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Report of Inaugural Meeting held on Friday, 11 February
2005 at 1400 hrs in the Conference Room at Caithness General Hospital,
Wick.
PRESENT:
David Alston, Joint Chairman
George Bruce, Joint Chairman
Dr Iain Johnston, Clinical Director
Sheena Craig, General Manager
Pauline Craw, Assistant General Manager
David Flear, Area Convenor
Georgia Haire, Assistant General Manager
Mr Paul Fisher, Lead Clinician
Dr Russell Lees, Cons Obstetrician/Gynaecologist
Dr John MacLeod, Cons Anaesthetist
Gill Keel, Head of Public Involvement Cameron Stark, Cons in Public Health
Noelle O’Neill, Clinical Effectiveness Co-ordinator
Bill Fernie, Councillor
Sandra McInnes, Comm Nurse/Midwife, Sutherland
Aelex Miller, North Action Group
Helen Bryers, Senior Midwife
Alan Miller, Scottish Ambulance Service
Carol Buxton, Caithness & Sutherland Enterprise
Pam McBeath, Comm Midwife, Caithness
Fiona Murdoch, Staff Midwife
APOLOGIES:
Dr Alison Graham, Medical Director Nigel Hobson, Associate Director of
Nursing
Joanne MacNicol, Acting Nurse Manager
In Attendance: Alison Sinclair, Personal Assistant
Action
1. Welcome and Introductions
David Alston welcomed everyone to the meeting. He advised that after
discussion with George Bruce, they would be chairing the meetings
alternatively with David starting today. Introductions were made around
the table.
2. Working Together
David asked that everyone involved in the next stages of work be open and
honest, and that everyone involved should feel able to contribute freely.
The Action Team has to go through the process to reach its conclusions and
recommendations. It was stated that all members of the Action Team need to
work together to get the required information, however, individual Team
members do not have to commit themselves to support the final
outcomes.Gill Keel then proceeded to give a quick summary of the
principles as detailed in the Project Initiation Document (PID), as
follows· Agree to work to the list of principles· Value each others
contributions· Not to be hidden from the public, they must always feel
they know what is going on· Share openly any expertise· Respect for each
other· Ensuring systems are in place for clarity and advice· Promoting
good communication to the wider local communities. The consensus was that
the principles were very clear and precise. If anyone had any matters or
concerns to bring them up with the Joint Chairmen or the Project Manager
when in post.Iain Johnston (IJ) asked DA for a definition of “corporate
responsibility for the delivery of this” as not everyone may have an
understanding of this terminology (under section 4 – “Principles against
which the project will be measured” (page 4). DA agreed that a definition
would be helpful and stated that “corporacy” is about the Action Team
having shared ownership of the process and taking joint responsibility for
the outputs. Again it relates to the spirit of honesty and openness that
should be adopted through the process, and about valuing each others
contributions even when opinions differ.
3. The Role and Remit of the Maternity Action Team
The Chairman asked Gill to outline re the Board’s Objective for the
Maternity Action Team and what the decision making process would be.· Gill
advised that Section 2 of the Project Initiation Document was lifted from
the Highland NHS Board papers (December 2004). The Objective is to develop
a work plan which then can be taken to the North Highland Community Health
Partnership who will then take their conclusions and recommendations to
the NHS Board. The four stated decision making criteria of the NHS
Highland Board are detailed in the PID. The Action Team felt it would be
useful to attach the relevant NHS Board paper to the PID.§ David Flear
(DF) questioned whether an additional decision making criterion should be
added to the Objectives stated on Page 2 specifically an element of
“acceptability to the community”. However DA informed the Team that the
four objectives stated were those agreed by Highland NHS Board and,
therefore, it was the Team’s remit to work to these. However, it was
agreed that in working towards outcomes, the Action Team should have
regard to the acceptability of the proposed solution to the community, and
that this point would be included in the PID.· It was recognised that
there is a lot of work to be completed, and that the original timescale in
the PID may not be achievable. GK/NO’N
4. The Project Initiation Document
DA asked Gill Keel (GK) to talk through the PID. GK took the Action Team
through the document explaining the rationale and content of each section.
