/CKWCB-12-169a_Final_Calderdale_

Minutes of the Clinical Commissioning Executive Meeting held on 10 May 2012 in the Shibden Meeting Room, F Mill, Dean Clough Mills, Halifax Present:

Dr Alan Brook

Dr Graham Wardman Keith Wright

Clinical Commissioning Group (CCG) Board Chair (Chair) CCG Board member CCG Board member CCG Board member CCG Board member CCG Board member CCG Board member CCG Board member Non Executive Associate Chief Operating Officer/Designated Chief Finance Officer Non Executive Associate Director of Adults, Health and Social Care, Calderdale Metropolitan Borough Council CCG Board member CCG Board member Shadow Accountable Officer/Executive Medical Director Director of Public Health Non Executive Director

Apologies for absence:

Penny Woodhead

Head of Quality

Also present:

Fiona Brompton

Quality Improvement Manager (for items 21/12 & 22/12) Head of Service Improvement Head of Governance (for items 29/12 and 31/12) Assistant Director, Transition (for item 30/12 Head of Business Intelligence (for item 23/12) Assistant Director of Workforce (for item 25/12) Board Secretary/Corporate Governance Manager

Dr Majid Azeb Dr Hazel Carsley Dr Steve Chambers Dr Steven Cleasby Dr Peter Davies Dr Dinesh Kumar Dr Krishna Kumar Trevor Lake Julie Lawreniuk John Mallalieu Bev Maybury Dr John Taylor Dr Nigel Taylor Dr Matt Walsh

Debbie Graham Vicky Pickles Judith Salter Tim Shields Laura Smith Jane Brownlie

17/12

DECLARATIONS OF INTEREST Dr Alan Brook declared an interest in item 31/12 regarding the CCG Constitution and in particular chairmanship of the CCG Governing Body.

18/12

MINUTES OF THE MEETING HELD ON 12 APRIL 2012 The minutes of the meeting held on 12 April 2012 were accepted as a correct 1

record.

19/12

MATTERS ARISING FROM THE MINUTES AND ACTION SHEETS (a)

Updated progress on the action sheet 3/12 Cluster Board members to be invited to observe a CCE meeting – complete 5/12(1) Criteria for re-admission logging – clarification still awaited from CHFT 6/12 Cancer Treatment breaches - considered in detail at the Finance and Performance Group meeting 11/12 CCG assuming responsibility for Individual Funding Requests scheduled for consideration at a CCG development session 12/12 Register of Interests – action complete 43/11 Military and War Veterans’ Health Programme - update in Chief Operating Officer’s report, but it was agreed that action was also required on dissemination of information to GPs and the lack of a facility to identify this group in the Choose and Book system.

(b) Mental Health: Proportion of patients referred to psychological Therapy – differences across the health economy in the proportion of patients referred The CCG Board Lead on Mental Health referred to this issue having been raised in the Cluster Board minute 12/59 with the recommendation that it be considered further by CCEs. He advised that Calderdale was presently within the top ten of PCTs in terms of access to psychological therapy and in the next round of contract reviews it was anticipated that psychological therapy would be procured on an “Any Qualified Provider” basis. (c) Update on benchmarking information on classification of Accident & Emergency patients pending admission The Head of Business Intelligence reported that this information was due to be presented to the Finance and Performance Group meeting on 22 May 2012 and to the Clinical Commissioning Executive meeting on 14 June 2012 20/12

CHIEF OPERATING OFFICER’S REPORT The Chief Operating Officer presented this report which included information on current pertinent issues/developments in the local health economy. The Chief Operating Officer also reported upon issues that had arisen since the preparation of the report including the change of her title to Designated Chief Finance Officer; a decision at the Senior Management Team meeting to continue to provide a supported work programme for the Tier 3 tendering 2

ACTION

process and the approval of the first of the business cases for use of the 2012/13 non recurrent monies.

