NHS TRAFFORD CLINICAL COMMISSIONING GROUP GOVERNING BODY 30 April 2013

Transcription

1 13 Part 1 X Part 2 NHS TRAFFORD CLINICAL COMMISSIONING GROUP GOVERNING BODY 30 April 2013 Title of Report Purpose of the Report 2013/14 Everyone Counts Planning: Operational Delivery Plan Update The paper presents a work in progress of the designing of the Operational Plan to deliver the national Everyone Counts Planning for 2013/14 Actions Requested Decision Discussion Information Strategic Objectives Supported by the Report Recommendations 1. Consistently achieving local and national quality standards. 2. Delivering an increasing proportion of services from primary care and community services from primary care and community services in an integrated way. 3. Reduce the gap in health outcomes between the most and least deprived communities in Trafford. 4. To be a financial sustainable economy. (1) The Governing Body are asked to note the progress in the designing of the Operational Plan to deliver the national Everyone Counts Planning for 2013/14. (2) The Governing Body are asked to agree and support the next steps in the Operational Planning process. Discussion history prior to the Governing Body Financial Implications Risk Implications Impact Assessment Communications Issues The Senior Management Team have been involved and have been updated in the progress in developing the Operational Plan. Identified in each business case for the delivery of the Operational Plan for 2013/14 To be identified in the 2013/14 Board Assurance Framework N/a N/a

2 Public Engagement Summary Prepared by Responsible Director Local citizens have not been required to be involved in discussions around this paper. Mike Taylor, Head of Governance, Planning & Risk Tim Barlow, Chief Finance & Operating Officer Page 2

3 2013/14 EVERYONE COUNTS PLANNING: OPERATIONAL DELIVERY PLAN UPDATE 1.0 PURPOSE OF THE PAPER 1.1 The paper presents a work in progress of the designing of the Operational Plan to deliver the national Everyone Counts Planning for 2013/ RECOMMENDATIONS 2.1 The Governing Body are asked to note the progress in the designing of the Operational Plan to deliver the national Everyone Counts Planning for 2013/ INTRODUCTION AND BACKGROUND 3.1 The NHS Mandate provides the strategic framework for the National Commissioning Board (NCB) to discharge its responsibilities to Clinical Commissioning Groups. 3.2 The NCB has, through the 2013/14 Everyone Counts Planning, put in place planning guidance that each CCG is required to respond, to produce a series of iterative planning submissions to the Local Area Teams (LAT). Trafford CCG provided its first plan on the 25 th January and a subsequent slightly revised submission on 22 nd March, with Local Priorities finalised on 28 th March achieving all deadlines. A revised Finance submission was submitted on 12 th April. 3.3 The CCG will be meeting with the LAT at the beginning of May to discuss our submissions to date and to progress with next steps towards achievement of the 2013/14 Everyone Counts Planning /14 PLANNING SUBMISSION SUMMARY 4.1 Trafford CCG submitted its plan which comprised of the following components as reported to the March Governing Body: Everyone Counts - Planning for Patients in GM 2013/14 template Plan on a Page Trajectories for Dementia, IAPT, elective FFCEs, non-elective FFCEs, first outpatient attendances, A&E attendances. o The CCG has to identify 3 local selected priorities which will deliver health improvement to the local population. Trafford CCG has chosen stoke care admissions, improving the register for COPD and the signing up of practices to alcohol initiatives offered to patients) Page 3

