Southern Health NHS Foundation Trust
Minutes of the Board Meeting in Public
Tuesday 25 April 2017
10:15 – 12:30
The ARK Conference Centre, Dinwoodie Drive, Basingstoke, RG24 9NN
Members:
Alan Yates
Julie Dawes
Jon Allen
Paula Anderson
Malcolm Berryman
Sara Courtney
Trevor Spires
Dr Lesley Stevens
In Attendance:
Chris Ash
Gethin Hughes
Mark Morgan
Paul Streat
Anna Williams
Interim Chair
Interim Chief Executive Officer
Non-Executive Director
Director of Finance
Non-Executive Director
Acting Director of Nursing & Allied Health
Professionals
Non-Executive Director
Medical Director
Director of Strategy
Director of Integrated Services
Director of Operations (Mental Health, Learning
Disabilities & Social Care)
Director of Corporate Governance
Company Secretary & Head of Corporate
Governance
Present:
Peter Bell
Scottie Gregory
Jane Hartley
Ian Hartley
Geoff Hill
David Lee
Enilson Mateus
Emma McKinney
Sue Smith
Susie Scorer
Adrian Thorne
Public Governor (part)
Member of the public
Member of the public
Member of the public
Member of the public
Public Governor
West Hampshire CCG
Associate Director of Communications
Public Governor
Public Governor
Appointed Governor
Secretariat:
Neal Sidney
Corporate Governance Coordinator
1.
Chair’s Welcome and Meeting Protocol
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Minutes – Final
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1.1.
Alan Yates welcomed members to the meeting, which he opened at 10:20.
2.
Apologies for Absence
2.1.
Alan Yates noted apologies from Judith Smyth, Non-Executive Director.
3.
Declarations of Interest
3.1. There were no declarations of interest relating to items on the agenda or any
other matters.
4.
Questions from the Public
4.1. Alan Yates reported that no written questions had been submitted in advance
of the meeting; a further opportunity for questions from the public would be provided
at the end of the meeting.
5.
Minutes of Last Meeting (28.03.2017) and matters arising
5.1. In consideration of the minutes of the meeting held on 28.03.2017, the
following amendments were agreed:
5.2. Chris Ash, Director of Strategy, confirmed that he had been in attendance at
the meeting; page 1 of the minutes would be amended accordingly.
5.3. Subject to this amendment, the minutes of the meeting held on 28.03.2017
were agreed as a true and fair record of the meeting held on 28.03.2017 and would
be signed after the meeting.
5.4. Anna Williams, Company Secretary & Head of Corporate Governance,
reported on the status of the action log. It was agreed that items TB 28.03.2017/8.9
and TB 28.03.2017/13.6 were closed.
5.5.
In addition, updates were provided as follows:
5.6. TB 28.03.2017/8.9 – Gethin Hughes confirmed that an update on the position
in respect of compliance with Health Visitor antenatal appointment targets had been
circulated and a discussion had also been held on the matter at the Service
Performance & Transformation Committee on 24.04.2017. It was reported that the
issue was centred on five teams out of more than twenty teams overall, with the
main reasons for non-compliance due to staff availability, the late notification of new
mothers by the maternity units and parental choice for mothers delivering a second
baby.
5.7. TB 28.03.2017/8.14 – Paul Streat reported that it was expected for protocols
for reporting A&E performance to be agreed by the end of May 2017; the Board
noted that there was a lack of clarity on definitions and targets nationally.
5.8. TB 27.09.2016/12.3 – The Board noted that a report on health and safety
would be considered later in the meeting and agreed that the action could be closed.
5.9. TB 28.03.2017/8.13 – Paula Anderson advised that there had been a deep
dive into Estates issues at the Executive Risk Management & Assurance Group; with
the need to review the risks following consideration of the property condition surveys
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had been agreed. She requested that the target closure date would be revised to the
end of May 2017; this was agreed.
