Delivering in a challenging environment

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Delivering in a challenging environment"

Transcription

1 Trust Development Authority Delivering in a challenging environment Refreshed plans for 2015/16 Planning Guidance for NHS Trust Boards December 2014

2 Delivering in a challenging environment: refreshed plans for 2015/16 Contents Introduction 3 A challenging year ahead 4 Supporting NHS Trusts to meet the challenges 8 Improving demand and capacity planning 10 Workforce development 13 A greater focus on support and development in the year ahead 14 (2014) Any enquiries regarding this publication should be sent to: Southside 105 Victoria Street London SW1E 6QT England 2

3 Introduction The NHS is at a critical juncture. The pressure of significant and sustained increases in demand for some services coupled with the strain on public sector finances is creating real and substantial challenges for local NHS leaders as they strive not just to deliver for today, but to create a strong platform on which they can transform services for tomorrow. Delivering in a Challenging Environment: refreshed plans for 2015/16 aims to support NHS Trust Boards to provide a refreshed and updated plan for the year ahead, which, while building on their five year projections and plans, will take into account changes that have occurred either locally or nationally during the year. The document sets out the new requirements on providers that have been devised either by commissioners or regulators since the previous plans were submitted. It should be read in conjunction with The Forward View into Action, which, for the first time since the NHS reforms, sets out in one place the joint high-level ambitions and system priorities for commissioners and providers. There are reasons to be optimistic about the year ahead including the welcome announcement of additional resources set out in the Chancellor s Autumn Statement and closer working between national partners signalled through the Forward View. But there are also very real challenges for providers in 2015/16 which will require all NHS Trusts to approach planning for this year in a more rigorous way than before. Addressing the risks early and creating joint local mitigation plans will create the platform not only for NHS Trust Boards to deliver against their aspirations for the year ahead but also the strong foundations needed in local health economies to transform care in the future. Planning Guidance for NHS Trust Boards 3

4 Delivering in a challenging environment: refreshed plans for 2015/16 A challenging year ahead The proposed business rules for 2015/16, as set out in Monitor and NHS England s national tariff consultation and NHS England s standard contract consultation, have the potential to make balancing quality, delivery and finance tougher for providers in 2015/16 than it has been in the year gone by. This demonstrates the pressures facing decision-makers both nationally and locally and that there are no easy choices in the current environment. Proposals that NHS Trust Boards will need to be particularly mindful of when agreeing their plan include: n The introduction of a default 50:50 gain and loss sharing price setting rule for acute prescribed specialist services activity above 2014/15 planned levels; n Changes to the standard contract which introduce higher penalties for non-delivery of NHS Constitutional standards and information reporting failures together with a shift to make all sanctions automatic in future; n The ambition of making significant progress toward implementing 24/7 working in the absence of further investment; and n Delivering further efficiency gains of 3.8% after the sustained period of a 4% efficiency factor. It is welcome that the NHS has received an additional 1.83 billion of Government investment with an additional 150 million of reallocated NHS England funding to help alleviate those pressures in 2015/16. However, it is also clear that this means that there will be no additional in-year funding such as the funding to support delivery of referral to treatment operational standards and system resilience which was made available during the current financial year as this is now included in commissioner baselines and should be agreed as part of the contractual process. It is therefore more critical now than in previous years that the plans providers submit and sign off are as strong as they can be and are underpinned by clear and rigorous demand and capacity planning. From the provider side, this must set out in absolute terms what can be delivered within the commissioning envelope and be supported by a commissioning plan which sets out a more rigorous approach to demand management in the year ahead. Underpinning business rules Notwithstanding these additional pressures, NHS Trust Boards will have to produce a clear plan which sets out how they will achieve the delivery of all national standards during 2015/16 as well as demonstrating a robust and credible plan for financial sustainability. Accordingly, where income for particular services is falling through stricter business rules or tariff movements or providers feel they need to invest more in the cost of particular services that is not matched by increased revenue income, NHS Trust Boards should consider whether they can afford to provide these services without impacting on service quality. The balance between financial discipline, service quality and safety and levels of activity must be maintained. A number of Trusts, particularly those that provide acute services, will end 2014/15 in a deficit financial position. This will be of significant concern to the Boards of those organisations and the NHS Trust Development Authority (NHS TDA) as it calls into question the sustainability of a number of the services provided by these organisations. In some instances it will be clear that a Trust is not sustainable in its current form and in these circumstances the Trust, with the NHS TDA, will be considering the best option to secure an alternative future for the services they provide. However, under any circumstance it remains a key responsibility of the Boards of all NHS Trusts in actual or underlying deficit to progress financial recovery at a challenging but manageable pace. NHS Trust Boards that cannot demonstrate full financial recovery within three years, i.e. by 2018/19, can expect specific conversations with the NHS TDA regarding their options for service sustainability. 4

5 It is more critical now than in previous years that the plans providers submit and sign off are as strong as they can be and are underpinned by clear and rigorous demand and capacity planning. challenges Planning Guidance for NHS Trust Boards 5

6 Delivering in a challenging environment: refreshed plans for 2015/16 A challenging year ahead Accordingly all NHS Trusts reporting deficits in 2014/15 are expected to produce plans that demonstrate marked improvement in financial performance in 2015/16. As part of this plan, NHS Trust Boards will be expected to take into account the following: 7 Day Working Commissioners are asking all providers of acute care to make further progress in 2015/16 to implement at least 5 of the 10 clinical standards for seven day working, when doing so is affordable within resources available. Updated service development and improvement plans for seven day working should include reporting based on the NHSIQ self-assessment tool. Specialised Commissioning The 2015/16 National Tariff consultation proposes a national variation to tariff and a local pricing rule whereby all acute, prescribed specialised services will operate under a 50:50 default gain loss share on the 2014/15 contract value. This change in pricing policy represents a significant transfer of risk and financial pressure from the commissioning sector to the providers of specialised services. The NHS TDA expects NHS Trusts to work with commissioners to understand the impact of this approach on the sustainability and safety of services. Better Care Fund CCGs and Councils submitted Better Care Fund plans via the Health and Wellbeing Boards to NHSE in September These plans will need to be kept under review in light of actual and forecast performance for 2014/15. During the contracting round for 2015/16 NHS Trusts will need assurance that the elements of the Better Care Fund plans of CCGs and Councils that impact them include a clear rationale for the scale and impact of changes, have been subject to clinical engagement and contain measurable objectives and details of revised volumes of care to be delivered at a granular level. In-year allocations For a number of years the NHS has received in-year allocations above that included in the NHS mandate at the start of the financial year. Additional resources of 1.98bn in 2015/16 were announced in the 2014 Autumn Statement. This investment in the NHS provides certainty of funding in 2015/16 including areas such as system resilience that would previously have been resourced from in-year allocations and as a result of this no further in-year allocations should be anticipated. CQUIN Commissioners must offer each provider, through CQUIN, the opportunity to earn up to 2.5% of its annual contract value (excluding drugs, devices and other items funded on a pass-through basis). The aim of CQUIN is to incentivise providers to deliver improvements in service quality and outcomes for patients, going beyond the core requirements of normal good practice set out in the Contract. The 2015/16 CQUIN scheme will feature four national indicators, with an even balance between physical and mental health. There will also be a new national CQUIN theme on improving urgent and emergency care across local health communities, with commissioners able to select indicators locally from a menu of options. NHS England is publishing separate, detailed guidance on the 2015/16 CQUIN scheme. It is clear that the combination of these changes will make planning the balance between delivering service transformation, delivering cost improvements, achieving core national standards and focusing on financial recovery harder next year than it has been previously. Despite this, we expect that all NHS Trust Boards will proceed to plan on the basis of achieving this balance and where they identify risks that they cannot mitigate solely by themselves they should work with NHS TDA Delivery and Development Teams to confirm the actions necessary to address those risks. 6

