The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy

Size: px
Start display at page:

Download "The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019"

Transcription

1 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy Peter Kendal Associate Director for Information Management and Technology Development 01/12/ Page

2 Version control: Date Version Prepared by Reviewed by 2/12/ Pete Kendal Details of changes 2 Page

3 Contents Executive summary... 4 Introduction... 7 Digital Clinical services... 7 Engaging stakeholders... 8 Building robust analysis and evaluation... 8 Finding practical solutions and enabling delivery... 8 Digital First Communications... 9 The changing communications environment... 9 Publishing digital content... 9 Targeting digital communication... 9 Measuring impact A Digital Trust Building the right skills Transparent working Collaboration Developing and buying digital products and services A Digital Care system Information and services for our Service Users Digital First in the NHS Quality, Innovation, Productivity and Prevention Tackling inequalities Next steps Cross Trust actions Appendix How our Digital Strategy aligns to our Corporate Strategy Vision Values: Aims: References Page

4 Executive summary Technology has become ubiquitous in the lives of many people and the impact that it can bring to the delivery of Healthcare Services can be fundamental to their experience. We can use digital technologies in many ways to consult, inform and improve the delivery of our services, but also to improve the methods we use to communicate them and analyse and respond to new areas of growth within the marketplace. As such, the development of a digital strategy has become an organisational priority. Whilst we recognise that the changes brought by the use of technology can provide mechanisms for service review and redesign, technology itself cannot ensure that delivery and this strategy must be underpinned by the mechanisms of delivery articulated within other corporate strategies. We have a responsibility to give our staff the capacity and capability necessary to deliver services in this way, and it is in the best interests of our Service Users to ensure that the information used to inform the care we provide is comprehensive, complete and accurate. Through the direction informed by this strategy, we will Improve the development and impact of our clinical services by: training staff involved in clinical and operational services to use digital techniques to inform service development, engage different audiences and evaluate effectiveness creating a new minimum digital standard for all formal consultations, including developing new methods for analysing and not just collecting, responses digitally developing an internal toolkit, including workflow, to help staff identify the most appropriate digital tools and techniques for each stage of the clinical services cycle. Increase the effectiveness of our communications to and engagement with our identified audiences and stakeholders by: adopting a Digital First i approach to all communications activity and evaluation, developing secure virtual networks for internal teams and key stakeholders to discuss and share information and ideas openly and transparently 4 Page

5 embedding a more distributed model of digital communication by encouraging and supporting staff across the Trust to use appropriate social channels for communication, staff engagement and relationship-building, in line with the established SSSFT social media toolkit guidance and policies. Develop the digital skills we needs across the organisation by: supporting SSSFT Senior Management Team in ensuring that the Trusts Learning and Development strategy reflects the needs of staff and the digital ambitions in the SSSFT Strategic Overview developing an internal programme to share experiences, knowledge and best practice reviewing in-house capability and the capabilities of our technology providers to develop and manage new digital products, revising existing and creating new roles as required, working closely with the Information Management and Technology Development function and associated suppliers. Improve our day-to-day efficiency by: Adopting a new, transparent, open by default principle for information and delivering new Knowledge Management reporting systems throughout the period developing and delivering the right digital products and services by bringing together staff with skills in a range of disciplines from the outset to ensure service user centric design Guide the Trust towards exploiting the healthcare information revolution by: Implementing the Digital Strategy to support consistency of delivery, including bringing together information from disparate sources into a single integrated customer service platform for Service Users Engaging and developing with active communities and professionals within digital health systems, to provide digital workspaces to share best practice, case studies and knowledge developing the information policies and improving data quality to ensure that digital by default becomes a reality across the healthcare systems used by the Trust for the benefit of all. 5 Page

6 Transforming the future of the Trust by applying digital tools and techniques to everything we do. This requires real internal commitment and culture change. This strategy sets the direction for that programme of change, and demonstrates how the Trust can provide clinical services and leadership through in the provision of a digitally enabled and technologically ambitious healthcare service, to the benefit of our Service Users, Staff and Partnerships. 6 Page

