Transformation Programme Update. Tracey Cottam Executive Director of Transformation & Organisational Development

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Transformation Programme Update. Tracey Cottam Executive Director of Transformation & Organisational Development"

Transcription

1 Agenda item: 9.2, Public Date: 26th June 2013 Title: Prepared by: Presented by: Responsible Executive: Summary: Tracey Cottam Executive Director of Transformation & Organisational Tracey Cottam Executive Director of Transformation & Organisational Tracey Cottam Executive Director of Transformation & Organisational To provide the Board with an update on the Transformation Programme, outlining the progress to date and key next steps Actions required: Status (*): History: This paper will be supported by a presentation at the Board meeting providing an update and an opportunity for the Board to ask questions. Decision Approval Discussion Information X The Board received a presentation outlining the Transformation Programme in the November 2012 Board. Link to strategy/ Assurance framework: The Transformation Programme is one of 8 sub strategies to be delivered during 2013/14 aligned to the corporate strategy. Monitoring Information Please specify CQC standard numbers and tick other boxes as appropriate Care Quality Commission Standards Outcomes Monitor Finance Service Strategy X Performance Management X Local Delivery Plan Business Planning Assurance Framework Complaints Equality, diversity, human rights implications assessed Other (please specify) Cultural Change X 1 of 5

2 1. Purpose of paper The purpose of this paper is to provide the Board with an update on the Transformation Programme, outlining the progress to date and the key next steps. As a result of receiving this update, the aim is to ensure the Board: Has a clear understanding of the Transformation Programme; Agrees the programmes s focus for the next 12 months is appropriate and that sufficient progress is being delivered; and The planned outcomes are in line with expectations. 2. Background The work programme underpinning the delivery of the Trust s strategic intentions, and the Fit for the Future Strategy, has four core components: Transformation Improvement Business Business as Usual all four elements are linked by mutual dependancies which together are design to ensure the trust delivers all strategic and operational objectives. A trust-wide Transformation Programme was commenced in August The agreed overall purpose of the Programme is: To create a way of working at Royal Devon & Exeter NHS Foundation Trust which engages staff in continuously improving and sustaining the delivery of safe, high quality and financially sustainable efficient services to Patients The design of the Programme has been driven by several factors including the: External environmental and economic pressures facing the NHS and the resulting implications for the Trust Feedback from the senior management review Outcomes of the Francis report, findings and recommendations System-wide challenges facing the region (eg: increasing demand particularly in frail and older population) and the resulting implications for the Trust External/ internal stakeholder feedback including staff, commissioners etc. The Transformation Programme is one of 8 sub-strategies within the Trust s overarching strategy to be delivered this year and will (combined with business as usual, improvement and Business ) contribute to achievement of CIP. We have agreed a direction of travel for the Programme for over the next 3 years, with the first year being focused on making sure the fundamental basics are in place and consistently applied. The Programme of work during 2013/14 is comprised of a set of integrated projects which are outlined in Section 3 of this paper. 2 of 5

3 3. Analysis The following provides an overview of the progress against the projects underway within the Transformation Programme, and is supported by Appendix 1: Pathway Improvement: our plan integrates a patient safety focus and engages staff and external stakeholders in the implementation of improvements to the delivery of patient services and care across the end to end pathway within the 4 walls of the Trust and wider across the economy. We have an agreed a plan with our CCG Partners which is focused primarily on elements of CIP, QIPP and CQUINS that will be jointly delivered within 2013/14, and for the subsequent 2 years. Stakeholder Engagement: feedback collected from internal and external stakeholders has been used to design an interim Communication & Engagement Plan to be presented to the Board on the. This interim plan will be amended/replaced by production of our Stakeholder Engagement Strategy and Plan once Clinical Service Strategies are developed. An example of the work already underway is the implementation of our new recognition scheme, Extraordinary People. For the first round of awards we received c.130 nominations (this is compared to the highest nominations for the annual Chairmans Awards of c.40). The feedback has been very positive from all clinical and non-clinical staff groups and our Award winners will be recognised at the Board meeting on the 26 th June. Organisation Design: following completion of the senior management review we are making good progress in implementing our new senior management structure starting with the new Operational structure which will be in place by end of July to be followed with implementation in our Support Functions during the remaining part of 2013/14. The new structure will strengthen clinical leadership, support end to end patient pathway working, establish the rigour around performance, and devolve decision making and accountability through all levels of the organisation. Leadership : to support the introduction of the new senior management structure, and to create a new way of working, we will implement from September 2013 a new approach to leadership development which will establish the standards outlined in the NHS Leadership Framework. In addition, the Framework will be embedded within the redesign of our HR processes such as value based recruitment, induction, sickness absence, succession planning and personal development reviews. Management System: implementation of our new way of managing performance is underway which will improve the rigour and assurance around delivery of business as usual (day to day delivery of patient care and services) performance and step change (implementation of scalable projects) activity. The new way of working will improve the visibility of performance against plan, enable tracking against agreed KPI measures, engage all staff in owning responsibility for performance. The Board will receive a presentation on the on this. 3 of 5

