Appendix: 4.3b APPENDIX D TO THE SERVICE LEVEL AGREEMENT BETWEEN NEL CSU AND ISLINGTON CCG. SLA Performance Measures. Core Services. March 2013 (v5.

Transcription

1 Appendix: 4.3b APPENDIX D TO THE SERVICE LEVEL AGREEMENT BETWEEN NEL CSU AND ISLINGTON CCG SLA Performance Measures Core Services March 2013 (v5.0)

2 Overview These KPIs have been co-designed by the CSU and CCGs in order to support the performance of the SLA. They form part of the overall performance framework for the SLA which includes the quarterly customer survey and the monthly SLA review meetings. While a wide range of KPIs have been identified through the design process, a key message has been to focus on those measures that most clearly reflect service delivery and these can be categorised as follows; Getting an overview of performance of the SLA through measuring overall customer satisfaction and of the CSU through measuring responsiveness and staff satisfaction through the MORI staff survey Key performance measures related to commissioning support, both directly linked to the commissioning cycle and to the services that support it Key performance of the wider support provided to CCGs such as corporate services These KPIs include the key milestones for the whole commissioning cycle which identifies the key deliverables at each stage of the cycle. The KPIs for the services that support commissioning cover the following areas; Patient Complaints Serious Incidents Claims Management Individual Funding Requests

3 All Core s Service Outputs Service level standard Measure Frequency 100% of s received by nominated service leads are acknowledged within 24 hours (and where required a timeline for resolution agreed) s received and responded to Monthly report Lead: All nominated service leads and CSDs Channel communications through named service lead contacts and CSDs Named Service leads provide timely responses to customer contacts All s received by nominated service leads are acknowledged within 24 hours (and where required a timeline for resolution agreed)

4 Core Services: Business intelligence, IT & informatics Service Outputs Service level standard % of calls will be resolved to the satisfaction of the customer IT Support service covering networking and Infrastructure Servers and systems IT helpdesk service Priority 1 calls to be resolved within 6 hours Priority 2 calls to be resolved within10 hours; Priority 3 calls to be resolved within 14 hours Measure Average time taken to resolve call (Priority 1, 2 and 3) CCG satisfaction rate with call resolution Frequency Quarterly Report on customer satisfaction Monthly report on response, diagnosis and resolution rates To provide feedback to the CSU regarding the I.T service provision and liaise with I.T managers to ensure the service meets business needs. Business intelligence, IT & informatics 2.3 Validated, linked and consistent patient information and pseudonymised information securely stored, with access control according to user profile and authorised login-id Finance and activity data available via portal dashboard by 10 th working day of each month 98% service availability Less than 8 hours of unplanned outage of service per month Delivery milestones fro monthly performance reports re met Average service availability Number of hours the web portal is not accessible per calendar month Monthly updates on provider performance Monthly report on service availability and resources used Provide CSU with access to data required Work with CSU to define priorities for continuous service enhancements

5 Core Services: Communications, PPE and FOI 3 Service outputs 3.2 Written and oral advice to CCG boards and individuals Develop plans for engaging and communicating on service change Development of key documents Service level standard 100% of service change consultations and engagement exercises that are fit for purpose (meet the agreed objectives and regulatory/advisory requirements) within timetable set out in Communications & Engagement plan Measure %of service change consultations and engagement exercises Total number of service change consultations that are fit for purposel Frequency As required Develop the business case and engage with stakeholders and the public Provide clinical leadership Communications and engagement around minor and major service reconfiguration (or CSU can provide as part of an additional offer) Communications PPE and FOI 3.3 Develop and manage the delivery of a public affairs) Liaise with DH, NHS providers, LAs, CSUs, CCGs and Healthwatch to collate information and develop responses 90% of Department of Health briefings completed within required timescales and to the satisfaction of DoH and the CCG Communications or consultation input relating to service planning is delivered as agreed with CCG % of Department of Health briefings completed within required timescales and to the satisfaction of DoH and the CCG Delivery milestones on communication or consultations are met As required Approve content of the briefing or response, can delegate responsibility where deemed appropriate Engage with MPs and councillors with support / advice from CSU Address enquiries that relate to patient complaints Keeps CSU team aware of current and developing issues to aid handling

6 Core Services: Communications, PPE and FOI 3 Service Outputs 3.4 Written responses drafted and issued to originators of FOI request Service Level Standard 90% of FOI responses delivered within 20 days (in line with statutory requirement Measure Time taken on average for FOI responses to be completed Frequency Monthly report Approve final content of the response, can delegate responsibility where deemed appropriate Supply information to FOI team where it is the CCG that holds what the requestor is asking for Communications PPE and FOI % of valid media % of valid media Monthly report Highlighting media enquiries responded to enquiries responded to in timescales agreed per month Media handling plans and statements situations that require input Availability of CCG leaders for interview prep and interview Monthly report