7 Introduction Within the changing landscape of the NHS, South Staffordshire and Shropshire NHS Foundation Trust must evolve if it is to adapt and grow. The digital delivery of services are central to plans to reform the NHS. This strategy articulates our response to that, identifying how the organisation must develop new skills and approaches, improving the way it delivers clinical services and the way it communicates with Service Users, staff and stakeholders to meet those aspirations. This is not an IT Strategy and cannot operate in isolation. It aligns to the SSSFT Strategic Overview (1) and must build upon the intent delivered through other operational strategies and policies and so sets out a framework for the creation of a more technologically focused organisation, showing how information and technology has the potential to both transform the service user experience and support the services that the Trust delivers. Digital Clinical services The Trust is committed to using digital tools and techniques to improve its clinical delivery. We will apply digital tools and techniques at each stage of the clinical services delivery to support our service users, seek feedback, explain our clinical services decisions and to evaluate their effectiveness. As such the Trust will continue to expand upon and improve the technology used to deliver and enable our clinical services. The Trust will seek to gather evidence from multiple sources to support our work in the delivery of clinical services. This will naturally involve engagingly stakeholders checking examples of work undertaken in other areas, and engaging with best practice elsewhere. We will continue to explore the use of digital techniques to gather evidence, and provide all staff involved in the delivery of clinical services with tools and skills that they can use in their work. Digital and social channels will be used to support clinical staff through the aggregation of expertise drawn from other engaged communities that operate online. 7 Page

8 Engaging stakeholders Trust clinical services will continue to build relationships with Service Users and partners affected by all involved in clinical services development. Our social media channels will be used to extend the reach of conversations with stakeholders and Service Users. Our clinical services will be encouraged to actively participate in digital networks in an official capacity to inform their direction and delivery of their work. The Trust will develop its use of digital engagement techniques to further identify and target those groups who are able to make a useful contribution to its clinical services development work. As such the Trust will develop digital engagement programmes for its staff to encourage extended dialogue about social media activity in line with the appropriate social media guidance and the Trust s own policies. The Trust will use digital tools and techniques to actively encourage feedback in the development and delivery of its clinical services whether informally or through formal consultation. As such we will create a new minimum digital standard for formal consultations that we undertake. Building robust analysis and evaluation The Trust will provide resources to enable clinical and operational staff to understand and analyse evidence quickly and efficiently, through the provision of tools that will generate data to measure reach engagement and the views and reactions of service users, partners and other stakeholder groups and audiences. Finding practical solutions and enabling delivery The Trust will seek to articulate its programme of work through primarily digital channels. These will include regular updates to the website, through social media channels such as Twitter and Facebook and through its presence as represented on partner and third party websites. The Trust will seek to further develop the range and breadth of digital channels used to articulate and explain its clinical services work to different audiences and stakeholders. 8 Page

9 Digital First Communications The changing communications environment Digital media now forms a fundamental part of the mechanisms by which the Trust can engage with external audiences. Through the use of digital channels the Trust can benefit from input through a wider range of voices than has ever been previously possible. It should also be recognized that control of communication is no longer possible in the way that has traditionally been and our understanding and approach to marketing and communications must necessarily evolve to recognise this. In accordance with the framework provided by the Department of Health Digital strategy: Leading the culture change in health and care December 2012 (2) the following approaches to communication will be adopted; Digital channels will become the primary means of publication for information relating to the work of the Trust Digital techniques will be used to engage influence and change behaviour The Trust will seek to gather and respond to feedback from official social media channels in addition to existing more traditional channels Digital tools will be used to generate data measuring reach, engagement and the views and reactions of different audiences to activities undertaken by the Trust. In this way the Trust will seek to measure the success of its clinical services delivery model. Publishing digital content Because the staff working within the organisation are required to understand the nature of their work and the context within which it takes place, the Trust will develop mechanisms that are effective in distributing its information as broadly as possible using those channels that reflect the emergent behaviour and expectations of its audiences. The Trust will therefore seek to use digital channels to present information in ways that make sense to the people who need it. Targeting digital communication Emergent internet culture that is inclusive of social media can help the Trust to establish direct relationships with people, both internally and externally, rather than 9 Page

10 just deliver messages to them. Whilst it is recognized that traditional communication techniques may help the organisation reach mass audiences, the aspirations of the Trust will be to ensure that that reach is not indiscriminate. It is recognized that whilst targeted digital communication may not engage with the same numbers of people, the qualitative nature of that engagement will be much greater. As such, the use of digital communication will not fall under the exclusive remit of the Trust Communications team whose role will be to facilitate the use of social media through policy consultation, development and guidance. Staff within the organisation will be empowered to use digital channels with confidence in the delivery of their services. Measuring impact Digital techniques will be used to provide us with metrics that can measure and evidence the impact of our work. We will develop a communications strategy for both internal and external parties that is based upon research and that can be delivered through digital channels. 10 Page

