NHS England South priority programmes for 2015/16

Transcription

1 NHS England South priority programmes for 2015/16 NHS England South 2 April 2015 Contents This briefing pack provides the following updates: NHS England Business Plan and Corporate Priorities (Slides 3 & 4) How we re planning to implement our priority programmes across the South (Slides 5 to 9) A summary of the national delivery architecture for our corporate priorities, and the dovetailing of our implementation arrangements for the south with the national delivery chain (Slides 10 to 12) Next Steps (Slide 13) 2 1

2 NHS England business plan 2015/16 NHS England has just completed a process to agree the business plan for 2015/16. NHS England now has an agreed set of corporate priorities and each directorate, functional directorates and commissioning operations, also have an agreed set of objectives. For 2015/16 there are ten corporate priorities. Four of our priorities aim to transform care for patients: Cancer Mental health Learning disabilities Diabetes Four of our priorities aim to design the NHS around patients and what they need most: Urgent and emergency care services Primary care Elective care Specialised care Two of our priorities focus on clinical and financial sustainability: Whole system change Financial sustainability Supporting delivery of these priorities there are four further programmes of work; building on using data and technology more effectively, encouraging science and innovation, building the capability and infrastructure, engaging with patients and the public. The NHS England Business Plan 2015/16 is available via: 3 2

3 Implementation in NHS England South Over the last two months, the South Senior Management Team (SMT) have reviewed our priority programmes across the south for 2014/15, the corporate priorities for 15/16 and the functional directorate objectives. We have decided that the functional directorate objectives are business as usual for the functional directors across the south and will be incorporated into the functional director s personal objectives for 2015/16. The Directors of Commissioning Operations will be responsible for delivery of the Commissioning Operations objectives locally. To support the Directors of Commissioning Operations deliver these objectives and to ensure that the new ways of working as a fully integrated south team are embedded, the South SMT agreed one of the south priority programmes of work for 2015/16 is Effective Assurance. With the creation of a South specialised commissioning team, the specialised commissioning corporate priority will be the responsibility of this new integrated team to deliver. The South SMT considered how we could organise ourselves effectively to deliver the other corporate priorities given the challenges we face of multiple sites spread across a large geography. The SMT agreed that we needed to establish a portfolio of priority programmes that the SMT would oversee with members of SMT taking responsibility for leading and delivering the programmes. The priority programmes and SROs are set out on the next slide. 5 NHS England South priority programmes To ensure delivery in 2015/16, a programme management approach will be implemented. The table below sets out the priority programmes and SRO for each programme. Priority programme Cancer Mental health Learning disabilities Diabetes Urgent & emergency care Primary care Elective care Whole system change Financial sustainability Effective assurance SRO Nigel Acheson Anthony Farnsworth Sarah Elliot Nigel Acheson Rachel Pearce Felicity Cox Julia Davison Dominic Hardy Jennifer Howells Julia Davison 6 3

4 Accountability 26/01/2016 Delivering south priority programmes (1) The South SMT will set the priorities across the south, requiring programmes to be established for each. The South SMT will sign off priority deliverables and receive regular progress and exception reports. In management terms, the SMT has oversight of the portfolio of priority programmes. The SRO will be the visible owner of a south priority programme; and the key leader in driving it forward as a programme of work. The SRO must ensure that their programme board maintains focus, has clear authority and that the overall context, including risk, is actively managed. The Directors of Commissioning Operations (DCO) are responsible for local oversight and delivery. In relation to performance problems that are also south priority programmes, the DCO (and their team) should contribute to overarching regional plans and work with the SRO and programme manager to deliver the plan. Regional Director SMT = portfolio responsibility SRO = programme responsibility DCO SRO 7 Delivering south priority programmes (2) A programme board will be established and chaired by the SRO for each south priority programme. The programme board will take a complete view of the priority, from strategic planning to managing ad hoc queries. While each programme board will vary in form and process to best address a priority (membership, meeting frequency, reporting, etc.) they will all work to a set of common principles of engaging the right people from across the south as a whole, supporting a consistent approach across the south. Subject matter expertise or other stakeholder contributions could be drawn from within the integrated south team or from local structures, such as SRGs or SCNs, or from external sources such as the CSU. The programme manager will support the SRO, ensuring that any programme established to meet a priority is properly initiated, planned, designed, executed, monitored, controlled and finally closed when it is complete. The programme manager helps the SRO to engage stakeholders and other sources of support. Depending on the scope of the programme, other programme staff will support the programme, for example, collecting and collating performance data related to the priority, in accordance with the national and regional reporting cycle, providing some administrative support (meeting arrangements, agendas and notes, etc.). Key stakeholders SRO South Programme Board Programme Manager & Programme Support Subject matter expertise 8 4

