Aneurin Bevan Board Meeting
Wednesday 26 May 2010
Agenda Item: 3.4
Aneurin Bevan Health Board
Brief on the Development of Organisational
Structures
1.
Introduction
Aneurin Bevan Health Board was established in October 2009. Since
this time, the focus has been on appointing to Tier 3 and 4 posts
across the organisation.
As a health organisation, we are driven by safety, quality,
effectiveness and efficiency aimed at providing the highest standard
of care. Citizen centred governance principles will underpin what we
do, how we function and how we evolve.
When establishing the new organisational structures, it was
recognised that the structures needed to accommodate the new
organisational requirements of the Health Board.
The Board are asked to note the contents of this report and support
the implementation of the new structures; and to identify further
information that may help understand the management structure in
place to ensure delivery through the orgainsation
2.
The Organisation
The Executive Directors are the interface between the Divisions,
Localities, Corporate Services and the Board itself. The executive
function is outlined below.
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Aneurin Bevan Board Meeting
Wednesday 26 May 2010
Agenda Item: 3.4
Each Executive Director has the responsibility for the professional
leadership, management and regulation of staff within their
respective functions to ensure the following key principles and values
are supported and achieved for the organisation:
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Helping people in local communities to improve their health and
well being;
Providing safe, high quality healthcare that helps people to be
independent and takes account of their diverse needs as
individuals;
Listening and learning to continuously improve;
Treating people equally with dignity, respect, kindness and
compassion.
The organisational structures which have been developed to date are
outlined in Appendix 1.
3.
Operational and Locality
management arrangements
structures
leadership
and
The new operational and locality structures which were developed
aim to deliver services through accountable and empowered
clinicians, managers and staff while accepting the need for the Board
to set the parameters within which any delegation occurs and to
monitor and evaluate its delivery. Delivery of services within the
organisation will take place at the level where people with the right
skills, capability and experience are empowered with appropriate
levels of responsibility and authority.
A business unit model has been adopted within the Operational
Divisions of Unscheduled Care, Scheduled Care and Family and
Therapy Services with each of the Directorates led in partnership by
a triumvirate of Clinical Director, Directorate Manager and Senior
Nurse.
The structures reflect this model and maximise the
opportunities for partnership working within the Health Board across
traditional boundaries into primary, community and mental health
services. The model strengthens leadership through the development
of roles whilst retaining key responsibilities for service delivery and
divisional management. The establishment of the new structures
ensures each of the Divisions are fit for purpose and are able to fully
deliver both divisional and organisational objectives.
Whilst recognising the business that is undertaken at the executive
and Board level, the operation of the Divisions (and supporting
corporate functions) is critical to the success of the organisation. A
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Aneurin Bevan Board Meeting
Wednesday 26 May 2010
Agenda Item: 3.4
number of mechanisms are in place to support the ambitions and
expectations of the Board:
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Weekly Executive Team meetings take place to oversee the
strategic and operational business of the Board and to ensure
decisions are taken, and filter and support Board and subcommittee agendas;
A monthly Delivery Group is now in place, where the Executive
Team sit alongside the Divisional Directors on key strategic and
performance decisions and where the new structures of the
organisation are visible around the table. Notably, the Delivery
Group also acts as the programme arrangements for the
delivery of the 2010/11 Financial Plan;
Each Executive Director has their own meeting and
management arrangements in leading their respective teams
and functions;
Within Divisions, senior management teams are in place
drawing on medical, general management and nursing
experience (as a triumvirate of responsibilities), with corporate
support allocated in respect of finance and human resources;
Divisions have their own internal infrastructure, supported by
individual Clinical Directorates as business units, which are
included in the appendices to this paper;
Divisions also include their own delivery and assurance
arrangementsm in support of Board requirements. For
example, this means that each Division has its own internal
mechanisms to delivery quality and patient safety and ensure
that these are highlighted up through the organisation;
A number of key areas have been identified that need their
own programme arrangements to ensure that performance
issues can be addressed with executive support. For example,
this means that Unscheduled Care has focused meetings in
place across executives, Divisions and stakeholders to achieve
better outcomes, access and balance of services.
Aneurin Bevan Health Board is an outward looking and outward
reaching organisation working with public, independent and the
voluntary sector to become a `community of providers’ directing its
collective effort to improving outcomes for citizens through whole
system working across the community.
Each of the five Locality Divisions and the Mental Health and Learning
Disabilities Division have established a model for integrated working
across Health and Social Care.
The structure for the localities
supports further integration and underpins the redesign and
implementation of the Frailty programme, Chronic Conditions
Management and the principles outlined in Setting the Direction, A
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Aneurin Bevan Board Meeting
Wednesday 26 May 2010
Agenda Item: 3.4
Primary, Community Services Strategic Delivery Programme. It also
supports Partnership working across the whole spectrum of Public
and Third Sector services.
The structures replicated across the five localities, each have a
Locality Director with a Directorate wide responsibility. These
Directorate wide responsibilities have been developed to ensure that
where there are benefits in taking a Directorate approach, the
opportunities are maximised. The Locality Directors take a lead role
on behalf of the Director of Primary Care, Community, Mental Health
and Learning Disabilities and co-ordinate the agreed lead functions
and accountability arrangements.