11 A Digital Trust Building the right skills The way that the Trust works and engages internally must be as effective as possible. The use of digital techniques is now a fundamental skill in the workplace and the impact that the Internet and social channels have on the work of the organisation should be recognized as essential. Because of the breadth of activity of the organisation, the active engagement and participation of a number of different staff groups will be essential in realizing the impact that digital channels can have in support of the work of the Trust. staff involved in clinical services development will be trained in the skills necessary to gather and interpret insight from digital sources staff involved in communications across all aspects of the Trust will be trained in the necessary skills to use digital communication channels affectively and to evaluate the reach and impact of their work all staff will be trained in order that they can articulate and champion the benefits of the approach contained within the digital strategy. Transparent working We remain committed to working transparently. In this way, we become more accountable to Service Users, stakeholders and staff, which in turn will increase trust and facilitate better engagement. We remain committed to releasing information and data in ways that enable others to extract value from it. Collaboration Many staff joining the Trust for the first time already expect to use digital tools in the delivery of their work, in the same way that they do in their private lives. The Trust will develop and exploit digital tools that can help staff to their jobs more efficiently and creatively. These will include, but are not limited to improving computer hardware, applications and infrastructure to support the changing requirements of the workforce improving the technologies used to support mobile working, where we have the autonomy to do so. We will work with partners to identify commonality of requirement and common intent where we do not have the autonomy to make changes ourselves. 11 Page

12 exploring, piloting and where appropriate deploying the use of improved tools to support remote collaboration Developing and buying digital products and services It will be necessary for the organisation to develop, manage and improve new digital tools in order to better deliver a Service-User centric clinical model. Working with our partners we will review current capability to develop an improved user centric product offering. Working with our suppliers we will seek to improve the route for sourcing and improving the technology we use within appropriate time frames. A Digital Care system Good quality information is a critical aspect of effective Health and Social Care Service delivery in its own right. Information and services for our Service Users It is essential for our Service Users to have useful and accurate information based on real evidence in order that they can make effective choices about their care and hold our services to account. The Trust will work with partners across the local health economy and local government to develop a patient portal enabling our Service Users to see information about themselves from a variety of different systems. Digital First in the NHS By aligning our own digital strategy with the DoH Digital strategy: Leading the culture change in health and care December 2012 (3) and the organisational workforce skillset digital development proposals within the Civil Service Capabilities plan 2013/2014 we will ultimately seek to develop services that; are faster and more convenient to access can improve patient choice and satisfaction levels whilst enhancing the quality of the services we deliver can deliver efficiency gains for the organisation through a reduction in face to face contact where it is appropriate to do so 12 Page

13 will empower patients to take control of their own health through the promotion of self care and assistive technologies support and improve upon collaboration across the local health economy to better serve the aggregated interests of our Service Users will further reduce carbon emissions by reducing unnecessary travel between sites and to appointments Quality, Innovation, Productivity and Prevention In accordance with the Virginia Mason lean systems methodology (VMPS)(4) the Trust will adopt agile and lean approaches enabled through digital technology in the design and implementation of more effective services. By effectively sharing data and information the Trust will support the QUIP programme, whilst the further standardisation of systems, data, and process will help reduce silos of information and standardise and improve clinical practice wherever possible. Tackling inequalities It is essential that the adoption of this digital strategy does not disadvantage those who, for a number of reasons, may be less likely to use the Internet than other groups. 13 Page

14 Next steps Cross Trust actions This document sets out the South Staffordshire and Shropshire NHS Foundation Trust approach to a digital strategy. This in turn will only be of value if it is supported by staff across the organisation and seen as essential in the delivery of core operational and clinical services. As such, all departments have a role to play in its implementation. The Trust will use the European Digital Capability Framework (5) to assess its progress as it continues to take this journey. This framework has five levels of maturity which are as follows; 1. No awareness of digital capability, no resources allocated, no digital strategy, plan or matrix, no understanding of best practice, no digital services 2. Some digital services, but often of limited quality. Digital teams in place but tend to be silent in business units or service program teams and have limited budget and remit. Board level digital management not established. 3. Senior management in place with a remit to set targets, develop overarching vision and plan, and develop necessary capability and culture. Digital is seen as a key transformation and advocacy is strong across key parts of the organisation. 4. Senior management have made significant progress in delivering the vision and planning, implementing new capability and trialling it successfully by reengineering a range of services to be digital by default. 5. Digital is at the heart of clinical services and strategy. Services are digital by default. Digital culture is strong: agile, user-centred, innovative, responsive. An initial review against a more detailed criteria will be undertaken to establish a baseline of organisational maturity, and will be followed by regular annual reviews. This will be appended to this document as an Addendum in order that we can measure the speed of our development. 14 Page

