COUNCIL OF GOVERNORS MEETING · 2016. 7. 12. · COUNCIL OF GOVERNORS MEETING (open to Trust members, members of the public, and the press) DATE: Tuesday 19 July 2016 . TIME: 18.30pm

COUNCIL OF GOVERNORS MEETING (open to Trust members, members of the public, and the press)

DATE: Tuesday 19 July 2016

TIME: 18.30pm to 21.00pm (refreshments from 18.00pm) VENUE: Dolman Room 1

Shaw House Church Road Newbury Berkshire RG14 2DR

STATUS: Meeting in public CHAIR OF MEETING: Alastair Mitchell-Baker, Deputy Chairman/SID GOVERNORS: See Members of the Council of Governors (overleaf) IN ATTENDANCE: Professor David Williams, Non Executive Director Nigel Chapman, Non Executive Director Mike Hawker, Non Executive Director Will Hancock, Chief Executive Deirdre Thompson, Director of Patient Care James Underhay, Director of Strategy

Steve Garside, Company Secretary Isobel Wroe, Assistant Director, Strategy Rachel Coney, SCAS Charity CEO APOLOGIES: Trevor Jones, Chairman Jan Warwick, Partner (Local Authority) Governor ***** FUTURE MEETING DATES: Wednesday 5 October 2016 (public) Wednesday 30 November 2016 (private)

Thursday 12 January 2017 (public) Wednesday 1 February 2017 (private)

Current Members of the Council of Governors (Vacancies - Elected Public Governors – Oxfordshire x 2; Buckinghamshire x1; Berkshire x2; Elected Staff Governors – PTS/Commercial) Name

Constituency Current term

Andy Bartlett Public – Hampshire To 28/02/2018 James Birdseye Staff – 999 North To 28/02/2018 David Burbage Partner Governor (Local Authority) To 30/09/2017 Paul Carnell Public - Hampshire To 28/02/2018 Sabrina Chetcuti Partner (CCGs – North) To 30/06/2016 David Chilvers Partner (CCGs – South) To 30/06/2016 Richard Coates Public – Hampshire To 28/02/2017 Jonathan Cotterell Public – Hampshire To 28/02/2017 Bob Duggan Public – Buckinghamshire / Lead To 28/02/2018 Michele Foote Staff – Contact Centres To 28/02/2018 Colin Godbold Public Governor – Berkshire To 28/02/2018 Keith House Partner (Local Authority) To 28/02/2018 Barry Lipscomb Public Governor – Hampshire To 28/02/2017 David Palmer Staff – 999 South To 28/02/2018 Tony Peirson Public – Buckinghamshire To 28/02/2017 Ray Rowsell Public – Hampshire To 28/02/2018 Debbie Scott Staff – Corporate/support/other To 28/02/2018 Sue Thomas Partner (Air Ambulance Charities) To 30/09/2017 Jan Warwick Partner (Local Authority) To 28/02/2018 Tim Windsor-Shaw Public - Oxfordshire To 28/02/2017

AGENDA – COUNCIL OF GOVERNORS – 19 JULY 2016 18.30pm – 21.00pm, Dolman Room 1, Shaw House, Church Road, Newbury, RG14 2DR

***PLEASE DIRECT QUESTIONS / COMMENTS THROUGH THE CHAIR***

No. Item Time Enclosures 1. OPENING BUSINESS 1.1 Chairman’s Introduction, including apologies for absence

(Alastair Mitchell-Baker )

18.30 (Verbal)

1.2 Declaration of Interests (Alastair Mitchell-Baker)

• to note any interests from governors as part of their obligation to declare any interest relevant to any item on the meeting agenda

18.32 (Verbal)

1.3

Approval of minutes of the meeting held on 11 April 2016 (Alastair Mitchell-Baker)

• to approve the minutes of the meeting held on 11 April 2016

18.33 Enc. A

1.4 Matters arising from the meeting held on 11 April 2016 (Steve Garside)

• to note progress with the actions from the meeting held on 11 April 2016

18.35 Enc. B

2. HOLDING THE NEDS TO ACCOUNT FOR THE PERFORMANCE OF THE BOARD 2.1

Chief Executive’s Report including Performance Update (Will Hancock)

• to receive a report on key current issues

18.40* Enc. C

3. SCAS STRATEGY 3.1 Sustainability and Transformation Plans, Vanguards and Other Pilots

(James Underhay, Isobel Wroe) • to receive an overview of sustainability and transformation planning, and

other strategic initiatives, and the implications for SCAS

19.00* Enc. D

3.2 SCAS Accelerated Clinical Transformation Programme (Deirdre Thompson)

• to receive an overview of SCAS’ accelerated clinical transformation programme

19.25* Enc. E

3.3 SCAS Charity - Future Strategy (Rachel Coney)

• to receive an overview of the future SCAS Charity strategy

19.45* Enc. F

4. COMMITTEE REPORTS 4.1 Report from the Nominations Committee

(Alastair Mitchell-Baker; Governors on the Nominations Committee) • to consider a recommendation regarding the reappointment of AMB • to approve the process/timetable for the recruitment of new NEDs • to receive an update on other matters

20.05* Enc. G

No. Item Time Enclosures 4.2

Report from the Membership and Engagement Committee (Sue Thomas; James Underhay)

• to receive an update on the work of the sub-committee

20.15 Enc. H

5. ITEMS FOR INFORMATION / NOTING ONLY 5.1 Annual Accounts and Annual Report 2015/16 including Auditors’

Reports (Steve Garside)

• to receive the Annual Accounts and Annual Report, including the audit reports from KPMG

20.25 Enc. I

5.2 Council of Governors Review 2015/16 (Steve Garside)

• to note the 2015/16 review

20.30 Enc. J

5.3 Public Governor Elections 2016 – Update (Steve Garside)

• to receive an update on process and timetable

20.35 Enc. K

5.4 Non Executive Directors Activities (Nigel Chapman)

• an overview from Nigel Chapman of activities undertaken over the past three months

20.40 Enc. L

5.5 Governor Activities (Governors)

• to receive feedback on recent activities undertaken by governors

20.45 (Verbal)

6. CLOSING BUSINESS 6.1 Any Other Business

(Alastair Mitchell-Baker) • to note any items of additional business, including those notified by the

governors to the Company Secretary no less than two working days prior to the meeting

20.50 (Verbal)

6.2 Date and Time of Next Meeting (Alastair Mitchell-Baker)

• to note that the next formal meeting in public will be held on Wednesday 5 October 2016 at Shaw House, Newbury, commencing at 18.30pm

21.00 (Verbal)

*suggested priority items

South Central Ambulance Service NHS Foundation Trust

Enclosure A

COUNCIL OF GOVERNORS

Meeting: Council of Governors

Date of Meeting: 19 July 2016

Title of Paper: Minutes of the previous Council of Governors meeting held on 11 April 2016

Presented by: Alastair Mitchell-Baker, Deputy Chairman/SID

Paper for Debate, Decision or Information:

Approval

Main Aim: To ensure good governance practice in confirming that the minutes of the 11 April 2016 meeting represent an accurate record of business undertaken

Summary of key points for consideration:

These minutes, in draft form, were initially circulated to governors on 25 April 2016

Recommendations or Outcome Required :

Approval

Previous Forum: N/A

Statutory Requirements Met:

N/A

Contact in case of query concerning this paper:

Steve Garside, Company Secretary, 01869 365032

Unapproved Minutes CoG – 11/04/16 Page 1 of 7 Author: CM

ENCLOSURE A Unapproved minutes of the twentieth meeting of the South Central Ambulance Service NHS Foundation Trust Council of Governors (CoG) held on Monday 11 April 2016 at Shaw House, Newbury Present: Trevor Jones (Chairman), Andy Bartlett (Public Governor – Hampshire), James Birdseye (Staff Governor – 999 Operations – North), Councillor David Burbage (Partner Governor - LA), Paul Carnell (Public Governor – Hampshire), David Chilvers (Appointed Partner Governor - CCG), Richard Coates (Public Governor - Hampshire), Jon Cotterell (Public Governor - Hampshire), Bob Duggan (Public Governor - Buckinghamshire and Lead Governor), Michele Foote (Staff Governor – Contact Centres inc. 111 & EOC), Colin Godbold (Public Governor – Berkshire), Ian Hammond (Public Governor - Berkshire), Keith House (Appointed Partner Governor – LA), Barry Lipscomb (Public Governor - Hampshire), David Palmer (Staff Governor – 999 Operations – South), Ray Rowsell (Public Governor – Hampshire), Debbie Scott (Staff Governor – Corporate/support/other), Sue Thomas (Appointed Partner Governor - Charity), Tim Windsor-Shaw (Public Governor - Oxfordshire) In attendance – Directors/Executives: Nigel Chapman (NED), Alastair Mitchell-Baker (Senior Independent Director/Deputy Chair), Keith Nuttall (NED), Will Hancock (Chief Executive), James Underhay (Director of Strategy), Deirdre Thompson (Director of Patient Care), Melanie Saunders (Director of Human Resources and Organisational Development), Jane Campbell (Assistant Director of Quality), Rachel Coney (SCAS Charity CEO), Steve Garside (Company Secretary), Carly Mole (Company Secretariat Administrator) In attendance – Other: Sumit Biswas (NED Designate) Apologies received: Sabrina Chetcuti (Appointed Partner Governor - CCG), Jan Warwick (Appointed Partner Governor – LA) Not present: Tony Peirson (Public Governor – Buckinghamshire), Emily Williams (Public Governor – Oxfordshire) Opening Business

1.1 - Chairman’s Introduction, including Apologies for Absence The Chairman opened the meeting, and introduced Rachel Coney; SCAS Charity CEO and Jane Campbell; Assistant Director of Quality, noting that both would be presenting later in the meeting. The Chairman also introduced Melanie Saunders; the newly appointed Executive Director of Human Resources and Organisational Development and Sumit Biswas, who was in attendance to observe the meeting before officially starting as a Non-Executive Director in October 2016. The Chairman congratulated Bob Duggan on being re-elected for a further term of one year as Lead Governor. The Chairman noted the new date for the Council of Governors (CoG)/Board workshop, which will now take place on 1 June and emphasised the importance of this workshop which will include an overview of SCAS’ financial plan for 2016/17, the challenges SCAS face and


how SCAS aims to drive performance. He reported that a training session on finance has also been arranged for governors which will take place on 13 June. The Chairman reported that two resignations had been received from governors since the last meeting of the CoG; Martin Shea, Public Governor for Berkshire has resigned due to ill health and Katharine Naylor, Staff Governor for PTS and Logistics Field due to some employment related issues with the Trust. The Chairman informed the CoG that Sabrina Chetcuti and David Chilvers had been re-appointed for a second term from 1 June representing the Clinical Commissioning Groups in the north and south. He welcomed their re-appointment. In updating on Non-Executive Director (NED) appointments, the Chairman informed the CoG that unfortunately the planned appointment of one of the two NEDs due to join SCAS in October 2016 had not worked out due to the candidate’s other commitments. The Chairman noted that one Board meeting in public (March) had taken place since the last CoG meeting, with seven governors in attendance, and acknowledged that both Philip Astle; Chief Operating Officer and Nigel Chapman; NED had attended this as their first meeting. Finally, the Chairman thanked governors for submitting their feedback on the NEDs and noted this information would feed into the NED appraisal process due to commence shortly. Apologies had been received from Emily Williams, Jan Warwick and Sabrina Chetcuti. 1.2 - Declaration of Governors’ Interests No new interests were declared. 1.3 - Minutes of the Council of Governors’ meeting held on 25 January 2016 The minutes of the previous meeting were approved without amendment. 1.4 - Matters arising from the Council of Governors’ meeting held on 25 January 2016 Steve Garside advised that actions were either completed or in hand; there were no questions. Quality and Patient Safety

2.1 – Care Quality Commission Inspection Deirdre Thompson gave an overview of progress to date in terms of preparation for the inspection noting SCAS has now entered phase three; 66 inspectors are expected to take part in the inspection, which will provide one rating for all services. The inspection will take place during the week commencing 2 May, however, inspectors can return un-announced any time up until 23 May with a final report expected to be ready by the end of July/early August. One governor asked if there are any areas SCAS were concerned about in relation to the inspection; Deirdre Thompson explained statutory and mandatory training could be an area that is questioned, noting that SCAS is currently at 75-80% take-up with the target being 95% for completion of this training. She added that performance in 2015/16 might be an issue in terms of the “responsive” domain, but that SCAS had reacted positively to these challenges by quickly instigating a turnaround programme. Deirdre Thompson also noted the ‘what SCAS does well’ booklet would be repeated for this inspection, due to it being very well received previously. Governors asked for clarity around their involvement in the inspection. It was noted that previously a small number of governors had been involved in a meeting with the Care


Quality Commission (CQC), and that SCAS expected the format to be similar on this occasion. Bob Duggan highlighted how useful the meeting had been previously and welcomed the opportunity to repeat this. A governor asked how many Ambulance Trusts had been inspected to date by the CQC; Deirdre Thompson stated all bar four Ambulance Trusts had now been inspected, but only two reports issued to date. 2.2 – Quality Accounts and Priorities 2016/17 Jane Campbell explained the requirement of the CoG to select one non-mandated indicator from the 2015/16 priorities for external audit review; the CoG were reminded that long waits had been selected for the previous year, and Deirdre Thompson suggested that a dementia related indicator may be appropriate this year. Barry Lipscomb stated that a number of governors had discussed this item and felt that long waits should be assessed again. Jane Campbell explained that long waits was a mandated indicator this year and would be considered as part of the wider focus on response times. The Chairman confirmed that the Quality and Safety Committee continued to review the outcomes of audits of long waits, and that the CoG would continue to be kept abreast of performance in this area. Keith House advised that he was not convinced of how auditable the dementia related indicator would be, and suggested indicator 2c - “To review the reasons for delays in the Patient Transport Service which lead to service users missing appointments, and then to implement changes required to prevent future occurrences”., The CoG agreed and this was selected as the non-mandated indicator for external audit review. It was noted that although not selected by the CoG as the non-mandated indicator, dementia would remain a high priority for the Trust and Board. Action 2.2 Steve Garside to ensure that the outcomes of the external audit review of the PTS quality indicator, as selected by the CoG, are reported back at an appropriate future meeting.

