After the transition

In relation to clinical services this is relatively straight forward as staff who work within our Wigan borough for example would be considered to be wholly aligned to Wigan and would therefore transfer to GMMH.   Discussions around the split of corporate services are still ongoing. No final agreement has been reached on what the deciding factors will be in relation to which organisation staff transfer to however as referenced in the above response there is TUPE legislation that will need to be considered. As soon as we are able to commence discussions or have further information on this we will share this with staff.

In the first instance staff should discuss with their line manager what specific support they feel they require during the transition period so that their individual needs can be met. We have just launched our disability staff network and have talked about the importance of supporting staff with disabilities ahead of the transaction.  We have also discussed staff who may have reasonable adjustments in place to have these acknowledged and supported when they transfer to either organisation. All of the usual support that the Trust offer for example through Health and Wellbeing, People Services etc will continue to be available.

The role an individual undertakes will contribute to the discussions when determining which staff transfer to either organisation. From a TUPE perspective there is legislation that needs to be considered and in the first instance we would identify which staff currently wholly or mainly support Wigan borough as they would naturally align to transfer to GMMH. We do however have agreement with both organisations to take a pragmatic approach when determining the split of corporate services.

Due to the fact that staff in corporate functions may not be ‘wholly or mainly aligned’ (TUPE terminology) to the work of the Wigan borough, it may not be as easy to identify as it is with clinical services which corporate staff transfer to GMMH and which transfer to Mersey Care. Staff will therefore be able to have aspirational discussions and highlight their preferences but due to the financial separation agreement and or the role a member of staff undertakes, these may not all be able to be supported.

As part of the formal consultation process, we will be working with NWBH to determine which staff are considered employees. Only employees assigned to the relevant part of the service in scope to transfer to GMMH, transfer with it. Under TUPE, Bank Workers are not considered employees, however GMMH’s flexible workforce is provided via NHS Professionals and further information will follow in relation to the process to facilitate registration.      

of the planned NWBH acquisition by Mersey Care and the transfer of Wigan and GM services to GMMH and what this will mean for services like the TES programme which are delivered across all the Boroughs.  As it stands John very much feels he does not wish to see Carers in any of the Boroughs disadvantaged and would therefore like the opportunity to continue working across all boroughs after April 2021.

The Wigan service would certainly not like to see this excellent programme to be lost in the merger.  As with many services moving forward there may not be easy answers but we are wondering if there potentially there could be a service level agreement type scenario applied for existing pan borough services like these whereby for example John could retain the option to work in Wigan one day per week thus retaining the programme and the invaluable service to Wigan carers.

The due diligence process is currently being undertaken.  This information will inform discussions and decisions regarding the split of services, finance and workforce to GMMH and Mersey Care. 

Where services operate across the NWBH footprint and cannot be clearly separated consideration will be given to Service Level Agreements.

...who in order to undertake this work are enrolled in the NWBH Involvement Scheme. The Involvement Scheme undertakes the administrative process for DBS checks, honorary contracts and payment for work undertaken by our EBE’s. I guess to all intents and purposes they are the “HR” side of involvement.  

Bernie Millington is our link person for the Involvement Scheme and she is amazing in her role .In addition to the administrative processes she undertakes she also provides key support to EBE’s particularly when they join the scheme and are building confidence in their new role.  I just want to raise the implications of  the planned NWBH acquisition by Mersey Care and the transfer of Wigan and GM services to GMMH and what this will mean for the services the Involvement Scheme performs  and consequently for WMAS where EBE involvement is key to our training offer. 

The Wigan service would certainly not like to see the excellent work undertaken by the Involvement Scheme to be lost in the merger as we could not function with our current offer particularly from a governance perspective without this support. Being involved in the GM BPD Strategy Group and the GM BPD Workforce Development Subgroup our PD Co-production model and training supported by the Involvement Scheme is seen as a beacon of excellent practice.  As with many services moving forward there may not be easy answers but we are wondering if there are current plans for the Involvement Scheme to move across to Mersey Care or if it’s envisaged the service would spilt and also cover Wigan in a service level agreement scenario or indeed if the Involvement function is going to move across to GMMH.

Again we appreciate that you will be inundated with requests such as this but feel it is important for this to be captured in the planning process. I guess I am feeling anxious that next week incredibly we will be in December and the months are ticking by really quickly and we will soon be planning our WMAS April 2021-2022 training schedule.

