to UHNS b) The transfer to NHS jobs (UHNS account) will occur pre-Day 1. c) Nurse recruitment has been passed completely to the nursing team under Gill Adamson, and can be found in the Nursing integration/recruitment plan. This includes Nursing Bank.

Review of all professional registrations

Continue recruitment to bolster ‘recruitment team’ as required

Interim transitional recruitment support team in place

Harmonise recruitment forms and documents

Roll out ECF

system

Collate MoCs from Divisions

51

Support divisions to deliver TUPE 2 (inc. Paediatrics, Anaesthetics, Surgery, O&G, Cardiology)

a) Recruit to vacant substantive posts and locum medical staff as required to support safe service delivery

DRAFT


2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People

Policies

Case work

Unions and staff side

Comms and training

Confirm list of accredited

representatives

HR – Employee relations




Review roles and responsibilities

Recruit additional HR advisors (for additional case load)

Restructure of Employee Relations Team and centralise team (out of directorate roles)

Review ToR for Policy Review Group/ Union recognition/Facilities recognition (inc. TGNCC and LNC)

Continue to run TJNCC integration sub group

Review of legacy vs. non-legacy case split

Review of current cases (both sites) and allocation of responsibility

Support incoming Stafford line managers with new policies

Support from central team to legacy cases, as required

52

Implement UHNS HR Policies

Provide training, coaching and support to MSFT line managers on HR policies

Establish single TJNCC and LNC

Negotiate and agree changes to recognition and trade union facilities agreement

Provide support for management of change processes linked to transition and service transfers from day 1 to steady state

Note: The restructure of the ER team affects current UHNS staff, so we are concentrating on transferring from MSFT and then developing the centralised team post Day 1 in consultation with the whole integrated ER team.

DRAFT


HR – OD, training and wellbeing 2014 2015


J- S

O- D

D– M

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People / team restructure/ on-boarding

Training delivery

Policies

Wellbeing & Staff Support

Training alignment

Widening Participation

Accredita-tion / Standards / Kite marks

Trust wide OD / Training programme

Reward and recognition




E-Learning -> Extend MSFT contract and negotiate combined contract from 1 May 2014 31/04

Review widening participation opportunities at Stafford e.g. Work experience / placements

Review and integrate well-being/quality and diversity/staff support policies

Harmonise corporate induction structure

Support staff to access salary sacrifice schemes

Develop and publish training prospectus

Review educational accreditations

Understand if any stat. man. training (at Staffs.) not being captured in UHNS reporting

Review LDA data and reporting requirements

Communicate pt of contact for external

service awards

Combine data for internal service awards

Integrate combined new team Alignment of stat. man.

training

Assess and harmonise well-being programme

Harmonise e-learning

Vocational Training -> Extend UHNS College contract and ‘as is’ with MSFT 31/01 MSFT contract ends

Re-tender a joint contract

Roll out managers and leaders training for MSFT

Harmonise Voca’tl Trng

53

Review/update OD strategy and leadership needs

Review leadership training and align to UHNS values and 2025 vision; develop and facilitate 'living our values approach'

DRAFT


HR – Systems 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

ESR

Paper personnel files

DRS

Allocate

Equiniti

Other




Coordinate with Division audit of personnel files of transferring staff

Set up new cost centres and positions in ESR

Transition Doctor rotas to Allocate and cancel DRS contract 31

Input Stafford job plans to Allocate

Sort access rights

Transition to one account

Run two separate National Staff Surveys

Increase HR support for payroll queries

Support payroll tender process

Decommission DRS

Transfer accounts

Introduce UHNS workforce planning processes and tools Prepare combined job planning template

Complete ESR positions changes

Continue to restructure ESR following any MOC change 07

07

Dependencies – McKesson (data transfer); UHNS Finance (cost centre data); TSA (Assignment sets); RWT Employment Services (payroll data)