7 The provider sector as a whole, in addressing these risks, is going to require additional support and development ranging from how to better plan for workforce challenges through to how to improve demand and capacity planning. In addition to this, there are a limited number of changes that have occurred to last year s priorities that NHS Trusts will have to address. These are: n End of life care The Leadership Alliance for the Care of Dying People published One Chance to Get it Right in June This sets out the approach to caring for dying people that health and care organisations should adopt. Over the next year the NHS TDA will draw on the learning so far around local implementation of this strategy and will work with organisations to support delivery of the recommendations, including all patients having a personalised care plan for end of life care and regularly reviewing the quality of end of life care through audits and complaints from bereaved friends and family. n Enhancing access to Mental Health care Achieving Better Access to Mental Health Services by 2020, published by the Department of Health and NHS England, sets out expectations for enhancing access to mental health services in the year ahead. This includes the need to prepare for and implement new access standards during 2015/16 and achieve these on an ongoing basis from 1 April 2016, such as: 75% of people referred to the Improved Access to Psychological Therapies programme will be treated within 6 weeks of referral, and 95% will be treated within 18 weeks of referral. More than 50% of people experiencing a first episode of psychosis will be treated with a NICE approved care package within two weeks of referral. Between January and March 2015, the NHS TDA will, through the planning process, work directly with every NHS Trust that provides mental health services to support them in preparing for the introduction of the new standards. n Complaints handling Listening and responding to patient complaints has been a key theme of the last few months with a number of reports, from the CQC s Complaints Matter report to the Parliamentary Health Service Ombudsman s recently published vision My expectations for raising concerns and complaints. We are committed to supporting Trusts to make improvements in this area in the context of this new vision and the CQC s approach to inspection learning from what works and also working with the PHSO and the CQC. There are also significant national reports due out in the coming months that we will collectively need to consider the implications of, including: the Department of Health s One year on report following Hard Truths, the Government s response to the Francis Inquiry; the Freedom to Speak Up review, led by Sir Robert Francis QC into creating an open and honest reporting culture in the NHS; and guidance from NHS England, expected during 2015, arising from the Urgent and Emergency Care Review. As part of preparing for and responding to that agenda, organisations should ensure they participate in local System Resilience Groups (SRGs) and wider urgent and emergency care networks, formed when SRGs come together to consider more strategic issues over a wider geographic area. Planning Guidance for NHS Trust Boards 7

8 Delivering in a challenging environment: refreshed plans for 2015/16 Supporting NHS Trusts to meet the challenges To support and assist NHS Trusts in developing robust financial plans, the NHS TDA will provide a number of practical tools. The benchmarking of acute, mental health and community services using reference costs was successfully piloted from early The feedback received from NHS Trusts on the pilot was invaluable in amending and updating the reference cost benchmarking tool and the latest version based on 2013/14 reference cost data was released to NHS Trusts at the end of November The package of support also includes a pre-recorded webinar that takes users through the benchmarking tool and explains the functionality available. Triangulation of the finance, activity and workforce plans is critical to demonstrating that the NHS Trust has a credible, robust set of actions planned for the coming year. In order to support NHS Trusts in their review of plans prior to submission, the NHS TDA have designed a pilot spreadsheet tool which provides dashboard summaries for each of the finance, activity and workforce plans and performs a series of triangulation tests to identify how well the finance, activity and workforce returns are aligned. Improved planning templates and guidance The financial plan data collection has been reviewed in the light of the previous year s plan collections and has been improved to assist NHS Trusts in navigating the forms with more embedded guidance and commentary included with the intention of improving data quality and ensuring consistency of reporting. Dispute resolution process It is a major failing of a health economy where parties do not manage to reach agreement prior to the start of the financial year and we therefore expect that robust, good value contracts are signed by the contract signature deadline of 11 March To support this process, the NHS TDA, NHS England and Monitor have developed a joint dispute resolution process, including a set of overarching principles that it will be mandatory for all commissioners and NHS Trusts to adhere to. These overarching principles will helpfully assist providers and commissioners on specific items including QIPP and the Better Care Fund plans. Plan assurance Teams within the NHS TDA also have access to the same charts and visualisations as part of a standard set of information intended to assist in the review of NHS Trust plans. Whilst the triangulation tests are a desk top assessment of reasonableness, they provide a high level indication of where plans may be poorly aligned internally. To help NHS Trusts navigate this new tool, a pre-recorded webinar is available to support the use of this pilot spreadsheet. 8

9 Triangulation of the finance, activity and workforce plans is critical to demonstrating that the NHS Trust has a credible, robust set of actions planned for the coming year. support Planning Guidance for NHS Trust Boards 9

