Agenda and draft minutes

Members of the Joint Committee are asked to consider whether they have an interest in any of the matters on the agenda and, if so, to formally declare that interest.

There were no declarations of interest

Members of the public present at the meeting are invited to ask questions on any matter relating to the work or performance of the Pennine Care NHS Foundation Trust.  A period of up to 30 minutes will be set aside for public questions.

There were no questions from members of the public

Minutes of the meeting held on the 6^th October 2016 are attached.

It was agreed:

The minutes of the meeting held on the 6^th October 2016 be approved as a correct record.

The Joint Health Overview and Scrutiny Officer reported that the NHS England Child and Adolescent Mental Health procurement process had not yet commenced.

Dr Henry Ticehurst, Medical Director/Deputy CEO (Acting)

Laura Rooney, Head of Communications will be in attendance, presentation attached.

Members of the Joint Health Overview and Scrutiny Committee considered a verbal presentation from Laura Rooney, Head of Communications, Pennine Care.  The Strategy is focused on the delivery of whole person, placed based care.  The strategy includes the Trust’s vision, values, goals, offer to the people, offer to the place and key priorities.

The transformation programme sits alongside the strategic plan and includes the Greater Manchester Strategic Plan and each Boroughs Locality Plan.  As well as the following transformation programmes:

·         System and relationship management

·         LCO Development

·         Operating model and leadership

·         Mental health strategy

·         Community services standards

·         Improvement to Innovation

 Members of the Joint Committee requested more detail as to what the strategy and in particular the transformation programme meant for each Borough.

In response to a Member’s question, the Medical Director reported that the structure of the service will change going forward.  The Greater Manchester Mental Health Strategy will be underpinned by the Pennine Care MH Strategy, the Locality Plans and the CQC Action Plan.  There will be some very difficult decisions going forward in respect of the Trust Estate and which services are provided in which Boroughs.

Members discussed the continuing problems with IT infrastructure; in Greater Manchester currently there are 50 providers all with different IT structures.  The Pennine Care Trust uses the PARIS system which is an IT interface for mental health patients which can be accessed by other Professionals.

It was agreed:

A report will be considered at the next meeting of the Joint Committee that will provide members with a Borough by Borough overview of the Transformation proposals.

Dr Henry Ticehurst, Medical Director/Deputy CEO (Acting) will report at the meeting.

Dr Henry Ticehurst, Medical Director provided members with an update in respect of the CQC Action Plan.

The CQC conducted an announced visit week commencing 13^th June 2016.  The inspection was conducted as part of an ongoing comprehensive mental health inspection programme.

The Overall ratings for the services of the provider was: Requires Improvement

Are services safe?                                                           Requires Improvement

Are services effective?                                                    Requires Improvement

Are services good?                                                          Good

Are services responsive?                                                 Good

Are services well led?                                                     Requires Improvement

Staff were on the whole responsive, respectful and caring and professional in their attitudes and worked to support the patients.

Staff had a good understanding of safeguarding.

The Trust had business continuity plans in place across services for emergencies and staff said they were supported by their managers.

Multi-disciplinary team working was well developed across the Trust both internally and externally.

The Trust had a range of facilities that provided and promoted recovery, comfort, dignity and confidentiality to the patients and families in their care.

Good practice was highlighted in: Older people’s services, learning disability services; CAMHS and End of Life Care

Six services were rated as requires improvement, these were:

• Wards for older people with mental health problems

• Acute wards for working age adults and psychiatric intensive care units

• Community based mental health services for adults of working age

• Mental health crisis services and mental health-based places of safety

• Community end of life care

• Community health services for adults

The main areas for improvements:

Breaches of guidance for same sex accommodation in wards for older people and acute wards for working age adults and psychiatric intensive care units.

Trust medicine management policy was not being observed.  Issues around deprivation of liberty of those age over 16 and mandatory training was under the Trust minimum

• The monitoring of physical health was varied across the mental health services, with some of the mental health services not monitoring physical health and recording it in their care records.
• There were inconsistencies in staff composition in teams within the same service, with different levels of staff and different skill mix of staff.
• On the wards for working age adults there was high bed occupancy across all of the wards which led to patients’ needs not being met in a timely manner.
• On wards for working age adults patients did not always have a bed to return to upon return from leave.
• Patients in some community services were waiting longer than the targets for assessment and commencement of treatment.  This meant that patients were waiting longer than 12 weeks for assessment and longer than 18 for treatment in the Health Young Minds service.
• There was a lack of cohesive working across the boroughs in some of the services. Teams in some services did not have much interaction between them and worked separately.
• There were inconsistencies regarding skill mix in teams across, different areas of the same service as well as inconsistencies in local governance arrangements
• There was no fixed timescale  ...  view the full minutes text for item 13.

Laura Rooney, Head of Communications will report at the meeting.

The Head of Communications reported that a process has commenced to replace Michael McCourt as Chief Executive of the Trust.  The Trust will also look to recruit a new Chairman.

In response to a Members question, where does this leave the CQC Action Plan, the Medical Director reported that the plan has been developed by Commissioners, representatives from GM and NHS Improvement.

It was agreed:

A further update will be provided at a future meeting.

Any other business which by reason of special circumstances the Chair agrees may be considered as a matter of urgency.

It was agreed:

Comments from elected members in respect of the Trust’s Quality Account will be forwarded to the Joint Health Overview and Scrutiny Officer for inclusion in the submission.