The due diligence process is currently being undertaken.  This information will inform discussions and decisions regarding the split of services, finance and workforce to GMMH and Mersey Care. 

Where services operate across the NWBH footprint and cannot be clearly separated consideration will be given to Service Level Agreements.

that have no AHP leadership or representation at senior level since 2015 and the implementation of “Future Fit”?  Have you managed to benchmark the AHP offer in Wigan against GM or national services and can you share your Trusts road map for developing Occupational Therapy and other AHP provision in services through the apprentice (grow our own), post-graduate clinical, extended clinical and higher leadership opportunities?  (Apprenticeship offer is low for staff that wish to develop along an AHP career route this may be that there is not enough providers commissioning with the HEIs. The access to CPD has reduced since the development of the apprentice levy. Access to Trust executive level https://improvement.nhs.uk/resources/allied-health-professionals-ahps-leadership/ has limited the ability of AHPs to become efficient, productive and extended professionals)

As part of the due diligence process GMMH are obtaining further details of operational and governance structures and these will be considered via the dedicated workstreams.  The GMMH Allied Health Professional Strategy (AHP) includes a dedicated section that focuses on professional, personal and leadership development.  In addition, the continued professional development needs of AHPs has been mapped, with funding from Health Education England made available to support the programme of works.   Furthermore, there is a dedicated Practice Education Facilitator (PEF) who supports the education programmes for trainee AHPs and works with Higher Education Institutes to ensure the provision of support and strategy.   GM Higher Education Institutes are also developing the AHP apprentice programme, as GMMH are a member of the workstream we are in a position to influence the need of a mental health provision and a programme of education specific to the Trust.

We are in the process of undergoing a review in our service and wonder how much time and effort to invest in the Rio aspect of this if it is going to be changed.

GMMH are currently migrating the Bolton CAMHs team over to Paris from IAPTUS.  The intention would be to move the Wigan CAMHs team to Paris at some point in the future, although this would be agreed through discussion and engagement with the service.  Timescales are not yet agreed for any systems transfers, so the team should consider what immediate requirements they currently face.  If required, discussions with the service and GMMH/NWBH Chief Information Officers can be held to agree a way forward.  

There is no current specific pathway for clinical leads however GMMH does offer a number of leadership development packages, this includes access to Coaching and Mentoring.  GMMH are currently in the process of reviewing their leadership development programme which provides a great opportunity to consider pathways and how these would contribute to our overall leadership strategy.

NWBH have two separate contracts, one covering Halton, Knowsley, St Helens and Warrington, and another contract covering Wigan for the GM service.  It will be expected that the Wigan contract will transfer to GMMH.        

The decision regarding which staff transfer to which organisation will be based (in line with the law) on the work the individual carries out and if this is ‘wholly or mainly’ connected with the service identified for transfer. Corporate services for GMMH are based on the Prestwich Site, however we have a flexible working policy including a Homeworking Deal which may support staff who do transfer and find the travel an issue.

Currently a process called due diligence is being concluded.  This information will inform discussions and decisions regarding the split of services, finance and people to GMMH and Mersey Care.  Once the details are finalised and decisions confirmed by all organisations, we will be able to talk meaningfully to staff about their future and commence consultation.  We are hoping this will be in January and will provide regular updates as we move forward along with any implications of any decisions being taken.

As part of the due diligence process, we are currently trying to gain further information from the Education and Skills Funding Agency to determine if this is possible.

We report by service type/locality and there is a workstream for Finance that NWBH are involved with alongside Suzanne Robinson, our Director of Finance at GMMH.

GMMH have an overarching Workforce and Organisational Development Strategy. All our Trust strategies can be found here: Trust strategies | Greater Manchester Mental Health NHS FT (gmmh.nhs.uk)

At this stage it is not clear if there is a need for any organisational change processes for any of the staff who transfer to GMMH. If any organisational change is required, this process would only commence post transfer and those affected would be consulted, in line with the policy that covers them. Pay protection arrangements are likely to be contractual and therefore any protection in place for staff from North West Boroughs will transfer with you and be applied (if needed).

GMMH are committed to working collaboratively with partners to deliver an integrated care approach in Wigan as a member of the Healthier Wigan Partnership. The integrated care model within the Borough will be further shaped and developed with a focus to deliver a collective, asset-based approach to care for Wigan residents, providing a seamless transition between mental and physical health care services and delivering the best outcomes.

