SOMERSET PARTNERSHIP NHS FOUNDATION TRUST BUSINESS ACTION PLAN 2017/18. Report to the Trust Board 23 May 2017

Transcription

1 SOMERSET PARTNERSHIP NHS FOUNDATION TRUST BUSINESS ACTION PLAN /18 Report to the Trust Board 23 May Sponsoring Director: Author: Purpose of the report: Key Issues and Recommendations: Director of Finance and Business Development. Associate Director Strategic Planning and Performance. The Trust s Business Action Plan for /18 sets out our key priorities for the coming year, together with the actions that we will undertake and their timescales. Our priorities for /18 are linked to our strategic and annual objectives, which are also reflected in our assurance framework. The key areas are drawn from: priorities set out in our Operational Plan for -2019; priorities set out in our Strategic Plan, covering the period from 2014/15 to /19; priorities identified by the Council of Governors during the annual business planning cycle; priorities identified by colleagues across the Trust as part of our annual business planning cycle. The key priorities link to our four strategic themes for /18: Quality and Safety; Service Delivery; Culture and People; Sustainability and Transformation. The delivery of many of the priority areas will be taken forward collaboratively through work which we are progressing with partner organisations via the Somerset Sustainability and Transformation Plan. May Public Board - 1 -

2 Progress against our key priorities is reported quarterly to our Board, and to the Council of Governors through the Strategy and Planning Group. Actions required by the Board: The Board is asked to approve the Business Action Plan for /18. May Public Board - 2 -

3 BUSINESS ACTION PLAN /18 May Public Board - 3 -

4 Introduction The Business Action Plan for /18 sets out our key priorities for the year, linked to our strategic and annual objectives, which are also reflected in our assurance framework (AF). The key areas are drawn from: priorities set out in our Operational Plan (AP) for priorities set out in our Strategic Plan (SP), covering the period from 2014/15 to /19 priorities identified by the Council of Governors during the annual business planning cycle priorities identified by colleagues across the Trust as part of our annual business planning cycle Progress against these priorities is reported quarterly to our Board, and to our Council of Governors through the Strategy and Planning Group. May Public Board - 4 -

5 MISSION AND VISION Our Mission and Vision are linked to the values and commitments set out in the NHS Constitution. Our Mission is: Caring for you in the heart of the community Our Vision is: We will be the leading provider of community-based health and social care May Public Board - 5 -

6 STRATEGIC THEMES Our four Strategic Themes, which support our Mission, Vision and Values are: 1. Quality and Safety 2. Service Delivery 3. Culture and People 4. Sustainability and Transformation VALUES Our values are: Working together Everyone counts Making a Difference May Public Board - 6 -

7 Key to initials: CE DNPS COO DFBD MD DSCA Chief Executive Director of Nursing and Patient Safety Chief Operating Officer Director of Finance and Business Development Medical Director Director of Strategy and Corporate Affairs Director of Workforce and Organisational Development May Public Board - 7 -

8 We use the double Red / Amber / Green (RAG) rating system below to help illustrate progress against our key priorities: RATING DEFINITION Green Green Achieved Green Amber Work is in progress in line with target date Amber Amber Work is in progress but the target date is unlikely to be met Amber Red Red Red Work has been undertaken but the target has not been met. The target date needs to be revised Minimal or no work has been undertaken and the target date needs to be revised May Public Board - 8 -

9 STRATEGIC THEME STRATEGIC OBJECTIVE LINKS 1. QUALITY AND SAFETY We will continuously seek to improve the quality of care we provide AF, AP, SP Improve our performance across all our quality account priorities 1.1 Implement our Quality Improvement Plan, including our quality account and Sign Up To Safety Priorities 31 March 1.2 Implement our Clinical Governance improvement plan 31 March 1.3 Roll out training and development for colleagues in Quality Improvement methodology 30 September 1.4 Become a smoke-free organisation 1 January MD DNPS MD DNPS May Public Board - 9 -

10 Maintain safe and effective staffing levels across all our services 1.5 Undertake six monthly reviews of nursing establishment levels 31 August and 28 February 1.6 Proactively recruit and retain colleagues to maintain safe staffing levels 31 March DNPS Make the improvements to our services to move towards Outstanding in all Care Quality Commission Domains 1.7 Implement our Care Quality Commission Improvement Plan to address quality assurance and governance 31 March actions arising from the recent re-inspection visit 1.8 Implement our Care Quality Commission Improvement Plan to address service delivery actions arising from 31 March the recent re-inspection visit DSCA COO May Public Board