Analyse & report on Staff Survey results

Update OD Plan

DRAFT


HR – Medical staffing 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Rotas

Systems and data

Comms and training




Cross training of rota systems

Training on staff flow system

Migrate transferred locums to UHNS systems and T&Cs

Migrate rotas from DRS to Allocate

Train relevant transferring personnel on UHNS policies

On-boarding

Set out programme for rotas Monitor rotas to ensure compliant

Undertake risk assessment and phase out non-framework agency locums as contracts end

Programme management of revalidation process for transferring employees

Supporting post-Day 1 clinical change for medial staffing

31/12 Jr Dr Rotas change Align Jr Drs Rota

Programme

Align job descriptions and branding for recruitment

55

Roll out medical staff e-rostering

DRAFT


HR – OCC Health 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People and TUPE

Contracts integra-tion

Process alignment

Data

Counsell-ing and mediation




Simultaneous TUPE - UHNS - Team Prevent

1 Additional transfer of personnel data

Review options for integrated staff support services

Implement recommendations

of review(a)

Resourcing additional demand for mediation

Extend UHNS Team Prevent contract to March 2016

Transfer Stafford external contracts to Team Prevent

1

Monitor Team Prevent contract delivery for Stafford portion

Team Prevent to induct staff

Transfer data to Team Prevent

from safeguard

56

Retender OH contract

Note: a) SLA expires May 2015.

DRAFT

FINANCE Corporate and Central Functions

57

DRAFT


Finance – Service Integration/Reconfiguration Plan 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People

Systems and data (a) (b)

Policies, processes and reporting (c)

Comms and Training (d)

Finance staff (except Purchase

Ledger (PL) to transfer to Stoke site)

31




Integra (Procurement module) to be rolled out to users at Stafford – PL staff to transfer to Stoke site as procurement module rolled out

Communications and training re purchase ledger module for finance and non finance staff

Prepare JAC (pharmacy) interface for feed direct to Integra 31

31

Purchase ledger staff to transfer to Stoke site 31

Notes: a) Integra finance system to be used from Day 1 (except PL and pharmacy interface). b) Patient data to be fed into UHNS SLAM for Day 1. c) Stafford to adopt UHNS finance policies, processes and reporting pre-Day 1, therefore relevant communications fall in the period prior to that illustrated above. d) Non PL module training to take place pre-Day 1.

58

DRAFT

ESTATES AND FACILITIES Corporate and Central Functions

59

DRAFT


Estates and Facilities – Service Integration/Reconfiguration Milestones 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People

Policies and Controls

Processes

Systems and data

Facilities and Assets

Comms and Training

Standalone EFM Team @ Stafford

Staff Integration Training

Recruitment to additional EFM staffing posts at Stoke 20

Continued Communication, Integration and Reconfiguration Planning 30




Fortnightly EFM Bi-Lateral Meetings and EFM Staff Newsletters

Review and Standardisation of EFM Policy Framework, Registers, Procedures, Records and Controls

As is Transition Process Review and Standardisation where appropriate

As is Transition Systems Review and Standardisation where appropriate

Service based consolidation post-merger, review and optimisation

Statutory and Mandatory Training; Appraisal Training; and completion of Department based Training Needs Analyses

Check and confirm accuracy of Asset Register Transfer 31

Manage on-site (s) EFM service expansion programme to meet requirements of Estate Developments

60

DRAFT


2014 2015 2016 2017


Jan - Mar

Apr - Jun

Jul - Sep

Oct - Dec

Jan - Mar

Apr - Jun

Jul - Sep

Car Parking

Catering

Housekeeping

Linen

Portering

Signage and Branding

Workforce

Hard FM

Estates and Facilities – Transitional Plan

Conduct Feasibility Study

Standardise Tariffs

Standardise / improved Performance & Information Systems

Introduce ANPR system @ SGH & CGH

Feasibility Study

Catering Development



Assess options / results

Assess options / results

Standardise / assess options / results

Standardise Service / assess options

Signage update (int.; ext. & highway)

Additional SGH / UHNS Parking Capacity


Prepare for PFI

Mkt. Test




Prepare for Market Test

Uniform Replacement

EFM IHSS staffing expansion @ Stoke

Implement Stafford EFM Management Structure

Standardise / improved Performance & Information Systems

61

DRAFT

OPERATIONS Corporate and Central Functions

62

DRAFT


Operations – Overall summary slide of service integration 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Area 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