As outlined within the Wigan locality plan, ‘Happy, Healthy People: 2020-25’, efforts will be placed on the further alignment and co-location of health and social care services within the 7 Service Delivery Footprints within the Borough, supporting the provision of co-ordinated and asset-based care which is delivered by the right group of professionals.

GMMH are working with Wigan Borough CCG and Wrightington, Wigan and Leigh NHS FT (WWL) to develop partnership arrangements for delivery of the Wigan Deal, Healthier Wigan Partnership and associated integrated working in Service Delivery Footprints (SDFs), to enable both locality and specialist clinical needs to be addressed. 

GMMH has a proven track record of delivering various, successful integrated care models across Greater Manchester. Teams work collaboratively with the local integrated care committees within each district to develop innovative approaches to integration, aligning to principles outlined within both local and national strategies including district locality plans, the GM Health and Wellbeing Strategy and the NHS Long Term Plan.

Just a few examples of these initiatives include the implementation of integrated Primary Care Mental Health workers within GP surgeries in the Bolton and Trafford neighbourhoods, collaboration with acute sector colleagues in the development and implementation of efficient diversion and ambulatory care provisions across our GM urgent care teams and our ongoing work with housing providers to develop an integrated care system to support the reduction in homelessness within Greater Manchester. As a trust, we conduct thorough evaluations of these integrated models, identifying learnings and examples of best practice which are shared via a number of internal and external platforms, allowing for shared learning for future service developments.

GMMH are currently undertaking the due diligence process for the transaction and this involves reviewing documents submitted by NWBH, including the Capital Programme and details of existing estates.

As part of the due diligence the Estates and Facilities workstream are reviewing documentation, including the NWBH Facet Surveys which all NHS Trusts undertake. These surveys capture property details such as condition, operating and utilities costs therefore any concerns regarding the suitability and condition of the estate will be identified. 

We recognise the importance of investment in our community assets and their ongoing improvement is a key part of our capital investment programme. There are opportunities to modernise and consolidate these as we look forward in the context of developing more agile ways of working.’

GMMH are currently undertaking the due diligence process for the transaction and this involves reviewing documents submitted by NWBH, including the Capital Programme and details of existing estates.

As part of the due diligence the Estates and Facilities workstream are reviewing documentation, including the NWBH Facet Surveys which all NHS Trusts undertake. These surveys capture property details such as condition, operating and utilities costs therefore any concerns regarding the suitability and condition of the estate will be identified. 

We recognise the importance of investment in our community assets and their ongoing improvement is a key part of our capital investment programme. There are opportunities to modernise and consolidate these as we look forward in the context of developing more agile ways of working.’

We have excellent clinical and operational leadership in our SMS service that directly supports MH services where we provide both services. Ensuring these services work together with individuals is the important factor. The substance misuse services, which included Wigan & Leigh at the time, were rated as outstanding in 2017 by CQC.

The inspectors were really impressed with the RADAR pathway at the Chapman Barker Unit, this reduces alcohol related hospital admissions in the acute trusts, whilst enabling service users to be fully detoxed and assertively linked into their local recovery community. The commitment to recovery was also commended by inspectors, highlighting the importance of the innovative asset fund, which helps support and grow local recovery infrastructure and/or responds to personalisation budget requests, such as a mobile phone to enable connectivity or an interview suit for someone wanting to re-enter employment.

Inspectors spoke to members of our teams with lived experience, volunteers, peer mentors and paid staff. Their passion enabled the inspectors to visualise recovery for themselves and emphasised the GMMH commitment and understanding of the importance of such roles.

We were also commended for working well with each other and with external stakeholders and partners. There is a cohesive team effort and mutual respect across the multi-disciplinary team, with a clear appreciation that different roles and styles bring strengths and assets, the whole is greater than the sum of the parts, so to speak!

All this was demonstrated to be underpinned by a strong governance infrastructure where risk is well managed, safeguarding responsibilities understood and implemented and procedures supported by clear, robust local and Trust wide policies.

We take great pride in the Trust values; these are embedded across all our SMS teams, who work hard to maintain our outstanding CQC rating for SMS.

The plan for staff in our corporate functions is still being scoped so no decisions have been made regarding which organisation staff will TUPE transfer to. This will form part of the consultation process where staff will have an opportunity to have a discussion about the organisation they have been identified to transfer to along with the rationale. 