Holding the NEDs to Account for the Performance of the Board

3.1 – Chief Executives Report including Performance Update The CoG agreed at the beginning of the meeting to discuss performance in detail after the standard agenda items had been covered. The Chief Executive highlighted three areas of his report;

• The staff survey; the Chief Executive reported SCAS had an excellent return rate of 55% - the highest response rate of any Ambulance Trust, with some positive outcomes and some further areas requiring work.

• National Ambulance Response Programme (NARP); the pilot continues to progress well and SCAS has just moved to a 240 second dispatch, following a request by NHS England.

• Contracts; the Chief Executive explained negotiating contracts this year with commissioners is proving to be very difficult due to there being far less flexibility for both providers and commissioners.

In response to a question as to whether SCAS would incur penalties from commissioners for not hitting targets, the Chief Executive explained that discussions were on-going with commissioners, but that this was a possibility. The Chairman stated that he considered this to be unfair, given the challenges being faced by SCAS, and the Trust’s contribution to the overall health economy (e.g. hear and treat, non conveyancing).


Report from the Nominations Committee 4.1 – Process for the Appointment of a Trust chair from 1 April 2017 Alastair Mitchell-Baker, representing the Nominations Committee, gave an overview of the paper and the aim of receiving CoG approval for the process outlined to appoint a new Trust Chair. He confirmed that search agency costs had just been received and were in line with figures quoted in the paper. A governor asked for an explanation around how the Nominations Committee arrived at their proposal; Alastair Mitchell-Baker highlighted the need to find the right candidate and the benefits of using a search agency included their ability to ‘sell’ the ambulance service to candidates who might not otherwise consider it, and the existing pool of potential candidates they have access to. A governor suggested advertising in the Sunday Mail due to its substantial readership and Alastair Mitchell-Baker assured the CoG SCAS would take advice on the appropriate media outlet to advertise in to ensure the right candidates are targeted. Another governor asked how the search agency would be selected; it was noted the proposal is to use the same search agency used in the 2015 NED recruitment process; this is a more cost effective approach and time can be saved as the agency already know and understand SCAS. The CoG approved the process outlined in the paper, including the use of an external search agency, the updated Chair role description, and the recruitment timetable. 4.2 – Proposed re-appointment of Mike Hawker, NED and Audit Committee Chair The Chairman explained that Mike Hawker’s term of office is up at the end of December 2016, and although early, it would be prudent to approve his re-appointment at this stage. The Chairman confirmed he had established Mike Hawker’s interest in re-appointment and following a question from a governor also confirmed that the collective competencies of the NEDs had been looked at when considering this re-appointment. The CoG approved the re-appointment of Mike Hawker for a three year term until 31 December 2019, noting that this was in respect of the general NED role rather than the specifics of being Audit Committee Chair. Representing the Interests of the Members and the Public

5.1 – Report from the Membership and Engagement Committee Sue Thomas provided a supplementary verbal report on recent Membership and Engagement Committee developments, including noting that:

• The new governor portal was almost ready and would be rolled out to governors in due course.

• The SCAS ‘Right Care, Right Place, Right Time’ leaflet has been published in a well circulated ‘Open Garden’ brochure and Sue Thomas advised that James Underhay had agreed to print the leaflet for use at engagement events. A governor noted the importance of commissioners having sight of this leaflet given the vested interested in the messages the leaflet highlighted.

Rachel Coney stated the ‘Right Care, Right Place, Right Time’ message would also be adopted as part of the SCAS charity work. Sue Thomas confirmed Rachel Coney would be in attendance at the next Membership and Engagement Committee meeting taking place on 25 April to discuss the SCAS charity in further detail. 5.2 – Governor Activities The CoG agreed to defer this item until the next meeting.


Closing Business 6.1 Introduction to new SCAS Charity Chief Executive Rachel Coney began by outlining her first six weeks in post had been spent working on developing a new strategy for the SCAS Charity. She highlighted the charity re-launch planned for August 2016, the new look of the SCAS Charity brand, and the approach SCAS would adopt in relation to fundraising (e.g. general rather than specific appeals). Rachel Coney asked governors to consider how they could spread the word of the SCAS Charity and ‘open doors’ using their own networks, as well as any other general suggestions. A governor questioned if the money raised to date by CFRs would be protected and Rachel Coney stated that the funds raised historically by CFRs would continue to be protected. She acknowledged the important role of CFRs in terms of fundraising and contributing to the success of the charity. Rachel Coney also explained that the SCAS Charity CEO salary is funded by the charity but that there were no plans for it to fund other salaries. The Chairman stated the Board would define and approve a set of rules for the charity as part of the evolving strategy and reinforced governance arrangements. 6.2 - Any Other Business Steve Garside noted a detailed paper relating to governor elections would be brought to the next CoG meeting, but highlighted the timetable for nominations (12-27 October). The Chairman reminded any governors who might be thinking of resigning to do so before the elections take place to ensure all vacancies can be included in this round of elections. 6.3 – Date and Time of next meeting The next formal meeting will be held on 19 July. *** 3.1 – continued – Trust Performance As agreed by the CoG at the beginning of the meeting, the remaining time available was spent discussing performance. The Chairman stated that everyone was concerned with the Trust’s current performance, and that the priority continued to be providing safe and effective services to patients. He highlighted a number of contributing factors impacting on recent performance including rising red demand, hospital handover delays, social services budget cuts, and paramedic recruitment. The Chairman explained that the Board and CoG needed to come together in doing as much as it can to support the executive, and that performance would continue to feature on every meeting agenda going forward. The Chief Executive provided an overview of how the Trust’s performance challenges had evolved over the last three quarters of 2015/16. He discussed the approach to prioritisation and clinical assessment (and the impact on long waits), the importance of the public health and prevention agenda, and hospital handover delays. In terms of key messages the Chief Executive explained that:

Action 6.1 Governors to send any suggestions for developing and promoting the SCAS Charity to Rachel Coney (via the Company Secretariat).


• significant work had been on-going to build resilience into the Trust, with all staff fully

committed to achieving this, • a new 111 digital portal is due to be rolled out in 2017, which aims to make accessing

services for patients quicker and easier. • hospital handover delays are a huge frustration for SCAS, and an area which must be

addressed (the Chief Executive noted that SCAS is pushing for a range of changes to be implemented at the Queen Alexandra Hospital (QAH) in Portsmouth, and some progress was now being made with the CQC also involved).

• SCAS needed to be better in terms of managing the risks and exceptions which come

from being in a very challenged position; he noted the need to focus in particular on the South East Hampshire health economy and have a plan to tackle long waits.

Deirdre Thompson explained five important strands to what SCAS is doing in terms of actions, and working with partners and stakeholders:

• Managing demand (some innovative/some routine) • Managing resources (external review of operational efficiency by Lightfoot currently

underway) • Patient experience • Managing staff • Managing risks (including to patients and Trust reputation)

The Chairman explained that Lightfoot are consultants for modelling and logistics, and that their review was part of an ongoing priority to ensure SCAS is operating as efficiently as possible. The Chairman asked David Chilvers for his view from a commissioning perspective; David Chilvers explained that a CQC report on Portsmouth Hospitals is due out in the next two weeks but was unlikely to lead to rapid changes. He noted the importance of looking at how to do things differently and more efficiently, as well as the importance of the transformation agenda. On this last point, the Chairman advised that the system-wide Sustainability and Transformation Planning process would be covered at a future CoG meeting.

The CoG and Board members present held an extensive discussion on a range of issues in relation to Trust performance, with a number of governors expressing concerns. The issues discussed included:

• the cases of long waits (and poor patient experience) in the Portsmouth area,

including the associated media coverage and the robustness of the media statements being provided by SCAS. Nigel Chapman highlighted the work the Quality and Safety Committee was undertaking to deep dive into these problems, and seek assurance that the risks to patients were being mitigated (e.g. welfare checks for patients experiencing long waits)

• the deployment of CFRs. Keith Nuttall explained that SCAS was carrying out a

review of the management and deployment of CFRs, and it was acknowledged that this could consider the role of CFRs in relation to supporting long waits for green rated incidents (in addition to their response to red incidents). Some of the implications of this were discussed

• media management. James Underhay explained some of the challenges of dealing

with, and responding to, the media. Nigel Chapman, with his extensive media background, noted the importance of being as proactive as possible with the media,


as well as the power of radio, and advised the governors that he would be working closely with the Communications Team

• confidence in the Executive Team. Alastair Mitchell-Baker stated that he did have

confidence in the Executive Team, and acknowledged that they, and the whole workforce, were all working incredibly hard to try and improve performance. However, he noted that the Trust was dealing with some very complex issues and that the challenges were unlikely to be addressed in the short-term. The Chairman supported this response, stating that he felt the Chief Executive and his team were doing a fantastic job in the circumstances.

• a recent informal buddying meeting between the Hampshire public governors and

two NEDs, at which a range of issues including long waits in the Portsmouth area were discussed; Steve Garside agreed to circulate a synopsis of the points discussed at this meeting, and the Trust’s response, to the full CoG

To conclude, the Chairman thanked governors for an open and honest debate, and recapped on the actions the Board had agreed to take forward. An update on these would be presented at the next meeting. Barry Lipscomb placed on record his thanks to the Chief Executive for his report to the CoG and ongoing efforts to improve performance.

Action 3.1a – SCAS executive to review the management and deployment of CFRs, with David Williams, NED (and CFR champion) to provide oversight of the review

Action 3.1b – SCAS executive to review the Trust’s approach to media management, with Nigel Chapman, NED providing support and advice

Action 3.1c – the Trust to continue its focus on managing long waits, including mitigating the risks to patients. External audit to review this area as part of its audit of the clinical quality indicators.

Action 3.1d – Steve Garside to circulate a synopsis of the points discussed at the Hampshire governors/NEDs informal buddying meeting, and the Trust’s response, to the full CoG

Action 3.1e – Updates on operational performance to feature as a standing agenda item on all future CoG meeting agendas


Enclosure B




Title of Paper: Matters arising from meeting held on 11 April 2016

Presented by: Steve Garside, Company Secretary


Information

Main Aim: To ensure good governance practice in confirming that the action points from the 11 April 2016 Council of Governors meeting are in hand / have been delivered.


There were seven actions arising from the previous meeting on 11 April 2016. All actions have either been completed or are in hand.


To note progress with the actions from the previous Council of Governors meeting

Previous Forum: N/A


N/A



Enclosure B Page 1 of 2 Author: SG

Enclosure B - Matters Arising Schedule – Council of Governors meeting 19 July 2016 ACTIONS AGREED AT 11th April 2016 COUNCIL OF GOVERNORS MEETING

Ref No Agenda Topic Summary of Action Required Lead Due Date

Status

2.2 Quality and Patient Safety

Steve Garside to ensure that the outcomes of the external audit review of the PTS quality indicator, as selected by the CoG, are reported back at an appropriate future meeting.

SG TBC Action in hand This will be addressed at the October 2016 meeting.

6.1 Introduction to new SCAS Charity Chief Executive

Governors to send any suggestions for developing and promoting the SCAS Charity to Rachel Coney (via the Company Secretariat).

ALL ASAP Action ongoing Comments/suggestions are welcomed at any point.

3.1a Trust Performance

SCAS executive to review the management and deployment of CFRs, with David Williams, NED (and CFR champion) to provide oversight of the review.

PA TBC Action ongoing This is forming part of the wider review of indirect resources, which is scheduled to be completed in Autumn 2016. An update is provided in the Chief Executive’s Report.

3.1b Trust Performance

SCAS executive to review the Trust’s approach to media management, with Nigel Chapman, NED providing support and advice

JU/NC ASAP Action ongoing Nigel Chapman continues to provide advice and support to the Communications and Media team.

3.1c Trust Performance

The Trust to continue its focus on managing long waits, including mitigating the risks to patients. External audit to review this area as part of its audit of the clinical quality indicators.

DT Ongoing Action ongoing The focus on long waits continues, with additional detail reported in the Quality and

Enclosure B Page 2 of 2 Author: SG

Patient Safety Board report. Findings of the external audit review will be reported at the October 2016 meeting.

3.1d Trust Performance

Steve Garside to circulate a synopsis of the points discussed at the Hampshire governors/NEDs informal buddying meeting, and the Trust’s response, to the full CoG

SG ASAP Action completed Synopsis circulated shortly after 11 April 2016 meeting.

3.1e Trust Performance

Updates on operational performance to feature as a standing agenda item on all future CoG meeting agendas

SG ASAP Action completed Operational performance will be a standing agenda item.

KEY SG Steve Garside, Company Secretary DT Deirdre Thompson, Director of Patient Care JU James Underhay, Director of Strategy, Business Development, Communications and Engagement PA Philip Astle, Chief Operating Officer NC Nigel Chapman, Non Executive Director ALL All governors


Enclosure C




Title of Paper: Chief Executive’s Report including Performance Update

Presented by: Will Hancock, Chief Executive


Information

Main Aim: To update the Council of Governors on a range of issues and developments affecting the Trust.


