Appendix 1. Draft. Organisational Development Strategy November 2015 March 2017

Transcription

1 Appendix 1 Draft Organisational Development Strategy November 2015 March 2017

2 1 Introduction Castle Point and Rochford CCG is a Clinical Commissioning Group (CCG) in south Essex. A CCG is a group of GPs and clinicians who commission (buy) health services for their local communities. NHS Castle Point and Rochford CCG is one of 65 CCGs in the country, (the only CCG in the East of England), to be authorised to assume full responsibility for commissioning general practice services from 1 April Our role is to specify outcomes that we want to achieve for our population, and then contract with providers to provide care to achieve those outcomes. We are committed to ensuring the provision of local, high quality services that meet the specific needs of our population The OD Strategy is designed to ensure that we have the best people and processes that will lead to delivering excellent services to our patients within the financial envelope available to us. 2 Context The CCG has been through a significant change over the past year to develop its approach to clinical commissioning and governance, building on the best elements of the organisation and moving a CCG from recovery to one that is fully assured and leading the way in the transformation of services. Our vision is to create a healthier and more sustainable future for people in Castle Point and Rochford through real transformation. Through commissioning the right care in the right place we hope that over time we will see less people being acutely unwell and requiring complex care in hospital settings, to more people taking responsibility for their own health and wellbeing, with more care being delivered in the community and closer to patients homes. Over the past year we have started to bring about organisation change by: Restructuring of directorates, creating a new joint acute commissioning and contracting directorate with Southend CCG and a new Integration and Partnership directorate Recruiting a permanent Accountable Officer and Chief Finance Officer Restructuring the CCG s governance, supporting committees to take on the new co-commissioning agenda and maximise clinical engagement Creation of a permanent PMO function to ensure the QIPP programme delivers Refreshed our corporate objectives and restated the values that drive our organisation Rebranded our organisation to reflect our values Transition of hosted quality team to internal team 2

3 The CCG recognises that there is a significant programme of transformational work which the organisation is embarking on. Excellent leadership is needed to steer the CCG through all the issues that will be encountered. Being a small CCG we have a very limited running cost allowance and therefore the team needs to be focussed on the priorities and delivery of both business as usual and transformation agenda. It is recognised that matrix working is an essential model for a small team to be successful and must be ingrained into the way the organisation works. 2.1 Corporate Objectives We will embark on a programme of transformation that delivers new models of care through a reinvigorated primary care provision that places the patient at the centre of an integrated care pathway working with local partners and resource following the patient We will deliver our constitutional standards and manage the delivery of health services within our available budget over the next five years We will involve local people in deciding what we do We will ensure that those services we commission for the population are safe, of a high quality and improve the health of our population We will improve capacity, capability and access to primary, urgent and emergency care We will ensure there is greater involvement with our member practices and strong clinical leadership is provided 2.2 Values We listen to our patient population, our membership, staff and partners and are prepared to change We are prepared to do things differently to improve care for our patients We are committed to partnership working We are ambitious and believe being innovative should be embedded in all our thinking We are compassionate We are committed to delivery 3

4 3 CCG Assurance The new NHSE assurance framework recognises that assurance is a continuous process that considers the breadth of a CCG s responsibilities. It will consist of five main components: Well-led organisation Performance - delivery of commitments and improved outcomes Financial Management Planning Delegated Functions It is essential that our organisational development plan helps us to be fully assured as a CCG in future years. In particular we must ensure that core to our success will be that we are well led and that we: Have strong and robust leadership Have robust governance Involve and engages patients and public Work in partnership with others including other CCGs Secure the range of skills and capabilities that is needed to deliver our commissioning functions and get the best value for money Have effective systems in place to ensure compliance with our statutory functions 3 Development Goals and Work Streams Our OD plan will build on the learning gained from the extensive programme of restructuring and development undertaken through 14/15. We have a stable organisation and need to ensure that we have the right skills and capacity in place to equip us for the period of transformation we now enter. There have been seven main work streams identified. Within these are a series of goals which direct a series of actions we intend to implement for 16/17. 4