5.10. Alan Yates observed that a number of actions were due for closure at the
meeting but the required action had not yet been completed; it was requested that
deadlines were reviewed and then adhered to going forward.
6.
Reflections on visit to Parklands Hospital
6.1. Lesley Stevens provided a summary of the Board’s visit to the North
Hampshire Older People’s Mental Health services at Parklands Hospital held prior to
the Board meeting, highlighting that visits had been made to Beechwood Ward and
Elmwood Ward, the ECT department, and Community and Liaison teams. Common
themes had been noted particularly in respect of the commitment and dedication of
staff across the service and their proactive approach in taking ownership of and
addressing issues, such as in relation to staffing. In terms of environment; this was
deemed to be good, with a number of improvements made, however a particular
concern regarding overcrowding within the community teams was identified and
needed to be addressed. The ECT department had been observed and was
impressive. Key challenges highlighted included the impact of delayed discharges;
this was linked primarily to the availability of care packages. The opportunity for
greater clinical working between community and inpatient services was noted. There
was some evidence in variation of practice across the Trust, such as with regards
the provision of ECT services; this supported the observations made via the Clinical
Services Strategy. The Board noted that the visit had been very positive overall, with
Alan Yates highlighting that the quality and commitment of staff was particularly
encouraging.
7.
Interim Chair’s Board Update
7.1. Alan Yates reported that reasonably positive oral feedback had been provided
by the Care Quality Commission following their recent partial inspection and
confirmation in writing was awaited.
7.2. Alan Yates advised that he and Julie Dawes had met with families following
concerns previously raised by Maureen Rickman and referenced by Julie Dawes at
the last Board meeting on 28.03.2017. The meeting had been considered to have
been helpful and had resulted in a number of actions to be taken forward; individuals
had been invited to pursue further resolution.
7.3. Alan Yates confirmed that recruitment was progressing in respect of the Chair
and four non-executive director posts. He noted that the general election and impact
of purdah was not anticipated to interfere with this process; as such, he outlined the
intention for the Chair to be appointed at the end of May, and non-executive director
appointments to follow in June.
8.
Chief Executive Officer and Directors’ Report and Integrated
Performance Report
8.1. The Board received an update on the performance of the Trust in delivering
its strategic objectives for 2017/18.
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8.2. Julie Dawes, Interim Chief Executive Officer, highlighted that the report had
been refreshed to reflect the Trust’s agreed four strategic objectives for the year. A
review of the Trust’s values had also been undertaken following discussion with staff
and focus groups and the Communications team would be working on embedding
the values, such as via the implementation of revised appraisal documentation.
8.3. Julie Dawes reported that a compliance certificate had been issued by NHS
Improvement in respect of the 2014 enforcement undertaking for LD services; she
offered her thanks to Mark Morgan and the team for the progress made.
8.4. Julie Dawes updated on the development of STP and Local Delivery System
meetings, confirming that an independent Chair for the STP had been appointed;
regular updates on progress would continue to be provided.
8.5. Sara Courtney reported that the CQC had spent a week visiting the Trust’s
services during March 2017, with generally positive oral feedback provided overall; a
number of areas where improvements were required had already been identified by
the Trust and plans were in place to address issues. Six Mental Health Act
inspections had also been undertaken and reports were awaited.
8.6. Sara Courtney summarised other quality aspects within the report: One
reportable ‘never’ event had occurred relating to an ENT surgical case and was
under investigation through SIRI processes; Duty of Candour reporting had been
refreshed to include four months of data and a proposed reporting schedule for live
and validated positions; one clostridium difficile case had been reported during
March; and there had been a spike in safer staffing incident numbers during March,
attributed to specific incidents within Children’s services and Antelope House.
8.7. Following a query from Jon Allen regarding the Duty of Candour process,
Sara Courtney confirmed that processes would continue through to sharing of the
final report even in the event that the rating of the incident was subsequently
reduced. In response to a separate query regarding the cause behind the reported
increase in violence and aggression and self-harm incidents during March, Paul
Streat advised that the spikes were attributable to incidents relating to two patients.
