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

CQC Update Report
2012
ASSESSING &
MONITORING
74. Ensure that the incident
reporting system for the whole
trust is operating effectively and
all staff are learning from
incidents rather than simply
reporting incidents.
As noted above, a web‐based
incident reporting system is being
introduced across the Trust after a
pilot in maternity. If the proposed
clinical governance structure is
introduced as planned, directorate
boards will take on responsibility
for regular reviews of learning
from incidents. Learning from
incidents is now integrated into
the ward staff meeting structure,
and better structures have been
introduced to ensure learning is
shared between staff across
divisions. Again, this will need to
be demonstrated over time.
• All closed SIs are available on the Trust intranet.
• Clinical Directorate Governance leads review Sis and
other incidents for learning.
• Clinical Governance is a core topic on all monthly
meeting agendas.
Pam Strange
MET
BUSINESS
AS USUAL
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.
Pam Strange
PART MET
STRATEGY
1. The Trust, in conjunction with
NHS London, should seek
appropriate external expertise
to support a programme of
organisational change and
service improvement.
The Trust has introduced 10
clinical fellows and four midwifery
clinical fellows as part of a clinical
leadership and engagement
programme, supported by NHS
London. Commissioners are
offering support at executive level
in the development of the Trust’s
programme management board to
coordinate the transformation
programme. Health for NEL, Skills
for Health, and the RESET
McKinsey Consultancy (RESET);
Ernst & Young (QIPP/CIP);
Averil
Dongworth
MET
BUSINESS
AS USUAL
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