Presentation is loading. Please wait.

Presentation is loading. Please wait.

Programme Management Office Driving Quality Improvement Delivering Operational Excellence Delivering Innovation, Learning and.

Similar presentations


Presentation on theme: "Programme Management Office Driving Quality Improvement Delivering Operational Excellence Delivering Innovation, Learning and."— Presentation transcript:

1 Programme Management Office Driving Quality Improvement Delivering Operational Excellence Delivering Innovation, Learning and Teaching Developing Our Business Developing Leadership, People and Culture Getting The Most Out of Technology Using Our Estate Efficiently Two-page summaryOur Strategy (opens to website)Key Definitions Oxford Health NHS FT Business Plan Each year the Trust completes a Strategic Plan which is approved by the Board of Directors and is submitted to Monitor, the sector regulator for health services in England. The plan is developed by consolidating information from a range of business plans from across the organisation to establish its key priorities and ensure the Trust’s strategy is delivered. If you would like to read the full version please click here. Caring, safe and excellent Press ‘Esc’ to exit

2 Programme Management Office Our Safer Care and Suicide Prevention programmes help us deliver our services to the highest standards of safety. We work with patients, carers and families to encourage healthier lifestyle choices and support people and families living with long-term conditions to live independently. We are developing our new nursing strategy with our nursing, midwifery and care staff to help us strengthen our culture of compassionate care. We are improving the collection of feedback from patients, carers and clinicians and ensure we always act on it to improve the outcomes that matters to patients, and patients’ experiences in our services. Being caring, safe, responsive, effective and well-led is at the heart of our Quality Strategy. Driving Quality Improvement Home Delivering Innovation, Learning and Teaching Developing Our Business Developing Leadership, People and Culture Using Our Estate Efficiently Getting The Most Out of Technology Delivering Operational Excellence Click to view our plan and progress: Plan Progress

3 Programme Management Office Home Delivering Operational Excellence Our services will deliver outcomes that patients want at lower costs. We are organising around groups of patients with similar needs to ensure that they receive the right expertise at the right time by working with other health and social care providers. Our coordinated local care, supported by our clinical, managerial and academic teams, will increase the value of care and deliver the outcomes that our patients and carers want in the most efficient and effective way. We are organising care around patients’ needs and improving local access and offering 24/7 care. We are establishing new adult mental health partnerships with voluntary sector providers and integrated urgent care for older people with acute care and social care providers. These partnerships will help patients live independently. Our successful models of care for Children and Young People continue to develop and expand to maximise the benefits to patients and families. Delivering Operational Excellence Click to view our plan and progress: Plan Progress Delivering Innovation, Learning and Teaching Developing Leadership, People and Culture Using Our Estate Efficiently Getting The Most Out of Technology Developing Our Business Driving Quality Improvement

4 Programme Management Office Home Delivering Innovation, Learning and Teaching Driving Quality Improvement Delivering Operational Excellence We will continue to develop our links with academic institutions to benefit the health and wealth of our local populations. These include our membership of the Thames Valley-wide Oxford Academic Health Science Network (AHSN), as hosts of the Collaborations and Leadership in Applied Health Research and Care (CLAHRC) and as part of Academic Health Science Centre (AHSC). These partnerships particularly focus on the challenges of modern healthcare and allow us to continue to maximise opportunities to translate research, training and clinical expertise to meet the healthcare challenges of the 21st Century. We are designing an internal research and development strategy and continue to develop as a leading teaching centre for medical, nursing and clinical psychology staff. Delivering Innovation, Learning and Teaching Click to view our plan and progress: Plan Progress Developing Leadership, People and Culture Using Our Estate Efficiently Getting The Most Out of Technology Developing Our Business

5 Programme Management Office DRIVING QUALITY IMPROVEMENT Home Delivering Innovation, Learning and Teaching Developing Our Business Developing Leadership, People and Culture Using Our Estate Efficiently Getting The Most Out of Technology Driving Quality Improvement Delivering Operational Excellence We will judge our success not by how well we compete with others but by how well we collaborate with them to deliver sustainable care. We are developing strong partnerships with acute providers, third sector and social care partners to design modern, integrated mental health services and care for older adults. We are working with commissioners to ensure that bids and tenders integrate care across the system. We will develop our international work through partnership, consultancy and training, and continue to develop non-NHS services in order to generate additional income that can be reinvested back into our services. This will allow us to continue to provide the highest quality care to our patients. Developing Our Business Click to view our plan and progress: Plan Progress

6 Programme Management Office Home Delivering Innovation, Learning and Teaching Developing Our Business Developing Leadership, People and Culture Using Our Estate Efficiently Getting The Most Out of Technology Driving Quality Improvement Delivering Operational Excellence We want all our staff to be caring, safe and excellent in their day-to-day work. We will attract the best staff through efficient recruitment processes and workforce planning. We will then retain our staff through programmes of staff development, engagement and wellbeing. We are developing our approach to leadership development which will be focused on creating partnerships, working in multidisciplinary teams, led by clinical leaders. We are responding to the results of the staff survey to improve staff engagement and senior management communication with people throughout the trust. Developing Leadership, People and Culture Click to view our plan and progress: Plan Progress

7 Programme Management Office Home Delivering Innovation, Learning and Teaching Developing Our Business Developing Leadership, People and Culture Using Our Estate Efficiently Getting The Most Out of Technology Driving Quality Improvement Delivering Operational Excellence The implementation of our next generation Electronic Health Record is fundamental in enabling us to deliver 21st Century care. It will reduce the administrative burden on our clinical staff, allowing them to maximize their time with patients. Mobile working initiatives are allowing staff to work beyond the boundaries of a traditional office-based environment and encourage greater involvement of patients, carers and families in their care. Patient and clinical outcomes are systematically measured and reported so we can know we are delivering the best value care to our patients. Our business intelligence systems provide high quality information to everyone, supporting us to share learning and continuously improve. Getting The Most Out of Technology Click to view our plan and progress: Plan Progress

8 Programme Management Office Home Delivering Innovation, Learning and Teaching Developing Our Business Developing Leadership, People and Culture Using Our Estate Efficiently Getting The Most Out of Technology Driving Quality Improvement Delivering Operational Excellence We provide a safe environment for patients, staff and carers. We are working with local partners to provide care closer to patients’ homes. This care will be backed up by high quality inpatient services, such as the new Whiteleaf Centre, a state-of-the-art mental health facility in Buckinghamshire. Our environmental strategy will ensure our carbon emissions are as low as possible and our waste management and recycling processes are improved. Using Our Estate Efficiently Click to view our plan and progress: Plan Progress

9 Programme Management Office FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DQI 1 – Making Every Contact Count DQI 2 – Safer Care DQI 3 - Reducing preventable Healthcare- acquired infections (HCAIs) DQI 4 - Review of inpatient mental health engagement and activities, therapy and physical interventions Conduct pilot project with two CMHTs (extended to Mar-15) Continue with the ATP (cellular activity) environmental screening Implement all key changes in work streams in the pilot populations Sustained improvement noted in relation to process and outcome measures in one to three pilot sites Sustained improvement is noted in process and outcome measures for pilot populations in all workstreams Spread has been achieved in all workstreams with 100% depth Spread (including testing, training, communication) of all key changes is underway Spread of all key changes has been achieved with at least 50% depth Continue with environmental audits to ensure national standards are being met Continue to improve and monitor compliance with CQC standards Review catheter care documentation and practice Assess alternative PMVA training programmes against agreed criteria Agree Trust PMVA training package Deliver PMVA re-training schedule for instructors and staff Complete initial phase of gathering and using staff and patients experience of restraint (delayed from June-14) PAGE 12 Driving Quality Improvement Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date

10 Programme Management Office FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DQI 5 - Improving patient experience DQI 6 - Suicide Prevention DQI 7 - Revise the Quality and Safety, and professional leadership structures DQI 8 - Development of Clinical/ professional strategies DQI 9 - Staff engagement with the quality agenda Consult on the Nursing Strategy with nurses, patients, carers and other stakeholders Finalise Nursing strategy including plan for year 1 Agree structures, roles and responsibilities Prepare Management of Change paper and agree with staff side Implement agreed changes strategies (delayed from Sept-14) Training and reflective practice programme for clinical staff Serious incident following suicide and near misses guidance and training developed Development of protocol to provide support to staff Develop a webpage on patient experience including results on complaints (delayed from May-14) Agree and promote a set of clear standards for staff that constitute good care (delayed from Sept-14) Develop team level feedback (brought forward from Sept-14) Develop clinician level feedback Every team demonstrating change as a result of patient feedback) Pilot surveying along patient journeys Training delivered and first tranche evaluated Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Improve staff engagement with the quality agenda PAGE 12 Driving Quality Improvement Investigations carried out post training reviewed Devise plan for each of the professional groups to develop strategies (delayed from Apr-14) Implement strategies and associated plansEvaluate changes

11 Programme Management Office Driving Quality Improvement Q2Q4Q3 Q1 PAGE 12 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DQI 1 – Making Every Contact Count (‘MECC’) MECC reference group and champions are in place, and workshops have been completed across all pilot sites. Observation and notes reviews have been completed within the Bladder and Bowel service and the South East AMHT. Patient experience questions have been identified for patient survey and are ready for testing. DQI 2 – Safer CarePilot populations are implementing changes and new pilots are planning for testing. Run charts show improvement in three pilot areas (AWOL outcomes and medication errors). Improvement in suicide prevention demonstrated high reliability in process and outcome measures. DQI 3 - Reducing preventable Healthcare- acquired infections (HCAIs) Numerous audits have been completed and work is on track. Monitoring compliance with CQC standards is ongoing and documentation review for catheter care has started. DQI 4 - Review of inpatient mental health engagement and activities, therapy and physical interventions Review of Prevention and Management of Violence and Aggression (PVMA) training programmes is completed and a recommendation was made. A schedule has been drafted to deliver PVMA re-training. The initial phase of gathering and using staff and patients’ experience of restraint using an Evidence Based Co Design model has been delayed as filming of staff and patients experience has not yet commenced. Other areas of the project have taken priority. Recommendation for a new PMVA training programme needs sign off by Exec. Resources are required to fund retraining of staff over two years.

12 Programme Management Office PAGE 12 Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DQI 5 - Improving patient experience More teams are regularly capturing feedback from patients than in FY14. Pilot surveying is planning to build on previous learning, and surveys are planned to look at patients journey from children to adult services, both in mental health and physical health services. The ‘Taking Action on Patient Feedback’ group have discussed the objective to agree and promote a set of clear standards for staff that constitute good care, but work has not yet started. Work on the development of the patient experience website with the Comms Team is delayed, but is expected to be completed in Aug-14. The website will include a summary of the complaints and lessons learnt over the last three months. The webpage on patient experience has been delayed by a few months. This has minimal risks and impact. DQI 6 - Suicide Prevention A project lead is in place and training has been delivered across multiple teams across the South of England. Future planned training includes ‘Train the trainer’ sessions workshops for Health Care Assistants and support time and recovery workers, and annual suicide awareness and update sessions for all staff. A proposal has been drafted on a protocol to provide support to staff and is awaiting final sign off. DQI 7 - Revise the Quality and Safety, and professional leadership structures Structures, roles and responsibilities have been agreed but are largely unchanged, and so a Management of Change paper is not needed. Changes to Health and Safety and Risk roles have commenced. DQI 8 - Development of Clinical/ professional strategies The consultation on the Nursing Strategy with nurses, patients, carers and other stakeholders is complete. The final consultation on priority areas was delayed but is now completed. This enables the full strategy now to be drafted for adoption (by Aug-14). The plan for each of the professional groups to develop strategies has been slightly delayed due to the aforementioned delay. DQI 9 - Staff engagement with the quality agenda The July Senior Leaders Conference is focusing on CQC. A project board is in place to prepare for the Trust CQC inspections. Revision of patient safety walkabout is completed. Driving Quality Improvement

13 Programme Management Office Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DQI 1 – Making Every Contact Count (‘MECC’) Benefits maps are used in all MECC meetings to maintain focus on outcomes. Methods to capture outcomes are constantly reviewed. A patient signposting leaflet was designed, and intranet/internet pages are under development. Motivational Interviewing will be designed and delivered with L&D. A staff support tool was developed, incorporating motivational interviewing principles and lifestyle information. A pilot of the patient experience questionnaire was presented at the Staff Wellbeing Group. Links with OUH and Oxfordshire County Council were developed, and joined- up working agreed. An issue is that pilot teams are unable to release time to participate fully. There are concerns in getting measurables in getting outcomes and showing benefits because of the nature of the programme. The end date of Dec-14 was reviewed as Health Education Thames Valley (HETV) has agreed that funding can be carried forward to the end of the financial year. DQI 2 – Safer Care Sustained improvement is evident in the AWOL and missing patient pilot site – there is a 74% return of patients on time from a baseline of 30%. A further five wards are now testing these interventions and two are showing improvement. Self- harm reduction work commenced in two pilot areas. The Skintelligence programme is not yet embedded in pilot sites – it is awaiting leadership plans in the Older People Directorate. Institute for Healthcare Improvement (IHI) programme participants were identified. Further work is also required by the Adults Directorate to embed suicide reduction work. Spread (including testing, training, communication) of all key changes by 50% by Mar-15 and 100% by Mar-16 is at risk, but action plans are in place to mitigate this. Further training in measurement was agreed for the AWOL work as problems exist in reporting project progress. Safer Care team will support the Skintelligence programme. Attendees agreed for the Older People Directorate. Magnifiers identified for enhanced support from Safer care Team. Current changes to clinical model and pressures on clinical teams caused patchy implementation of the suicide reduction project into the AMHTs. DQI 3 - Reducing preventable Healthcare-acquired infections (HCAIs) Several audits were completed and work is on track. Further audits are planned for Q4. Work is on-going to improve and monitor compliance with CQC standards and ATP (cellular activity) environmental screening is progressing. DQI 4 - Review of inpatient mental health engagement and activities, therapy and physical interventions Recommendations for a new PVMA training package have been finalised. The cost of retraining has been calculated and presented to the steering board. The Director of Nursing will take it to the Board. The initial phase of gathering and using staff and patients experience of restraint using an Evidence Based Co-Design model is not completed, due to problems around identifying patient and staff groups to interview. Discussion continues to identify a pilot site. Driving Quality Improvement PAGE 12