8.8. Jon Allen sought assurance as to the level of confidence that appropriate risk
assessments and preventative measures were being put in place to address
pressure ulcer incidents given recent staffing shortages at New Forest West and
Winchester. Sara Courtney advised that the key issue related to the absence of
documented risk assessments and documented prevention plans; generally, it was
found that whilst there was a plan in place, there was an absence of documentation
to support this which led to this being reported as a care gap.
8.9. Trevor Spires asked whether there was a capacity issue being identified with
relation to the Family Liaison Officer; Sara Courtney confirmed that this was not the
case.
8.10. Malcolm Berryman referenced discussion held at the Service Performance &
Transformation Committee meeting on 24.04.2017 regarding out-of-area bed usage
within Adult Mental Health services; there had been a suggestion that doctors were
adopting a more conservative approach to admission and discharge and whether
this was linked to a worsening of the overall position. Mark Morgan noted that the
previous improvements had been attributable to process focussed issues; he noted
that there was now a particular focus, in part in response to a number of Serious
Incidents, on ensuring appropriate care for people with high risk behaviours, such as
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borderline personality disorder. He reported that doctors within the Trust were
requesting the acceleration of the recommended borderline personality disorder
pathway. Ongoing challenges in respect of staffing resilience were also noted as a
factor in causing pressures. Julie Dawes gave assurance that the Executive were
reviewing the issue on a weekly basis.
8.11. Gethin Hughes briefed on measures being taken to address delayed transfers
of care, following on from discussions held at the Service Performance &
Transformation Committee meeting on 24.04.2017; work was being undertaken in
conjunction with Hampshire County Council on the provision of additional social
workers for OPMH services. Agreement of funding with NHS England was also
noted as a challenge. With regards to physical health services particular difficulties
were being experienced at Lymington, Romsey, Alton and Petersfield due to a lack
of care provision; Hampshire County Council were working to identify new care
providers.
8.12. Paula Anderson reported that the draft 2016/17 accounts were to be
submitted to NHS Improvement on 26.04.2017, the outturn of which indicated a
favourable variance of £1.0m against the control total; initial advice had been
received from NHS Improvement on 24.04.2017 that a Sustainability &
Transformation Fund (STF) incentive payment of circa £2m would also be received.
The Board noted that the starting position for 2017/18 was more challenging due to
continuing pressures in respect of agency staffing costs and out-of-area beds.
Following a query from Malcolm Berryman, Paula Anderson confirmed that while
there would be no ability to use the STF incentive payment during 2017/18 it would
improve the Trust’s cash position and therefore give greater flexibility in respect of
the capital programme.
8.13. Lesley Stevens reported that an intensive review had been undertaken of the
plans of the Mental Health Alliance; she confirmed that this had taken account of the
findings from the Trust’s Clinical Services Strategy review. The outcome of this
review was that the scope and priorities had changed; she noted that the Mental
Health Programme aimed to focus on those areas that would benefit from a system
wide focus; in particular, she highlighted the crisis pathway, acute pathway and
rehabilitation pathway, as well as an underpinning focus on workforce. Lesley
Stevens reported that the commissioners were aligned to support this work.
8.14. Trevor Spires expressed concern in respect of the governance arrangements
behind the Local Delivery Systems and the lack of accountability; the need for
regular reporting back to the Trust Board was emphasised. Julie Dawes confirmed
that there was good awareness of this and that there was an intention to provide a
monthly report to Board in the future.
Action:
Chief Executive Officer to include standing item in CEO report
regarding development of Local Delivery Systems and
governance arrangements thereof
Date:
25.05.2017
8.15. Paul Streat highlighted that a pilot approach to workforce planning was being
introduced within Adult Mental Health during the next week, with the intention to roll
out the pilot across the rest of the Trust during the summer of 2017.