10 Delivering in a challenging environment: refreshed plans for 2015/16 Improving demand and capacity planning Referrals to hospitals in England have been accelerating at a rate higher than demographic pressures. There has been a 4% increase in activity in 2014/15 when compared to the previous year but this trend is significantly above the planned levels agreed between commissioners and providers, with GP referrals and non-elective activity running at 12% and 9% above planned levels. This unplanned growth in demand for care in a hospital setting has been difficult to respond to in a safe and affordable way. Going forward it is therefore essential that providers and commissioners work together to develop accurate demand and capacity plans that both fulfil the planning requirements and ensure patients have access to safe and sustainable services. Throughout 2015/16, the NHS TDA will take a robust approach with NHS Trust Boards that fail to adhere to the plans they submit for the year ahead as further deterioration in quality, performance or finance could have a significant and lasting impact on NHS Trusts ability to deliver sustainable, high quality care. During this current financial year, some NHS Trust Boards have responded to additional pressures by allowing key national standards to slip below a level that is acceptable to patients and/or by incurring expenditure that they have no funding for, resulting in deficit and the need for cash support to fund their operations. This, in part, has been down to poor contracting arrangements at the beginning of the year, or a failure either on the part of the provider or the commissioner to agree and adhere to a meaningful demand and capacity plan that builds in sufficient resilience to variation in demand. However, it has also been a result of poor delivery of planned cost improvements and/or weakening in best standards of financial governance and control. This cannot continue. In preparation for the challenges of the year ahead, between January and March 2015 the NHS TDA will be working more closely with NHS Trust Boards than in previous years to provide appropriate support to assist the development of robust demand and capacity plans and to ensure that contracts reflect the right approach to risk sharing between providers and commissioners. In January, the NHS TDA will ensure NHS Trusts have a Guide to Best Practice on Capacity and Demand Planning which will support NHS Trust Boards to approach this year s planning round in a more robust manner than in previous years. In addition, during January, the NHS TDA will hold a series of four regional workshops, supported by the National Intensive Support Teams, targeted at chief operating officers and senior operational managers, to support frontline teams in generating fit-for-purpose plans for the year ahead. The stricter rules around the application of fines, coupled with the introduction of a default 50:50 gain and loss sharing price setting rule for acute specialised services and the clear signal that additional resources will not be made available in-year during 2015/16, mean it is essential that all NHS Trust Boards are clear on what they are signing up to deliver in their contracts, underpinned by strong demand and capacity plans. All NHS Trust Boards will be expected to fully participate in the additional support provided between January and March to ensure contracts are as strong as they can be for 2015/16. Contracts will need to be clear on the upper limits of additional unplanned capacity that will be allowed before local mitigating action is taken and providers will be expected to attain commissioner support on this. Failure to identify clear capacity limits may expose providers to significant risk either to the quality of care they are able to provide across their organisation or to having to spend resources they have not been allocated, neither of which NHS Trust Boards can accept. The balance between quality, delivery and sustainability has to be central to every NHS Trust Board s plan for 2015/16 and whilst the safety of services cannot under any circumstances be compromised, the NHS TDA will expect NHS Trust Boards to show a regard for each of these key areas. 10

11 The NHS TDA will be working more closely with NHS Trust Boards to support and assist the development of robust demand and capacity plans and to ensure that contracts reflect the right approach to risk sharing between providers and commissioners. planning Planning Guidance for NHS Trust Boards 11

12 Delivering high quality care, where safety comes first While providing services in a challenging environment can create risks around the quality of services a provider is able to deliver, it can also create a platform from which organisations can transform the way they provide care to become both more effective but also more efficient. Throughout the past year the quality of care delivered in NHS Trusts has come under the spotlight. The drive to ensure safe staffing levels, which has developed during the year, has identified risks in some NHS Trusts and the Chief Inspector of Hospitals regime has become established and is regularly identifying local quality challenges. During 2014/15, the NHS TDA Quality Directorate which brings together nursing, medical and broader clinical teams has focused on developing new ways to support frontline teams on issues ranging from workforce and recruitment through to healthcare associated infections and mortality. We expect all NHS Trust Boards over the coming year to make safety and building a safety culture a priority in order to improve patient care, boost staff engagement and satisfaction and save money. In doing so we would strongly encourage all NHS Trusts to join the national Sign up to Safety campaign in which there is dedicated support for organisations and, following their launch earlier this year, all Trusts should engage with local partners through the new Safety Collaboratives. We will continue to work closely with the campaign to support NHS Trusts who sign up to develop their safety improvement plans and to share good practice and learning. So far around 50% of NHS Trusts (45 organisations) have signed up and we urge others to join them in the coming year. Beyond that, throughout the year ahead, the NHS TDA Quality Team will continue to provide day-to-day support and advice on safety through our established work on: n Medicines optimisation providing tailored support to organisations, from development visits with our Chief Pharmacist or facilitated peer support to assistance with the preparation and response to CIH inspections as well as the roll out of the NHS TDA s Medicines Optimisation and Pharmaceutical Services Framework which allows Trusts to self-assess against a range of good practice on medicines management. n Infection prevention and control the NHS TDA s regional infection leads continue to work closely with organisations providing day-to-day advice and routine information on emerging issues, such as carbapenemase-producing Enterobacteriaceae and Ebola, linking in to key networks such as directors of infection prevention and control (DIPC) forums, or more hands on support visits to NHS Trusts, working in close collaboration with key partners such as CCGs, NHS England and Public Health England. n Mortality governance as well as individual support and advice for NHS Trusts to enhance their approach to mortality governance as part of the planning process, we are launching a regular forum for all providers to share good practice in this area in the New Year. Key to underpinning a strong safety culture is an effective system of quality governance, which is an important element of the journey to Foundation Trust status. With the benefit of additional capacity and capability in our regional quality teams, we will work more closely with organisations over the next year to provide support and challenge on Monitor s Quality Governance Framework in the context of the upcoming well-led framework working closely with Monitor and NHS Providers (formerly the Foundation Trust Network). 12

13 Workforce development The ability to undertake effective workforce planning and monitoring next year will be crucial. Throughout this year the environment around safe staffing has changed dramatically, with in-year pressures on provider organisations to attract, in particular, new nursing staff something which has led to greater reliance on agency staffing at premium rates and a number of NHS Trusts looking overseas for new staff. Some of this has contributed to the pay bill spend rising at a rate most NHS Trusts cannot afford or sustain. Throughout 2015/16, the environment will not get easier and the general pressure on the workforce demands will increase. The NHS TDA expects NHS Trusts to have a robust and affordable workforce plan to deliver safe services, triangulated with finance and activity plans, signed off by the Board and monitored closely in-year with a range of key performance metrics. The NHS TDA is committed to supporting organisations with this process, starting with the planning cycle but continuing into our oversight process throughout the year by: n ensuring our support and challenge on workforce is co-ordinated across the NHS TDA s workforce and finance teams to ensure a single view is provided. n the development of a triangulation tool to assist the planning process. NHS Trusts will be able to link their workforce, finance and activity planning returns through a single spreadsheet provided as part of the suite of financial planning materials that will allow NHS Trusts and the NHS TDA to perform a series of triangulation tests to identify how well the finance, activity and workforce plans are aligned. n the development of a benchmarking tool for NHS Trusts to assist in-year analysis of key workforce metrics against peer groups at Trust level. It will enable organisations to both track delivery of their plan in-year and to compare their performance across a range of workforce, finance, activity and quality metrics with their peers. This capability builds on and replaces the previous Workforce Assurance system and will be launched and accessible to all NHS Trusts by 31 March 2015 for use from the start of the new financial year. All NHS Trusts are expected to use this system and appropriate advice and support will be provided ahead of roll out. This will then form the basis of the monthly in-year conversations between the NHS TDA and NHS Trusts through established oversight mechanisms such as Integrated Delivery Meetings (IDM). n Enhancing day-to-day support on workforce issues. Starting in January, the NHS TDA will work with cohorts of NHS Trusts to support them to better manage workforce pressures through a series of events and workshops. These will be both sector specific, to acknowledge the particular challenges faced by different Trust types, but also across broader common themes such as getting the most out of the Electronic Staff Record system. Planning Guidance for NHS Trust Boards 13