14 Programme Management Office Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DQI 5 – Improving patient experience The webpage is being developed, and will include feedback from patients, carers and parents (collected by every service) including Family and Friends Test results, and a link to Patient Opinion. Complaints and patient feedback are currently published quarterly. The directorate patient experience leads report on themes and what changes have been made. This is shared in the trust wide ‘Taking action on patient feedback’ group. Development of the webpage is delayed to Dec-14. Development of a set of clear standards for staff that constitute good care is also delayed. Standards are being developed with patients by many services. The trust-wide ‘Taking action on patient feedback’ group will review all the patient experience strategy objectives in Oct-14 and decide whether a set of trust wide standards for staff is possible. DQI 6 - Suicide Prevention Development of a training and reflective practice programme for clinical staff is ongoing. Development of guidance and training for serious incident following suicide and near misses is on track. Protocol to provide support to staff is complete and awaiting formal sign-off. A training date (Dec-14) was set for psychological debriefers. Evaluations of first tranche completed: staff are receptive to interpersonal theory and training is proving effective in knowledge advancement. Optimum benefit is derived when training is followed with reflective practice sessions. Development of protocol to provide support to staff was delayed due to the need to ask for wide consultation, however this is now complete. There is a difficulty in identifying psychological debriefing facilitors. Senior level support is required to enable effective implementation once the proposal has been signed off. It was agreed that input in critical incident reviews using the interpersonal theory of suicide will now be offered to root cause analysis lead authors. DQI 7 - Revise the Quality and Safety, and professional leadership structures New roles have been appointed to in the Quality and Safety team. Discussions are on-going with clinical directors regarding nursing roles. DQI 8 - Development of clinical/ professional strategies Consultation on the Nursing Strategy with nurses, patients, carers and other stakeholders is complete. A final draft is awaiting sign-off in Oct-14. DQI 9 - Staff engagement with the quality agenda Work is in progress by the project team to prepare for the CQC inspection. Around 40 staff engagement events have been held. The are monthly reports to the Executive on progress. Driving Quality Improvement PAGE 12

15 Programme Management Office Delivering Operational Excellence FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DOE 1 - Establishment of new Adult Pathway DOE 2 - Partnership for delivery of integrated Mental Health services in Oxfordshire DOE 3 - Review of adult mental health inpatient provision DOE Pilot of 136 Street Triage service DOE Development of Aspergers Service DOE Learning disabilities service/autism services DOE Rehabilitation / Reablement Services DOE Richmond Fellow and Relate Service DOE Review of Psychological Services Pathway DOE 5.2 –Community Psychological Medicines Service DOE Launch Personality Disorder Service DOE Develop a patient pathway for Prison Health To identify partnership organisations for the integrated MH service in Oxon Establish the new Adult Mental Health Pathway including the integration of Forensic & psychological services 6 month review of the AMH Pathway integration of services 12 month review of the AMH Pathway integration of services To review the implementation of the new AMHTs (delayed from Aug-14) 12 month review of the new AMHT services Review Inpatient clinical model and leadership teams implementation (delayed from Aug-14) 12 month review of the new Inpatient model To produce a business case for the tendering of the MH Partnership Oxon To review the SIL pathway and effectiveness of the community model (delayed from June-14) To identify bed requirements within the AMH Pathway (Oxfordshire) To implement the closure of a adult ward in Oxon One year pilot of the 136 Street Triage in Oxfordshire Review of the 136 Street Triage pilot scheme Extend 136 Street Triage scheme across Oxon & Bucks Secure the funding for the continuation of the Aspergers service in Oxfordshire and to work with commissioners in Buckinghamshire to provide the same service To work with local services and commissioners to develop learning disability services / autism services within the AMH Pathway Model for rehabilitation/reablement services to be identified Rehabiliation/re-ablement service to be established if model is agreed Work with Bucks County Council to review supported housing pathway To work with commissioners in Buckinghamshire to manage the Richmond Fellowship and Relate services To review the IAPT services to identify opportunities for development To review the clinical effectiveness, treatments and service design for the psychological pathways (delayed from Apr-14) To roll out the pilot of the Community Psychological Medicine Service in Oxfordshire To draft a business case for the commissioning of a personality disorder service within the forensic services To identify the cost associated with the services through joint working with TVPTTo implement the new service once agreed and formally signed off To identify the staffing needs for the service and to work with HR to undertake the necessary recruitment To continue partnership working with TVPT (ongoing) Contractual agreements signed off; management structure identified Develop a patient pathway for Prison Health that is linked to the 'Through the Gate' initiative Contract for partnership working to be awarded PAGE 123

16 Programme Management Office Delivering Operational Excellence FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DOE 1 - Establishment of new Adult Pathway DOE 2 - Partnership for delivery of integrated Mental Health services in Oxfordshire DOE 3 - Review of adult mental health inpatient provision DOE Pilot of 136 Street Triage service DOE Development of Aspergers Service DOE Learning disabilities service/autism services DOE Rehabilitation / Reablement Services DOE Richmond Fellow and Relate Service DOE Review of Psychological Services Pathway DOE 5.2 –Community Psychological Medicines Service DOE Launch Personality Disorder Service DOE Develop a patient pathway for Prison Health To identify partnership organisations for the integrated MH service in Oxon Establish the new Adult Mental Health Pathway including the integration of Forensic & psychological services 6 month review of the AMH Pathway integration of services 12 month review of the AMH Pathway integration of services To review the implementation of the new AMHTs (delayed from Aug-14) 12 month review of the new AMHT services Review Inpatient clinical model and leadership teams implementation (delayed from Aug-14) 12 month review of the new Inpatient model To produce a business case for the tendering of the MH Partnership Oxon To review the SIL pathway and effectiveness of the community model (delayed from June-14) To identify bed requirements within the AMH Pathway (Oxfordshire) To implement the closure of a adult ward in Oxon One year pilot of the 136 Street Triage in Oxfordshire Review of the 136 Street Triage pilot scheme Extend 136 Street Triage scheme across Oxon & Bucks Secure the funding for the continuation of the Aspergers service in Oxfordshire and to work with commissioners in Buckinghamshire to provide the same service To work with local services and commissioners to develop learning disability services / autism services within the AMH Pathway Model for rehabilitation/reablement services to be identified Rehabiliation/re-ablement service to be established if model is agreed Work with Bucks County Council to review supported housing pathway To work with commissioners in Buckinghamshire to manage the Richmond Fellowship and Relate services To review the IAPT services to identify opportunities for development To review the clinical effectiveness, treatments and service design for the psychological pathways (delayed from Apr-14) To roll out the pilot of the Community Psychological Medicine Service in Oxfordshire To draft a business case for the commissioning of a personality disorder service within the forensic services To identify the cost associated with the services through joint working with TVPTTo implement the new service once agreed and formally signed off To identify the staffing needs for the service and to work with HR to undertake the necessary recruitment To continue partnership working with TVPT (ongoing) Contractual agreements signed off; management structure identified Develop a patient pathway for Prison Health that is linked to the 'Through the Gate' initiative Contract for partnership working to be awarded Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date X PAGE 123

17 Programme Management Office Delivering Operational Excellence PAGE 123 FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DOE Cultural shift within Harm Minimisation to the recovery approach DOE 6.4 – Development of a homeless outreach model with Luther Street DOE 7 – Older adult mental health service remodelling DOE Review of Inpatient services for older adults DOE Length of Stay (LOS) DOE 9 - Integrated locality teams DOE 10 - Interface medicine and EMU Phase 2 DOE 11 - Wallingford Hub DOE 12 - Buckinghamshire integration model/partnership working DOE Development of Eating disorders pathway (CAMHS) Continue work with Improvement & Innovation team to look at how the model might be used Explore potential interest via HM Treasury to demonstrate savings and efficiencies to general health and social services as a result of service model(delayed from Apr-14) New model implemented in Oxfordshire Day hospitals closed Sandford and Cherwell Wards - Refurbishment Phase 1 complete City Comm relocated to Fulbrook (delayed from July-14) Vacate City Comm Reduce average LOS in Community Hospital Beds to 16 Reduce average LOS in Community Hospital Beds to 14 Complete Integrated Teams Phase 2 (Back office/duty functions) Review Phase 1/2 Integrated Teams Phase 3 complete (Therapies, Mental Health and Social Care) Integration Fully Embedded - Personalisation and Self Care including Adult Social Care) Extend Witney Opening hours to 10:00 to 20:00 Weekdays (delayed from Apr-14) Extend Witney Opening hours to 7 days a week in line with Abingdon EMU (delayed from July-14) TBC CCG/Primary Care Audit and Evaluation of EMU Pathway Phase 1 - Scope Clinical and Estates Model Phase 2 - Confirm Estate Design and submit Business Justification (delayed from July-14) Phase 3 - Implementation of Estates work and Operational model (delayed from Sept-14) To achieve integration through partnership with Bucks partner agencies (MAGS, MH in MuDAS, MH input into ACHTs) Following Oxfordshire consultation–1:1 interviews Review posts in Buckinghamshire, interview staff and allocate staff Cromwell and Harding closed Agree Clinical Model Ensure participation and consultation (brought forward from Sept-14) Link and consult with NHS E regarding pathway and model Establish resources (estates, staff, information) (brought forward from Sept-14) Project closure / lessons learned (brought forward from Mar-15) Improvement to achieve maximum threshold for full PBR payment Scope out project and understand commissioning intentions

18 Programme Management Office Delivering Operational Excellence PAGE 123 FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DOE Cultural shift within Harm Minimisation to the recovery approach DOE 6.4 – Development of a homeless outreach model with Luther Street DOE 7 – Older adult mental health service remodelling DOE Review of Inpatient services for older adults DOE Length of Stay (LOS) DOE 9 - Integrated locality teams DOE 10 - Interface medicine and EMU Phase 2 DOE 11 - Wallingford Hub DOE 12 - Buckinghamshire integration model/partnership working DOE Development of Eating disorders pathway (CAMHS) Continue work with Improvement & Innovation team to look at how the model might be used Explore potential interest via HM Treasury to demonstrate savings and efficiencies to general health and social services as a result of service model(delayed from Apr-14) New model implemented in Oxfordshire Day hospitals closed Sandford and Cherwell Wards - Refurbishment Phase 1 complete City Comm relocated to Fulbrook (delayed from July-14) Vacate City Comm Reduce average LOS in Community Hospital Beds to 16 Reduce average LOS in Community Hospital Beds to 14 Complete Integrated Teams Phase 2 (Back office/duty functions) Review Phase 1/2 Integrated Teams Phase 3 complete (Therapies, Mental Health and Social Care) Integration Fully Embedded - Personalisation and Self Care including Adult Social Care) Extend Witney Opening hours to 10:00 to 20:00 Weekdays (delayed from Apr-14) Extend Witney Opening hours to 7 days a week in line with Abingdon EMU (delayed from July-14) TBC CCG/Primary Care Audit and Evaluation of EMU Pathway Phase 1 - Scope Clinical and Estates Model Phase 2 - Confirm Estate Design and submit Business Justification (delayed from July-14) Phase 3 - Implementation of Estates work and Operational model (delayed from Sept-14) To achieve integration through partnership with Bucks partner agencies (MAGS, MH in MuDAS, MH input into ACHTs) Following Oxfordshire consultation–1:1 interviews Review posts in Buckinghamshire, interview staff and allocate staff Cromwell and Harding closed Agree Clinical Model Ensure participation and consultation (brought forward from Sept-14) Link and consult with NHS E regarding pathway and model Establish resources (estates, staff, information) (brought forward from Sept-14) Project closure / lessons learned (brought forward from Mar-15) Improvement to achieve maximum threshold for full PBR payment Scope out project and understand commissioning intentions Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date X

19 Programme Management Office Delivering Operational Excellence FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DOE 13.2 – Development of 'reconnect' CAMHS 0-2 attachment service DOE Health visitor/School Health Nursing implementation plan DOE Inpatient Adolescent Services, use of new Highfield Unit DOE 15 - CUBE DOE 16 - Embed PLICS (Patient-level information and costing systems) reporting Remodel clinical pharmacy services to maximise capacity and impact Increase operational efficiency of CPSU (clinical pharmacy support unit) & OCHPS (Oxfordshire community health pharmacy services) Workforce review and recruitment drive in line with strategies and contractual requirements Implement pilot site (Aylesbury) Undertake evaluation (brought forward from Sept-14) Project closure / lessons learned (brought forward from Jan-15) Agree commissioning arrangements for changes to SHN and HV Communicate with stakeholders, public, families Safeguarding Service monitoring & performance mgt established (brought forward from Jan-15) Oversee implementation of new school health nursing service in line with new service specification agreed during tender process Develop unit and high dependency operational policy National Tier 4 review with NHS England Community and inpatient Pathway developmentCAMHS inpatient service collaboration across organisation Extend and build on CUBE and embed as business as usual (delayed from Dec-14) Deliver FY15 development plan for CUBE Support divisions to complete DQ Improvement plans and implement Improve and champion information management at the Trust Draft and monitor data/information maturity model Define and Automate KPI Dashboard Support and deliver CiPs using the CUBE Automate data collection and reporting Implement FY14-FY15 CiP Programmes eg. BARM, L&D Implement Service Line Management Finalise PLICS reporting and embed as business as usual Start automation of contract and performance reports Implementation and sustained compliance with RPS Standards for Hospital Pharmacy Services Develop Quality Dashboard, Extend datasets within Cube (delayed from Sept-14) Project plans agreed PAGE 123 Zero-based establishment based on activity, scope potential for outsourcing outpatient dispensing, review current processes using productive methodology