4 Financial information (to underpin the above) 4.2 Trafford received positive feedback from the LAT in the minimum changes which the LAT requested. Following publication of the Francis report, the plan has now been revised to explicitly reference the Francis report recommendations to CCGs which will provide assurance that the CCG is monitoring quality and patient experience with its entire provider network. 4.3 The high level plan is required to be then delivered via an operational plan to be progress monitored throughout the year as a tool for delivering the requirements of Everyone Counts under the umbrella of Integrated Care. 5.0 OPERATIONAL PLAN RATIONALE 5.1 The Operational Plan will be the framework to deliver the priorities for the CCG and will be a tool which will be used to monitor progress through the year. 5.2 The Operational Plan will be a vehicle for delivery of the commissioning strategy in the CCG, underpinned by the management of inherent risk to its achievement in the ratification of commissioning policy at the Clinical Policy Committee. Review of performance within the financial planning and impact on QIPP programmes, will be overseen by the Quality, Finance and Performance Committee. 5.3 The Operational Plan is required therefore to be designed in the context of the Health and Care system (see appendix 1) and the Operational Plan on a page provides the CCGs place in it (see appendix 2) with staff performance management aligned to its achievement. 6.0 OPERATIONAL PLAN PROGRESS 6.1 The following key stakeholders have been involved in the designing of the Operational Plan to date, through a series of meetings and workshops: Chief Finance and Operating Officer Director of Commissioning Associate Director of Commissioning Head of Governance, Planning and Risk Head of Communications and Engagement HR Advisor ICS Project Lead ICS Support Officer 6.2 The Operational Plan in currently work in progress and will be circulated to the Senior Management Team and those stakeholders above for comment prior to presentation to the Governing Body. Page 4

5 6.3 The prospectus to enable the story of the CCG to be told to all stakeholders it is intended to be completed shortly after. 7.0 OPERATIONAL PLAN ON A PAGE 7.1 The Operational Plan on Page is provided at appendix In putting the CCG in context with the wider Health and Care System, the CCG s mission, aims and derived objectives are developed in line with achieving the Everyone Counts Planning framework for 2013/14. The initial submission to NHS England, provided the CCG s plan on a page (see figure one). Figure One 7.3 To achieve the plan on a page, and ultimately the objectives of the CCG, derived from the plan on a page is the operational framework, which provides the basis for what at a high level needs to be achieved (see figure two). Figure Two Programme Area Project/Sub Project Everyone Counts: Domain and Local Priority Coverage D1 D2 D3 D4 D5 LP 1 LP 2 LP 3 Oversight and Review Frequency of Review Strategic Lead / Operational Lead Key Performance Indicators (KPI) QIPP Impact Urgent Care Team Management : Programme Board Policy: CP Committee Oversight: QFP Committee/ Governing Body Fortnightly Bimonthly Bimonthly Strategic Lead: Gina Lawrence Operationa l Lead: Nicola Walsh 1. XXX 2. XXX 3. XXX 4. XXX 5. XXX 1. XXX 2. XXX 3. XXX 4. XXX 5. XXX Community Pharmacist X X Community Integrated Care Teams Intermediat e Care AHP Team Community Psychiatric Nurse Community Matrons IV Therapy Team Page 5

6 7.4 This has been populated from a stocktake of the existing integrated care projects by the ICS Project Lead and Officer and has enabled the Everyone Counts planning national domains and local priorities to be mapped across to the Operational Plan Framework, to identify those delivery mechanisms. 7.5 Further development will complete this and will map the Health & Wellbeing Board priorities to the Operational Framework. Collectively, all these integrated care projects with additional projects created to address any gaps, will be the outcomes to delivery of the Operational Plan. 7.6 This provides at a high level, a framework that is currently being developed to enable the Operational Plan to be designed in line with the Integrated Care strategy of the CCG. The current work in progress development of this is shown in appendix Through a one page summary business case for each project providing the rationale for its approval and the benefits of its implementation in the overall strategy of integrated care, the Operational Plan will be developed further and will provide further detail behind the Operational Framework. 7.8 Subsequently Key Performance Indicators (KPI s) will monitor the ongoing performance of each project, under any QIPP scheme to provide regular updates reportable to the appropriate forum e.g. project board, committee of the Governing Body etc. Additional performance groups will be created to monitor the progress of each domain and local priority on an ongoing basis. 7.9 The ICS Project Lead is currently designing the programme management structure that will enable the effective management of projects to deliver the CCG s objectives. 8.0 PERFORMANCE MANAGEMENT ALIGNED 8.1 In order to have the best chance of achieving the objectives of the CCG in line with its mission, values and aims it is proposed that the performance management process is integrated into the Operational Plan. This will ensure that personal objectives are derived from and aligned to the CCG s strategic objectives, with clear lines of accountability (see figure three). Page 6

