Item 15 Appendix 2 CORPORATE PERFORMANCE MANAGEMENT - May NHS Hambleton, Richmondshire and Whitby CCG
Introductory comments North Yorkshire & Humber CSU Performance Management We are committed to delivering the best quality and value for money in all of our services for all of our customers. As such, we are adopting a number of disciplines and processes to manage customer priorities, respond to changing demands and ensure high quality and cost-effective delivery. These disciplines include the introduction of time recording for our teams working on projects and services; the production of delivery status reports to highlight ongoing work for each customer; and the development of key performance indicators agreed with you and reported on monthly. When the suite of tools is complete this will enable us to track our inputs in terms of staff time and cost, through our working processes, to the outputs we deliver to you. Both you and our Heads of Service have been consulted on the development of the KPIs, which reflect the agreed activities and outputs in the Service Level Agreements/Service Specifications. These 'delivery KPI s represent a first and most critical element of our organisational scorecard which is being designed to meet the needs of all our stakeholders including our customers, NHS England and our staff members. Development of the Corporate Performance Management (CPM) system This dossier of reports represents the first iteration of our CPM system. Both the process and the utility of the results will develop with experience, but we are keen to demonstrate to you that we intend to manage - and not just measure - our performance from the start. We believe we have set robust measures that you would expect from your providers. As we improve the flow of information and analysis we hope to reduce the cycle of this reporting to you by one week next month, and by a further week thereafter, such that you receive the reports in the month following period end. In addition we will add further functionality to the system including customer satisfaction metrics, year to date figures and trend analysis, and capture mechanisms for those few performance indicators which we cannot currently and robustly report against. Our aim is to manage performance in partnership with you. Please do provide me with your feedback on both the content of these reports and the process by which you are involved. Any comments will be gratefully received. Please do share the reports with the appropriate service leads in your CCG. The reports In the following pages you will find a series of reports relating to our common, cross- CSU metrics applicable to all our services (such as response to service requests, complaints and governance issues) and then the Key Performance Indicators (KPIs) for each specific service. We have worked hard through a transition period to improve the delivery of our services to you, and I believe the early metrics attached support this view.
Key to the reports PI Status Alert Warning On target Tracking measure Unknown or zero value (see notes) Wherever an indicator has a red flag a brief narrative is included on the cause and the corrective action being taken. The terms numerator and denominator refer to the values within the KPI. For instance if measuring the number of FOI responses made in the agreed timescale, the numerator is the number of responses successfully made within the agreed time, and the denominator is the total number of responses required. This Month There have been a number of changes and improvements from last month. Heads of Service have reviewed the performance indicators for their areas and identified a number of changes. There have been some challenges in the data collection process but the process is becoming embedded. ly we will start trialling direct data entry into Covalent (our reporting system) rather than via spreadsheets. Some areas remain where greater clarity is needed some specific to individual services some more generic. These will be picked up as part of data collection starting for next month. We are currently working on a process which will ensure delivery of this report before the end of the month following the period top which the report refers.