20 Programme Management Office Delivering Operational Excellence PAGE 123 FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DOE 13.2 – Development of 'reconnect' CAMHS 0-2 attachment service DOE Health visitor/School Health Nursing implementation plan DOE Inpatient Adolescent Services, use of new Highfield Unit DOE 15 - CUBE DOE 16 - Embed PLICS (Patient-level information and costing systems) reporting Remodel clinical pharmacy services to maximise capacity and impact Increase operational efficiency of CPSU (clinical pharmacy support unit) & OCHPS (Oxfordshire community health pharmacy services) Workforce review and recruitment drive in line with strategies and contractual requirements Implement pilot site (Aylesbury) Undertake evaluation (brought forward from Sept-14) Project closure / lessons learned (brought forward from Jan-15) Agree commissioning arrangements for changes to SHN and HV Communicate with stakeholders, public, families Safeguarding Service monitoring & performance mgt established (brought forward from Jan-15) Oversee implementation of new school health nursing service in line with new service specification agreed during tender process Develop unit and high dependency operational policy National Tier 4 review with NHS England Community and inpatient Pathway developmentCAMHS inpatient service collaboration across organisation Extend and build on CUBE and embed as business as usual (delayed from Dec-14) Deliver FY15 development plan for CUBE Support divisions to complete DQ Improvement plans and implement Improve and champion information management at the Trust Draft and monitor data/information maturity model Define and Automate KPI Dashboard Support and deliver CiPs using the CUBE Automate data collection and reporting Implement FY14-FY15 CiP Programmes eg. BARM, L&D Implement Service Line Management Finalise PLICS reporting and embed as business as usual Start automation of contract and performance reports Implementation and sustained compliance with RPS Standards for Hospital Pharmacy Services Develop Quality Dashboard, Extend datasets within Cube (delayed from Sept-14) Project plans agreed Zero-based establishment based on activity, scope potential for outsourcing outpatient dispensing, review current processes using productive methodology Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date X

21 Programme Management Office Delivering Operational Excellence Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE 1 - Establishment of new Adult Pathway From the 1 July, the 3 services have come together to form the Adult Directorate. DOE 2 - Partnership for delivery of integrated Mental Health services in Oxfordshire- Partnership organisations identified for the integrated mental health service in Oxon are Restore, Response, MIND, Connections and Elmore Community Services. A provider response to Oxfordshire CCG has been submitted. DOE 3 - Review of adult mental health inpatient provision The Supported into Independent Living pathway is being reviewed in line with the partnership working. DOE Pilot of 136 Street Triage service The pilot has commenced. The service is now running 7 nights a week from the end of July. A conference to talk about initial outcomes was held in July-14. DOE Development of Aspergers Service There is a continuation of the Any Qualified Provider contract for Aspergers services. DOE Learning disabilities service/autism services Work with local services/commissioners to develop these services within the adult mental health pathway to commence in Aug-14. DOE 4.4 – Rehabilitation / Reablement Services Work with Comfort Care (Mandalay Development) work has commenced to develop the newly named Primrose House. Work with Bucks County Council to review supported housing pathway is progressing. DOE 1 - Establishment of new Adult Pathway Contracts were transferred to Oxford Health DOE Review of Psychological Services Pathway Review is still to commence due to delays in the transfer of services into the Adult Directorate. It is expected that this review will commence in Autumn 2014 with an expected end date of Jan-15. PAGE

22 Programme Management Office Delivering Operational Excellence Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE Community Psychological Medicines Service Pilot of the Community Psychological Medicine Service in Oxfordshire has commenced and the appointed consultant is now in place; a decision over where this team/position sits is to be confirmed. Implementation has been delayed at the commissioner’s request. DOE Launch Forensic Personality Disorder Service The business case is completed. All posts have now been filled. Staff in Oxford, West Berkshire, East Berkshire and South Buckinghamshire have commenced their posts. The final member of staff (covering Milton Keynes) commences in Nov-14. DOE Develop a patient pathway for Prison Health- Prison pathways are undergoing internal prison work with “Through the Gate initiative". DOE Cultural shift within Harm Minimisation to the recovery approach Embedding of the initial assessment, front door and residential rehabilitation assessment and support functions have been achieved. Full Payment By Results payment has not yet been achieved, but is monitored quarterly. DOE Luther Street to develop the homeless outreach model Scoping continues through wider homeless network. Commissioning intentions are still to be understood but GPs remain keen to commence research project and link in with HM Treasury if appropriate. Backfill is to be agreed in order to free up research time. Project is slightly delayed but likely to commence in Q2. DOE 7 – Older adult mental health service remodelling 1-1 meetings and interviews are in progress and implementation plans are being finalised to ensure full operational/clinical delivery of model; plans will be implemented once staffing is in place. Staff slot in and interviews are completed and advertising for remaining vacant community mental health team posts is being delivered. Three Day Hospitals are now closed. Cromwell & Harding, and Fiennes wards are closed. Amber Ward opened on plan. Interview / slot in's of 8a & Band 7 posts is on hold because of the Clinical (8c) restructure. This means the vital infrastructure is not in place, i.e. team/ward manager is not in post to appoint team/offer support to staff at risk. This role is currently falling on the 8b posts with support of 8a's. Two adverts for Band 6 posts have gone out; neither has recruited any Band 6 nurses (4 x occupational therapist posts filled). PAGE Q2Q4Q3 Q1

23 Programme Management Office Delivering Operational Excellence Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE Review of Inpatient services for older adults Work has commenced to relocate City Community Hospital to Fulbrook in Nov-14. Preferred contractor identified in June-14 and building refurbishment will commence in July-14. DOE Length of StayThe length of stay in community hospitals over the last 12 months is averaging 21 days, and so the target of 16 is therefore challenging target. Work is ongoing to refine and improve data quality and collection to better target high concern areas. Patient choice remains the biggest cause of delays and implementation of the recently agreed "choice policy" may help address this. DOE 9- Integrated locality teams (‘ILT’) The new processes, policies and professional relationships are being tested, and training and recruitment continues before all teams can go live. Work is ongoing with CGG and OCC to develop an agreed vision and timeline for integration across health and social care. Planning on Integrated Teams Phase 3 (Therapies, Mental Health and Social Care) has started - OHFT, OCC and OCCG are developing a vision, plan and timeline. DOE 10 - Interface medicine and EMU Phase 2 Agreement had been reached with the Deanery over taking ST 1 placements from OUH, but new nominees are awaited. Medical recruitment difficulties meant that the initial Witney EMU opening hours couldn't be extended when originally planned. We anticipate being able to move to extended hours by Oct-14. DOE 11 - Wallingford Hub The clinical and estates model are now scoped. Currently no capital funding is available to support this; but alternative funding is being explored via the League of Friends. Patient satisfaction at the day hospital has improved and waiting times have reduced from 6-8 weeks to 1 weeks due to supporting outreach assessments and offering sessional appointments. PAGE Q2Q4Q3 Q1

24 Programme Management Office Delivering Operational Excellence Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE 12 - Buckinghamshire integration model/partnership working Managers are linking with Bucks Community Health ACHT team managers and are working with Buckinghamshire County Council to explore out of hours options and to share information and resources. DOE Development of Eating disorders pathway (CAMHS) A clinical model was drafted and discussed with NHS England. Stage 2 of the project is to be agreed. Further discussions on staffing and finances are required to inform rollout of the proposed model, with a proposal to pilot in Oxfordshire. This may delay the implementation of the pathway. DOE Service Development- 'reconnect' CAMHS 0-2 attachment-service The pilot site (Aylesbury) has been implemented. An evaluation model has been agreed and set up. The project has been closed, with end of project report agreed. Activity is now part of service 'business as usual'. DOE Health visitor/School Health Nursing implementation plan Recruitment for health visitors is on target to meet trajectory. Health visiting will be transferred from NHS England to OCC in Project plans and communication plans have been agreed and signed off. A risk was highlighted around the ability to recruit enough Band 6 school health nurses given requirement for term time only and additional qualification. Financial risk is associated with any vacancies in Sept-14. Mitigation action is to discuss acceptability of Band 5 staff acting up and on the job training with day release. DOE Inpatient Adolescent Services, use of new Highfield Unit Operational policies for the unit and high dependency are developed., and a clinical pathway meeting was established across all areas to ensure community and inpatient services are working together. A National Tier 4 review report was drafted by NHS England and is due to be finalised in July-14. PAGE Q2Q4Q3 Q1

25 Programme Management Office Delivering Operational Excellence Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE 15 - CUBE. Deliver high quality information to everyone by extending the reports and dashboards on the CUBE, training more users and empowering staff to use and understand their data Contract staff for business as usual (BAU) work will reduce but will be required until Mar-15 to migrate to NGEHR (Next Generation Electronic Health Record) data sets. General users training has increased in Q1 and more training is planned as we transition to NGEHR data sets and reporting. Development plans are in place for each directorate and the Quality Dashboard has been designed, but the prototype will not be ready until Nov-14. Data Quality dashboards and reports are available for all directorates. A maturity model has been drafted and an asset register is being extended to increase knowledge and awareness of the data and ownership at the Trust. Each directorate has identified reports and dashboards to be automated, as part of their development plans. Knowledge transfer from contractors to BAU staff is delayed due to staff vacancies, but recruitment is in progress. DOE 16 - Embed Patient- level information and costing systems (PLICS) reporting Work to finalise PLICS reporting and embed as BAU, through automation of contract and performance reports, is in progress. PLICS reporting will be delivered in line with finance specifications Remodel clinical pharmacy services in conjunction with trust- wide service model review Implementation and sustained compliance with RPS Standards for Hospital Pharmacy Services is ongoing. New version of standards were published recently and so the self- assessment and action plan will be refreshed Increase operational efficiency of CPSU (clinical pharmacy support unit) & OCHPS (Oxfordshire community health pharmacy services) Work is ongoing and baselines are completed. PAGE Q2Q4Q3 Q1

26 Programme Management Office Delivering Operational Excellence Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE 1 - Establishment of new Adult Pathway Quantitative/qualitative reviews of the AMHTs have commenced. The Chiltern AMHT review has been completed and Aylesbury is currently underway; Oxfordshire teams will commence in Q3. PTP review workstreams have commenced. The tender preparation for IAPT is underway. DOE 2 - Partnership for delivery of integrated Mental Health services in Oxfordshire- The Oxfordshire Mental Health Partnership outcomes-based commissioning proposal was agreed at the Sept-14 CCG governing body. Contract negotiations will begin shortly. Financial discussions are due to be completed by end of December with a formal contract commencing in April-15. DOE 3 - Review of adult mental health inpatient provision Work has commenced to identify bed requirements within the AMH Pathway (Oxfordshire). This is included in the outcomes- based commissioning (OBC) contract. We will look at step down / alternative to admissions as part of this work. Work to implement the closure of a adult ward in Oxfordshire is at risk due to high bed pressures and patient flow issues. The outcome of the review of the Supported to Independent Living (SIL) pathway will affect whether or not this ward is able to close. DOE Pilot of 136 Street Triage service The pilot is still ongoing and data is being captured around the effectiveness of the work. DOE Development of Aspergers Service Work is underway to set up the Buckinghamshire service. Oxfordshire service continues DOE Learning disabilities service/autism services The Autism paper due to go to the commissioners in Nov-14. Pathway work commenced in Bucks for the service. We are the Any Qualified Provider (AQP) service for Autism Spectrum Disorder (ASD) in both counties. DOE 4.4 – Rehabilitation / Reablement Services Primrose House (Whiteleaf site) has been opened. A model for rehabilitation/re-ablement services is to be identified. Rehab services in Bucks are fit for purpose but an issue for Oxfordshire. This will be picked up by the OBC contract. PAGE

27 Programme Management Office Delivering Operational Excellence Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE Review of Psychological Services Pathway Partnership arrangements for the IAPT tender are completed.Release of the IAPT tender document is delayed by the CCG but expected in Nov-14. The review of the pathway remains delayed due to the transfer of services into the Adult Directorate. It is expected that this review will commence in Autumn 2014 and end in Jan-15. DOE Community Psychological Medicines Service We are in discussion with commissioners as part of the 15/16 contract regarding the rollout of community psychological medicine. Assuming that this is agreed, we will be integrating community and liaison psychiatry with existing services in DOE Launch Forensic Personality Disorder Service The service is operational as of Q2. Partnership working with Thames Valley Probation Service is on-going. DOE Develop a patient pathway for Prison Health A prison pathway blueprint design has been agreed. The implementation plan and associated organisational change within prison teams to be agreed within directorate with HR advice. DOE Cultural shift within Harm Minimisation to the recovery approach Work to see how the model might be used was completed with the Improvement & Innovation team. An audit was completed on all patients to review recovery plans in all GP practices. Operational actions were agreed with commissioners in response to findings. Payment by Results continues to be monitored quarterly but will not be fully implemented until the new provider starts in Apr-15. Oxford Health has not tendered for the new contract due to concern with the clinical model proposed. Our priority over the next six months is to ensure the service continues to run safely until the handover to the new provider. When the new provider is formally identified we will begin discussions regarding a safe transfer. Actions include utilising agency staff, holding a weekly management meeting to monitor any clinical risk and regular updates to the Clinical Director. DOE Luther Street to develop the homeless outreach model Scoping continues through wider UK and international homeless health network. Regional commissioning intentions are still being understood. GPs remain keen to commence research project and link in with HM treasury. GP backfill to be agreed in order to free up research time. Project remains delayed – see Q1 update. To mitigate further slippage this will be addressed in line management with practice manager. Project is likely to commence in Q3 when extra staffing is secured. PAGE

