1. QIPP Development Using NHS Right Care as a programme of continuous improvement

2. Systematic QIPP Development Adoption of NHS Right Care
NHS NEW Devon CCG must maintain a continuous list of improvement opportunities to ensure that QIPP requirements can be met each year.
To do this we must adopt a standardised approach to QIPP development that will bring clarity and assurance to the QIPP proposals.
NHS Right Care is designed for CCGs to tailor to their purposes using the overall methodology as a blueprint.
NHS NEW Devon CCG will develop its use of the Right Care system in outline and refine it as the QIPP programmes develop, effectively testing it with delivery and improving as we go.
5YFV target is upper quartile across the board, therefore all opportunities will be valued at a top 20% to 25% indicator, this will be known as “the gold target”

3. Systematic QIPP Development NHS Right Care Overall Methodology

4. Systematic QIPP Development Phase 1 Where to look
Activity
Output
Duration
Where to look
Triangulation of value by benchmarking:
commissioning for value, atlas of variance, programme budgeting
National data verified by local interpretation
QIPP themes
Gold Target
Draft Mandate
1 week
Commissioning for Value
Atlas of Variance
Programme Budgeting
Local Interpretation
Benchmark, value, rank and prioritise themes using agreed national and local data.
Identify gold target of top ranked themes.
Produce a mandate per theme.
Present mandate to steering
group for go/no go decision.
Themes ranked
by gold target
Mandate
per theme

5. Systematic QIPP Development Phase 1 Where to look, Q1 2015/16
Themes selected for 2015/16 are:
Problems of the musculoskeletal system
Mental health disorders
Problems of circulation
Problems due to trauma and injuries
Cancers and tumours
Problems of the gastro intestinal system
Problems of the respiratory system
Note: these have been selected by triangulating variance from peer and national performance;
not on total spend

6. Systematic QIPP Development Phase 2 What to change
Activity
Output
Duration
What to Change
Unpack gold target to determine prioritised areas to focus:
NHS Right Care deep dive
Analysis of deep dive findings
Priority setting and phasing of approach
Planned targets
Outline business case
Draft PID
5 weeks
NHS Right Care deep dive is completed (4 weeks)
Detailed deep dive is analysed and prioritised and planned targets defined (3 days )
Implementation plans are drafted, business cases defined and draft PID produced (2 days)
Draft PID assessed at steering group for go/no go decision

7. Systematic QIPP Development Phase 3 How to change
Activity
Output
Duration
What to Change
Gap analysis on best in class systems
Define optimum design for NHS NEW Devon
Produce strategy to achieve optimum design
Strategy to action planning for first phase of transformation
Test against business case and gold target
Improvement strategy
Action plan
Full business case
Full PID
2 weeks
Assess gaps to best in class
Clinically led pathway redesign
Strategy for theme
Complete Strategy to action plans, full business case, & full PID
Test against gold target and initial objective
Full PID assessed at steering group for go/no go decision

8. Systematic QIPP Development Phase 4, Deliver & Sustain
Activity
Output
Duration
Deliver
Roll out and deliver action under turnaround programme
Hardwire new performance into contracts
Evidenced Change
3-18 months
Sustain
Embed performance monitoring into normal business
Benefit
Ongoing
Projects will be delivered and sustained under the Turnaround governance structure

9. PMO IPAID Project Life Cycle
QIPP planning on a page
PMO IPAID Project Life Cycle
Idea
Plan
Implement
Deliver
QIPP Phase 1 - Analyse
Purpose
Use national data sets to define and select high level areas of opportunity for delivery. This fills the opportunity funnel
When
No less than every 3 months and as required to maintain £100m in defined opportunity
How
Use national data sets to rank all healthcare provision in terms of improvement opportunity for cost, outcomes & quality.
Who
Requirements capture team:
Team leader
Clinical & Quality leads
Prevention lead
Contract lead
Medication optimisation lead
BI & Effectiveness leads
Primary care lead
Finance lead
Project manager
What
Ranked list of opportunity by value
Opportunity themes selected for this wave
1 week
QIPP Phase 2 - Understand
Purpose
To breakdown the themes from the rank list of opportunity and identify sub-themes that can be measured and evidenced accurately for delivery. This is the first part of the planning pipeline.
When
As required to maintain the pace of delivery
How
Deep dives break themes into sub-themes. Each sub theme is measured in depth using quality, cost, volume and outcomes indicators. Sub themes are grouped into recommended options for delivery
Who
Requirements capture team &:
Business analyst(s)
Project clinical lead
Service Lead
QIPP project manager
What
Deep dive focus packs
Deep dive data
Deep dive workshop report
Theme mandates
6 weeks
QIPP Phase 3 – Plan
Purpose
Takes mandates, identifies the drivers of the opportunity and plans the QIPP delivery in depth. This is the second part of the planning pipeline.
When
As required to maintain the pace of delivery
How
Opportunity gap analysis
Clinical / pathway redesign
Production of service strategy
Cost, benefit, quality, equality and needs analysis
Production of a QIPP PID
PID deep dive assurance
Who
CCG executive sponsor
Public health lead
Finance lead
Business Information
Contracts lead
Primary care lead
Project manager/service lead
Clinical lead
Provider lead(s)
What
Assured PID
QIPP and CIP benefits plans
6 weeks
QIPP Phase 4 –Deliver
Purpose
To turn the plans into action, implement new pathways and deliver the benefits.
When
As previous delivery phases complete new ones will be started to maintain a constant programme of QIPP delivery.
How
Actions will be deployed through commissioning control centres and monitored through the turnaround reporting mechanisms. Providers will be invited to engage to align CIP initiatives with the QIPP projects to maximise benefits. Plans will also be embedded into contracts to drive delivery.
Who
The delivery team members will be identified during planning but will include the planning team and possible control centre, commissioning and provider staff.
What
Highlight reports
Benefits tracker
As Required
Approve
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