8.16. Malcolm Berryman summarised discussions held at the Service Performance
& Transformation Committee meeting on 24.04.2017 regarding the content of the
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Integrated Performance Report, suggesting that future iterations should give thought
to inclusion of benchmarking and best practice and hotspot triangulation. He
observed that the report was still too lengthy, which meant that it was challenging to
determine the key issues and to understand how the Trust was performing against
contract. Alan Yates noted that the intention for better use of management
information was reflected within the Trust’s future strategic direction.
8.17. The Board noted the report.
9.
Report on action plan progress relating to CQC, Mazars, and Review of
Family Experience of Engagement in the SIRI Process
9.1. The Board received an update on the progress of all improvement action
plans as at 31 March 2017.
9.2. Sara Courtney presented the report, highlighting that the previous CQC plans
of October 2014 and August 2015 had been closed; the January 2016 CQC plan had
one overdue action and the September 2016 CQC plan had two overdue actions. In
respect of the Mazars action plan there were four overdue actions, three of which
were due for completion before the end of June 2017.
9.3. Jon Allen challenged as to when the twenty-one unvalidated actions
referenced within page 5 of the report would be addressed. Julie Dawes suggested
these would be resolved within eight weeks but agreed that a confirmed date would
be provided.
Action:
Acting Director of Nursing and AHPs to confirm date for
completion of unvalidated actions on CQC September 2016 action
plan
Date:
25.05.2017
9.4. Julie Dawes confirmed that an interim report had been received from Grant
Thornton and Niche on 24.04.2017 in respect of phase 2 assurance of the Mazars
plan; feedback was broadly positive but had indicated there was further work
required in respect of the quality of serious investigation reports.
9.5. Jon Allen drew members’ attention to page 9 of the report and queried
whether some red actions on the Mazars plan were required to remain marked as
red, given that the specific actions had been completed and the outstanding issues
to address were connected to performance. Sara Courtney agreed to consider the
presentation of these; Julie Dawes suggested that tracking of performance could be
via the Integrated Performance Report. Alan Yates recommended an update be
brought to the next meeting.
Action:
Acting Director of Nursing and AHPs to review red actions in
Mazars action plan
Date:
25.05.2017
9.6. Trevor Spires queried the delay in respect of Trust Action 7.4 on the January
2016 CQC plan and challenged as to whether the issue had been given sufficient
priority. Sara Courtney stated that that the delay was connected to the need for an elearning package to be created which required the involvement of external parties; it
was acknowledged that the original target date for completion may have been
optimistic.
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9.7.
The Board took assurance from the report.
10.
Staff Survey Report
10.1. The Board received a report summarising the 2016 National Staff Survey
results, highlighting changes from the 2015 scores and comparison with benchmark
groups, as well as outlining key actions for improvement at organisational level.
10.2. Paul Streat summarised the key points from the report, advising that 2016
results were broadly stable in comparison to 2015 but indicated an improving
position in some areas; results were comparatively consistent within clinical functions
but there had been some deterioration within corporate services. The Board noted
that the Trust fell behind its peers in scores connected to health and wellbeing, and
harassment and abuse; the issues and best means of response would be discussed
at the next Staff Engagement Group meeting. Alan Yates highlighted that the results
from the staff survey had been considered in more detail by the Strategic Workforce
Committee on 10.04.2017.
10.3. The Board noted the report.
11.
Clinical Services Strategy
11.1. The Board received a report setting out the current position and next steps in
respect of the Trust’s Clinical Services Strategy following the Board seminar session
held on 28.02.2017.
11.2. Paul Streat presented the report, advising that the report sought to capture
the position of the Board following the publication of the Mental Health and Learning
Disabilities Statement of Strategic Direction, and Review of MCP Model of Care,
during March 2017.