In discussion reference was made to the recent CCG Board and Cluster Board meeting which it was felt had gone well, although formal feedback was still awaited. A Non Executive Associate asked about structures for the future location and provision of public health services. It was reported that they were still only in the early stages of development, but that a Memorandum of Understanding would be submitted for consideration by the CCE or CCG in due course.

The update in respect of Military and War Veterans’ health, incorporated within the written report, was noted and reference was made to comments made earlier in the meeting about the need for dissemination of information to GPs. DECISIONS 1. That the report be noted.

2. That information on the Military and War Veterans’ Health Programme be communicated to the Calderdale GPs. 21/12

QUALITY AND SAFETY REPORT The Quality Improvement Manager presented this report which provided an update on recent quality and patient safety activities including quality performance information; information on serious incidents reported during or open at the end of Quarter 4 of 2011/12; updates on quality account requirements; CQC regulatory activity and developments and National Quality Board developments.

Reference was made to the two Elimination of Mixed Sex Accommodation breaches that had occurred at CHFT in March 2012. It was reported that these two breaches related to one patient, they had occurred due to a temporary capacity issue and the situation had been rectified as quickly as possible. The Quality Improvement Manager commented that lessons had been learned from the previous sequence of breaches and it was accepted that an effective system was in place to monitor breaches and take swift remedial action. It was also believed that in this particular case an appropriate practical decision had been taken at the time.

It was noted that the report included information on High Risk Transient Ischaemic Attacks (TIAs) treated within 24 hours up to the end of December 2011 and referred to an update on Quarter 4 data and an action plan. The Quality Improvement Manager reported that a meeting was scheduled to discuss these issues on 11 May 2012.

In respect of Serious Incidents, it was noted that the Head of Quality had attended a meeting with CHFT counterparts on 18 May 2012 and a detailed report would be submitted to the next Quality Group meeting.

Reference was made to the Hospital Standardised Mortality Ratio and the Summary Hospital-level Mortality Indicator. It was acknowledged that these 3

ACTION

were very “broad-brush” indicators and that CHFT had a more detailed breakdown. However, since CHFT’s reported HSMR was at a satisfactory level (99) it was not considered necessary to request more detail from CHFT. DECISION That the report be noted.

22/12

CALDERDALE AND HUDDERSFIELD FOUNDATION TRUST OUTPATIENT SURVEY 2011 The Quality Improvement Manager presented this report which provided information on the Care Quality Commission’s 2011 national survey of people attending outpatient departments and outlined the results of CHFT in comparison to the 2009 survey and to other PCT areas in Yorkshire and the Humber. It was noted that the Quality Group had considered a similar report and had recommended that it be considered by the CCE. Concern was expressed at the results of the CHFT survey which did not compare favourably with other PCT areas and fell within the low score, low improvement quadrant on the comparisons chart produced by the Yorkshire and Humber Quality Observatory. The Quality Improvement Manager advised that CHFT was preparing an Action Plan to address the issues raised by these results and this was to be presented to the next Clinical Quality Board meeting.

The Quality Group had also discussed the possibility of looking at other mechanisms for assessing the effectiveness of the CHFT out patients department since this survey only covered part of the services provided and was not comprehensive.

A CCG Board member commented that these results were borne out by GPs experience of patients seeking clarification on letters received from the hospital or to explain what had happened at a hospital appointment. The Chair commented upon the importance of GPs’ knowledge/experience being brought into the system and it was noted that this presently occurred through the Patient Reference Groups. However a CCG Board member commented that some departments within outpatients performed well and it was noted that the results of a recent inpatient survey were satisfactory. Nevertheless it was acknowledged that this outpatient survey provided information on areas that were under pressure/required further attention.

The Shadow Accountable Officer felt it was important that these survey results were presented to the CHFT Board rather than only one of its sub-committees and it was agreed that this would be raised at the Clinical Quality Board meeting. It was also commented that it would need to be checked that the issues raised by these results were referred to in CHFT’s Quality Accounts.

