Slides from the half day governance event held at action stations for Healthwatch Portsmouth

1. Welcome

2.  Zoe Gray (Chair) (CEO Learning Links )
 James Sandy (Community Engagement PCC)
 Steve Taylor(Project Officer) (PCC)
 Amy Drahota, Aging Network Facilitator, UoP
 Julie Perry, Learning Links
 Tony Horne ,Strategic Healthcare Projects,UoP

3. Aims/format of the morning :
 To begin to build the governance arrangements for
the new local Healthwatch Portsmouth……
Two part event :
 initially hearing from other organisations to get us
thinking about some of the issues and
 Asking you to help us with the design.

4.  NHS Organisational landscape post Health
and Social Care Act 2012:
 Its complicated !

7. Context: The big society Agenda aims:
 To unleash entrepreneurial spirit
 Give communities more power
 Encourage communities to take an active role
in their communities
 Transfer powers from central to local
government/open government
 Support cooperatives, mutuals‟ charities and
social enterprise.

8. Healthwatch: the new local consumer champion for health
and social care
 Comes into being from 1/4/13
 Seeking to involve patients /users/carers and the wider
public as stakeholders in in health and social care
 Working on a firm evidence base –gathering local views
on health and social care
 Engaging with the community and individuals
 Working with the NHS /LA and all interested others –to
improve care pathways.
 Inspection powers/rights to visit services to monitor
service delivery

9. Local Healthwatch (continued)
 Individual NHS complaints advocacy
 Signposting and advice to help make choices
in health and social care

10. Local Healthwatch is still emergent and lots of
unanswered questions e.g.:
 It‟s a membership body ..but what does this mean?
 How does it work with other organisations
 How does it prioritize a potentially huge agenda
 How does it really engage and involve the local
community

11.  How will we establish and appoint to the
permanent Board i.e. Chair /membership
/constitution etc.?
 What do we assume are members mandates/roles
responsibilities?
 Who /should we co opt to the Board ?(eg open
invites to relevant stakeholders/partners
 Should we establish sub committees /focus groups
etc?..etc?etc..?

13.  PDF is a local User Led non political
lobbying and campaigning group
recognised by Portsmouth City Council
and the Primary Care Trust amongst
many others as a Consultative Disability
Group.
 PDF Membership consists of individual
members, members nominated by
voluntary organisations, statutory
organisations (who have no voting
rights) and interested individuals.

14.  PDF is a legally constituted registered Charity,
with a Memorandum and Articles of
Association, including a set of standing
orders.
 PDF is also a Company Limited by Guarantee.
 PDF also have a non-legal status as a User
Led Organisation.

15.  Clarity of purpose and structure
 Commitment of individuals as
Trustees/Company Directors
 Recognition by others specifically in terms of
accessing funding
 The requirement to operate as a business,
professionally and appropriately.

16.  Reporting responsibilities to the Charity
Commission and Companies House
 Requirement to operate under all
employment, health and safety laws etc.
 The impact of government regulations
changes to working hours, holiday
requirements, pensions and redundancy.
 The Red Tape environment

17. PDF CORE STAFF
PDF PRINCIPLE
OFFICER
PDF TRUSTEE
PDF PROJECTS
BOARD
FRANK SORRELL
CENTRE

19. There are two fundamental premises for ULOs’ modelled
on Centres for Independent Living:
• that their work is underpinned by a social model of
disability perspective
• that the organisation’s constituents constitute the majority
of the governing and other decision making bodies.

20.  provides support to enable people to exercise choice
and control
 is a legally constituted organisation
 has a minimum of 75 per cent of the voting members on
the management board drawn from the organisation’s
constituency
 is able to demonstrate that the organisation’s
constituents are effectively supported to play a full and
active role in key decision-making
 has a clear management structure

21.  has robust and rigorous systems for running a sustainable
organisation (e.g. financial management/contingency
planning)
 is financially sustainable as there will be no ongoing central
government funding
 has paid employees, many of whom must reflect the
organisation’s constituency
 identifies the diverse needs of the local population and
contributes to meeting those needs
 is accountable to the organisation’s constituents and
represents their views at a local level


22.  supports the participation of its constituents in designing,
delivering and monitoring of the organisation’s services
 works with commissioners to improve commissioning
and procurement.

23.  Our Aim is to promote the
care, welfare, interest, education and
advancement of disabled people their
families and personal assistants and
their independence and inclusion
within the community of Portsmouth
and the surrounding areas.
 We work with service providers and
other disability organisations to
ensure that disabled people get the
same rights and facilities as everyone
else.