(my understanding from speaking with my perinatal colleagues is that medics have a digital dictaphone which goes to the linked med secs via USB from laptop or any dock port.)  Currently in the NWBH perinatal team the 2 medics (myself and Dr Croft) type all our notes/letters ourselves. This is due to a number of reasons; the culture within NWBH was to move towards this practice this some years ago, the impracticality of the manual Dictaphone /tapes/med sec with the pan borough service we provide; the Dragon system not working especially well generally and particularly so with the current remote working. Typing our own letters obviously takes a great deal of admin time and impacts on our clinical and other availability; it’s not really a sustainable solution, especially given the impending expansion of our service. When we merge there will be a significant variation in the practice of the NWBH medics and Mersey Care medics, which is clearly not desirable, using the same system would improve our efficiency and consistency. We would be very happy to be a pilot for the use within NWBH if this was a possibility, it would be ideal to have us using the same system as soon as possible.

GMMH use a system called Dict8.  The IM&T workstream at GMMH will gain an understanding of what solutions and systems are used within NWBH. GMMH will ensure that there will be a solution that can be implemented within the Wigan transferring services.  Mersey Care have two solutions in relation digital dictation and voice recognition.  There is digital dictation solution which is Winscribe and there is also a voice recognition (self-transcribing) solution which is Dragon Medical Practice Edition (DMPE).  As with the GMMH IM&T workstream, the Mersey Care IM&T workstream will also develop a solution for the Cheshire and Merseyside services transferring to Mersey Care.

As a borough, our leadership team has worked extremely hard to reduce sickness rates in Sefton, and our attendance rates are over 95%.  How can we ensure we maintain our good attendance rates when we move and what lessons have been learned as to why  sickness is so high?

We have many teams in MCFT who have attendance rates over 95% and we would expect that all of the great work you have already done to continue. We have a robust Management of Attendance Policy, and we have a number of supportive measures in place including Occupational Health, Staff Support and physiotherapy. We are currently reviewing our Health & Wellbeing model to ensure that our offer supports the needs of our staff. In fact we have recently had additional investment into psychological and trauma informed care.

Yes we do have retirement procedure, which includes retire and return. This is likely to be very similar to NWBH's procedure, as they tend to be broadly the same across the NHS. As we go through due diligence we will align all policies.

The future on-call arrangements have not yet been determined, but this is an issue that will be addressed pre-acquisition by the Corporate Services Workstream and Clinical, Governance and Quality Workstream. We recognise that the significantly bigger geography and services provision needs to be considered.

We are currently looking at options of how these services can best work together. We expect to arrive at a preferred option by the end of the calendar year. Once this option is identified, we will communicate it across the two organisations.

We envisage an improvement in recruitment and retention within the enlarged organisation. From our experience, coming together with organisations offers staff more opportunities to broaden their portfolios. For example, staff working solely in mental health services gaining roles in integrated mental and physical health services.

As part of the TUPE process, staff will be allocated to either Mersey Care or GMMH based on their current duties, and where they best align to. This process will be carried out in partnership with staff to ensure this is as seamless and supportive as possible.

/ larger senior leadership teams?

There is no doubt that there will be an opportunity for us to improve services through working at scale following the transaction. One service which comes to mind immediately, is specialist services where we can pull our resources and expertise to create greater stability and enhanced quality of services. We will consider some of these opportunities in our business case, and continue to evaluate proposals following the transaction.

Yes, our Transaction Team is working to ensure that both organisations' work is aligned. This includes continuous improvement, just and learning culture and the digital innovation work. This will not only provide you with exposure to Mersey Care's methodologies, but for Mersey Care to gain exposure to yours.

"We acknowledge there is uncertainty for some staff, particularly those in Corporate Services and services working across both patches. Work is taking place to identify which organisation staff will transfer to and we're aiming to complete this and begin full engagement in January, so you should all have more clarity then".

The statement implies that staff will be told which organisation they are going to and then be consulted with. Can you confirm if this is correct as staff thought they would be able to preference which organisation they would want to join?

We expect the due diligence and the financial separation agreement to provide some clarity around what percentage of Corporate Services will transfer to Mersey Care and what percentage will transfer to GMMH. The specifics of how staff will then be allocated to either organisation are still being determined.  However, once this has been completed, and as part of the engagement process, staff will have an opportunity to have a discussion about the organisation they have been identified to transfer to along with the rationale.    As a Trust we feel that a pragmatic approach is needed in this area and where staff request to transfer to the opposite organisation where it is mutually beneficial and does not disadvantage one party in favour of another we will aim to support this subject to agreement with our colleagues in Mersey Care and GMMH.