14 Delivering in a challenging environment: refreshed plans for 2015/16 A greater focus on support and development in the year ahead The challenges facing NHS providers are greater today than at any time in recent history, yet the performance of some providers and the approving of organisations such as Royal United Hospitals Bath NHS Trust, Derbyshire Community Health Services NHS Trust and Bridgewater Community Healthcare NHS Trust to become Foundation Trusts show that success can be achieved even in the most difficult conditions. Even where some organisations have fallen below expected standards either in delivery or finance it is recognised that the efforts and leadership of local managers and clinicians to address problems has been essential to supporting a recovery plan. The development work that has been undertaken by the NHS TDA so far such as practical events and workshops, support to aspirant trust boards, day-to-day support on everything ranging from managing cash-flow through to infection control, professional leadership support and intensive support for organisations that have been placed into special measures has already helped a number of NHS Trusts to improve in key areas. However, during 2015/16 the NHS TDA will move its development and support activity onto a more formal footing, setting out a programme of work for the year ahead that will provide dedicated, longer-term support for NHS Trusts, targeting issues where improvement is most needed. During January and February 2015, regional Delivery and Development Teams will be working with leaders from every NHS Trust to confirm and challenge their development and improvement plans, from which the NHS TDA will develop a number of themed improvement opportunities aimed at cohorts of organisations with similar challenges, which will run during the course of the whole of the next financial year. Alongside this, the NHS TDA will publish a programme of activity to enhance professional leadership support and development, targeted at key professions ranging from finance to clinical and communications to nursing. This programme will provide on-going professional development and support for key leaders in local NHS trusts and will build on the work already developed for nurse leaders, medical leaders and communications leaders in NHS Trusts. For a small group of NHS Trusts the NHS TDA is developing a proposal to support them over the long-term by generating partnerships with worldleading organisations with a focus on creating the opportunity for NHS Trusts to transform their approach to reducing harm and waste. NHS Trust Boards will be invited to put themselves forward for these partnerships early in the new calendar year, with the partnerships being launched in the new financial year. 14

15 Trust Development Authority

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST C EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 Subject: Supporting Director: Author: Status 1 NHS England Five Year Forward View A Summary

More information

Report on: Strategic and operational planning 2016/17 to 2020/21

Report on: Strategic and operational planning 2016/17 to 2020/21 To: The Board For meeting on: 25 February 2016 Agenda item: 7 Report by: Bob Alexander Report on: Strategic and operational planning 2016/17 to 2020/21 Purpose 1. The purpose of this paper is to invite

More information

Submitted to: NHS West Norfolk CCG Governing Body, 29 January 2015

Submitted to: NHS West Norfolk CCG Governing Body, 29 January 2015 Agenda Item: 11.2 Subject: Draft Financial Plan 2015/16 Presented by: John Ingham, Chief Financial Officer Submitted to: NHS West Norfolk CCG Governing Body, 29 January 2015 Purpose of Paper: For information

More information

Financial Strategy 5 year strategy 2015/16 2019/20

Financial Strategy 5 year strategy 2015/16 2019/20 Item 4.3 Paper 15 Financial Strategy 5 year strategy 2015/16 2019/20 NHS Guildford and Waverley Clinical Commissioning Group Medium Term Financial Strategy / Finance and Performance Committee May 2015

More information

A fresh start for the regulation of independent healthcare. Working together to change how we regulate independent healthcare

A fresh start for the regulation of independent healthcare. Working together to change how we regulate independent healthcare A fresh start for the regulation of independent healthcare Working together to change how we regulate independent healthcare The Care Quality Commission is the independent regulator of health and adult

More information

TRUST BOARD PUBLIC SEPTEMBER 2014 Agenda Item Number: 163/14 Enclosure Number: (4) 2015/16 Business Planning Board Discussion Paper

TRUST BOARD PUBLIC SEPTEMBER 2014 Agenda Item Number: 163/14 Enclosure Number: (4) 2015/16 Business Planning Board Discussion Paper TRUST BOARD PUBLIC SEPTEMBER 2014 Agenda Item Number: 163/14 Enclosure Number: (4) Subject: Prepared by: Sponsored & Presented by: Purpose of paper Key points for Trust Board members Options and decisions

More information

The Way Forward: Strategic clinical networks

The Way Forward: Strategic clinical networks The Way Forward: Strategic clinical networks The Way Forward Strategic clinical networks First published: 26 July 2012 Prepared by NHS Commissioning Board, a special health authority Contents Foreword...

More information

Clinical Quality Strategy. A systematic approach to the development and maintenance of safe effective compassionate healthcare April

Clinical Quality Strategy. A systematic approach to the development and maintenance of safe effective compassionate healthcare April Clinical Quality Strategy A systematic approach to the development and maintenance of safe effective compassionate healthcare April 2014-17 Liz Herring, director of nursing, quality & development Susan

More information

EXECUTIVE SUMMARY FRONT SHEET

EXECUTIVE SUMMARY FRONT SHEET EXECUTIVE SUMMARY FRONT SHEET Agenda Item: Meeting: Quality and Safety Forum Date: 09.07.2015 Title: Monthly Board Report- Publication of Nursing and Midwifery Staffing Levels June 2015 Exception Report

More information

NHS CONFEDERATION MEMBER BRIEFING

NHS CONFEDERATION MEMBER BRIEFING NHS CONFEDERATION MEMBER BRIEFING Government's full response to the Francis report Many of the measures included in today's report, 'Hard Truths: the journey to putting patients first', have already been

More information

THE STATE OF HEALTH CARE AND ADULT SOCIAL CARE IN ENGLAND 2014/15

THE STATE OF HEALTH CARE AND ADULT SOCIAL CARE IN ENGLAND 2014/15 15 October 2015 THE STATE OF HEALTH CARE AND ADULT SOCIAL CARE IN ENGLAND 2014/15 This briefing summarises today s publication of the Care Quality Commission s annual State of Health and Adult Social Care

More information

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014 Communication and Engagement Strategy 2014 2017 Final Version 30 th June 2014 Contents Introduction 4 Strategic Objectives and Role of Communications 6 Communications now and by 2017 7 Communications and

More information

NHS Scotland Wheelchair Modernisation Delivery Group

NHS Scotland Wheelchair Modernisation Delivery Group SCOTTISH GOVERNMENT HEALTH AND SOCIAL CARE DIRECTORATES THE QUALITY UNIT HEALTHCARE PLANNING DIVISION NHS Scotland Wheelchair Modernisation Delivery Group WHEELCHAIR & SEATING SERVICES QUALITY IMPROVEMENT

More information

Equity and excellence: liberating the NHS. Coalition government s health white paper - published 12 July 2010