Cancer services

Coding

Informat-ion services

Perform-ance

Gold and silver on call

Capacity and demand

Patient transport

EPRR




Review of MDT sessions and suitability of current format

Policy reviews (UHNS escalation policy, 62 day Upgrades, CWT validation for upload and central MDT requests)

Harmonise MDTs across UHNS and Stafford

Review data quality of Stafford reporting and assurance procedures

Exit SLA with RWT and transfer staff

Extend SLA if req’d

Harmonisation of Business Information Policies Rationalisation of DQ

reporting requirements Begin Medway readiness and

implementation

Amalgamate board and other performance reporting

Revise rotas and staff planning

Set out new policies for cross-cite G&S on call

Ongoing assessment of IT/software options

Staff exchange programme across sites to promote learning and engagement Begin long-term assessment of Capacity & Discharge across a

combined Trust with clinical model implemented Harmonisation of Admission / Discharge reporting

Agree and communicate ambulance diversion protocols Implement Diversions

Plan and implement NEPTS provision

Roll out NEPT NEPTS provision

Review and amend NEPTS service and Stafford services change

Review of MSFT processes / procedures

on combined basis with UHNS Harmonisation of EPPR Processes / Procedures

63

DRAFT


Operations – Cancer services 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Systems and data


Comms and Training




3 Day 1 test report to ensure combined reporting

Review of MDT sessions and suitability of current format

Run dummy reports for national audits

Run dummy reports for national audits

Review of current staffing structure

Review of single site working

Move to single system and communications channel

Policy reviews (UHNS escalation policy, 62 day Upgrades, CWT validation for upload and central MDT requests)

Harmonise MDTs across UHNS and Stafford

64

DRAFT


Operations – Coding 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Systems and data


Comms and Training

Review accommodation allocation post-day 1

Relocate staff




Review of department admin policies

Review individual training requirements

Review data quality of Stafford reporting and assurance procedures

Revise admin policies (where necessary)

Exec sign off

Communicate policies to all staff

Prepare accommodation for staff

Exit SLA with RWT and transfer staff

Extend SLA if req’d

Harmonise coding ways of working

65

DRAFT


Operations – Information services 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Systems and data


Comms and Training




Review accommodation allocation post-day 1

Relocate staff

Harmonisation of Business Information Policies

Rationalisation of DQ reporting requirements

Begin Medway readiness and

implementation

66

DRAFT


Operations – Performance 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Systems and data


Comms and Training

Project team to understand UHNS transition requirements for move to Medway (timing dependant on Medway decision)

Integration of performance management arrangements (based on decisions around revised performance management framework)

Amalgamate board and other performance reporting




Establish project team for Medway transition

67

DRAFT


Operations – Gold and Silver on call

2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People

Policies and processes

Comms and Training

Provide cross-site training




Maintain G+S on call ‘As Is’ at both sites (backfill any gaps at Stafford)

Identify individuals for cross-site G&S on call

Revise rotas and staff planning Go live with new G&S on call rotas

Communicate any revisions to 3rd parties

Set out new policies for cross-cite G&S on call

Obtain sign-off for new policies

Communicate any revisions to policies

Obtain sign-off

Revise governance structure in line

with planned move to centralised

management team

Implement revised structure

68

DRAFT


Operations – Capacity and demand 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Systems and data

Comms and Training




Ongoing assessment of IT/software options

Staff exchange programme across sites to promote learning and engagement

Team away day(a)

Obtain sign-off

Begin long-term assessment of Capacity & Discharge across a combined Trust with clinical model implemented

Revise governance structure in line

with planned move to centralised

management team

Manage interim capacity / discharge programme during transition period

Implement revised structure

Communicate changes to staff

Harmonisation of Admission / Discharge reporting

Streamlining of Complex Discharge and Patient Flow Process

69

DRAFT


Operations – Patient transport 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