Governors are encouraged to direct questions on any issues raised by the report to the Non Executive Directors present.


Note

Previous Forum: A Chief Executive’s Report is presented at every Council of Governors meeting as a standing agenda item


N/A



Page 1 of 4

COUNCIL OF GOVERNORS MEETING 19 JULY 2016

ENCLOSURE C

CHIEF EXECUTIVE’S REPORT

PURPOSE 1 The purpose of my report is to keep the Council of Governors (CoG) abreast

of key issues affecting the Trust. RESPONSE TIMES, PERFORMANCE STANDARDS, RESILIENCE & EFFICIENCY Operational, clinical and financial performance 2 Some of the key elements of our performance for the first two months of

2016/17 are as follows:

• after a good first month, where we achieved all three national response time standards (red 1, red 2 and red 19), we have seen a slight downturn in performance in May with demand levels 10% higher than the corresponding month in 2015. At the time of writing, I am confident that we will achieve the red 19 standard for quarter 1, and be close on red 1.

• NHS111 performance has been very good, with the call answer targets

being achieved for all contracts. We have been seeing some success with our recruitment plan and the performance levels, coupled with the outcome from the CQC inspection in late 2015 which confirmed our NHS111 service to be safe, effective, responsive and well-led, means we are currently in a strong position in this area. Building resilience for the Autumn/Winter periods is now a key priority.

• financially our position has been impacted by uncertainty around the

outcomes of the contract negotiation process, and what we account for in terms of income. We are setting a deficit budget for 2016/17 and, after the first two months of the year, had accrued an overspend against budget of £850k applying a prudent approach around the treatment of income. We have implemented some additional financial controls to 2015/16, including a freeze on all non front-line recruitment

3 The environment in which we are operating continues to be extremely

demanding, but we are producing some very good outcomes which is testament to the hard work of our staff and volunteers. I would draw the governors’ attention to the 13 July public Board meeting papers and the range of operational, financial and clinical performance reports.

Page 2 of 4

CLINICAL OUTCOMES, PATIENT SAFETY AND PATIENT EXPERIENCE Care Quality Commission (CQC) inspection 4 We are still awaiting the draft report following the CQC inspection of urgent

and emergency care, emergency operations centre, patient transport services, NHS111 and resilience in early May.

5 Initial feedback from the CQC has been positive, with no significant concerns

reported. They reported that they were impressed with all staff they had met, concluding that the workforce is strong, caring and compassionate.

PORTFOLIO OF COMMERCIALLY VIABLE NON EMERGENCY CONTRACTS Thames Valley NHS111 and Integrated Urgent Care Services contract 6 The Trust Board has approved a bid to respond to the competitive tender

being run by clinical commissioning groups in the Thames Valley for integrated NHS111 and Urgent Care Services. We are the current provider of all NHS111 service contracts in the Thames Valley (excluding Milton Keynes), and this represents an important contract in terms of the direction of travel being set by the national Urgent and Emergency Care and Five Year Forward View initiatives.

7 The new contract is expected to be awarded at the end of September with a

commencement date of 1 April 2017. LEADERSHIP, STAFF ENGAGEMENT AND WORKFORCE NHS Healthy Workforce survey 2016 8 SCAS is participating in a new NHS initiative to better understand the health

and wellbeing of the workforce. A survey was run throughout June, and the results will help inform health and wellbeing support for NHS staff both within SCAS and across England. Each respondent will receive a confidential, individualised personal health report.

Restructuring of Urgent and Emergency (U&E) Operations Department 9 We are on-target to complete the proposed changes to the U&E Operations

Department by the end of July, following an extensive period of staff consultation. Under the detailed proposals, frontline operations will move under the leadership of one Director (Director of Operations U&E), creating a single team to further consolidate working practices and a SCAS way of working. New roles will be created which focus on service delivery and projects that will concentrate on the development of clinical service initiatives, thereby strengthening operational focus whilst maintaining our clinical strength and expertise.

Page 3 of 4

GOVERNANCE, VALUE FOR MONEY AND FINANCIAL STANDING Annual contract 2016/17 10 Following extensive negotiations with commissioners over the last few

months, we are progressing towards having signed contracts in place for 2016/17. The agreed terms represent a compromise on both sides with each taking a proportion of the financial negotiating gap we had, in recognition of the pressures on the whole health system.

11 The outcome means that we will need to revisit our financial plan for the year. Sustainability and Transformation Planning (STP) 12 Health, social care and local authority partners have been working together to

develop the strategic priorities for specific geographical areas. These plans aim to articulate a way forward in terms of how available funding will be used to address the health needs of the population, recognising that an integrated approach to the provision of healthcare is required.

13 SCAS is actively involved in the planning process for four particular areas:

• Hampshire and Isle of Wight • Thames Valley (excluding East Berkshire) • Frimley including East Berkshire and North East Hampshire • Milton Keynes, Bedfordshire and Luton

14 Final plans were due to be submitted by the end of June and this will be an

item on the agenda at the CoG meeting. NHS Improvement ratings 15 Our 2015/16 Q4 ratings were confirmed as “green” for governance, and “2”

for financial sustainability. The 2016/17 Q1 return will be submitted at the end of July.

Board meetings in public 16 Future Board meeting dates are: 28 September, 30 November, 27 January

2017, and 29 March 2017. 17 The meeting on 28 September will include our Annual General / Members

Meeting, and take place at Easthampstead Park Conference Centre in Wokingham, Berkshire. It is expected that we will formally re-launch the SCAS Charity at the Annual Members Meeting.

PARTNERSHIPS, STAKEHOLDER RELATIONSHIPS AND MEDIA Review of volunteers / indirect resources 18 The Board has agreed the terms of reference for an in-depth review of our

volunteer / indirect resourcing arrangements. This is a review that is carried out periodically, aimed at ensuring we optimise the contribution volunteers

Page 4 of 4

make, and will involve a surveying of the volunteers to establish their comments and suggestions.

19 The review, led by the Chief Operating Officer, is underway, and engagement

with staff and volunteers has commenced; the survey is due to be launched shortly. It is expected that the comprehensive review will be completed in the Autumn, and we will report to the governors on the outcomes.

Stakeholder engagement 20 The Trust continues to actively engage with key stakeholders. The Chairman

has met with a number of MPs and Trust/CCG chairs, as well as attending events arranged by NHS Providers. I continue to actively engage both nationally and regionally. My recent engagement activity has included the following meetings and events:

• SCAS Long Service Recognition Awards • NHS Providers and NHS Improvement meetings • NHS England Digital Urgent & Emergency Care Programme Board

Meeting • Sustainability and Transformation Planning meetings and workshops • Partnership meetings with other Blue Light Services • other various health economy / local authority system meetings

Lead Director: Will Hancock, Chief Executive Author: Steve Garside, Company Secretary Date: July 2016


Enclosure D




Title of Paper: Sustainability and Transformation Plans (STPs), Vanguards and Other Pilots

Presented by: James Underhay, Director of Strategy and Business Development; Isobel Wroe, Assistant Director of Strategy


Information

Main Aim: To update the Council of Governors on some key elements of the system-wide strategic initiatives that are currently being developed across the NHS South Central footprint


• The scale of the financial challenges faced by the NHS are well documented

• The Five Year Forward View (FYFV), published by NHS England in 2014, outlines how NHS services must change to move towards the care models required for the future

• Sustainability and Transformation Plans (STPs) aim to transform the vision set by the FYFV into more detailed plans, demonstrating how local health systems will manage demand, increase the efficiency of providers, reconfigure services, and ensure a return to financial balance

• SCAS is involved in four STPs Recommendations or

Outcome Required : Note

Previous Forum: Updates on strategic issues are presented at most CoG meetings


N/A



Enclosure D Update on strategic context

Council of Governors 19 July 2016

Strategy – update on some key external developments

1 Sustainability and Transformation Plans

2 Vanguards and other pilots

3 Local digital roadmaps

4 Implications for SCAS

• Local health and care systems are required to develop joint plans

• STPs are mechanism for delivering NHS Five Year Forward View at local level

• Each system has submitted draft plans to NHS England for review over Summer

• SCAS is a partner in four STP systems

Sustainability and Transformation Plans (STPs)

Ref Name Population CCGs

24 Bedfordshire, Luton and Milton Keynes 0.9 m 3

34 Frimley (NE Hampshire, Berkshire East, part of Surrey) 0.7 m 5

42 Hampshire and Isle of Wight 1.8 m 7

44 Buckinghamshire, Oxfordshire and Berkshire West 1.7 m 7

Workforce • Many systems plan to address workforce challenges through system-wide approach • SCAS needs to engage in this joint work, particularly around paramedic workforce

Digital and technological developments • Key area in all of our local STPs • Aim to enable care professionals to support more citizens at home and work more collaboratively • Some systems plan to build on existing infrastructure for 999 and NHS111 services • SCAS needs to be well engaged in these developments

Multi-disciplinary multi-agency hubs • These are a feature of all our local STPs • The concepts are similar: to integrate the care offered and support more people outside a hospital setting • The terminology used and details within the proposals vary between systems • SCAS needs to be involved in the hubs, so that 999 and 111 callers can benefit from new models of care. • In some cases, the development of hubs is incorporated into specification for enhanced NHS111 service.

Pooled resources and sovereignty • The challenge for all STPs is to deliver clinical standards and financial targets across the whole system. • Some systems are looking at shared control totals and organisational alliances as response to these challenges.

STPs – implications and opportunities for SCAS






National pilots for New Models of Care in the NHS Five Year Forward View – Multi-specialty Community Providers MCP – Integrated Primary and Acute Care Systems PACS – Urgent and Emergency Care UEC – Acute Care Collaborations ACC – Enhanced Health in Care Homes EHCH

Several Vanguards are informing plans in our local systems: – South Hampshire Better Local Care MCP – NE Hampshire & Farnham Happy Healthy at Home PACS – Isle of Wight My Life A Full Life PACS – Dorset One NHS in Dorset ACC – Airedale Airedale & Partners EHCH

Vanguards

Better Local Care Southern Hampshire • Multi-disciplinary teams offering extended primary care • Redesigned access to primary care through local hubs and same day services • Specialist support closer to home through collaborative models across providers • Exploring accountable provider model for primary care and community Happy, Healthy, At Home NE Hampshire & Farnham • Self care and prevention • Integrated multi-disciplinary health and social care teams • Primary care hubs in Farnham and Yateley from September • Exploring an Accountable Care System My Life A Full Life Isle of Wight • Integrated multi-disciplinary hub and crisis response team • Care navigators One NHS in Dorset Dorset • Shared rotas and workforce across providers • Multi-disciplinary hub supporting NHS111 Airedale & Partners Airedale • Use of remote technology to provide expert support in care homes

Key vanguards that are informing vision for our local systems

Other pilots and developments

Better Care Southampton • Six multi-disciplinary cluster teams working on 7-day basis

• Person centred care, proactive assessment and early intervention

• Integrated discharge, re-enablement and rehabilitation

• Development of tele health

Portsmouth Blueprint • Developed vision for more integrated services, supporting more people at outside a hospital setting.

• Includes development of a hub with discussions underway about improving the pathways and interface between NHS111 and this hub

Thames Valley NHS111 procurement

• Specification requires provider who will provide integrated service model with primary care and other services

Bedfordshire and Luton NHS 111 procurements

• Procurement process has just been launched

• STP suggests this will also require improved interface between NHS111 and an integrated clinical hub






• Five Year Forward View set challenge of NHS being ‘paper free at the point of care’ by 2020

• Each area was asked to submit a ‘Local Digital Roadmap’ by 30 June.

• LDR areas pre-date ‘STP footprints’ and are roughly similar to CCG areas

• SCAS is a partner in 19 LDR footprints

• We have worked to ensure alignment of plans across our 19 digital areas and 4 STPs.

