TITLE: Executive Directors’ Report
MEETING: NHS Haringey Board Meeting
20th May 2009
Please find attached the May Executive Report. The purpose of the report is
to bring the Board up to date with key issues or areas of work that at this
moment do not merit fuller Board discussion.
ACTION: For information.
LEAD OFFICER: Executive Directors Report
Executive Directors’ Report
This report updates the Board on issues that Executive Directors would like to
bring to members’ attention but do not warrant a separate paper.
New Ways of Working for 2009/10
Over the next two years our focus will be driving our community
modernisation agenda in Haringey, creating flourishing neighbourhood
networks and health centres, enabling greater integration with partners who
share the similar agenda and building a vibrant approach to public
involvement. We will want to actively reduce our reliance on secondary
healthcare services by community services targeting support earlier, reducing
unnecessary duplication, streamlining services, making access simpler and
promoting personal responsibility.
The PCT is therefore evolving in order to deliver this challenging agenda
efficiently and effectively. To ensure greater critical mass, capacity and
flexibility it is important to consolidate staff under fewer Directorates.
Most NHS Haringey staff will work for either the Deputy
CEO/Commissioning Director East or Director of Commissioning
Programme management skills need to be developed to promote a matrix
approach and staff objective setting and appraisals/performance will involve
more than 1 Director.
The public health team, whilst being professionally accountable to the DPH,
will ‘sit’ in either the East or the West Commissioning teams and report to the
East or West Commissioning Director for specific programme areas.
Staff should be located in their locality teams.
Some staff in locality teams may carry responsibilities across Haringey eg
children’s commissioning, but will ‘sit’ in the locality with the closest fit to the
focus of their work.
The directorial responsibilities under the new structure will be as follows:
Deputy CEO/Director of Commissioning East – responsible for
commissioning all services in East of Borough spanning the south east and
north east collaboratives, including primary care, neighbourhood health
centres, acute interface, community services, voluntary services, LA
commissioned services and partnership agreements, social marketing. This
post also has corporate lead for children’s commissioning (including children’s
safeguarding), overall strategic planning e.g. Commissioning Plan, Operating
plan, organisational development, training and development etc.
The Deputy CEO role will be filled on an interim basis by Penny Thompson
and the Director of Commissioning East role will be filled on an interim basis
by Keith Edmunds. This combined post will be advertised in due course.
Director of Commissioning West – responsible for commissioning all
services in West of Borough spanning the west and central collaboratives
including primary care, neighbourhood health centres, acute interface,
community services, voluntary services, LA Commissioned services and
partnership agreements. This post also has corporate lead for adult services
commissioning (including adult safeguarding) IT, Estates and Facilities.
This post will be filled by James Slater.
Joint Director of Public Health – corporate responsibility for health need
assessment, evidence based intervention, independent treatments,
emergency planning and flu pandemic planning, facilitating strong links with
Haringey Council departments relating to well being, health promotion and
urban planning. This post is pivotal to the success of the Directors responsible
for East and West commissioning above providing the framework from which
all services are commissioned and evaluated.
This post will be filled by Eugenia Cronin.
Corporate Director – responsible for ensuring professional standards are
achieved and maintained, robust assurance systems, organisational
governance and business continuity. This post is also responsible for
managing tendering and decommissioning processes and co-ordinating
investigations when required.
This is a new post which will be advertised shortly.
Medical Director – responsible for ensuring primary care performance
achieves required standards and takes remedial action when required.
This post will be filled by Sadru Kheraj.
Director of Finance – responsible for financial planning, monitoring and
management and forecasting and corporate lead for ALE alongside Corporate
Director. This post will hold the NCL acute agency to account for performance
delivery. This post carries statutory duties.
This post will be filled by Harry Turner.
Associate Director of Performance Improvement – responsible for
driving a performance improvement culture and attainment of key targets.
Also corporate responsibility for ensuring progress on WCC trajectory.
This post will be filled by Stephen Deitch.
Associate Director of Stakeholder Engagement, Communications and
media management – responsible for developing and implementing a
corporate engagement strategy across Haringey developing key messages
and ensuring local people influence decision making. Corporate lead for
formal consultation, complaints and suggestions, FOI and interpreting
services. This post is pivotal to the success of the Directors responsible for
East and West commissioning above providing the framework for
This post will be filled on an interim basis by Nick Samuels but will be
advertised in due course.
Lead Director - Tracey Baldwin
Deprivation of Liberty Safeguards
The introduction of the process to manage possible DoLS referrals appears to
be going well, so far only minor issues have been encountered. The central
office housed by LBH is fully staffed and functioning fine. Since 1st April 9
requests have been received for standard authorisation 5 within Haringey and
4 for Haringey residents placed out of borough, of which 1 has been granted
and 1 declined--the rest are still in the assessment process. There have been
6 urgent authorisations granted by different managing authorities on
Haringey residents, which means that of the 9 being processed 6 residents
already have urgent or temporary permissions in place. London wide the
requests range from 0 to the max of 32 in Barnet.
Four areas rated as moderate risk have been added to the risk register due to
the potential unknown quantity and type of referrals and the fact that this is a
statutory duty, controls are in place to manage the risks and the expectation
is that these will be rapidly downgraded to minor as the system becomes
embedded. Part of developing the partnership agreement to cover the joint
office will explore the creation of a joint risk register and some clarification
about whether honorary contracts are needed for staff to carry out
assessments on behalf of a partner organisation is still being sought.
Lead Director – Keith Edmunds