Corporate Plan 2013/2014

Transcription

1 Corporate Plan 2013/2014

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

3 1. Introduction - Dr Paul Hassan, Accountable I am delighted to introduce our first CCG Corporate Plan. It s a special document as it brings together everything that is important to us as the new GP-led commissioners for Bedfordshire. As a local GP, I am proud to be amongst 300 colleagues who from the April 1 st 2013 will be responsible for buying healthcare for the 441,000 people who live in Bedford Borough and Central Bedfordshire and for unashamedly putting quality and patient experience at the top of our agenda. This plan sets out the organisational priorities and objectives of Bedfordshire Clinical Commissioning Group for 2013/14. It accompanies our primary commissioning plan, the Bedfordshire Plan for Patients 2013/14 and presents a set of objectives, including the delivery of its commissioning activities, on which the success and performance of the organisation can be assessed. Whilst the Plan for Patients focusses on our commissioning plans and the programmes and projects associated with delivering them the Corporate Plan also brings in the wider organisational and supporting objectives. As a brand new organisation, assuming its full responsibilities from 1 April, it is vital that the CCG understands its priorities, as a public body, as a member organisation, as an employer, and as a partner in the local health and social care economy. It is not intended to be a lengthy document, nor one that has been consulted on widely, the national priorities are already set for us and the main, and more significant, consultation activities we have undertaken relate to the Plan for Patients. The implementation of the plan will be monitored on a regular basis by the Board and each objective has a lead Director who will be accountable for delivery and a responsible group where assurance will be provided. These are shown in Appendix 1. A CCG wide Accountability and Framework has been developed that allows us to monitor and report against the wide range of objectives and outcomes set out in our plans. These will be published regularly on our website. The risks to the delivery of our corporate objectives will be presented in our Board Assurance Framework. Dr Paul Hassan Accountable March 2013

4 2. National and Local Context The diagram below illustrates the national and local planning framework for 13/14. National Policy Local Drivers Health & Social Care Act Everyone Counts 13/14 NHS Constitution Francis Report CCG Strategy - Care 3 Health & Wellbeing Strategies x 2 CCG Constitution Annual objectives Commissioning; Bedfordshire Plan for Patients 13/14 Locality Delivery Plans Corporate; Francis CCG Quality Strategy PPE Strategy OD Strategy +NHS Constitution +Self Certification areas Indicators / measures Planning for Patients (Technical Definitions 42 Indicators) NHS Outcomes Framework (+CCG set) Indicators (5 domains, 11 overarching, 48 indicators) Project Metrics Locality Objectives measures At a national level there are a number of key drivers. These include; 2.1 The Health and Social Care Act This is the primary legislation by which the NHS is being changed and through which the CCG was established. 2.2 The Francis Report The report presented by Sir Robert Francis QC in February contained a significant number of recommendations for all NHS organisations. The promotion of quality and patient safety is at the heart of the CCGs philosophy. Whilst it expects specific guidance on the implementation of the recommendations, and it will implement these, the CCG will also implement locally developed objectives for improving patient safety and quality. 2.3 Everyone Counts; Planning for Patients 2013/14 The guidance issued by the NHS Commissioning Board to CCGs and other organisations in which the national priorities for 13/14 are set out. Each organisation needs to be able to respond and implement the priorities. Its principles are; empowered local clinicians delivering better outcomes; increased information for patients to make choices; and greater accountability to the communities the NHS serves The guidance sets out 5 offers to patients and which the CCGs plans will support in making a reality. These are shown in the diagram below and reflected more fully in the Bedfordshire Plan for Patients

5 Of particular relevance to CCGs is the emphasis on improved outcomes. The Commissioning Outcomes Framework (COF) sets out a range of indicators of improved health outcomes and the Bedfordshire Plan for Patients sets out to deliver these. Appendix 3 contains the full set of indicators. 2.4 The NHS Constitution The NHS Constitution sets out the universal rights and pledges for all NHS patients. We all aim to ensure the requirements of the NHS Constitution are met for everyone that uses NHS services. Delivery of NHS Constitution rights and pledges on waiting times for its patients will be one of the factors taken into account in determining Quality Premium payments for CCGs. The Department of Health is consulting on strengthening the NHS Constitution.

6 3. Priority Areas In responding to national policy and local priorities the detailed objectives set out in Appendix 1 are grouped into 4 priority areas. 1. Implement the Bedfordshire Plan for Patients This reflects our primary objective of improving the health of the local population and commissioning high quality, responsive and accessible services. As such the objectives include implementing service redesign projects, the CCGs quality Strategy, especially around early warning systems and the recommendations of the Francis Report. 2. Ensure Effective Engagement The CCG is committed to effective engagement. This includes patients, public, stakeholder organisations and its member practices. The objectives in this area reflect those ambitions. 3. Develop the organisation, its workforce and governance As a public body and employer we have set out objectives that will develop the organisation as a whole and the individuals within it, as well as our primary care colleagues. This will be underpinned by effective and transparent governance. 4. Strengthen partnerships The CCG recognises that to deliver the improvement sin health outcomes and improve services it cannot operate without strong partnerships, especially with the developing Health and Wellbeing Boards and the local NHS Commissioning Board.