Local Digital Roadmaps (LDR)

LDR – implications and opportunities for SCAS Aim Technical developments Examples for use

To support more people at scene or in their own homes SCAS LiveLink (video)

• Care Homes • SCAS front-line staff • Patient or caller • Specialists (e.g. paediatricians)

To ensure that clinicians have relevant information to assess patients and tailor response to individual needs

Inter-operability to enable visibility of records, assessments and plans

• Access to Special Patient Notes • Access to Integrated Patient Record • End of Life - DNR (instead of paper form)

To offer more streamlined services enabling citizens to access the care they need regardless of how they first contact the care system

Direct booking of appointments with other providers

• Emergency GP appointments • Minor Injuries Unit

Information sharing when transferring care between services

• Inbound Patient Condition Sharing • Sharing SCAS Discharge Summary • Non-Emergency Patient Transport

Electronic links with other services and pathways

• Emergency Prescriptions • Mental Health Pathway

To provide overview of care system and identify need for intervention or scope for improvement

Auto reporting and alerts • Monitoring and proactive care for vulnerable citizens

Data Warehouse and Analytics • SCAS business intelligence • System wide intelligence • Links with academic partner(s)






Opportunities and challenges for SCAS

Enhanced NHS111 To develop enhanced NHS111 services To continue to host specialists from other providers (midwives, mental health advisors) To introduce other expertise (GPs and children’s nurses)

Multi-agency Hubs To interface with hubs, in order to support more people outside a community setting LiveLinks To test video technology in service delivery and prepare to extend this business at scale To enable links from scene to SCAS coordination centre To link to specialists other organisations to support assessment and treatment at scene To enable links between professionals in different providers, to support more integrated care

Coordination Centre capacity To expand ready for enhanced NHS111 , potential new business and changes such as LiveLink

Opportunities and challenges for SCAS (continued)

Extended Primary Care To work with primary care and community teams To develop Specialist and Paramedic roles to support more people at home

Workforce To engage in system-wide workforce planning and development To use opportunity to address the paramedic workforce challenges Business and System Intelligence To use our wealth of data to inform care system changes or interventions required Multiple systems To engage in multiple systems with varying visions, priorities, approaches and governance To use the development of hubs in local communities as an opportunity to improve our

engagement with GP and community stakeholders


Enclosure E




Title of Paper: SCAS Accelerated Clinical Transformation Programme

Presented by: Deirdre Thompson, Director of Patient Care


Information

Main Aim: To update the Council of Governors on the Trust’s evolving Accelerated Clinical Transformation Programme and explain some of the main elements and the intended benefits for patients


The aims of the Trust’s Accelerated Clinical Transformation Programme include: • To accelerate the pace of planned change to meet the new Integrated

Urgent Care Standards (e.g. Thames Valley NHS111 bid) • Add clinical benefits for patients • Improve patient outcomes through increased access to specialists and

patient records • Increase SCAS and partner provider efficiency across patient clinical

pathways • To test new ways of working using modern digital technology to support

people in their own homes, working with provider partners. Recommendations or

Outcome Required : Note

Previous Forum: Updates on strategic issues are presented at most CoG meetings


N/A



ENCLOSURE E Accelerated Clinical Transformation (ACT)

Update Achievements

September 2015 to June 2016

Purpose of ACT - Accelerated Clinical Transformation • To accelerate the pace of planned change • Add clinical benefits for patients • Improve patient outcomes • Increase SCAS and partner provider efficiency • Generate new ideas using modern technology and joint working with

our partners, to support people in their own homes • Test pilot concepts

ACT - Digital Enabling

Objective Provide the digital capability for the Clinical Transformation and Interoperability Workstreams Summary of Progress to date • LiveLink to Care Homes – Pilot Active • LiveLink to Front Line – Pilot Active • LiveLink to Air Ambulance to Emergency Dept – Pilot Active • Interoperability with Hampshire Health Record – Active Benefits • LiveLink supports Clinical decision making • Interoperability provides access to Special Patient Notes Any Future Funding requirements Funding would be needed through Commissioning to roll out Live Link to care Homes, after successful pilot evaluation, and incorporate into the Local Digital Roadmap programme.

ACT LiveLink – Care Home (Langford View, Bicester) Operational Change • Patient or PoA Consent Process • Call Flow process – CG sign off, CAD changes, EOC Directive • Staff (EOC & Care Home) training: 11 EOC and 6 Care Home staff • Training & Education package designed for Clinicians • Audit and storage of video calls

Active : 8 June 2106 • Evaluation of quality of imaging/process • Evaluation of outcomes • Accelerated roll out of pilot sites- x10 Care Homes, Frontline Crews, Air Ambulance to

OUH.

ACT – Live Link Front Line 999 & Air Ambulance Objective Provide the digital capability for the Clinical Transformation and Interoperability Workstreams Summary of Progress to date • LiveLink to Care Homes – Pilot Active • LiveLink to Front Line – Pilot Active Benefits • LiveLink supports Clinical decision making • Interoperability provides access to Special Patient Notes Any Future Funding requirements: Funding would be needed through Commissioning to roll out widespread LiveLink to Care Homes.

ACT- Hants Fire & Rescue: Non-Injury Falls Response Objective • Provide clinically appropriate, timely, low cost, non-injury Falls response • To reduce patient waiting times / Long Waits

Summary of Progress to date • Signed Memorandum of Understanding: SCAS & HFRS • Responder training developed - triage, dispatch, patient assessment algorithm, w frailty

and falls risk assessments and referral processes Pilot Go live: 1 July 2016 Benefits • Reduced 999 patient waits • Ambulance resources available for higher acuity patients • Cost effective, protected resource Any Future Funding requirements? • Funded from efficiency savings

ACT- End of Life support for people in their own/care home

Objective. A proof of concept to: • improve the individual needs of people on an End of Life (EoL) pathway • enable SCAS staff to make decisions to support people at home: • - reducing ‘inappropriate’ transportations to ED (50% die in hospital vs 70% who

want to die at home • reducing ‘on scene’ time by providing a structure to managing EoL patients. • reducing the 65% conveyance rate (we can reduce 59% of EoL admissions from

Care Home) • reducing impact and cost to the health economy – aim to convert convey to a

non-convey

• ACT EoL pilot benchmark data set (Aug 15 to Jan 16)

ACT- End of Life support for people in their own/care home

Summary of Progress to date.

• SCAS EoL Clinical Champions identified • End of Life ‘e-education’ module produced • Access to additional community services via DoS • Embedding SCAS into CCG EoL networks

Benefits.

• Improved patient End of Life care • Reducing inappropriate patient journeys to ED • Reducing on scene time for front line resources • Improved costs and benefit to the health economy • Benefits the wider health economy - every £1 spent on community EoL pathways generates

£2.23 of benefits • Links patient pathways to ACT pilots (Live link, SPNS,VHFU)

Any Future Funding requirements?

• End Of Life Clinical Lead Role at Band 7 - to pull together operational development,

pathways and CCG funding opportunities. • Education materials £800 • Staff training time (1hour)

ACT- Mental Health Practitioner (MHP) in EOC

Objective. • To increase access to Mental Health Practitioner in the EOC 999/111 to improve mental health pathways (in

line with National MH Crisis Care Concordat).

Summary of Progress to date. • Cover in place at NH 6 days a week (peak periods- eves/nts). • Direct access to Samaritan pathway Active January 2016 • MH training from Solent to all SH EOC/111 clinicians • Agreed direct referral pilot for Solent- Go live: 1 August 2016

Benefits.

• Positive impact on patient journey • Reduction in number of unnecessary journeys to ED. • Increased EOC clinical support • Piloting 2 new models of care- physical vs direct access • Good quality of service for patients.

Any Future Funding requirements

• NH MHP supplied by Ox Health and funded by OX CCG only. Additional costs to extend? • Additional hours/support would require funding or virtual links to service across the whole of SCAS.

57

36 37

20

0

10

20

30

40

50

60

APRIL MAY

Ambulances sent

Ambulances stood down

ED attendance/Ambulance utilisation.

NH MHP- Benefits Based on 254 calls over 40

operational shifts (approx. 400 hours).

26

15

6

10

0

5

10

15

20

25

30

APRIL MAY

No of times alternativepathway provided

Number of Hear and Treat

Alternatives to ambulance.

ACT- Samaritans Pathway

ACT – Management of High Intensity Users (VHIU) Objectives • Negotiate and align VHIU patients with the care that they need • Demand Practitioner writes a Patient / Premises Management Plan (PMP) • Reduce the number of ambulances sent to VHIU patients / premises • Patient / premises needs met appropriately

Summary of Progress to date • Trial with 2 additional Demand Practitioners • Patient Management Plans developed and trialled • Proven model and benefits achievable for patients, SCAS and wider health economy

Benefits • Patient’s care aligned to need • Reduction in missed Red calls & Reduction in Ambulances not required to patients Any Future Funding requirements? • Additional Band 6 Demand Practitioners

ACT- VHIU Activity (2015 – 2016) Activity (VHIU) • 2,200 known patients (999) 3,000 + known patients (111) • 45,000 – 999 incidents created • 33,722 ambulances sent • 500 x 999 calls from 1 patient in December Patient Case Study (VHIU) • 26 calls in 11 days from 57 yr old female • 19 ambulances sent in 11 days - 7 missed Reds • Patient Management Plan written and partner providers engaged. Intensive SCAS/

patient management • Patient Management Plan activated and ‘live’ on CAD • 38 calls received in next 4 days • 2 ambulances sent (appropriate providers involved)

ACT: Integrated Care w Providers Strategic Objective.

To increase joint working and interoperability with other providers to meet Commissioner Standards for Integrated Urgent Care (NHSE Sept 2015) and Thames Valley NHS Urgent Care Specification. Key Requirements: • Seamless referral from NHS 111 to primary, community, social and voluntary services using warm transfer,

electronic referral and direct booking. • Increased NHS 111 access to enhanced clinical support and specialist care including Acute Care. • Enhanced clinical triage of 999 Green and ED referrals from NHS 111 • Shared record keeping and use of Primary event messaging across services to prevent duplication.

Summary of ACT Progress to date.

Direct access • Increased access to community services now via DOS- MUDAS, BRAVA, • Direct access to Samaritans in place since January 16 (SH) - average 15-20 referrals per month • Direct referral pilot to MH teams pilot to Solent from August 16 • Direct warm transfer/referral pilot to BHT Acute Pharmacists for NHS111 clinicians and patients (4 Feb- March

16) Low referrals due to time of day. To review/extend • Actively developing access to urgent repeat prescriptions (PURM) across Thames Valley and Wessex (by Winter) Direct Booking • Agreement w East and West Berkshire Out of Hours to extend direct booking (post Adastra) • Agreement w Oxford Health, PHL and Berks UCC to pilot direct booking into MIU, PCC (in progress) • Agreement to pilot ‘In hours’ GP booking w Wokingham CCG (in progress)

Other • ‘Live Link ‘ now live in Bicester Care Home from 8 June- to roll out x10 care homes

ACT: Integrated Urgent Care Status to align with new requirements Achieved Ongoing Increased access to Mental Health teams in NH EOC and Samaritans via SH

Roll out Samaritans pathway to NH Direct access to Solent/Southern AHT

Increased access to Pharmacy from 111 via BHT Working with PURM – repeat PX workstreams for TV and Wessex

End of Life Pathway & training in place SCAS EOL clinical lead to work w CCGs to improve care pathway

Increased access to Community Services via DoS. Eg Brava, MUDAS

Increased access to records/interoperability eg Social,

Go live for Skype real time clinical assessment & referral.

Further Skype Roll out w Care Homes, 999 crews and Air Ambulance.

Development of TV Alliance Partnership Agreement to increase direct booking in/out of hours- UCC, MIU 2016/17

Hampshire Fire pathway developed support to Falls (G60).

Develop pathways to manage vulnerable patients eg Paediatrics, Frail Elderly

ACT- Integrated Urgent Care pilots Benefits

• TV 111 Alliance in place to positively support procurement and the implementation of TV 111/IUC specification and Commissioner Standards.

• Improved relationships now with local providers and access from NHS 111 to additional clinical support eg Pharmacist, MHP

• Improved direct patient referral into primary & community services to support admission avoidance w reduced referral to ED.

• Now using innovative digital technology to support clinical assessment, interoperability, efficiency and effectiveness across providers.eg Booking, Real time assessment ‘Live Link’, PEMS, shared records,

ACT – Vision of a Local Digital Roadmap

Objective Delivery of the Local Digital Roadmaps for the Sustainability & Transformation Plans as part of the NHS Five Year Forward View programme Summary of Progress to date • Regional Digital Footprint – Complete • SCAS Digital Maturity – Complete • SCAS Local Digital Roadmap - Complete Benefits Improving the Care and Quality gap, the Finance and Efficiency gap & the Health and Wellbeing gap Any Future Funding requirements All capability initiatives will require funding. Potential sources are from £4.2bn NHS technology fund, including £1.8bn to create a paper-free health and care system and the NHS England Estates and Technology Transformation Fund £1billion capital investment programme

Relationship Model

ACT – Digitally Enabling Clinical Capability Initiatives Records, Assessments and Plans • Interoperability - Access to Special Patient

Notes • Interoperability - Access to Integrated Patient

Record • Interoperability - End of Life - DNR - Paper

Form Removal Transfers of Care • Interoperability - Sharing SCAS Discharge

Summary • Transformation - Bookings for Emergency

GP Appointments • Transformation - Bookings for Minor Injuries

Unit Appointments • Interoperability - Non-Emergency Patient

Transport • Transformation - Inbound Patient Condition

Sharing • Transformation - Mental Health Pathway

Remote Care • Transformation - SCAS LiveLink to Care

Homes Decision Support • Transformation - SCAS LiveLink for Front

Line • Transformation - SCAS LiveLink to Patient /

Caller • Business Intelligence - Auto Reporting &

Alerting Medicines Management and Optimisation • Transformation - Emergency Prescriptions Asset and Resource Optimisation • Staff e-Rostering Orders and Results Management • Capability Review Programme


Enclosure F




Title of Paper: SCAS ‘South Central Ambulance Charity’ – Future Strategy

Presented by: Rachel Coney, SCAS Charity Chief Executive


Information

Main Aim: To highlight to the governors the future direction of travel for the SCAS Charity, and to discuss opportunities for governor involvement


A new development strategy for the SCAS ‘South Central Ambulance Charity’ has been agreed by the SCAS Board of Directors. A summary of the strategy is now presented to the governors and includes: vision, application of funding, fundraising targets and activities, campaign objectives, and governance


To note the new strategy and consider ways in which the Trust’s governors can contribute

Previous Forum: Presentation from Rachel Coney, SCAS Charity Chief Executive at 11 April 2016 meeting


N/A



THE DEVELOPMENT STRATEGY

Vision

The South Central Ambulance Charity - Helping your local ambulance service to help you For the next three years we will be focussed on raising funds for three campaigns:

– To train and equip our volunteers – To train and equip communities to save lives – To enhance and develop the care we give

All the money the charity raises will be used to fund services that are additional to the core NHS services that SCAS provides.

How the money we raise will be spent The money we raise to train and equip our volunteers will fund things like:

– Our Community First Responders, the voluntary “ambulance” at the end of your street. – Our volunteer car drivers – the volunteers who help get frail patients to and from medical

appointments at no cost to the patient.