15 Appendix 1 How our Digital Strategy aligns to our Corporate Strategy 1 Vision: To be positively different through positive practice and positive partnerships 3 Values: We value our staff o To support staff in their work through the provision of appropriate technology and training o Meet the technology needs of staff to support the specific nature of their work o Ensure that the appropriate device is used in the right way for the right purpose (standardisation) o To ensure that internal communications make the best use of emergent digital channels and that communications are timely, cost effective, pervasive and measurable. People who use our services are at the centre of everything we do o To provide the best patient experience possible through the use of proven technologies that deliver positive benefits for our Service Users and staff. o To ensure that the equipment used by staff is appropriate to the needs of Service Users and their requirements. o To develop information resources to support the principles of service user self service, as referenced in the national strategies. o To ensure that all communications are appropriate to the needs and preferred medium of the recipient audiences Our Partnerships are important to us o To support our Partnerships through exploring and delivering technologies to support shared ambitions and aspirations o To capture information electronically, in order to ensure that its exchange with Service Users, Stakeholders and partners will add value 5 Aims: Provide high quality recovery focused services o To deliver digital management technologies that can evidence and measure improved care and that can be used to inform new models of operational clinical practice. 15 Page

16 o To seek and deliver improvements in the operational technologies that support the delivery of care at the point of contact with the service user Respect, inspire and develop our workforce o To educate and enthuse our workforce in the use of and about the benefits of digital technology through appropriate benefits realisation programmes and communication and articulating the future development pathway. Innovate through co-operation and co-production o To innovate and improve service delivery models through exploring and implementing supporting technologies. Deliver regulatory, financial, performance and quality standards o To ensure that our information management practices are appropriate to the needs of the organisation and support regulatory, financial, performance and quality standards Expand our current service portfolio in order to enrich services o To capture and analyse data, providing information that can inform the organisational direction of travel 16 Page

17 References (1) SSSFT Strategic Plan overview with behaviours StratPlanWithBehavi oursa5.pdf (2) DoH Digital strategy: Leading the culture change in health and care December 2012 DoH digital strategy.pdf (3) Civil Service Capabilities Plan Civil_Service_Capabil ities_plan_2013.pdf (4) https://www.virginiamason.org/vmps (December 1st 2014) (5) (December 1st 2014) (6) European Digital Capability Framework DoH: The Power of Information 10 Year Framework May 2012 Electronic Digital Capability Framework.pdf The Power of Information 10 Year Framework.pdf.pdf 17 Page

Message from the Chief Executive of the RCM

Message from the Chief Executive of the RCM Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

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

Seminar E3 Developing an Effective Leadership Culture to Support Business Change

Seminar E3 Developing an Effective Leadership Culture to Support Business Change Seminar E3 Developing an Effective Leadership Culture to Support Business Change Inji Duducu Group People Director Benenden @injiduducu The Benenden Story - transformation Background The Challenge April

More information

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan 1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key

More information

Leadership milestone matrix

Leadership milestone matrix New Deal for the Education Workforce Leadership milestone matrix Leading, learning, inspiring Audience All educational practitioners working with learners from ages 3 to 19 including teachers, leaders

More information

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1)

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1) Business Services Authority NHSBSA Strategy 2015-2020 and beyond NHSBSA Strategy 2015-20 (V1) 06.20151 Foreword Each year the NHSBSA reviews and updates its strategy for the next five years and beyond.

More information

Improving Resident and Customer Services Strategy

Improving Resident and Customer Services Strategy Improving Resident and Customer Services Strategy 2014 2018 ABOUT WOKINGHAM BOROUGH & OUR CUSTOMERS Wokingham Borough Council lies at the centre of a strong regional economy and has a generally healthy,

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

CHANGE MANAGEMENT PLAN

CHANGE MANAGEMENT PLAN Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council

More information

Job description - Business Improvement Manager

Job description - Business Improvement Manager Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for

More information

Digital Gateshead Strategy

Digital Gateshead Strategy 2015-2020 IN UNITY, PROGRESS Contents Page 1.0 Introduction and Context 3 2.0 Digital Gateshead Workstreams 5 2.3 Digital Customers 5 2.4 Digital Council 8 2.5 Digital Inclusion 9 2.6 Digital Partners

More information

National Standards for Headteachers

National Standards for Headteachers Guidance Organisation & Management National Standards for Headteachers Staff Management Status: Information Date of issue: 10/2004 Ref: DfES/0083/2004 Contents Introduction 2 Shaping the Future 6 Leading

More information

1 P a g e BUSINESS INTELLIGENCE STRATEGIC PLAN & ROADMAP

1 P a g e BUSINESS INTELLIGENCE STRATEGIC PLAN & ROADMAP 1 P a g e BUSINESS INTELLIGENCE STRATEGIC PLAN & ROADMAP Paper Issue Name Business Intelligence Strategic Plan & Roadmap DRAFT Issue Number 1.0 Issue Date January 2015 Version 1.0 Authors Approved by Nick

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

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

WHITE PAPER IT SERVICE MANAGEMENT IT SERVICE DESIGN 101

WHITE PAPER IT SERVICE MANAGEMENT IT SERVICE DESIGN 101 WHITE PAPER IT SERVICE MANAGEMENT IT SERVICE DESIGN 101 Prepared by: Phillip Bailey, Service Management Consultant Steve Ingall, Head of Service Management Consultancy 60 Lombard Street London EC3V 9EA