7 Appendix 1 CORPORATE OBJECTIVES 2013/14 To ensure, through innovative, responsive and effective clinical commissioning, that our population has access to the highest quality health care providing the best patient experience possible within available resources Strategy Care Right Now Care Into the Future Care When It s Not That Simple 13/14 Priority Area Objective Evidence Responsible Group 1. Implement The Bedfordshire Plan for Patients 1.1 Deliver the objectives and outcomes set out in the 2013/14 plan Integrated Accountability and reporting framework NHS Outcomes Integrated Performance & Quality Report Change Programme Boards Timescale Monthly Reports Executive Lead Chief Operating 1.2 Implement the objectives of the CCG Quality Strategy incl; Effective system for monitoring & reporting patient experience Effective early warning systems Effective Contract management Board, Patient Safety & Quality Committee, Delivering for Patients Programme Board Integrated Performance & Quality Report Reports to Patient Safety Cttee and Patient Experience Group Contract Schedules and monitoring framework Quality Accounts Monthly Reports Director of Quality & Safety

8 Appendix 1 2. Ensure effective Engagement 1.3 Implement locally the recommendations of the Francis Report 1.4 Publish Locality Delivery Plans setting out Locality priorities and objectives for 13/ Meet financial and performance objectives, including financial balance and national KPIs, through effective contract and risk management 2.1 Establish Stakeholder Forum representative of public membership, staff and partner organisations, with clear lines of accountability with Governing Body and delegated responsibilities Patient Safety & Quality Committee Patient Experience Group, LSCB Local Action Plan Board Locality Accountability Framework Governing Body, Locality Boards 13/14 Financial Plan Monthly Board Finance Reports QIPP Plan and monitoring framework Board, Audit Committee Establishment of Forum 13/14 Work Plan and reports Stakeholder and member freedback July 13 April 13 Monthly Reports April 13 - Sept 13 Accountable Locality GP Chairs Chief Finance Chief Operating 3. Develop the organisation, its workforce and governance 2.2 Develop the Members Forum, actions to promote effective practice level engagement and feedback mechanisms 2.3 Publish a refreshed Communications and Engagement Strategy with clear actions and activities to support PPE and Member and staff engagement across the CCG 3.1 Implement the 13/14 objectives of the agreed Organisational Development Plan 3.2 Roll out the Staff Support Programme to enable all staff (incl Practices and Clinical Leaders) have access to targeted development Stakeholder Forum Feedback / Surveys Members Forum, Locality Boards Approved CE Strategy and Plans Stakeholder Forum, Locality Boards, Members Forum Achievement of OD Plan milestones OD Steering group Published programme available October 13 May 12 ongoing April 13 Accountable Chief Finance Chair of OD Steering Group All Directors OD Steering group 3.3 Ensure all staff undertake Mandatory training and that Monthly HR Reports Monthly Chief

9 Appendix 1 the CCG meets its mandatory training requirements OD Steering Group, Executive Team 3.4 Develop the Distributed Leadership Model Survey, self assessment OD Steering group 3.5 Ensure the CCGs emergency preparedness, organisational resilience and business continuity plans meet national standards Emergency Preparedness and Business Continuity Plans Local Resilience Forum 3.6 Ensure the governance of the CCG meets the highest CCG policies standards in respect of conflicts of interest, Finance and Audit Plan 13/14 Information Governance Audit Committee 3.7 Ensure compliance with declarations within CCG Policies authorisation process incl: Integrated Accountability and Sustainability reporting framework Deliver the objectives of the Sustainability Action Plan Equality Deliver the objectives of the Equality & Diversity Strategy incl compliance with the PSED. Research Ensure compliance with national requirements Board, Stakeholder Forum 4. Strengthen Partnerships 4.1 Co-produce, publish and determine delivery mechanisms for joint Health & Wellbeing Strategies for Bedford Borough and Central Bedfordshire 4.2 Ensure effective collaboration and assurance mechanisms for partnership working and commissioning activities e.g. Healthier Together, H&W Boards, other CCGs, HealthWatch, local providers 4.3 Develop effective and mature relationship with Local Area Team Consulted and published H&WB Strategies Joint Commissioning Strategies Health & Wellbeing Boards H&WB Board reports Joint Commissioning Plans Healthier Together Reports Executive Team LAT Accountability / Assurance Framework and meetings Reports April 13 May 13 ongoing ongoing Sept 13 ongoing Operating Director of Strategy Accountable Chief Operating Accountable Lead Clinician tbc Director of Strategy / Director of Public Health Accountable Accountable

10 Appendix 1 Executive Team

11 Appendix 2 Bedfordshire Plan for Patients Plan on a Page

12 Appendix 3