GOVERNING BODY PROPOSED MODERNISATION OF MENTAL HEALTH FACILITIES IN SW LONDON

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1 GOVERNING BODY LEAD: Dr Phil Moore REPORT AUTHOR: Andrew Partington on behalf of Kingston CCG; Merton CCG; Sutton CCG; Richmond CCG; Wandsworth CCG ATTACHMENT: AGENDA ITEM: 7 D RECOMMENDATION: The Governing Body is asked to approve the recommendations listed below. GOVERNING BODY MEETING DATE: 4 th November 2014 PROPOSED MODERNISATION OF MENTAL HEALTH FACILITIES IN SW LONDON EXECUTIVE SUMMARY: A paper requesting Governing Body approval to go forward to public consultation regarding the Trust s estates strategy was considered, and approved, at the meeting of 1 st July The report and supporting documents now presented are intended to enable the Governing Body to decide the location and configuration of inpatient mental health facilities in south west London, taking into account the findings of public consultation carried out between 29 September and 21 December KEY SECTIONS FOR PARTICULAR NOTE: Section 1.3 Changes made as result of public consultation RECOMMENDATIONS: Recommendations for South West London Clinical Commissioning Groups 1. That commissioners adopt the preferred option for the future location of mental health inpatient services at Springfield University Hospital, Tooting and at Tolworth Hospital, Kingston. 2. That commissioners support the number of beds described in the proposal. It is recommended that the Trust has flexibility to increase the number of inpatient beds within the overall development at Tolworth Hospital, should the demand for inpatient beds increase over time. Subject to the planned reduction of inpatient bed use being achieved in practice, coupled with the provision of robust community mental health services to support people close to home through Home Treatment Teams, the commissioners will reconfirm the number of inpatient beds. This work will be completed well in advance of the Trust s Final Business Case (FBC) being completed. Version: Final D - 1

2 3. That the older people s mental health ward should be based at Tolworth Hospital, and additionally that commissioners and the Trust should work with providers in partnership to provide extra-care accommodation at Springfield University Hospital as part of the wider development of that site. 4. That inpatient mental health services are no longer provided at Queen Mary s Hospital once the new configuration of services is in place, and that commissioners work with representatives of the local community on options for the best future use of these wards, should the preferred option be adopted, as a basis for detailed discussions with NHS Property Services (who manage the space at Queen Mary s Hospital). 5. That commissioners and the Trust establish a steering group to investigate improvements to the public transport and access arrangements and to develop a plan before the new inpatient accommodation opens. 6. That commissioners provide a letter of support to the Trust on the financial assumptions and activity analysis in the Outline Business Case, to enable these proposals to go forward. 7. That commissioners announce this decision to all partners and agencies involved in the provision of these services; to service users, carers, and their representatives; to staff, and to those who responded to the consultation and requested a response; and to the general public. 8. That commissioners communicate this decision to the JHOSC of the boroughs of Croydon, Kingston, Merton, Sutton, Richmond and Wandsworth for the purposes of scrutiny. RISKS IDENTIFIED: FINANCIAL IMPLICATIONS: See section 4 and also section 7 GOVERNING BODY OBJECTIVES for 2014/15: Please indicate below all the domains which the paper provides evidence for: Domain One: Patients are receiving clinically commissioned, high quality services Domain Two: Patients and the public are actively engaged and involved Domain Three: CCG plans are delivering better outcomes for patients Domain Four: We have robust governance arrangements Domain Five: CCGs are working in partnership with each other Domain Six: We have strong and robust leadership EQUALITY IMPACT ASSESSMENT: Version: Final D - 2

3 See Item 3.2 on agenda: Service Impact Appraisal of South West London and St Georges Mental Health NHS Trust Estates Modernisation Proposal PRIVACY IMPACT ASSESSMENT: N/A Please indicate whether any engagement has been carried out regarding this service change (tick appropriate box) Yes No This paper includes the findings of a full public consultation carried out between 29 September and 21 December See also independent report online for full consultation and patient and public involvement activity See consultation plan online here 0consultation/Consultation%20Plan.pdf Version: Final D - 3

4 Kingston Clinical Commissioning Group Board Objectives for 2014/15 Set out below are a set of objectives for the CCG Board. The format is based on the 6 authorisation domains. Within each domain there are a small number of mission critical key objectives where the Board should collectively focus the majority of its attention. Domain one: Are patients receiving clinically commissioned, high quality services? 1a) We will seek to improve the quality, safety and effectiveness of healthcare services commissioned on behalf of the local population 1b) We will deliver the National Outcomes Framework 1c) We will lead an innovative organisation, seeking to create and shape services to meet the changing needs of Kingston 1d) Clinicians will lead patient centred service change. Domain two: Are patients and the public actively engaged and involved? 2a) We will actively involve service users, carers and public feedback in service design and evolution 2b) We will engage with different groups that reflect the population profile of Kingston Domain three: Are CCG plans delivering better outcomes for patients? 3a) We will deliver the operating plan, 5 year plan 3b) We will deliver the Better Care Programme milestones for 2014/15 3c) We will deliver the 2014/15 financial and service plans Domain four: Do we have robust governance arrangements? 4a) We will govern with transparency, comply with best practice and meet our statutory obligations 4b) We will ensure that there are effective arrangements for the oversight of the quality and safety of commissioned services Domain five: Are CCGs working in partnership with others? 5a) We will work with NHSE towards co-commissioning primary care 5b) We will work in partnership with the Royal Borough of Kingston to develop the Kingston Commissioning Collaborative and work towards integrating commissioning of services with RBK. 5c) We will explore opportunities with neighbouring CCGs for joint working arrangements and for collaboration 5d) We will discharge our lead commissioning arrangements with Kingston Hospital NHS Trust, South West London and St Georges Mental Health NHS trust and Your Healthcare CIC. Domain six: Do we have strong and robust leadership? 6a) We will continue to develop the role and function of the Council of Members 6b) We will develop the skills of the Governing Body and ensure a succession planning framework is in place 6c) We will engage with the CCG workforce to develop their skills and reward excellence Version: Final D - 4

5 KINGSTON CCG MISSION & VALUES We are passionate about your health, compassionate about your care Our task is to: and provide the good experience you deserve lf when you are well and when you are not work with you to continuously improve: o the health and wellbeing of people in Kingston o the support that s available to help people look after themselves o the quality of local health services Kingston We value: We plan to achieve this by: siveness of services We will measure how well we do by: in health and life expectancy across Kingston Version: Final D - 5