11.3. In discussion of the position statement comments were provided as follows:

Malcolm Berryman drew members’ attention to section 2.3 of the report and
recommended a specific workstream in relation to ensuring appropriate skills,
capacity and capabilities.

In regards to the stated aim ‘we will set up the programme required to deliver
the transformation’, Malcolm Berryman recommended there be a focus on
delivery of an action plan and quick wins.
11.4. Paul Streat confirmed that the wording of the statement would be amended to
capture the points raised.
11.5. Malcolm Berryman noted the preference to avoid a transaction route, as
referenced within section 4.3 of the report, and felt it would be helpful to understand
the intentions of NHS Improvement before the Trust’s position was confirmed. Alan
Yates supported the point raised and confirmed that discussion with NHS
Improvement had commenced with further details awaited.
11.6. Paul Streat outlined that the approach to taking forward next steps was
dependent upon resource, particularly in regards to implementation of a quality
improvement methodology; dialogue with NHS Improvement was ongoing in this
regard and a visit to East London NHS Foundation Trust had also been arranged.
The Board noted that the development of a quality improvement methodology would
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be a long-term commitment and would require a different way of working. The need
to balance the Trust’s understanding of the resource position against the pace that
deliverables could be achieved was additionally highlighted.
11.7. The Board agreed the recommendation as set out in the report, subject to
amendments to be made to the position statement within section 2, as raised in
discussion.
Action:
Director of Corporate Governance to amend section 2 of Clinical
Services Strategy report presented to Trust Board on 25.04.2017
to reflect comments raised in discussion.
Date:
25.05.2017
12.
Health & Safety Arrangements
12.1. The Board received a report confirming the arrangements put in place for
health and safety across the Trust and presenting an initial draft of the 2017/18 work
plan.
12.2. Paula Anderson presented the report which provided a stock-take of the last
six months’ work and a plan for forthcoming year; within the past six months new
policies and procedures had been developed, additional resource brought in and
changes made to reporting lines. The Board noted that the Quarter four Health and
Safety report would be presented to the Quality & Safety Committee following review
by the Health & Safety Forum; an annual report would subsequently be presented to
Board in the summer of 2017.
12.3. Jon Allen commended Paula Anderson and the Health and Safety team for
the clarity of the report and work undertaken.
12.4. The Board took assurance from the arrangements put in place for health and
safety and approved the 2017/18 work plan.
13.
Board Assurance Framework and Risk Register Report
13.1. The Board received the Board Assurance Framework (BAF) and Risk
Register Report, providing detail of significant changes, reviews and progress made
regarding strategic risks and other risks reportable to the Board.
13.2. Paul Streat presented the Risk Register Report, highlighting that all risks were
reviewed by the Executive on a monthly basis. The Board noted that significant work
had been undertaken in respect of Risk ID 912 (relating to the Multi Agency
Safeguarding Hub) and that the Executive had subsequently agreed to revise the
risk score; the quality and finance risks in connection to out-of-area beds within Adult
Mental Health had also been separated out. Two new risks scoring over 15 had been
added to the risk register during February and March; the Executive had considered
both scores to be disproportionate and had asked the respective teams to review
these further. It was additionally highlighted that a number of concerns had been
raised regarding the provision of food across the Trust.
13.3. Jon Allen drew members’ attention to section 2.4 of the report and queried
whether the risk relating to NICE compliance should be included on the BAF rather
than the risk register given its strategic impact across the organisation. Lesley
Stevens confirmed that the risk was also included within strategic risk SR10 on the
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BAF; specific actions were being taken to reduce the short-term risk. Paul Streat
agreed to confirm that scoring across both documents was consistent.