ACTION ACTION

DECISIONS 1. That the findings of the survey report and actions taken be noted.

2. That the issue of the results of this survey being considered by the full CHFT Board be raised at the Clinical Quality Board.

4

ACTION

3. That, upon their receipt, the CHFT Quality Accounts be checked to ensure reference was made to these survey results.

23/12

PERFORMANCE REPORT The Head of Business Intelligence presented this report which provided assurance on progress being made in achieving the headline and supporting indicators identified in the Annual Operating Framework.

The report referred to increased pressures faced by the urgent care system during February 2012, with an increase in attendance at Accident and Emergency, increased admissions and the highest volume of breaches in the A&E timeliness Quality Indicator for the past 4 years. The report also referred to the operation of the Surge and Escalation Plan throughout this period and issues that had occurred in the use of teleconferences, with pressures not having been flagged up at an early stage. The Shadow Accountable Officer referred to a debriefing on the operation of the Surge and Escalation Plan presently taking place with all key stakeholders, the results of which were to be considered in detail by the Senior Management Team. The Shadow Accountable Officer referred to the fact that the 2011/12 winter weather had not been particularly severe and it was therefore especially important to review what had happened and ensure lessons were learned and that expectations of stakeholders in dealing with surges in the future were very clearly communicated to appropriate stakeholders.

The Head of Business Intelligence referred to previous discussions at the CCE on time spent in A&E by patients who were subsequently admitted. He reiterated that there was an on-going audit to clarify the pathways in place to manage patients breaching the 4 hour standard waiting time. It was expected that this audit would be complete shortly and the results, together with benchmarking information previously requested, would be presented to the 22 May 2012 Finance and Performance Group meeting and the next CCE meeting.

Reference was also made to discussion at the previous meeting regarding breaches of the cancer treatment waiting time. The Head of Business Intelligence reported that he had checked the data and could confirm that the cancer treatment targets had been met apart from the screening to treatment time target where a breach had been partially due to a delay in a patient exercising choice as to where to be treated.

The Head of Business Intelligence referred to Appendix 2 of the report which outlined the arrangements proposed for providing assurance on performance to the Finance and Performance Group, CCE and the Cluster Board for 2012/13.

These arrangements would include monthly reports on local performance against the NHS Operating Framework and reports on Finance and Efficiency (incorporating quarterly updates on QIPP), Safety and Quality, Operating Framework, Commissioning Plan and Workforce.

In discussion reference was made to the fact that the categories of information previously reported on in the Corporate Performance Report were based on the former World Class Commissioning domains. Although the new format of reporting would again be based on national targets, the Head of Business Intelligence advised that locally selected issues could also be addressed. In 5

ACTION

response to a question by the Shadow Accountable Officer it was agreed that the Connect 4 diagram (a monitoring model used by the SHA) would also be appended to future performance reports.

DECISIONS 1. That the current levels of achievement made in Calderdale and the update on Urgent Care be noted.

2. That the Performance Framework for 2012/13 be noted.

3. That the arrangements outlined in the report for assurance reporting on performance to the CCE and its sub-groups be approved subject to the Connect 4 diagram being added as an appendix to the operating framework report.

24/12

FINANCE AND EFFICIENCY REPORT The Chief Operating Officer/Designated Chief Finance Officer presented this report which had been considered in detail by the Finance and Performance Group. The report provided a draft financial outturn position for 2011/12 and confirmed that NHS Calderdale had met its targets in terms of the required financial balance/target surplus, the capital resource limit, the draw down of cash and the achievement of the public sector payment target. It was noted that the annual accounts were presently being audited and were to be considered in detail by the Audit and Governance Group at its meeting on 31 May 2012 (with a CCG/Non Executives’ development session on the accounts being held immediately beforehand). The Head of Service Improvement referred to a meeting having been held with the QIPP leads to discuss the final position on the 2011/12 projects and to discuss the start of the 2012/13 QIPP arrangements which would be slightly more challenging.

