Presentation is loading. Please wait.

Presentation is loading. Please wait.

Annual Plan 2013-14 Progress Report Q1. ANNUAL PLAN PROGRESS BY STRATEGIC DRIVER/ENABLER Annual Plan Progress Report – Quarter 1 Summary STRTEGIC DRIVER.

Similar presentations


Presentation on theme: "Annual Plan 2013-14 Progress Report Q1. ANNUAL PLAN PROGRESS BY STRATEGIC DRIVER/ENABLER Annual Plan Progress Report – Quarter 1 Summary STRTEGIC DRIVER."— Presentation transcript:

1 Annual Plan Progress Report Q1

2 ANNUAL PLAN PROGRESS BY STRATEGIC DRIVER/ENABLER Annual Plan Progress Report – Quarter 1 Summary STRTEGIC DRIVER / ENABLER SUMMARY OF PROGRESS / ACTIONS TO MITIGATE ANY SLIPPAGESUMMARY 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 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 No milestones are due this quarter 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 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 RefApr 13May 13June 13July 13Aug 13Sep 13Oct 13Nov 13Dec 13Jan 14Feb 14Mar 14FY15 Q1FY15 Q2FY15 Q3FY15 Q4FY16 Driving Quality Improvement DQI 1 DQI 2 DQI 3 DQI 4 DQI 5 DQI 6 DQI 7 DQI 8 DQI 9 Delivering Operation al 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 Scoping exercise (end date was Jun 13) All participants are registered on the IHI Extranet 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 Complete introductions Dedicated learning and sharing events Introduce sustainability model Rev. infection control training (delayed from Apr-13) New infection control training programme Prepare and move to implementation New pathways and model of care operationalised Business Case Developed, Staffing Review, Commence Implementation PID Developed Community psychological medicine service implementation Acute psychological medicine service development (with OUHT) live Pathway in Oxon launched Production of agreed pathway Urgent care pathway in Bucks launched Project completed Learning events End report Completion of the first audit cycle of the IHI patient safety culture questionnaire Manor House- Staff training Manor House- FM/Hotel services Continuing with the ATP (cellular activity) environmental screening Roll out MRSA screening in OA Patient experience strategy presented at IGC Integrated Management structure in place, Integrated care pathway to be defined ASD pathway – PM agreed and project scopedDeveloping 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 Developing services for young people with emerging personality disorder – Oxon pilot, implementation and launch Develop model Evidence based model of care Set up service user/carer focus groups. Draft Clinical Model presented Operation policy agreed Consultation with staff, implementation of model Integrated Psychological Therapies pathway Model complete Agreed strategy for forensic services and reconfiguration of estates Detailed plans for reconfiguring and transferring patients Commence execution plan Deliver plan Draft model Single model of service across Oxon/Bucks Sept/Oct 2013 Reduce length of stay in older adult wards – new model Consultation with SPNCC and HOSC New model implemented PID Developed and signed off Clinical workshops, Costing of 7 day model Integrated Teams Phase 1 complete (community services) Integrated Teams Phase 2 complete (older peoples MH) Review Phase 1/2 Integrated Teams Phase 3 complete (Oxfordshire County Council) Project Charter, Clinical design workshops PID developed Estate issues scoped and plan confirmed New pathway for EMU and interface medicine piloted (Abingdon) Witney EMU Launched Model phase 2 starts Implementation Cross use of sessional posts Frail Elderly pathway redesign complete, implementation commences Frail Elderly pathway implementation complete Productivity/Capacity Dashboard Prototype 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 Development of training materials Expansion. of training manual General users’ training Development of reports in Patient Level Information Costing system Agree Service Lines and reports to support Service Line Management systemFirst draft of community services flu campaign Patient experience strategy approved Briefs for all 2 nd round projects received and entered into trackerDevelop CIP/mitigation plan for any forecast shortfall against target Consultation with SPNCC and HOSC Integrated SPA started, end date TBC Best practice Operational Policy Agreed Productivity/Capacity Dashboard Live RIO, ESR, Fin., Safeguard Urgent care, Learning and Dev. Forensic Directory of ServicesImplementation of Patient Level Information Costing system Start date Final milestone Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Training Manor House- ICT Manor House- Commissioning CommunicationsManor House- Construction period Manor House- Procurement Scoping exercise to establish gaps in service provisions and develop options