Equity and excellence: liberating the NHS. Coalition government s health white paper - published 12 July 2010 Equity and excellence: liberating the NHS Coalition government s health white paper - published 12 July 2010 VSS policy briefing: July 2010 CONTENTS INTRODUCTION... 3 THE GOVERNMENT S VISION FOR THE NHS

More information

Date of Trust Board 29 th January 2014. Title of Report Performance Management Strategy - 2013-2016

Date of Trust Board 29 th January 2014. Title of Report Performance Management Strategy - 2013-2016 ENCLOSURE: P Date of Trust Board 29 th January 2014 Title of Report Performance Management Strategy - 2013-2016 Purpose of Report Abstract To set out the Performance Management Strategy of the Trust in

More information

Lesley MacLeod, Interim Chief Finance Officer. Commercially Sensitive For the Public or Private Agenda To be publically available via the CCG Website

Lesley MacLeod, Interim Chief Finance Officer. Commercially Sensitive For the Public or Private Agenda To be publically available via the CCG Website Subject: Financial Planning 2015-16 Meeting: NHS Milton Keynes CCG Board Date of Meeting: 27 th January 2015 Report of: Lesley MacLeod, Interim Chief Finance Officer Is this document: Commercially Sensitive

More information

Coventry and Warwickshire Repatriation Programme

Coventry and Warwickshire Repatriation Programme NHS Arden Commissioning Support Unit Coventry and Warwickshire Repatriation Programme Large-scale service redesign and innovation to benefit patients Arden Commissioning Support Unit worked with Coventry

More information

A Framework of Quality Assurance for Responsible Officers and Revalidation

A Framework of Quality Assurance for Responsible Officers and Revalidation A Framework of Quality Assurance for Responsible Officers and Revalidation Supporting responsible officers and designated bodies in providing assurance that they are discharging their statutory responsibilities.

More information

4 CM/11/14/04 Chief Executive s report to the Board

4 CM/11/14/04 Chief Executive s report to the Board Meeting PUBLIC BOARD MEETING Date 19 November 2014 Agenda item Paper Number Item title Sponsor Author 4 CM/11/14/04 Chief Executive s report to the Board Chief Executive Naomi Paterson PURPOSE OF PAPER:

More information

Financial performance

Financial performance Financial performance In our first NHS Financial Temperature Check briefing 2 we noted the number of organisations that were overspending or reporting a deficit has increased since the 2012/13 financial

More information

Ambitions for Palliative and End of Life Care:

Ambitions for Palliative and End of Life Care: Ambitions for Palliative and End of Life Care: A national framework for local action 2015-2020 National Palliative and End of Life Care Partnership Association for Palliative Medicine; Association of Ambulance

More information

Big Chat 4. Strategy into action. NHS Southport and Formby CCG

Big Chat 4. Strategy into action. NHS Southport and Formby CCG Big Chat 4 Strategy into action NHS Southport and Formby CCG Royal Clifton Hotel, Southport, 19 November 2014 Contents What is the Big Chat? 3 About Big Chat 4 4 How the event worked 4 Presentations 5

More information

Clinical Governance and Workforce Committee Summary Report

Clinical Governance and Workforce Committee Summary Report Committee: Trust Board Meeting Date: 25 June 2015 This paper is for: Assurance and Information Title: Clinical Governance and Workforce Committee Summary Report Purpose: The purpose of this report is to

More information

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014 Rehabilitation Network Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction Our Strategy 4 Overview of the Cheshire and Merseyside Rehabilitation Network 6 Analysis of our

More information

Delivering Local Health Care

Delivering Local Health Care Delivering Local Health Care Accelerating the pace of change Delivering Local Integrated Care Accelerating the Pace of Change WG 17711 Digital ISBN 978 1 0496 0 Crown copyright 2013 2 Contents Joint foreword

More information

NHS England London Southside 4th Floor 105 Victoria Street London SW1E 6QT. 24 th July 2014. Dear Daniel, Nicola and Sue, Re: CCG Annual Assurance

NHS England London Southside 4th Floor 105 Victoria Street London SW1E 6QT. 24 th July 2014. Dear Daniel, Nicola and Sue, Re: CCG Annual Assurance NHS England London Southside 4th Floor 105 Victoria Street London SW1E 6QT 24 th July 2014 Dear Daniel, Nicola and Sue, Re: CCG Annual Assurance Many thanks for meeting with us on 6 th June 2014 to discuss

More information

Provider considerations for delivering an outcome based contract. Croydon CCG and London Borough of Croydon

Provider considerations for delivering an outcome based contract. Croydon CCG and London Borough of Croydon Provider considerations for delivering an outcome based contract Croydon CCG and London Borough of Croydon Contents Introduction and Background Introduction 4 Commissioning for Outcomes: Aims and Benefits

More information

High Quality Care for All Measuring for Quality Improvement: the approach

High Quality Care for All Measuring for Quality Improvement: the approach High Quality Care for All Measuring for Quality Improvement: the approach Our vision 1. Improving quality has always been a central motivation for all who work in the NHS. High Quality Care for All, the

More information

DERBYSHIRE COUNTY COUNCIL CABINET 20 SEPTEMBER Report of the Strategic Director for Adult Care DERBYSHIRE BETTER CARE FUND UPDATE ADULT CARE

DERBYSHIRE COUNTY COUNCIL CABINET 20 SEPTEMBER Report of the Strategic Director for Adult Care DERBYSHIRE BETTER CARE FUND UPDATE ADULT CARE Agenda Item No:7k DERBYSHIRE COUNTY COUNCIL CABINET 20 SEPTEMBER 2016 Report of the Strategic Director for Adult Care DERBYSHIRE BETTER CARE FUND UPDATE ADULT CARE 1. Purpose of the Report To inform Cabinet

More information

Activity and Financial Planning Templates 2015/16 Guidance for CCGs

Activity and Financial Planning Templates 2015/16 Guidance for CCGs Activity and Financial Planning Templates 2015/16 Guidance for CCGs NHS England INFORMATION READER BOX Directorate Medical Commissioning Operations Patients and Information Nursing Trans. & Corp. Ops.