A Non Executive Associate asked about the overspending with the Leeds and Bradford Teaching Hospitals Trusts. The Chief Finance Officer advised that the reasons for the overspending had been examined and were partly due to the exercise of patients’ choice. She confirmed that the 2011/12 out-turn position had been taken into account in setting the budgets for 2012/13.

A CCE Board member referred to the point on page 5 of the report regarding high cost drugs and devices being excluded from the fixed cost element of the contract with Leeds Teaching Hospitals Trust and asked about the anticipated pass-through costs. The Shadow Accountable Officer/Executive Medical Director advised that this point had been raised at the Finance and Performance Group and assurances on the costs had been received. The minutes of that meeting, which would address the point, would be presented to the next CCE meeting.

With regard to possible QIPP savings for 2012/13 the Director of Adults, Health and Social Care of Calderdale Metropolitan Borough Council advised that a piece of work was presently being undertaken at the Council regarding the feasibility/realistic level of savings achievable in particular areas.

DECISION 6

ACTION

That the draft out-turn position and the achievement of the statutory financial duties and targets be noted.

25/12

WORKFORCE REPORT The Assistant Director of Workforce presented this report which comprised workforce information figures, trends and trajectories in respect of the directlyemployed NHS Calderdale workforce, together with key workforce headlines. It was noted that the reduction in staff levels had occurred on a more gradual basis than at many PCTs and the 2012/13 trajectory indicated that the numbers could reduce to the target for March 2013 through natural turnover. The Assistant Director of Workforce also pointed out that NHS Calderdale’s sickness absence levels had been consistently lower than the trajectory and lower than that of other PCTs in the Cluster.

In discussion, concern was expressed that no national legal guidance had been issued on the basis for the transfer of staff/the application of TUPE to Commissioning Support Services and CCGs despite this being a nation-wide issue. It was acknowledged that this was a very complex area and it was being suggested that the PCT Clusters throughout West Yorkshire jointly obtained legal advice on the issue. CCE members stressed the importance of proceeding quickly so as to minimise the risk of losing key staff in the interim.

A Non Executive Associate referred to the information in the Performance report which indicated that only 60% of staff had received appraisals. Directors commented that they believed a much higher percentage of appraisals had been completed, but the figure quoted represented a part year figure and there might also have been delayed report of the completion of appraisals. It was agreed that the reporting arrangements should be clarified and managers reminded of the importance of promptly reporting completion of appraisals.

ACTION DECISIONS 1. That the report be noted.

2. That the reporting arrangements on completion of staff appraisals be clarified and managers be reminded of the importance of prompt notification of completion of appraisals.

26/12

CALDERDALE CLINICAL COMMISSIONING GROUP’S COMMISSIONING PLAN 2012/13 The Head of Service Improvement presented this report which introduced and included at its appendix the updated version of the CCG’s Commissioning Plan 2012/13, upon which final comments were requested prior to its circulation to stakeholders. Reference was made to the CCE having considered earlier versions of the Plan at its January and March 2012 meetings.

The report also provided an update on business planning (which would now focus on the implementation of the Plan) and provided information on the alignment of resources to support delivery, the next steps in communication of the content of the Plan and reporting arrangements to enable monitoring of the 7

ACTION

Plan’s delivery.

Reference was made to the fact that this year, due to timing issues, it had not been possible to develop a single integrated plan with the Council, but work was proceeding with Council colleagues to pick up the priorities to move forward together in implementing the Plan.

It was acknowledged that the Plan was a critical document in the CCG authorisation process since it articulated the CCG’s aspirations on how to improve health and reduce health inequalities in Calderdale. The Chair commented upon the need to produce examples to illustrate how the Plan was working.

