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Annual Plan 2013-14 Progress Report Q1.

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Presentation on theme: "Annual Plan 2013-14 Progress Report Q1."— Presentation transcript:

1 Annual Plan Progress Report Q1

2 Annual Plan Progress Report – Quarter 1 Summary
STRTEGIC DRIVER / ENABLER SUMMARY OF PROGRESS / ACTIONS TO MITIGATE ANY SLIPPAGE SUMMARY OF RISKS, ISSUES, CONCERNS AND CHANGES Driving Quality Improve- ment DQI 4 Reducing ligature risks and improving privacy and dignity on wards – Manor house construction is on track with Kier forecasting completion in October, a month early. DQI 1 Suicide Prevention - There has been a date change within the project, as the data gathering and consultation is now going to continue to Sept 2013. DQI 2 Safer Care – Delay, Not all pilot populations have been identified in safer care and the outstanding areas have been escalated to Ros Alstead and Michael Marven DQI 5 Reducing Preventable HCAI - Date changes have been made regarding infection control, as environmental audits started in Q2 and none occurred in Q1 DQI 6 Preventing Vulnerable Groups from Flu - There has been a delay in community services flu campaign. It has been circulated to divisional directors and awaiting confirmation to distribute to locality teams DQI 3 Productives - Moderate risk associated with sustainability within Oxon MH inpatient wards due to capacity. Revised Productive Care delivery model commencing Q2 to help reduce risk and monitoring system in place to support. DQI 7 Providing high quality PMVA training - We are still awaiting milestones for PMVA training Delivering Operational Excellence DOE 1.2 Improving Transitions for young people into adult Services – Date change, Pathway presented to Joint Management Group in July but discussions regarding staffing and funding are on-going. There has been a delay in scoping the model, the transition group is set up and workshop for service mapping arranged DOE 2.1 Integrated locality-based community MH services – no update was provided to confirm whether a draft clinical model had been presented and there has been a delay in an operational policy being agreed, which is currently under discussion. DOE 2.2 Integrated Psychological Therapies and medicines services pathway –Organisational change complete but more work required in developing integrated pathway DOE 2.4 Forensic Services – strategic review - Delayed, high level options document has been presented for consideration DOE 3.1 Review of Inpatient services for older adults – Delayed, consultation document drafted and awaiting decision to proceed with consultation DOE 3.4 Interface medicine and EMU Phase 3 – Delay in estate issues for clinics identified, options appraisal completed and under consideration DOE 4.2 (CUBE) Systems will go live and full training programme will be implemented – Delayed start date, Additional datasets to be added to the CUBE in line with priorities identified for dashboard developments. Directory of services work delayed as specification of requirement is needed. Service areas will need to provide summary descriptions DOE 3,7 Rehabilitation and Therapies - Insufficient project management time to support CQUIN delivery has been raised as a risk in the service DOE 4.1 (CUBE) To develop the productivity/capacity dashboards aligned with service models - Live status will be dependant on completion of audit by external auditor. Await start date for audit from Mark Underwood. DOE 4.2 (CUBE) Systems will go live and full training programme will be implemented – The scope of existing dashboards and the demand for more and more reports/dashboards means that priorities for the team are constantly under review. Workload is being prioritise where delivery of new dashboards / reports enables: clinical staff to increase their productivity e.g. productivity DB clinical staff to take responsibility for their data e.g.. Data quality DB time saved by performance leads / other staff e.g.. performance DB Delivering Innovation, Learning and Teaching ILT 3 Oxford Academic Health Consortium (OAHC) – Delay, dementia project has been reviewed and Rupert McShane confirmed as programme director. Currently in the process of identifying resource and developing plan to deliver outcomes. This has had a knock on effect on being able to establish working group(s) and run dementia conference ILT 1 Academic Health Science Network - Risk that funding not available in amounts previously thought. Risk that clinical networks fail due to lack of engagement ILT 2 CLAHRC - Interview team were happy with interview and now waiting to hear back. Important that developments relevant to the CLARHC are carefully coordinated to ensure alignment with service developments ILT 3 OAHC/AHSC - AHSC engagement workshop in July to outline plans and next steps