28 Programme Management Office Delivering Operational Excellence Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE 7 – Older adult mental health service remodelling Oxfordshire Model - Operational/clinical delivery of plan has started. A duty function (9-5) is in place within each team. Recruitment to vacant posts is underway. Extended hours working is not fully implemented in Oxfordshire. A Ward Manager and inpatient Modern Matrons have been appointed. There have been difficulties in recruitment but work with HR and the use of temporary staff is ongoing. A lack of adequate staffing and appropriately trained staff has made the implementation of extended hours difficult. Actions taken include training duty staff in advanced assessment, step up/step down interventions and a phased plan to deliver extended hours. DOE Review of Inpatient services for older adults Work is underway to relocate City Comm to the Fulbrook. This should be completed and the transfer to happen by the end of Nov-14. DOE Length of Stay (LOS) The LOS over the last 6 months has remained constant at 22 days. Reducing LOS is a challenge - teams are closely monitoring choice and complex discharges, with support from the Urgent Care Team, seeking solutions to long stayers and out of county discharges. Other support is sought from Discharge Pathway Steering Group to address wholes system concerns in delayed transfer of care to improve patient flow and timely discharge. DOE 9- Integrated locality teams (‘ILT’) There are key vacancies in the teams but recruitment is active and new staff are coming into posts in Oct-14. Three consultations are active at the same time. These have been co-ordinated and fully supported by HR. Difficulties include a lack of a hub office and base for the South West team, but design options are in place. No dedicated management structure is in place to drive day- to-day operational change, but will be in place in early Dec-14, working closely with the Band 7 team leads. DOE 10 - Interface medicine, EMU Phase 2 Witney EMU opening hours were extended to 10:00 to 20:00 from Monday to Friday from 1 Oct-14. Opening of the Witney EMU on Saturday and Sunday from 10am-4pm is delayed from Oct-15 to Nov-15. PAGE

29 Programme Management Office Delivering Operational Excellence Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE 11 - Wallingford HubStaff resources are used more efficiently with a reduction in Community Therapy Service waiting list. Phase 2 of the project (confirmation of estate design, submission of business justification) is delayed to Nov-14. Allocation of the estates project manager is awaited. The new outreach and in-reach assessment model in place is to be renamed the ‘Nursing and Therapy Assessment unit’. The League of Friends will consider a quote for a new gym, so the project manager from estates can support the tender. Recruitment of Nurse Manager joint post with Integrated Locality Team interviews in Oct-14. DOE 12 - Buckinghamshire integration model/partnership working 57 Multi-agency groups (MAGS) are in place with older people mental health staff attending most meetings as capacity allows. Multi-disciplinary assessment unit (MuDAS) – the South older people community mental health team is providing input for the whole county. Mental health into adult community health teams (ACHTs) – informal networking is taking place. Plans to provide integrated care within Bucks are at an early stage and being lead jointly by Buckinghamshire County Council and Bucks Healthcare NHS Trust. Lack of additional funding to provide mental health input into MAGs is creating capacity/contract issues. We are in constant dialogue with the CCG and MAGS project board to mitigate this. The lead for mental health input into ACHTs/integrated care within Bucks is not within our Trust and so we are subject to whole systems timescales. DOE Development of Eating disorders pathway (CAMHS) Discussions with NHS England are ongoing, with positive interest in the draft new model. An initial data report was presented and further work was agreed to identify the need within locality areas. A project board is in place. Team managers are involved in the clinical/operational discussions regarding the model and delivery. The next stage of the project (to agree the new model) was agreed to be Sept-14 to Jan-15. PAGE

30 Programme Management Office Delivering Operational Excellence Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE Health visitor/School Health Nursing implementation plan Health visiting - Workforce growth is on track. Commissioning arrangements are under discussion for the transfer from NHS England to Oxfordshire County Council. A new leaflet is in use and new webpages have been developed. Safeguarding assurance is at the quarterly project board. School Health Nursing – Recruitment is on track to ensure that there is a named school health nurse for every school. Stakeholder analysis was undertaken, a communications plan agreed and new webpages developed. A project plan was agreed and is being overseen through a monthly project board (of which commissioners and providers are members) Bodyzone will no longer be delivered from Apr-14, so the risk is that not all skilled school health nurses will be trained in prescribing sexual health. The mitigation is to ensure that we have appropriately-trained staff who can be called-in if required, taking patients to a central clinic, or accessing sexual health service’s outreach worker; and training up staff quickly for patient group directives. Recruitment and retention of enough specialist community public health nurses in schools is a risk, but mitigated by local and national advertisement and accommodation of staff preferences where possible. A final risk is that schools are unable/unwilling to provide network access for nurses. Mitigation is good communication and providing exception reports. DOE Inpatient Adolescent Services, use of new Highfield Unit Work to develop the unit and high dependency operational policy is continuing. The national Tier 4 review is completed. The outcome was not published and there is no indication of when this will happen. Dr Hindley is now a member of the CAMHS National Task Force CRG so we have influence over national CAMHS developments. Pressures remain nationally on Tier 4 CAMHS inpatient provision. The project board is fully established. Current tasks are to create a discharge proforma and a single referral form. Future actions include creating Daycare Pathway routes. This work is interlinked with the CAMHS eating disorder pathway project. Current risks include the complexity of patients and issues around transferring patients. PAGE

31 Programme Management Office Delivering Operational Excellence Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE 15 - CUBE. Deliver high quality information to everyone by extending the reports and dashboards on the CUBE, training more users and empowering staff to use and understand their data Development of CUBE processing layer and presentation layer (dashboards and reports) is being regularly managed. Bi- monthly CUBE training is available. Performance dashboards require specification from each directorate. A Quality Dashboard specification was produced - automation of the dashboard is partly dependent on the Safeguard hierarchy refresh. A method to develop baseline plans for data quality (DQ) improvement was agreed with the directorates. A DQ dashboard is already available in CUBE for completeness monitoring. The Information Management concept was introduced at the Information Steering Group and Information Forum. The maturity model will be shared at Extended Exec as part of IM presentation. Monitoring to be managed via the Information Steering Group. Implementation of Mental Health and Learning Disability Data Set data submission remains on track. Development of CAMHS dataset is dependent on the final specification from the Health and Social Care Information Centre (due Oct-14). Reconciliation of data submissions against contract schedules is being set-up (in accordance with Schedule 6) with an initial focus on the Community contract. Business and Activity Review Meetings dashboard produced. Hierarchy refresh in progress. Expect pilot to conclude by end of Q3. L&D dashboards available via CUBE summary screen but data is not integrated (due to resource constraints). Development of frozen data, and therefore contract automation, is delayed due to lack of resource in the Business Information (BI) team. The BI Manager will start in Nov-14 and a new BI Developer has just started. The Next Generation Electronic Health Record (NGEHR) implementation impacts on data submission implementation/general data quality, and so the IM&BI team must be involved in the NGEHR configuration to avoid any data quality issues. Directorate Information lead capacity is impacting on report migration sign-off and testing. Temporary resource is needed. Information Management (IM) remains misunderstood - a culture shift is required to enable directorates to make best use of IM. IM Workshops, planned for Jan-15, should help to build stronger understanding between the IM&BI team and the directorates. Work to define and automate KPI Dashboard and interface for Exec, to build on FY14 KPI database and roll-out for Trust use, and to deliver KPI reporting on the CUBE is delayed as additional resource is required. Work is progressing to automate reporting and reduce manual spreadsheet reporting but this can be hampered by the complexities of reports and system limitations. The IT team and Advanced Health Care (system provider for NGEHR) are working together to resolve issues surrounding data submissions produced by the new systems. PAGE

32 Programme Management Office Delivering Operational Excellence Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOE 16 - Embed Patient- level information and costing systems (PLICS) reporting Specified reports are not yet completed. There is a risk that reporting is not completed for clinical rollout. Mitigation is to look at reporting solutions. Service line management cannot start until service line reports are completed and service lines agreed by Execs Remodel clinical pharmacy services in conjunction with trust- wide service model review Q2 review of self-assessment against Royal Pharmaceutical Services standards underway. Review may be delayed due to capacity constraints but the overall plan will stay on track Increase operational efficiency of CPSU (clinical pharmacy support unit) & OCHPS (Oxfordshire community health pharmacy services) A revised workforce plan is in progress. An initial meeting with potential provider for clozapine dispensing was held. We need to engage procurement to advise on the process. Workshops were held to review the current processes. PAGE

33 Programme Management Office Delivering Innovation, Learning and Teaching FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 ILT 1 - Academic Health Science Network ILT 2 - CLAHRC ILT 3 - Academic Health Science Centre ILT 4 - National Institute for Health Research Clinical Research Facility (NIHR CRF) ILT 5 - National Institute for Health Research Biomedical Research Centre (NIHR BRC \ BRU) Delivery of the Annual Report IT infrastructure for AHSN implemented Innovation Adoption - Adopt 5 ‐ 10 innovations per annum Establishment of Integration & Sustainability Oversight Group Progress monitored by the CLAHRC Management Board To recruit to new senior and junior training clinical academic posts in applied health research in the NHS Presentation of communications strategy and plan to first Partnership Council Meeting Establishment of the Best Care Oversight Group Innovation Adoption - Establish full process for Clinical Innovation Adoption Collaborative and its Board Continuous Learning - Establish Patient Safety Collaborative, rollout; Dementia staff training Population Healthcare - Develop workstream Research and Development - Establishment of R & D Oversight Group, Strategy for the development of commercial research agreed PPIEE - Establishment of PPIEE Oversight Group (delayed from June-14) Informatics strategy agreed To build new research groupings including academics, health practitioners, commissioners, patients and the public to inform the research and implementation work of the CLAHRC. To provide high quality evidence of clinical and cost effectiveness of new service dev. Initiate new training programmes to support development of new healthcare workforce New infrastructure application ( ) Increase CRF occupancy New infrastructure application ( ) PAGE 12 Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date

34 Programme Management Office Delivering Innovation, Learning and Teaching FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 ILT 6 - Establish internal R&D capacity ILT 7 - Development of academic dentistry ILT 8 - Development of Pharmacy research strategy, expertise and teaching capability ILT 9 - R&D Financial Framework ILT 10 – Children & Families Research Funding Post ILT 11 – CRIS tool Build on Research and Development Day, seek opportunities for the Division, generate income to fund post, develop role. Develop research strategy and portfolio for pharmacy with Bath University Complete CRIS Project Complete CRIS Project with SLAM Train and roll-out CRIS platform (delayed from July-14) Roll-out CRIS service (delayed from July-14) Implement CRIS team (Information, research resources, Comms) (delayed from July-14) Launch new service (dates TBC) Support increased R&D activity and partnership working, including development of financial KPIs Specialist mental health pharmacists to support teaching with educational partners for all professions and disciplines (delayed from Apr-13) Cost up all associated Training costs in line with Trust initiative First post to start Scope plan for new trainee with Dean from HEE and TPD oral surgery Develop an Academic Pharmacy Practice Unit with Bath University Implement CRIS Research Database to aid in the identification of potential participants CRIS Research Database utilisation and maintenance Recruit Patient Recruitment Manager Include 2 Assistant Psychologists in the EIP Service Remodelling plan to support patient recruitment Recruit replacement Research Governance manager R&D Committee to promote the strategic development of R&D across the Trust with regular meetings Review and respond to the new Clinical Research networks restructuring Recruit 5 Research Assistants R&D strategy to be finalised (delayed from Apr-14) Design an R&D strategy for the organisation increases income from research funding, publications etc Design an R&D strategy for the organisation that increases recruitment of participants Develop closer links with external organisations PAGE 12

35 Programme Management Office Delivering Innovation, Learning and Teaching PAGE 12 FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 ILT 6 - Establish internal R&D capacity ILT 7 - Development of academic dentistry ILT 8 - Development of Pharmacy research strategy, expertise and teaching capability ILT 9 - R&D Financial Framework ILT 10 – Children & Families Research Funding Post ILT 11 – CRIS tool Build on Research and Development Day, seek opportunities for the Division, generate income to fund post, develop role. Develop research strategy and portfolio for pharmacy with Bath University Complete CRIS Project Complete CRIS Project with SLAM Train and roll-out CRIS platform (delayed from July-14) Roll-out CRIS service (delayed from July-14) Implement CRIS team (Information, research resources, Comms) (delayed from July-14) Launch new service (dates TBC) Support increased R&D activity and partnership working, including development of financial KPIs Specialist mental health pharmacists to support teaching with educational partners for all professions and disciplines (delayed from Apr-13) Cost up all associated Training costs in line with Trust initiative First post to start Scope plan for new trainee with Dean from HEE and TPD oral surgery Implement CRIS Research Database to aid in the identification of potential participants CRIS Research Database utilisation and maintenance Recruit Patient Recruitment Manager Include 2 Assistant Psychologists in the EIP Service Remodelling plan to support patient recruitment Recruit replacement Research Governance manager R&D Committee to promote the strategic development of R&D across the Trust with regular meetings Review and respond to the new Clinical Research networks restructuring Recruit 5 Research Assistants R&D strategy to be finalised (delayed from Apr-14) Design an R&D strategy for the organisation increases income from research funding, publications etc Design an R&D strategy for the organisation that increases recruitment of participants Develop closer links with external organisations Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date X