More information

Informatics: The future. An organisational summary

Informatics: The future. An organisational summary Informatics: The future An organisational summary DH INFORMATION READER BOX Policy HR/Workforce Management Planning/Performance Clinical Document Purpose Commissioner Development Provider Development Improvement

More information

Efficiency Scrutiny Committee 16 th September 2014 IT - Scrutiny of the Service Review process and viability of options for change

Efficiency Scrutiny Committee 16 th September 2014 IT - Scrutiny of the Service Review process and viability of options for change Efficiency Scrutiny Committee 16 th September 2014 IT - Scrutiny of the Service Review process and viability of options for change For Decision Member Champion(s): Cllr A Alford, Corporate - Director:

More information

Appendix A: ICT and Information Management Strategy

Appendix A: ICT and Information Management Strategy Appendix A: ICT and Information Management 2014 2019 Head of Information and Business Change Sarah Caulkin October 2014 1 Version Control: Date Version Author Comments 04/08/14 0.1 Jo Harley First draft

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

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

Corporate Director Environment & Community Services

Corporate Director Environment & Community Services CABINET Meeting date: 23 July 2015 From: Corporate Director Environment & Community Services DIGITAL STRATEGY 1.0 EXECUTIVE SUMMARY 1.1 This paper presents Cabinet with a draft Digital Strategy for approval.

More information

Internal Communication and Engagement Manager (part-time)

Internal Communication and Engagement Manager (part-time) Internal Communication and Engagement Manager (part-time) Main purpose of job To develop and manage internal communication and engagement programmes to support Alzheimer s Society projects, activities

More information

The City of Edinburgh Council Business plan 2015 18. A thriving, sustainable capital city

The City of Edinburgh Council Business plan 2015 18. A thriving, sustainable capital city The City of Edinburgh Council Business plan 2015 18 A thriving, sustainable capital city Introduction This business plan sets out the strategic direction and priorities for the City of Edinburgh Council

More information

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY Report by the Head of Roads Ayrshire Roads Alliance PURPOSE OF REPORT 1. The purpose of this report

More information

North Ayrshire Council. Performance Management Strategy

North Ayrshire Council. Performance Management Strategy North Ayrshire Council Performance Management Strategy February 2015 Contents 1. Foreword... 3 2. Introduction... 3 3. What is performance management?... 4 3.1 Why is it important to North Ayrshire Council?...

More information

The NSW Health Leadership Framework

The NSW Health Leadership Framework The NSW Health Leadership Framework July 2013 Foreword It is with great pleasure that I recommend to you the first NSW Health Leadership Framework. This framework has been developed by the Health Education

More information

Customer Management Strategy (2014-2017)

Customer Management Strategy (2014-2017) Customer Management Strategy (2014-2017) Version 1.1 Page 1 Foreword As technology improves, the demand for Council services to be available online and accessible 24/7 will increase as our customers choose

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

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

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897 Lead Provider Framework Draft Scope NHS England / 13/12/13 Gateway Ref: 00897 1 Introduction The commissioning support lead provider framework is being developed in response to requests from CCGs for a

More information

Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition

Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition The NHS Leadership Academy s purpose is to develop outstanding

More information

Corporate Strategy 2015 2020

Corporate Strategy 2015 2020 168982 Corporate Strategy 2015 2020 Corporate Strategy 2015 2020 Our strategy recognises that better services to learners will benefit higher education providers; and that better services for higher education

More information

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management

More information

Asset Management Policy March 2014

Asset Management Policy March 2014 Asset Management Policy March 2014 In February 2011, we published our current Asset Management Policy. This is the first update incorporating further developments in our thinking on capacity planning and

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

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

Information and technology for better care. Health and Social Care Information Centre Strategy 2015 2020

Information and technology for better care. Health and Social Care Information Centre Strategy 2015 2020 Information and technology for better care Health and Social Care Information Centre Strategy 2015 2020 Information and technology for better care Information and technology for better care Health and

More information

TRUST BOARD. Date of Meeting: 05/04/2011 Enclosure: 5

TRUST BOARD. Date of Meeting: 05/04/2011 Enclosure: 5 TRUST BOARD Date of Meeting: 05/04/2011 Enclosure: 5 Title of Report: Merger and Acquisition Update Agenda Item No: 7.1 Aims: This report informs and updates the Board on the development of the process

More information

The Microsoft Cloud has a Silver Lining Professional Services Excellence

The Microsoft Cloud has a Silver Lining Professional Services Excellence GAP CONSULTING WHITE PAPER The Microsoft Cloud has a Silver Lining Professional Services Excellence 10 reasons why the Microsoft cloud platform, including Office 365, Microsoft Azure and Microsoft Dynamics

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

Wales Procurement Policy Statement

Wales Procurement Policy Statement Wales Procurement Policy Statement In December 2012 I launched the Wales Procurement Policy Statement (WPPS) setting out the principles by which I expect public sector procurement to be delivered in Wales.