5 Supporting delivery - South Delivery Unit The South Delivery Unit (SDU) will support the programmes of work. The SDU will provide our ways of working and consistency of process, for us all to adopt in delivering our priority programmes. The SDU will provide training for the programme managers and programme support staff (who could come from any team across the south), and facilitate a matrix working style across the south supporting collaboration and a shared approach to problem solving. This approach will help us to be successful in achieving our priorities across the south working together as an integrated team. The SDU will support the SROs, ensuring that any programme established to meet a priority is properly initiated, planned, designed, executed, monitored, controlled and finally closed when complete. A common set of performance management folders will be created, accessible to appropriate staff across the south. This will give access to a single version of the truth, facilitating discussion of an issue rather than encouraging query s. Shared access to data and analytical work will also be given. This will help to overcome the problem at a local level of lack of data and information. Analysts should be seen as a resource for the south as a whole. Standard templates and processes will be provided so that all performance management work across south priorities is undertaken to common standards. This will include a shared reporting cycle, templates, etc. Consistent performance management approach, with agreed escalation policies, agreed triggers for intervention, learning from good and/or effective practice, better working with tripartite colleagues, horizon scanning, etc. The result will be better insight, more time to clarify and address problems, a pro-active focus and better quality reports. 9 NHS England corporate priorities - national delivery NHS England has identified that it needs to strengthen the delivery chain to improve delivery of the corporate priorities. The new arrangements are set out in the diagram below. All corporate priorities have a National Director sponsor National Oversight Group established Representative from each central directorate Regional representative representing all regions Assurance representative Role Develop and oversee delivery of corporate priority Where there is significant delivery element to corporate priority there is a Regional Director sponsor Role: advice on design of programme for optimal delivery, agree regional approach and ensure other RDs fully briefed Who Where there is significant delivery element a Delivery Sub Group may be established Each region represented Role: to provide day to day co-ordination between national/regional activities, forum for resolution of practical delivery to be debated and sorted, responsible for ensuring relevant regional team fully briefed on operational implementation 5

6 NHS England South delivery chain The national delivery chain continues across the south and the development of the priority programmes supports our local implementation. These arrangements dovetail together, as summarised below: Each corporate priority has a National Oversight Group which has one regional representative to represent all four regions. South SROs will be in regular contact with the relevant regional representative on the National Oversight Group to ensure that we are linked into the work this group is undertaking. The Delivery Sub Group will have a representative from each region. Our representative will be the SRO for the relevant south priority programme. The SRO will chair a south Programme Board to develop and oversee the south plan, ensure alignment with the national Delivery Sub Group and oversee the day to day coordination between regional/local activities. Each DCO team will be represented on the programme boards. The DCOs have nominated a suitable representative from their team to be a member of each Programme Board. This individual will be responsible for local implementation and ensuring the relevant DCO team is fully briefed on operational implementation. 11 Programme board core membership The table below sets out the representatives from each DCO team and the analytics team. These individuals will form the core membership of the programme boards. Priority Programme SRO Analytics lead South West South Central Wessex South East Cancer Nigel Acheson Claire Walsha Jonathan Miller Geoff Payne Liz Mearns Jackie Huddleston Mental Health Transforming care for people with Learning disabilities Anthony Farnsworth Sarah Elliot Arun Bhoopal Justine Faulkner Jan Fowler Ruth Williams Caroline Jessel Briony Tatem/Arun Bhoopal Carole Crocker Jan Fowler Ruth Williams Carol Cassam Diabetes Nigel Acheson Jiri Chard Michelle Roe Geoff Payne Liz Mearns Jackie Huddleston Urgent and Emergency Care Rachel Pearce Rob Jones/Maren Daraktchiev Sunita Berry Nikki Luffingham Jacqueline Cotgrove Matthew Drinkwater Primary Care Felicity Cox Jiri Chard Linda Prosser Debra Elliott Julia Bagshaw Deborah Tomalin Elective Care Julia Davison Ben Andrew Jane Pike Nikki Luffingham Jacqueline Cotgrove Chris Greener Whole system change Dominic Hardy Jiri Chard Laura Nicholas James Drury Mark Orchard Caroline Jessel Financial sustainability Jennifer Howells Jiri Chard Neil Kelmsley James Drury Mark Orchard Paul Hyde Effective assurance Julia Davison Sarah Matthews Colin Bradbury Nikki Luffingham Jacqueline Cotgrove Adam Wickings 12 6

7 Next Steps There are a number of actions that need to be taken by SROs to mobilise the ten programmes. 1. Develop the scope and complete PID for each programme 2. Identify resources required to support implementation of the programme from the south team 3. Establish the programme board 4. Develop and agree terms of reference in line with South Delivery Unit (SDU) guidelines 5. Develop the programme plan with key deliverables and timescales These actions will be completed by the end of April and further information about each of the priority programmes will be shared with the south team in May. 13 7