36 Programme Management Office Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes ILT 1 - Academic Health Science Network The Best Care Oversight Group and the Clinical Innovation Adoption Oversight Groups are being established. Clinical Project leads are in place for all projects. Eleven clinical innovations have been adopted for this year, including Rheumatoid Arthritis, Alzheimer's and Renal Cancer. The informatics strategy is agreed and underway. The Patient Safety Collaborative establishment delayed as NHS England delayed their invitation to bid. Dementia staff training is delayed because the original proposal has changed and requires new sign-off. The establishment of patient and public involvement, engagement and experience (PPIEE) Oversight Group is delayed due to difficulty in appointing to posts. Establishment of PPIEE Oversight Group delayed due to recruitment difficulties. ILT 2 – CLAHRCAll contracts are now finalised and a finance report for Q1 was submitted to the National Institute for Health Research (NIHR). Recruitment to key posts is ongoing. Projects are being set up and new research groupings (including academics, health practitioners, commissioners, patients and the public) are being established. ILT 4 - National Institute for Health Research Clinical Research Facility (NIHR CRF) Systems are in place to capture the occupancy of the clinical research facility at the Warneford site and due to be rolled out across the other sites. We are liaising with the National Institute for Health Research: Clinical Research Network: Thames Valley and South Midlands (NIHR CRN:TV SM) to understand the support that can be offered and potential studies that could utilise the CRF. No large projects in the pipeline, however small important ones are being discussed, with high intensity which could increase occupancy and could start. ILT 6 - Establish internal R&D capacity An interim Research Implementation Manager and a replacement Research Governance Manager have been appointed. Recruitment of five Research Assistants to support recruitment within the Adult Mental Health Division is in progress. R&D input into the CRIS Research Database implementation has been reduced and IT are maintaining the implementation. A newly established R&D governance committee was established. Links are being established with other R&D managers and directors (via the NIHR Ashridge program) and olther organisations. Finalisation of the R&D strategy was delayed slightly but has been circulated to the exec team (July -14) following the R&S Strategy Forum meeting. R&D is constantly evolving and new developments and opportunities arise which may have an impact on the strategy, but this is to be expected. Delivering Innovation, Learning and Teaching PAGE 12

37 Programme Management Office Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes ILT 7 - Development of academic dentistry Work is progressing for a new oral surgery trainee to start. ILT 8 - Development of Pharmacy research strategy, expertise and teaching capability Discussions are ongoing to develop an Academic Pharmacy Practice Unit and a research strategy and portfolio with Bath University. A Clinical Trials Pharmacist post should be filled by Sept-14. Programme of work to support teaching with educational partners for all professions and disciplines has not started as key staff have not yet returned from maternity leave. ILT 9 - R&D Financial Framework KPIs are being maintained and monitored to support increased R&D activity and partnership working. ILT 10 – Children & Families Research Funding Post John Heine Research Support Facilitator appointed. A follow- up R&D morning is planned for July-14. ILT 11 – Clinical Record Interactive Search (CRIS) tool Technical testing of the tool is complete with South London and Maudsley (SLaM) and nearing completion locally. Rollout of the CRIS platform is delayed from July-14 to Oct- 14. A training and implementation plan is dependant on business case approval (see box to the right). Clinicians have requested a Public and Patient Involvement (PPI) lead and engagement with local patients and carers (this work has been completed by SLaM but a feeling that local engagement should also be completed). Clinical Workshop recommended that clinical time should be released for CRIS clinical lead so that implementation can be a focused piece of work. This cost has been added to the business case. Business case approval is required before implementation can start. Delivering Innovation, Learning and Teaching PAGE 12

38 Programme Management Office Delivering Innovation, Learning and Teaching Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes ILT 1 - Academic Health Science Network A patient safety collaborative was launched in Oct-14, which is part of a national network designed to put quality care at the heart of all contact with patients. ILT 2 – CLAHRCThe NIHR CLAHRC Oxford and AHSN Out of Hospital Care Clinical Network is working with the Emergency Multidisciplinary Unit (EMU) team based at Abingdon Hospital to plan a wider roll-out of the care model across UK wide NHS trusts. The CLAHRC has joined the James Lind Alliance Priority Setting Partnership, which will study bipolar disorder. ILT 4 - National Institute for Health Research Clinical Research Facility (NIHR CRF) More expressions of interest and feasibilities are being completed which should increase the number of studies (commercial and non-commercial) being conducted within the CRF. New processes are in place to assess the undertaking of studies. There are increasing connections across four sites of the CRF and cross-coverage of nursing staff. Requests for costing of studies has increased over last three months, but this may not be sustained as feasibility assessments may not be converted into site acceptance. ILT 6 - Establish internal R&D capacity A staff survey of the recruitment strategy is being developed. A permanent Research Implementation Manager was recently appointed. Five Research Assistants were appointed within the Adults Directorate. A R&D governance committee agreed future plans and what should be brought to the meeting in terms of governance assurances and patient safety while in studies. New pipeline meetings were set up which include representation from Division Four (Dementias and neurodegeneration, mental health, neurological disorders). Contact has been made with managers from other divisions. We are working closely with Oxford University Hospitals. There is repeat business from within the CRF and better links with the Clinical Research Network. Contact was made with the military regarding nursing placements. R&D continue to seek new opportunities to collaborate in research activity. Due to delays in document preparation and ethics submission the CRIS (clinical record interactive search) implementation and usage has been delayed. Emma Stratful has now been appointed as CRIS project manager and will oversee this development. CRIS Research Database utilisation and maintenance is awaiting ethic approval, which is dependant upon document completion and submission. PAGE 12

39 Programme Management Office Delivering Innovation, Learning and Teaching Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes ILT 7 - Development of academic dentistry Oxford Health and Kings College London will share individual aspects of this training – how it can be delivered is to be finalised with the dental dean. It is unlikely that this post will start before Apr-14. ILT 8 - Development of Pharmacy research strategy, expertise and teaching capability The new Clinical Trials Pharmacist post will be re-advertised in Oct-14. A Memorandum of Understanding (MoU) with Bath University to develop an Academic Pharmacy Practice Unit is still to be agreed. Development of a research strategy and portfolio can’t progress further until the MoU is agreed. ILT 9 - R&D Financial Framework Work to support increased R&D activity and partnership working, including development of financial KPIs is ongoing. ILT 10 – Children & Families Research Funding Post John Heine was appointed as Research Support Facilitator. ILT 11 – Clinical Record Interactive Search (CRIS) tool Funding was approved but not yet released to budgets. Technical implementation with South London and Maudsley is completed. Internal implementation of CRIS is dependent on budget, business owner (R&D now identified) and clinical leadership. R&D will complete the internal implementation (Ethics, Oversight Committee and PPI tasks). Current technical implementation is based on collaborative work with the five other Trusts. IM&BI will remain the technical leads but further work is dependent on funding being transferred to budget - circa £70k now overdue. Specification for service (now and future) and resource implications to be drafted by R&D for review with IMBI. NGEHR implementation assumed a 6- month gap between go-live for MH RiO and CareNotes CRIS, and the technical design is dependent on data migration and archive solution implemented by IM&BI. Significantly more resources would be required to align the CRIS CareNotes implementation with the MH RiO CareNotes go-live date. PAGE 12

40 Programme Management Office Developing Our Business FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DOB 1- Assessing New Business Opportunities DOB 2- Develop capacity to design and develop innovative new service models DOB 3- Improve Bid/Tender Quality DOB 4- Develop Marketing Programme for Identified Specialist Services DOB 5- Establish a Marketing Programme and Strategy for the Trust DOB 6- Develop International Brand DOB 7 – OHFT to be a preferred Provider of Specialist Pharmacy and Medicines DOB 8 - Trust Communications Strategy DOB 9 - Development of Private oral surgery service Refine new business financial evaluation model Work with NHS Elect to develop a business and service model for pharmacy which can be provided to other organisations Establishment of substantive B&P post in pharmacy Further development of PAF for pharmacy & medicines management Develop risk assessment templates/approval matrix Link the above to PLICs/SLR/LTFM (delayed from July-14) Collate the ideas for further analysisSustainability of existing service Scoping exercise - Prioritise and analyse ideas (short term ideas) Develop bespoke masterclass training workshops with NHS Elect (delayed from Apr-14) Rolling programme of masterclass training workshops Implement and monitor bid/ tender proof reading process Implement and monitor bid/ tender "Lessons Learnt" sessions Masterclass training programme evaluation In partnership with NHS Elect hold marketing workshops with identified specialist services (delayed from Apr-14) Agree findings and scope marketing programme from workshops Market analysis of current commercial position (delayed from July-14) Develop an international strategy and platform to reach international communities Marketing event for new service Launch new service Develop bid/tender response material that illustrates pathways, structures and innovations for all corporate services- ongoing (delayed from Mar-14) Review and develop a bid/tender proof reading process(delayed from Feb-14)Review and develop "Lessons Learnt" session process (delayed from Mar-14)Develop marketing workshops (delayed from Mar-14) Investigate joint working with OUH oral surgery consultants (delayed from Aug-14) Developing the strategy and setting direction for organisation (delayed from Mar-14 Review existing Communications Strategy and best practice from other FTs/organisations, and the Trust’s communication function More in-depth iteration of Trust Communications Strategy Communications Function. Ongoing review. Team consolidation and rebuild Digital communication - Web strategy and web development proposals Digital communication - Social media policy development

41 Programme Management Office Developing Our Business FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 DOB 1- Assessing New Business Opportunities DOB 2- Develop capacity to design and develop innovative new service models DOB 3- Improve Bid/Tender Quality DOB 4- Develop Marketing Programme for Identified Specialist Services DOB 5- Establish a Marketing Programme and Strategy for the Trust DOB 6- Develop International Brand DOB 7 – OHFT to be a preferred Provider of Specialist Pharmacy and Medicines DOB 8 - Trust Communications Strategy DOB 9 - Development of Private oral surgery service Refine new business financial evaluation model Work with NHS Elect to develop a business and service model for pharmacy which can be provided to other organisations Establishment of substantive B&P post in pharmacy Further development of PAF for pharmacy & medicines management Develop risk assessment templates/approval matrix Link the above to PLICs/SLR/LTFM (delayed from July-14) Collate the ideas for further analysisSustainability of existing service Scoping exercise - Prioritise and analyse ideas (short term ideas) Develop bespoke masterclass training workshops with NHS Elect (delayed from Apr-14) Rolling programme of masterclass training workshops Implement and monitor bid/ tender proof reading process Implement and monitor bid/ tender "Lessons Learnt" sessions Masterclass training programme evaluation In partnership with NHS Elect hold marketing workshops with identified specialist services (delayed from Apr-14) Agree findings and scope marketing programme from workshops Market analysis of current commercial position (delayed from July-14) Develop an international strategy and platform to reach international communities Marketing event for new service Launch new service Develop bid/tender response material that illustrates pathways, structures and innovations for all corporate services- ongoing (delayed from Mar-14) Review and develop a bid/tender proof reading process(delayed from Feb-14)Develop marketing workshops (delayed from Mar-14) Investigate joint working with OUH oral surgery consultants (delayed from Aug-14) Developing the strategy and setting direction for organisation (delayed from Mar-14 Review existing Communications Strategy and best practice from other FTs/organisations, and the Trust’s communication function More in-depth iteration of Trust Communications Strategy Communications Function. Ongoing review. Team consolidation and rebuild Digital communication - Web strategy and web development proposals Digital communication - Social media policy development Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date X Review and develop "Lessons Learnt" session process (delayed from Mar-14)

42 Programme Management Office Developing Our Business Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOB 1- Assessing New Business Opportunities Work to refine the new business financial evaluation model and to develop a risk assessment templates/approval matrix is in progress. DOB 2- Develop capacity to design and develop innovative new service models Services’ ideas for income generation are systematically developed and analysed. A long term strategy is being developed which will focus commercial resource on viable sustainable opportunities. Year 1 indicated key areas to focus on - training; consultancy; and reputational development. DOB 3- Improve Bid/Tender Quality Development of bespoke masterclass training workshops with NHS Elect is delayed to Q2. Following these workshops, bid/tender response material will be developed that illustrates pathways, structures and innovations for all corporate services. Due to the re-structure of the divisions into directorates, work completed so far on the marketing strategy and business development has had to change, as it had to be agreed which services were moving into which directorate. DOB 5- Establish a Marketing Programme and Strategy The market analysis continues to be reviewed. Training and organisational development appear to be our greatest opportunity. Commercial development was set out in a business plan, which will feed into the Trust strategy. A Board Seminar in Oct-14 will review the marketing strategy and programme. DOB 6- Develop International Brand The development of international working continues to grow. We have hosted repeat visits from Hong Kong that developed in a formal agreement to deliver staff training packages. We will build further on our relationships and find new opportunities. PAGE 12

43 Programme Management Office Developing Our Business Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOB 7 - Preferred Provider of Specialist Pharmacy and Medicines Work is ongoing internally to develop the business model and encourage the use of Oxfordshire Pharmacy Services as a provider. The establishment of a substantive Business and Performance Assistant post in pharmacy is in progress but is at risk as the department is still finding funding for it, hopefully from the existing establishment. The further development of Performance Assurance Framework is therefore ongoing but also at risk as it is dependent on the dedicated post being in place. DOB 8 - Trust Communications Strategy Trust Communications function, strategy and best-practice from other FTs / organisations have been reviewed. An outline strategy was produced for the Monitor 5 year plan. The first draft signals the need for further development and iteration. Initial review of communications function has included meetings with exec and service directors; review of demand and outputs, current staffing, staff and role alignment. A new interim structure has been developed. DOB 9 - Development of private oral surgery service There has been a repositioning of the costs for oral surgery by the private hospitals and the insurance companies which makes direct competition very difficult. Therefore, our new strategy is to investigate joint working with the Oral Surgery department at OUH and making approaches to all Consultant staff. Work was slightly delayed due to Lead Clinician absence; however an interim has been appointment and work will recommence. PAGE 12