A CCG Board Member (being also the Chair of the Quality Group) suggested that the diagram on page 50 of the Plan be reviewed with a view to possibly referring to the Quality Group’s function concerning Primary Care. Another CCG Board member referred to inconsistencies in quotations on the number of GPs on the CCG Board.

The Non Executive Director commented that proposals within the Plan would have a significant impact on some providers. The Chief Finance Officer commented that these changes had already been taken into account in contract negotiations and had now been incorporated into the 2012/13 contracts with providers. She added that although the changes were significant they had been predicted and were due to agreed changes in practice.

DECISIONS 1. That the Commissioning Plan be agreed for sharing with a wider audience subject to the points raised regarding GP numbers on the CCG Board and the possible inclusion of reference to Primary Care being included in the Quality Group section of the table on page 50.

2. That the proposed reporting arrangement set out in point 7 of the report be agreed.

27/12

TRANSFORMATIONAL CHANGE PROGRAMME (CALDERDALE AND HUDDERSFIELD FOUNDATION TRUST FOOTPRINT) The Head of Service Improvement presented this report which referred to a transformation workshop attended by senior clinicians and managers from health and social care who had been asked to consider the future of services locally. The outcome had been agreement that there was a need for a significant change and a need for a structured programme approach to manage what could potentially be large scale transformational change led by the commissioners within the CHFT footprint. The existing Transformation Board’s Terms of Reference and membership had been refreshed to ensure its fitness to oversee this large scale change programme and a Steering Group had been formed. The report outlined the membership and role and summarised the work it had undertaken to date. It was also reported that a Programme Director had been appointed, a programme office established at Broad Lea House and a communications and engagement strategy and sub-group had been formed.

8

In discussion CCE members acknowledged the importance of this work and of ensuring that appropriate groups, including local politicians, were kept informed.

Particular reference was made to the involvement of primary care at an appropriate stage and the Shadow Accountable Officer commented on the need for a separate discussion to clarify the role of the clinical leads on this issue.

The need to establish appropriate reporting arrangements was acknowledged.

It was appreciated that although the Transformation Board and its Steering Group needed to be authoritative (as was reflected in their membership) they would not have decision-making powers, but would need to report back to committees within the Council, CHFT and PCTs (including the CCE). It was agreed that the Transformation Programme should become a standing item at Senior Management Team meetings and SMT would then determine when to escalate items to the CCE. It was noted that the CCE would begin to receive minutes of the meetings of the Transformation Board.

DECISIONS 1. That the report be noted.

2. That the Transformation Programme become a standing item on SMT Agendas and that SMT determine when to escalate items to the CCE. 3. That the CCE receive minutes of Transformation Board meetings.

28/12

MEDICINES MANAGEMENT COMMISSIONING POLICIES The Executive Medical Director presented this report which introduced and included at its appendices a number of policies recommended by the Medicines Decision and Policy Group. It was noted that all the policies were based on NICE guidance or the best available evidence at the time of their writing.

Eight of the policies had been developed or endorsed by the South West Yorkshire Area Prescribing Committee and were recommended for approval by the CCE. Details of three policies approved by the Yorkshire and the Humber Specialised Commissioning Group were also submitted for the CCE to note.

DECISION 1. That the following policies recommended by the South West Yorkshire Area Prescribing Committee be approved: Dronedarone for non permanent atrial fibrillation Eltrombopag for idiopathic thrombocytopenic purpura (ITP) Antifungals for serious systemic fungal infection Lenograstim for neutropenia Ticagrelor for ACS Herbal Medicines Octreotide for acromegaly and neuroendocrine Lanreotide for acromegaly and neuroendocrine tumours

2. That it be noted that the following policies had been approved by 9

the Specialised Commissioning Group for use in Calderdale: Palivizumab for RSV prophylaxis 18/11 Targeted therapies for pulmonary hypertension 20/11 Fampridine for MS 30/11

29/12

DRAFT CCG COMMUNICATIONS AND ENGAGEMENT STRATEGY The Head of Governance presented this report which introduced an updated version of the draft CCG Communications and Engagement Strategy that had been amended in the light of suggestions made at the previous CCE meeting.