4.
Corporate Services Functions
The new operational and locality structures are strategically
supported by a number of more corporate services functions
operating across the whole organisation. These functions include:
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Corporate Headquarters
Corporate Nursing
Corporate Planning and Service Improvement
Finance
Informatics
Organisational Learning
Patient Quality & Safety
Performance
Workforce & Organisational Development
The focus when developing the new corporate services structures has
been on establishing a robust infrastructure to support the new
organisation thus providing opportunities to develop a more effective
whole systems approach, strengthen Public Health focus to facilitate
more effective health promotion and prevention strategies, increase
the focus on safety and quality to provide an opportunity to improve
health outcomes and increase the opportunities to empower staff and
provide more sustainable service provision in the future.
The corporate services functions will also support the organisation in
the development and delivery of the 5 year service, financial and
workforce plans through effective development of key targets, taking
account of both national and local priorities.
5.
RECOMMENDATIONS
The Board are asked to:
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Aneurin Bevan Board Meeting
Wednesday 26 May 2010
Agenda Item: 3.4
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Note the content of this report and support the implementation
of the new structures;
Identify further information that may help understand the
management structure in place to ensure delivery through the
organisation.
Report prepared and sponsored by:
Andrew Goodall, Chief Executive
May 2010
Page 5 of 15
Appendix 1
Director of Planning and Operations Structure
Director of
Planning &
Operations
Judith
Paget
Assistant
Director
Divisional
Director
Divisional
Director
Divisional
Director
Divisional
Director
Planning
Facilities
Ruth
Treharne
To Be
Appointed
Unscheduled
Care
Stephen
Hutchison
Family
Services
Adam
Southan
Scheduled
Care
Peter Lewis
Divisional
Nurse
General
Manager
Divisional
Nurse
General
Manager
Trisha
Edwards
Steve Curry
Chris Overs
Sian Millar
Clinical
Director
Therapies
Alison
Shakeshaft
Divisional
Nurse
General
Manager
Clare
Walters
Jamie
Marchant
Planning and Operational Divisions Structures - Planning Structure
Capital
Programme:
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
Page 6 of 15
Appendix 1
Planning and Operational Divisions Structures – Unscheduled Care
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-
Assumptions
1
Site lead will be covered by the Scheduled
Care Senior Nurse
2
Site Lead will be covered by the Caerphilly
Locality Nurse
3
Bed
management
function
will
require
contributions
from
other
bed
based
divisions
4
There will be one Senior Nurse for Bed
Management and one Senior Nurse for
Complex Discharge
5
Each Clinical Director will be assigned the
Unscheduled
Care
Clinical
Lead
for
a
specific acute site
-
RGH Site
Coordination
Flow lead
participation
Complaints
Team
manager
Quality &
safety lead
Nursing
Resource lead
Clinical
Governance
LC
DM
SN
Note
HCMG NHH and Acute Medical
RGH meetings will continue
Planning and Operational Divisions Structures – Scheduled Care
LC
DM
SN
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
Page 7 of 15
Directorate
Appendix 1
Planning and Operational Divisions Structures – Family & Therapy Services
Director of Primary Care, Community, Mental Health and Learning Disabilities
Structure
Director of
Primary Care,
Community and
Mental Health
Joanne Absalom
Blaenau Gwent
Locality Division
Bobby Bolt
Caerphilly
Locality Division
Sian Martin
Monmouthshire
Locality Division
Angela Jones
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
Newport
Locality Division
Julie Thomas
Torfaen
Locality Division
Sue Evans
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Mental Health
and Learning
Disabilities
Division
Gary Hicks
Appendix 1
Primary Care, Community, Mental Health and Learning Disabilities Divisional
Structures – Blaenau Gwent Locality
Primary Care, Community, Mental Health and Learning Disabilities Divisional
Structures - Caerphilly Locality
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
Page 9 of 15
Appendix 1
Primary Care, Community, Mental Health and Learning Disabilities Divisional
Structures – Monmouthshire Locality
Primary Care, Community, Mental Health and Learning Disabilities Divisional
Structures – Newport Locality
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
Page 10 of 15
Appendix 1
Primary Care, Community, Mental Health and Learning Disabilities Divisional
Structures – Torfaen Locality
Primary Care, Community, Mental Health and Learning Disabilities Divisional
Structures – Mental Health and Learning Disabilities
CD
DSM
LN
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
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Appendix 1
Director of Nursing Structure
Director of Workforce and Organisational Development Structure
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
Page 12 of 15
Appendix 1
Director of Finance Structure
Medical Director Structure
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
Page 13 of 15
Appendix 1
Medical Director - Organisational Learning
Medical Director - Patient Safety Structure
Medical Director - Informatics Structure
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
Page 14 of 15
Appendix 1
Director of Therapies and Health Science Structure
Corporate Headquarters Structure
Performance Director Structure
Brief on Development of Organisational Structures
ABHB Board 26th May 2010
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