and vision for AHSC Developing our Business No milestones are due this quarter DOB 1.1 Develop capacity to design and develop innovative and new service models –The largest concern that has arisen relates to strong opportunities identified with occupational health but there is a concern that existing structure is insufficient to be able to deliver current services. DOB 1.2 Establish a marketing programme and strategy for the trust - A Trust wide strategy is required which builds on commissioned services organizational development. A commercial strategy will be a subsection of this organizational report but is required to be delivered by Trust business development post (for commissioned services). DOB 2.1 Establish a dedicated resource to implement the OHFT Membership Strategy – Lack of dedicated resource limits team capacity to deliver Membership strategy DOB 2.2 Remodel communications and engagement team - Team capacity due to interim arrangements ending in August 2013 and Head of Communications departure Sept Team morale - 12 months since original remodel was proposed to CEO/ EDs Developing Leadership, People and Culture Although all the milestones are on track, the milestones have a longer duration and therefore difficult to monitor progress throughout the year. Further detail on the business plan is required in order to better monitor progress on a quarterly basis. Getting the Most of Technology GMT 1.3 Lifecycle Management (IT Assets) - Review Access to GP systems from trust PCs has not started yet begun due to capacity issues within IT department GMT 2.1 Improving IT skills – Capacity issues delaying work in defining requirements for this project GMT 2.2 New/Update Applications – Trust services IPhone app has been deferred GMT 3.1 IT service management – Establish agreed IT service catalogue is in progress but has been impacted by capacity issues GMT 1.1 Mobile working supported - Unreliability of mobile data network and poor form factor of laptops as a solution has resulted in termination of the project. As discussed in the summary, there are concerns regarding capacity issues in a number of the projects Using our Estate Efficiently UEE 1.2 Condition of buildings will be a minimum of Category B/C – Delay, condition of buildings has been assessed but capital works required to achieve compliance has not been. UEE 1.3 New build /refurbishment projects will ensure agreed building standards are met – establishing minimum build standards for clinical buildings is delayed, work in progress. UEE 3.2 Establish and agree an Estate strategy - Delayed. FIC instructed delay until in final version of Estates Strategy in July until November 2013 to enable Service remodelling plans from clinicians to be defined, and impact on estate analysed. UEE 3,4 Ensuring clarity of roles, personal objectives and performance measurement criteria – Delayed, to be developed until new Director arrives UEE 3.7 Estate services will be delivered in a timely manner and in and in accordance with agreed. - Deferred until new Director starts UEE 1,1 Statutory and mandatory maintenance obligations will be completed to schedule - Addition resources required to maintain agreed level of compliance UEE 1.2 Condition of buildings will be a minimum of Category B/C - The investment required to achieve minimum standard has been requested approval is expected Q2 ANNUAL PLAN PROGRESS BY STRATEGIC DRIVER/ENABLER Number of Milestones NEXT STEPS We will work with heads of department to provide milestones/dates for the projects which have yet to provide detail (highlighted in grey above) We will work with department heads and performance leads to link the business plans to key performance indicators and provide a dashboard for each strategic driver/enabler. These will be based on rates (bed days or patient contacts) and we hope that they will contain comparisons with targets, previous performance (average or cumulative) and benchmarking We will work with heads of department and review slipped milestones (highlighted in red above) and identify what impact they have on other milestones in the project and whether there are dependencies within other projects

3 Appendix A Full Detail of Annual Plan: Critical Milestone Map

4 Delivering Operational Excellence