4 Transformational Change Capability: to support our transformation agenda we are underway to establish an integrated Transformation & Organisational Team which includes the Programme Management Office, Service, Communication & Engagement and HR Teams. As part of this work a core focus will be the redesign of our HR policies and processes to ensure they are fit for purpose. This work will be completed in partnership with our Taunton Partners. Transformation Programme Governance: We have implemented a robust governance structure to ensure the Transformation Programme delivers the outcomes and results required. This includes: A Transformation Programme Board A Benefits Realisation Group (the focus for this has been extended to support delivery of the Trust strategic plan and CIP) A robust programme management methodology An effective stakeholder communication and engagement plan Transformation Programme KPI s (Key Performance Indicators): The Transformation Programme will contribute to the achievement of the following results: a) Achieve 17m CIP cash release; income growth; cost avoidance b) Reduce admissions by X% against predicted growth (QIPP) c) Achieve 90% (Trust aggregate) bed occupancy d) Reduce length of stay by 0.5 (Trust aggregate) e) Reduce bed stock for existing acute services by min 20/max 50 f) Increase the number of additionally funded beds assigned to rehab and reablement g) Improved staff survey results from 3.66 to 3.8 (aggregate) h) Improved stakeholder feedback from 54% to 60% 4. Resource/legal/financial/reputation implications In the main, the Transformation Programme is being delivered through utilising internal resource (from the Transformation & OD Team as well as Operational staff). The external resource (and investment) involved is the agreed UEP support for the Total Ward Management Project and Management System implementation, and the external stakeholder feedback which was completed in the last financial year. From a financial perspective, we are currently quantifying investment in two areas of the Programme: (1) the senior leadership team development programme, and (2) additional pathway improvement/redesign work to support delivery of the CIP 5. Link to BAF/Key risks In relation to the BAF, the design of the Transformation Programme is focused to mitigate/remove a number of risks identified and reviewed by the Board. The impact of the scale of change resulting from the Transformation 4 of 5

5 Programme is monitored through the Transformation Programme Board and the implementation of the Service Change Impact Assessment tool. 6. Recommendation The Board is asked to discuss and note the content of this report. 5 of 5

6 TRANSFORMATION PROGRAMME - HIGH LEVEL PLAN Appendix 1 SUB-PROJECT Overall Status (RAG) ACTIVITY 2012/ /14 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Programme Set Up Off Track Strategy and direction of travel approved Reconfiguration of Programme Board completed Benefit realisation group established PMO 5 core basics implemented and consistently applied Programme design completed Programme commenced Pathway/Service Improvement/ Redesign Reconfiguation of pathway/service improvement completed Project governance established Pathway/service improvement commenced New pathway/service improvement identified and commenced a) Ward Management b) Theatres c) Patient Administration Pathway d) High level waste review Stakeholder Engagement Off Track Staff survey completed External stakeholder feedback collected New recognition scheme designed and implemented Interim communication & engagement plan approved Interim communication & engagement plan commenced Organisation Design Communication and engagement completed for Exec Team and Ops SF SF SF SF SF New Exec Team structure designed and implemented New senior management structure (Ops) designed Consultation process for Ops completed New senior management structure (Ops) implemented New senior management structure (Support Functions) designed Consultation process for Support Functions completed New senior management structure (Support Functions) implemented Leadership Future leadership capability/standards agreed Exec Team development programme commenced Senior leadership team development programme designed Senior leadership team development programme commenced Middle/junior management development programme designed Middle/junior management development programme commenced Management System Transformation Change Capability Future management system designed and approved Implementation plan approved and commenced Performance assurance framework established Basic standard in access, discharge and patient safety implemented BAU element of management system implemented in clinical areas BAU element of management system implemented in non-clinical areas Year 2 of Plan Step Change element of management system - SDM implemented Year 1 Exec Exec Exec Trans & OD; Finance; Snr Ops team Step Change element of management system - SDM implemented Year 2 Year 2 of Plan Off Track New PMO structure established Head of PMO outstanding New Service structure established New Communication & Engagement structure established New HR structure established Redesign of HR Strategy & Plan approved Redesign of core HR processes commenced Transformation & OD Team development programme commenced RAG Status Key: or On-track or Started, but at risk of going off-track Started, but off track

HOSPIRA (HSP US) HISTORICAL COMMON STOCK PRICE INFORMATION

HOSPIRA (HSP US) HISTORICAL COMMON STOCK PRICE INFORMATION 30-Apr-2004 28.35 29.00 28.20 28.46 28.55 03-May-2004 28.50 28.70 26.80 27.04 27.21 04-May-2004 26.90 26.99 26.00 26.00 26.38 05-May-2004 26.05 26.69 26.00 26.35 26.34 06-May-2004 26.31 26.35 26.05 26.26

More information

Median and Average Sales Prices of New Homes Sold in United States

Median and Average Sales Prices of New Homes Sold in United States Jan 1963 $17,200 (NA) Feb 1963 $17,700 (NA) Mar 1963 $18,200 (NA) Apr 1963 $18,200 (NA) May 1963 $17,500 (NA) Jun 1963 $18,000 (NA) Jul 1963 $18,400 (NA) Aug 1963 $17,800 (NA) Sep 1963 $17,900 (NA) Oct