5 RefApr 13May 13June 13July 13Aug 13Sep 13Oct 13Nov 13Dec 13Jan 14Feb 14Mar 14FY15 Q1FY15 Q2FY15 Q3FY15 Q4FY16 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 New designation for selected AHSCs commences AHSN Authorised Encourage the establishment of contribution to wealth creation (end date was Jun-13) CLARHC application submitted Shortlisting, international selection review and panel interview Recruit Programme Director, identify project resource and approve plan CLARHC funding officially starts, programme commences NIHR confirm CLARHCs Eligibility to submit full application if shortlisted DoH confirms selected AHSC’s Designation panel reviews full application and interviews Collating the ideas for further analysis Scoping exercise- prioritise and analyse ideas (short term ideas)Scoping exercise- prioritise and analyse ideas (long term ideas) Launch wellbeing guide for staff and managers Quarterly wellbeing days Annual programme of public health campaigns Raise managers’ awareness of the ser., publish KPI’s and SLA’s Complete Advertise services via wellbeing site on intranet Develop and implement stress management training Ensure national and local staff survey programme meets org. needs 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) Start to Further develop partnership working model (end date Mar-15) Staff handbook developed and made available to all staff Review terms of reference for policy group and membership Start to Improve effectiveness of policy group Review and improve management training on HR policies All HR policies updated and compliant with legislation Develop guidance for managers in policy appl. 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) Start to Link values to appraisal process (end date Mar-15) Start to Incorporate consideration of staff wellbeing into appraisal process (end date Mar-15) 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 needsReview use of Learning and Management Development f/w against new NHS leadership competences Start to Ensure HR policies and practices enable and support effective team based working (end date Mar-15) Start to Increase in team away days including use of MBTI (end date Mar-15) 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 Extend competence based interviewing across the Trust Introduce value based interviews Roll out of Safe Recruitment training to more areas in the Trust Review and adjust the Recruitment Process complete Develop comm. of recruitment process and training of recruiting man. complete Develop metrics in order to enable monitoring of compliance completeRoll out recruitment training to managers (existing and new) complete Start to deliver an agree model for recruit. and placement of temp staff 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 AHSC- Submit pre-qualifying Questionnaire (end date was May-13) Develop our own clinical networks Agree project outputs Establish working group(s) and run dementia con. (Delayed) Design R&D strategy Design, develop and implement clear processes to support with R&D strategy Framework and outline agreed Market analysis of current commercial positionInterim arrangements in place Build network of wellbeing champions across the Trust Complete Implement specific projects./initiatives Complete Quarterly wellbeing days Communicate results of staff surveys. needs Complete Support operational leads to develop and implement action plans in response to staff survey results Complete Increase no. of staff who are trained and can competently carry out investigations SME work to revise content especially refresher training Pilot & introduction of e-assessments to reduce training volume Develop improved staff benefits and comm. to staff Start to Review and adjust the Recruitment Process (end date Mar-14) Start to Develop comm. of recruitment process and training of recruiting man. (end date Mar-14) Start to Develop metrics in order to enable monitoring of compliance (end date Mar-14) Start to Roll out recruitment training to managers (end date Mar-14) Extend Recruitment Solution to include other occupational groups Deliver an agreed model for recruit. and placement of temp staff Complete Start to Review and streamline job evaluation process Increase in team away days including use of MBTI Complete Ensure HR policies and practices enable and support effective team based working Complete Review appraisal process and identify best approach to linking with changes to T&C complete Link values to appraisal process Complete Incorporate consideration of staff wellbeing into appraisal process Complete Start to Communicate results of staff surveys needs (end date Mar-15) 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 ensure effective staff consultation as part of service remodelling programme CompleteFurther develop partnership working model Complete Improve effectiveness of policy group Complete Improve uptake of flu vaccination Complete 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) Start to Build network of wellbeing champions across the Trust (end date Mar-14) 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 Start to Implement specific projects./initiatives (end date Dec-15)

6 RefApr 13May 13June 13July 13Aug 13Sep 13Oct 13Nov 13Dec 13Jan 14Feb 14Mar 14FY15 Q1FY15 Q2FY15 Q3FY15 Q4FY16 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 Strategic implementationDefine requirements Legal obligations clear for all sites, reporting format agreed Pilot laptop solution Tactical laptop implementations Implement changes Storage (SAN) expansion) Extend backup management) VM ware expansion/replacement CHO/User data/Printing Transition activities Review Vodafone contract Exchange Upgrade) Anti-virus renew/replace) Proactive Programme Expanded use System One Replacement) Assist solution design Assist Implementation Highfiield CommissionedTV primary care research Implement changes Abingdon Cont. Care completed IT Service desk toolOakridge (SaLT)Establish agreed IT service catalogue Trust services iPhone app Assessment of clinical building/sites against required standards complete. Critical capital works to achieve compliance commence Establish KPIs for all Capital projects and agree with FIC Essential compliance works complete Establish minimum build standards for clinical buildings and process for updating/agreeing derogations. Formal review of standards and extension of the process to other non-clinical buildings Reviewing success to date and establishing further action plan Establish current position for each KPI Establish project plan and commence action Agree format for any new property search briefs 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.)First draft to take account of service remodelling (end date was Jun-13) Work towards rationalisation of locations where necessary to achieve plan in parallel Consultation and recruitment process Implementation of development plans and performance measurement Personal objectives and development plans agreed Working towards investing/disinvesting in premises. Occupation of the New Manor Hospital Vacate Astral House Establish communication plan with using intranet and other sources Implement Procurement completedWindows/Office Upgrade Network upgrades/changes/expansion on-going Citrix upgrade Storage (SAN) expansion) Extend backup man.)VM ware expansion/ replacement) Citrix upgrade Extend backup management) Review access to GP systems from trust PCsTactical requestsProcurement completed RiO Routine updatesRiO choose and book supportAssist requirements definition Verney House vacated Manor House Commissioned Luther Street transferred Bicester Health Centre completed Business case agreedReview Lync pilot and possible expansion Clinical system support/ development- Choose and book support on RiO Clinical system support/ development- Routine updates of RiO Decide on future of Trust HQ Obtain approval for Strategic Travel Plan Framework and estate prioritiesComplete programme to provide site specific travel plans at key sites Assessment of staff environments Work with Services to plan targeted improvements within existing locations. Identify where relocation/rationalisation may be req.


Download ppt "Annual Plan 2013-14 Progress Report Q1. ANNUAL PLAN PROGRESS BY STRATEGIC DRIVER/ENABLER Annual Plan Progress Report – Quarter 1 Summary STRTEGIC DRIVER."

Similar presentations


Ads by Google