Ref Apr 13 May 13 June 13 July 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec 13 Jan 14 Feb 14 Mar 14 FY15 Q1 FY15 Q2 FY15 Q3 FY15 Q4 FY16 Driving Quality Improvement DQI 1 DQI 2 DQI 3 DQI 4 DQI 5 DQI 6 DQI 7 DQI 8 DQI 9 Delivering Operational Excellence DOE 1.1 DOE 1.2 DOE 1.3 DOE 2.1 DOE 2.2 DOE 2.3 DOE 2.4 DOE 2.5 DOE 2.6 DOE 3.1 DOE 3.2 DOE 3.3 DOE 3.4 DOE 3.5 DOE 3.6 DOE 3.7 DOE 4.1 DOE 4.2 DOE 5.1 DOE 5.2 Project launched Learning events Scoping exercise (end date was Jun 13) Best practice End report Training Pilot populations have been identified 100% outcome measures reported on Extranet Plans to spread within org. have been developed Key changes implemented in the pilot pops All participants are registered on the IHI Extranet Completion of the first audit cycle of the IHI patient safety culture questionnaire Complete introductions Dedicated learning and sharing events Introduce sustainability model Manor House- Construction period Manor House- Staff training Manor House- Procurement Manor House- ICT Manor House- FM/Hotel services Manor House- Commissioning Communications Continuing with the ATP (cellular activity) environmental screening Roll out MRSA screening in OA Rev. infection control training (delayed from Apr-13) New infection control training programme First draft of community services flu campaign Patient experience strategy presented at IGC Patient experience strategy approved Integrated Management structure in place, Integrated care pathway to be defined ASD pathway – PM agreed and project scoped Developing services for young people with emerging personality disorder – Oxon pilot , implementation and launch Developing services for young people with emerging personality disorder – Draft service model agreed, costing's agreed (end date delayed from Jun-13) Children and young people with complex physical health needs - transitions to adult services – Scoped model Develop model Prepare and move to implementation Evidence based model of care Consultation with staff, implementation of model Set up service user/carer focus groups. Draft Clinical Model presented New pathways and model of care operationalised Operation policy agreed Integrated Psychological Therapies pathway Model complete Acute psychological medicine service development (with OUHT) live Community psychological medicine service implementation Scoping exercise to establish gaps in service provisions and develop options Agreed strategy for forensic services and reconfiguration of estates Commence execution plan Detailed plans for reconfiguring and transferring patients Deliver plan Production of agreed pathway Draft model Single model of service across Oxon/Bucks Sept/Oct 2013 Business Case Developed, Staffing Review, Commence Implementation Reduce length of stay in older adult wards – new model Consultation with SPNCC and HOSC New model implemented PID Developed and signed off Integrated Teams Phase 1 complete (community services) Integrated Teams Phase 3 complete (Oxfordshire County Council) Integrated Teams Phase 2 complete (older peoples MH) Clinical workshops, Costing of 7 day model Review Phase 1/2 PID Developed Urgent care pathway in Bucks launched Pathway in Oxon launched Estate issues scoped and plan confirmed Project Charter, Clinical design workshops New pathway for EMU and interface medicine piloted (Abingdon) PID developed Model phase 2 starts Witney EMU Launched Implementation Project completed Operational Policy Agreed Cross use of sessional posts Frail Elderly pathway redesign complete, implementation commences Frail Elderly pathway implementation complete Productivity/Capacity Dashboard Prototype Productivity/Capacity Dashboard Live RIO, ESR, Fin., Safeguard Urgent care, Learning and Dev. Forensic Integrated SPA started, end date TBC GL, UGI and Others, Reablement, Medicines and prescription, Primary Systems Detailed Data: RiO, ESR, Finance (start date delayed to July) Cost centre and service groups General users’ training Directory of Services Development of training materials Start date Final milestone Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Expansion. of training manual Briefs for all 2nd round projects received and entered into tracker Develop CIP/mitigation plan for any forecast shortfall against target Consultation with SPNCC and HOSC Consultation with SPNCC and HOSC Development of reports in Patient Level Information Costing system Implementation of Patient Level Information Costing system Agree Service Lines and reports to support Service Line Management system

5 Delivering Innovation, Learning & Teaching
Ref Apr 13 May 13 June 13 July 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec 13 Jan 14 Feb 14 Mar 14 FY15 Q1 FY15 Q2 FY15 Q3 FY15 Q4 FY16 Delivering Innovation, Learning & Teaching ILT 1 ILT 2 ILT 3 ILT 4 Developing Our Business DOB 1.1 DOB 1.2 DOB 2.1 DOB 2.2 DOB 2.3 Developing Leadership, People and Culture DLP 1.1 DLP 1.2 DLP 2.1 DLP 2.2 DLP 2.3 DLP 2.4 DLP 2.5 DLP 2.6 DLP 2.7 DLP 3.1 DLP 3.2 DLP 3.3 DLP 3.4 DLP 3.5 DLP 4.1 DLP 4.2 DLP 4.3 DLP 4.4 DLP 4.5 DLP 4.6 DLP 4.7 DLP 4.8 AHSN Authorised Encourage the establishment of contribution to wealth creation (end date was Jun-13) Develop our own clinical networks CLARHC application submitted Shortlisting, international selection review and panel interview CLARHC funding officially starts, programme commences NIHR confirm CLARHCs Recruit Programme Director, identify project resource and approve plan Agree