CENTRAL AND NORTH WEST LONDON NHS FOUNDATION TRUST
BOARD OF DIRECTORS 10 DECEMBER 2008
CHIEF EXECUTIVE’S REPORT
1. Gambling Addiction
The Board is aware that the formal launch of the Trust’s gambling addiction service
took place on the 25 November 08. Media coverage was wide-spread and largely
very positive. It is the first NHS gambling addiction service in the UK and we should
expect continued interest. Currently the service is being piloted, has approximately
40 patients and is the subject of a research project jointly with Imperial.
2. Care Quality Commission
The Care Quality Commission (CQC) is currently consulting on its enforcement policy
and is also giving information to Trusts on how to apply for licenses to operate.
The CQC comes in to force on the 1st April 09 and replaces the Health Care
Commission, Mental Health Act Commission and the Commission for Social Care
Inspection. Baroness Young is the Chair and Cynthia Bowers the Chief Executive.
They are still putting their Board and senior team together.
From 09/10 Trusts will need to demonstrate compliance with standards on health
acquired infections in order to gain a license to operate. We are currently in the
process of understanding what this means for CNWL to ensure that we gain our
license as required.
The CQC’s enforcement policy is available at:
The attached handout at (Appendix A) gives information on the key enforcement
issues and it is worth particularly noting what the powers of the CQC will be (page 1
of the handout). We are currently working to ensure that we fully understand what is
required of the Trust to ensure that we achieve compliance with the standards set by
this regulator. Appendix B gives a very brief overview of the main functions of the
CQC for information. It is proposed that the Board has a full discussion/presentation
on the CQC in the early part of 09 when there is greater clarity on the organisation
and how they will operate in reality.
3. Chief Operating Officer
The post of the Chief Operating Officer (COO) was interviewed for and not recruited
to on 21 November. There was only one shortlisted candidate and on the day they
were not felt to be sufficiently experienced to bring the added value to the Board that
We need to review our plans in light of this disappointing outcome. It is evident that
there is a real shortage of talent in the NHS at this level and as such we will need to
review our approach both to the post and to recruitment. At the same time we were
recruiting to our COO post several other trusts were also doing the same without a
great deal of success. This may be an issue the Board would wish to discuss.
4. Jade Programme Update
The Jade implementation programme is running to plan and is within budget.
On Monday 1st December 2008 at 1000hrs, the AOCD Service achieved “Go Live”
status and, as of the date of this report, up to 250 trained users at AOCD have been
operating on the JADE Production system for three working days at the time of
writing this report.
A central “Command Centre and “Go Live Help Desk” has been established to
manage this stage of the project, and five “Floorwalkers” from the JADE Support
Team and the Training Department are working with the AOCD teams at each site.
Feedback to date is positive across the AOCD Service and there is also a positive
approach to user adoption in working with the new system. This is a reflection on the
efforts made by the Training team, the Data Migration team, and the IT team in
bringing the Service to a suitable state of readiness for the Service to “Go Live”.
The Command Centre will operate for a period of ten working days and the AOCD
users will then be handed over to the JADE Support Team.
The focus of the programme will move towards the ePEX Services going forward.
Work is already ongoing in the preparatory work required. The Programme Board
has actively engaged the Service Leads, and there are a number of key work
streams in progress with Westminster Adult, for example, including Care Processes,
IT Skills training, and both assessment and installation of IT requirements.
There were many characteristics of the AOCD stage of the project that required
special attention throughout. Early indications are that the focus has achieved the
high standard required for successful adoption and operation of JADE in AOCD.