7 Services: Support for commissioning/qipp planning and service redesign Delivery Assessments and best Annually milestones on practice advice delivered to assessments and agreed milestones best practice Case for change Outline of relevant best practices Outline of options/potential initiatives for Operating Plans and QIPP Programmes Service redesign input advice delivered to agreed milestones advice are met Delivery milestones for service redesign input are met Owns the development of the Operating Plan Designs the QIPP Programme and decides local priorities Final decision-making on annual plans Support for service redesign - clinical commissioning and planning 4.2 Documented final decisions made for CSP and operating plan Final decisions for CSP and operating plan made and documented to milestones agreed with CCG Delivery milestones are met Annually Lead decision making 4.3 CSP/Operating Plan delivered to CCG, signed off and published that meets NCB standards (and sent to providers) CSP/Operating plan delivered to CCG within agreed milestones CSP/ Operating plan published within agreed milestones CSP/Operating plan sent to providers within agreed milestones Delivery milestones for CSP/ Operating plan are met Publication dates for CSP/ Operation plan are met Delivery dates for CSP/ Operating plans to providers are met Annually Provide input to different sections of the plans as requested by CSU Review & sign off plan

8 Core services: Procurement & market management Market assessment Market assessment Annually delivered to milestones delivery milestones agreed with CCG met Report on provider market landscape assessment Input on potential providers in area and assessment of capabilities (as preferred by CCG) Procurement & market management 5.3 CQUINS agreed within agreed timescale KPIs agreed within agreed timescale Signed contract with provider by national deadline CQUINs delivery milestones are met KPIs delivery milestones are met Contracts signed by national deadline Annually Lead negotiations with providers, with support from CSU Collaborate with other CCGs in aligning commissioning initiatives Enforceable contracts (including CQUINs and KPIs)

9 Core services: Procurement & market management Areas for possible Reviewed completed decommissioning or within agreed timescale contract renewal are reviewed within agreed timescales Contracts closed off for decommissioned services Appeals handled and administrated Annually or periodic based on decommissioning processes Identification of services or providers to decommission Decision to decommission Procurement & market management

10 Core services: Quality and provider management Monitor and manage the claims system Flag potentially mischarged claims for payment from Providers, and follow through to agreement and reimbursement Provide a suite of reports from the claims system 100% of challenges generated within 5 working days of reconciliation point Challenges made within working days Total number of challenges made Total amount challenged Total amount accepted Monthly Clinical input into the claims process if and when required in order to ensure closure/agreement of specific claims Quality and Provider Management 6.2 At least one contract or Meetings take place quality meeting has taken within agreed timeline place each month to agreed meeting schedule Monthly Input any data or feedback required Monitor and respond to reports from CSU Provider quality and performance management

11 Core Services: Quality and provider management 6 Quality and Provider Management 6.6 Management of the CCGs complaints process which meets legal requirements and best practice 90% of patient complaints received are acknowledged within 3 days 100% of investigations completed by 25 days (or longer in agreement with the patient). % of patient complaints acknowledged within 3 days Total number of patient complaints Total number acknowledged within 3 days Monthly Review and sign complaints responses Challenge providers on issues arising from complaints Forward complaints received by the CCG to the CSU Investigate complaints which relate to CCG responsibility

12 Core Services: Quality and provider management 6 Quality and Provider Management % of SIs investigated Monthly and resolved in accordance with national and London guidance Provision of an Investigation report & action plan for service & quality improvement in case of serious incident from a provider organisation Assuring provider response to SIs 90% of SI final reports quality assured within 20 working days of receipt % of serious incidents quality investigated in accordance with national and London guidance % of serious incidents quality assured Support and contract manage secondary and tertiary care providers responses to SIs and where appropriate commission and coordinate SI investigations as in line with the National Framework for Serious Incidents (an updated document is expected in 2013) Work with the CSU in line with recommendations from the NHS London Whole Systems Event (Feb 2013) which will focus on the oversight and assurance of SIs and clarify further the interfaces between organisations (NCB, NTDA, CCGs and Trusts)