Action:
Director of Corporate Governance to review scoring on NICE
compliance within BAF and Risk Register for consistency
Date:
26.05.2017
13.4. In summary of the Board Assurance Framework, Paul Streat reported that
strategic risks SR4, SR6 and SR7 had increased in score; SR7 was linked to the
need for Board continuity plans and was considered to be a short-term increase. The
Board noted that the BAF would be updated during the next two months to reflect the
2017/18 strategic objectives, to remove some duplication and to refine the number of
key controls. Trevor Spires highlighted that discussion had been held at Service
Performance & Transformation Committee on 24.04.2017 regarding the BAF and the
effectiveness of the process for individual Committees owning strategic risks.
13.5. The Board noted the Board Assurance Framework and Risk Register Report.
14.
Going Concern Basis Declaration
14.1. The Board received a report seeking agreement about the appropriateness of
the Trust preparing the 2016/17 annual accounts on a going concern basis.
14.2. The Board noted the contents of the report, and approved the policy wording
and recommendation that the 2016/17 accounts were prepared on a going concern
basis.
15.
Review of Constitution
15.1. The Board received a report presenting a review of the Trust’s Constitution for
approval.
15.2. Paul Streat introduced the report, highlighting that a further review of the
Constitution would be undertaken in the summer of 2017 to reflect anticipated
changes to the Trust’s portfolio of services; the majority of the changes presented
within the report were limited to housekeeping changes.
15.3. Anna Williams confirmed that a consultation process on the proposed
changes had been undertaken with Board members and Governors prior to
circulation of the report. Advice and support had also been received from Bevan
Brittan. Section 27.6 of the Constitution had been circulated to Board members
separately prior to the meeting, without tracked changes, to enable ease of reading.
Anna Williams drew members’ attention to the key areas proposed for change, as
per section 3.2 of the report, and additionally highlighted a proposal to revert back to
the original wording in respect of section 14.2.3, as the previous intention to simplify
the wording could potentially result in a higher turnover of Appointed Governors. It
was noted that the proposed changes also required approval from the Council of
Governors on 25.04.2017 in order to take effect.
15.4. With regards the wording at 27.6.5.4, Trevor Spires queried whether the
definition of maximum time a non-executive director could serve was contained
within the Constitution. It was agreed that Anna Williams would take the matter away
and provide confirmation.
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Action:
Company Secretary and Head of Corporate Governance to
confirm definition of ‘maximum time a non-executive director may
serve’
Date:
25.05.2017
15.5. The Board approved the proposed amendments to the Trust’s Constitution,
noting that the changes also required approval by the Council of Governors in order
to take effect.
Post-meeting note: In consideration of the proposed changes at the Council of
Governors’ meeting on 25.04.2017 a number of cross-referencing inaccuracies were
highlighted; these were amended prior to issue of the Constitution.
16.
Review of Codes of Conduct
16.1. The Board received a report setting out a recommendation on a revision to
the Code of Conduct for Directors and Governors.
16.2. Paul Streat presented the report, highlighting that it was proposed to provide
separate codes of conduct for Directors and for Governors; the content of the codes
was consistent. Both codes had been shared with members of the Board and the
Council of Governors in advance of the meeting for comment; however ultimately the
decision for both codes was the responsibility of the Board.
16.3. Julie Dawes queried whether there was any merit in reflecting the professional
code of conduct for clinical directors within the documents. The Board agreed that
the matter would be given further consideration and resolved, noting that any
subsequent enhancement to this effect would not invalidate the decision at the
meeting.
16.4. The Board:
-
Approved the Code of Conduct for Directors; and
-
Approved the Code of Conduct for Governors.
Action:
Director of Corporate Governance to consider inclusion of
professional code of conduct for clinical directors within Codes of
Conduct
Date:
25.05.2017
17.
Corporate Governance Report
17.1. The Board received and noted the Corporate Governance Report.
18.
Reporting from Board Committees
18.1. The Board received and noted an update on items agreed for escalation from
Board Committees and minutes of Committee meetings that had been approved.