The money we raise to train and equip local communities to save lives will fund things like:

– Public access defibrillators and awareness raising campaigns about how to use them. – Use of our education ambulance in schools, and other training and education events and

activities.

The money we raise to enhance and develop the care we give will fund investment in things like:

– State of the art equipment. – Research projects. – Pilots of ideas for clinical innovation. – Extra training and development. – Improvements to working environments

Our Fundraising Targets In 2017/18 we want to raise enough to be able to invest £290k through the charity: •At least £250k to train and equip our volunteers. •At least £20k to train and equip communities to save lives by installing 1 more public defibrillator every 6 weeks across our region and delivering 5 education events or projects. •At least £20k to invest in projects to enhance and develop care. In 2018/19 we want to raise enough to be able to invest £400k:

•At least £315k to train and equip our volunteers. •A further £45k to train and equip communities to save lives. •At least £45k to invest in projects to enhance and develop care. Further discussion is scheduled in late July with the Community Defibrillator team, to discuss in detail how we report the value of their work, and how the charity can augment that.

Fundraising Activities

• Marketing • Lottery • Textile recycling • Corporate partnerships • CFR activity • Other individual/volunteer led activity (cake sales to

marathons) • Staff led fundraising • SCAS and FACT events • From 18/19: major gifts, legacies, trusts and foundations

Budget*

*Excl. value of support in kind

ACTIVITYhow many

individual target total gift aid total

how many


how many


monthly donors 15 £10/month 900 225 1125 25 £10/month 3000 750 3750 50 £10/month 6000 1500 7500

lottery players 25050p/week to us 2500 0 2500 500

50p/week to us x52 weeks 13000 0 13000 1000

50p/week to us for 52 weeks 26000 0 26000

recycling (tonnes donated) 200 £100/tonne 20000 0 20000 500 £100/tonne 50000 0 50000 600 £100/tonne 60000 0 60000individual challenges 0 0 0 0 5 £1,000 5000 625 5625 5 £2,000 10000 1250 11250Corporate partners 0 0 0 0 0 6 £10,000 60000 0 60000 10 £10,000 100000 0 100000one off/community activities 10 £500 5000 625 5625 25 £500 12500 3125 15625 35 £500 17500 4375 21875individual donations 10 £50 500 125 625 25 £50 1250.0 313 1563 50 £50 2500 625 3125major events 0 0 0 0 0 10 £500 5000 1250 6250 10 £500 5000 1250 6250CFR fundraising 200000 5000 205000 250000 12500 262500 300000 15000 315000

TOTAL 234875 418312.5 551000

Expendituretrain and equip volunteers 205000 250000 315000Train and equip communities 0 20000 45000Transform 999 care 0 20000 45000CEO 78750 78750 80325Charity officer(s) 35000 35000 70000Promotional materials 10000 10000 12000travelling and other expenses 6000 6000 8000database installment payments 6000 6000 1200memberships 1500 1500 1500legal fees 2000 2000 2000trust recharges 0 0 0

total fundraising costs 139250 139250 175025

TOTAL expenditure 344250 429250 580025

costs as % of funds raised % 59 % 33 % 32

Impact on balance sheet

Balance in reserves at start of year 526000 541625 530688League of Friends transfer 125000needed from reserves 109375 10938 29025balance to c/f 541625 530688 501663

2018/192017/182016/17

SMART objectives to March 2017

i. Deliver a high profile internal and external PR campaign to run through late September and early October to publicise its new strategy.

ii. Over the next 12 months deliver a monthly cycle of news stories and PR opportunities and three big campaign stories, to maintain and build profile raising thereafter.

iii. Roll out newly branded fundraising materials for use by all CFR and Co Responder schemes over the next 6-12 months in order to establish a consistent brand across all 4 counties.

iv. Launch a regular donor giving campaign, a lottery, a recycling programme, a challenge programme, a corporate partners programme, a fundraise for us campaign and a legacy campaign by the end of September 2016.

v. Re-launch collecting box fundraising under tighter governance and the new brand by October 2016.

Objectives continued

vi. Have created, and be maintaining, a charity database by the end of October 2016.

vii. Engage staff as active fundraisers through delivery of a keep what you raise campaign in June/July 2017 and a comprehensive ongoing internal comms campaign.

viii. Have attracted 25 regular monthly donors by the end of March 2017, at an average monthly donation of £10, creating a base from which to generate a net income of at least £3000 plus gift aid in 2017/18 and a target to raise £1,000 in 16/17.

ix. Have attracted 500 regular lottery players by the end of March 2017, creating a base from which to generate a net income of at least £13k in 2017/18.

x. Have signed a commercial partnership agreement with BIU limited by June 30th 2016, which will generate approximately £20k from recycling in 16/17 and £50k in 17/18.

xi. Sign up 5 participants to fundraising challenge events in time for them to raise a total of £5k in 17/18

Objectives continued xii. Sign up 4 corporate partners by the end of March 2017, and have agreed separate

lottery, regular donor giving and challenge fundraising targets with them, with a target of each partner generating at least £10k in 2017/18.

xiii. Sign up 2 additional corporate partners during 17/18, allowing us to generate a further £20k from this source by the year end.

xiv. Meet our CFR fundraising targets of £200,000 in 2016/17 and £250,000 in 2017/18.

xv. Register 25 individual one off giving/fundraising activities during 2017/18, with a combined fundraising target of £15k. We will aim to generate 5k from one off activities in 16/17.

xvi. Ensure that the SCAS and FACT events programme are supporting fundraising from summer 2017, with a target of 10 major events attended, generating income of £6000.

xvii.Meet the volunteer recruitment needs of Patient Transport and Indirect Services ( targets to be agreed by October 2016)

xviii.Maintain costs at 35% or less of funds raised, from 2018/19.

Headlines of campaign Press/PR • High profile launch at /around Trust AGM • Website and social media • Monthly news stories • 3 big campaigns in first year

SCAS activities/print • Single engagement leaflet • Vinyls on vehicles • Redesign of discharge information form • Internal comms

Headlines of campaign cont’d

Branded fundraising activities • Textile recycling bins • Lottery • Collecting boxes • CFR/community fundraising collateral

Improve support to volunteers

• Appoint Charity Officer to develop and manage financial transactions and reporting to fundraisers.

• Charity as front door for volunteer recruitment (CFR, VCD and charity)

• Charity leads for Trust on volunteering issues ( but PTS and Ops continue to manage day to day deployment and supervision)

Strategic relationships with other charities • 1/4lly meetings with Air Ambulances focussed on

collaboration • Promote The Ambulance Service Charity free

services to staff • New SLA with WBRRC to incorporate regular info

sharing on fundraising • MoU with SCAS Benevolent Fund • MoU with Hayling Island Responders • League of Friends no longer able to reference

relationship with SCAS in any context

Improve governance and operational processes Awaiting outcome of internal audit but know we need: • Improved financial transaction processes. • A collection box management regime. • A fundraising event registration process. • A systematic approach for maximising gift aid. • The means to order and track use of promotional materials, to ensure they deliver a fundraising

return. • A means to run costed fundraising promotional campaigns throughout the year, and to measure

the return. • A means to calculate and track the cost/benefit return of fundraising activities. • Clear processes for communicating with, and supporting fundraising teams, individuals and

corporate partners. • Clear processes for communicating with donors, and for recording individual donor activity. • Thank you processes. • Volunteer recruitment, retention and deployment policies and procedures. • A policy on receiving gifts in kind. • Criteria and processes for distributing funds to beneficiaries other than CFRs. • Processes for updating website and social media, and for monitoring CFR promotional activity.

Resources and infrastructure

• CEO and Charity Officer • Specialist charity database • Ongoing support from finance, comms, IT,

procurement and leadership • Office accommodation and services


Enclosure G




Title of Paper: Report from the Nominations Committee

Presented by: Alastair Mitchell-Baker, Deputy Chairman and SID, and governor members of the Nominations Committee


Decision

Main Aim: To present an update report from one of the two formal sub-committees of the Council of Governors.


A report is presented from the Nominations Committee, and covers: • proposed reappointment of Alastair Mitchell-Baker (governor

members of the Nominations Committee will lead on this item) • update on Chair appointment process • proposed process/timetable for NED recruitment 2016/17 • Nominations Committee vacancy (public governor representation)


To note the report from the Nominations Committee, and consider the specific recommendations

Previous Forum: April 2016


Yes – all Council of Governors are required to have a Nominations Committee



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COUNCIL OF GOVERNORS 19 JULY 2016

ENCLOSURE G

REPORT FROM THE NOMINATIONS COMMITTEE PURPOSE

1. The purpose of the report is to provide an update on the work of the Nominations Committee,

which acts with delegated authority from the Council of Governors (CoG) to review issues and make recommendations in relation to Non-Executive Director matters (e.g. appointments, appraisal, remuneration etc).

2. The paper reports on activity since the April meeting when the CoG approved the process and

timetable for appointing a new Chair, and the re-appointment of Mike Hawker, NED, for a second term.

ALASTAIR MITCHELL-BAKER, DEPUTY CHAIRMAN & SENIOR INDEPENDENT DIRECTOR (SID)

3. In July 2015 the CoG approved a recommendation that Alastair Mitchell-Baker’s (AMB) final term

of office be extended by one year until 28 February 2017 to enable him to lead the process for appointing a replacement Chair to Trevor Jones (see below).

4. In recent months, the Trust’s Chief Executive has expressed some concerns about the current

Chairman and Deputy Chairman/SID leaving the Trust at/around the same time, noting that it would be highly beneficial to have AMBs support in facilitating the development of his relationship with the new Chair.

5. The Chief Executive has also acknowledged that AMB has significant knowledge of local NHS

strategy and issues, and that this could be invaluable to SCAS given the emphasis on system-wide Sustainability and Transformation Plans as a solution to a number of the challenges faced by the NHS in the South Central area (implementation of the plans finalised recently will be a key priority for SCAS over the next few years).

6. AMB is happy to stay on as a SCAS NED for a further period, and the Nominations Committee,

having considered this matter in detail on 4 July, wish to make a recommendation that AMB’s term of office be extended by thirteen months until 31 March 2018 to support the activities outlined in sections 4 and 5 above. Subject to the CoGs approval, both the new Chair and AMB would review the position and determine whether the full thirteen months should be served.

Recommendation 1 The CoG to consider a recommendation from the Nominations Committee that Alastair Mitchell-Baker being re-appointed for a further 13 month period (1 March 2017 to 31 March 2018) to help facilitate the relationship between the new Chair and the CEO, and provide support to the Sustainability and Transformation Planning (STP) process.

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UPDATE ON CHAIR APPOINTMENT PROCESS

7. Following approval of the process and timetable for appointing a new Chair by the CoG at the

April meeting, the Nominations Committee have been taking forward this area of work. An initial meeting has been held with the appointed recruitment and selection advisers, and the candidate pack and advertising arrangements are being finalised.

8. The timetable remains as agreed previously, with the key dates as follows:

• w/c 5 September, advert to be released for a period of 3 weeks • w/c 26 September, initial sift to be undertaken • w/c 3 October, selection panel to agree short-list • w/c 10 October, invitations for interview • w/c 17/24 October, first round interviews to take place • w/c 31 October, second round interviews to take place (if required) • w/c 7 November, Nominations committee to consider and approve recommendation

for appointment. • w/c 7 November, conditional offer of appointment to be made • 30 November: Council of Governors to consider recommendation from Nominations

Committee regarding candidate. NED RECRUITMENT 2016/17

9. With the departures of Trevor Jones, Keith Nuttall and Alastair Mitchell-Baker (subject to 6 above)

by 31 March 2017, the Trust will need to recruit some additional NEDs in 2016/17. The precise number is unclear, and will be further impacted by the identity of the new Chair (i.e. internal or external candidate).

10. The CoG has an established process in place for NED recruitment (agreed in 2012), and at its

meeting on 4 July the Nominations Committee agreed an outline proposal for the next round of recruitment in late 2016. The timetable makes provision for the newly appointed Chair to input at the shortlisting stage, and acknowledges that the precise number of NEDs to be recruited (and the specification) can be confirmed later in the year.

11. Key elements of the process recommended by the Nominations Committee for recruitment of new

NEDs in 2016/17 are shown at Appendix A.

Recommendation 2 The CoG to approve the process recommended by the Nominations Committee in relation to the recruitment of new Non Executive Directors in 2016/17.

NOMINATIONS COMMITTEE VACANCY

12. Following the departure from the CoG of Ian Hammond, there is a vacancy on the Nominations

Committee for a public governor. The normal process for filling this vacancy would involve a nominations stage and ballot, if required.

13. Aside from Bob Duggan, who is a member of the Nominations Committee by virtue of being Lead

Governor, the Trust currently has nine public governors, of which five have a term of office expiring on 28 February 2017 and will therefore need to seek re-election (and be re-elected) if they are to remain members of the CoG.

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14. Given the uncertainty around the composition of the public governors post February 2017, and the fact that the process for the forthcoming Chair recruitment exercise has been finalised with Bob Duggan and Keith House being part of the interview panel, it is considered prudent to wait until after the governor elections before appointing a public governor to the Nominations Committee.

15. Subject to the CoG agreeing this as the most sensible way forward such that there is continuity

amongst the membership of the Nominations Committee, it is proposed that a paper is presented at the October CoG meeting setting out the process for making this appointment.

Recommendation 3 The CoG to consider a recommendation from the Nominations Committee that the public governor vacancy on the committee is filled after the 2016 public governor elections, with a paper on the process presented at the October CoG meeting.