We presume this question relates to alignment of North West Boroughs corporate staff to Mersey Care corporate staff teams. It is our intention to align all North West Boroughs corporate staff to the most appropriate corporate team on the day of acquisition. We will have discussions with all staff during the consultation period, either in groups or individually on request. We will of course take on the view of staff who are transferring, in assigning roles and responsibilities.

This has not yet been determined, but we will work with staff to achieve the best way of managing apprenticeships.

As part of the TUPE process, staff will be allocated to either Mersey Care or GMMH based on their current duties, and where they best align to. This process will be carried out in partnership with staff to ensure this is as seamless and supportive as possible.

Following the acquisition, we will take the opportunity to take a look at our operating model. The aim will be to arrive at the best way of working to meet the needs of our patients and clients. Mersey Care have always strived to minimise compulsory redundancies in previous redundancies, and we have been largely successful in doing this.  We will endeavour to minimise any redundancies going forward within an enlarged Mersey Care.

The STP/ICS is still developing at present, and we need to see how it develops in the future. However, it is already clear that one of their ambitions is to address health inequalities across Cheshire & Merseyside. Given that many of the services we provide bring us into contact with those who face the consequences of the inequalities, have a central role in pursuing this agenda.

...what after this?

On day one of the acquisition, all management staff working in the boroughs will transfer across to Mersey Care largely retaining their existing role. We don't intend to make any immediate changes until we have had an opportunity to fully assess the management arrangements in place across the boroughs. We also intend to take the opportunity to take a look at our operating model following the acquisition. The aim will be to arrive at the best way of working to meet the needs of our patients and clients. Mersey Care have always strived to minimise compulsory redundancies in previous redundancies, and we have been largely successful in doing this.  We will endeavour to minimise any redundancies going forward within an enlarged Mersey Care. 

Mersey Care sees the acquisition of North West Boroughs as an opportunity to integrate pathways, and this includes community paediatrics speech and language therapy as part of our future vision for service provision.

... on our wards - do you have the same issues and have you considered skill mix in the way you staff wards to support restraint reduction and if so how?

Mersey Care reviews staffing against National Quality Board Guidance on a yearly basis. This goes to our Board of Directors regularly, and the organisation has invested in staff year on year in-keeping with the outcome of these reviews. We also review staffing in between this where necessary, and this relates to both ward based and community teams.

We are fully aware that North West Boroughs provide CAMHS services in Knowsley, St Helens, Halton, Warrington and Wigan. The provision of CAMHS services across these boroughs may provide a platform to possibly extend the provision of CAMHS services in the future.

...will soon be taking over some new services in Southport. What is the eventual size of the organisation likely to be?

In relation to Southport services, we have been working informally with Southport and Ormskirk NHS Trust to support each other in relation to service provision. In addition, NHS Southport & Formby CCG have recently issued a tender for the provision of community health services. We intend to bid for these services, as they are very much inkeeping with our strategic approach to aligning community and mental health services together. Leaving aside the Southport tender process, after acquiring North West Boroughs, Mersey Care will have a revenue budget of c£550m.

Yes, Mersey Care offer the option to buy additional annual leave, as does GMMH who also allow staff (subject to approval) to apply to purchase up to four weeks annual leave each year.

...and families will be at a disadvantage.

We recognise that these specialist services are very important for our patients and their carers. These services align with our strategic goals to integrate community services, and we do not intend to lose these services, but rather expand services and provide them at scale.

We are currently looking at options of how these services can best work together. We expect to arrive at a preferred option by the end of the calendar year. Once this option is identified, we will communicate it across the two organisations.
 

On the day of acquisition, both the Board of Directors and Council of Governors of NWBH will be stood down. The Transaction Guidance calls on the acquiring Trust (MCFT) to review its membership constituencies by engaging with both its own Council of Governors and NWBHs Council to ensure the membership constituencies reflect the enlarged organisation.  These membership constituencies will them inform discussions about the make-up of the revised Council. This engagement will be scheduled to take place to inform the development the full business case over the next number of weeks. Following the receipt of NHSEI's risk rating of the proposed transaction, Mersey Care's board of Director and Mersey Care's Council of Governors will then be asked to approve changes to the Mersey Care Constitution  - based on what will be in the full business case.

For clarity, MCFT employs both band 2 and band 3 HCAs as I understand NWB does. You will automatically transfer over on your current banding in accordance with TUPE regulations

...in an operational team and a number of peer support  workers working and currently being recruited into a number of our inpatient   and community teams. Will the model we have developed fit in at Mersey Care and what opportunities are there for us to develop our offer further?