project outputs Establish working group(s) and run dementia con. (Delayed) Eligibility to submit full application if shortlisted Designation panel reviews full application and interviews AHSC- Submit pre-qualifying Questionnaire (end date was May-13) DoH confirms selected AHSC’s New designation for selected AHSCs commences Design R&D strategy Design, develop and implement clear processes to support with R&D strategy Framework and outline agreed Collating the ideas for further analysis Scoping exercise- prioritise and analyse ideas (short term ideas) Scoping exercise- prioritise and analyse ideas (long term ideas) Market analysis of current commercial position Interim arrangements in place Start to Build network of wellbeing champions across the Trust (end date Mar-14) Quarterly wellbeing days Quarterly wellbeing days Quarterly wellbeing days Quarterly wellbeing days Launch wellbeing guide for staff and managers Build network of wellbeing champions across the Trust Complete Implement specific projects./initiatives Complete Start to Implement specific projects./initiatives (end date Dec-15) Annual programme of public health campaigns Start to Improve uptake of flu vaccination (end date Mar-14) Start to Raise managers’ awareness of the service, publish KPI’s and SLA’s (end date Mar-14) Raise managers’ awareness of the ser., publish KPI’s and SLA’s Complete Improve uptake of flu vaccination Complete Advertise services via wellbeing site on intranet Develop and implement stress management training Ensure national and local staff survey programme meets org. needs Start to Communicate results of staff surveys needs (end date Mar-15) Communicate results of staff surveys. needs Complete Start to Support operational leads to develop and implement action plans in response to staff survey results (end date Mar-15) Support operational leads to develop and implement action plans in response to staff survey results Complete Review Trust and Divisional recognition schemes to provide a consistent approach Start to Support op. leads to ensure effective staff consultation as part of service remodelling programme (end date Mar-15) Support operational leads to ensure effective staff consultation as part of service remodelling programme Complete Start to Further develop partnership working model (end date Mar-15) Further develop partnership working model Complete Staff handbook developed and made available to all staff Review terms of reference for policy group and membership Develop guidance for managers in policy appl. Improve effectiveness of policy group Complete Start to Improve effectiveness of policy group Review and improve management training on HR policies All HR policies updated and compliant with legislation Increase no. of staff who are trained and can competently carry out investigations Review casework on a regular basis to ensure consistency and develop precedents log Further develop metrics and provide information to DD’s on a monthly basis Start to Rev. appraisal process & identify best approach to linking changes to T&C (end date Mar-15) Review appraisal process and identify best approach to linking with changes to T&C complete Start to Link values to appraisal process (end date Mar-15) Link values to appraisal process Complete Start to Incorporate consideration of staff wellbeing into appraisal process (end date Mar-15) Incorporate consideration of staff wellbeing into appraisal process Complete SME work to revise content especially refresher training Pilot & introduction of e-assessments to reduce training volume Put in place a consistent approach to talent management and succession planning across org. Review PDR process to ensure it supports succession planning and talent management Begin Identification of management structure (end date Mar-16) Establish system to identify new manager appointments and agree development needs Review use of Learning and Management Development f/w against new NHS leadership competences Start to Increase in team away days including use of MBTI (end date Mar-15) Ensure HR policies and practices enable and support effective team based working Complete Start to Ensure HR policies and practices enable and support effective team based working (end date Mar-15) Increase in team away days including use of MBTI Complete Simplify assessment within leadership development framework to contribute to TNA Continue use of teamwork development structure/process to embed care pathways Use of Action Learning Sets and other tools to underpin service remodelling Senior HR bus. partners to work with Op leads to ensure workforce plans reflect services remodelling programme and plans Trust wide review of admin posts to support remodelling pathways Develop and implement a reward strategy Put in place a ‘total reward’ approach including consideration of Employee Assistance Programme Develop improved