5 Work Stream 1: Governing Body Development A Governing Body, clear and comfortable in its leadership, accountability and decision making A programme of themed development sessions delivered through the GB seminars designed to increase GB members confidence and capability in challenging and seeking assurance. Session 1 Understanding the CCG s vision for integration Oct 15 Session 2 Session on Commissioning Cycle & NHS Constitution Session on hospital contract Session 3 Leading clinical change and leading others through change (New GB) Session 4 Procurement & Conflict of Interest keeping the CCG free from challenge. The future QIPP challenge Session 5 Looking forward to 17/18 and refreshing strategy Feb 16 (RS) March 2016 April 16 (PD) June 16 (MH/RS ) Oct 16 Session 6 Creating an Effective Board : Feb 17 (IS) Undertake a formal review of the CCG s governance and GB effectiveness Mar 16 (MH-) External External External Implement change to the CCG Governance following the above to ensure effective decision making takes place Carry out Skills and Knowledge Self-Assessment of GB members Mar 16 Dec 15 (MH KP) 5

6 Work Stream 2: Leadership Development GP clinical leaders Annual Appraisal in place for all May 16 confident, effective and well-supported in their roles GP clinical executives alongside PDP May 17 (Chairman) Objectives in place May 16 May 17 High-performing leadership team, aligned on goals roles and responsibilities Governing Body members join appropriate networks Clinical Executive Protected Time 16/17 Operational Plan (Chairman) Apr 16 (GP Members) Feb 2016 () CMT Protected Time 16/17 Operational Plan (IS/) 16/17 QIPP Review CMT 15/16 Objectives and PDP Oct 15 (IS) 16/17 Objectives, PDP and May 16 appraisal completed (IS) Focus on delivery and how do we measure this and recognise achievement May 17 (IS) To identify future leaders in the CCG and provide support and development opportunities To carry out a talent map across all staff and provide targeted support to those future leaders within the organisation (both officers and members) To develop training policy to ensure limited funding is targeted at appropriate priorities To support at least two GB members to attend leadership training Dec 15 Nov 15 Mar 16 6k 6

7 Work Stream 3: Membership Engagement Member practices are Review impact of having linked Jan 16 fully engaged with the CCG agenda GB to member practices Offer GP members CCG GB Feb 15 taster training sessions Health Professional section of CCG website refreshed and launched at TTL Explore integration of referral/pathway information with SystmOne Promote the LCGs and ensure a more clinical focus is given Stock take of communications methodology across member practices Review of CCG engagement with practice managers & practice nurses and practice managers Practice manager engagement event to build understanding of CCG priorities for 16/17 Support nurses to achieve successful revalidation and continue to deliver high quality services Protected GP training time (Time to Learn) 16/17 programme continues and has focussed sessions on CCG priorities and challenges. Carry out an survey of interests and skills of GP members Develop a programme to engage with individual GP members who have not had any direct involvement with CCG work Apr 16 (CR/TD) Apr 17 (CR/CSU) Oct 15 Jan 16 (CR) Dec 15 (KMK/TD) Feb 16 Apr 16 (TD) Monthly (TD) Jan 16 (AWK) Feb 16 7

8 Work Stream 4: CCG Capacity and Capability Staff are confident, capable and competent in using outcome-based commissioning to improve services and outcome Workshop delivered for outcome-based commissioning July 15 All staff are well engaged, understand the strategic objectives of the CCG and their roles and responsibilities in achieving these Three staff development days - Focus on team development - Focus on 16/17 CCG objectives & further team development Sept 15 (CMT) Feb 16 (CMT) 1k 1k Staff have communication route to help shape the future direction of the organisation - Joint session with GB June 16 1K (CMT) Weekly AO briefing to all staff Weekly and ongoing Monthly `Lunch and Learn Nov 15 sessions delivered for all staff and - Risk ongoing - Financial Controls - GP Contracts - Care Co-ordination (examples) Bi-weekly staff conversation with GB GP member invited on a monthly basis Staff Involvement Group established Regular one to one meeting with line manager Jan 16 June 15 (TD) Ongoing (All) and ongoing Organisation has the capacity to deliver transformational change and high quality services Map staff capacity against priorities and QIPP programme Support member practices in relation to the quality agenda (co-commissioning ) through the employment by the CCG of a primary care nurse Provide training to all CCG staff on co-commissioning. Dec 15 (JB) Sept 15 (TD) Mar 16 (KMK/) 8