DA asked the Action Team for comments and emphasised that any concerns
relating to the PID should be highlighted.· Carol (CB) felt that the
process should be about developing the Caithness model, rather than its
implementation and DA agreed with this point.· DA asked the Action Team if
the outcomes of 7 tasks, as stated in section 3, were acceptable. This was
agreed. Tasks 5 and 7 (developing primary care/public health and resource
framework) would need to be fed into the process at a later stage ie. once
the clinical sub groups had reported. · The interdependency between tasks
was noted and the Action Team felt that one of the key roles of the
Project Manager would be to ensure systematic and regular cross-checking
between the streams of work and managing feedback from all the
sub-groups.· Of the 7 task sets, after discussion it was decided that
“Primary Care & Public Health” and “Resource Framework” would be taken on
board at a later date. Also that for the “Transport and Accommodation”
task that another group in NHS Highland are looking at the Scottish
Ambulance Service but locally we need to look at all the issues· Mr Fisher
informed the Action Team that recruitment to a CGH General Surgeon vacancy
is in progress. The Job Description does not include Obstetrics as it may
be unrealistic to expect candidates to have this experience, and it is
vital to attract as much interest as possible, recognising that rural
posts are difficult to fill at the best of times. However, Paul stated
that at interview, they would explore the potential for involvement in
Obstetric/Gynaecology emergency care. The Action Team agreed with the aim
of stabilising the surgical service as an immediate priority.· The
potential input from GPs into maternity services was discussed briefly,
but Iain Johnston indicated strongly that there would be minimal interest
from local GPs at present.· David Flear asked why the Project Initiation
Document did not refer to the Socio Economic impact report. After
discussion it was agreed that this is implicit in the PID. Gill stated
that the objective for the Action Team was to explore the many clinical
and professional factors which will ultimately shape the possibilities for
a Caithness service. The CHP and NHS Board will then consider the Action
Team’s recommendations in context of the wider community impacts.·
Amendments to the Project Initiation Document as follows:· Section 3,
outcomes – add reference to community acceptability· Section 5, para 1 -
insert clinical services and staff· Section 5 - add reference to
Recruitment and Retention · Section 5 1– change ”new service” to outline
model · Section 5 6 –add reference to additional support, and costs of
accommodation· Membership – It was agreed to invite 2 reps from THC – 1
from Caithness, 1 from Sutherland (see note under sub groups) The Action
Team agreed to the Project Initiation Document subject to the above
amendments. GK / NO’N
5. The Project Manager + Job Description
The Action Team was informed by Sheena Craig (SC) that the interview for
this post is to be re-scheduled. Four individuals had expressed an
interest in the post. However, 2 withdrew their application and 1 was
unable to attend interview on the scheduled date. The Action Team felt
that the role of the project Manager is critical to the successful
implementation of this process and that it was essential to get the right
person. SC and PC will organise the re-scheduling of the interviews. If no
one is appointed to the post it will be put to external advert locally.The
Job description was agreed. SC/PC
6. Sub groups
The Action Team agreed it was essential to identify the membership and a
professional lead for each sub-group immediately. Other aspects to
consider for all of the sub-groups should be (a) the level of financial
support available to facilitate the direct involvement of local women, and
(b) the venue and timing of the meetings, balancing the different needs of
staff and local women/community members. The composition of each sub group
is considered below in the order they appear in the PID.The ideal number
for an effective sub group was agreed as approximately 8 to 10 members.
David Alston suggested that the two Chairmen would attend some of the
sub-group meetings, and would require to be kept informed of the work
plans and meetings of each sub group. David Flear stated that Cllr Alison
McGee had requested that Cllr Rita Finlayson be on the Action Team. This
was agreed - invitation to be sent by joint Chairmen.It was agreed to
invite representation from the locum Obstetric staff. It was also agreed
that those involved in either the core Action Team or any of the sub
groups would be authorised to arrange a substitute if unable to attend.
The tasks were grouped, and 4 sub groups agreed as follows:-· Sub-Group -
Midwifery Lead – Pauline Craw Pauline will be supported by Helen Bryers,
Midwifery Officer for NHS Highland. Membership - Midwives - Julie Munro,
Midwife Sister, CGH, Staff Midwife Fiona Murdoch, Comm Midwife Pam McBeath,
Comm Midwife Sandra McInnes. Two service users/potential service users to
be identified (see note below re development time).· Sub Group -
Obstetrics and GynaecologyLead – Dr Russell LeesAgreed to combine both
elements into one sub group.Membership – Russell to be the link with the
other Consultants based in Raigmore, and the locally based locum staff.
Locum staff will be involved directly. Staff Midwife Avril Andrew. Theatre
Staff. Two user/potential service users. It was suggested that when
meetings are held the agenda is split into the two specialities and run
sequentially.· Sub Group - CGH Clinical Departments and Specialties Lead –
Dr Iain JohnstonMembership - Mr Paul Fisher – General Surgeon. Dr John
MacLeod – Anaesthetist. Still to be identified - theatre staff, A & E
staff, Bignold Wing staff, Henderson Wing staff. Two user/potential
service users.· Sub Group - Social FactorsLead – Sandra McCaughey (CASE)Discussed
the Highland-wide work in progress on transport and non-clinical
accommodation, into which this sub-group will feed local issues.Membership
- Georgia Haire. Alan Miller (SAS). Social Worker (Bill Fernie to speak to
Bob Silverwood re nomination) plus 2 user representatives.The actions
identified under task sets 5 and 7 of the PID will be progressed through
the CHP once the sub groups have made sufficient progress. Cameron offered
Public Health support to each of the sub group. DA/GBSCAllPCDARIJSMcCBF
7. Action Planning
See attached Action Plan
8. Development Time
Lynn Marsland (LM), Head of Learning and Organisational Development, has
offered assistance with carrying out some work around supporting team
behaviours to ensure effective involvement of everyone who has a part to
play, and to keep the process constructive. LM has provided GK with dates
her team would be available. GK to provide these dates to Alison Sinclair
(AS). One of the aims of the development time would be to assist the women
in selecting who and how they become involved. It was agreed that there
would be 3 representatives on the Maternity Action Team from the Users
Group ie 1 from Maternity, 1 from Gynaecology, and 1 from an Ethnic
Minority community if possible. GK / LM
AOCB
Press Information
IJ asked clarification from the Chairman as to the Action Team’s position
in communicating with the Press. It was agreed that DA and GB jointly will
communicate with the Press on behalf of the Action Team. DA / GB
Date of Next Meeting
To be confirmed (but no later than) mid-March 2005. |