The service you have sounds fantastic, and we would want to learn more about this service from you. Of course we would want to continue with such a service or to adapt it further within an enlarged Mersey Care.

... and our achievements that we've worked hard at?

Yes, Mersey Care is aware of many of the achievements of North West Boroughs and its staff. During the transaction process, it is our intention to learn more about these achievements. Following other acquisitions, we have adopted and built upon the successes and innovations of the trusts acquired. This is about learning from each other and coming together. This is what we fully intend to do with our new colleagues on acquisition of North West Boroughs.

As above response for Corporate Team. We will endeavour to avoid compulsory redundancies.

Yes, it is envisaged that all corporate staff who will transfer to Mersey Care will become part of the established teams in Mersey Care from day one of the acquisition. The corporate team structure in Mersey Care will continue within the enlarged organisation.  It is not envisaged that staff transferring from the Trust will move locations on day one. However, discussions will take place regarding future locations of work following the acquisition, and this will be with all corporate staff within the enlarged Mersey Care.   The PALS and Complaints teams in Mersey Care are a joint team.   All of the team would be moving over to Mersey Care, unless they are moved to GMMH.

Mersey Care was approached by North West Boroughs in September 2019 following an analysis of their current and future position which indicated that the trust was not sustainable from both a quality and financial perspective going forward. Mersey Care has agreed to consider the acquisition of North West Boroughs following an approach from North West Boroughs Board of Directors. Further details around the rationale behind asking Mersey Care to acquire the trust is best answered by North West Boroughs' Executive Team.

Our aspiration is to complete the transaction by 1 April 2021. In order to do this, a whole set of work needs to be completed including a financial separation plan to separate the organisation out between Mersey Care and GMMH, comprehensive due diligence and completion of a business case. The COVID-19 pandemic and the delay in the decision by Wigan regarding the award of the Wigan services to GMMH has delayed the process by a number of months. To a certain extent, we are playing catch up. It is possible to meet a 1 April 2021 deadline, but only if all the work referred to is completed and the separation plan is agreed by all the parties. This agreement is essential if we are to ensure that all staff are allocated appropriately to either Mersey Care or North West Boroughs. If all this work and financial agreement is not reached, then there may be a delay. However, we don't expect this delay to go beyond 1 July 2021.

• CQC 'good' organisation

• Positive culture, with shared values and behaviours

• Strong relationships through established borough-based structure

• Whole person approach through integrated, quality community physical and mental health services

Wealth of experience, skills, knowledge, compassion and dedication

... for the areas. I still feel that despite this there continues to be disparity in the number of health visitors allocated to families in areas of high deprivation. I appreciate that it is not always easy to obtain the ideal numbers of health visitors due to staff sickness and vacancies across the borough. How will this be addressed in the future by Mersey care? Taking into account that in areas of high deprivation more health visiting resources are needed to address health inequalities for the people living in deprived communities?

Following the transaction, we will aim to review all clinical services from a number of perspectives, including adequacy of services against demand and deprivation. If necessary, we will adjust provision of services to meet demand and higher levels of social deprivation.

We think there will be significant benefits to patients, such as:

• Improvements to patient safety and service effectiveness
• Reduction in clinical variation, better continuity of care and an increased ability to provide out of hours care
• Better access to beds due to ability to combine beds & restructure bed provision
• Ability to centralise of knowledge, leadership and expertise

Greater capacity to address system-wide issues

We will continue to work with the Cheshire and Merseyside Transforming Care Partnership Board on its agenda in improving the outcomes for patients who have a learning disability. All provider Trusts within the Cheshire and Merseyside footprint are part of this group and continue to work together on initiatives to improve outcomes. Currently, we are not working with Mersey Care outside of this group on any separate initiatives. As the Cheshire and Merseyside workstreams begin to gather pace for the transaction, it is expected that further collaborative working on this agenda will take place, but no separate plans are being formulated as of this time.