More information

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board North Middlesex University Hospital NHS Trust Annual Audit Letter 2005/06 Report to the Directors of the Board 1 Introduction The Purpose of this Letter 1.1 The purpose of this Annual Audit Letter (letter)

More information

Our five-year strategy 2015-19

Our five-year strategy 2015-19 Draft summary for comment Draft summary for comment Draft summary for comment Draft summary for comment Draft summary for comment Draft summary Our five-year strategy 2015-19 Introduction Foreword from

More information

An introduction to the NHS England National Patient Safety Alerting System January 2014

An introduction to the NHS England National Patient Safety Alerting System January 2014 An introduction to the NHS England National Patient Safety Alerting System January 2014 1 NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning

More information

NHS Sheffield CCG Performance Management Framework

NHS Sheffield CCG Performance Management Framework NHS Sheffield CCG Performance Management Framework Governing Body meeting 3 December 2015 Author(s) Rachel Gillott, Deputy Director of Delivery and Performance Sponsor Tim Furness, Director of Delivery

More information

Corporate Plan 2013/2014

Corporate Plan 2013/2014 Corporate Plan 2013/2014 Contents; 1. Introduction 2. National and Local Context 3. 2013/14 Priority Areas Appendix 1 Corporate Objectives 2013/14 Appendix 2 Plan on a Page Appendix 3 CCG Outcomes indicator

More information

Request for feedback on the revised Code of Governance for NHS Foundation Trusts

Request for feedback on the revised Code of Governance for NHS Foundation Trusts Request for feedback on the revised Code of Governance for NHS Foundation Trusts Introduction 8 November 2013 One of Monitor s key objectives is to make sure that public providers are well led. To this

More information

National Standards for Safer Better Healthcare

National Standards for Safer Better Healthcare National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland

More information

Draft Special Educational Needs (SEN) Code of Practice: for 0 to 25 years

Draft Special Educational Needs (SEN) Code of Practice: for 0 to 25 years Draft Special Educational Needs (SEN) Code of Practice: for 0 to 25 years Statutory guidance for organisations who work with and support children and young people with SEN October 2013 Contents 1 Introduction

More information

Council Meeting, 26/27 March 2014

Council Meeting, 26/27 March 2014 Council Meeting, 26/27 March 2014 HCPC response to the Final Report of A Review of the NHS Hospitals Complaint System Putting Patients Back in the Picture by Right Honourable Ann Clwyd MP and Professor

More information

WEST LEICESTERSHIRE CLINICAL COMMISSIONING GROUP BOARD MEETING. 09 June 2015. Managing Director s Communication. Standing Agenda Items

WEST LEICESTERSHIRE CLINICAL COMMISSIONING GROUP BOARD MEETING. 09 June 2015. Managing Director s Communication. Standing Agenda Items WEST LEICESTERSHIRE CLINICAL COMMISSIONING GROUP BOARD MEETING PAPER B 09 June 2015 Title of the report: Section: Report by: Presented by: Managing Director s Communication Standing Agenda Items Toby Sanders,

More information

The importance of nurse leadership in securing quality, safety and patient experience in CCGs

The importance of nurse leadership in securing quality, safety and patient experience in CCGs Briefing note: July 2012 The importance of nurse leadership in securing quality, safety and patient experience in CCGs Introduction For the NHS to meet the challenges ahead, decisions about health services

More information

Financial Plan 2013/14-2014/15

Financial Plan 2013/14-2014/15 Financial Plan 2013/14-2014/15 Final May 2013 1.0 Synopsis and Recommendations This Plan provides detail of NHS North Staffordshire Clinical Commissioning Group financial planning intentions for 2013/14.

More information

Francis 2 Report: Recommendations and Gap Analysis June 2013

Francis 2 Report: Recommendations and Gap Analysis June 2013 Francis 2 Report: Recommendations and Gap Analysis June 2013 Introduction The Francis 2 Report lays out a wide range of recommendations which all relevant NHS organisations must review and articulate their

More information

Southern Health NHS Foundation Trust

Southern Health NHS Foundation Trust 1. Introduction Southern Health NHS Foundation Trust 1.1 Southern Health NHS Foundation Trust provides Mental Health, Learning Disability, Community and Social Care services in Hampshire, Oxford, Dorset

More information

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence Nursing and Allied Health Professionals Strategy 2013-2015 Continuing the journey Aiming for Excellence Contents Introduction Vision and Values Principles Behaviours Themes 1-6 References Introduction

More information

HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK

HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management

More information

Annex 5 Performance management framework

Annex 5 Performance management framework Annex 5 Performance management framework The Dumfries and Galloway Integration Joint Board (IJB) will be responsible for planning the functions given to it and for making sure it delivers them using the

More information

Financial Planning Templates 2014/15 to 2018/19 - Guidance for Direct Commissioning

Financial Planning Templates 2014/15 to 2018/19 - Guidance for Direct Commissioning Financial Planning Templates 2014/15 to 2018/19 - Guidance for Direct Commissioning Contents 1. Introduction... 2 2. Cover... 2 3. Area Team Summary... 3 4. Financial Plan Summary... 3 5. Allocations...

More information

Norfolk Community Health and Care Sign up to Safety Improvement 2015-18 Year 1 Plan 2015-16

Norfolk Community Health and Care Sign up to Safety Improvement 2015-18 Year 1 Plan 2015-16 Norfolk Community Health and Care Sign up to Safety Improvement 2015-18 Year 1 Plan 2015-16 Our Vision Norfolk Community Health and Care NHS Trust (NCH&C) vision is to improve the quality of people s lives,

More information

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2 MEETING OF TRUST BOARD EXECUTIVE SUMMARY TITLE & DATE: AGENDA ITEM 4.2 National NHS Staff Survey and Trust Staff Satisfaction Survey 2013 Action Plan 27 February 2014 This paper is for: Approval x Decision

More information

A Health and Wellbeing Strategy for Bexley Listening to you, working for you

A Health and Wellbeing Strategy for Bexley Listening to you, working for you A Health and Wellbeing Strategy for Bexley Listening to you, working for you www.bexley.gov.uk Introduction FOREWORD Health and wellbeing is everybody s business, and our joint aim is to improve the health

More information

Healthy London Partnership October 2015 update

Healthy London Partnership October 2015 update Healthy London Partnership October 2015 update As we reach the six-month mark of the Healthy London Partnership, we are pleased to share our recent progress with you. A key priority for Healthy London

More information

Putting the patient first: issues for HR from the Francis report

Putting the patient first: issues for HR from the Francis report February 2013 Discussion paper 7 Putting the patient first: issues for HR from the Francis report This discussion paper has been designed to help inform and shape the format of our forthcoming listening

More information

Get in on the Act. The Care Act 2014. Corporate

Get in on the Act. The Care Act 2014. Corporate Get in on the Act The Care Act 2014 Corporate Get in on the Act The Care Act 2014 Background The Care Act was first published as a Bill in the House of Lords on 9 May 2013, following prelegislative scrutiny.