9 Staff have opportunities Creation of staff room in new Dec 15 to take time out and engage with each other offices Creation of Blue Sky Thinking area in new offices Apr 15 Work with CVS to offer all staff one day placement a year with Sept 16 a local voluntary organisation that is tackling one of the CCGs priority areas Staff join appropriate networks in line with the role they hold in Ongoing Mechanisms in place to attract new staff and grow them into the organisation Staff are resilient to pressure and have coping systems to manage the CCG Work experience policy in place Offer apprenticeships to local young people Resilient training offered to staff at all levels starting with senior staff Oct 15 () Jan 16 (IS) 1k Work Stream 5: Patient Engagement Develop the work of the CRG to ensure they CRG Workshop with Executive Team Mar 16 (CR) are fully engaged with service redesign and performance management Organise an inclusive event for the public linked to the 2016 AGM Sep 16 (/CR) Work with CVS to identify new ways the CCG can engage with local communities Mar 16 Work Stream 6: Personal Development CCGs corporate All staff have clear objectives Nov 15 objectives are delivered linked to the CCGs corporate (All) To ensure all members of staff have their own development needs identified and plans implemented personal objectives All staff have personal development plans sign off To ensure the CCG has a training/development budget for 16/17 to allow staff to Nov 15 (All) Feb 16 20K 9

10 development attend appropriate training To put in place some key leadership development programme for at least two members of staff before the end of the financial year Mar 16 (All) 1K Work Stream 7: Staff Survey Job Satisfaction, Workload and Support Undertake a survey to ascertain how many staff are receiving regular 1-1s. Feb 2016 SJ Review organisational priorities to ensure that work demands on individuals are realistic. Hold facilitated session with staff, in relation to the results of the staff survey and obtain ideas from staff as to how we can continue to improve as an employer. Roll out 360 surveys for all line managers. Roll out line management training for all CCG line managers. Raise awareness of Occupational Health support available to all staff at staff briefing. Liaise with HR Team to identify whether there is any time management training support available for CCG staff. Deliver a session at Heads of Forum (for onward cascade to other line managers) to ensure that managers are aware of their responsibilities for monitoring working hours and address individually with members of staff in their team who work in excess of their contracted hours. Implement a process for collating and analysing exit questionnaires / interviews. Mar 2016 Mar 2016 June 2016 July 2016 Feb 2016 Feb 2016 Aug 2016 Mar

11 CCG Vision and Direction of Travel Ensure that the CCG s vision and values for 2016/17 are summarised and published to staff. April 2016 Public / GP Engagement Appraisal, learning and development Inappropriate Behaviour at Work Include CCG vision and values for 2016/17 on a staff briefing / lunch and learn session. Roll out staff induction sessions for new starters and include CCG vision and direction of travel. Ask staff at future lunch and learn for ideas on how to engage with the public / GPs/ Staff re the work that we do. Implement the Education, Training and Development Strategy Action Plan Undertake promotion of the benefits of appraisal and personal development planning Continue to maintain full mandatory training completion records and ensure all staff remain updated Discuss the results relating to bullying, harassment and violence at team meetings / 1-1s to raise awareness of routes through which members of staff can raise and address these issues Develop a Dignity at Work section on the CCG website. Ensure that all staff groups are aware of and have access to appropriate lone worker / conflict resolution guidance. Circulate and raise awareness of the CCG s Whistleblowing Policy and details of lay member Champion. April 2016 Jan 2016 May 2016 CR/LH Jan 2016 Feb 2016 On-going Jan 2016 All Managers May 2016 AWK Jan 2016 Jan

12 4 Resources and Implementation The programme will be delivered through a combination of in-house resource and expert support. 12