Trust Board papers November 2012 - Barking Havering and ...

APPENDIX 1 ‐ CQC ACTION PLAN – EXCEPTION REPORT
(OCTOBER 2012)
Theme/Outcome CQC Recommendation CQC Observation (June 2012) Progress Executive Lead Current Status
LEADERSHIP 21. Put a cultural change Building blocks are in place – ‘Big Conversation’ The Trust has submitted a bid to NHS Director of Nursing PART MET
programme in place across the underway with staff engagement group set up and London for some Organisational
organisation. The programme
of change needs to engage all
staff so that the trust can
clearly articulate what the
expectations are of individual
staff, what a high performing
several staff engagement meetings held.
Executive team now dedicate one day a month to
take on a front line role in order to increase
understanding of care challenges and improve
management visibility and accessibility.
Conflict resolution training is being delivered for
Development funding.
Funding has been allocated and the
Trust is currently identifying suitable
development support to take this
work forward.
The Trust is currently working with a
organisation feels like to work managers; BHRUT Code being reviewed with range of external consultants
in and be clear of the penalties significant staff input, including seeking clear including:
for staff they should not examples of acceptable and unacceptable practice. QFI who run a leadership programme
behave appropriately.
Consultants are carrying out an analysis of team
working and practice in women’s services
for CD’s, Clinical Fellows and senior
leads, supported and funded by NHS
London.
Management Information and
Development (MIAD) for Consultants
Tavistock Consulting working with
maternity
McKinsey to embed sustainable
patient flow through the Trust
Ernst and Young to support financial
sustainability and governance
Transformation Team has been
established and is working across the
Trust to develop and implement
leadership skills locally in multiprofessional
groups.
ASSESSING &
MONITORING
75. Ensure that it has
appropriate levels of staff in
place to allow its governance
systems to function effectively
and that these staff are
embedding appropriate
systems in clinical services.
Following the review of governance, suitable staff
have been identified to ensure its recommendations
are properly implemented. As above, proof of
success will be seen through delivery.
Associate Medical Director for Clinical
Governance now in post (3 P.A.)
Business case for Patient Safety
Managers covering Clinical
Directorates in progress following
approval by the Q&S Committee.
Medical Director
PART MET
CARE & WELFARE 29. Develop a culture where The appraisal process for emergency department An additional patient information Medical Director PART MET
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