Information about the acquisition is detailed in the strategic case which can be found here. Once the workstreams have reported their deliverable and interdependency plans to the Transaction Programme Group for Cheshire and Merseyside services, a summary of these plans will be provided on the Our Future home page.  Any questions you have in relation to any of these workstreams, please email OurFuture@nwbh.nhs.uk

The services provided by Wigan borough, as part of North West Boroughs Healthcare NHS Foundation Trust will transfer to Greater Manchester Mental Health NHS Foundation Trust on 1 April 2021. Alongside the transfer of services, staff who work in those services will also have their employment transferred to Greater Manchester Mental Health NHS Foundation Trust.  When an individual's employment transfers to another organisation as a result of a transfer of services, it is done so under a legal directive called TUPE (Transfer of Undertakings, Protection of Employment). This provides protection to the employee to transfer to the new employer on the same terms and conditions of employment, which includes your pay.

However, TUPE does not provide open ended protection for the remainder of your employment with the new employer. Further changes could be made in the future to your job role and / or terms and conditions of employment but your new employer would need to consult with you on these changes and the TUPE (transfer of employment) can't be the reason for the changes.

Yes, provided you remain in a role that is eligible for Mental Health Officer Status, you will retain your status. Staff will transfer to the acquiring organisation with their current status. If you have any questions regarding this issue, you can contact our HR team.  If you would like to individually discuss your Mental Health Officer Status, you can speak to the NHS Pensions agency directly who administer the scheme.

GMMH have recently confirmed the work streams which will be established over the next month, to ensure the safe transfer of Wigan and GM services to GMMH. These are:

• Corporate Governance
• Quality and Clinical Safety
• Workforce and Organisational Development
• Transaction and Legal
• IM&T
• Operational and Clinical
• Contracts and Performance
• Communications and Stakeholder Engagement
• Finance and Capital
• Estates and Facilities
   

We anticipate that services that are currently being met by the physical health in-reach hub at Atherleigh Park will form part of the discussions with GMMH as we are sure they will recognise the need for physical health support to Atherleigh Park.

It is too early to give a definitive answer to this question. Questions like this can be better answered later in the process and we commit to keeping you informed of any developments.

... about the forthcoming changes to our organisation as this makes a big difference to our jointly run service and we may be wasting time now trying to join up Rio systems etc? (added 7 August 2020) 
 

Wigan Borough Clinical Commissioning Group and Wigan Council have identified clear benefits for transferring mental health services to a provider within the Greater Manchester area, and in July, it was formally confirmed of their intention to directly award the mental health services contract for Wigan services to Greater Manchester Mental Health NHS Foundation Trust. This means, subject to a robust due diligence processes, our Wigan staff and services will TUPE transfer to Greater Manchester Mental Health.

At this stage, it is too early to provide a definitive answer regarding the IT systems at Greater Manchester Mental Health and how our Rio system will link into their IT system. However, we and Greater Manchester Mental Health are committed to making sure IT systems are as simple as possible following the transfer. As soon as we have further information about this, we will provide a further update to this response.

It is envisaged that all services we deliver in the Wigan, Bolton and Greater Manchester area will transfer to Greater Manchester Mental Health NHS Foundation Trust including those services and staff based at Atherleigh Park. 

We know it's a time of uncertainty as some of the details around what that means for individuals aren't yet known. It is too early to give a definitive answer regarding future organisational structures for the Wigan, Bolton and Greater Manchester services transferring to Greater Manchester Mental Health. These will emerge later in the process and we remain committed to ensuring we keep you and colleagues updated and involved in these discussions.  

If changes are proposed, including a change of base, details will be shared with colleagues in advance of the transfer (where it is known) as part of the TUPE process and, if necessary, Greater Manchester Mental Health as the new provider would consult with affected staff at an appropriate stage.

It is too early to give a definitive answer to this question. Questions like this can be better answered later in the process and we commit to keeping you informed of any developments.

You can continue to order lease vehicles and we will deal with any transfer arrangements when required. We do not want any of our staff to be without a car for work if you need it.

In previous transactions, Mersey Care has arranged for the transfer of car leasing arrangements to follow the employee. It is likely the same approach will be adopted for Greater Manchester Mental Health.

All NHS pensions are protected when staff transfer from one NHS organisation to another.

It is too early to give a definitive answer to this question. Organisational structures for the Mersey Care and Greater Manchester Mental Health will emerge later in the process.

Following the transactions, opportunities for professional development and career progression will improve in a larger organisation providing a diverse range of services. 

If you are on fixed term contract at the point of transfer your fixed term contract will transfer to your new organisation.

It is too early to give a definitive answer to this question as we are in the process of determining arrangements for the transition of services. 

It is too early to give a definitive answer to this question as we are in the process of determining arrangements for the transition of services. 

