Annual Plan 2014/15 Grahame Ellis, Austin O’Malley, Marian Moore, Phil Brown, Anne Clarke, George Hardy, Rachel Simpson Governors 20 th March 2014 Agenda Item 12 )

Contents What is the Annual Plan? Key components Focus on Service Developments – Ray Diagrams Progress to date Recommendations to the Board of Directors Next steps

What is the Annual Plan? Main annual submission to Monitor 2 year Operational Plan 2014/ /16 5 year Strategic Plan 2014/ /19 Based on the Integrated Business Plan ( ) and subsequent developments Must take account of the views of the CoG Must meet Monitors requirements – new content, style, format, timing Most of Plan to be published, but some confidential elements are not published

Key Components – NTW Operational Plan Covers 3 years – 2014/15 to 2016/17 Agreed with Monitor that our plan will include 2016/17 to cover the full Transformation programme To be submitted on 4 th April 2014 Contents –Executive Summary –Operational Plans (including service developments) –Quality Plans –Workforce Plans –Financial Delivery Plans –Appendices as required

Key Components NTW Strategic Plan Covers 5 years 2014/15 – 2018/19 –Incorporates NTW 3 year Operational Plan – should be no material changes –Plans for 2017/18 – 2018/19 to be developed over coming months Key elements –Declaration of sustainability –Market analysis and context –Risks to sustainability and strategic operations –Strategic plans –Appendices

Service Developments Ray Diagram shows key service developments by Group covering: Principal Community Pathways Transforming Augmenting Services Transforming Specialist Services Transforming Social and Residential Services Transforming Corporate Services

Transformation Map: Service Developments (Core and Business Opportunities (March 2014) Current state: Strong record of innovation Variations in models of care Strong clinical leadership and expertise Unconditional CQC registration Strong track record of modernising services Impressive range of generic and specialist services – some unique to the UK market Future State to be: Improving the wellbeing of the people we serve through delivering services that match the best in the world. Market leader in the provision of Planned Care Services Market leader in the provision of Specialist Care Services Year 1 Year 2 Years (to 31 March 2015) (to 31 March 2016) (to 31 March 2019) Specialist Corporate/Trust-wide Strategic Objectives 1.Modernise and reform services; 5. Provide high quality evidence based and safe services, supported by effective integrated 2. Be a sustainable and consistently high performing organisation; governance arrangements; 3. Be a model employer, an employer of choice and an employer that makes the best use of the talents 6. Improve clinical and management decision making through the provision and development of the entire workforce; of effective information; 4. Fully embrace and support service user, carer, staff and public involvement, including 7. Be an influential organisation which supports and enables social inclusion. our membership, in all aspects of our work; Abbreviation Key: IRT = Initial Response Team LD = Learning Disabilities RAID = Rapid Assessment, Interface and Discharge Blue = Plan Red Font = Work in progress Green = Development complete Supporting implementation of the Trust wide future vision of services 2.1 PRIDE Opening of Hopewood Park 1,2,3,4,5 3.4 Assessment and Treatment Unit for Autism 1,2,3,4,5 2.3 Improving the Adult Acute Mental Health Inpatient Pathway South of Tyne 1,2,3,4,5 Explore business opportunities for gaps in the market, responding to tenders etc 1,2,3,4,5,6,7 Implementing Trans-forming Services Programme, including Transforming Corporate Services (5.1) Cross Trust support for change - Scaffolding, TED, 1,2,3,4,5,6,7 2.6, 2.7 Redesign of Moving On Services North and South of Tyne 1,2,3,4,5 2.10, 2.11 Rationalisation of the Dementia Pathway in Newcastle, South Tyneside and Sunderland 1,2,3,4,5 2.4 Consolidation of PICU Services (interim) 1,2,3,4,5 2.5 Improving Older Peoples Functional Inpatient Services South of Tyne 1,2,3,4,5 3.5 Review of Specialist Services, including RADS review 1,2,3,4,5 2.8, 2.9 Development of Male HDU North of Tyne and Trust wide Female HDU 1, 2, 3, 4, Review of Neurological Services, including Heppell House review 1,2,3,4,5 1.1, 1.2 Principal Community Pathways (including Access) Tranches 1&2 1,2,3, 6, 7 Market leader in the provision of Urgent Care Services 3.2 Review of Children’s and Young Peoples Medium Secure and Forensic Outreach Services 1,2,3,4,5 Continually improve and develop Service Quality 1,2,3,4,5,6,7 3.3 Review of Forensic Services including Hebron Pathway Development and development of Diversion Services, 1,2,3,4,5 4.1 Review of Northumberland Adult Residential Mental Health Services (Phase 2) 1, 2, 3, 4, Redesign Northumberland Mental Health Day Services 1, 2, 3, 4, Expansion of hospital based liaison services implementation of RAID model Sunderland, Gateshead, South Tyneside, Newcastle, Northumberland, North Tyneside 1,2,3,4,5 Planned Urgent 3.6 Development of an Integrated Attention deficit Hyperactivity Disorder Service 1,2,3,4, Development of a Personality Disorder Augmentation Hub team 1, 2, 3, 4, Recon- figuration of Eating Disorder Services 1,2,3,4,5

Progress to date Annual Plan Working Group (APWG) established The group includes Group and Corporate colleagues and representation from 7 Governors Remit is to ensure the Annual Plan is submitted to Monitor within required timescales Governors role is to support the process by adding challenge where needed on behalf of the Council of Governors

Progress to date cont. 3 APWG meetings held to date Work plan developed with dates for key Trust individuals to contribute, for example; Presentation on Operational Plan to APWG meeting on 5 th March further APWG meetings planned to complete Strategic Plan and Summary Annual Plan

Progress to date cont. Where are we up to? Operational Plan drafted for review and submission Strategic Plan being developed Summary Annual Plan to follow on after Strategic Plan is completed

Next steps Operational Plan final drafts to: - FIBD 19 th March Council of Governors 20 th March Board of Directors (BoD) 24 th May 2013 Submit Operating Plan to Monitor 4 April 2014 Finalise Strategic Plan March-June 2014 (final draft to Council of Governors 20 th May 2014) Develop Summary Annual Plan for Annual Members Meeting in September

Recommendations The Council of Governors is asked to: Note the involvement of Governors in developing the Operational Plan Recommend to Board of Directors approval of the Operational Plan Await further updates as the Strategic Plan is developed