Organisational Development Plan Progress Update. Executive Summary

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1 Part 1 meeting of the Castle Point and Rochford CCG Governing Body held on January 2016 Agenda item 13 Organisational Development Plan Progress Update Submitted by: Prepared by: Status: Ian Stidston, Accountable Officer Michelle Angell, Head of Performance and Corporate Services Noting Executive Summary i) Recommendations Members of the Governing Body are invited to note the progress made against the CCG s Organisational Development (OD) Strategy. ii) Overview The CCG has been through a period of significant change over the past year, continuing to build on the lessons learnt during our recovery programme. The OD Strategy is designed to ensure that we have the best people and processes that will lead to delivering excellent services to our patients, within the financial envelope available to us. The CCG recognises that there is a significant programme of transformational work which the organisation is implementing and excellent leadership is needed to steer the CCG through all the issues that will be encountered. Being a small CCG we have a very limited running cost allowance and therefore our team needs to be focussed on the priorities and delivery of both business as usual and transformation agenda. The CCG has delivered, or is on track to deliver all of the deliverables set out in the current OD Strategy. This includes an additional action identified by the CCG s internal auditors, to provide co-commissioning training to all CCG staff. 1

2 iii) Key issues 1. Workstream Progress 1.1 Governing Body Development The CCG has commenced a programme of development sessions aimed at Governing Body members and these have included: Two development sessions facilitated by Professor Paul Stanton. Risk Management and appetite training sessions held by Mazars. Conflict of Interest and Counter Fraud training held by Mazars Leadership Development The CCG has developed and implemented an effective appraisal system and identified specific areas of focus to support leadership development and succession planning across the organisation. This includes: Individual leadership training such as Elizabeth Garrett Anderson and Nye Bevan programmes have been attended by clinical leaders within the CCG. Development of a Training and Development Policy and establishment of a Training and Development Panel, ensuring that limited funding is targeted appropriately Membership Engagement The CCG continues to review our engagement processes with member practices and the Locality Commissioning Group meetings remain a key forum to engage with our members. During the last year the CCG has held a number of joint Locality Commissioning Group meetings across Castle Point and Rochford and a survey is to be circulated to ascertain how effective members find these meetings. The CCG is rolling out a protected learning programme for GPs and practice nurses and this includes focussed sessions on CCG priorities and challenges Capacity and Capability The CCG has held two out of three planned staff development days, to ensure that roles and responsibilities are clear and that staff are aware of the links between their personal deliverables and the CCG s vision and objectives. The staff development sessions have included the use of the Insights programme to ascertain the best way to engage with our staff. The CCG has established a joint commissioning directorate with Southend CCG to strengthen commissioning and systems resilience capacity across the patch. This 2

3 is overseen by a joint Director of Commissioning. The CCG has also introduced a staff room, for our staff in the new headquarters office. The CCG has also benefited from the training courses held by the FSD Network and through this a number of staff have attended finance and project management training courses Patient Engagement The CCG has seen exceptional support from our Commissioning Reference Group members over the past year and work continues to develop new ways in which the CCG can engage with our local community. The CCG held our AGM during September and had good attendance from members of the public. We are now working with CVS to develop a volunteering scheme for CCG staff Personal Development As part of the planning process and review of the CCG s appraisal documentation, the CCG has ensured that the individual objectives held by our staff mirror the CCG s corporate objectives Staff Survey Following the CCG s staff survey undertaken in December 2015, an action plan has been developed to respond to the areas identified as requiring additional support / review. These actions have been added to the OD Strategy and will be presented to the CCG s Staff Involvement Group for monitoring. 2. Next Steps The CCG has completed or is on track to complete all of the deliverables set out in the existing Organisational Development Strategy. However, due to the pace of change and level of transformation that the CCG is embarking on through our local transformation programme and work with the Success Regime, there is a need to develop an OD Strategy that reflects the increasing demand and requirements of our staff. The revised OD Strategy will be presented to the Governing Body in June Risks None to note. iv) Associated papers None. 3

4 Governing Body monitoring information Internal governance The OD Strategy has been approved by CCG Governing Body Members. Stakeholder and community engagement As above. Resource implications The CCG has a small budget identified for training and development and the CCG Training Panel has been established to ensure that this is prioritised appropriately. Legal implications None. NHS Constitution This report supports the following NHS Constitution principles: Principle 1: The NHS provides a comprehensive service, available to all Principle 2: Access to NHS services is based on clinical need, not an individual s ability to pay Principle 3: The NHS aspires to the highest standards of excellence and professionalism Principle 4: NHS Services must reflect the needs and preferences of patients, their families and their carers Principle 5: The NHS works across organisational boundaries and in partnership with other organisations in the interest of patients, local communities and the wider population. Principle 6: The NHS is committed to providing best value for taxpayers money and the most effective, fair and sustainable use of finite resources Principle 7: The NHS is accountable to the public, communities and patients that it serves. Equality and diversity implications The Training and Development Panel has been established to ensure that training and development opportunities are provided equitably and linked to the delivery of the CCG s objectives. 4

5 Further information For further information about this report, please contact: Michelle Angell, Head of Performance and Corporate Services on