Yes. Under national legislation, TUPE regulations will be followed. You will transfer with the same contractual terms and conditions. This includes national conditions of service for staff who are employed on Agenda for Change and those on Medical and Dental (M&D) conditions of service. Your continuity of employment and rights will be maintained. 

There are formal processes that need to be followed with the TUPE regulations and we will keep you informed as we go through this process.

We do not anticipate there will be compulsory redundancies at this stage. 

It is envisaged that all staff will transfer to their new organisations and current roles and responsibilities will remain in place. It is acknowledged that after this transfer the new organisations may review roles and structures.

We do not anticipate there will be voluntary redundancies at this stage. 

It is envisaged that all staff will transfer to their new organisations and current roles and responsibilities will remain in place. It is acknowledged that after this transfer the new organisations may review roles and structures. 

It is too early to give a definitive answer to this question. Questions like this can be better answered later in the process and we commit to keeping you informed of any developments.

It is too early to give a definitive answer to this question. Questions like this can be better answered later in the process and we commit to keeping you informed of any developments.

Due to the recent Covid-19 pandemic, face to face training of our staff has been delivered using enhanced digital capabilities, with a number of core, statutory and specialist training subjects continuing to be completed online through e-learning. This approach will continue during the transition.

It is acknowledged that after the transition period, the two organisations may review how training is delivered.

It is envisaged that all staff who deliver support services will transfer along with operational colleagues. There will have to be a process to determine whether that is alongside Cheshire and Merseyside services or Wigan, Bolton and Greater Manchester services.

There is no intention to move our low secure services to new locations between now and April 2021.

It is too early to give a definitive answer about what will happen after the transition period. Provision of low secure services may be reviewed by Mersey Care once our Cheshire and Merseyside services have transferred to them.

It is too early to give a definitive answer to this question. Consideration will need to be given to the constitution and requirements for the Council of Governors for the Mersey Care and for Greater Manchester Mental Health. This will be led by their Trust Boards and Councils of Governors.

Consideration will need to be given to governance compliance. This will be managed by the corporate and clinical governance workstream for the acquisition of Cheshire and Merseyside services. 

The services in Wigan, Bolton and Greater Manchester will be subject to Greater Manchester Mental Health’s existing governance arrangements.

There is no anticipated reason why any files stored on the IT network would not be available after the transaction.

We have a joint Chief Information Officer and Informatics Team across our Trust and Mersey Care, and there is already some alignment around how a number of systems have been developed (such as Rio, electronic prescribing and medicines administration, and EMIS for our services in Sefton). Further review of the systems will form part of the IT and Performance workstream for Cheshire and Merseyside services. 

It is too early to give a definitive answer regarding the systems in use at Greater Manchester Mental Health and how our systems will link into theirs. As soon as we have further information regarding this, we will provide a further update to this response.

It is envisaged that all services we deliver in the Cheshire and Merseyside footprint, including inpatient wards, will transfer to Mersey Care. Equally, it is envisaged that all services we deliver in Wigan, Bolton and Greater Manchester footprint, including inpatient wards, will transfer to Greater Manchester Mental Health. 

Our inpatient wards provide services for people in the boroughs in which they are located. These will still be needed after the transactions with Mersey Care and Greater Manchester Mental Health have taken place.

It is too early to give a definitive answer to this question. Organisational structures for Cheshire and Merseyside services being acquired by Mersey Care, and Wigan, Bolton and Greater Manchester services transferring to Greater Manchester Mental Health, will emerge later in the process. 

There will be a need to review corporate services across both our Trust and Mersey Care. There is no detail yet about what this will involve or timeframes and it is too early to know where services will be based. This review will be led by the Corporate Services workstream reporting into the Transaction Programme Group and the Transaction Board. 

We are also mindful that we have staff working in corporate services who also support Wigan, Bolton and Greater Manchester services. As soon as we receive information from Greater Manchester Mental Health regarding their process for the transfer of these services, we will provide a further update to this response. 

It is too early to give a definitive answer to this question. Organisational structures for Cheshire and Merseyside services being acquired by Mersey Care, and Wigan, Bolton and Greater Manchester services transferring to Greater Manchester Mental Health, will emerge later in the process. 

It is expected there will be a review of senior leaders and executive teams across Mersey Care and our Trust, and this will be set out in the full business case that will be submitted to NHS Improvement.

We are not aware at this stage of the intention from Greater Manchester Mental Health to review senior managers or executive teams. As soon as we have further information regarding this, we will provide a further update to this response.