Steve Garside Company Secretary July 2016

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APPENDIX A – PROCESS FOR APPOINTING NEW NEDS IN 2016/17

APPOINTMENT OF NON EXECUTIVE DIRECTORS Recruitment Process Advertising and attracting candidates

The approaches to advertising and attracting candidates will be: Search Agency (cost £20-25k): A search agency approach to finding candidates is a proactive one, pulling from their own database of candidates and proactive search (headhunting) to attract people. A search will focus on candidates whose backgrounds fit the requirements of our role but who otherwise might not have been aware of the opportunity. The agency will identify potential candidates within the market place and work with the candidates, encouraging their application. Placement of advertisement in suitable media (Sunday Times is a regularly used publication for Non Executive roles) complemented by on-line media including: selected media on-line, SCAS recruitment web-site (currently generating c1000 hits per week), NHS jobs, NHS Employers Executive Appointments web pages, Linked-in, Twitter).

Qualifications and Skills required As part of the preparation for the selection, the Nominations Committee will review the skills and qualifications required of a Non Executive. The agreed skills and experience will be detailed in the advertisement/candidate pack and used as shortlisting criteria. Recruitment Timetable The timetable aims to make NED appointments during quarter 4 of 2016/17 in order to allow the opportunity to complete the Chair recruitment process and offer the Chair the opportunity to be involved in the appointment.

The suggested indicative timetable is therefore as follows: • 4 July 2016 - Nominations Committee to consider process and timetable • 19 July 2016 - Council of Governors to consider recommendation from Nominations

Committee regarding process and timetable • September 2016 - Nominations Committee to approve final candidate pack, role description,

advertisement and selection panel. • w/c 31 October - advert to be released for a period of 3 weeks • w/c 21 November - initial sift to be undertaken • w/c 28 November - longlisting of applications • w/c 5 December - preliminary interviews by Agency • w/c 19 December - shortlisting of applications • w/c 9 January - primary interview panel • w/c 16 January - secondary interview panel • w/c 23 January - Nominations committee to consider and approve recommendation for

appointment. • w/c 30 January - conditional offer of appointment to be made • date TBC: Council of Governors to consider recommendation from Nominations Committee

regarding candidate.

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Short-listing Initial recommendations on candidates to be taken forward to interview will be undertaken by the Chair/Deputy Chair in consultation with the nominated governor members of the Nominations Committee. The final agreed short-list of candidates will then be invited to interview.

Selection process The nominations committee are responsible for making a recommendation to the Council of Governors on the most suitable candidate for appointment, as such it is the responsibility of the Nominations Committee to actively participate in the selection process. As with previous non-executive appointments, the suggested process for selection is to undertake primary interview comprising the following panel:

Senior Independent Director and Deputy Chair Governor from Nominations Committee – to be nominated Governor from Nominations Committee – to be nominated HR support will be provided by Melanie Saunders, Director of HR & OD It is envisaged that the new Chairperson will be in position, or at least have been offered appointment at the time of interview for NEDs, the successful Chair candidate will be invited to participate in the NED selection process.

The selection process will comprise primary and secondary interviews (secondary interviews to include Will Hancock, Chief Executive) prior to panel recommendations to the full nominations committee who in turn will make final recommendation to the Council of Governors on the most suitable candidate for appointment.

The panel will detail their recommendation within a report. This report will be presented to the nominations committee for consideration and approval and then a full report containing final recommendations will be presented to the council of governors. The report will summarise the process followed by the nominations committee and describe how, and to what extent, the candidate meets the criteria for the role, his/her relative strengths and weaknesses and a recommendation on how the council of governors should proceed. Melanie Saunders Director of HR and OD, June 2016


Enclosure H




Title of Paper: Report from the Membership and Engagement Committee

Presented by: Sue Thomas, Appointed Partner Governor and Chair of the Membership and Engagement Committee


Information

Main Aim: To present an update report from one of the two formal sub-committees of the Council of Governors.


A report is presented from the Membership and Engagement Committee and a verbal commentary will be provided by the Chair of the Committee, Sue Thomas


To note the report from the Membership & Engagement Committee

Previous Forum: April 2016 (standing agenda item)


N/A



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ENCLOSURE H

REPORT FROM THE MEMBERSHIP AND ENGAGEMENT COMMITTEE MEMBERSHIP AND ENGAGEMENT COMMITTEE – KEY ISSUES

1. The Membership and Engagement Committee (MEC) have met twice since the last Council of

Governors (CoG) Meeting, on 25 April 2016 and 5 July 2016, and the minutes of the meetings can be seen at Appendix A.

2. In receiving the minutes the CoG are asked to note that:

• the Membership and Engagement Committee have had an opportunity to input into the emerging strategy for the SCAS NHS Charity, which is being presented at today’s CoG meeting. Although the primary requirement for governors at engagement events is to discuss issues relating to, and obtain feedback on, the Trust and the services it provides, these engagement events will allow governors the opportunity to raise awareness of the SCAS Charity and undertake some fundraising

• the new governors portal was launched on 4 May, and all of the relevant information for

engagement (including tools and materials, calendar of events etc) can be accessed from here. All governors are encouraged to access the portal, including to download engagement material; early information is suggesting that the new portal is not being well used

• Ian Hammond, Public Governor (Berkshire constituency), has left the CoG and therefore the

committee. The committee currently has three vacancies, and we would be delighted to hear from governors who wish to join the committee. The main objective of the committee is to make recommendations and report to the Council of Governors about membership recruitment, engagement, communications, involvement and representation. All governors are eligible to join the committee and anyone interested should contact Steve Garside, Company Secretary, for further information.

• future meeting dates for the committee are 12 October 2016 and 9 February 2017. Governors

who are not members of the committee are welcome to attend. 3. The Council of Governors are asked to note the report. Steve Garside Company Secretary July 2016

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APPENDIX Ai - MEMBERSHIP AND ENGAGEMENT COMMITTEE MINUTES 25.4.16 Minutes of the eighteenth meeting of the South Central Ambulance Service NHS Foundation Trust Membership and Engagement Committee held on 25 April 2016 at Shaw House, Newbury Present: Sue Thomas, Appointed Partner Governor (Air Ambulance Charity) and

Committee Chair Jon Cotterell, Public Governor (Hampshire) Bob Duggan, Public Governor (Buckinghamshire) Ian Hammond, Public Governor (Berkshire) Tim Windsor-Shaw, Public Governor (Oxfordshire)

In attendance: Steve Garside, Company Secretary Monica Moro, Membership Officer Mike Hawker, Non-Executive Director Rachel Coney, SCAS Charity CEO

Carly Mole, Company Secretariat Administrator Apologies: Barry Lipscomb, Public Governor (Hampshire)

James Underhay, Director of Strategy and Business Development

Not present: Jan Warwick, Appointed Partner Governor (Local Authority) MEC16/01 Chair’s Welcome, Apologies for Absence and Declaration of Interests The Chair welcomed all to the meeting and extended a special welcome to Mike Hawker and Rachel Coney, apologies were noted from James Underhay and Barry Lipscomb. No new declarations of interest were declared. MEC16/02 Minutes and Matters Arising from Meeting of 2 February 2016 The minutes of the previous meeting were approved and the Chair confirmed all actions had been completed. MEC16/03 SCAS Charity Rachel Coney explained the emerging SCAS Charity strategy would be discussed at the Board Seminar taking place on Thursday 28 April and noted there were still opportunities to shape the strategy before a final recommendation is made to the Board in June. Rachel noted the SCAS Charity would be subject to an internal audit in early June with the re-launch scheduled for August 2016, noting for the re-launch the charity would need a clear case for support, a new brand identity, website, literature and clear fundraising targets as well as clear systems and processes for decision making. Highlighting the SCAS Charity’s case for support, Rachel acknowledged over £200,000 had been raised in the last year by CFR groups and that a meeting is scheduled with the CFRs to discuss fundraising. As well as supporting CFRs, other key areas include;

• Clinical innovation and research • Purchase of specialist equipment, e.g. live-link technology • Support for staff e.g. staff team training days

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Governors made a number of comments including;

• People are generally very receptive to fundraising for the area in which they live; Rachel acknowledged that supporting the CFRs in their fundraising activities would remain a high priority for the SCAS Charity, outlining literature would be designed in a way that can be adapted for local use.

• Fundraisers should be given training in how to raise funds; Rachel stated SCAS has a duty of care to ensure training is provided and confirmed training would be given to fundraisers to maximise potential and to ensure correct processes are adhered to.

• The introduction of formal processes, for example risk assessment forms could hamper fundraising activity; Rachel acknowledged that a careful balance would need to be struck to avoid this happening.

• It is currently a very slow process getting money into and making withdrawals from the SCAS Charity; Rachel reported that approval would be sought from the Trust for a Band 5 Charity Officer position on a fixed-term contract to begin with to improve service and assist with administrative duties, to include supporting the CFR groups and setting up a database for the charity.

• How would the Charity Officer position be paid for; Rachel stated that the intention was for the salary to be funded using the station funds reserve which has not been used for approximately ten years.

Rachel also explained there was a possibility the name of the SCAS Charity could be changed to create a definite distinction between the charity and SCAS and this would be discussed during the meetings with CFR groups. To conclude Rachel stated by next summer the SCAS Charity should be paying to attend major events across all four counties on a target based invest-to-generate basis, estimating the aim would be to work towards attending ten events. The Chair emphasised the requirement to engage with existing members as a priority and noted the importance of the Heartstart training, which has huge potential for development. The Chair also noted a presentation that might be of interest on legacy fundraising and agreed to forward this on to Rachel. The Chair thanked Rachel for her presentation and welcomed ideas from governors. MEC16/04 Update on progress to date with actions from engagement survey feedback and quiz questions The Chair reported an action plan had been developed and the engagement quiz finalised, both would be circulated to the committee. The Chair asked for feedback on the action plan and volunteers were welcomed to take forward individual action points.

Action 16/04 The Chair to circulate the engagement survey action plan and final version of the quiz to committee members

Action 16/03 The Chair to forward presentation on legacy fundraising to Rachel Coney

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MEC16/05 Membership and Patient Care Survey The Chair noted the committee members had all had an opportunity to comment on the survey, but only a few had replied. The Chair encouraged committee members to take a more active part when opportunities arise. Monica Moro reported two questions had been added to the survey and the committee approved these additions, Monica stated the survey would now be updated and sent to governors for user testing. Tim Windsor-Shaw suggested for future items requiring work or feedback it might be better to task specific committee members to take responsibility for an item rather than asking the committee as a whole as some committee members have time constraints which cause difficulties in responding in a timely manner. MEC16/06 Update on 2015/16 Engagement Activity and Future Plans The Chair reported the event feedback form would be made available on the portal and asked for a section to be added for questions raised during engagement events that should be fed back to the NEDs; Monica Moro agreed to update the feedback form. It was noted that additional support from staff and CFRs is required to cover events. MEC16/07 Any Other Business The Chair noted the new governor portal was looking excellent and thanked Ben Hennessy, Carly Mole and Monica Moro for developing it. The Chair requested logins be given to all committee members before rolling out to the full council of governors. The requirement to keep the portal up to date was highlighted and the Chair confirmed a process had been put in place to ensure this. The Chair also highlighted the portal had been re-designed to ensure the governors have the best materials to assist them with their engagement activities and their participation in using the site was essential, the Chair welcomed feedback on the new portal from governors. Tim Windsor-Shaw reported he had spoken to his daughter regarding engaging with younger members and stated she would be able to put together some ideas for the committee to consider after completing her GCSEs. The committee considered the Welsh Ambulance Service leaflet and asked Monica Moro to look into the possibility of SCAS using or adapting it. The Chair asked the committee to consider arrangements for meetings when the Chair is absent, after some discussion the committee concluded a Vice-Chair would be appointed on the day of meetings if necessary. To conclude the Chair stated the committee currently has three vacancies and noted it would be beneficial for the committee to fill the staff governor vacancy as a priority. The committee agreed that should a staff governor be interested but unable to attend meetings they could act as a reference point for staff matters outside of meetings; Steve Garside agreed to contact the staff governors.

Action 16/05 Monica Moro to send survey to governors for user testing

Action 16/06 Monica Moro to amend feedback form to incorporate a section for questions that should be fed back to the NEDs.