24.  We facilitate consultation with our members
 We work in partnership with Portsmouth City
Council and other Service Providers
 We provide and promote conferences on
disability
 We inform service providers of preferred
delivery of services
 We identify the lack of or gaps in services
 We advise on disability access issues

25.  We monitor services for good practice
 We identify key topics of interest to and
for our members in order to incorporate
into existing working groups or new
groups as required.
 We signpost individuals and organisations
to other relevant services/organisations

26.  At our fully accessible Frank Sorrell Centre, with a
conference room, two interview rooms, three
accessible toilets, accessible kitchen and ample car
park.
 PDF has been gifted these premises from the Frank
Sorrell Trust which in 1983 opened the building as
a Disabled Living Centre.
 PDF has had a very productive partnership with the
Trust as the way we use the building is in total
accord with their original aims, which is why the
building has been given to us.

28.  PDF manages the DIAL (Disability Information Line),
which is linked to the national DIAL network.
 PDF manages the Shopmobility Scheme running
from Arundel Street Portsmouth.
 PDF manages the Portsmouth Parent Voice
Coordinator, on behalf of a group of disability
organisations, as part of the Aiming High for
Disabled Children Agenda.
 PDF supports the Get Together group
which is a version of the Duke of Edinburgh
award for people with LDD.

30. Peter Mellor, Company Secretary
January 2013

31.  2012 adds to existing duties
 Duty to hold non-executive directors, individually
and collectively, to account for the performance of
the Board of Directors
 Duty to represent the interests of the members of
the Trust as a whole and the interests of the public
1/29/2013 Page 31

32.  Public, patient /carer, staff constituency
 14yrs age minimum
 Public meetings
 Vote
 Public Benefit Corporation
 Greater say in how services are provided
1/29/2013 Page 32

33.  One or more Directors to attend, when required, Council meeting for the purpose of
providing information about the Trust’s performance of its functions or the director’s
performance of their duties;
 ‘Significant transactions’ must be approved by Governors – description/definition of
significant transaction can be included in constitution;
 Council must approve intention to merge or acquire;
 Must decide whether the private patient work would significantly interfere with the
trust’s principal purpose;
 Governors must approve any proposed increase in private patient income of 5% or
more in any one financial year;
 Amendments to the constitution must be approved by the Council of Governors
 Approval needed by at least 50%
1/29/2013 Page 33

34.  A copy of the agenda of each meeting of the Trust
Board to be sent to the Council of Governors;
 After each meeting of the Trust Board, a copy of
the minutes must be sent to the Council of
Governors.
1/29/2013 Page 34

35.  To act in the best interests of the trust and to
adhere to its values and code of conduct;
 To hold the board of directors collectively to
account for performance and ensure that the
board of directors acts so that the trust does not
breach the terms of its authorisation;
 To regularly feed back information about the trust,
its vision and performance to the constituencies or
stakeholder organisations that either elected or
appointed them.
1/29/2013 Page 35

36.  At least half of the Board of Directors - Non -
Executives
 Non-Executive Directors to be member of public or
patient constituency
 Non-Executive Directors appoint/remove Chief
Executive
 Register of interests of directors
1/29/2013 Page 36

37.  Council of Governor meetings
 Joint meetings between governors and directors
 Subgroups
 Meeting organisation
1/29/2013 Page 37

38.  Appointment of Chair and NEDs
 Approval of appointment of CEO
 Approval of appointment of auditor
 Setting remuneration of Chair and NEDs
 Holding Board of Directors to account
 Communicating with members
1/29/2013 Page 38

40. • Registered charity that is governed separately to the university
• Regulated by the University AND the charity commission
• Funded by the University of Portsmouth (c935,000), commercial trading (c100,000) and
membership fees (c260,000)
• Managed by permanent staff and represented by student officers
• Governed by a Board of Trustees – 5 sabbaticals, 3 students, 3 externals, 1 university nominated
• Provides representation, sports, societies, student media, volunteering and a small amount of
trading activity
• Turnover of about £1.7M

41. Activity 2008/09 2010/11 2011/12
Athletic Union memberships 4,128 2,850 2,959
Athletic Union clubs 48 34 35
Societies memberships 3,178 3,767 3,503
Societies 68 90 90
Student media volunteers Not measured 1,121 (sign-ups) c250 contributors
Community volunteers Not measured 222 384
Community volunteer hours Not measured 4,056 4,991
RAG money raised Not known 26,031 73,000
Election turnout 2,657 4,122 5,027
Unique visits to UPSU.net during October Not known 28,798 44,447
Student satisfaction 64% N/A 76%

42. Our vision
“A positive impact with
every Portsmouth student”
Our values
Inclusivity Member Student Honesty Transparency Courage
focus leadership
Our strategic themes 2011 - 14
Innovation & The local Stakeholders Finance & Quality
growth community resources

