TRUST BOARD MEETING in PUBLIC Wednesday 29 July 2020 at 09:00
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TRUST BOARD MEETING IN PUBLIC Wednesday 29 July 2020 At 09:00 To be held via Microsoft Teams Page 1 of 241 Page 2 of 241 TRUST BOARD MEETING IN PUBLIC Wednesday 29th July 2020 09:00 – 13:00 via Microsoft Teams A G E N D A Item Time Item Enclosure Presented No. Y/N by 087.20 09.00 Welcome, Apologies and Declaration of Interests N Chair (to ascertain whether any Member has a conflict of interest with any items on the Agenda) 088.20 09.02 Minutes of the last meeting – 27th May 2020 1 Chair 089.20 09.05 Matters arising/summary of agreed actions 2 Chair 090.20 09.07 Notification of any other business N/A Chair 091.20 09.10 Chair’s opening remarks N/A Chair 092.20 09.15 Chief Executive’s report 3 CEO 093.20 09.40 Staff story N DWOD STRATEGY Implementing a workforce race equality 094.20 10.00 4 DWOD response in the context of COVID-19 Development of Education and Research 095.20 10.10 N CEO Partnerships 096.20 10.25 Isle of Wight NHS Trust partnership 5 DSP 097.20 10.40 Corporate Strategy update 6 DSP 098.20 10.50 Board Assurance Framework 7 DGR 099.20 11.00 Research and innovation 8 MD WORKFORCE AND ORGANISATIONAL DEVELOPMENT Workforce and Organisational Development 100.20 11.10 N** DWOD performance report analysis QUALITY, SAFETY AND PERFORMANCE Quality and Performance Committee feedback • 19th June 2020 o Reporting of Injuries, Diseases and Committee 101.20 11.20 Dangerous Occurrences Regulations 9 Chair o Board Risk Register o Infection Prevention and Control Board Assurance Framework Page 3 of 241 • 22nd July 2020 o Safeguarding Annual Report 2019 – 20 o Clinical Negligence Scheme for Trusts o Trust response to Paterson Inquiry o Care Quality Commission focused inspection Safety, quality and operational performance MD / CN 102.20 11.30 N** report analysis / COO FINANCE AND INFRASTRUCTURE Finance and Infrastructure Committee feedback Committee 103.20 12.20 • 15th June 2020 10 Chair • 21st July 2020 104.20 12.30 Financial performance report analysis N** CFO AUDIT AND GOVERNANCE Audit Committee feedback Committee 105.20 12.30 • 15th June 2020 11 Chair • 13th July 2020 FOR NOTING / INFORMATION 106.20 12.40 Record of attendance 12 Chair 107.20 12.45 Any other business N Chair Opportunity for the public to ask questions 108.20 12.50 N Chair relating to today’s Board meeting Conclusions on key messages from the meeting 109.20 12.55 – The Trust Board is asked to consider how it supported staff to look after patients and made N Chair decisions on the key challenges faced by the Trust. Appropriate actions in response should also be identified. Additions to Board Assurance Framework and 110.20 Risk Register – The Trust Board is asked to N All consider whether, in light of matters discussed at the meeting, any further additions should be made to the Board Assurance Framework and/or Risk Register th Date of next meeting: Wednesday 30 N Chair September 2020 ** Supported by the IPR Data Pack Page 4 of 241 Trust Board Meeting in Public Held on Wednesday 27th May 2020 Via Zoom MINUTES Present: Melloney Poole Chairman Roger Burke-Hamilton Non-Executive Director Gary Hay Non-Executive Director Inga Kennedy Non-Executive Director David Parfitt Non-Executive Director Martin Rolfe Non-Executive Director Christine Slaymaker Non-Executive Director Mark Cubbon Chief Executive Officer (CEO) Nigel Kee Interim Chief Operating Officer (COO) John Knighton Medical Director (MD) Mark Orchard Chief Financial Officer (CFO) Liz Rix Chief Nurse (CN) In Attendance: Helen Bray Director of Communications and Engagement (DCE) Penny Emerit Director of Strategy and Performance (DSP) Lois Howell Director of Governance and Risk (DGR) Nicole Cornelius Director of Workforce and Organisational Development (DWOD) Dave Gordon Committee Clerk (minutes) Observers: Sarah Ivory-Donnelly Care Quality Commission Claire Oakley Care Quality Commission Item No Minute 067.20 Welcome, apologies and declarations of interest The Chairman welcomed everyone to the meeting, in particular the Director of Communication and Engagement, who was attending her first Trust Board since her appointment. The Care Quality Commission would be present for both this meeting and the private session as part of their regular review of governance at the Trust. No declarations of interest were made. 068.20 Minutes of the last meeting – 25th March 2020 The minutes of the meeting of 25th March 2020 were approved as a true and accurate record. 