18.2. Malcolm Berryman provided an oral update on the Service Performance &
Transformation Committee meeting held on 24.04.2017, highlighting that in addition
to the topics raised during the course of the Board meeting, the development of the
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Integrated Performance Report and specific issues raised by the report had been the
main focus of discussion. A presentation by Gethin Hughes on the CQC Responsive
Domain reporting had also been considered, with agreement reached that other
domains should also be reviewed in due course via the relevant Committee.
19.
Any Other Business
19.1. There was no other business reported.
20.
Questions from the Public
20.1. Alan Yates invited questions from members of the public on items taken at the
meeting.
20.2. Geoff Hill, member of the public, expressed concern regarding the control
gaps existing within strategic risk SR10 related to epilepsy training and competency
in place, diabetes training, dementia awareness training compliance and clinical
supervision policy compliance, stating that there had been no improvement in figures
since November. The change in definitions for assurance strength from ‘weak’ to
‘partial assurance’ was also questioned. Alan Yates agreed the issues raised would
be explored and a response would be provided.
Action:
Director of Corporate Governance to provide a response on the
issues raised regarding SR10 of the Board Assurance Framework
Date:
25.05.2017
20.3. Peter Bell, Public Governor, referenced the Clinical Services Strategy and
queried how the intended future strategic direction for the Trust may impact on risk,
particularly financial risk, given the challenges associated with staffing recruitment
and retention, and agency spend, within mental health and learning disability
services. Alan Yates reiterated the point highlighted by Trevor Spires earlier in the
meeting regarding discussions currently being held by non-statutory bodies and the
Trust’s retention of responsibility, and confirmed the Trust’s commitment to
stewardship of services through the transition.
20.4. Geoff Hill queried the level of intention to improve the Trust’s Complaints
Policy, commenting on the lack of implementation of recommendations made in a
report by John Dale and arising from the Francis Report. Alan Yates requested that
Geoff provide a note on the variances for consideration.
20.5. Geoff Hill questioned why the Family Liaison Officer reported into the Head of
Legal and Insurance Services, as he felt there was a need for the role to show
independence; he queried whether the role should therefore sit under the same
director as the Freedom to Speak Up Guardian. Julie Dawes outlined the rationale
for reporting lines, providing assurance that the Family Liaison Officer worked closely
with the Freedom to Speak Up Guardian as required. She reported that generally
feedback from families on the Family Liaison Officer to date had been positive. Geoff
Hill asked whether the position could be reviewed; Julie Dawes advised the matter
could be given some thought.
Action:
Chief Executive Officer to consider reporting arrangements for the
Family Liaison Officer role
Date:
25.05.2017
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20.6. Peter Bell highlighted that he was pleased to see the progress within the
Health and Safety report in respect of the recommendations arising from the Holder
review, and queried whether all works in respect of ligature had now been
completed, or would be in the near future. Paula Anderson advised that there were a
number of schemes ongoing; she noted the requirement for the Trust to plan and
procure these properly. She reported that schemes were currently ongoing in
Elmleigh, Parklands, Leigh House and Bluebird. Paula Anderson confirmed that
capital had been set aside as part of the 2017/18 programme; the Trust’s Ligature
Management Group supported the work to prioritise these on a risk-led basis. Peter
Bell noted the importance of seeing an end date for these works. Paula Anderson
confirmed that where works were identified these would be completed in line with
plan; she noted that when new works came up these would be prioritised
accordingly.
20.7. Scottie Gregory, member of the public, noted that whilst she had previously
been critical of the lack of challenge provided by the Trust’s non-executive directors,
she felt there had been good challenge during the meeting.
21.
Close
21.1. The Board resolved to exclude members of the public in accordance with
Paragraph 31.1 of the Trust’s Constitution on the basis that publicity would be
prejudicial to the public interest by reason of the confidential nature of the business
to be transacted.
21.2. Alan Yates closed the meeting to the public at 12:33.
Certified as a true record of the meeting
………………………………………………………….
Interim Chair – Alan Yates
………………………………………………………….
Date
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