44 Programme Management Office Developing Our Business Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOB 1- Assessing New Business Opportunities Work is linked to the planning and analysis function and current review of Trust standing financial instructions. The PLICs system is implemented and complete, and reports designed, but development is delayed due to competing priorities in other teams. Alternative solutions are being investigated. DOB 2- Develop capacity to design and develop innovative new service models Collation of further ideas and opportunities continues to be undertaken. Performance and quality of core services must be sustained before any new opportunities are explored. A long term strategy and focus for the organisation is being developed by the Director of Business Development and Partnerships. Intelligence from year 1 indicated three areas of focus: international development, consultancy and training. Current resource is directed to Bicester Community Hospital, limiting the ability to robustly explore new opportunities. Cost improvement programmes could reduce resources which could be utilised to support commercial opportunities, and so any new opportunities are fully costed to include resource time and cost. The introduction of a new commercial strategy and realignment of resource could limit exploration and development of further opportunities. Any new opportunities should be carefully considered against new strategy and resource for development/analysis. DOB 3- Improve Bid/Tender Quality The first bespoke tendering workshop is to be held in early Nov-14, if confirmed by NHS Elect. The proof-reading process is still being reviewed. See Q1 update. The structure/working processes of the Business Development and Partnerships directorate has yet to be agreed, and so work carried out so far and future milestones will be affected. DOB 5- Establish a Marketing Programme and Strategy New annual reviews issued by Trusts are being studied to understand further developments from other services. Our geographic areas of focus are currently not conflicting with others to cause concern or competition. Our work on Mapmydiabetes would make us be seen as a leading provider, although four other providers are now beginning to introduce the system. The director of Business Development and Partnerships continues to develop the service strategy to complement the organisational strategy for developing core NHS services and contracts. Sufficient time to undertake a thorough market analysis is limited due to priority commitments at Bicester Community Hospital. This will mean analysis will take longer than expected. PAGE 12

45 Programme Management Office Developing Our Business Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes DOB 6- Develop International Brand International development continues to be our key area of success, generating small amounts of income and great reputational growth. Our focus continues to be Hong Kong and the delivery of our commissioned training. We have two sessions being delivered in Hong Kong by our staff towards the end of We have repeat visits from South Korea planned, highlighting the success of previous visits. The two regions are our gateway to China and ASEAN region. Services continue to utilise spare capacity to support visits to the Trust and delivery of programmes abroad, thereby removing any risk or potential for disruption to services. DOB 7 - Preferred Provider of Specialist Pharmacy and Medicines Work with NHS Elect to develop a business and service model for pharmacy which can be provided to other organisations is linking in with the internal re-modelling process. Work to actively encourage the use of Oxford Pharmacy Service as a provider of pharmaceutical products through continued opportunistic marketing is ongoing. A substantive Business and Performance Assistant post will only be generated as part of restructuring. Use of temp staff has reduced effectiveness of post and delayed implementation of developments. DOB 8 - Trust Communications Strategy Review of the Communications function, team consolidation and refreshed roles is on track. Work to develop a web strategy, web development proposals and a social media policy development are on track. Development of a more in-depth iteration of Trust Communications Strategy is at risk. This is due to some dependencies around establishing the position on R&D, PPI, etc. Operational need takes precedence. Current capacity issues mean that operational need may override strategy development. There are known areas of demand including, web and intranet redevelopment, CQC preparation, internal role and systems redesign, flu campaigns, strategy and unquantifiable areas of demand, such as the media environment and demand for fresh campaigns on specific pieces of trust work. This may mean slippage into the New Year. Mitigating action includes recruitment, team building and regular team-wide reviews of work streams. DOB 9 - Development of private oral surgery service Work has not progressed as the replacement clinical lead has now gone on temporary sabbatical. The only conduit for communication is with the original OUH Consultant who caused the original consultations to stall. PAGE 12

46 Programme Management Office Developing Leadership, People and Culture FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 LPC 1- Job evaluation: Improve cycle time and consistency LPC 2- Reduce costs on agency spend and temporary staffing LPC 3- Workforce plans baselined and managed LPC 4- Improving cycle time of recruitment process LPC 5- Right People, Right Skills, Attitudes and Behaviours to Reflect Trust Values LPC 6- Staff rewards: more flexible approach to pay and reward LPC 7- Improve Staff Understanding of Trust T&C’s LPC 8- Ensure all HR policies are clear, succinct, up to date and operationally workable LPC 9- HR advice and casework: Improve staff productivity by managing casework effectively Review and streamline job evaluation process Train more job evaluators Review promotion opportunities in light of exit questionnaire data (delayed from Apr-14) Develop improved staff benefits and communicate to staffIntroduce value based interviews Develop a library of standardised JDs by band (this project has been discontinued)Develop 'job families' as guidance for managers (this project has been discontinued) Extend Recruitment Solutions to include other occupational groups (delayed from June-14) Deliver an agreed model for recruitment and placement of temporary staff (delayed from Sept-14) Workforce plans to reflect service remodelling programme and plans. Update of plans following transformation Mar/Apr-14 (delayed from Apr-14) Complete FY15 plans (delayed from Apr-14)Review and adjust the Recruitment Process to maximise efficiency and reduce delays Further develop communication of recruitment process and training of recruiting managersDevelop metrics in order to enable monitoring of compliance with the recruitment process and improve reportingRoll out recruitment training to all existing managers and new managers upon commencement of employment Extend competence based interviewing across the Trust Improve fill rates for job by improving branding and developing more innovative solutions to filling vacancies Roll out of Safe Recruitment training to more areas in the Trust Consider and agree potential for introduction of further salary sacrifice schemes for staff Develop and implement a reward strategy Put in place a 'total reward' approach incl. consideration of Employee Assistance Prog. Staff handbook developed and made available to all staff Improve effectiveness of policy group by increasing management contributionAll HR policies updated and compliant with legislation Review and improve management training on HR policies Develop guidance for managers in policy applicationIncrease number of staff who are trained and can competently carry out investigationsFurther develop metrics and provide information to DD's on a monthly basisReview casework on a regular basis to ensure consistency and develop precedents log PAGE 123

47 Programme Management Office Developing Leadership, People and Culture PAGE 123 FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 LPC 1- Job evaluation: Improve cycle time and consistency LPC 2- Reduce costs on agency spend and temporary staffing LPC 3- Workforce plans baselined and managed LPC 4- Improving cycle time of recruitment process LPC 5- Right People, Right Skills, Attitudes and Behaviours to Reflect Trust Values LPC 6- Staff rewards: more flexible approach to pay and reward LPC 7- Improve Staff Understanding of Trust T&C’s LPC 8- Ensure all HR policies are clear, succinct, up to date and operationally workable LPC 9- HR advice and casework: Improve staff productivity by managing casework effectively Review and streamline job evaluation process Train more job evaluators Review promotion opportunities in light of exit questionnaire data (delayed from Apr-14) Develop improved staff benefits and communicate to staffIntroduce value based interviews Develop a library of standardised JDs by band (this project has been discontinued)Develop 'job families' as guidance for managers (this project has been discontinued) Extend Recruitment Solutions to include other occupational groups (delayed from June-14) Deliver an agreed model for recruitment and placement of temporary staff (delayed from Sept-14) Workforce plans to reflect service remodelling programme and plans. Update of plans following transformation Mar/Apr-14 (delayed from Apr-14) Complete FY15 plans (delayed from Apr-14)Review and adjust the Recruitment Process to maximise efficiency and reduce delays Further develop communication of recruitment process and training of recruiting managersDevelop metrics in order to enable monitoring of compliance with the recruitment process and improve reportingRoll out recruitment training to all existing managers and new managers upon commencement of employment Extend competence based interviewing across the Trust Improve fill rates for job by improving branding and developing more innovative solutions to filling vacancies Roll out of Safe Recruitment training to more areas in the Trust Consider and agree potential for introduction of further salary sacrifice schemes for staff Develop and implement a reward strategy Put in place a 'total reward' approach incl. consideration of Employee Assistance Prog. Staff handbook developed and made available to all staff Improve effectiveness of policy group by increasing management contributionAll HR policies updated and compliant with legislation Review and improve management training on HR policies Develop guidance for managers in policy applicationIncrease number of staff who are trained and can competently carry out investigationsFurther develop metrics and provide information to DD's on a monthly basisReview casework on a regular basis to ensure consistency and develop precedents log Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date X

48 Programme Management Office Developing Leadership, People and Culture FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 LPC 10- Occupational Health LPC 11- Staff Health & Wellbeing Programme LPC 12- Design Change Nurse Competency Framework LPC 13- Reducing time away from workplace for patient and personal safety training (PPST) Levels 1 & 2 LPC 14- Continuous Improvement of Appraisal Process LPC 15 - Increase team based working across the Trust LPC 16-Increase effectiveness and consistency of performance management LPC 17- Development of HCAs / Support Workers LPC 18 - Improve talent management across the organisation Consistent roll out of performance management training for managers Virtual classroom pilot and business case approval of resources Build network of wellbeing champions across the Trust in all Divisions. Target of 100 champions to be achieved by September ‘13. Implement specific projects/initiatives as agreed in wellbeing group action plan. Quarterly wellbeing days on-going across the Trust sites Annual programme of public health campaigns on key topics related to staff health and wellbeing Strengthen clinical leadership on forensic inpatient wards Roll-out of v/c programmesSet up implementation & communication Use of e-Assessments Reduction in classroom based provision Review appraisal process and identify best approach to linking with changes to T&C Link values to appraisal processIncorporate consideration of staff wellbeing into appraisal process Ensure HR policies and practices enable and support effective team based working (brought forward from Jan-15) Increase in team away days including use of MBTI (brought forward from Jan-15) Continue to develop and implement Aston team based working Develop and implement probationary period policyConsistent workplace induction practices (brought forward from Sept-15) Certificate of Fundamental Care implementation Put in place a consistent approach to talent management and succession planning Review PDR process to ensure it supports succession planning and talent management Raise managers' awareness of the service. Agree and publish Occupational Health KPI's and SLA'sDevelop and implement stress management training PAGE 123

49 Programme Management Office Developing Leadership, People and Culture PAGE 123 FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 LPC 10- Occupational Health LPC 11- Staff Health & Wellbeing Programme LPC 12- Design Change Nurse Competency Framework LPC 13- Reducing time away from workplace for patient and personal safety training (PPST) Levels 1 & 2 LPC 14- Continuous Improvement of Appraisal Process LPC 15 - Increase team based working across the Trust LPC 16-Increase effectiveness and consistency of performance management LPC 17- Development of HCAs / Support Workers LPC 18 - Improve talent management across the organisation Consistent roll out of performance management training for managers Virtual classroom pilot and business case approval of resources Build network of wellbeing champions across the Trust in all Divisions. Target of 100 champions to be achieved by September ‘13. Implement specific projects/initiatives as agreed in wellbeing group action plan. Quarterly wellbeing days on-going across the Trust sites Annual programme of public health campaigns on key topics related to staff health and wellbeing Strengthen clinical leadership on forensic inpatient wards Roll-out of v/c programmesSet up implementation & communication Use of e-Assessments Reduction in classroom based provision Review appraisal process and identify best approach to linking with changes to T&C Link values to appraisal processIncorporate consideration of staff wellbeing into appraisal process Ensure HR policies and practices enable and support effective team based working (brought forward from Jan-15) Increase in team away days including use of MBTI (brought forward from Jan-15) Continue to develop and implement Aston team based working Develop and implement probationary period policy Certificate of Fundamental Care implementation Put in place a consistent approach to talent management and succession planning Review PDR process to ensure it supports succession planning and talent management Raise managers' awareness of the service. Agree and publish Occupational Health KPI's and SLA'sDevelop and implement stress management trainingConsistent workplace induction practices (brought forward from Sept-15) Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date X

50 Programme Management Office Developing Leadership, People and Culture FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 LPC 19 - Management development LPC 20 - Improvement Champions Development Programme LPC 21- Staff development programme LPC 22- Staff consultation process LPC 23- Effective working relationships with trade unions, professional bodies and governors LPC 24- Staff survey programme LPC 25- Recognition Senior HR Business Partners (SHRBPs) support operational leads to ensure effective staff consultation as part of service remodelling programme Review Trust and Divisional recognition schemes to provide a consistent approach Review other organisations training programmes to assist in the development of a recovery programme to develop staffs psychosocial skills (delayed from Apr-14) Implement the recovery college for staff to self manage and build their skills with training led by patients. (delayed from Apr-14) Review the implementation of the recovery college to understand its impact on service improvement and staff development Further develop partnership working model Communicate results of staff surveys in a timely manner and actions following results Support operational leads to develop and implement action plans in response to staff survey results Ensure the responses to the results of the national and local staff survey programme meet organisational needs Review use of Learning and Management Development Framework against NHS leadership competencies Simplify assessment within leadership development framework to contribute to TNA Run two further cohorts of the programmeRun two learning and sharing events Measure impact PAGE 123 Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date

51 Programme Management Office Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes LPC 1 - Job evaluation: Improve cycle time and consistency Review and streamlining of job evaluation process is completed. Training of more job evaluators and development of a library of standardised JDs by band is in progress. Work schedule to develop 'job families' as guidance for managers has slipped slightly and will be reviewed. Project is to be reviewed as part of the job evaluation review to determine the best approach. LPC 2- Reduce costs on agency spend and temporary staffing An agreed model for recruitment and placement of temporary staff has agreement from the Exec and Capital Programme Board to to implement an in-house bank with associated software and e-rostering system. LPC 3- Workforce plans baselined and managed Plans are being adjusted due to restructuring. LPC 4- Improving cycle time of recruitment process The recruitment process has been reviewed and adjusted to maximise efficiency and reduce delays. ‘Recruiting successfully’ training and ‘safer recruitment’ training have been rolled together with additional dates organised. All Recruitment KPIs are now uploaded onto NHS Jobs and reporting will take place in Q2. LPC 5- Right People, Right Skills, Attitudes and Behaviours to Reflect Trust Values A project plan is in place and interviewers identified for the value based interviewing (VBI) project. The target to introduce the principles into recruitment for all posts is on target for Autumn More creative approaches to improving fill rates have been introduced, aided by work with Comms to improve branding and use of the work experience programme (with apprenticeships is to be rolled out soon). LPC 6- Staff rewards: more flexible approach to pay and reward The introduction of further salary sacrifice schemes for staff is under discussion, including. Work is in progress to put in place a 'total reward' approach including consideration of Employee Assistance Programme. Developing Leadership, People and Culture PAGE