069.20 Matters arising / summary of agreed actions The Director of Strategy and Performance advised the Board that the action regarding Maggie’s Centre (minute 007.19) may be suitable for removal. This resulted from the fact that the Maggie’s Centre charity had indicated that its business model had been affected Page 5 of 241 by the economic slowdown arising from COVID-19. Whilst the Trust would remain in contact with Maggie’s Centre, it would not be possible to provide a meaningful deadline for completion of the action. The Board agreed that this should be removed from the action log. The Trust’s response to the recommendations of the Paterson Inquiry (minute 033.20) was scheduled to be brought to Trust Board on 29th July 2020. The Board noted the summary of agreed actions. 070.20 Notification of any other business No supplementary business was raised. 071.20 Chairman’s opening remarks The Chairman thanked the members of the Trust Leadership Team on behalf of the Board’s Non-Executive Directors for their work thus far in response to COVID-19. In particular, the level of detail observed during operational and financial planning had been appreciated. The manner in which the requirements of the workforce had been met had also supported efforts to manage the pandemic effectively. The consideration of risks arising had been comprehensive and allowed Board members to be apprised as to the issues on which focus should be placed. Clear communication with staff had reinforced the work mentioned above. Having dealt with the initial phase of the response to COVID-19, the challenges of the future management of the virus were recognised. In particular, the potential volatility of COVID-19 related activity and the need to return to previous activity levels across all areas would create complex situations. The learning from the first part of the pandemic would be an inherent part of preparing for subsequent phases. The Board would be seeking assurance at this meeting regarding the work already undertaken and clear indications as to how the next part of the response to COVID-19 would be managed. The passing of Father Biji was the loss of a valued member of the Trust. His compassion and warmth had been noted throughout the organisation and the thoughts of the Board were with his family and congregation. 072.20 Chief Executive’s Report The Chief Executive Officer focused on the organisation’s response to COVID-19; all involved in this were thanked and the way individuals and teams had risen to the challenges was noted. The support provided by the local community had also been valuable during this time. The Trust Leadership Team had developed processes and governance structures which allowed for rapid responses to the pandemic. COVID-19 Gold Command had been established to manage the national incident and had been meeting three times a day during the period in which a significant number of decisions were required daily. It had also considered national guidance and information presented to it from the central authorities. This had provided a line of sight on key issues across the organisation and allowed for clear and consistent messages to be disseminated across the Trust. It also ensured that any decisions were made with the involvement of appropriate clinical expertise, and that potential consequences were discussed. Clinicians had also been involved in Silver Command meetings which had reported to Gold Command to help inform decision making. Page 6 of 241 Whilst the number of patients receiving intensive care for COVID-19 had not been as high as some predictions had suggested, the impact on the Trust had been significant. In total, 605 patients at the hospital had tested positive for COVID-19; at the time of this meeting, 29 remained in-patients. The general trend of the number of COVID-19 positive patients had been declining in recent weeks. In total, 233 COVID-19 positive patients had sadly passed away. The impact of policies restricting visitors to the hospital had been recognised; in response, innovations had been introduced to support patients and relatives (e.g. Family Liaison Officers). The stress placed on staff had also seen the health and wellbeing of employees prioritised, with resources provided to staff members and managers to assist them. Absence rates had remained lower than at many comparable trusts throughout the first phase of the response to COVID-19 and were presently at similar levels to the period before the major incident was declared. Given the presence of COVID-19 in the hospital, procedures had been introduced to ensure the risk of the virus spreading was managed. Patient entry and exit routes for potentially COVID-19 positive patients were separate from other routes; for example, the Emergency Department had introduced two zones for those entering the facility. Processes to ensure patients could self-isolate and be tested for COVID-19 prior to admission for elective treatment had also been established. Planning for the second phase of managing the pandemic was underway across the NHS. One matter to be considered was the recommencement of treatment which had been paused during the first phase of the response.