More information

THE UNIVERSITY OF BOLTON

THE UNIVERSITY OF BOLTON JANUARY Jan 1 6.44 8.24 12.23 2.17 4.06 5.46 Jan 2 6.44 8.24 12.24 2.20 4.07 5.47 Jan 3 6.44 8.24 12.24 2.21 4.08 5.48 Jan 4 6.44 8.24 12.25 2.22 4.09 5.49 Jan 5 6.43 8.23 12.25 2.24 4.10 5.50 Jan 6 6.43

More information

NAV HISTORY OF DBH FIRST MUTUAL FUND (DBH1STMF)

NAV HISTORY OF DBH FIRST MUTUAL FUND (DBH1STMF) NAV HISTORY OF DBH FIRST MUTUAL FUND () Date NAV 11-Aug-16 10.68 8.66 0.38% -0.07% 0.45% 3.81% 04-Aug-16 10.64 8.66-0.19% 0.87% -1.05% 3.76% 28-Jul-16 10.66 8.59 0.00% -0.34% 0.34% 3.89% 21-Jul-16 10.66

More information

AT&T Global Network Client for Windows Product Support Matrix January 29, 2015

AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 Product Support Matrix Following is the Product Support Matrix for the AT&T Global Network Client. See the AT&T Global Network

More information

GOVERNING BODY MEETING held in public 29 July 2015 Agenda Item 4.4

GOVERNING BODY MEETING held in public 29 July 2015 Agenda Item 4.4 GOVERNING BODY MEETING held in public 29 July 2015 Agenda Item 4.4 APPENDIX A Strategic Planning Process 2016/17 Strategic Planning Process 2016/17 Interlocking processes 5 Year strategic process: reviewed

More information

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS* COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun

More information

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS* COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun

More information

Quality Impact Assessment. Executive summary

Quality Impact Assessment. Executive summary Report to Public Trust Board 28 th February 2013 Title Sponsoring Executive Director Author(s) Purpose Previously considered by Quality Impact Assessment Director of Quality and Safety/ Chief Nurse Director

More information

Board of Directors Meeting in Public: 15 May 2014

Board of Directors Meeting in Public: 15 May 2014 Item No: 15 Board of Directors Meeting in Public: 15 May 2014 Report Title: Talent Management Executive/NED Lead: Director of HR and OD Report author(s) Sarah Shirtcliff and Rachel Jackson Approval Discussion

More information

Governing Body Organisational Development Programme 2015/16

Governing Body Organisational Development Programme 2015/16 Governing Body Organisational Development Programme 2015/16 Governing Body meeting 5 February 2015 C Author(s) Julie Glossop, Senior Commissioning Manager Sponsor Idris Griffiths, Chief Operating Officer

More information

1. Appendix B - Outline Organisational Development Strategy

1. Appendix B - Outline Organisational Development Strategy 1. Appendix B - Outline Organisational Development Strategy Frimley Park Hospital NHS Foundation Trust s Acquisition of Heatherwood & Wexham Park Hospital Outline Organisational Development Strategy July

More information

Update on Stroke Reconfiguration Programme Birmingham, Solihull and Black Country

Update on Stroke Reconfiguration Programme Birmingham, Solihull and Black Country Update on Stroke Reconfiguration Programme Birmingham, Solihull and Black Country Agenda Item no 6 1. Purpose To provide an overview of the Birmingham, Solihull and Black Country Stroke reconfiguration

More information

OLDER PEOPLE IN HAMMERSMITH AND FULHAM - FUTURE NURSING HOME PROVISION

OLDER PEOPLE IN HAMMERSMITH AND FULHAM - FUTURE NURSING HOME PROVISION AGENDA ITEM NO. 5 HEALTH AND ADULT SOCIAL CARE SCRUTINY COMMITTEE 16 November 2006 SUBJECT OLDER PEOPLE IN HAMMERSMITH AND FULHAM - FUTURE NURSING HOME PROVISION WARD/S ALL CONTRIBUTORS PCT SYNOPSIS This

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

SOMERSET PARTNERSHIP NHS FOUNDATION TRUST ANNUAL REVIEW OF SAFER STAFING. Report to the Trust Board 26 May 2015. Head of General Nursing.

SOMERSET PARTNERSHIP NHS FOUNDATION TRUST ANNUAL REVIEW OF SAFER STAFING. Report to the Trust Board 26 May 2015. Head of General Nursing. SOMERSET PARTNERSHIP NHS FOUNDATION TRUST ANNUAL REVIEW OF SAFER STAFING Report to the Trust Board 26 May 2015 Sponsoring Director: Author: Director of Nursing and Patient Safety. Director of Nursing and

More information

ANNEXURE 1 STATUS OF 518 DEMAT REQUESTS PENDING WITH NSDL

ANNEXURE 1 STATUS OF 518 DEMAT REQUESTS PENDING WITH NSDL ANNEXURE 1 STATUS OF 518 DEMAT REQUESTS PENDING WITH NSDL Sr. No. Demat Request No.(DRN) DP ID Client ID Date of Demat Request Received Quantity Requested Date of Demat Request Processed No. of days of

