Transformation Committee
Minutes of the Trust Board Sub-Committee held on Wednesday, 20th August 2014
West Herts Meeting Room, Watford Hospital
Mahdi Hasan – Trust Chair
Samantha Jones - Chief Executive (SGJ)
Matt Burnam – Shadowing Samantha Jones
Phil Townsend - Non-Executive Director (PT)
John Brougham – Non-Executive Director (JB)
Clare Stafford - Director of Operational Finance and Efficiency (CS)
Antony Tiernan - Director of Corporate Affairs & Communications (AT)
Sara Coles – Interim Director of Transformation (SC)
Jackie Ardley – Director of Governance (JA)
Anne Robson – Interim Director of Workforce (AR)
Don Richards - Chief Financial Officer (DR)
Ginny Edwards – Non-Executive Director (GE)
Paul Da Gama - Director of Human Resources
Sally Tucker – Deputy Transformation Director (ST)
Simon Wade – Interim Head of PMO (SW)
Tracey Carter - Chief Nurse (Director of Infection, Prevention and
Control (TC)
Charles Allan - Interim Director of Commissioning & Strategy, Herts (CA)
Geoff Brown - Chief Executive, Healthwatch (GB)
Dr Mike van der Watt - Medical Director (MvdW)
Lisa Emery – Chief Information Officer (LE)
Nicola Bell, Accountable Officer, Herts Valleys CCG (NB)
Jill Balen - Patients’ Panel Representative (JB)
Lesley Headland – Staff Side Representative (LH)
Jonathan Rennison – Non-Executive Director (JR)
Stephen Hay – Non-Executive Director (SH)
Kevin Howell – Director of Facilities & Estates (KH)
Minutes approved Date: ___________________
Signature of Chairman: ___________________
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02/01 Chairman’s Introduction
Mahdi Hasan (MH) introduced the meeting and welcomed
all attendees to the second meeting of the Transformation
02/02 Apologies for absence
As recorded on cover sheet.
02/03 Declarations of Interest
No declarations of interest were received.
02/04 Minutes of the Last Meeting
The notes of the previous meeting were agreed with no
02/05 Action Log
It was reported by AT that action 01/06 was still being
The TDA (Trust Development Authority) have been invited
to attend the committee but have declined this invitation.
All other remaining actions are considered to be up-to-date
Transformation Programme Committee Papers
02/06 Terms of reference
MH – Confirmed that meeting frequency has been changed
from monthly to bi-monthly.
SC – Terms of Reference, Interim Director of Governance
to be added to membership.
MH – confirmed terms of reference were agreed in
principle but that membership of the committee would be
reviewed over time.
02/07 Transformation Programme Update
SC – Introduced paper as a brief update on progress to the
overarching approach to transformation and opened to
JB – Enquired about point relating to “Recruitment Issues further recruitment on hold until outcome of discussions
with David Flory is clear”.
DR – Confirmed that essential roles for transformation
have been agreed and recruited to. Further recruitment
would be “at risk” until TDA funding is agreed. A meeting
with David Flory is scheduled for 1st September where this
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would be further discussed.
MH – stated that progress with the Transformation
programme must continue until the TDA decision regarding
funding is made.
SGJ – Confirmed that TDA decision would not prevent
Transformation from continuing. The TDA are working to
achieve a shared view of transformation, finance and long
term sustainability. David Flory had requested that the
Transformation plan be developed and is aligned with the
Trust approach.
02/08 The Transformation Delivery Plan 2014/15
SC – Introduced the Transformation Delivery Plan 2014/15
to the committee. It was noted the next stage was to
progress on the formation of detailed action plans and
develop a communications strategy. SC then opened to
DR – Asked if KPIs (Key Performance Indicators) should
be included in the plan.
SC – Responded by outlining that the plan will also be
public facing and that KPIs/metrics may be confusing. The
programme will work with each Executive Director lead to
ensure metrics are agreed and incorporated into detailed
action plans for which they will be held to account.
JB – Asked how the plan had been designed and put
SC – Responded that the plan had the considerable
engagement of the Executive team and others to ensure a
clear approach to delivery.