CCG Report 3a - NHS Hambleton, Richmondshire and Whitby CCG: Cross- CSU Indicators Generated on: 02 July 2013 1: CSU Complaints Description Number of written formal complaints to Director level. Service Area Information Management and Technology Service Number of written formal complaints to Director level. Procurement Service Number of written formal complaints to Director level. Number of written formal complaints to Director level. Number of written formal complaints to Director level. Clinical Quality and Assurance Service Service Delivery and Assurance Service Medicines Management Service Number of written formal complaints to Director level. Business Intelligence Service Number of written formal complaints to Director level. Communications and Engagement Service Number of written formal complaints to Director level. Corporate Service Number of written formal complaints to Director level. Workforce and Organisational Development Service 4
2: Governance Failures Description Service Area Information Management and Technology Service Procurement Service Clinical Quality and Assurance Service Service Delivery and Assurance Service Medicines Management Service Business Intelligence Service Communications and Engagement Service Corporate Service Workforce and Organisational Development Service 5
3: Service Enquiry Response Description Service Area Information Management and Technology Service 100% 90% 100% Procurement Service 100% 90% 100% Clinical Quality and Assurance Service Service Delivery and Assurance Service Medicines Management Service 100% 90% 100% 100% 90% 100% 100% 90% 100% Business Intelligence Service 100% 90% 100% Communications and Engagement Service 100% 90% 100% Corporate Service 100% 90% 100% Workforce and Organisational Development Service 100% 90% 100% 6
CCG Report 3b - NHS Hambleton, Richmondshire & Whitby CCG: Service Indicators Generated on: 02 July 2013 Business Intelligence Service BI 1.HRW Returns Statutory and Mandatory Returns are submitted by Required s 100% 100% 100% John Fitzsimmons; Richard Reed BI 2.HRW Reporting System Availability 95% availability of dynamic reporting systems (e.g. Midas, Covalent) 100% 95% 100% John Fitzsimmons; Richard Reed BI 3.HRW Data Uploads Data uploads completed to published schedules 98% Unable to provide need to determine definition. June onwards John Fitzsimmons; Richard Reed BI 4.HRW General Query Response General query response - max 48 hours for initial response 95% Unable to provide. Job logging system being amended to capture data for KPI. Target July period report onwards John Fitzsimmons; Richard Reed BI 6.HRW Ad Hoc Requests Meeting agreed timelines for ad hoc data requests 60% 90% 65.5% Deadlines on 3 not met due to delay in S Tees responding to request and queries - HRW notified. One case on hold with agreement of HRW until further clarification from CCG. John Fitzsimmons; Richard Reed 7
Clinical Quality and Assurance Service CQA 1.HRW Complaints for Customers CQA 2.HRW Complaints Acknowledged for Customers CQA 3.HRW SI Compliance CQA 4.HRW CQUINs CQA 5.HRW PALS Responses CQA 6.HRW SI Response CQA 8.HRW Clinical Audits Numbers of complaints dealt with (on behalf customers) Complaints acknowledged in 3 working days Adhere to statutory requirements for SI Timely delivery of CQUINs/quality inputs to allow contract sign-off Response to PALs in line with national guidance Log and respond to incidents in 2 working days of notification 90% clinical audits completed within specified timeframe (including agreed project exception plan/formal change) 0 N/A 3 Lynn Poucher 100% 95% 100% Lynn Poucher 100% 100% 100% Lynn Poucher 100% 100% 100% Lynn Poucher 100% 95% 100% Lynn Poucher 100% 100% 100% Lynn Poucher 100% 90% 100% Lynn Poucher 8
Communications and Engagement Service CE 1.HRW C and E Projects Numbers C&E customer projects 10 N/A 19 7 new projects for May Lee Squire CE 2.HRW CE 3.HRW CE 4.HRW Project Quality Media Query Initial Response Media Satisfaction Projects delivered with agreed time and cost targets (including agreed project exception plan/formal change control) 100% initial response to media queries within 3 hours Media satisfaction with the way the CSU handles media matters for CCG 100% 95% 100% 1 completed - non slipped Lee Squire 100% 100% 100% CE 5.HRW Positive Media Stories Nos. Positive media stories achieved 8 N/A 14 one round robin HSJ email not answered due to query FOI - KPI changed to initial response within 3 hours - tracking information being amended to record accordingly Lee Squire 70% Survey not yet carried out Lee Squire A proactive media plan is being developed to increase positive stories Lee Squire 9
