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Strategic Update

This session will cover the roles and responsibilities of the Board and Council of Governors in strategy, provide an update on the national context, and ensure the Board is fulfilling its responsibilities. It will also review the agreed organizational strategy and discuss potential options for the future.

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Strategic Update

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Presentation Transcript

  1. Strategic Update 2017 to 2018

  2. What we will cover today in our session in strategy • An opportunity for Governors to inform Board thinking • Quick overview for new Governors (reminder for established Governors) of the roles and responsibilities in strategy of • The Board • The Council of Governors • A reminder of our agreed organisational strategy (2015) • An update on national context and its relevance to our organisational strategy • Assurance that the Board is fulfilling its responsibilities

  3. Roles and responsibilities of Boards and Council of Governors

  4. Roles of Governors • Holding the Board of Directors to account for the performance of the Trust • Represent the members' interests and bringing these to bear on strategy decisions • Making the final decision on any mergers, acquisitions, separations and dissolutions by the trust • Approving increases of more than 5% a year to the Trust’s private income

  5. Responsibilities of Governors • To appoint and remove the Chair and NEDs • To decide the remuneration, allowances and terms and conditions for NEDs and Chair • To approve the appointment of the Chief Executive • To appoint and remove the auditor

  6. Roles of the Board According to the NHS Leadership Academy, the PURPOSE of NHSFT Board “is to govern effectively and in doing so, build public and stakeholder confidence that their health and healthcare is on safe hands"

  7. NHS Leadership Academy goes on to detail the role and state that effective NHS Boards are responsible for: • Formulating strategy • Ensuring accountability (for delivery of the strategy) • Shaping a healthy culture for the Board and organisation.

  8. In discharging these responsibilities, Boards "must have regard to the views of the council of governors in preparing its forward plans"

  9. Our agreed Organisational Strategy

  10. Strategy timeline December 2016 Strategic Plan Refresh April 2017 Board Strategic Review October 2016 Strategy discussion September2017 April 2015 Org Strategy Agreed January 2017 Strategic Plan Presented to CoG May 2017 Strategy Stocktake discussion to CoG November2016 CoG Strategy Stocktake discussion November 2017

  11. Our Vision Our vision has four main elements: • provider of choice • employer of choice • provide high quality, cost-effective services that are attractive to commissioners and individuals • to ensure the long-term stability and viability of our services Key Strategic Priorities In 2016/17 our strategic and operational plan for NHSi highlighted three key priorities: quality engagement sustainability

  12. Questions we asked ourselves in December 2016 • Can we deliver our strategic intention: • What would the impact on our strategic intentions be from withdrawing services? • different organisational forms? • commonality in our ambitions with partners? • Seek sustainability through merger or acquisition?

  13. External context

  14. The challenge • Most challenging year in NHS history • Changing landscape – locally and nationally • Trusts in special measures • Some CCGs nationally in financial deficit “CCGs’ Deficit Forecast Rockets by £180m” “Health Service Performance Hits Record Low” “Mental Health Budgets Still Being Cut” (National headlines)

  15. Last year (2016/17)…… • underlying £250,000 deficit left over from 2015/16. • £1.8 million of £4.3 million savings delivered last year were non-recurrent • no rainy day moneyleft We met our ‘control total’ – the end of year position we agreed with NHS Improvement. Result = we enter 2017/18 £2 million (approx) worse off than we hoped to be.

  16. The outlook for 2017/18…. *We also need to make 2% efficiency savings

  17. 2017/18 continued

  18. 2017/18….

  19. Our plan

  20. Our priorities

  21. Assurance that the Board is fulfilling its responsibilities

  22. In line with NHSi framework guidance we agreed to: Review existing strategy and determine level of refresh/revision needed Seek appropriate and sufficient professional views identify longlist of potential options Informal discussion with CoG, JNCC, LMC • Assess impact on service viability • Impact on regulatory assessment • Support from system • Agree strategy and short list options • Pursue discussions with partners and progress evaluation/deliverability of options Agree proposal Discussions with local partners: GCS, GCCG, HCCG etc Discussions with NHSI, NHSE, Political leaders

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