More information

Memorandum to the Public Administration Select Committee

Memorandum to the Public Administration Select Committee Memorandum to the Public Administration Select Committee Government Response to the Public Administration Select Committee s report: Government and IT a recipe for rip-offs : time for a new approach: Further

More information

ACADEMIC POLICY FRAMEWORK

ACADEMIC POLICY FRAMEWORK ACADEMIC POLICY FRAMEWORK Principles, Procedures and Guidance for the Development & Review of Academic Policies [V.1] Page 2 of 11 TABLE OF CONTENTS 1. FRAMEWORK OVERVIEW... 3 2. PRINCIPLES... 4 3. PROCESS...

More information

Head of CIO Office Information Services

Head of CIO Office Information Services Head of CIO Office Information Services Reporting to: Chief Information Officer Salary: Grade 6-47,787-57,031 per annum (pro rata) depending on skills and experience. Salary progression beyond this scale

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

More information

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors

More information

A strategy to develop the capacity, impact and profile of allied health professionals in public health 2015-2018

A strategy to develop the capacity, impact and profile of allied health professionals in public health 2015-2018 A strategy to develop the capacity, impact and profile of allied health professionals in public health 2015-2018 Strategy from the Allied Health Professionals Federation supported by Public Health England

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

DIGITAL STRATEGY 2014-2017

DIGITAL STRATEGY 2014-2017 DIGITAL STRATEGY 2014-2017 Digital Strategy CONTENTS Introduction 1 Our Vision 3 Benefits 5 Our Digital Design Principles 6 Our Strategy 8 Our Key Enablers 11 INTRODUCTION SFRS uses digital technology

More information

A vision for the ambulance service: 2020 and beyond and the steps to its realisation

A vision for the ambulance service: 2020 and beyond and the steps to its realisation A vision for the ambulance service: 2020 and beyond and the steps to its realisation September 2015 Introduction This document outlines the English ambulance sector s vision for 2020 and beyond, and the

More information

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24 Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding

More information

How successfully are you delivering change? - 1 -

How successfully are you delivering change? - 1 - How successfully are you delivering change? - 1 - Introducing the Roadmap for Transformational Change (RTC) The challenge Successfully delivering change that makes a real difference to value and productivity

More information

Transforming Community Health Services in London. Caroline Alexander, Regional Chief Nurse, NHSE (London)

Transforming Community Health Services in London. Caroline Alexander, Regional Chief Nurse, NHSE (London) Transforming Community Health Services in London Caroline Alexander, Regional Chief Nurse, NHSE (London) Objective of presentation Reflect on the importance of community services in the future and the

More information

Information, Communications and Technology Strategy. Purpose 2. Strategic Aims 2. Introduction 2. ICT Vision for 2015-2020 3. Key themes and aims: 4

Information, Communications and Technology Strategy. Purpose 2. Strategic Aims 2. Introduction 2. ICT Vision for 2015-2020 3. Key themes and aims: 4 Brigade Order Operations Brigade Order Administration 16 Part Part 1 Section Title Information, Communications and Technology Strategy Contents No. Purpose 2 Strategic Aims 2 Introduction 2 ICT Vision

More information

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason ROLE PROFILE Transformation Programmes Manager Role Profile Job Title Transformation Programme Manager Job No. (Office Use) C6074 Grade (Office Use) Directorate Corporate Services Department Programme

More information

Lessons learned from creating a change management framework

Lessons learned from creating a change management framework Lessons learned from creating a change management framework Author Melanie Franklin Director Agile Change Management Limited Contents Introduction 3 What is a Change Management Framework? 3 Why is it called

More information

Appendix 1: Performance Management Guidance

Appendix 1: Performance Management Guidance Appendix 1: Performance Management Guidance The approach to Performance Management as outlined in the Strategy is to be rolled out principally by Heads of Service as part of mainstream service management.