More information

NHS Islington Clinical Commissioning Group Conflict of Interest Template

NHS Islington Clinical Commissioning Group Conflict of Interest Template Appendix: 3.2a NHS Islington Clinical Commissioning Group Conflict of Interest Template Service: Clinical Commissioning Locally Commissioned Service 2013-14 Question Comment/Evidence Questions for all

More information

Together for Health Delivering End of Life Care A Delivery Plan up to 2016 for NHS Wales and its Partners

Together for Health Delivering End of Life Care A Delivery Plan up to 2016 for NHS Wales and its Partners Together for Health Delivering End of Life Care A Delivery Plan up to 2016 for NHS Wales and its Partners The highest standard of care for everyone at the end of life Digital ISBN 978 0 7504 8708 5 Crown

More information

Adoption Data Analysis: Narrative. Produced by. The Association of Directors of Children s Services (ADCS)

Adoption Data Analysis: Narrative. Produced by. The Association of Directors of Children s Services (ADCS) Adoption Data Analysis: Narrative Produced by The Association of Directors of Children s Services (ADCS) April 2013 ADCS Adoption Data Analysis Narrative (April 2013) 1. Introduction 1.1. Directors of

More information

Transforming Care for People with Learning Disabilities Next Steps

Transforming Care for People with Learning Disabilities Next Steps Transforming Care for People with Learning Disabilities Next Steps January 2015 1 This document has been produced jointly by the following organisations: Association of Directors of Adult Social Services

More information

Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide

Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide Standard 1 Governance for Safety and Quality in Health Service Organisations Safety and Quality Improvement Guide 1 1 1October 1 2012 ISBN: Print: 978-1-921983-27-6 Electronic: 978-1-921983-28-3 Suggested

More information

NHS Heywood, Middleton and Rochdale Community Health Care

NHS Heywood, Middleton and Rochdale Community Health Care NHS Heywood, Middleton and Rochdale Community Health Care Quality Account 2010-2011 Page 1 of 11 Contents Page Part 1 1.0 Statement from the Managing Director 3 Part 2 2.0 Priorities for Improvement and

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

Consultancy spending controls: Initial Guidance to NHS Trusts

Consultancy spending controls: Initial Guidance to NHS Trusts Consultancy spending controls: Initial Guidance to NHS Trusts 1. Summary 1.1 The NHS Trust Development Authority (NHS TDA), Monitor and NHS England (NHSE) are jointly implementing a controls process over

More information

The CQC s approach to regulating urgent care. Ruth Rankine Deputy Chief Inspector for Primary Care CQC

The CQC s approach to regulating urgent care. Ruth Rankine Deputy Chief Inspector for Primary Care CQC The CQC s approach to regulating urgent care Ruth Rankine Deputy Chief Inspector for Primary Care CQC NHS Confederation Urgent and Emergency Care Forum Ruth Rankine Deputy Chief Inspector of General Practice

More information

Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014

Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014 TFA document Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014 Tripartite Formal Agreement between: Walsall Healthcare NHS Trust NHS West Midlands Department of Health Introduction

More information

JOB DESCRIPTION. Associate Director of Health Informatics

JOB DESCRIPTION. Associate Director of Health Informatics JOB DESCRIPTION Job Title: Band: Hours: Responsible to: Responsible for: Base: Associate Director of Health Informatics 8d 37.5hrs Director of Finance & Information Informatics function (to include IT,

More information

www.monitor.gov.uk Well-led framework for governance reviews: guidance for NHS foundation trusts

www.monitor.gov.uk Well-led framework for governance reviews: guidance for NHS foundation trusts www.monitor.gov.uk Well-led framework for governance reviews: guidance for NHS foundation trusts About Monitor Monitor is the sector regulator for health services in England. Our job is to protect and

More information

Shropshire Highways Draft Asset Management and Communications Strategy and Implications of Department for Transport Incentivised funding

Shropshire Highways Draft Asset Management and Communications Strategy and Implications of Department for Transport Incentivised funding Committee and Date Cabinet 14 th October 2015 Shropshire Highways Draft Asset Management and Communications Strategy and Implications of Department for Transport Incentivised funding Responsible Officer

More information

Planning and delivering service changes for patients

Planning and delivering service changes for patients Planning and delivering service changes for patients 1 NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning Development Finance Human

More information

NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE. Executive Non Departmental Public Body STRATEGIC AND BUSINESS PLAN 2014-2017 FINAL

NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE. Executive Non Departmental Public Body STRATEGIC AND BUSINESS PLAN 2014-2017 FINAL NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Executive Non Departmental Public Body STRATEGIC AND BUSINESS PLAN 2014-2017 FINAL 1 Table of Contents Executive Summary 3 Introduction 5 Vision 5 Drivers

More information

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Contents List of Abbreviations 3 Executive Summary 4 Introduction 5 Aims of the Strategy 8 Objectives

More information

Executive Summary. reputation as a place of choice for patients and other service users.

Executive Summary. reputation as a place of choice for patients and other service users. 5 YEAR NURSING STRATEGY 2012-2017 1 Executive Summary The Walton Centre NHS Foundation Trust is the only specialist trust dedicated to providing neurosciences treatment care, and we pride ourselves on

More information

CQC s strategy 2016 to 2021. Shaping the future: consultation document

CQC s strategy 2016 to 2021. Shaping the future: consultation document CQC s strategy 2016 to 2021 Shaping the future: consultation document January 2016 The is the independent regulator of health and adult social care in England We make sure health and social care services

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

Exploring CQC s well-led domain

Exploring CQC s well-led domain Exploring CQC s well-led domain How can boards ensure a positive organisational culture? Katy Steward Leadership in action Introduction Following the Francis Report into the failures of care at Mid Staffordshire

More information

Urgent & Emergency Care Network specification

Urgent & Emergency Care Network specification Urgent & Emergency Care Network specification May 2015 Transforming London s health and care together Contents Contents...2 Introduction...3 Background: Urgent and Emergency Care Review...3 Development

More information

Derbyshire County Council Performance and Improvement Framework. January 2012

Derbyshire County Council Performance and Improvement Framework. January 2012 Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.

More information

Agenda Item. NHS Cumbria CCG Governing Body. 3 June 2015 8. Financial Plan (Budget) 2015/16. Purpose of report:

Agenda Item. NHS Cumbria CCG Governing Body. 3 June 2015 8. Financial Plan (Budget) 2015/16. Purpose of report: POLICY REFERENCE NO: CORPORATE IDENTITY GUIDELINES NHS Cumbria CCG Governing Body Agenda Item 3 June 2015 8 Financial Plan (Budget) 2015/16 Purpose of report: The purpose of the report is to provide the

More information

Policy for Care Quality Commission Essential standards of quality and safety self assessment and assurance process

Policy for Care Quality Commission Essential standards of quality and safety self assessment and assurance process Policy No: RM76 Version: 1.1 Name of Policy: Essential standards of quality and safety self assessment and assurance process Effective From: 25/04/2013 Date Ratified 15/03/2013 Ratified Patient, Quality,

More information

Executive Summary and Recommendations: National Audit of Learning Disabilities Feasibility Study

Executive Summary and Recommendations: National Audit of Learning Disabilities Feasibility Study Executive Summary and Recommendations: National Audit of Learning Disabilities Feasibility Study Contents page Executive Summary 1 Rationale and potential impact of a future audit 2 Recommendations Standards

More information

EXECUTIVE SUMMARY. The legal implications have been considered and none have been identified.