7 Figure Three 8.2 The Senior Management Team have the strategic objectives assigned as follows: Consistently achieving local and national quality standards o Corporate - Tim Barlow o Clinical - Mark Jarvis Delivering an increasing proportion of services from primary care and community services in an integrated way o Corporate - Gina Lawrence o Clinical - Michael Gregory Reduce the gap in health outcomes between the most and least deprived communities in Trafford o Corporate - Gina Lawrence o Clinical - Michael Gregory To be a financial sustainable economy o Corporate - Tim Barlow o Clinical - Mark Jarvis 8.3 Business cases for projects e.g. delivering of scheduled, unscheduled care etc, in relation to the operational plan, should be approved in line with delivering the CCG s objectives listed in Subsequently, personal objectives should be derived from CCG s objectives aligned to projects alongside business as usual. Timescales will be allocated specifically for the delivery of projects through programme management in 7.7 above, with personal objectives aligned and monitored periodically through the year. Page 7

8 8.5 In order to achieve sustainable success and delivery of objectives it is important for the CCG to focus not just on the desired outcomes, but on the way in which we instil in our employees and key stakeholders the desired values and by implication culture. A focus on both will act to ensure that the CCG develops as an organisation in a way which increasingly aligns our people with what we want to achieve and how we want to achieve it. 8.6 Accordingly our performance management framework will measure not just the achievement of objectives but in some way assess how well we understand, live and project our values. 8.7 Measurement of progress in these hard and soft areas will act to ensure balance and synergy in the development of the organisation and should be used to drive forward the organisations HR strategy to ensure our processes for recruitment, motivation and retention reinforce our desired culture and values. 8.8 Both personal objectives and demonstrating the values would then be assessed on a periodic basis, and a rating provided in a performance management matrix, as shown in figure four below. Figure Four 8.9 In the above matrix, an employee assessed in the top right hand quadrant would be seen as embodying the essence of the culture/values of the CCG but significantly would be measured as delivering the objectives This gives the basis on which to develop processes of reward & recognition, promotion, performance management, personal development etc However, balance would require action to be taken in respect of those employees within the bottom right hand quadrant (failing to deliver and working in a way which is not congruent with the desired values and culture) This proposed approach has been discussed with the HR Advisor and a request is currently with the Commissioning Support Unit (CSU) to provide a performance management system, that can we adapted to the CCGs needs. Page 8

9 9.0 NEXT STEPS 9.1 The following next steps are proposed to be taken; (1) The Senior Management Team to prioritise the workstreams and projects for integration (see appendix 3) (2) The Programme Office and Commissioning Management Team to implement prioritisation matching to capacity (3) A meeting with the performance team and key leadership of the operational plan, to agree and implement the process within the governance arrangements for measuring and performance measuring: a. Key Performance Indicators (KPIs) for workstreams b. Local Priorities (including Public Health and Primary Care) (4) Agree performance framework for organisation to measure achievement and progress of meeting strategic objectives (5) Future staff forum utilised for engagement of values, objectives and accountabilities 10.0 SUMMARY 10.1 The Operational Plan continues to be developed in the context of delivering the requirements of 2013/14 Everyone Counts, under the umbrella of integrated care It is proposed that this is linked to the performance management of employees in delivering the plan at its various levels within the organisation and that action is taken to commence dissemination of objectives through the line management structure In respect of values and culture we will develop a structured program to assess understanding, obtain feedback, communicate and engage and ultimately measure and assess. These processes will work in tandem with processes for engagement, operational planning and performance management It is intended to re-present the Operational Plan to the June Governing Body, where all further steps will have been completed RECOMMENDATIONS 11.1 The Governing Body are asked to note the progress in the designing of the Operational Plan to deliver the national Everyone Counts Planning for 2013/ The Governing Body are asked to agree and support the next steps in the Operational Planning process. Page 9