Action 16/07a Carly Mole to send portal logins to all committee members

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MEC16/08 Dates of future meetings Governors are asked to note the dates of meetings for the rest of 2016/17; 5 July 2016 – Newbury 12 October 2016 – Newbury 9 February 2017 - Newbury

Action 16/07b Monica Moro to contact the Welsh Ambulance Service regarding use of their leaflet

Action 16/07c Steve Garside to contact staff governors regarding joining the Membership and Engagement Committee

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APPENDIX Aii - MEMBERSHIP AND ENGAGEMENT COMMITTEE MINUTES 5.7.16 Minutes of the nineteenth meeting of the South Central Ambulance Service NHS Foundation Trust Membership and Engagement Committee held on 5 July 2016 at Shaw House, Newbury Present: Sue Thomas, Appointed Partner Governor (Air Ambulance Charity) and

Committee Chair Jon Cotterell, Public Governor (Hampshire) Bob Duggan, Public Governor (Buckinghamshire) Barry Lipscomb, Public Governor (Hampshire) Tim Windsor-Shaw, Public Governor (Oxfordshire)

In attendance: James Underhay, Director of Strategy and Business Development

Steve Garside, Company Secretary Monica Moro, Membership Officer

Apologies: Jan Warwick, Appointed Partner Governor (Local Authority)

Ilona Blue, Non-Executive Director

MEC16/08 Chair’s Welcome, Apologies for Absence and Declaration of Interests The Chair welcomed all to the meeting and apologies were noted from Jan Warwick and Ilona Blue. The Chair noted that Ian Hammond had now left the Trust, and acknowledged the significant contribution he had made to the work of the committee as a Berkshire public governor. No new declarations of interest were declared. MEC16/09 Minutes from Meeting of 25 April 2016 The minutes of the previous meeting were approved without amendment. MEC16/10 Matters Arising from Meeting of 25 April 2016 The position in terms of actions from the previous meeting was noted as follows: • 16/03 – the Chair had forwarded the presentation on legacy fundraising to Rachel Coney,

the Chief Executive of the SCAS Charity • 16/04 – the Chair confirmed that the engagement survey action plan and final version of the

quiz had been uploaded to the governors portal • 16/05 – Monica Moro explained that the annual Membership and Patient Care Satisfaction

Survey was now live with a deadline for responses on 11 July. It was noted that a number of committee members had helped test the survey prior to launch

• 16/06 – the engagement event feedback form was on the governors portal and included a

section to highlight any questions that had been identified for the Non-Executive Directors • 16/07a – it was confirmed that the new governors portal was live and that log-in details had

been sent to all governors

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• 16/07b – in response to previous discussions about a Welsh Ambulance Service misuse

leaflet (which committee members had liked), Monica Moro explained that NHS England were designing a message around misuse that could be used by all ambulance services on leaflets and other communication materials

Sue Thomas advised that the Arden and Greater East Midlands Commissioning Support Unit had received national and international recognition for their winter ‘Feel Well, Choose Well’ campaign/video, and directed members to take a look at this.

Action 16/10 Membership and Engagement Committee members to take a look at the ‘Feel Well, Choose Well’ video produced by the Arden and Greater East Midlands Commissioning Support Unit: http://www.ardengemcsu.nhs.uk/files/5414/2262/9100/Case_Study_-_Choose_Well_Feel_Well.pdf

• 16/07c – Steve Garside confirmed that he had contacted the four staff governors to see if

any wished to join the Membership and Engagement Committee or, as a minimum, be a point of reference if the committee wanted a view/staff member perspective on certain issues. He added that he had not received any response, and that he felt this meant the committee was almost entirely focused on public engagement rather than having some input to staff engagement.

MEC16/10 Feedback from NHS Providers Events Sue Thomas provided some feedback on two recent events she had attended: • NHS Providers Governors Focus Conference – Steve Garside had circulated the

presentation slides for this event to all governors, and Sue Thomas confirmed that it was a very good event with a high calibre of speakers. She added that one of the key messages to take away was that all NHS providers were finding engagement an extremely challenging issue and struggling to achieve success

• NHS Providers Engagement event – Sue Thomas explained that this highlighted the specific

challenges for the ambulance service in terms of obtaining feedback from patients (although it was noted that there were better opportunities in terms of PTS). She added that she had reached a conclusion that SCAS was doing pretty well on engagement relative to other organisations

MEC16/11 Update on progress / issues since the previous meeting including 2016/17 engagement activity and future plans The committee opened this item by discussing the links between governor engagement and the SCAS Charity. It was noted that the main priority for the governors was to engage with the public and seek their views on the Trust and the services it provided, but that this process could also be used to raise awareness of the charity. Bob Duggan added that on this basis the Charity could help meet some of the costs of holding public engagement events. Sue Thomas stated that the Trust appeared to be arranging less public engagement events than before. Monica Moro responded that this was correct and that the focus was on having a smaller number of larger events. She added that this could be supplemented by governors

http://www.ardengemcsu.nhs.uk/files/5414/2262/9100/Case_Study_-_Choose_Well_Feel_Well.pdf

http://www.ardengemcsu.nhs.uk/files/5414/2262/9100/Case_Study_-_Choose_Well_Feel_Well.pdf

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delivering talks or simply taking other opportunities to have a dialogue with members of the public. Steve Garside asked whether governors were providing the Trust with feedback from the various engagement events that they were attending. Monica Moro responded that this was rare. Barry Lipscomb noted the importance of governors being accompanied by a staff member at talks, and Bob Duggan advised that schools represented an excellent opportunity for governor engagement and raising awareness about the ambulance service. The committee discussed the new governor portal, noting that despite all of the engagement materials being on here, very few governors had actually accessed the portal. Sue Thomas agreed to raise this issue at the next Council of Governors meeting. Action 16/11 Sue Thomas to remind the Council of Governors of the new governor portal and the fact that all governor engagement materials can be accessed through this.

MEC16/12 SCAS Charity Update Prior to an update on the SCAS Charity, the committee discussed engagement events and agreed a number of points: • governors could support governors in other less well represented constituencies (e.g.

Hampshire supporting Buckinghamshire) by attending events if they are able to • the six governors on the Membership and Engagement Committee could approach the other

governors on the CoG to help provide personal support and encouragement to participate in engagement activity

James Underhay updated on the latest position in terms of the SCAS Charity, noting that it had set three very clear aims and some fundraising targets for the next few years. He added that the Charity was being re-launched in September, with further details of the strategy being presented to the Board on 13 July and Council of Governors on 19 July. The committee discussed one of the particular aims of the charity – “to enhance and develop the care we give”, noting that the key messages around this may need to be carefully worded, to perhaps focus more on outcomes and innovation and less on research. Committee members were asked to consider the key events that they felt would be beneficial for the SCAS Charity to be represented at. The following was suggested: • Royal Berkshire County Show • New Forest Show • Buckinghamshire County Show • Wendover Celebrates • Milton Keynes Art in the Park • Alresford Show • Southampton Mela Festival • LGBT events (e.g. Reading Pride) • Stockbridge Trout and About • Cowley Carnival

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MEC16/13 Membership and Patient Care Survey Monica Moro advised that this was open until 11 July and had generated a good response to date. MEC16/14 Any Other Business Steve Garside explained that the committee currently had four vacancies, and that it was hoped some new members would come from the new intake of governors post the forthcoming elections. MEC16/15 Dates of future meetings Governors are asked to note the dates of meetings for the rest of 2016/17; 12 October 2016 – Newbury 9 February 2017 - Newbury


Enclosure I




Title of Paper: Annual Accounts and Annual Report 2015/16



Information

Main Aim: To receive the 2015/16 Annual Report and Accounts, and associated auditors reports, in accordance with the governors’ statutory duties.


A link is provided to the 2015/16 Annual Report, which contains the Annual Accounts and Annual Quality Report, and the two audit reports from the external auditors, KPMG. http://www.scas.nhs.uk/wp-content/uploads/SCAS-Annual-Report-2015-16.pdf The CoG is also asked to note that the findings from the KPMG review of the local quality indicator selected by the CoG at the last meeting will be reported in October.


Receive

Previous Forum: N/A


Yes



http://www.scas.nhs.uk/wp-content/uploads/SCAS-Annual-Report-2015-16.pdf

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ENCLOSURE I

ANNUAL ACCOUNTS AND ANNUAL REPORT 2015/16 INCLUDING AUDITORS’ REPORTS

BACKGROUND

1 The statutory duties of the governors include to “receive the Foundation Trust’s

annual accounts and annual report, and any report of the auditors on them” at a meeting of the Council of Governors (CoG).

2 The meeting of the CoG “should be convened within a reasonable timescale

after the end of the financial year but must not be before the annual report and accounts have been laid before Parliament”.

3 SCAS’ annual report and accounts for 2015/16 were laid before Parliament at

the end of June. ANNUAL REPORT AND ACCOUNTS 2015/16

4 Following the external audit process applied by KPMG, and consideration by the

Trust’s Audit Committee, the SCAS Board approved the 2015/16 Annual Report and Accounts at its Board meeting in public on 25 May 2016.

5 The Annual Report submitted to NHS Improvement and subsequently laid before

Parliament includes the Annual Accounts and Annual Quality Report. A version can be accessed through the following link:


REPORTS OF THE AUDITORS

6 There are two reports from the auditors, KPMG, which are addressed for the

attention of the Council of Governors – a report on the Annual Accounts/Financial Statements, and a report on the Quality Report.

7 The two reports can be seen in the Annual Report (see link above) on pages 264

and 260 respectively. Both are ‘clean’ audit reports and report no adverse issues.

GOVERNOR SELECTED LOCAL QUALITY INDICATOR

8 At the April 2016 CoG meeting, the governors selected “to review the reasons for

delays in the Patient Transport Service which lead to service users missing appointments, and then to implement changes required to prevent future occurrences” as the local quality indicator for external audit review. This was in addition to the national indicators that KPMG were required to review and issue a formal opinion on.

9 Representatives from KPMG will attend the next meeting on 5 October to

present an overview of the findings from their review of the quality indicators.


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RECOMMENDATIONS

10 The CoG is asked to:

• receive the 2015/16 Annual Report, containing the Annual Accounts and Annual Quality Report, and the two audit reports from the External Auditors.

• note that the Annual Report, containing the Annual Accounts and Annual

Quality Report, will be presented at the Annual General Meeting on 28 September 2016 in Berkshire.



Enclosure J




Title of Paper: Council of Governors Review 2015-16



Information

Main Aim: To present a review of the Council of Governors activities for the 2015/16 financial year.


The Council of Governors successfully delivered its statutory duties in 2015/16.


To note the annual review of the Council of Governors

Previous Forum: April 2013, May 2014, July 2015 (i.e. annually)


Statutory requirements and duties were met in 2015/16



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ENCLOSURE J

COUNCIL OF GOVERNORS REVIEW 2015/16 BACKGROUND

Background The Trust’s Council of Governors (CoG) play an essential role in the governance of South Central Ambulance Service NHS Foundation Trust, providing a forum through which the Board of Directors is accountable to the local community. The Trust’s Constitution sets out the key requirements in respect of the functioning of the CoG. Its general functions are to: • hold the non-executive directors individually and collectively to account for the

performance of the Board of Directors, and • represent the interests of the members of the Trust as a whole and the interests

of the public

The period 1 April 2015 to 31 March 2016 represents the fourth full year of working for the CoG and the delivery of its statutory duties. MEMBERSHIP AND MEETINGS

Membership of the Council of Governors The CoG is chaired by the Trust Chairman, and the full composition of governors numbers twenty six as follows: • fifteen elected public governors across four constituencies (Hampshire,

Berkshire, Oxfordshire and Buckinghamshire) • five elected staff governors • three appointed Local Authority governors • two appointed Clinical Commissioning Group governors • one appointed partner governor (the Air Ambulance charities) The CoG elects a lead governor and Robert Duggan served in this position during 2015/16 (and has since been re-elected for 2016/17). The CoG started the year with twenty four governors in place, with the two vacancies relating to the Hampshire public governor constituency. It ended the year with twenty two governors in place and therefore four vacancies (one governor in each of the Oxfordshire, Berkshire and Buckinghamshire public governor constituencies, and the PTS and Logistics Field staff governor).

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During 2015/16, there have been the following changes to the composition of the CoG: • four of the fifteen elected public governors – two from Buckinghamshire and one

each from Berkshire and Oxfordshire - resigned • three elected public governors – two from Hampshire and one from

Buckinghamshire – joined the CoG under the Trust’s constitutional ‘reserved candidacy’ rules

• the elected staff governor for the PTS and Logistics Field Staff constituency

resigned in March 2016. Governor elections are due to be held in both late 2016 and 2017 and will aim to fill the governor vacancies at that time. Details about each governor, including biographies and declared interests, can be seen on the Trust’s website. Formal meetings of the CoG Three formal meetings of the CoG have been held during 2015/16: in July 2015, October 2015 and January 2016. All meetings have been held in public, and fully in accordance with the Trust’s Constitution. All meetings were chaired by the Trust Chairman, with a good representation of Board members, including Non Executive Directors, in attendance. Appendix A reports on the attendance of governors at formal meetings of the CoG. Other meetings of the CoG The CoG has had two formal sub-committees during 2015/16; the Nominations Committee, and the Membership and Engagement Committee. Details of their meetings and work programmes are explained below. Two governor workshops were held during the year; in June 2015, to consider the Trust’s commercial strategy, and in January 2016, to obtain the views of the governors on refreshing the Trust’s strategy. DUTIES AND FUNCTIONS

Delivery of specific statutory duties The governors have a range of specific statutory duties, and all of the statutory duties relevant to 2015/16 were satisfactorily discharged. Duty

Comments

Receive annual accounts, auditor’s report and annual report

Received annual accounts and reports at the July 2015 meeting. Overview from KPMG (external auditors) of their

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approach to the 2015/16 audit programme at the October 2015 meeting.

Appoint and, if appropriate, remove the external auditor

N/A The CoG approved the extension of the external audit contract (KPMG) in September 2014 for a further two years. No duties in respect of the external audit appointment were required in 2015/16.

Directors must have regard to governors’ views when preparing the forward plan

A specific workshop was held on 7 January 2016 to obtain the views of the governors, and these were taken into account in developing the 2016/17 annual business plan.

Appoint and, if appropriate, remove the Chair

N/A The CoG previously reappointed the current Chairman for a period to 31 March 2017. During 2015/16 the governors were involved in work to establish a process for appointing a successor chair from 1 April 2017.

Appoint and, if appropriate, remove the other Non Executive Directors (NEDs)

During 2015/16, the CoG approved the appointment of three new NEDs, one of whom commenced his role on 1 March 2016.