11 STRATEGIC THEME STRATEGIC OBJECTIVE LINKS 2. SERVICE DELIVERY We will deliver personalised care in the most appropriate setting AF, AP, SP Make sure our services are as joined up as possible, so we can deliver the best care and experience for patients and achieve the best value for money 2.1 Implement a new integrated pathway for stroke/musculoskeletal physiotherapy/oasis 31 October 2.2 Review opportunities for bed consolidation across our inpatient wards 30 September 2.3 Work with acute Trust colleagues to make improvements to care pathways for stroke 31 December 2.4 Review the feasibility of developing a Psychiatric Intensive Care Unit for Child and Adolescent Mental 30 Health services September 2.5 Implement our new 3Fs model (Frontloaded, Focussed and Fair) 30 September 2.6 Develop opportunities for closer collaborative working with Primary Care 31 March COO COO COO COO COO COO May Public Board

12 STRATEGIC THEME STRATEGIC OBJECTIVE LINKS 3. CULTURE AND PEOPLE We will support and engage all colleagues to delivery high quality, cost effective care AF, AP, SP Increase the engagement of all of our colleagues in what we do Engage colleagues in embedding our values and behaviours framework to support a positive, honest and open working environment 3.1 Implement our Organisational Development Strategy and monitor improvements 30 September 3.2 Embed our new Values across all key processes, including appraisal 30 September May Public Board

13 Improve the health and wellbeing of all our colleagues 3.3 Develop a Health and Wellbeing Strategy and implement measures to support colleagues to maintain and 30 June improve their physical and mental wellbeing Make the best use of our expert skills and experiences to provide fulfilling roles and effective care 3.4 Implement revised Mandatory Training and Appraisal arrangements to enhance their quality, efficiency and 30 June effectiveness 3.5 Develop a workforce strategy 31 December Strengthen our leadership and management to support colleagues to achieve our goals 3.6 Develop a leadership strategy, consistent with the Sustainability and Transformation Plan 31 December 3.7 Continue to take forward our Human Resources integration work with Taunton and Somerset NHS 31 March Foundation Trust May Public Board

14 STRATEGIC THEME STRATEGIC OBJECTIVE LINKS 4. SUSTAINABILITY AND TRANSFORMATION We will deliver and support sustainable services We will identify, invest in and promote good practice and innovation from within our Trust AF, AP, SP Deliver an operating surplus 4.1 Deliver a surplus of million 31 March DFBD Work with partner organisations to develop joined-up, collaborative working arrangements which support the delivery of countywide priorities 4.2 Develop an appropriate collaborative approach to working across health and social care including joint 31 DFBD ventures and other partnerships to improve patient care and make the best use of our resources December 4.3 Produce a corporate strategy aligned to the Sustainability and Transformation Plan 30 DSCA September 4.4 Develop a revised strategy for our estate 31 March DSCA May Public Board

15 4.5 Contribute to the development of the countywide Sustainability and Transformation Plan 31 March 4.6 Take forward collaborative working arrangements with Taunton and Somerset NHS Foundation Trust 31 March 4.7 Enhance our current arrangements for engagement and closer working with the voluntary sector 31 March 4.8 Enhance our current arrangements for patient, public and stakeholder engagement 31 March DSCA DSCA DSCA DSCA Make the best use of technology to ensure that we deliver the best quality care to patients, as efficiently as possible 4.9 Explore the scope for efficiencies, in the light of the Carter Review 30 September 4.10 Implement year 4 of our Information Management and Technology strategy 31 March DFBD DFBD May Public Board

16 Links to Strategic Themes: Quality and Safety Service Delivery Sustainability and ransformation Culture and People Links to the Assurance Framework: Links to the Trust Values: Relates to the following risks on the Trust s Assurance Framework: relates to all risks on the Assurance Framework. Identify which of the Trust Values are covered by this report by including a tick behind the relevant domain(s) Working together Making a Difference Everyone counts Links to CQC Domains: Identify which of the CQC domains are covered by this report by including a tick behind the relevant domain(s) Is it safe? Is it caring? Is it well-led? Is it effective? Is it responsive to people s needs? Equality: Identify whether the report has an impact on the protected characteristics set out below, including risks, and if so, say how these risks are to be managed. Only tick the relevant box for which there is an impact. ZAge Disability Gender re-assignment Pregnancy and maternity Religion or Belief Sexual Orientation Marriage and Civil Partnership Race Sex Learning Disabilities May Public Board

17 Legal or statutory implications/ requirements: No additional legal or statutory implications/requirements have been identified. Public/Staff Involvement History: Previous Consideration: The Annual Plan is developed followed extensive involvement of colleagues, partnership organisations and Governors. The Business Action Plan is approved annually by the Board and a progress report is presented to the Board on a quarterly basis. May Public Board