How To Write An Opi Programmeme Report

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1 APPENDIX 2 ICO PROGRAMME HIGHLIGHT REPORT: JULY AUG 2015 Author matt.dixon@srft.nhs.uk Report Number 7 Version 1.1 Date of Issue 25 th August 2015 Document Status For Information Document location Z:\ICO\ICO Programme Reports\General\ICO Programme Report July 2015 (R7-1.0).docx Circulation: Group Version Date Purpose Salford Locality Leadership Group st Aug 2015 ICO Steering Group th August 2015 For information meeting cancelled Updates following ICO OBC meeting (19 th Aug) & Deloitte Draft Phase 1 Report (21 st Aug)

2 1. ICO Programme Status Period: July 2015 Report Number Status: 7 Status (RAG) Amber Progress continues to be made against the following key milestones: 3 rd Quarter Outline Business Case to establish an ICO 4 th Quarter Full Business Case April 2016 Adult Social Care Staff and Functions, and accountability for Mental Health Services transferred to SRFT April 2016 Formal extension of Alliance Agreement to the full adult population (18+ incl.) and the creation of a section 75 pooled budget for the covering the same population. April 2016 Contractual/delivery models identified to include General Practice as equal partners in integrated care delivery The current amber status reflects the time critical requirements to: Rapidly increase our local programme capacity as momentum builds Gain clarity on the timing of Vanguard funding, a matter which significantly influences the programmes approach to delivery capacity, due diligence, GP involvement and the broader transformation programme Progress and complete the Financial and HR baselines for the ICO Our Vanguard investment ask of 5.17m for has been supported by NHS England subject to certain clarifications. Following dialogue, an updated document was submitted to NHS England Directors (Paul Baumann and Ian Dodge) on 12 th Aug for their consideration. A response is expected imminently. 2. Progress in the Period (June July 2015) 2.1. A summary of progress follows Vanguard Status The Salford Together Vanguard Value Proposition was submitted to the NHS England New Care Models (NCM) team on 30th June It asked for investment of 25m from to to realise 12m of recurrent savings by The savings were described as commissioner savings, and positioned as the contribution made by Integrated Care to the GM Devolution Local Sustainability plan

3 The 12m is in addition to the 12.6m commissioner savings forecast through the ICP Service and Financial Plan for Older People, making the ambition to realise 25m of recurrent commissioner savings by The NCM team evaluated the value proposition on the basis of releasing transformation funding for only. Our local ask of the transformation fund for this period is 5.17m. Our Value Proposition has been supported by the NCM Investment Committee (7 th July) subject to providing additional detail on (a) our investment ask, (b) our savings ambition and (c) the replicability of our local care model. Authority has been delegated to Paul Baumann and Ian Dodge to approve, subject to clearing up these matters. Following dialogue with the NCM team the Value Proposition was resubmitted on 12 th August, and a response is expected imminently. We have been advised this response may range between full approval of our investment ask, partial approval or to the request of further clarity Due Diligence, Finance & Contracting, Business Case (ICO Finance Group) From a financial due diligence perspective, Stage one of our two stage engagement with Deloitte is at completion. Their final draft output is being reviewed by local teams, and an action plan has been drafted and circulated for consideration at the August 2015 ICO Steering Group. This will provide an externally validated risk based framework to shape our programme activity until OBC stage The specification for the first stage of legal due diligence has been put out to procurement via a mini-competition against a framework. Three suppliers have been shortlisted for interview on 26 th August AM. A panel has been assembled and briefed, and their recommendation will be mailed to the ICO Steering Group for approval An OBC template has been agreed by partners and responsibility and deadlines for each section have been allocated to individuals through an approved action plan. The target for approval is the November 2015 board cycle (SCC Cabinet 8th Dec). Fortnightly meetings are in progress to deliver this work ICO Care Model Design & Delivery (ICO Care Model Design Group) The initial ICO Care Model/Shadow Management meeting was held on 16 th July and will now meet fortnightly in the lead up to the delivery of the OBC SRFT has produced a draft day 1 management structure for the ICO, which has been shared with SCC for comment. The intention is to finalise this structure as soon as possible to allow for the identification of senior postholders and the commencement of shadow management arrangements.