More information

Delivering Quality in Primary Care National Action Plan. implementing the Healthcare Quality Strategy for NHSScotland

Delivering Quality in Primary Care National Action Plan. implementing the Healthcare Quality Strategy for NHSScotland Delivering Quality in Primary Care National Action Plan implementing the Healthcare Quality Strategy for NHSScotland Delivering Quality in Primary Care National Action Plan implementing the Healthcare

More information

Director Global IT Service Delivery Information Services

Director Global IT Service Delivery Information Services Director Global IT Service Delivery Information Services Reporting to: Chief Information Officer Salary: Competitive package Job Family and level: 7 Contract Status: Permanent Hours of Work: Full time

More information

The Mid Yorkshire Hospitals NHS Trust. Job Description

The Mid Yorkshire Hospitals NHS Trust. Job Description Job Description POST: ACCOUNTABLE TO: ACCOUNTABLE FOR: Chief Executive Chairman of the Trust Executive and Corporate Directors 1.0 Role Summary As the statutory accountable officer, and full voting member

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

Cloud Based Device Management Using Enterprise Mobility Suite Production Pilot Service Definition Document

Cloud Based Device Management Using Enterprise Mobility Suite Production Pilot Service Definition Document Microsoft Services - GCloud 7 Catalogue Cloud Based Device Management Using Enterprise Mobility Suite Production Pilot Service Definition Document 1 Overview of the Service 1.1 Service Objectives The 2

More information

Blackburn College Teaching, Learning and Assessment Strategy. 25 August 2015

Blackburn College Teaching, Learning and Assessment Strategy. 25 August 2015 Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further Education

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

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

How to Measure and Report Social Impact

How to Measure and Report Social Impact How to Measure and Report Social Impact A Guide for investees The Social Investment Business Group January 2014 Table of contents Introduction: The Development, Uses and Principles of Social Impact Measurement

More information

Policy Statement 16/2006. Acute and Multidisciplinary Working

Policy Statement 16/2006. Acute and Multidisciplinary Working RCN Policy Unit Policy Statement 16/2006 Acute and Multidisciplinary Working The Royal College of Nursing of the United Kingdom and the Royal College of Physicians (London) September 2006 Royal College

More information

World Class Education and Training, for World Class Healthcare

World Class Education and Training, for World Class Healthcare World Class Education and Training, for World Class Healthcare Introducing Health Education England 2 Contents Foreword... Page 4 Overview... Page 5 Vision and Purpose... Page 6 Shared Principles... Page

More information

ehealth Architecture Principles

ehealth Architecture Principles ehealth Architecture Principles Version 3.0 June 2009 Document Control Details Title: ehealth Architecture Principles Owner: Head of Architecture and Design, Scottish Government ehealth Directorate Version:

More information

Cabinet Member for Corporate Relations

Cabinet Member for Corporate Relations Cabinet Member for Corporate Relations Proposal for new customer experience October 2015 Report by the Executive Director Residents Services and the Director of Customer Services Ref No: CR05(15/16) Key

More information

Information and Knowledge Strategic Plan 2011 2015. Powering ebusiness transformation

Information and Knowledge Strategic Plan 2011 2015. Powering ebusiness transformation Information and Knowledge Strategic Plan 2011 2015 Powering ebusiness transformation Information and Knowledge Strategic Plan 2011 2015 Through its Strategic Plan 2011 to 2015, the Department of Education

More information

Clinical commissioning group governing body members: Role outlines, attributes and skills. October 2012

Clinical commissioning group governing body members: Role outlines, attributes and skills. October 2012 Clinical commissioning group governing body members: Role outlines, attributes and skills October 2012 Clinical commissioning group governing body members: Roles outlines, attributes and skills First published

More information

4net Technologies. Unified Communications

4net Technologies. Unified Communications 4net Technologies Unified Communications Unified Communications In a nutshell, Unified Communications is not a product but the simplification and integration of all forms of communications. By putting

More information

Health Education East Midlands Approach to Quality. Change to Quality Management Visits - Process from April 2014.

Health Education East Midlands Approach to Quality. Change to Quality Management Visits - Process from April 2014. Health Education East Midlands Approach to Quality Change to Quality Management Visits - Process from April 2014 1 Introduction 03 2 The New Process 06 3 The System 11 4 The Relational Health Audit 12

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

INFORMATION TECHNOLOGY STRATEGY 2015-2017. Information Technology Services

INFORMATION TECHNOLOGY STRATEGY 2015-2017. Information Technology Services INFORMATION TECHNOLOGY STRATEGY 2015-2017 Information Technology Services THE VISION FOR INFORMATION TECHNOLOGY AT ANU The Australian National University (ANU) has developed an institution-wide strategy

More information

Birmingham CrossCity Clinical Commissioning Group. Business Continuity Management Policy

Birmingham CrossCity Clinical Commissioning Group. Business Continuity Management Policy Birmingham CrossCity Clinical Commissioning Group Business Continuity Management Policy Version V1.0 Ratified by Operational Development Group Date ratified 6 th November 2014 Name of originator / author

More information

The Scottish Wide Area Network Programme

The Scottish Wide Area Network Programme The Scottish Wide Area Network Release: Issued Version: 1.0 Date: 16/03/2015 Author: Andy Williamson Manager Owner: Anne Moises SRO Client: Board Version: Issued 1.0 Page 1 of 8 16/04/2015 Document Location