More information

GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST ORGANISATIONAL DEVELOPMENT ACTION PLAN

GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST ORGANISATIONAL DEVELOPMENT ACTION PLAN GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST ORGANISATIONAL DEVELOPMENT ACTION PLAN 1. Aim 1.1. The purpose of this paper is to enable the Trust Main Board to; Note the summary assessment of where we

More information

Gloucestershire Health and Care Scrutiny Committee

Gloucestershire Health and Care Scrutiny Committee Gloucestershire Health and Care Scrutiny Committee Report Title Purpose of Report Is this for information or decision? Author Organisation Gloucestershire Clinical Commissioning Group update on Non- Emergency

More information

Analysis One Code Desc. Transaction Amount. Fiscal Period

Analysis One Code Desc. Transaction Amount. Fiscal Period Analysis One Code Desc Transaction Amount Fiscal Period 57.63 Oct-12 12.13 Oct-12-38.90 Oct-12-773.00 Oct-12-800.00 Oct-12-187.00 Oct-12-82.00 Oct-12-82.00 Oct-12-110.00 Oct-12-1115.25 Oct-12-71.00 Oct-12-41.00

More information

GM Area Team NPSA Conference 2013 COMMISSIONING FOR IMPROVEMENT: GREATER MANCHESTER HARM FREE CARE CQUIN 12/13

GM Area Team NPSA Conference 2013 COMMISSIONING FOR IMPROVEMENT: GREATER MANCHESTER HARM FREE CARE CQUIN 12/13 COMMISSIONING FOR IMPROVEMENT: GREATER MANCHESTER HARM FREE CARE CQUIN 12/13 Greater Manchester Large Scale Improvement 2.6 Million people NHS Greater Manchester = 1 cluster PCT (from 10 PCT s) (will become

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

Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138. Exhibit 8

Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138. Exhibit 8 Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138 Exhibit 8 Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 2 of 138 Domain Name: CELLULARVERISON.COM Updated Date: 12-dec-2007

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

Performance Management Strategy & Framework. Debbie Kadum, Chief Operating Officer. Debbie Kadum, Chief Operating Officer

Performance Management Strategy & Framework. Debbie Kadum, Chief Operating Officer. Debbie Kadum, Chief Operating Officer Reporting to: Trust Board Tuesday 25th July 2013 Enclosure 5 Title Sponsoring Director Author(s) Performance Management Strategy & Framework Debbie Kadum, Chief Operating Officer Debbie Kadum, Chief Operating

More information

Enhanced Vessel Traffic Management System Booking Slots Available and Vessels Booked per Day From 12-JAN-2016 To 30-JUN-2017

Enhanced Vessel Traffic Management System Booking Slots Available and Vessels Booked per Day From 12-JAN-2016 To 30-JUN-2017 From -JAN- To -JUN- -JAN- VIRP Page Period Period Period -JAN- 8 -JAN- 8 9 -JAN- 8 8 -JAN- -JAN- -JAN- 8-JAN- 9-JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- 8-JAN- 9-JAN- -JAN- -JAN- -FEB- : days

More information

Manchester City Council Report for Information. Managing Attendance (Real Time Absence Reporting)

Manchester City Council Report for Information. Managing Attendance (Real Time Absence Reporting) Manchester City Council Report for Information Report to: Subject: Overview and Scrutiny Human Resources Subgroup - 25 January 2011 Managing Attendance (Real Time Absence Reporting) Report of: Assistant

More information

Report to: Trust Board Agenda item: 13 Date of Meeting: 25 April 2012

Report to: Trust Board Agenda item: 13 Date of Meeting: 25 April 2012 Report to: Trust Board Agenda item: 13 Date of Meeting: 25 April 2012 Title of Report: Status: Board Sponsor: Author: Appendices HR Quarterly Report For information Lynn Vaughan, Director of Human Resources

More information

COE BIDDING RESULTS 2009 Category B Cars >1600 cc

COE BIDDING RESULTS 2009 Category B Cars >1600 cc Quota System A COE BIDDING RESULTS 2009 B Jan-2009 Quota 1,839 1,839 1,100 1,099 274 268 409 411 767 758 Successful bids 1,784 1,832 1,100 1,097 274 260 401 386 763 748 Bids received 2,541 2,109 1,332

More information

CQC Compliance Monitoring Framework

CQC Compliance Monitoring Framework At Care Group Level CQC Compliance Monitoring Framework 1. Utilising cascade training, Clinical Managers to ensure the staff within their Care Group are aware of the regulations, how to ensure compliance,

More information

S&P Year Rolling Period Total Returns

S&P Year Rolling Period Total Returns S&P 500 10 Year Rolling Period Total Returns Summary: 1926 June 2013 700% 600% 500% 400% 300% 200% 100% 0% 100% Scatter chart of all 931 ten year periods. There were 931 ten year rolling periods from January

More information

Report to Trust Board 29.11.12. Executive summary

Report to Trust Board 29.11.12. Executive summary Report to Trust Board 29.11.12 Title Sponsoring Executive Director Author(s) Purpose Previously considered by Transforming our Booking and Scheduling Systems Steve Peak - Director of Transformation Steve

More information

Delayed Transfers of Care Statistics for England 2012/13

Delayed Transfers of Care Statistics for England 2012/13 Delayed Transfers of Care Statistics for England 2012/13 Delayed Transfers of Care Statistics for England 2012/13 Annual Report First published: 24 May 2013 Prepared by Analytical Service (Operations)

More information

This image cannot currently be displayed.