43. • Student officers are the face and voice of the organisation
• Union services managed by permanent staff
• Political leadership = President
• Operational leadership = Chief Executive
• The Board of Trustees set strategy and provide the Chief Executive with work plan and
budget
• Students set policy via general meetings and student council
• The Board of Trustees is the most senior authority

44. The Trustees are ultimately accountable for everything that happens in the Union; they are responsible for
upholding the law and overseeing management. The democratic structures are responsible for setting the policy
framework within which the Union operates.
The democratic structures inform and The Trustees hold management to
guide the operational work of the account, performance manage the
Union, elect the sabbatical officers and Chief Executive, scrutinise the
the Chair of the Board. The democratic operational work of the Union and
structures pass policy that provides act as guardians of the Union‟s
the boundaries within which the vision and values
Union‟s work is carried out. Chief Executive
Senior Management Team
Managers
Coordinators / Front line
staff
Union Operations

45. The Board satisfy themselves that they have the right tools to govern effectively.
These include:
• A defined scope of delegation for operational activities
• An annual agenda cycle for Trustees business
• A range of sub-committees to scrutinise and oversee high risk areas
The Board also receive information that provides context to decision-making and
a better idea of the impact they have. This includes:
• An annual cycle of presentations from Union departments / activities
• Annual satisfaction survey reports from beneficiaries, funders and staff

46. • Students influence the Union both formally and informally, to ensure that we
remain student led
Formal Informal
• 8/12 of our Board are students • Regular satisfaction surveys
• Over 5,000 students vote in our • Feedback through our services
elections to choose our 5 • Participation rates in our activities
sabbatical officers and services
• Student Council • Talking to us!
• General Meetings
• Annual Members Meeting
• Referenda
• Student Committees
Examples of „bottom-up‟ change
• Creation of the „DCC‟, gender neutral toilets, using
locally sourced fish within the whole University,

48.  We have sometimes found that a tension can exist between
these stakeholders
 Can funders and beneficiaries objectives be aligned?
 Can you satisfy both?
 Are they mutually exclusive or not?
 ‘Like a partnership between a cat and a mouse’?

51. Public & Patient Local Involvement Healthwatch
Community Health
Involvement Forums Networks (LINk)
Councils
“a new system of From April 2013
Local Authority
representatives, patient and public
A responsibility for
nominees from local involvement in
NHS health care and Advocacy
Third Sector bodies health for England
involving social services Signposting
and members
appointed by the traditionally hard to Facilitate and Advice
Minister in response reach groups" influence
to advert consultation
Health & Wellbeing
Co-opt non-voting CPPIH recruited Board
members to the members to the Specific Enter &
Council. Forums View Powers Right of entry
Abolished in 2003
(in England) Represent
Abolished in 2008 Abolished April
2013 Empower
Inform

52. Outreach & Evidence &
Intelligence Research
Governance &
Membership

55. HWP Governance Model (A)
Healthwatch HWP Board
Portsmouth •Corporate body
•Oversees “Enter & View” powers
(HWP) •Commissions ad-hoc research
groups
•Represents HW
1
Re
p Health &
Signpostin Wellbeing
g Board
Advocacy
3 Service 4 Elected
Public User Governor
involveme Groups s
nt 3
Delivery
Partners
Healthwatch Network Members
Healthwatch Community Researchers
Healthwatch Governors

56. HWP Governance Model (B)
Healthwatch HWP Board
Portsmouth •Corporate body
•Oversees “Enter & View” powers
(HWP) •Commissions ad-hoc research
1
Re
Health &
groups p
Wellbeing
•Represents HW Board
Signpostin
g
7 3
Governor Delivery
s Partner
Advocacy Advisors
Public
involveme
nt Membership Elects
Healthwatch Network Members
Healthwatch Community Researchers
Healthwatch Governors

57. HWP Governance Model (C)
HWP Board
Healthwatch •Corporate body
•Oversees “Enter & View”
Portsmouth powers 1
(HWP) •Commissions ad-hoc Re
p
Health &
research groups Wellbeing
•Represents HW Board
Signpostin
5
g
Members
3
Advocacy Delivery
Partner
2 Reps
Public
involveme
nt
Membership
“Senate” of 10
Governors
Healthwatch Network Members
Healthwatch Community Researchers
Healthwatch Governors

58. Community Strategic Direction Public Scrutiny
Intelligence
CQC Sec.
State
HW
Englan NHS
d NCB
Health
Local Health & Overview &
One Seat
Healthwatch Wellbeing Scrutiny
Board Panel
Enter & View Cross Referral
Information &
Powers
Attendance Powers
Signposting Strategic Commissioning Democratic Challenge
Board
Advocacy & Complaints PCC/Public Health/CCG Policy development
Public & User Involvement City wide organisations Task group investigation