NHS South West Consultation Plan on the National NHS
Constitution consultation and the Trust Corporate Consultation
1.1 Directors agreed a corporate consultation protocol at their 19 August 2008
Directors meeting to provide a coherent approach to managing the
numerous requests to feed back to strategic partners on consultations and
other important documents.
1.2 The process is managed by the Foundation Trust Project team. This
provides assurance that the Trust has a robust system for analyses of
consultations which impact on the external facing market of which the
Trust operates within and carries out its business.
1.3 The NHS Constitution draft was also received at the above meeting for
Directors to consider and provide commentary back to Lucy Barling, the
Foundation Trust Project Officer before the end of September 2008.
1.4 The NHS Constitution is attached Appendix 1.
1.5 The NHS South West is leading a joint consultation on the NHS
Constitution and requires NHS Trusts to act upon guidance to ensure a
South West co-ordinated response; deadline to contribute 10 October
2.1 To appraise the Board of the NHS South West requirement for NHS
Trusts to contribute to the NHS South West Consultation Plan on the NHS
2.2 To alert the Board to the new Red Amber Green (RAG) rated Master Log
of Trust corporate consultation responses.
2.3 To highlight that the Trust’s new Master Log further captures and provides
an opportunity for analyses and participation in strategic partnership self
assessment templates, partnership agreements; surveys; and numerous
other important business documents that potentially affects the external
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3. Robust Governance and Accountability
3.1 The new Master Log and consultation handling protocol provides the
Board with assurance of the new governance arrangements for managing
high level strategic requests and ensuring the subsequent responses to
consultations are dealt with in a professional, consistent and timely
manner with full documented record capture 1.
3.2 To provide evidence to Monitor and other regulators that the Trust is
taking a corporate approach and strategic account of the external facing
market2 in the wider health economy and beyond.
3.3 These analyses and subsequent findings will feed into the development of
the Trust’s service development strategy for the next 5 years.
3.4 To provide evidence to the Board of the ongoing strategic partnership
work taking place with the external facing markets which the Trust is keen
to exploit in terms of creating synergies by working in partnership where
applicable and appropriate.3
3.5 To enable the Trust to put into place early mitigation plans for downside
business scenarios where any risk is identified by the market analyses
from other organisations’ strategic intent to encroach or compete for Trust
business. For example, a potential impact on strong competition for
organisations competing for current Trust contracts.
4. NHS South West
4.1 Sir Ian Carruthers OBE, Chief Executive4 of the NHS South West is the
National lead for advising NHS Trusts on best practice consultation. He
has written to all NHS Trusts regarding the NHS Constitution consultation.
4.2 This letter included a comprehensive plan setting out the proposed way
the South West Strategic Health Authority and NHS Trusts will consult
patients, public and other stakeholders on the NHS Constitution draft for
SWAST Corporate Objective 8 – reputation management
Monitor - Applying for NHS Foundation Trust Status – Guide for Applicants February 2007,
Section 4.2.1 highlights the need for Trusts to take into account minimum requirements of the
development of an IBP; includes market assessment at paragraph 4, 4th bullet point.
Crime and Disorder Act new duty upon relevant agencies to share de-personalised data for the
purposes of crime and disorder reduction. This duty was made law when the Police and Justice
Bill received Royal Assent on 8 November 2006
DH Changing for the Better – best practice guidance when undertaking major changes to the
NHS Services 9 May 2008 page 2 highlights Sir Ian Carruthers’ report on major service change,
published in Feb 2007
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4.3 There are some key activities for the Trust to take forward which will be
formulated into the Trust’s handling plan for reporting back to the NHS
5. Trust key activities include (not exhaustive):
Company Secretary Role
5.1 To ensure the Trust AGM agenda includes the NHS Constitution.
5.2 To ensure the Trust AGM includes copies of the NHS Constitution and
invites members of the public to debate and comment.
5.3 To advise the Chairman and Non Executive Directors of the three
stakeholder events being led by the SHA (dates tbc) and provide names of
those intending to attend.
5.4 To despatch a letter to all staff by the Chairman of the Trust to highlight
and encourage commentary about the NHS Constitution providing
reference to locating the full document.5
Chief Executive Role
5.5 To meet with, and advise all staff of the NHS Constitution and encourage
5.6 To exploit internal communications channels to highlight the NHS
Constitution to all staff.7
Head of Strategic Communication & PR Role
5.7 To create a consultation handling plan, including all other events and
communications to raise awareness of the consultation and report back to
Sir Ian Carruthers’ office on activity and events.
7.1 The Board are recommended to take assurance that the Master Log and
consultation protocol provides just one of many mechanisms for the Trust
to undertake external facing market analyses.
Achieved w/c 8 September 2008
Achieved staff meetings at Exeter and Dorset
Achieved weekly Chief Executive Bulletin September 2008
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7.2 For the Board to participate in the NHS South West stakeholder events
7.3 For the Board to forward comments to the FT Project Officer, Lucy Barling
at Trust HQ, Exeter regarding the NHS constitution and note the deadline
end of September 2008.
FT Progamme Lead
& Head of PR & Strategic Communication
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