Day 1 changes

O&G and Surgery transfers

Paediatrics Transfer

Critical Care transport

Inter-site patient transport NEPTS MLU High dependency




Establish and prepare retrieval team between UHNS and Stafford

Implement any new Day 1 diversions

Agree and communicate ambulance diversion protocols Implement Diversions

Implement Ret Team as Surgery and CCU begin to transfer

Prepare and brief UHNS ambulance team on retrieval process

Determine scale of patient transfer required

Plan and book required transfers

Detailed final plan /test Transfer Surgery patients

Monitor closely with RWT

Establish and agree protocols for patient escalation

Transfer O&G patients

Determine scale of patient transfer required Plan and book required transfers

Transfer Paediatric Medical inpatients

Transfer Paediatric Surgery inpatients

Build capacity in UHNS

Booking office

Plan and implement NEPTS provision Roll out NEPTS provision

Review and amend NEPTS service and Stafford services change

Monitor MLU transfer provision with WMAS (not led by UHNS)

Plan HDT transfer provision with WMAS

Implement HDT transfer services Consult and Test plan

DRAFT


Operations – EPRR

2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Comms and Training




Identify resource

to be deployed

For Day 1 EPPR

Deploy interim EPPR plan

Revise EPPR resource for adjusted Stafford services

Communicate Day 1

changes to staff and 3rd Parties

Establish Day 1 EPPR

process

Provide training for new identified resource as required

Communicate changes to staff and 3rd Parties

Provide training for any new resource

as required

Review of MSFT processes / procedures

on combined basis with UHNS Harmonisation of EPPR Processes / Procedures

71

DRAFT

QUALITY, SAFETY AND COMPLIANCE Corporate and Central Functions

72

DRAFT


Quality, Safety and Compliance – Overall summary slide of service integration 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Area 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

Clinical audit

Informa-tion Govern-ance

Legal

Clinical Govern-ance

Health and Safety

Medical Equip-ment




Process to develop an integrated clinical audit programme

Align the clinical audit register

IG toolkit to be submitted as one (31/03) and training programme to be integrated

Implement Joint Claims policy

Log all new claims electronically at UHNS

Adopt Datix system across Stafford services

Develop joint integrated mortality report and indicators in conjunction with Dr Foster and HED systems

Implement agreed CAS reporting process

Introduce electronic/web based H&S system for auditing risk assessment and compliance

Fully Implement H&S Policy with associated training

Review MSFT processes and systems

Review MSFT training plan and agree targets, formulate revised training plan and deliver

73

DRAFT


Quality, Safety and Compliance – Clinical audit 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

Processes




Process to develop an integrated clinical audit programme

Mechanism for monitoring participation in National Audits / NCEPOD across both sites

Trust decision on how National Audits / NCEPOD will be reported post April 2015

Align the clinical audit register

Compliance Spot Check process at MSFT

74

DRAFT


Quality, Safety and Compliance – Information Governance

2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Comms & Training




Sufficient staff in place – 1 temp member of staff for September 2014 to April 2015. 1 permanent member of staff (band 5) in place TBC

IG toolkit to be submitted as “one” 31

IG training programme to be integrated

75

DRAFT


Quality, Safety and Compliance – Legal 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Systems and data

Comms & Training




Implement Joint Claims policy

Training on joint policy

Review current working process in Stafford

Log all new claims electronically at UHNS

Take lead from IM&T regarding access to servers

Add existing legacy onto database

Develop SOPs for obtaining Stafford medical records

Obtain list of services at Stafford with Consultant list

30

Finalise team required and where they will be based and what they will do

Role development for Band 6’s re: inquest / training

76

DRAFT


Quality, Safety and Compliance – Clinical Governance 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Systems and data




Implement new Incident Reporting policy

Adopt Datix system across Stafford services

Develop joint integrated mortality report and indicators in conjunction with Dr Foster and HED systems

Fully integrate corporate clinical governance team across UHNS and Stafford with clear line management and accountability

Implement corporate and divisional governance reporting structures and templates

Implement corporate QSC SOPs at Stafford

Implement agreed CAS reporting process

77

DRAFT


Quality, Safety and Compliance – Health and Safety 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Systems and data