This image cannot currently be displayed. This image cannot currently be displayed. WIRED 3 rd April 2014 Linking measurement to systematic improvement Learning from Improvement leaders such as IHI in driving quality James Mountford, UCLP Director

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

Complaints Annual Report 2011/2012

Complaints Annual Report 2011/2012 Complaints Annual Report 2011/2012 This report incorporates complaints handling for Basingstoke and North Hampshire NHS Foundation Trust and Winchester and Eastleigh Healthcare Trust for the period 1 April

More information

BROMSGROVE DISTRICT COUNCIL PERFORMANCE MANAGEMENT BOARD 16 DECEMBER 2008 PERFORMANCE MANAGEMENT BOARD PROPOSED PROGRAMME 2008/09

BROMSGROVE DISTRICT COUNCIL PERFORMANCE MANAGEMENT BOARD 16 DECEMBER 2008 PERFORMANCE MANAGEMENT BOARD PROPOSED PROGRAMME 2008/09 BROMSGROVE DISTRICT COUNCIL PERFORMANCE MANAGEMENT BOARD 16 DECEMBER 2008 PERFORMANCE MANAGEMENT BOARD PROPOSED PROGRAMME 2008/09 Responsible Member Responsible Head of Service Councillor - James Duddy,

More information

Patient Experience. Month Reported November 2010

Patient Experience. Month Reported November 2010 Patient Experience Report Month Reported November Section Section Section Section 4 Section 5 Section 6 Section 7 Patient Experience Deaths Incidents Pressure Sores Drug Errors Litigation Infection Control

More information

Maximising Ability, Reducing Disability. Dr. Áine Carroll Clinical Lead Valerie Twomey Programme Manager

Maximising Ability, Reducing Disability. Dr. Áine Carroll Clinical Lead Valerie Twomey Programme Manager Rehabilitation Medicine Programme Maximising Ability, Reducing Disability Dr. Áine Carroll Clinical Lead Valerie Twomey Programme Manager 1 Quality, Access and Cost Quality: Reduce morbidity: Reduced pressure

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

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

Every Patient Matters Project Scoping Document ()

Every Patient Matters Project Scoping Document () Every Patient Matters Project Scoping Document () * IMPORTANT: Please click here for a note on formatting and copying text from another document Project reference Project title Recruitment Project risk

More information

West Hampshire Clinical Commissioning Group: Primary Care Commissioning Committee

West Hampshire Clinical Commissioning Group: Primary Care Commissioning Committee West Hampshire Clinical Commissioning Group: Primary Care Commissioning Committee Date of meeting 28 May 2015 Agenda item 9 Paper No PCCC15/007 Federation Organisational Development Support Key issues

More information

Community Pharmacy in 2016/17 and beyond - proposals Stakeholder briefing sessions

Community Pharmacy in 2016/17 and beyond - proposals Stakeholder briefing sessions Community Pharmacy in 2016/17 and beyond - proposals Stakeholder briefing sessions 1 CONTENTS Contents This presentation describes our vision for community pharmacy, and outlines proposals for achieving

More information

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1 HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN Devised: September Review: September 2005 HR Strategy Implementation Plan 1 PEOPLE OBJECTIVE ACTIONS ACHIEVEMENT Create a work life balance culture within

More information

Board report for 31 May 06 Item 8

Board report for 31 May 06 Item 8 Board report for 31 May 06 Item 8 DRAFT Internal communications strategy Contents 1. Executive Summary 2. Introduction 3. Background 4. The vision for communications 5. Strategic objectives 6. Early priorities

More information

PATIENT JOURNEY BOARDS

PATIENT JOURNEY BOARDS PATIENT JOURNEY BOARDS at Manly, Mona Vale and Hornsby Ku-ring-gai Hospitals Sue Hair : Director of Nursing and Midwifery, Manly Hospital Deb Stewart : Manger Clinical Redesign, Northern Beaches and Hornsby

More information

Resource Management Spreadsheet Capabilities. Stuart Dixon Resource Manager

Resource Management Spreadsheet Capabilities. Stuart Dixon Resource Manager Resource Management Spreadsheet Capabilities Stuart Dixon Resource Manager Purpose Single view of resource data Shows rolling demand vs supply for 14 months, 2 months back, current month, and 11 forward

More information

Planning and Performance Management Framework

Planning and Performance Management Framework This document is available, on request, in accessible formats, including Braille, CD, audio cassette and minority languages. Planning and Performance Management Framework NT/SPP/08/08/5648 0.5k CCD Index

More information

GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST

GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST Appendix A PERFORMANCE MANAGEMENT FRAMEWORK Corporate Performance Document PATIENT EXPERIENCE CSF 1: Measure and exceed patient expectations, improving the

