DRAFT INTEGRATING HEALTH SERVICES IN STAFFORDSHIRE SERVICE TRANSITION PLAN DRAFT – Issue 5 (11 th September 2014) 1 Please note: This plan is work in progress and may change. Updated versions will be made available on the website as they become available.
85
Embed
Integrating Health Services for Staffordshire - UHNM Transition Plan.pdf · DRAFT INTEGRATING HEALTH SERVICES IN STAFFORDSHIRE SERVICE TRANSITION PLAN DRAFT – Issue 5 (11th September
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
DRAFT
INTEGRATING HEALTH SERVICES IN STAFFORDSHIRE SERVICE TRANSITION PLAN DRAFT – Issue 5 (11th September 2014)
1
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
2
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
4 Summary Transition milestone maps – Corporate and central function reconfiguration 39
3
Sep, 2014 IHSS Service Transition and Integration Plan TEMPLATE
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.
4
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.
Sep, 2014 IHSS Service Transition and Integration Plan TEMPLATE
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.
5
Sep, 2014 IHSS Service Transition and Integration Plan TEMPLATE
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.
6
Sep, 2014 IHSS Service Transition and Integration Plan TEMPLATE
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)
Sep, 2014 IHSS Service Transition and Integration Plan TEMPLATE
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)
Sep, 2014 IHSS Service Transition and Integration Plan TEMPLATE
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
9
Sep, 2014 IHSS Service Transition and Integration Plan TEMPLATE
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:
10
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
Public open cafe event chaired by
Healthwatch Staffordshire
End of month 1
review – staff interviews
3 month review -
March 2015
Public open cafe event chaired by
Healthwatch Staffordshire
Cross-site visits / tours for patients and staff
Services transition (refer remainder of this document)
Sep, 2014 IHSS Service Transition and Integration Plan TEMPLATE
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:
11
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.
25
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.
25
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
20
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.
20
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
12
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
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
13
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
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
14
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
HR support to all the clinical and non-clinical MoC processes as relevant / appropriate
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)
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
15
DRAFT
Sep, 2014 IHSS Service Transition Plans (version 4)
20 Milestone with known Start/End date
Dependency link XXX Activity period
Target milestone – date unknown Surgical Division – Transition Plan
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
• M Gibbs • July 14
17
DRAFT
Sep, 2014 IHSS Service Transition Plans (version 4)
Theatres and Anaesthetics - Transition Plan context
Role Name
Executive Lead Robert Courtney-Harris
AD Michele Gibbs
CD Steve Merron
Programme Manager Brian Mellon
Compliance requirement Target date and comments
TSA clinical model July 2015 when CCU transition complete
HEIA Yes
QIA Yes
Accreditation / Royal College / other regulatory
No
Core transition information
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
Key services that this transfer enables
• 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
Impact on outpatients • No
Key next steps Owner Due
1. Deliver Stoke theatre capacity development • Estates • July 2105
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
Key risks and mitigations Owner Raised
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
• S Tytler • 4 Aug 14
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
• M Gibbs • July 14
18
DRAFT
Sep, 2014 IHSS Service Transition Plans (version 4)
Critical Care - Transition Plan context
Role Name
Executive Lead Robert Courtney-Harris
AD Michele Gibbs
CD Steve Merron
Programme Manager
Brian Mellon
Compliance requirement Target date and comments
TSA clinical model April 2015
HEIA Yes
QIA Yes
Accreditation / Royal College / other regulatory
No
Core transition information
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
Key services that this transfer enables
• 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 wards • No
Impact on theatres • No
Impact on outpatients • No
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
• S Tytler • 4 Aug 14
3 . Impact of UHNS CCU performance during transition – mitigated by adequate resourcing and detailed transition planning
• M Gibbs • July 14
19
DRAFT
Sep, 2014 IHSS Service Transition Plans (version 4)
Specialised Surgery - Transition Plan context
Role Name
Executive Lead Robert Courtney-Harris
AD Michele Gibbs
CD Gareth Rowlands
Programme Manager Brian Mellon
Compliance requirement Target date and comments
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
Accreditation / Royal College / other regulatory
No
Core transition information
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
Key services that this transfer enables
• 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
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
20
DRAFT
Sep, 2014 IHSS Service Transition Plans (version 4)
20 Milestone with known Start/End date
Dependency link XXX Activity period
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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.