The Head of Governance advised that further work was still to be done on the Action Plan as discussions were still on-going on the possibility of the establishment of an assembly and there were to be further discussions at a CCG Development Session to ensure the Action Plan was realistic in terms of finances and the availability of services in a shared service. Further to a point raised by a CCG Board Member it was agreed that an additional section was to be added on how the CCE was to monitor the effectiveness of the strategy.

ACTION

DECISIONS 1. That this version of the Communication and Engagement Strategy be approved subject to the inclusion of an additional section on monitoring the effectiveness of the strategy.

2. That it be noted that the content of the Action Plan would be discussed further at a CCG Development Session.

30/12

UPDATE REPORT ON THE DEVELOPMENT OF THE CCG/TRANSITION UPDATE The Assistant Director, Transition provided an oral update on transition. She confirmed that the SHA had supported Calderdale CCG proceeding in Wave 1 for authorisation. She advised that questionnaires were presently being sent out for the 360% stakeholder review and it was expected that process would take about 4 weeks, after which the CCG would be advised of the outcome and invited to comment. This review would become one of the areas of evidence for authorisation, but further evidence would also need to be gathered to produce case studies to show what difference the CCG had made in the local health economy. A desk-top review was due to be undertaken in July and August 2012 and site visits were expected to take place in September 2012. In parallel with proceeding on the authorisation process, the Assistant Director, Transition advised that work would also need to continue with building the organisation for the future, the competencies of CCG Board members would need to be reviewed again and a secondary care clinician and a nurse would need to be appointed to the CCG Board.

DECISION That the Assistant Director, Transition’s oral report be noted.

10

ACTION

31/12

CLINICAL COMMISSIONING GROUP CONSTITUTION Dr. Alan Brook declared an interest in respect of the element of this item relating the chairmanship of the CCG Governing Body The Head of Governance presented this report which introduced and included at its appendix a Draft Constitution for the CCG. It was noted that the constitution was one of the key documents that needed to be in place to support the CCG’s application for authorisation due to be submitted on 1 July 2012.

The Head of Commissioning advised that this document was based upon the Model Constitution Framework produced by the NHS Commissioning Board with the local additions shown in red and amendments made following its consideration at a practice commissioning leads’ meeting on 26 April 2012 shown in blue. It was noted that legal advice was being sought on the proposed constitution to confirm that it met the CCG’s needs.

The Non Executive Director, being also the Chair of the Audit and Governance Group, expressed the view that the proposed remit of the Audit and Governance Group was too wide. A Non Executive Associate questioned whether it was appropriate from a governance point of view for the Chair of the Audit and Governance Group to also sit on the Finance and Performance Group or whether this would compromise his independence.

It was noted that there had been a change to previous thoughts on the tenure of the position of the Chair of the CCG Governing Body with it being proposed that the position be held for a period of 3 years, which was consistent with arrangements for chairing the Local Medical Committee and with guidance on Professional Executive Committees.

It was pointed out that the document included inconsistent references to the number of GP members that there would be on the Governing Body. Discussion took place upon the size and composition of the Governing Body. Several members expressed the view that the GPs should be in the majority. (Concern was expressed at any possibility of a significant reduction in GP membership/clinical input). Reference was made to there being 6 nationally mandated non-GP members and a local suggestion that there be 2 officers from Calderdale Council (the Director of Public Health and the Director of Adult Services or another Director with a health or social care portfolio). For the GPs to be in the majority there would therefore need to be at least 9 (or possibly 8 if it were specified that the Chair was to be a GP [s/he would have a casting vote]) yet the locally suggested maximum size of the Body was 16. The point was also made that the overall size of the Governing Body needed to be kept to a practical number and that a large Governing Body might attract adverse publicity. The issue was raised as to whether either or both of the Council officers might be designated as attendees rather than voting Governing Body members.