More information

Quality Governance Framework. July 2010

Quality Governance Framework. July 2010 Quality Governance Framework July 2010 Monitor s Quality Governance Framework Quality governance is the combination of structures and processes at and below board level to lead on trust-wide quality performance

More information

Agenda Item 9 Appendix 1. Organisational Development Plan. Potential for Excellence. 2014/15 2015/16. Author Lisa Webb

Agenda Item 9 Appendix 1. Organisational Development Plan. Potential for Excellence. 2014/15 2015/16. Author Lisa Webb Agenda Item 9 Appendix 1 Organisational Development Plan Potential for Excellence. 2014/15 2015/16 Author Lisa Webb June 2014 1 Contents Page 1. Introduction 3 2. Context 3 2.1 Framework of Excellence

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

Care Act Implementation Results of Local Authority Stocktake

Care Act Implementation Results of Local Authority Stocktake Care Act Implementation Results of Local Authority Stocktake Stocktake 4: May / June 2015 August 2015 Care Act Stocktake and support 1 August 2015 Care Act Stocktake and support 2 Contents Background and

More information

Miles Scott, Improvement Director Helen Buckingham, Executive Director of Corporate Affairs

Miles Scott, Improvement Director Helen Buckingham, Executive Director of Corporate Affairs To: The Board For meeting on: 28 July 2016 Agenda item: 8 Report by: Miles Scott, Improvement Director Helen Buckingham, Director of Corporate Affairs Report on: Ensuring NHS Improvement s Objectives are

More information

Procuring Surrey Community Health Services for 2017 and Beyond

Procuring Surrey Community Health Services for 2017 and Beyond Procuring Surrey Community Health Services for 2017 and Beyond Information and Networking Event Friday 25 th September 2015 Kemp Room, HG Wells Centre, Church Street East, Woking, Surrey GU21 6HJ AGENDA

More information

NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK

NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK 09/26 NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK EXECUTIVE SUMMARY From April 2009 an NHS wide common approach to complaint handling comes in to effect. This provides

More information

Ashley Institute of Training Schedule of VET Tuition Fees 2015

Ashley Institute of Training Schedule of VET Tuition Fees 2015 Ashley Institute of Training Schedule of VET Fees Year of Study Group ID:DECE15G1 Total Course Fees $ 12,000 29-Aug- 17-Oct- 50 14-Sep- 0.167 blended various $2,000 CHC02 Best practice 24-Oct- 12-Dec-

More information

Consumer ID Theft Total Costs

Consumer ID Theft Total Costs Billions Consumer and Business Identity Theft Statistics Business identity (ID) theft is a growing crime and is a growing concern for state filing offices. Similar to consumer ID theft, after initially

More information

Engaging staff and service users in Quality Improvement

Engaging staff and service users in Quality Improvement Engaging staff and service users in Quality Improvement qi.elft.nhs.uk @ELFT_QI The presenters have nothing to disclose Objectives for this session 1. Describe a framework for engaging people in quality

More information

Operational Plan Document for 2014-16. Royal Devon & Exeter NHS Foundation Trust

Operational Plan Document for 2014-16. Royal Devon & Exeter NHS Foundation Trust Operational Plan Document for 2014-16 Royal Devon & Exeter NHS Foundation Trust Operational Plan Guidance Annual Plan Review 2014-15 The cover sheet and following pages constitute operational plan submission

More information

Detailed guidance for employers

Detailed guidance for employers April 2015 3 Detailed guidance for employers Appendix A: Pay reference periods This document accompanies: Detailed guidance no. 3 Assessing the workforce Pay reference period calendars where the definition

More information

Board Executive and Divisional High Level Structure. 16-Dec-15 Version 3.4 1

Board Executive and Divisional High Level Structure. 16-Dec-15 Version 3.4 1 Board Executive and Divisional High Level Structure 16-Dec-15 Version 3.4 1 Non-Exec Vice Chairman Chair of FIBDC Chief Exec Director of Finance Non-Exec Chair of Q&P Medical Director Non-Exec Chair of

More information

Accident & Emergency Department Clinical Quality Indicators

Accident & Emergency Department Clinical Quality Indicators Overview This dashboard presents our performance in the new A&E clinical quality indicators. These 8 indicators will allow you to see the quality of care being delivered by our A&E department, and reflect

More information

GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD

GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD 7a GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD Date: 30 June 2016 Subject: Adult Social Care Report of: Lord Peter Smith, AGMA Portfolio Holder Health and Wellbeing

More information

Agenda item: 10 Attachment: 07

Agenda item: 10 Attachment: 07 Title of paper: Author: Exec Lead: Service Changes at Surrey and Borders Partnership NHS Foundation Trust (SABP) for People with Learning Disabilities Antony McCallum Senior LD Commissioning Manager for

More information

Start Your. Business Business Plan

Start Your. Business Business Plan Start Your Waste Recycling Business A TECHNICAL STEP-BY-STEP-GUIDE OF HOW TO START A COMMUNITY-BASED WASTE RECYCLING BUSINESS Start Your Waste Recycling Business Business Plan INTERNATIONAL LABOUR OFFICE