Accreditation / Royal College / other regulatory
No specific requirements
Core transition information
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
Key services that this transfer enables
• 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 theatres • No
Impact on outpatients • Yes (enhanced service to be provided)
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Trauma & Orthopaedics - Transition Plan context
Role Name
Executive Lead ROBERT COURTNEY HARRIS
AD PHIL THOMAS-HANDS
CD JUSTIN LIM
Programme Manager BRONWYN MCGUIRE
Compliance requirement Target date
TSA clinical model July 2015 (when elective service stabilised )
HEIA No specific recommendations related to T&O
QIA No major issues identified
Accreditation / Royal College / other regulatory
No specific requirements
Core transition information
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
Key services that this transfer enables
• 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)
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)
• Claire Powell/Justin Lim
• Oct 2014
Key risks and mitigations Owner Raised
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.
• Claire Powell/Justin Lim
• 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
Sep, 2014 IHSS Service Transition Plans (version 4)
Neurology (& Stroke) - Transition Plan context
Role Name
Executive Lead GAVIN RUSSELL
AD PHIL THOMAS-HANDS
CD SIMON ELLIS
Programme Manager BRONWYN MCGUIRE
Compliance requirement Target date
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
Accreditation / Royal College / other regulatory
SSNAP requirements to be met when Acute Stroke Unit relocates in February 2015
Core transition information
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
Key services that this transfer enables
• 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 theatres • No
Impact on outpatients • Yes (enhancements to clinics)
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
Compliance requirement Target date
TSA clinical model March 2015
HEIA Yes
QIA Yes
Accreditation / Royal College / other regulatory
TBC
Core transition information
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
Key pre-requisite dependencies
• 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
Impact on theatres • No
Impact on outpatients • Yes
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Specialist Medicine - Transition Plan context
Role Name
Executive Lead Gavin Russell
AD George Briggs
CD Alan Bohan
Programme Manager John Connelly
Compliance requirement Target date
TSA clinical model November 2015
HEIA Yes
QIA Yes – full impact being assessed
Accreditation / Royal College / other regulatory
JAG Accreditation for Endoscopy
Core transition information
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.
• 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
Impact on wards • Yes
Impact on theatres • No
Impact on outpatients • No
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Emergency Medicine - Transition Plan context
Role Name
Executive Lead Gavin Russell
AD George Briggs
CD Magnus Harris
Programme Manager John Connelly
Core transition information
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
Key pre-requisite dependencies
• Estates reconfiguration of A&E, CDU • Other service reconfiguration (Gen Med,
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 wards • Yes
Impact on theatres • No
Impact on outpatients • No (keeping O/P clinics but need upgrade)
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Women’s & Children's Division – Transition Plan 2014 2015
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
20 Milestone with known Start/End date
Dependency link XXX Activity period
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Obstetrics and Gynaecology - Transition Plan context
Role Name
Executive Lead TBC
AD Caroline Meredith
CD Prof. O’Brien
Programme Manager Jill Mason
Compliance requirement Target date
TSA clinical model 16th Jan, 2015
HEIA Yes
QIA To be approved; risks linked to risk register
Accreditation / Royal College / other regulatory
RCOG/Royal college of Midwives
Core transition information
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
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
Key risks and mitigations Owner Raised
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Child Health - Transition Plan context
Role Name
Executive Lead TBC
AD Caroline Meredith
CD Caroline Groves
Programme Manager Nick Savage (DM) / Janet Hagan (Matron)
Compliance requirement Target date
TSA clinical model Jul - Sept, 2015
HEIA Yes, Will be incorporated through detailed integration plans
QIA To be approved; risks linked to risk register
Accreditation / Royal College / other regulatory
Royal College of Paediatrics and Child Health
Core transition information
