Trust Programme Board 15 July 2013

Transforming Services Key Programme Status 2 Key Risks and Issues 4 Key Benefits & Measures 3 Summary status 1 Risk/IssueMitigating ActionsStatus TSP13: PCP does not reduce demand on inpatient services to deliver a ‘425 bed model’ Develop target bed model for Oct BoD – work started TSC02/09: Financial delivery of TSC this and subsequent years Monitor in year Develop 5 year strategy by Sep 13 WKF09: Timescale and capacity to develop PCP workforce needs Early feed of part- information from PCP Key programme / projectStatusComment PCP 1 month delay Transforming Specialist Care Transforming Augmenting Services Being scoped Care Pathways & Packages Workforce Transforming Corporate Not yet started Benefit / Measure BaselineTargetProgress Quality improvement measures TBC Cost reduction measures 13/14 £0£11.8M£5.8M Sustainability measures TBC Comments Programme structure updated to better align care pathways and workforce with transformation PCP reporting 1 month delay Augmenting Service programme initiated 8 July Transforming Corporate programme yet to be agreed and initiated Linked programmes Safety Programme; Leadership and CISK

Transforming Services – PCP Programme Key Milestone Status 2 Key Risks and Issues 4 Key Benefits & Measures 3 Summary status 1 Risk/IssueMitigating ActionsStatus PCP10: Failure to develop sustainable ‘425’ bed model takes resources out of PCP Develop outline model by Jul 13 (Augmenting Services) PCP03: Not getting stakeholders engaged in available timescales Engagement plan MilestoneStatusTargetForecast Clinical processes design complete start 22 nd July End Aug 13 End Sept 13 Non-clinical design complete Oct 13Nov 13 End of design stage – Tranche 1 Oct 13Nov 13 Benefit / Measure BaselineTargetProgress Benefits plan to be complete and baseline measures established by August 2013 Comments Requests for support to Certified Leaders - only one workshop not covered Partners invited to all workshops. SU+C covering all workshops, still some gaps with partners Medic attendance being progressed First 2 workshops (22 nd / 29 th July sorted) Plan for Non – clinical design to be developed by Friday 19 th July Linked projects CPP; Workforce; Leadership; CIS; Augmenting

Transforming Specialist Care – Programme Update Key Milestone Status 2 Key Risks and Issues 4 Key Benefits & Measures 3 Summary status 1 Risk/IssueMitigating ActionsStatus TSC.02 – transformation work does not release financial delivery in 13/14 Financial delivery meetings (monthly) TSC.08 – Transforming Community Services capacity of mobile solution rollout Seek to appoint to roll asap. TSC.01 – Large changes in commissioning across SCG Seek to understand changes asap. TSC.09 – Ability to deliver financial delivery plans for 2014/15 onwards Financial delivery meetings (monthly) MilestoneStatusTargetForecast Neuro-Services – medical & AHP staffing stabilised. Nov 13 Neuro Services – review of Heppell House – options appraisal complete June 13July 13 Autism Assessment and Treatment Unit – Business Case - consideration by Board May 13July 13 Forensics - Tyne occupancy levels achieved (95% of 22 beds) Oct 13 Transforming Specialist Care – 5 year strategy produced. Sept 13 Benefit / Measure BaselineTargetProgress Neuro Bed occupancy 90% W3&4 89% for 12/13 90% Ytd 91% at July 13 Tyne Occupancy Levels 95% 47% for 12/13 65% July 13 95% Oct 13 51% June 13 More benefits and measures to be determined Comments Neuro Services - largest transformation project that we have on-going. Parts of delivery are on track. Occupancy plans on track for neuro-rehab but challenges remain regarding neuro-psychiatry pathways Forensics –no financial delivery attached to this project for 13/14. Tyne and Hebron occupancy levels are the focus for 2013/14. Financial delivery expected in 14/15. Changing commissioners have increased risk of establishing ADHD service. Linked projects Transforming Community Services Principal Community Pathways

Transforming Services – Care Pathways Programme Key Milestone Status 2 Key Risks and Issues 4 Key Benefits & Measures 3 Summary status 1 Risk/IssueMitigating ActionsStatus CPP01 – Lack of capacity for financial modelling impacts on delivery against national timeframe Further capacity being resourced CPP15 – Poor data quality impacts on PCP demand planning and financial modelling Weekly monitoring of data quality CPP09 – Delay to e-pathways functionality – impact on PCP and evidence of care package delivery Director Informatics negotiating with CSE MilestoneStatusTargetForecast Delivery of Q1 CQUIN 7 30 Jun Delivery of e-pathways functionality on Rio 1 Apr 14NK Draft specification for augmenting packages 1 Aug Delivery of Q&O Implementation plan 30 Sept Benefit / Measure Base line TargetProgress Consistent way of describing type and level of demand for services. Information to support financial modelling for move towards PbR Standardised information about quality and outcomes of services provided Workforce with skills to deliver care their patients require Comments Progress mostly on track Some concern around timescales for PbR and internal capacity to do financial modelling. Recognised need to improve data quality and sharing / embedding information at team level. Action plan with Operational Groups being taken forward to address MHCT under-scoring. LD Cluster report has been delivered – working up implementation plan. Linked projects Principal Community Pathways; Workforce Augmenting Services

Transforming Services – Workforce Programme Key Milestone Status 2 Key Risks and Issues 4 Key Benefits & Measures 3 Summary status 1 Risk/IssueMitigating ActionsStatus WKF09: Timescale and capacity to develop PCP workforce needs WKF01: HR process for PCP will be different – risk re: staff and staff-side relations MilestoneStatusTargetForecast Staff equipped with skills for PCP go-live in Sun & STy Mar 14 PCP workforce designed for Sun/ STy: skills, jobs, structure, OD Oct 13Nov 13 HR process/principles in place to establish PCP community team Oct 13 Benefit / Measure BaselineTargetProgress Close skills gap by 50% 0 50% by Mar 2014 Comments Programme is on track but there is risk later in the programme due to the dependencies on systems & processes part of PCP. Need to develop the programme for non-PCP areas Linked projects Principal Community Pathways; Leadership