More information

Emma Sayner, Chief Finance Officer. Joy Dodson, Head of Business Intelligence

Emma Sayner, Chief Finance Officer. Joy Dodson, Head of Business Intelligence Agenda Item: 5.4 Report to: CCG Board Date of Meeting: 25 October 2013 Subject: Presented by: Author: Business Intelligence Report Emma Sayner, Chief Finance Officer Joy Dodson, Head of Business Intelligence

More information

INFORMATION MANAGEMENT AND TECHNOLOGY (IM&T) STRATEGY

INFORMATION MANAGEMENT AND TECHNOLOGY (IM&T) STRATEGY INFORMATION MANAGEMENT AND TECHNOLOGY (IM&T) STRATEGY 1 INTRODUCTION 1.1 This Somerset Information Management and Technology (IM&T) Strategy outlines the strategic vision and direction for the development

More information

Health and Safety Improvement Program (Continuous Self- Assessment) CSA Guidelines. October, 2014

Health and Safety Improvement Program (Continuous Self- Assessment) CSA Guidelines. October, 2014 Health and Safety Improvement Program (Continuous Self- Assessment) CSA Guidelines October, 2014 Contents 1 Executive Summary... 2 2 More information... 2 3 Context... 2 3.1 Continuous Self-Assessment

More information

Liverpool Women s NHS Foundation Trust. Complaints Annual Report : 2013-14

Liverpool Women s NHS Foundation Trust. Complaints Annual Report : 2013-14 Liverpool Women s NHS Foundation Trust Complaints Annual Report : 203-4 Contents Summary... 3 Strategic Context... 4 Complaint Levels... 5 Location of Complaints... 6 Causes of Complaints... 8 Timeliness

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

Socio-economic benefits of interoperable electronic health record systems in Europe the evidence -

Socio-economic benefits of interoperable electronic health record systems in Europe the evidence - Socio-economic benefits of interoperable electronic health record systems in Europe the evidence - Karl A. Stroetmann FRSM PhD MBA with Alexander Dobrev, Tom Jones, Yvonne Vatter empirica Communication

More information

Policy for the Management of Business Continuity

Policy for the Management of Business Continuity Policy for the Management of Business Continuity VERSION 2.1 Prepared by: Jeremy Cowen 29 January 2014 Page 1 of 7 1.0 Version Control Date Version Amendment Amended by 12 Jan 2011 1.0 Document created

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

Phase 1 of the project has now reached completion and has included the following areas of work:

Phase 1 of the project has now reached completion and has included the following areas of work: STUDENT JOURNEY PROJECT COMMUNICATIONS AND ENGAGEMENT STRATEGY This document provides; The background and strategic aims of the Student Journey Project The communications and engagement plan for the duration

More information

GE1 Clinical Utilisation Review

GE1 Clinical Utilisation Review GE1 Clinical Utilisation Review Scheme Name QIPP Reference Eligible Providers GE1 Clinical Utilisation Review QIPP 16-17 S40-Commercial The CUR CQUIN is aimed at large NHS acute providers of specialised

More information

BOARD OF DIRECTORS PAPER COVER SHEET. Meeting date: 29 November 2006 Agenda item: 7.4

BOARD OF DIRECTORS PAPER COVER SHEET. Meeting date: 29 November 2006 Agenda item: 7.4 BOARD OF DIRECTORS PAPER COVER SHEET Meeting date: 9 November 6 Agenda item: 7. Title: COMPLAINTS REPORT QUARTER 6/7 (1 July 6 3 September 6) Purpose: To update the board on the number and type of complaints

More information

National Homecare KPI performance Qtr 4 2016 * * aligned to NHS financial year

National Homecare KPI performance Qtr 4 2016 * * aligned to NHS financial year National Homecare KPI performance Qtr 4 * * aligned to NHS financial year Foreword This National Homecare KPI performance report the second we have published continues to shine a light on our performance

More information

Postgraduate Certificate - Quarry Management and Operations (Lafarge / Holcim)

Postgraduate Certificate - Quarry Management and Operations (Lafarge / Holcim) Programme Specification (Postgraduate) Date amended: June 2012 1. Programme Title(s): Postgraduate Certificate - Quarry Management and Operations (Lafarge / Holcim) 2. Awarding body or institution: University

More information

Performance Management Framework

Performance Management Framework Performance Management Framework Document Control: Document Author: Document Owner: Electronic File ame: Document Type: Stakeholder Consultation: Approval Level: Approval Body: Version umber: Associate

More information

Head of Internal Audit:

Head of Internal Audit: Head of Internal : Opinion on the effectiveness of the system of Internal Control at Northern Devon Healthcare NHS Trust for the year ended 31 March 2010 Roles and responsibilities The whole Board of Directors

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

Update on NHSCB Key features of (proposed) NHSCB operating model for primary care

Update on NHSCB Key features of (proposed) NHSCB operating model for primary care Aim to cover Update on NHSCB Key features of (proposed) NHSCB operating model for primary care NHSCB dental commissioning strategy all dental services Concept and context of local professional networks

More information

CENTERPOINT ENERGY TEXARKANA SERVICE AREA GAS SUPPLY RATE (GSR) JULY 2015. Small Commercial Service (SCS-1) GSR

