CKWCB-12-193a_Transition_cluster_report_-_Sept_2012__2_

DATE OF MEETING:

Agenda Item: 18 Enclosure: CKWCB/12/193 Category of Paper Tick()

27th September 2012 Paper Title: CKW Transition and Close Down: Governance arrangements

Decision and Approval

Responsible Director:

Discussion

Gill Galdins, CKW Director of Corporate Development and Transition Paper Author:

Information

Judith Salter, Assistant Director, Transition

Open

Executive Summary:

A programme has been established to:

√

Position statement

FOI Status:

 Support the transition of Calderdale, Kirklees and Wakefield District staff, functions, assets and documents to their successor organisations.  Support the close down of the Primary Care Trusts  Ensure a strong legacy is transferred to the successor organisations.

This paper sets out the governance arrangements to support this process.

Outcome of Equality Impact Assessment: Sub Group/Committee:

It is proposed that the CKW Cluster Governance Committee oversee this programme, to provide the necessary assurances to the Cluster Board

Recommendation (s):

i) Receive this update report ii) Support the proposal that the Governance Committee provide the oversight and scrutiny to the programme on behalf of the CKW Cluster Board iii) Approve the Steering Group Terms of Reference, subject to any amendments iv) Note the first draft of the programme plan, subject to any amendments

1.0

Purpose of Report 1.1 1.2 1.3 1.4

2.0

Background 2.1

3.0

To outline the arrangements for ensuring the delivery of the transition and close down programme To seek approval for the governance arrangements being put in place To seek approval for the CKW Transition and Close Down Steering Group Terms of Reference To seek approval for the first draft of the programme plan

A transition and Primary Care Trust programme has been established for NHS Calderdale, Kirklees and Wakefield District Cluster. The aim of the programme is to: 

Ensure the smooth and successful transition of staff, functions, assets and documents to successor organisations by 31st March 2013.



Oversee the close down of the three Primary Care Trusts (PCTs) by the 1st April 2013 1

2.2

A programme approach has been adopted to support the senior managers who are leading the work across the three PCTs and to ensure a seamless transition to the new arrangements.

2.3

This paper sets out the proposed governance arrangements, structure and draft programme plan for this work.

Detail 3.1

The governance arrangements for the Transition and close down Programme are set out in the diagram attached at appendix one. The preparation for transition and close down is being taken forward in each of the functional areas:             

1

Quality Workforce Communications and engagement Public Health Primary care Risk Estates Contracting and procurement Finance IM&T (including information and business intelligence) Risk Information Governance Corporate Governance st

Certain close down activities will need to take place after 1 April 2013. These include the close down of accounts in June 2013.

3.2

3.3

3.4

A lead senior manager has been identified for each of the function areas across the CKW cluster. Their role is to coordinate the transition and close down within their function across the three PCTs. Local PCT members of staff have been identified who will coordinate the physical process of transfer and close down on behalf of their own PCT. Steering Group A Steering Group has been established to oversee the delivery of the programme. This group, which currently meets on a monthly basis with all the function leads, has the following aims: 

To ensure the smooth and successful transition of PCT staff, functions, assets and documents to successor organisations by 31st March 2013.



To ensure that the needs of CKW staff are supported and work is undertaken to ensure that staff experience a ‘soft landing’ with their destination.



To ensure that the three PCTs are successfully closed down.



To ensure that a strong legacy is transferred to the successor organisations.

The draft terms of reference for the Steering Group are attached at appendix two.

3.5

Programme Plan A programme plan has been developed. The first high level draft of this programme plan is attached at appendix three. This plan is a live document and will be monitored by the programme office and through the steering group. The programme plan will be updated as required to ensure that all the necessary tasks are undertaken in a timely manner.

3.6

Risks and issues The risks associated with the ability of the programme to successfully deliver on time will be captured on the corporate risk register by the risk owners. These risks will be identified as transition risks and will be reviewed on a monthly basis by the Transition and Close Down Steering Group.

3.7

Current risks There are currently 241 risks recorded on the Corporate Risk Register. All of these risks have been aligned with future risk organisations except 5 risks for Calderdale and 6 for Kirklees. Not all risks will align to future destinations, for example risks that relate solely to PCTs recorded on the corporate risk register.

3.8

An issues log has been developed to capture any ‘unplanned event that has happened or is happening and which requires management action. The issues log will be reviewed by the Steering Group at its monthly meeting and will be monitored outside these meetings by the programme office.

3.9

Reporting and scrutiny

3.10 It is proposed that the Steering Group reports into the CKW Cluster Governance Committee, to ensure the right level of scrutiny and oversight for the programme during the next six months.

3.11 Local senior management teams will be updated on a regular basis throughout the process. These updates will be provided by the function leads into their own SMTs and the AD Transition as required.

3.12 Monthly transition reports are collated and submitted to the NHS Commissioning Board North of England. These reports provide a summary of progress and an outline of any risks. A number of monthly reports are being submitted to the regional office and the Cluster team is working to coordinate these reports to ensure consistency and reduce any unnecessary duplication. The next report is due to be submitted on the 19th September.

3.13 The programme will be supported by the programme office, which comprises:    

Director Corporate Development and Transition AD Transition (0.2 wte) Transition Programme Manager (1.0 wte) Programme administrator (1.0 wte)

3.14 The role of the programme manager will be to maintain the programme plan and issues log, support the programme steering group and provide day-to day programme management to ensure the smooth delivery of the actions.

4.0

Next Steps 4.1 4.2 4.3

5.0

Develop the more detailed programme plan Recruit the programme manager Continue to roll out the programme

Recommendations It is recommended that the Board: i) ii) iii) v)

Receive this update report Support the proposal that the Governance Committee provide the oversight and scrutiny to the programme on behalf of the CKW Cluster Board Approve the Steering Group Terms of Reference, subject to any amendments Note the first draft of the programme plan, subject to any amendments, which will be scrutinised by the Governance Committee in future.

Appendices: 1 2 3

Governance diagram Steering Group Terms of Reference Draft Programme plan