Financial Recovery Programme. John Turner Senior Service Improvement Manager

Transcription

1 Financial Recovery Programme John Turner Senior Service Improvement Manager

2 Introduction 5 year York and Scarborough system finance plan drafted Aim to reach break even position by start of 2022 We deliver our planned 4 year QIPP / Financial Recovery plans York Trust deliver their 4 year CIP plans We will receive allocation growth every year We will need to mitigate cost of demand growth over this period More detail contained in draft plan and commissioning intentions

3 What is an Aligned Incentive Contract? block value of contract is agreed between commissioners and the hospital (not tariff/activity based) The hospital knows exactly what income it will receive, and is given freedom to reconfigure internal services and deliver efficiencies without tariff constraints/incentives Any impact on performance should be mutually agreed A financial risk-share is agreed, which could be all system deficit/surplus shared equally 3 ways (or as %age of allocation) whatever we think is fair

4 What is an Aligned Incentive Contract? All CCG income/expenditure is included (not just the acute element) and all hospital income/expenditure This demonstrates true system-working, not just the parts that affect each organisation Trust still shadow monitors activity under tariff for comparison CCGs still manage budgets in same way and monitor all expenditure

5 How will an AIC help us deliver? The principle of we are all in it together and one NHS We share the pain, and we could share the gains Joint problem-solving approaches that all partners have input into and sign-off Good recent work has seen Secondary Care clinicians working directly with Primary Care to solve their own demand issues no longer incentive to have high activity in hospital

6 How will an AIC help us deliver? The CCG then becomes the facilitator to support development and implement these solutions, our key link is with Primary Care Joint approaches to managing independent sector spend, this poses significant risk & opportunity under AIC Takes time for the core messages of AIC to reach all parts of all organisations leadership needs to deliver clear message Regulators need to be informed of approach and progress, we don t want conflicting advice or to deliver any surprises

7 How will AIC change the dynamic, and therefore our work? For our key 2017/18 projects assess the desired benefits and whether these would still be material in an AIC What do we still want to deliver? What will be different under the AIC? Which projects / interventions should we target under AIC and seek Trust feedback and commitment to deliver? Which factors should we use to prioritise projects if we have finite capacity to deliver?

8 What are we doing now to achieve this? Aligning programmes and projects Joined up teams Coherent reporting and assurance systems being developed Need to align reporting and boards - Battle Rhythm to make best use of time an enable timely decision making

9 Service improvement Team Mission To develop and implement a Service design, Reporting and Assurance framework that supports change, makes best use of personnel and other resources in order to support delivery of the System Financial Recovery.

10 Aim To have in place for FY18/19 a Service design, Reporting and Assurance framework, that is coherent across the system and delivers the needs of the system in terms of; Statutory and regulatory requirements Financial and Quality assurance Audit compliance A lessons learned resource to support future planning External reporting Report once principle

11 Goals Current projects and programmes Audit ready by end Jan 18 (focus of reset week) Service design, Assurance and Reporting tools complete and in place (QIPP etc.) by May 18 Aligned service design and assurance processes by end Mar 18 Common Battle Rhythm by end May 18 Refocus QIPP Steering group Now Financial Recovery Board

12 Tools Using standardised tools is essential to successful integration of projects Enables integration of future projects programmes Simplifies admin burden

13 Reporting Highlight Reports Highlight Report format standardised Prepared monthly for Financial Recovery Board Report once principle used for any other boards/meetings/returns information extracted for further reports Informed by QIPP Tracker and Project Plan - linked to Business Case via Benefits Analysis

14 Scheduling Battle Rhythm Align scheduled activity in order to: Receive data in as soon as available Allow meaningful analysis Give time for report preparation Present reports with up to date intelligence to committees to support rapid decision making enable the report once principle

15 Filing Standardised File Structure Replicating QIPP (Financial Recovery Plan) structure Separate File Structures for SRCCG and VoY CCG Joint Files for Joint Projects Once each CCG File System is Audit Ready Discipline for a Standardised File Naming convention

16 Future developments Ongoing development of process and supporting tools. Aim to have a single coherent process for Service improvement/change across both CCGs All Processes and products in place by May 18

17 Future developments QIPP Tracker VoY CCG QIPP Tracker to mirror SRCCG tracker format and reporting information Individual CCG Trackers will remain for place based schemes Joint QIPP Tracker (System Financial Recovery Tracker) for joint programmes and projects Integrate ERY CCG Financial Risk Management (FOT) methodology

18 Future developments Impact Assessments Tool Integrated Impact assessment tool Will Include: Quality Impact Assessment (QIA) Equality Impact Assessment (EIA) Sustainability Impact assessment (SIA) Privacy Impact Assessment (PIA) Benefits Impact Assesment (BIA) Impact assessments will be risk rated using a standard matrix Automatically pulls risks and benefits through to Risk Log and Benefits Impact Assessment Will form the core of the Business Case (with supporting narrative)

19 Future developments IT Tools to support efficient business Sharepoint/file Sharing Develop and sign off principle of open access filing (reversal of current position!) Develop use of metadata for file management Investigate moving to online file sharing e.g. MS SharePoint Skype for Business

20 QUESTIONS?