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
Key services that this transfer enables
• 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 wards • Yes
Impact on theatres • No (while paediatric surgery is with Surgical Division)
Impact on outpatients • Yes
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
Key services that this transfer enables
• Surgical • Medicine
• Paediatrics • Specialised Services
Target date for transfer start • November
Target date for transfer end • 31st March 2015
Impact on wards • Yes
Impact on theatres • Yes
Impact on outpatients • Yes
Key next steps Owner Due
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
Compliance requirement Target date
TSA clinical model Apr, 15 (MRI in Stafford)
HEIA Yes
QIA Yes
Accreditation / Royal College / other regulatory
Royal College of Radiologists
DRAFT
Sep, 2014 IHSS Service Transition Plans (version 4)
Imaging - Transition Plan context (part 2)
Role Name
Executive Lead TBC
AD Caroline Meredith
CD Ingrid Britton
Programme Manager
Yvonne Hague/ Jo Bradley
Key risks and mitigations Owner Raised
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
AT/AC/IB/YH • Yes- PMO office, Aug 2014
4. Lack of interventional Radiology cover for emergencies and inpatients d) Locum support and rotation planning
AT/AC/IB/YH • Yes- PMO office, Aug 2014
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Pharmacy - Transition Plan context
Role Name
Executive Lead TBC
AD Caroline Meredith
CD Susan Thomson
Programme Manager TBC
Compliance requirement Target date
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
Accreditation / Royal College / other regulatory
General Pharmaceutical Council MHRA – GDP, GCP and GMP licences
Core transition information
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
Key pre-requisite dependencies
• IT solutions - MedOncology® and Ascribe® • Oncology & Haematology Directorate • Other clinical service change plans • Implement increased productivity at SGH
Key services that this transfer enables
• 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
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Pathology - Transition Plan context
Role Name
Executive Lead TBC
AD Caroline Meredith
CD Nichola Cooper/ Richard Chasty
Programme Manager Sharon Acton
Core transition information
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
Key services that this transfer enables
• Surgery • Medicine • GPDA
• Specialised services • Pharmacy
Target date for transfer start • November, 2014
Target date for transfer end • November, 2015
Impact on wards • Yes
Impact on theatres • Yes
Impact on outpatients • Yes
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
Compliance requirement Target date
TSA clinical model March 2015 Dec 2015 (Multi disciplinary team at Stafford)
HEIA Yes
QIA To be approved; risks linked to risk register
Accreditation / Royal College / other regulatory
Human Tissue Authority , Clinical Pathology Accreditation and Medicines and Healthcare Products Regulatory Agency
DRAFT
Sep, 2014 IHSS Service Transition Plans (version 4)
Outpatients - Transition Plan context
Compliance requirement Target date
TSA clinical model April, 2016 (Combined waiting lists)
HEIA Yes
QIA To be approved; risks linked to risk register
Accreditation / Royal College / other regulatory
Core transition information
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.
Key services that this transfer enables
• All Surgical services • All Medical services
• Women's and Children's
• Specialised services
Target date for transfer start • November, 2014
Target date for transfer end • April 2016 ( subject to above)
Impact on wards • No
Impact on theatres • No
Impact on outpatients • Yes
Key next steps Owner Due
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
Key risks and mitigations Owner Raised
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Estates Workstream 2014 2015
Specialty Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct - Dec
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
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)
Staff engagement, comms and team building
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
HR support to all the clinical and non-clinical MoC processes as relevant / appropriate
Each Directorate has 9 month MoC prog.
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)
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
Sep, 2014 IHSS Service Transition Plans (version 4)
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
Sep, 2014 IHSS Service Transition Plans (version 4)
Estates and Facilities – Service Integration/Reconfiguration Milestones 2014 2015
• 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
Sep, 2014 IHSS Service Transition Plans (version 4)
Contracts and Procurement – Service Integration/Reconfiguration Plan Integration/Reconfiguration Plan