Decide remuneration and terms of conditions for Chair and other NEDs

During 2015/16 the CoG accepted a recommendation from the Nominations Committee that remuneration levels for the Chairman and NEDs should remain unchanged

Approve appointment of Chief Executive

N/A No new appointment was made in 2015/16

Approve significant transactions N/A No significant transactions required approval in 2015/16

Approve an application by the Trust to enter into a merger, acquisition, separation or dissolution

N/A No such applications occurred in 2015/16

Decide whether the Trust’s non-NHS work would significantly interfere with its ‘principle purpose’

N/A This was not required during 2015/16

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Approve amendments to the Constitution

A number of minor constitutional amendments were approved by the CoG during 2015/16 (including changes to the quoracy rules for formal CoG meetings)

Delivery of other duties and functions of the CoG There are general duties for the governors in relation to holding the Board of Directors to account for the performance of the Trust via the Non Executive Directors, and representing the interests of the members and the public. A range of mechanisms have been in place to support the govenors with their holding to account role, including: • six Board meetings in public have been held, and governor attendance at these

has been strongly promoted. There has been good attendance at Board meetings, with an average of eight governors attending each meeting

• the Trust ensures that the governors receive the papers for Board meetings one

week ahead of the meeting, and the minutes on a timely basis subsequent to the meeting having taken place

• governors have been invited to ‘buddy up’ with one of the Trust’s NEDs to help

develop their understanding of how the NEDs seek assurance over the day to day running of the organisation

• all formal meetings of the CoG include an update from the Chief Executive on key

strategic issues and operational performance, with an opportunity for governors to ask questions. In addition, the format of CoG meetings is such that governors can hear from the NEDs how they seek assurance and hold the Executive Directors to account for improving the performance of the Trust.

• information is regularly circulated by the Company Secretariat office to keep

governors up-to-date on key Trust issues and developments, with any questions and comments being responded to as appropriate.

During 2015/16, most of the Trust’s governors attended at least one of the Board meetings in public, and one of the six Board meetings in 2016/17 will be held in the evening to help facilitate greater governor attendance. The work of the Membership and Engagement Committee (see below) has been key to the governor’s other general duty of representing the interests of the members and the public. During the course of the year, governors have attended a range of membership recruitment and engagement events, and used other opportunities to meet with Trust members and members of the public to ascertain their views on the Trust.

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CoG SUB-COMMITTEES

Nominations Committee One of two formal sub-committees, and a statutory requirement, the CoG has established a Nominations Committee, which is chaired by the Trust Chairman and has four other governor members (the Lead Governor and one governor each from the categories of Local Authority, Staff and Public). The Nominations Committee has met formally on two occasions during 2015/16, and meeting attendance levels can be seen at Appendix A. A number of additional committee teleconferences have been held to discuss emerging items of business. During the year, and with delegated authority from the CoG, the Nominations Committee has performed a range of tasks including: • considering NED succession planning arrangements, and agreeing a way

forward with the CoG which will help facilitate the appointment of a new Chair, Vice-Chair/Senior Independent Director, and other NEDs over the next two years

• linked to the above, overseeing the process which resulted in a recommendation to the full CoG for the appointment of three new Non-Executive Directors (with the first joining the Board on 1 March 2016)

• developing processes for the 2015/16 Chair and NED appraisals. Membership and Engagement Committee The CoG has established a Membership and Engagement Committee, whose main role is to recommend strategies to the CoG for the recruitment of, and engagement with, Trust members. The Membership and Engagement Committee ended the year with nine members, comprising seven public governors, one staff governor and one appointed partner Charity governor. During the year, the Membership and Engagement Committee has: • agreed a Foundation Trust Membership Plan for 2015/16, and monitored

progress throughout the year • contributed to the development of the Trust’s annual Member Satisfaction and

Patient Care survey • overseen the arrangements for the Trust’s fourth Annual Members Meeting in

September 2015 • surveyed all members of the CoG to gain their views on how membership

engagement arrangements can be further strengthened.

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GOVERNOR SUPPORT, TRAINING AND DEVELOPMENT

Support, training and development The Trust has a formal duty to ensure that governors are equipped with the skills and knowledge they require to undertake their role, and during the course of the year the Trust has supported governors in this respect. In addition to the mechanisms outlined to support the general duties of governors, the Trust has: • provided a comprehensive and tailored induction programme for all new

governors; • provided access to relevant external training as provided by Monitor and NHS

Providers (for instance, NED recruitment training for governors on the Nominations Committee);

• further extended its informal ‘buddying’ scheme between individual governors

and NEDs; • provided the opportunity for governors to participate in Emergency Operations

Centre tours, crew ride-outs, and ambulance station visits to help support their understanding of the Trust and its business;

• issued regular briefings and bulletins. CONCLUSIONS AND PRIORITIES FOR 2015/16

Conclusions The Council of Governors has overseen some major achievements during 2015/16 and helped contribute to the overall success of the Trust. Additionally, all of the relevant statutory duties have been effectively delivered. It is considered that the Council of Governors has a good working relationship with the Board of Directors, and directors regularly attend Council of Governors meetings to answer questions, participate in discussions, and help the governors deliver their statutory duties. In turn, the Trust has benefitted from the perspectives brought by a diverse group of governors, and this has been demonstrated in recent years by the governor’s input to the annual planning and CQC inspection processes. Priorities for 2016/17 The CoG has identified the following priorities for 2016/17: • with a continually growing membership that now stands at over 15,000 (public

and staff), further developing arrangements for engaging with the Trust’s membership and ensuring that the interests of members are suitably represented and that their views are brought to the attention of the Trust

• given the challenges faced by the NHS, continuing the strong focus that the

governors have in terms of holding the Board to account, via the Non Executive Directors, for the performance of the Trust;

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• overseeing the appointment processes for the Chair and Vice-Chair/Senior Independent Director positions

• contributing to the development of the Trust’s future strategic priorities and

forward plans • continuing to review the effectiveness of the Council of Governors to ensure that

the governors are appropriately supported to deliver their roles, that value is added where appropriate, and the functioning of the CoG is delivered in the most cost effective way.

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Appendix A: Attendance at meetings for all governors who served during 2015/16 (1) Governor Constituency Term of office Formal CoG

meetings Membership and

Engagement Committee

Nominations Committee

Andy Bartlett Public – Hampshire 1/3/2015 – 28/2/2018 2/3 N/A N/A James Birdseye Staff – 999 North 1/3/2015 – 28/2/2018 1/3 N/A N/A David Burbage Partner – LA 1/10/2014 – 30/9/2017 1/3 N/A N/A Paul Carnell Public – Hampshire 1/3/2015 – 28/2/2018 2/3 N/A N/A Sabrina Chetcuti Partner – CCG 1/8/2013 – 30/6/2016 2/3 N/A N/A David Chilvers Partner - CCG 1/7/2013 - 30/6/2016 1/3 N/A N/A Richard Coates Public – Hampshire 20/7/2015 – 28/2/2017 2/3 N/A N/A Jon Cotterell Public – Hampshire 1/3/2014 – 28/2/2017 3/3 3/4 N/A Bob Duggan Public – Bucks/Lead 1/3/2015 – 28/2/2018 3/3 3/4 4/4 Michele Foote Staff – Contact centres 1/3/2015 – 28/2/2018 3/3 N/A N/A Colin Godbold Public – Berkshire 1/3/2015 – 28/2/2018 2/3 N/A N/A Ian Hammond Public – Berkshire 1/3/2014 – 28/2/2017 3/3 4/4 4/4 Keith House Partner – LA 1/3/2015 – 28/2/2018 1/3 N/A 4/4 Dave Johnson (4) Public – Bucks 1/3/2014 – 28/2/2017 1/2 1/2 N/A Barry Lipscomb Public - Hampshire 20/7/2015 – 28/2/2017 2/2 1/1 N/A Katharine Naylor (5) Staff - PTS 1/3/2015 – 28/2/2018 1/3 1/4 N/A David Palmer Staff - 999 South 1/3/2015 – 28/2/2018 3/3 N/A 3/4 Tony Peirson Public – Bucks 01/9/2015 – 28/2/2017 0/2 N/A N/A David Ridley (3) Public – Bucks 1/3/2014 – 28/2/2017 1/2 1/2 N/A Ray Rowsell Public – Hampshire 1/3/2015 – 28/2/2018 3/3 N/A N/A Debbie Scott Staff – Corporate/support 1/3/2015 – 28/2/2018 2/3 N/A N/A Martin Shea (5) Public - Berkshire 1/3/2015 – 28/2/2018 2/3 N/A N/A Mike Shread (2) Public – Oxfordshire 1/3/2014 – 28/2/2017 0/2 0/1 N/A Sue Thomas Partner – Charity 1/10/2014 – 30/9/2017 3/3 4/4 N/A Jan Warwick Partner – LA 1/3/2015 – 28/2/2018 2/3 2/4 N/A Emily Williams Public - Oxfordshire 1/3/2015 – 28/2/2018 2/3 1/4 N/A Tim Windsor-Shaw Public - Oxfordshire 1/3/2014 – 28/2/2017 3/3 3/4 N/A

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(1) this is a full record of the governors who served during 2015/16. Those highlighted in bold were in post at the end of the 2015/16 year (i.e. on 31

March 2016) (2) resigned in June 2015 (term of office was until 28 February 2017) (3) resigned in August 2015 (term of office was until 28 February 2017) (4) resigned in September 2015 (term of office was until 28 February 2017) (5) resigned in March 2016 (term of office was until 28 February 2018)


Enclosure K




Title of Paper: Public Governor Elections 2016 Update



Information

Main Aim: To ensure the governors are up-to-date on arrangements for the 2016 public governor elections


• governor elections are required in 2016 to fill ten public governor positions (based on current numbers)

• arrangements are progressing and the deadline for nominations is 27 October, with voting packs dispatched on 16 November and the election closing and results announced on 6 December

• given the cost of holding elections, it would be helpful in the run-up to the 2016 elections for existing public governors to reflect individually on their position and satisfy themselves that they are able and committed to completing their current term of office.


Note

Previous Forum: October 2014 Council of Governors


Yes



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ENCLOSURE K

PUBLIC GOVERNOR ELECTIONS 2016 - UPDATE

PURPOSE 1 The purpose of the report is to set out the arrangements for the public

governor elections later this year. PUBLIC GOVERNOR ELECTIONS 2 Public governor elections are required in 2016 for ten governor positions

(currently) comprising:

• the five public governors who have a term of office that expires on 28 February 2017 (Richard Coates, Jon Cotterell, Barry Lipscomb, Tony Peirson and Tim Windsor-Shaw)

• the five current public governor vacancies, in Oxfordshire,

Buckinghamshire and Berkshire, that the Trust has been holding with the agreement of the Council of Governors (CoG)

3 The Trust is again using the expert services of Electoral Reform Services

(ERS) to run an independent election process, and we will be allowing members for the second time the option of voting electronically (this reduced costs considerably for the last elections).

4 A comprehensive campaign is being run (led by information on the Trust’s

website and a feature in the recent Foundation Times publication) and an aspiring governor workshop will be held on 7 September. The key dates going forward are:

• 12 October – nominations period commences • 27 October – deadline for receipt of nominations from current and aspiring

governors wishing to stand

• 16 November – voting packs dispatched

• 6 December – election closes and results announced

• 1 January – 28 February 2017 – tailored induction period for newly elected designate governors

5 Given the cost of holding elections, and the fact that the CoG has

agreed that generally elections will only be held two years in every three, it would be helpful in the run-up to the 2016 elections for existing public governors to reflect individually on their position and satisfy

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themselves that they are able and committed to completing their current term of office.

6 As a guide for the future, public governors are reminded that they may not

serve more than three consecutive terms or nine years, whichever is the lesser.

RECOMMENDATIONS TO THE COUNCIL OF GOVERNORS 7 The Council of Governors are asked to note the update on election

arrangements for 2016, and that a further report will be presented at the next meeting on 5 October 2016.



Enclosure L




Title of Paper: NED Activities

Presented by: Nigel Chapman, Non Executive Director


Discussion

Main Aim: To help governors develop a greater understanding of the activities undertaken by the Non Executive Directors, and the outcomes that result from this in terms of the NED “holding to account” role


Today’s presentation is from Nigel Chapman, NED, who will take any questions from the governors


Note

Previous Forum: January 2016


N/A



1

Enclosure L Update on NED Activities

Nigel Chapman, Q1 2016/17

Council of Governors meeting -

19 July 2016

2

Purpose of this item: • to highlight some of the activities undertaken by a

particular NED in the last 2-3 months • to explain the outcomes that have resulted from these

NED activities, including assurance / added value • to help develop governor understanding of the role of the

NED • to take questions from the governors

3

Selection of recent activities undertaken by Nigel Chapman:

Board meetings / seminars • Attended 25 May Board meetings in

public/private • Attended Board Seminar on 28 April

4

Selection of recent activities cont’d:

Board sub-committee meetings • Attended Quality and Safety Committee

meeting – 2 June • Attended Charitable Funds Committee

meetings – 28 April and 8 June

5

Selection of recent activities cont’d:

Council of Governor meetings

• Attended joint CoG/Board workshop on 1 June

6

Selection of activities undertaken - cont’d: Continuation of induction programme • Meetings with Directors • EOC and station visits, and ride-outs • NHS Providers Induction Event

7

Selection of activities undertaken - cont’d: Other • Support/advice to Trust re communications/media and

charity • Hosted visit with AMB of Oxford University Hospitals

NEDs • Observed Audit Committee meeting on 25 May and

have participated in Board teleconferences (e.g. contract)

8

Questions from governors

Documents

COUNCIL OF GOVERNORS MEETING · 2016. 7. 12. · COUNCIL OF GOVERNORS MEETING (open to Trust members, members of the public, and the press) DATE: Tuesday 19 July 2016 . TIME: 18.30pm