In view of the impending deadline for the Constitution to be sent out to practices, it was agreed that the Shadow Accountable Officer should obtain a consensus view on the Governing Body membership, co-ordinate any further comments and, in consultation with the Chair make appropriate amendments to the constitution prior to it being sent out to practices.

11

ACTION

Reference was made to page 42 of the Constitution document regarding the role of the Chair and discussion took place upon the method of selection of the Chair and specifically whether s/he should be elected by the entire CCG or by the Governing Body. It was agreed that the election of the Chair should be by the CCG Governing Body.

DECISIONS 1. That the Shadow Accountable Officer obtain a consensus view, coordinate further comments and, in consultation with the Chair make appropriate amendments to the Constitution prior to it being sent out to constituent practices for signature.

ACTION 2. That the Chair of the Governing Body be elected by the Governing Body rather than all the constituent practices and that this be clarified in the constitution document.

3. That, subject to the above, the Constitution be approved for circulation to constituent practices for signature.

32/12

MINUTES RECEIVED The minutes of the following meetings were received: (a) (b) (c) (d) (e) (f) (g)

Calderdale, Kirklees and Wakefield District Cluster Board – Minutes of the meeting held on 27 March 2012 Calderdale, Kirklees and Wakefield District Cluster Board – Minutes of the meeting held on 3 April 2012 Audit and Governance Group – Draft minutes of the meeting held on 29 March 2012 Finance and Performance Group – Draft Minutes of the meeting of the held on 27 March 2012 Quality Group – Minutes of the meeting held on 15 March 2012 Yorkshire and the Humber Specialised Commissioning Operational Group – minutes of the meeting held on 23 March 2012 Calderdale Children’s Social Care Improvement Board – Minutes of the meeting held on 6 March 2012 It was noted that a further Improvement Notice had been issued to Calderdale Metropolitan Borough Council in respect of its Children’s Social Care Services and that the situation needed to continue to be monitored.

33/12

CCE DECISIONS FOR INCLUSION IN THE LEGACY DOCUMENT CCG Commissioning Plan, Medicines Management Commissioning Policies, Communications and Engagement Strategy, CCG Constitution

34/12

ITEMS FOR THE PRACTICE LEADS MEETING Medicines Management Commissioning Policies

CHAIR 12

Clinical Commissioning Executive action sheet 10 May 2012 Report name

Action no.

Chief Operating Officer’s report

20/12

CHFT OUTPATIENT SURVEY 2011

22/12

Performance Report

23/12

Workforce Report

25/12

Draft CCG Communications and Engagement Strategy

29/12

Clinical Commissioning Group Constitution

31/12

Action required

Lead

Information on Military and War Veterans’ Health Programme to be communicated to Calderdale GPs

Debbie Graham

Complete

Comments (include, expected completion date, areas of concern etc) Completion date: 14 June 2012

1. The issue of the results of this survey being considered by the full CHFT Board to be raised at the Clinical Quality Board 2. Upon their receipt, CHFT Quality Accounts to be checked to ensure reference was made to these survey results Connect 4 diagram to be appended to future performance reports

Penny Woodhead

Complete

Completion date: 14 June 2012

Penny Woodhead

On-going

31 July 2012

Reporting arrangements on completion of staff appraisals to be clarified and managers to be reminded of the importance of prompt notification of completion of appraisals Additional section to be added on how the CCE was to monitor the effectiveness of the strategy

Laura Smith

Shadow Accountable Officer to obtain a consensus view on the CCG Governing Body membership, coordinate further comments and, in consultation with the Chair make amendments to the Constitution document prior to it being sent out to constituent practices for signature

Matt Walsh

13

Current status*

Tim Shields Complete Complete

Vicky Pickles Complete

Complete

Completion date: 14 June 2012 Completion date: 14 June 2012

Completion date: 14 June 2012

Completion date: 14 June 2012

14