52 Programme Management Office Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes LPC 7- Improve Staff Understanding of Trust T&C’s Staff handbook is now at the edit stage. LPC 8- Ensure all HR policies are clear, succinct, up to date and operationally workable All HR policies are updated and compliant with legislation. Provision of HR guidelines now accompanies ongoing review of policies. LPC 9- HR advice and casework: Improve staff productivity by managing casework effectively More staff are now trained to carry out investigations. Further metrics work has been completed. LPC 10- Occupational Health Occupational Health Department to be re-launched with the new team. Stress awareness training was piloted. To be evaluated and reviewed prior to further roll -out. LPC 11- Staff Health & Wellbeing Programme A network of wellbeing champions has been built across the Trust. A third Wellbeing day is planned. LPC 12- Design Change Nurse Competency Framework Third modern matron post appointed to for low secure services. Forensic service still have fewer matrons than is standard on other wards. LPC 13- Reducing time away from workplace for patient and personal safety training (PPST) Levels 1 & 2 Fire awareness was used as a successful pilot for virtual classroom training. Financial estimation of £20K pa reduction in travel costs and staff attendance time savings pre and post session average 2 hours per person. eAssessments tested and should be in use by July-14. The Virtual Learning Environment (VLE) platform project will enable Technology Enhanced Learning (TEL). Developing Leadership, People and Culture PAGE

53 Programme Management Office Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes LPC 14- Continuous Improvement of Appraisal Process Review completed. New on-line system is going out to tender as part of the new L&D learning system. Staff wellbeing is incorporated in new design. Work to link values to appraisal process is slightly delayed as we are awaiting values from HR. Key Skills Framework and NHS Leadership Academy behaviours are also being used. Values input in to the appraisal process is delayed until Q2, which reduces the opportunity for testing the PDR design before the launch. LPC 15 - Increase team based working across the Trust HR policies/practices support effective team based working. Team days increased by 5% on 2013 using MBTI, Belbin and leadership. LPC 16-Increase effectiveness and consistency of performance management Rollout of training for managers continues. Probationary period policy was developed. LPC 17- Development of HCAs / Support Workers A Care Certificate pilot is underway within Thames Valley, which should be implemented by Apr-15. The HCA handbook will be piloted in Autumn 2014 with OHFT new starters, and will feed in to the regional pilot. LPC 18 - Improve talent management across the organisation A consistent approach to talent management and succession planning will link with the new Performance Development Review (PDR) framework against measures of competency, knowledge, skills and behaviour. LPC 19 - Management development The L&D framework is being reviewed to align it to the new Leadership competences and the Key Skills Framework which will underpin the new PDR system. Developing Leadership, People and Culture PAGE

54 Programme Management Office Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes LPC 20 - Improvement Champions Development Programme Cohort 4 of the programme is almost complete and Cohort 5 is planned for Sept-14. Feedback continues to be positive. LPC 21- Staff development programme Work has not yet commenced on this; review of internal training (Leading the Way / Planning for the Future) is underway. LPC 22- Staff consultation process Senior HR Business Partners (SHRBPs) are supporting operational leads to ensure effective staff consultation as part of service remodelling programme. LPC 23- Effective working relationships with trade unions, professional bodies and governors Positive working relationships developing with staffside and FTOs. LPC 24- Staff survey programme Results of staff survey communicated to Directorates and further breakdown of data was provided. Work is in progress to support directorates to develop and implement action plans in response to results. Friends and Family Test run for Q1 being analysed. LPC 25- RecognitionWork to review Trust and Divisional recognition schemes has commenced. Developing Leadership, People and Culture PAGE

55 Programme Management Office Developing Leadership, People and Culture Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes LPC 1 - Job evaluation: Improve cycle time and consistency Work to develop 'job families' as guidance for managers has been reviewed and the decision is not to proceed with this project. LPC 2- Reduce costs on agency spend and temporary staffing A fully centralised flexible resourcing team is planned to be operational by June-15. Procurement of a workforce management system is in progress. Recruitment of Flexible Resourcing Manager was unsuccessful, and the post will probably remain unfilled until Jan-13. The Senior Programme Manager will cover the work. LPC 3- Workforce plans baselined and managed Analysis to review promotion opportunities in light of exit questionnaire data is complete. Succession planning to be discussed with L&D. Work to ensure that workforce plans reflect service remodelling changes is delayed. An overall plan is completed and one directorate plan is complete. LPC 5- Right People, Right Skills, Attitudes and Behaviours to Reflect Trust Values Structured staff interviews were completed on schedule, with results pending. Development of the behavioural framework (with the Said Business School) and ‘Train the Trainer’ is on schedule. A comprehensive recruitment plan is being developed incorporating branding, website development, recruitment materials, candidate attraction and retention solutions. A draft plan has Executive approval. Input is required from the Directorates regarding the development of recruitment materials. Senior managers have been identified as part of an action group. Some of the recruitment activity may require funding e.g. targeted recruitment campaigns and possible international recruitment. LPC 6- Staff rewards: more flexible approach to pay and reward A decision paper is to be prepared on salary sacrifice for white goods. Trust Reward Statements went live in Oct-14; with communication in Oct payslips. A reward strategy framework was submitted for discussion. LPC 7- Improve Staff Understanding of Trust T&C’s Final draft of staff handbook is being checked and the format to be agreed. LPC 8- HR policiesA programme of management training is in place and monthly training is delivered. PAGE

56 Programme Management Office Developing Leadership, People and Culture Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes LPC 11- Staff Health & Wellbeing Programme Three sites now offer staff exercise classes, and staff access to onsite gyms is being explored. The food content of vending machines is also being reviewed. The staff wellbeing day at Whiteleaf Centre in July-14 was successful, with another planned for Jan-15. We supported Macmillan's biggest coffee morning and are supporting Stoptober. Any issues are raised at the action group meetings (every two months). LPC 12- Design Change Nurse Competency Framework An away day was held with the charge nurses to work on competencies; however this did not lead to the creation of one framework used across the service. Matrons are now leading competency work. A follow-up away day is planned. LPC 13- Reducing time away from workplace for patient and personal safety training (PPST) Levels 1 & 2 The tender process for a virtual learning environment platform was completed and a supplier selected. eAssessments are now launched for the following subjects: Information Governance, Equality, Diversity & Human Rights. Fire safety. Alerter / Level 1 is available for Moving & Handling and Safeguarding Adults. LPC 14- Continuous Improvement of Appraisal Process Process changes were identified and the policy re-drafted.L&D are still awaiting values from HR to link to the appraisal process. The Key Skills Framework & Leadership Academy is being used for the performance development review system. LPC 15 - Increase team based working across the Trust As of Q3, 295 managers (52%) completed training. The future of the programme is being reviewed, including how it links to other L&D programmes and the organisational development strategy. Improvement and Innovation have worked with 50 teams across the Trust, supporting them with away day design and facilitation, coaching and further training. Impact assessments are completed after each programme. 69 managers are still to complete day 2 of training. 48 managers are yet to attend training and need to be targeted. Invites have been sent for remaining cohorts. PAGE

57 Programme Management Office Developing Leadership, People and Culture Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes LPC 16-Increase effectiveness and consistency of performance management Performance management training for managers continues to be rolled out. Training is delivered monthly by HR staff. LPC 17- Development of Health Care Assistants / Support Workers (HCA/SW) A national pilot of the Certificate of Fundamental Care implementation was completed in Sept-14. A local pilot of the draft Care Certificate Framework (CCF) documentation /handbook is within four services across the trust. The 15 standards have been mapped across to corporate and local induction and training gaps identified. A introduction of a new classroom knowledge based course was proposed. A delay from the national pilot would impact the implementation of CCF across the trust. The additional cost of implementation has yet to be resourced. LPC 18 - Improve talent management across the organisation Leadership/talent development is under review with the senior team. The new PDR system will enable succession planning and talent management to be identified and developed. LPC 19 - Management development The process has been withdrawn from the new design. LPC 20 - Improvement Champions Development Programme Cohort 5 commenced in Sept-14 with 20 delegates. Cohort 4 learning and sharing event was held in Sept-14, which demonstrated that projects are making improvements. LPC 21- Staff development programme Visits to three trusts regarding their recovery colleges are planned. A project team was set up, working with IMROC (Implementing Recovery through Organisational Change). PAGE

58 Programme Management Office Developing Leadership, People and Culture Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes LPC 22- Staff consultation process Senior HR Business Partners continue to support as required LPC 23- Effective working relationships with trade unions, professional bodies and governors A joint workshop to proactively work on equality issues is planned. LPC 24- Staff survey programme The 2014 staff survey commences in Oct HR staff are working with Directorates to support the creation of action plans. Results of the Friends and Family Test were published and Q2 results to be analysed and cross referenced with the patient survey. LPC 25- RecognitionInitial proposal for a Corporate action plan submitted in Oct- 14. Further refinement and detail to be considered. PAGE

59 Programme Management Office Getting The Most Out of Technology FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 GMMT 1- Next Generation Electronic Health Record GMMT 2- Cloud Telephony Solution GMMT3- Manage and update data warehouse solution for the Trust GMMT 4- Lifecycle Management- Windows/ Office Upgrade Anticipated first go-live with phased rollout to follow Contract agreed Phased rollout Staged deployments completed Analyse & review IRDIS Data warehouse replacement: business case for option selection Implement preferred Option All new PCs will be provisioned with Windows 7 Core infrastructure completed (delayed From Apr-14) Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date All existing PCs upgraded to Windows 7

60 Programme Management Office Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes GMT 1- Next Generation Electronic Health Record Whilst there have been some delays with individual actions, all planned activities are now complete and the contract is now signed. Vodafone have been unable to complete their core infrastructure implementation due to delays associated with network links to their data centres. As a result, implementation at Trust sites has been delayed and is now expected to commence from 11 Aug Scope of data migration has yet to be agreed. Reporting capability to enable / support transition has yet to be defined. GMT 2- Cloud Telephony Solution The Vodafone delay has impacted the delivery of the predicted cost saving during FY15. Representation has been made to Vodafone related to possible 'compensation' for this lost opportunity. GMT 3- Manage and update data warehouse solution for the Trust Business case for replacement of enterprise data layer, which includes the IRDIS data warehouse, has been drafted and is in final review before submission for approval. A failure to approve business case in Q2 will have a significant impact on the implementation and delivery of the Information Management & Business Information Development projects, and therefore the go live dates for NGEHR. GMT 4- Lifecycle Management- Windows/ Office Upgrade Implementation of upgrade of all existing PCs upgraded to Windows 7 has commenced. Technical and resourcing difficulties are hampering progress. Additional contract resource is being sought. Getting The Most Out of Technology

61 Programme Management Office Getting The Most Out of Technology Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes GMT 1- Next Generation Electronic Health Record (NGEHR) Go-live of NGEHR - Urgent Care/Adastra transition is scheduled for the 4th of November. Further transition events have been agreed with Health and Social Care Information Centre for the 23rd March 2015 and the 6th July A draft Data Migration Strategy now being reviewed, the transition plan amended to incorporate reporting capability and development needs. GMT 2- Cloud Telephony Solution Work is now completed by Vodafone. The rollout is on track - Bucks is complete and Oxfordshire is underway. Compensation has been sought for the initial delay however the project is now running to schedule. Other delays outside this project delayed the first site planned (Bicester Hospital) therefore the net effect has been minimised. GMT 3- Manage and update data warehouse solution for the Trust A business case was approved in July-14 for an IRDIS Data warehouse replacement. Procurement was completed in Aug- 14 and implementation is now in progress. GMT 4- Lifecycle Management- Windows/ Office Upgrade Windows 7 images are complete. Core packages are packaged, and packaging now becomes an ongoing business- as-usual activity to support the environment as it evolves. The Windows 7 migration is well underway with current figures showing that 34% of the estate has been migrated. Figures for progress to date indicate that up to three additional contractors will be required in order to meet the Apr-15 deadline. Work is underway to recruit these staff, although this may introduce a cost pressure.