Comms & Training




Recruit 1 WTE Health and Safety advisor and 0.5WTE Manual Handling advisor

Introduce electronic/web based H&S system for auditing risk assessment and compliance

Practical H&S / Manual Handling Training

Fully Implement H&S Policy with associated training

78

DRAFT


Quality, Safety and Compliance – Medical Equipment

2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

Processes and systems

Training




• Review MSFT internal medical device incident reporting systems • Analyse gaps in MSFT internal Medical Device Incident monitoring & investigative systems • Formulate plan for phased roll-out of agreed MSFT internal medical device incident reporting systems • Review MSFT external medical device incident reporting systems (MHRA) • Analyse gaps in MSFT external medical device Incident reporting systems (MHRA) • Formulate plan for phased roll-out of agreed MSFT external medical device Incident reporting systems (MHRA)

• Analyse training policy implementation - identify gaps (review of MSFT training assessment system & records) • Agree implementation targets for MSFT medical device assessment & training (MDIG) • Formulate plan for phased roll-out of agreed MSFT medical device assessment & training implementation targets • Deliver MSFT key staff training on policy/TNA matrix • Review/plan training provision for MSFT staff on identified high priority devices

79

DRAFT

CONTRACTS AND PROCUREMENT Corporate and Central Functions

80

DRAFT


Contracts and Procurement – Service Integration/Reconfiguration Plan Integration/Reconfiguration Plan

2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Systems and data


Comms and Training




Implement refreshed Supplier, Performance and Development techniques along with enhanced Contract Management practices

Manage and mitigate any risks (known/unknown) originating from 3rd Party Suppliers and/or Contracts

Perform spend analysis and identify opportunities to rationalise supply base (aggregate spend, benchmark pricing, demand reduction etc).

Promote and support the use of UHNS Procurement Policy and Procurement Governance processes

Identify technology solutions to support 3rd party supplier Contract and Performance Management

Implement third party communications strategy

Deliver training for Integra P2P solution, Procurement Administration, Procurement Policy and Process, Stores and Logistics SOPs

Procure new services under contract, as required

81

DRAFT

NURSING Corporate and Central Functions

82

DRAFT


Nursing – Service Integration/Reconfiguration Plan 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Systems and data


Develop up-dated databases for non-medical prescribers

and nurses able to request x-rays




Implement integrated system to capture safe staffing levels

Monitor progress against the recruitment plan

Revise key performance reports (to contain identical measures to enable overarching reports to be produced)

Recognise and develop MOC documents

Use of ICNet to capture infection control information

Implementation Nurse Bank processes in line with e-rostering package

Adopt new line management structures following integration of the teams

Identify the new uniform requirements of the integrated team

Identify location for base within the revised estate work on the Stafford site

Implement revised bank and e-rostering policies across both sites

Implement hospital at home within the Stafford site

Implement revised infection control policy across both sites

83

DRAFT

DIETETICS Corporate and Central Functions

84

DRAFT


Dietetics – Service Integration/Reconfiguration Plan 2014 2015


Jun

Jul -

Sep

Oct - Dec

Dec - MAr

Specialty 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30

People


Processes

Systems and data


Comms and Training

Movement of base location in line with clinical decisions. Timing dependant on clinical decisions.




Revision of nursing risk assessment booklet. Awaiting timing confirmation from nursing

Refresh of training in line with new risk assessment booklet and to up skill Stafford staff on Must system

Review of SOPS relating to nutrition/emergency feed/re-feeding

Merge waiting lists (UHNS current target: 18 wks; MSFT current target: 7 wks)

Plan regular communication on dietetics matters/plan specialty meetings (team brief sharing)

Alignment of nutrition policy and admin policies (holiday cover, record keeping etc)

Patient IT systems to be accessible across both sites

Mandatory training gaps addressed

Ensure access to UHNS systems as necessary, IPM, CIS, Medisec

SLAs put in place

85

Documents

Integrating Health Services for Staffordshire - UHNM Transition Plan.pdf · DRAFT INTEGRATING HEALTH SERVICES IN STAFFORDSHIRE SERVICE TRANSITION PLAN DRAFT – Issue 5 (11th September