4 The intention is to broaden the membership of this group when the Day 1 management structure has been agreed between SRFT and SCC. In the interim, the intention is that bi-lateral meetings will be held between SRFT and GMW to progress the key principles of mental health involvement Mobilisation meetings have been held with Rothwell Douglas (beginning on 15 th July) to commence delivery of the Health Education North West (HENW) workforce development bid. This focuses on onboarding staff groups in preparation for the ICO. The first milestone in this work is identification of the core staff groups who will lead and participate in the work over the full course of the project, and a letter inviting them to participate in the project Other Terms of reference and a PID have been approved to initiate the Commissioning Governance and Assurance Workstream related to these activities. An ICP Plus steering group has been convened, with representation from all partners, with a brief to plan and oversee the extension of the integrated care model to the adult population, and including definition of the process to allocate Vanguard funding to service innovation initiatives A draft paper has been produced by the CCG and SRFT which sets out a joint vision for primary care leadership within Salford s new integrated care system, and proposes the development of a neighbourhood model for primary and community services, as part of the development of Salford s ICO A GP Design group is in place and meeting regularly to progress the development of options to include General Practice in integrated care delivery A CCG-led programme of engagement with General Practice continues, through visits to individual practices 3. Planned Activities in the Next Period (July August 2015) 3.1. Programme Office Enabling Actions Continue co-ordination of the refined Vanguard Value Proposition Agree the approach (with partners) to expand programme capacity and capability. A paper is scheduled for 1 st Sept ICO Finance group meeting Conduct an rapid impact assessment on the Deloitte First Phase Report Continue to Progress discussions with Monitor regarding the timing and scope of transaction review 3.2. Due Diligence, Finance & Contracting

5 Finalise procurement of programme legal advisors with an intended start date of 1 st Sept Continue to shape and co-ordinate inputs to the OBC through the approved action plan, with the target of the November 2015 board cycle (SCC Cabinet 8 th Dec) 3.3. Care Model Design & Delivery Continue the development of detailed proposals transfer and integration proposals for the staff groups and service functions of the proposed ICO 3.4. Commissioning Assurance Continued progression of activities relating to the commissioning arrangements for the new integrated care system in Salford 3.5. Other (CCG-led) Continue the development new GP care model options through the GP Design Group Continue practice level GP engagement programme 4. Key ICO Programme Milestones 3 rd Quarter Outline Business Case to establish an ICO 4 th Quarter Full Business Case April 2016 Adult Social Care Staff and Functions, and accountability for Mental Health Services transferred to SRFT April 2016 Formal extension of Alliance Agreement to the full adult population (18+ incl.) and the creation of a section 75 pooled budget for the same population. April 2016 Contractual / delivery models identified to include General Practice as equal partners in integrated care delivery 5. Risks, Issues & Key Dependencies 5.1. Risk Management Strategy An initial risk register has been produced as part of the programme planning process. Note that it will be refined and developed on completion of the first stage financial and legal due diligence activities. Until this stage, risks and issues principally concern programme timescales and resourcing. The main timescale and resourcing risks in relation to meeting the timescales set out in the PID:

6 5.2. Issues o The level of Monitor s scrutiny of our proposals. The full implications of this matter will not be clear until OBC stage. However, a detailed review of the transactional elements of the programme at FBC stage may add as much as 10 weeks to the programme. To ensure current programme governance arrangements are kept under ongoing review until agreement is secured for the extension of Alliance Agreement to the entire adult population 5.3. Key Dependencies Outline Business Case meets the approval of all partners. Continued regulatory support and proportionate transaction scrutiny by Monitor. Vanguard funding is released to increase our capacity to deliver change. 6. Recommendation 6.1. The group is requested to: Note this report Review and validate risk register