62 Programme Management Office Using Our Estate Efficiently FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 EE1 - Provide a safe environment for service users, and carers EE2 - Provide an estate of suitable quality to support service delivery EE3 - Provide suitably located, functional comm. services accommodation EE4 - Provide high quality estates and facilities services EE5 - Develop an effective environmental strategy; green travel plan EE6 - Develop and implement Space Management processes and procedures EE7- Provide board assurance regarding estates/facilities EE8 - Support delivery of Operational CIP Plans EE9 – Achieve accurate financial plans and effective management Continued development and implementation of estates risk register Establish PAM and CQC Assurance reporting system (delayed from Aug-14) Undertake options appraisals and develop business cases as required Develop Schemes Procedures Finalisation and implementation of FY2015 operational estates capital investment programme (brought forward from Apr-15) Deliver FY 2015 operational estates capital programme to agreed programme; and cost parameters Continue the development of procedures and processes to ensure that all statutory testing and required PPM is undertaken; provide regular compliance reports Deliver Sustainable Development Management Plan (SMDP) schemes Develop costs m2 building for all estates and facilities costs Develop benefit based planning system for development schemes (as FIC agreed KPI's) Determine Estates delivery regarding existing EstatesImplement Space Management Policy Implement identified revised hard facilities management delivery approaches Improve efficiency of food/supplies purchasing Improve efficiency of cook chill food provisionsDevelop and implement revised catering approach throughout Trust Develop and implement car parking management systems Develop and implement revised domestic/ portering service approach throughout Trust Develop clear and concise procedures to ensure that all H&S risks are addressed ASAP (delayed from Apr-14) Develop clear procedures to ensure that all Central Alerting System (CAS) alerts and Safety Alert Broadcast (SAB's) are actioned asap; monitor and report on progress Deliver required schemes Adjust management system to support understanding of facilities mgt costs to enable accurate business planning forecasts to be dev. Amend and strengthen existing procedure Develop contract database and procurement approach (delayed from Apr-14)

63 Programme Management Office Using Our Estate Efficiently Undertake options appraisals and develop business cases as required Deliver Sustainable Development Management Plan (SMDP) schemes FY15FY16 Q1Q2Q3Q4Q1Q2Q3Q4 EE1 - Provide a safe environment for service users, and carers EE2 - Provide an estate of suitable quality to support service delivery EE3 - Provide suitably located, functional comm. services accommodation EE4 - Provide high quality estates and facilities services EE5 - Develop an effective environmental strategy; green travel plan EE6 - Develop and implement Space Management processes and procedures EE7- Provide board assurance regarding estates/facilities EE8 - Support delivery of Operational CIP Plans EE9 – Achieve accurate financial plans and effective management Continued development and implementation of estates risk register Establish PAM and CQC Assurance reporting system (delayed from Aug-14) Undertake options appraisals and develop business cases as required Develop Schemes Procedures Finalisation and implementation of FY2015 operational estates capital investment programme (brought forward from Apr-15) Deliver FY 2015 operational estates capital programme to agreed programme; and cost parameters Continue the development of procedures and processes to ensure that all statutory testing and required PPM is undertaken; provide regular compliance reports Deliver Sustainable Development Management Plan (SMDP) schemes Develop costs m2 building for all estates and facilities costs Develop benefit based planning system for development schemes (as FIC agreed KPI's) Determine Estates delivery regarding existing EstatesImplement Space Management Policy Implement identified revised hard facilities management delivery approaches Improve efficiency of food/supplies purchasing Improve efficiency of cook chill food provisionsDevelop and implement revised catering approach throughout Trust Develop and implement car parking management systems Develop and implement revised domestic/ portering service approach throughout Trust Develop clear and concise procedures to ensure that all H&S risks are addressed ASAP (delayed from Apr-14) Develop clear procedures to ensure that all Central Alerting System (CAS) alerts and Safety Alert Broadcast (SAB's) are actioned asap; monitor and report on progress Deliver required schemes Adjust management system to support understanding of facilities mgt costs to enable accurate business planning forecasts to be dev. Amend and strengthen existing procedure Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date Start date Finish date Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date X

64 Programme Management Office Using Our Estate Efficiently Q2Q4Q3 Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes EE1 - Provide a safe environment for service users, and carers A Risk Register was developed. FY15 operational estates capital investment programme is complete and approved, and delivery is on track. Central Alerting System (CAS) alerts process are in place. Creation of overarching documentation to include all relevant health and safety procedures is delayed to Sept-14. EE2 - Provide an estate of suitable quality to support service delivery As above. Work is in progress to develop schemes procedure documentation to support current documentation. EE3 - Provide suitably located, functional community services accommodation Meeting with Heads of Service (HOS) to establish future property requirements taking place in June/July, with a service/estates workshop to be held in early Autumn. EE4 – Provide high quality estates and facilities services Cook chill procurement is completed. A review of car parking management system bidders is taking place prior to a contract award Work to develop and implement a revised catering approach throughout Trust is delayed but in progress – an implementation plan is agreed with Directorates. Transfer of staff to take place at the end of July from directorate to facilities management. EE5 - Develop an effective environmental strategy Second draft is awaiting approval. EE6 – Develop and implement Space Management processes Development of the room booking system is delayed but the policy is approved. A move management system is in place. EE7 - Provide board assurance regarding estates and facilities Databases and system are in place to report compliance levels related to CQC 10 outcome. EE8 – Support delivery of Operational CIP Plans Delivery regarding existing Estates is decided. EE9 – Achieve accurate financial plans KPI's agreed and reporting processes developed. New budget setting hierarchy and cost centres approved. Contract database completed - procurement approach with Procurement is delayed to Q2.

65 Programme Management Office Using Our Estate Efficiently Q2 Q4Q3Q1 Project NameSummary of ProgressSummary of Risks, Issues, Concerns and Changes EE1 - Provide a safe environment for service users, and carers An Estates and Facilities Risk register is in place. The impact of reduced investment was highlighted in a half year review in terms of noncompliance. Delivery of the FY15 operational estates capital programme is on track. Following a gap analysis of planned preventative management, a specification was produced to deliver work in Q4 using additional resource. A document identifying health and safety procedures in the department is being drafted. This was not completed in Sept- 14 as planned, but is expected in Q3. EE2 - Provide an estate of suitable quality to support service delivery Work to develop schemes procedure documentation to support current documentation is complete. EE3 - Provide suitably located, functional community services accommodation Options appraisals and business cases are being completed as required. EE4 – Provide high quality estates and facilities services Procurement to improve the efficiency of food/supplies purchasing is complete. Housekeepers were transferred from older adult wards to Estates and Facilities as part of the work to review the domestic/portering services. Work to develop a revised catering approach and revise the domestic/portering services are now merged. The new structure, base performance and cost are being developed for a business case. An implementation plan will be published in Oct-14. EE5 - Develop an effective environmental strategy The Sustainable Development Management Plan was completed. Schemes for development in FY15 are to be determined. EE6 – Develop and implement Space Management processes A review of the room/desk booking system is completed. EE7 - Provide board assurance regarding estates and facilities Software to establish a Premises Assurance Model (PAM) and CQC Assurance reporting system was ordered. The first reports are due in Jan-15. EE8 – Support delivery of Operational CIP Plans The productivity CIP, working with operations, is on track. EE9 –Accurate financial plans Development of data showing costs/m2 for all estates and facilities continued. KPIs for five sites were produced.

66 Programme Management Office

67

68 Vision A vision articulates the aspirations of an organisation, often using emotive and inspirational terms in a ‘vision statement.’ The Trust’s vision helps guide internal decision making and future planning. Values Values are beliefs or ideals held by an individual or an organisation. They drive organisational culture and provide a framework within which decisions are made. The Trust’s values, to be “caring, safe and excellent”, represent the priorities of the organisation and underpin its vision. We aim to demonstrate these values in our day- to-day working. Behaviours Behaviours are the actions a person takes or the way a person conducts themselves in response to a particular situation, stimulus or set of values. An organisation’s values should manifest as specific behaviour – it is how each staff member ‘lives out’ the values of the Trust in a tangible way in their day-to-day work. We want our values to be linked to specific behaviours so we can better measure ourselves against them. Vision Values Behaviours Strategy Aims Goals Objectives Key Performance Indicators (KPIs) Strategic Framework Strategic Drivers Strategic Enablers Business Plan Integrated Business Plan Annual Strategic Plan Key Definitions

69 Programme Management Office Strategy A strategy builds on the vision of an organisation, turning aspirations into a more clearly defined plan of action. It answers the question ‘What are the ends we seek and how should we achieve them?” A strategy should consider how the organisation can perform better, which markets it should compete in, the resources it needs and how to meet the expectations of its stakeholders. Strategies can exist at all levels of an organisation. They are likely to apply for a number of years and should have an agreed review date. Aims An aim is a desired outcome that describes where an organisation wants to go in the future. The aim of an organisation is often expressed in more tangible and practical terms than its vision. Goals A goal is the desired result of the Trust’s work – it is the purpose that the Trust’s effort is directed towards. Some goals are precise and measurable, whereas others are more wide-ranging. Key Definitions Vision Values Behaviours Strategy Aims Goals Objectives Key Performance Indicators (KPIs) Strategic Framework Strategic Drivers Strategic Enablers Business Plan Integrated Business Plan Annual Strategic Plan

70 Programme Management Office Objectives Objectives are outcomes of work that must be specific, measurable, achievable, realistic and time-bound (SMART). Several objectives, which are detailed and typically cover a shorter time period, often contribute to the same goal. Objectives should be regularly monitored to track progress. Key Performance Indicators (KPIs) KPIs are a set of SMART measures that an organisation uses to gauge its progress towards its strategic goals. It is important to have a good understanding of what is important to an organisation, considering its vision and strategic aims, when choosing which KPIs to measure. Key Definitions AimGoalObjectiveKPI ObjectiveGoalObjectiveKPI Objective Vision Values Behaviours Strategy Aims Goals Objectives Key Performance Indicators (KPIs) Strategic Framework Strategic Drivers Strategic Enablers Business Plan Integrated Business Plan Annual Strategic Plan

71 Programme Management Office Strategic Framework The Trust’s strategic framework has been developed to provide structure and guidance on how we will achieve our vision of “Outstanding Care delivered by Outstanding People”. The framework is a way of organising our business plans, using a consistent method and language throughout the organisation, and presenting this in a visual way. The strategic framework encompasses strategic drivers and enablers. These allow the Trust to organise individual, team, directorate and divisional plans and align them with the Trust’s overarching strategy. Strategic Drivers Strategic drivers are the four critical factors that determine the success or failure of the Trust’s strategic plan. They are: Driving Quality Improvement Delivering Operational Excellence Delivering Innovation Learning & Teaching Developing Our Business Strategic Enablers Strategic enablers underpin the strategic drivers and include the infrastructure and resources needed to support the changes in the strategic plan. They are: Developing Leadership, People and Culture Getting the Most out of Technology Using our Estate Efficiently Key Definitions Outstanding Care Delivered by Outstanding People Driving Quality Improvement Driving Quality Improvement Delivering Operational Excellence Delivering Operational Excellence Delivering Innovation, Learning and Teaching Delivering Innovation, Learning and Teaching Developing Our Business Developing Our Business Getting The Most Out of Technology Using Our Estate Efficiently Developing Leadership, People and Culture Vision Strategic Drivers Strategic Enablers Vision Values Behaviours Strategy Aims Goals Objectives Key Performance Indicators (KPIs) Strategic Framework Strategic Drivers Strategic Enablers Business Plan Integrated Business Plan Annual Strategic Plan

72 Programme Management Office Key Definitions Outstanding Care Delivered by Outstanding People Driving Quality Improvement Driving Quality Improvement Delivering Operational Excellence Delivering Operational Excellence Delivering Innovation, Learning and Teaching Delivering Innovation, Learning and Teaching Developing Our Business Developing Our Business Getting The Most Out of Technology Using Our Estate Efficiently Developing Leadership, People and Culture Vision Strategic Drivers Strategic Enablers Vision Values Behaviours Strategy Aims Goals Objectives Key Performance Indicators (KPIs) Strategic Framework Strategic Drivers Strategic Enablers Business Plan Integrated Business Plan Annual Strategic Plan

73 Programme Management Office Business Plan A business plan captures the major programmes of work, specific tasks and milestones in order to achieve the Trust’s strategy. Business plans are developed by the Trust Executive and their teams, and progress against milestones and KPIs are routinely monitored. The Trust is accountable for clearly communicating its plans to its staff, patients, carers and other stakeholders. They must be developed with the Trust’s vision and strategy in mind, so that all services are working collaboratively and moving in the same direction. Integrated business plan The Trust Integrated Business Plan is a consolidation of different business from across the Trust and identifies what the Trust’s priorities are for the coming three years. It connects the plans across the organisation together, aligning them to the Trusts strategic drivers and enablers, rather than grouping them according to clinical service or corporate function. Annual Strategic Plan Every year, NHS foundation trusts are required to submit financial and strategic plans to Monitor, the Foundation Trust regulator. In 2014, Oxford Health NHS FT will submit financial plans covering five years for the first time. The first two years, along with financial and operational commentary, will be submitted in April, with a further three years to be submitted in June. The Annual Strategic Plan outlines the detail of the Trusts’ strategy. It considers the Trust’s vision and translates it in to a broad set of priorities and a more comprehensive plan of action. There are multiple tools that assist the formation of a strategic plan, including a Strengths, Weaknesses, Opportunity, Threat (SWOT) analysis and Political, Economic, Social and Technological (PEST) analysis. The Integrated Business Plan forms a significant part of the Annual Strategic Plan. This plan is continuously improved through review and refinement, and progress is regularly monitored using KPIs. Key Definitions Vision Values Behaviours Strategy Aims Goals Objectives Key Performance Indicators (KPIs) Strategic Framework Strategic Drivers Strategic Enablers Business Plan Integrated Business Plan Annual Strategic Plan

74 Programme Management Office Slides for Q3 and Q4

75 Programme Management Office Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes Q2Q4 Q3 Q1 Driving Quality Improvement

76 Programme Management Office Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes Q2 Q4 Q3Q1 Driving Quality Improvement

77 Programme Management Office Delivering Operational Excellence Q2Q4 Q3 Q1 Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes

78 Programme Management Office Delivering Operational Excellence Q2 Q4 Q3Q1 Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes

79 Programme Management Office Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes Delivering Innovation, Learning and Teaching Q2Q4 Q3 Q1

80 Programme Management Office Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes Delivering Innovation, Learning and Teaching Q2 Q4 Q3Q1

81 Programme Management Office Developing Our Business Q2Q4 Q3 Q1 Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes

82 Programme Management Office Developing Our Business Q2 Q4 Q3Q1 Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes

83 Programme Management Office Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes Developing Leadership, People and Culture Q2Q4 Q3 Q1

84 Programme Management Office Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes Developing Leadership, People and Culture Q2 Q4 Q3Q1

85 Programme Management Office Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes Getting The Most Out of Technology Q2Q4 Q3 Q1

86 Programme Management Office Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes Getting The Most Out of Technology Q2 Q4 Q3Q1

87 Programme Management Office Using Our Estate Efficiently Q2Q4 Q3 Q1 Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes

88 Programme Management Office Using Our Estate Efficiently Q2 Q4 Q3Q1 Project NameSummary of Progress Delays and Actions to Mitigate any Slippage/ Summary of Risks, Issues, Concerns and Changes


Download ppt "Programme Management Office Driving Quality Improvement Delivering Operational Excellence Delivering Innovation, Learning and."

Similar presentations


Ads by Google