To receive any apologies for absence.

Apologies for absence were received from Councillor Grimshaw (Bury MBC).

Members are required to declare any disclosable pecuniary, personal or personal and prejudicial interests they may have and the nature of those interests relating to items on this agenda and/or indicate if S106 of the Local Government Finance Act 1992 applies to them.   

There were no declarations of interests.

To consider the Minutes of the Meeting of the Committee held on 21^st January 2021.

Resolved:

That the Minutes of the meeting of the Committee held 21^st January 2021 be pproved as a correct record.

To scrutinise the Trust’s financial position.

The Trust’s Assistant Director of Finance updated the Committee on Pennine Care’s current financial situation. The Trust was being supported to deliver a breakeven financial position (Income = Expenditure) in line with the rest of the NHS nationwide. The Trust was continuing to implement its Corporate Service Redesign Programme, which delivered approximately £500,000 of savings in the first six months of the 2020/2021 financial year – it was projected that £900,000 would be yielded in savings throughout the whole year.

The Trust had received approximately £6,000,000 of additional investment into its provision of Mental Health Services. Significant capital investment was planned to be made in 2020/2021, which would help to roll out the Electronic Patient Record programme, to eradicate dormitories and to build the panned new Tameside Psychiatric Intensive Care Unit.

In addition the Committee was advised that national funding into Mental Health would be available for both Community and Crisis Services; that the 2021/2022 ‘Planning and Contracting’ process had been delayed; that the current financial framework would be rolled over into the first part 2021/2022.

Resolved:

That the report be noted.

To consider the impact of Covid-19 on services offered across the Trust’s footprint

The Trust’s Deputy Chief Executive updated the Committee on the Pennine Care Trust’s current and ongoing response to the Covid-19 pandemic.

There had been increased pressure in their systems, which had been felt by the NHS nationally and also more locally, affecting all of Pennine Care’s operational sites/locations.

·                     Impact on patients, staffing, ward closures

·                     Personal Protective Equipment and Infection Prevention

·                     Lateral Flow Testing

·                     Flu and Covid Vaccine

·                     CQC improvement plan and inspection regime

The Committee was advised of the trust’s revised management structures that had been devised to provide a more robust level of service for all patients across the Trust’s footprint. An integrated leadership structure was in place from the beginning of January 2021. Originally this was due to be implemented in May 2020 but was delayed due to Covid-19. It featured a triumvirate model incorporating Medical, Operational and Quality leadership roles, with the aim of improving capacity, capability and leadership in Care Hubs. There was to be a focus on six key principles:

a.                            Collective Leadership

b.                            Devolved decision making

c.                            Professional leadership

d.                            Delivery structure

e.                            Whole system leadership

f.                             Transformation leadership

The Committee was informed of the key activities and achievements during 2020/2021. This included the

i.      recruitment to all Tier 1, 2 and 3 posts

ii.    Specialist organisational development commissioned to support implementation of the new leadership structure

iii.   Development of Masterclass series to support new roles Review of governance structures, systems and processes.

iv.   Transition of Healthy Minds to Borough Care Hubs

v.    Transition of Psychological Medicine, Military Veterans and Manchester Resilience Hub to Specialist Services Triumvirate.

vi.   Transition of Quality Leads and Modern Matrons to Heads of Quality.

vii.   Review of Corporate systems and processes to support new structure.

viii.  Robust communications plan

Resolved:

That the report be noted.