staff benefits and comm. to staff Extend competence based interviewing across the Trust Introduce value based interviews Roll out of Safe Recruitment training to more areas in the Trust Start to Review and adjust the Recruitment Process (end date Mar-14) Review and adjust the Recruitment Process complete Start to Develop comm. of recruitment process and training of recruiting man. (end date Mar-14) Develop comm. of recruitment process and training of recruiting man. complete Start to Develop metrics in order to enable monitoring of compliance (end date Mar-14) Develop metrics in order to enable monitoring of compliance complete Start to Roll out recruitment training to managers (end date Mar-14) Roll out recruitment training to managers (existing and new) complete Extend Recruitment Solution to include other occupational groups Start to deliver an agree model for recruit. and placement of temp staff Deliver an agreed model for recruit. and placement of temp staff Complete Start to Review and streamline job evaluation process Review and streamline job evaluation process Complete Train more job evaluators Develop a ‘job families’ as guidance for managers Develop a library of standardised JDs by band Develop and implement probationary period policy Consistent roll out of performance management training for managers

6 Getting the Most out of Technology Using Our Estate Efficiently
Ref Apr 13 May 13 June 13 July 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec 13 Jan 14 Feb 14 Mar 14 FY15 Q1 FY15 Q2 FY15 Q3 FY15 Q4 FY16 Getting the Most out of Technology GMT 1.1 GMT 1.2 GMT 1.3 GMT 1.4 GMT 1.5 GMT 1.6 GMT 1.7 GMT 1.8 GMT 2.1 GMT 2.2 GMT 3.1 GMT 4.1 Using Our Estate Efficiently UEE 1.1 UEE 1.2 UEE 1.3 UEE 1.4 UEE 1.5 UEE 2.1 UEE 2.2 UEE 3.1 UEE 3.2 UEE 3.3 UEE 3.4 UEE 3.5 UEE 3.6 UEE 3.7 Pilot laptop solution Strategic implementation Tactical laptop implementations Procurement completed Implement changes Storage (SAN) expansion) Storage (SAN) expansion) Storage (SAN) expansion) Extend backup management) Extend backup management) Extend backup man.) VM ware expansion/replacement VM ware expansion/ replacement) Citrix upgrade Citrix upgrade Windows/Office Upgrade Review Vodafone contract Review access to GP systems from trust PCs Exchange Upgrade) Network upgrades/changes/expansion on-going CHO/User data/Printing Anti-virus renew/replace) Tactical requests Proactive Programme Procurement completed Expanded use Transition activities RiO Routine updates RiO choose and book support System One Replacement) Assist solution design Assist requirements definition Assist Implementation Verney House vacated Manor House Commissioned Highfiield Commissioned TV primary care research Luther Street transferred Abingdon Cont. Care completed Bicester Health Centre completed Oakridge (SaLT) Define requirements Implement changes Business case agreed IT Service desk tool Review Lync pilot and possible expansion Trust services iPhone app Establish agreed IT service catalogue Clinical system support/ development- Routine updates of RiO Clinical system support/ development- Choose and book support on RiO Legal obligations clear for all sites, reporting format agreed Assessment of clinical building/sites against required standards complete. Critical capital works to achieve compliance commence Essential compliance works complete Establish KPIs for all Capital projects and agree with FIC Formal review of standards and extension of the process to other non-clinical buildings Establish minimum build standards for clinical buildings and process for updating/agreeing derogations. Establish project plan and commence action Reviewing success to date and establishing further action plan Agree format for any new property search briefs Obtain approval for Strategic Travel Plan Framework and estate priorities Complete programme to provide site specific travel plans at key sites Establish current position for each KPI Work towards rationalisation of locations where necessary to achieve plan in parallel Work with Services to plan targeted improvements within existing locations. Identify where relocation/rationalisation may be req. First draft to take account of service remodelling (end date was Jun-13) Working towards investing/disinvesting in premises. Occupation of the New Manor Hospital There will be an agreed Capital Investment Plan which aligns with the Estates Strategy Establish collaborative working arrangements with key local partners (e.g. University, Councils etc.) Decide on future of Trust HQ Vacate Astral House Consultation and recruitment process Implementation of development plans and performance measurement Personal objectives and development plans agreed Assessment of staff environments Implement Establish communication plan with using intranet and other sources


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