Highland NHS Board 31 May 2016 Item 3.4 HIGHLAND QUALITY APPROACH ANNUAL OBJECTIVES 2016/17

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Rebecca Greene
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1 Highland NHS Board 31 May 2016 Item 3.4 HIGHLAND QUALITY APPROACH ANNUAL OBJECTIVES 2016/17 Report by Anne Gent, Director of Human Resources on behalf of Elaine Mead, Chief Executive The Board is asked to: Note the approach to develop Strategic Alignment in the setting of Annual Objectives Support the process of Catchball utilised to create the Annual Objectives Endorse the Annual Objectives for 2016/17 Note the proposals for utilisation of the Annual Objectives Contribute to the development of appropriate measures for measuring success 1 Background and Summary As part of the implementation of the Highland Quality Approach the Executive Team have led the development of this years Annual Objectives in line with the concept of World Class Management which forms part of the Lean Management System. The Catchball process has been utilised to develop this years objectives, with the Board being engaged as part of the process. The Board is now asked to formally endorse the Annual Objectives for 2016/17 and note the proposals for utilising the objectives in the organisation. In addition the Board is asked to contribute to discussions about measuring success. 2 Strategic Alignment and the Lean Management System As part of the Highland Quality Approach we have developed 2 key related improvement methodologies, the Scottish Patient Safety Programme and Lean. However Lean is not just an improvement methodology, it is underpinned by a set of principles: Putting the person first. Assuming staff want to do the best job they can and they best understand how current services work and how they can be improved A focus on continual improvement, using Lean tools and techniques In addition Lean as a Management System involves the concept of Strategic Alignment as depicted in the Golden Thread below.

Golden thread 10 year plan Better health, better care, better value Annual Goals People Quality Care Team/ Department objectives Individual objectives & PDP CB V8 The Catchball process is designed to

2 Golden thread 10 year plan Better health, better care, better value Annual Goals People Quality Care Team/ Department objectives Individual objectives & PDP CB V8 The Catchball process is designed to engage staff with the development of a shared aspiration, direction and objectives for the next year and create a common language for talking about and focussing on priority areas. The Lean Management System also includes the concept of Daily Management, outlined in the previous HQA Update paper to the Board in April. Lead Standard Work Visual Controls Accountability Discipline Daily Management is about creating a way of working to ensure that we run the business effectively, by overseeing our systems and processes and continually improving it. 3 The Catchball Process This year the Executive Team developed an early set of Objectives linked to the HQA Strategic Framework and the Principles for Change outlined in the 10 Year Plan to create a clear connection between the HQA and where Teams and Individuals focus their efforts. These draft Objectives were shared with a wide range of Teams face to face using a standard presentation. The Teams were then asked to discuss what they thought about the Objectives and to make suggestions for improvements. This interactive and engaging process involved large numbers of staff and the feedback resulted in hugely improved set of objectives which have been shared with the Board in an earlier Development Session. The near final version of the Annual Objectives were shared with the Board at the last Development Session. 4 Annual Objectives 2016/17 The Annual Objectives 2016/17 are linked to the 3 strategies in the HQA Strategic Triangle People, Quality, Care. 2

3 In addition the Objectives link to the Principles in the 10 Year Plan. Person centred (what matters to you) Safe and effective in line with good practice Rebalanced towards prevention and early intervention Consistently high quality Equitable Integrated Flexible Measurable Maximising the use and talent of staff Maximising the resources available People we attract and develop the best Teams To attract staff and improve our staff experience working for NHS Highland by: Making NHS Highland the employer of choice Ensuring staff are proud of their contribution to delivering safe and effective care Increasing the number of staff who feel engaged and valued as part of our team Quality we relentlessly pursue the highest quality outcome of care To improve access to and coordination of services by: Improving timely access to the right person who can best meet people s needs Increasing the number of people who can be supported through the use of modern technology Providing timely access to clinically appropriate care 3

4 Care we create a caring experience To improve the experience of care and caring for people by: Minimising the time that individuals have to be away from home and their families to receive care Supporting more individuals and their families to make choices about their care, particularly when nearing the end of their life Preventing people from falling 5 Utilisation of the Annual Objectives Following on from a final decision by the Board the plan is to circulate out to the Senior Leadership Team the final version of the Objectives, with a standard script to support them, with the intention of Directors working with their Teams to support the development of both Team and then individual Objectives. It is anticipated Team Objectives can form part of Team HQA Boards, along with other Quality Improvement Work being taken forward e.g. SPSP, RPIWs, Everyday Lean Ideas etc. 6 Measuring Success It is planned to measure success in relation to the implementation of the Annual Objectives by utilising the High Five Performance Framework. High 5 Performance Framework Quality and Safety Delivery and Efficiency Customer Satisfaction Staff Satisfaction Best Use of Resources (Cost) Measures need to be more fully developed for each Objective, but an example might be as follows. Making NHS Highland the Employer of Choice Quality and Safety Ensure that all staff recruited meet the required professional standards and regulations Reduce our reliance on locums and supplementary staff to cover vacancies Staff Satisfaction Reduce numbers of vacancies Reduce Turnover Increase production of imatter Action Plans Better Use of Resources (Cost) Reduce expenditure on Locums and Agency Staff Reduce costs of Recruitment 4

5 7 Conclusion This has been the first time the Catchball process has been utilised to develop the Annual Objectives and reflection and learning will take place on how to improve the process for next year using the Plan Do Study Act (PDSA) cycle. 8 Contribution to Board Objectives The Annual Objectives are the Board Objectives for 2016/17. 9 Governance Implications Staff Governance improving strategic alignment and embedding more effective processes around staff experience is directly contributing to adherence to all the strands of the Staff Governance Standard. Clinical Governance Having an increase in quality of staff experience is directly contributing to patient experience which is in keeping with the Highland Quality Approach to deliver high quality, safe and effective health care services. Financial Impact Improving quality and strategic alignment should result in better use of resources and reduced costs. 10 Planning for Fairness This is a progress report and as such does not require an impact assessment. Individual elements of improvement work should be subject to appropriate impact assessments. 11 Engagement and Communication Developing and embedding the Highland Quality Approach requires a significant engagement and communication effort at all levels. By far the greatest challenge is to influence hearts and minds, to get more people trained in quality improvement, delivering quality improvement and demonstrating behaviours consistent with our values. Through corporate communications work is ongoing to promote HQA by looking to increase Brand Awareness (The HQA triangle). Anne Gent Director of Human Resources May

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