More information

for Safer Better Healthcare Draft National Standards for Safer Better Healthcare September 2010 Consultation Document September 2010

for Safer Better Healthcare Draft National Standards for Safer Better Healthcare September 2010 Consultation Document September 2010 Draft National Standards for Safer Better Healthcare Consultation Draft Document National Standards September 2010 for Safer Better Healthcare Consultation Document September 2010 About the Health Information

More information

Strategic Guidance for Community Planning Partnerships: Community Learning and Development

Strategic Guidance for Community Planning Partnerships: Community Learning and Development Strategic Guidance for Community Planning Partnerships: Community Learning and Development COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC GUIDANCE FOR COMMUNITY PLANNING PARTNERSHIPS EXECUTIVE SUMMARY This

More information

For submission to the Web Redevelopment Project Board

For submission to the Web Redevelopment Project Board For submission to the Web Redevelopment Project Board V1.3 March 2015 Web Governance: Executive Summary Purpose of this paper 1 The purpose of the paper is to propose a model of web governance for the

More information

Finding your balance Top tips for successful HR delivery in multiple countries across Europe

Finding your balance Top tips for successful HR delivery in multiple countries across Europe Perspectives Finding your balance Top tips for successful HR delivery in multiple countries across Europe ...organisations are striving for a more standardised approach across all their business locations

More information

Guidance. Injection: Crafts Council s business development scheme Guidelines for Applicants. Crafts Council Registered Charity Number 280956

Guidance. Injection: Crafts Council s business development scheme Guidelines for Applicants. Crafts Council Registered Charity Number 280956 Guidance Injection: Crafts Council s business development scheme Guidelines for Applicants Crafts Council Registered Charity Number 280956 01 Injection: Crafts Council s business development scheme Guidelines

More information

Professional Marketing Qualifications

Professional Marketing Qualifications Professional Qualifications Smart and flexible qualifications from CIM Foundation Certificate in Certificate in Professional Diploma in Professional Chartered Postgraduate Diploma in Smart, flexible and

More information

Operating in a New Digital Economy. DAV Management Limited. Delivering your strategy in a world becoming increasingly digital. www.davmanagement.

Operating in a New Digital Economy. DAV Management Limited. Delivering your strategy in a world becoming increasingly digital. www.davmanagement. Operating in a New Digital Economy Delivering your strategy in a world becoming increasingly digital DAV Management Limited www.davmanagement.com Copyright Copyright DAV Management Limited 2015 All Rights

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

Director: Improvement and Corporate Services. Improvement & Corporate Services

Director: Improvement and Corporate Services. Improvement & Corporate Services HAY Job description JOB TITLE: DIRECTORATE: GRADE: Director: Improvement and Corporate Services Improvement & Corporate Services Director DATE PREPARED: March 2013 REPORTS TO: Chief Executive JOB PURPOSE:

More information

Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME

Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME To lead in the provision of emergency care; offering

More information

UNIVERSITY OF BRIGHTON HUMAN RESOURCE

UNIVERSITY OF BRIGHTON HUMAN RESOURCE UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for

More information

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards... LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15

More information

GETRONICS: A BALANCED CLOUD POSITION

GETRONICS: A BALANCED CLOUD POSITION GETRONICS: A BALANCED CLOUD POSITION GETRONICS: A BALANCED CLOUD POSITION IN DISCUSSIONS WITH OUR CLIENTS, CLOUD STRATEGY IS REGULARLY TOP OF THE AGENDA. BUT CLOUD CAN BE A DILEMMA FOR SENIOR ENTERPRISE

More information

Manchester City Council Report For Resolution. Report to: Personnel Committee - 25th September 2012

Manchester City Council Report For Resolution. Report to: Personnel Committee - 25th September 2012 Manchester City Council Report For Resolution Report to: Personnel Committee - 25th September 2012 Subject: Report of: Director of Education and Skills Chief Executive Purpose of Report This report seeks

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

The National Commission of Audit

The National Commission of Audit CA Technologies submission to The National Commission of Audit November, 2013 Kristen Bresch CA Technologies Executive Summary CA Technologies is pleased to present the National Commission of Audit the

More information

A responsible, sign. team up. front. Committing to where we re going and putting our hearts into what we do. We get engaged every day.

A responsible, sign. team up. front. Committing to where we re going and putting our hearts into what we do. We get engaged every day. 4 NZ Transport Agency Statement of intent 214 18 A responsible, collaborative and agile organisation In order to deliver our desired targets and results effectively and efficiently, we continue to invest

More information

National Contact Management Strategy

National Contact Management Strategy National Contact Management Strategy 2012 NCMS 2012 NOT PROTECTIVELY MARKED 4 National Contact Management Strategy (NCMS) This document has been produced by the Association of Chief Police Officers (ACPO)

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It

More information