EXECUTIVE SUMMARY. The legal implications have been considered and none have been identified. Report to Trust Board Date Tuesday, 1 June 2010 Agenda Number S1 Agenda Item Clinical Governance and Quality Strategy 2010-13 Sponsor Carolyn Mills, / Clinical Governance Lead Prepared by Mandy Kilby,

More information

NHS Constitution The NHS belongs to the people. This Constitution principles values rights pledges responsibilities

NHS Constitution The NHS belongs to the people. This Constitution principles values rights pledges responsibilities for England 21 January 2009 2 NHS Constitution The NHS belongs to the people. It is there to improve our health and well-being, supporting us to keep mentally and physically well, to get better when we

More information

D04/ODN/a NHS STANDARD CONTRACT FOR NEUROMUSCULAR OPERATIONAL DELIVERY NETWORKS SCHEDULE 2- THE SERVICES A. SERVICE SPECIFICATIONS

D04/ODN/a NHS STANDARD CONTRACT FOR NEUROMUSCULAR OPERATIONAL DELIVERY NETWORKS SCHEDULE 2- THE SERVICES A. SERVICE SPECIFICATIONS D04/ODN/a NHS STANDARD CONTRACT FOR NEUROMUSCULAR OPERATIONAL DELIVERY NETWORKS SCHEDULE 2- THE SERVICES A. SERVICE SPECIFICATIONS Service Specification No. Service Commissioner Lead Provider Lead Period

More information

Review of concerns and complaints handling within NHS Wales submission from the General Pharmaceutical Council

Review of concerns and complaints handling within NHS Wales submission from the General Pharmaceutical Council Review of concerns and complaints handling within NHS Wales submission from the General Pharmaceutical Council Executive summary 1. The General Pharmaceutical Council (GPhC) is the regulator for pharmacists,

More information

Independent acute healthcare, ambulance services and primary care dental services

Independent acute healthcare, ambulance services and primary care dental services Independent acute healthcare, ambulance services and primary care dental services Changes to the way we regulate and inspect services Interim Regulatory Impact Assessment This interim regulatory impact

More information

A Route Map to the 2020 Vision for Health and Social Care

A Route Map to the 2020 Vision for Health and Social Care A Route Map to the 2020 Vision for Health and Social Care 02 A Route Map to the 2020 Vision for Health and Social Care Introduction This paper sets out a new and accelerated focus on a number of priority

More information

King s Fund response to Health Select Committee inquiry on NHS Next Stage Review

King s Fund response to Health Select Committee inquiry on NHS Next Stage Review King s Fund response to Health Select Committee inquiry on NHS Next Stage Review 1. Introduction 1.1 This paper is a response by The King's Fund to the Health Select Committee inquiry into the NHS Next

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

Health Business Services. Operational Plan 2015

Health Business Services. Operational Plan 2015 Health Business Services Operational Plan 2015 2014 1. Health Business Services Priorities for 2015 System Wide Priorities Improve quality and patient safety with a focus on: - Service user experience

More information

North West Surrey CCG - Head of Ambulance Contracts. Job Description

North West Surrey CCG - Head of Ambulance Contracts. Job Description North West Surrey CCG - Head of Ambulance Contracts Job Description Job Title: Band: Responsible to: Responsible for: Accountable to: Head of Ambulance Contracts Band 8c Associate Director of Contracts

More information

Interim guidance: Implementing patients right to choose any clinically appropriate provider of mental health services

Interim guidance: Implementing patients right to choose any clinically appropriate provider of mental health services Publications Gateway Reference: 01594 Interim guidance: Implementing patients right to choose any clinically appropriate provider of mental health services May 2014 This is an interactive PDF. To navigate

More information

Guide to the National Safety and Quality Health Service Standards for health service organisation boards

Guide to the National Safety and Quality Health Service Standards for health service organisation boards Guide to the National Safety and Quality Health Service Standards for health service organisation boards April 2015 ISBN Print: 978-1-925224-10-8 Electronic: 978-1-925224-11-5 Suggested citation: Australian

More information

To provide a brief summary of results from the 2015 National NHS Staff Survey

To provide a brief summary of results from the 2015 National NHS Staff Survey Meeting / Committee: Trust Board Meeting Date: 31st March 2016 This paper is for: Approval Discussion Information Assurance Title: National NHS Staff Survey Results 2015 Purpose: To provide a brief summary

More information

Good governance outcomes for CCGs: A survey tool to support development and improvement of governance

Good governance outcomes for CCGs: A survey tool to support development and improvement of governance Good governance outcomes for CCGs: A survey tool to support development and improvement of governance Good Governance Institute Part of a programme commissioned by NHS England Publications gateway reference

More information

What is Clinical Audit?

What is Clinical Audit? INTRODUCTION The aim of this guide is to provide a brief summary of what clinical audit is and what it isn t. Aspects of this guide are covered in more detail in the following How To guides: How To: Choose

More information

The power of information: Putting all of us in control of the health and care information we need (Department of Health) 2012 2

The power of information: Putting all of us in control of the health and care information we need (Department of Health) 2012 2 Policy backdrop to the Quality Outcomes workstream Over recent years there have been increasing calls for greater collection of health outcomes data and wider use of such data. The establishment of the

More information

Risk Management Plan 2012-2015

Risk Management Plan 2012-2015 Risk Management Plan 2012-2015 This controlled document shall not be copied in part or whole without the express permission of the author or the author s representative. Revision Date Previous Revision

More information

Appendix 1 Business Case to Support the Relocation of Mental Health Inpatient Services in Manchester (Clinical Foreword and Executive Summary)

Appendix 1 Business Case to Support the Relocation of Mental Health Inpatient Services in Manchester (Clinical Foreword and Executive Summary) Appendix 1 Business Case to Support the Relocation of Mental Health Inpatient Services in Manchester (Clinical Foreword and Executive Summary) Together we are better Foreword by the Director of Nursing

More information

Financial Planning Templates 2014/15 to 2018/19 - Guidance for CCGs

Financial Planning Templates 2014/15 to 2018/19 - Guidance for CCGs Financial Planning Templates 2014/15 to 2018/19 - Guidance for CCGs Contents 1. Introduction... 2 2. Cover... 2 3. Financial Plan Summary... 3 4. Revenue Resource Limit... 3 5. Planning Assumptions...

More information

Principles and expectations for good adult rehabilitation. Rehabilitation is everyone s business: Rehabilitation Reablement Recovery

Principles and expectations for good adult rehabilitation. Rehabilitation is everyone s business: Rehabilitation Reablement Recovery Wessex Strategic Clinical Networks Rehabilitation Reablement Recovery Rehabilitation is everyone s business: Principles and expectations for good adult rehabilitation 2 Principles and expectations for

More information

ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH

ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH 1. Purpose ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH The purpose of the LPFT Organisational Development (OD) Strategy refresh is to draw together the strategic plans and activities to ensure it support

More information