13 Core Services: Quality and provider management 6 Quality and Provider Management 6.10 Handle IFR or other complex case, consult the CCG where required, flag need for clinical policy adjustment when applicable Manage appeals process for the CCG 100% of IFRs and any associated IFR reviews to be completed within the agreed timeframes % of IFRs and any associated IFR reviews to be completed within the timeframes set in the IFR policy Total number of IFRs completed Total number of IFRs completed within agreed timescales Monthly Provide clinical input into triage approach, and to IFR panel and appeals panel when required, Decide changes to clinical policy arising from IFR process Provide clinical input into triage approach, and to IFR panel and appeals panel when required

14 Core services: Corporate % of appropriately % of Invoices Monthly approved invoices paid approved and within 30 days cleared within 30 days of receipt from SBS Agree division of delegated responsibilities by specific staff between CSU and CCG for invoice and variance sign off Corporate Making regular (normally weekly) payment runs, actively pursuing debtors with an agreed escalation process liaising with SBS

15 Core services: Corporate (2/5) Regular monthly finance Monthly reports Monthly reports to CCG boards produced to agreed contains practice based timescale information by 10 th working day each month Monthly Finance Reports CFO signs off FIMs return in line with agreed schedule Board approves FIMS report Submitting FIMS returns to NHS CB Appropriate input into in the refinement of the first cut of the report to the final version of the report Final sign off of the report and forecast figures Corporate 7.5 Financial accounting elements of the quarterly FIMS returns, complete set of Final Accounts/annual accounts. Control account reconciliation Liaison with internal and external auditors Requests for legal advice acknowledged within 24 hours of a CCG submitting the request including confirmation of the action taken. Clarification, where required, will be raised with the CCG within 48 hours of the request being received Options for legal advice will be provided to the CCG within 3 days of the request being received % compliance with national deadlines % compliance with support for audit committees and governing body requirements and deadlines Delivery milestones for disputes report is met As per national timetable Monthly CCGs and CSU to develop a final accounts timetable and signoff CCG CFO to sign off disputes report provided by the CSU 14

16 Core services: Corporate Financial analysis sent to customer within agreed timescale Financial analysis delivery milestones are met Annually QIPP/ CSP financial planning and support to annual contract negotiations Any final imbalance of year end budget is passed to the CFO to take further CCG input into the negotiations Corporate 7.8 Co-ordination and management of a legal services contract with an external provider on behalf of CCG Requests for legal advice acknowledged within 24 hours of a CCG submitting the request including confirmation of the action taken. Clarification, where required, will be raised with the CCG within 48 hours of the request being received Options for legal advice will be provided to the CCG within 3 days of the request being received Number of requests for legal advice Number of requests where clarification is required Number of requests raised within 48 hours Number of options for legal advice issued Number of options issued within 3 days Quarterly Report CCG to return completed legal requests paperwork in full to ensure there are no delays to the process CCGs to provide clarification as necessary to avoid delay in processing request forreach out to the CSU as a first point of contact as soon as potential need for legal support emerges Pay for external legal support used

17 Core services: Corporate % of adverts placed on NHS jobs within 24 hours of receipt of the completed paperwork from CCGs 100% of Pre-employment checks processed within 5 working days of receipt of the completed paperwork (the timescale for final clearance is dependent on external bodies response rates) Corporate Managing recruitment campaigns and providing advice to recruiting managers throughout the process (e.g. placing adverts) Providing guidance to CCGs on recruitment and selection practice/agenda for change terms and conditions Administering the pre- employment check 100% of contracts of employments issued within 4 weeks of candidates start date % of adverts placed on NHS jobs within 24 hours of receipt of the completed paperwork from CCGs % of pre-employment checks processed within 5 working days of receipt of the completed paperwork % of contracts of employments issued within 4 weeks of candidates start date % of queries acknowledged within 24 hours Monthly Report Overall accountability for CCG staff including statutory requirements Recruitment needs specification Completion and adoption of appropriate paperwork and process to allow recruitment to take place Completion of appropriate paperwork to allow the CSU to process change forms Highlight key content needed for induction/onboarding Refer instances requiring disciplinary processes, grievance management and investigations Co-develop standard and mandatory basic training content Provide training budget and identify training needs Fund CRB reviews

18 Core services: Corporate 7 Corporate % of new starters are % of new starters Monthly Inform CSU about all set up on payroll within 5 are set up on. new staff information, working days of payroll within 5 and any changes notification from CCG working days of required to personal 100% of leavers to be notification from records. removed from payroll CCG Authorise the CSU to within 5 working days of make the changes on notification from CCG ESR Any changes to pay or post details are processed on time (starters and leavers) % of leavers to be removed from payroll within 5 working days of notification from CCG