CENTERPOINT ENERGY TEXARKANA SERVICE AREA GAS SUPPLY RATE (GSR) JULY 2015. Small Commercial Service (SCS-1) GSR JULY 2015 Area (RS-1) GSR GSR (LCS-1) Texarkana Incorporated July-15 $0.50690/Ccf $0.45450/Ccf $0.00000/Ccf $2.85090/MMBtu $17.52070/MMBtu Texarkana Unincorporated July-15 $0.56370/Ccf $0.26110/Ccf $1.66900/Ccf

More information

Complaint and Concern handling and learning

Complaint and Concern handling and learning TAUNTON & SOMERSET NHS FOUNDATION TRUST Complaint and Concern handling and learning Report to: Trust Board on 25 September 2013 Purpose of the Report: (Please type in Bold) This report sets out how the

More information

X Part 2 (Closed) Title of Paper 2015/16 Operational Plan Deliverables Quarter 1 Assurance report

X Part 2 (Closed) Title of Paper 2015/16 Operational Plan Deliverables Quarter 1 Assurance report CCG Board Meeting Paper Summary Sheet DETAILS Part 1 (Open) X Part 2 (Closed) Agenda Item Title of Paper 2015/16 Operational Plan Deliverables Quarter 1 Assurance report 5.3 Meeting CCG Board Date 3 September

More information

Outpatient Transformation Programme - Best in Class

Outpatient Transformation Programme - Best in Class Agenda Item: 2.20 Appendix One Outpatient Transformation Programme - Best in Class 1. Introduction Outpatient services are often the first point of contact that most elective care patients have with secondary

More information

Appendix 4 - Statutory Officers Protocol

Appendix 4 - Statutory Officers Protocol Appendix 4 - Statutory Officers Protocol Accountability Protocol for role of Director of Children s Services within the London Borough of Barnet Introduction In September 2014, the Chief Executive of the

More information

NHS Cumbria CCG Governing Body. 4 June 2014 17

NHS Cumbria CCG Governing Body. 4 June 2014 17 NHS Cumbria CCG Governing Body Agenda Item 4 June 2014 17 Developing an Informatics strategy to support the 2-5 year strategic and operational plan Executive Summary/Purpose of report: The report sets

More information

Discussion Assurance Approval Regulatory requirement Mark relevant box X X X

Discussion Assurance Approval Regulatory requirement Mark relevant box X X X Report to: Public Board of Directors Date of Meeting: 26 th February 2014 Report Title: Integrated Governance Dashboards January 2014 Status: For information Discussion Assurance Approval Regulatory requirement

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

Outline Brief for Development of Strategic Estates Plan for Bristol, South Gloucester, North Somerset and Somerset Clinical Commissioning Groups

Outline Brief for Development of Strategic Estates Plan for Bristol, South Gloucester, North Somerset and Somerset Clinical Commissioning Groups Item 13 Strategic Estates Planning Outline Brief for Development of Strategic Estates Plan for Bristol, South Gloucester, North Somerset and Somerset Clinical Commissioning Groups Phase 1: Priorities and

More information

WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK

WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK 1 Printed on recycled paper Print ISBN 978 0 7504 7415 3 Digital ISBN 978 0 7504 7416 0 Crown copyright 2012 WG

More information

Capacity Manager. Seamless Pathways of Care Test duration Mar 2013 Mar 2015 Author/Lead. Paula Tate Contact details

Capacity Manager. Seamless Pathways of Care Test duration Mar 2013 Mar 2015 Author/Lead. Paula Tate Contact details Capacity Manager Workstream Seamless Pathways of Care Test duration Mar 2013 Mar 2015 Author/Lead Paula Tate Contact details Paula.tate@nhs.net Contents tick Comments 1 Test of Change Proposal 2 PMP 3

More information

The CCG Assurance Framework: 2014/15 Operational Guidance. Delivery Dashboard Technical Appendix DRAFT

The CCG Assurance Framework: 2014/15 Operational Guidance. Delivery Dashboard Technical Appendix DRAFT The CCG Assurance Framework: 2014/15 Operational Guidance Delivery Dashboard Technical Appendix DRAFT 1 NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing

More information

Government proposals to reform vocational qualifications for 16-19 year olds in England

Government proposals to reform vocational qualifications for 16-19 year olds in England Government proposals to reform vocational qualifications for 16-19 year olds in England A consultation published by the Department for Education (DfE) on 7 th March 2013 What reforms does the consultation

More information

Risk Management Strategy & Implementation Plan 2014 2016

Risk Management Strategy & Implementation Plan 2014 2016 St George s Healthcare NHS Trust: the next decade Risk Management Strategy & Implementation Plan 2014 2016 DRAFT VERSION 6.0 UPDATED 19.11.14 Executive summary We know, from external assurances received

More information

Quality Governance Strategy 2011-2013

Quality Governance Strategy 2011-2013 Quality Governance Strategy 2011-2013 - 1 - Index Content Page Number Key Messages and context of the Strategy 3 Introduction What is Quality governance? What do we want to achieve? Trust Objectives Key

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