SGJ – Outlined that the all transformation priorities are
included in the plan and if not listed then would not be seen
as a priority for organisational delivery.
GE – Asked 4 questions. Have the milestones had a
consistent approach to development? How are the pillars
constructed with the “plan on page” diagram? How will pop
up (unexpected events) be dealt with? How will the plan be
SC – responded that milestones had been developed by
the Executive and that they have been reviewed, although
the approach would be unique to each programme.
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SGJ – Confirmed the Pillars were designed against
Keogh/CQC principals and based on best practice. Pop up
events despite not planned for would be addressed
through an agreed approach at the time. If this impacted on
deliverability of transformation then this would be agreed
through prioritisation.
SC - Confirmed monitoring of the programme would be
done through a Programme Management Office (PMO).
MH – Commented the plan does not deliver the ideal end
state but is part of transformation continuous evolution
process. Asked that the Executive begin to think about
priorities for 2015/16 as quickly as possible to avoid
slipping behind and that the committee will be held to
account for delivery by the public. Skeleton plan for
2015/16 priorities to come to next Transformation
SGJ – Stated the amount of work within the current plan
should not be underestimated along with the required pace
of change. The 2015/16 planning would have good
foundations to build from (Strategic review and
continuation from the current plan).
MH – Asked that the process for 2015/16 planning should
be sketched out so that the requirements could be
understood as soon as possible.
PT – Asked it the priority actions within the plan were in
order of importance and if the BAF risks (Board Assurance
Framework) was aligned to programme.
SC – Responded that priority actions were not in order of
AT – The Board Assurance Framework (BAF) was being
developed and that the programme would be aligned.
MH – Asked that if there was a change to the plan then this
be highlighted to the Committee and Board (and they are
included in agreeing change).
SGJ – confirmed this and emphasised the need for the
process to be open and transparent.
All – Agreed the plan had considerable amount of work and
was clearly presented, setting the requirements for year
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20th Oct
one of the five year plan. The plan has been agreed for
MH – Closed the discussion by thanking all for the hard
work in developing the plan. The plan will need final checks
before issue to the wider Trust and public.
02/09 Efficiency Programme Update
CS – Introduced the Efficiency update by stating that the
Trust needed to improve its approach to CiPs (Cost
Improvement Programmes) and that stronger evidence and
planning was needed to support delivery. Audits have
shown that good process does exist but was not
embedded; this also highlighted a gap in capacity and
capability to deliver. Audits also recommended that
advisory support should be used to support CiP
development. Ernst and Young (E&Y) have been
appointed to support this work.
SGJ – Asked why the Transformation Programme did not
also have a progress monthly update (tracking current
programme delivery)?
CS – Responded this was due to resource and readiness
and that both programmes would be presented to the
committee in future.
CS – Further work is required to show the detailed
numbers on current Efficiency progress and these were
due to be presented to the Finance Committee in the first
CS – A single PMO approach to Transformation and
Efficiency has been agreed, with 2 programme managers
overseeing both programmes reporting to the Head of
PMO who retains oversight of both programmes.
JB – Asked if this approach had been agreed by the TLEC
(Trust Leadership and Executive Committee).
CS – Responded that the TLEC and Executive Meetings
have agreed this approach.
SGJ – Both Transformation and Efficiency programmes
required equal support and have full executive support.
MH – Asked
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CS – Responded that the Head of PMO would have
visibility of conflicting programme priorities.
SGJ – Stated the programme needed to be designed with
accountability at all levels.
DR – Agreed that clear accountability for delivery should
be embedded.
MH – Reporting for the programme should be “Smart” and
done once with good communication critical.
MH - Closed the discusson
Items for Further Assurance
02/10 Any Other Business
PT - Asked for clarification on membership of the
committee to prevent it being too large which could affect
decision making in the future.
All – Membership will be kept under review.
MH - Conveyed his gratitude to Sara Coles for leading the
Transformation Programme.
No further items were discussed.
01/16 Date of Next Meeting
The next meeting is to be held on Wednesday 20th October
2014 3.30pm to 5.00 pm in the Clinical Skills Room –
Watford Hospital.
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