Corporate Service CS 1.HRW CS 2.HRW Freedom of Information Requests FOI Acknowledgements Number of Freedom of Information Requests FOIs acknowledged within 2 working days of receipt 12 N/A 29 Quintina Davies 100% 100% 96.6% Quintina Davies CS 3.HRW FOI Responses FOIs responded to in 20 days 94.74% 95% 94.7% one day late due to complex request Quintina Davies 10
Information Management and Technology Service IM&T 3.HRW Account Requests IM&T 6.HRW Incidents fix time IM&T 7.HRW IM&T Complaints IM&T 9.HRW Hardware Inventory IM&T 10.HRW Project Quality Access account requests with be processed in 3 working days Incidents will be resolved in the target fix time Respond to complaints in line with IMT service management complaints procedure All known hardware inventory are recorded on the asset register Projects will be delivered within agreed time and cost targets including any agreed project exception plan or other formal change control 100% 90% 100% 45.46% 85% 65% 100% 100% 100% 100% 100% 100% This information is retrieved directly from our service desk software, we are currently developing a reporting function, which will be in place from July, as we recognise the data needs further refinement This information is retrieved directly from our service desk software, we are currently developing a reporting function, which will be in place from July, as we recognise the data needs further refinement This information is retrieved directly from our service desk software, we are currently developing a reporting function, which will be in place from July, as we recognise the data needs further refinement This information is retrieved directly from our service desk software, we are currently developing a reporting function, which will be in place from July, as we recognise the data needs further refinement Doug Scott Doug Scott Doug Scott Doug Scott 100% 100% 100% Doug Scott 11
Medicines Management Service MM 1.HRW MM 2.HRW MM 3.HRW MM 4.HRW Annual Visits QIP Plans Meeting Attendance Reports 100% of GP practices who agree to an annual visit receive one 90% of Medicines Management Quality Improvement Plans implemented in practices Attendance at required CCG commissioning and quality meetings Quarterly reports issued on time and to required quality (interpretation of the common indicator) 100% 100% 100% Jackie Lyon 0% 90% 0% 22 plans agreed for implementation during 13/14 Jackie Lyon 100% 100% 100% Attendance still to be agreed Jackie Lyon 100% 95% 100% Jackie Lyon 12
Procurement Service PROC 1.HRW PROC 2.HRW PROC 3.HRW PROC 4.HRW PROC 5.HRW PROC 6.HRW PROC 7.HRW Procurement Projects Number of procurement projects 0 N/A 0 Gary Metcalfe Project Quality Project Compliance Projects will be delivered within agreed time and cost targets including any agreed project exception plan or other formal change control. 100% procurement projects with appropriate compliance to UK/EU legislation 100% 100% 100% No completed tenders to date Gary Metcalfe 100% 100% 100% No completed tenders to date Gary Metcalfe Project Benefits Projects delivering required benefits 100% 95% 100% No completed tenders to date Gary Metcalfe Electronic Tenders Project Completion Sustainability 80% of tenders processed electronically Complete 100% of non complex procurements within 120 days Procurement projects embedding sustainability in evaluation methodology 100% 80% 100% No completed tenders to date Gary Metcalfe 100% 100% 100% No completed tenders to date Gary Metcalfe 100% 90% 100% Gary Metcalfe 13
Service Delivery and Assurance Service SDA 1.HRW Current Project and Programmes SDA 4.HRW Clinical Network Feedback SDA 5.HRW Individual Funding Requests SDA 6.HRW IFR Compliance SDA 7.HRW Choose and Book Response SDA 10.HRW PSO Reports Numbers of current live projects and programmes Feedback reports delivered on recommendations from clinical network meetings that we agreed to attend. Number of Individual Funding Requests received Individual Funding Requestscompliance with 40 days DH response target Customer helpdesk for choose and book - respond to queries within 2 working days PSO Reports issued on time and to agreed quality 0 N/A 1 Jo Gaunt 100% 95% 100% Numerical return is based on the Clinical Network Board and associated commissioner forum. For the most part these have yet to be re-established or reconfigured to fit new NHS England Clinical Network format. As the Clinical Networks are still in transition, there have been a numerous meetings outside of/ in place of formal Network Board and Commissioning Group Meetings. It is important to note that similar/ replacement meetings are starting to be timetabled from June onwards. However, there are regular meetings/ feedback on clinical networked services including Cancer locality meetings; stroke service development meetings, cancer peer review meetings, links to Major Trauma Operational Delivery meetings etc. Jo Gaunt 19 N/A 37 Jo Gaunt 100% 90% 100% 100% 95% 100% All IFR requests responded to within 40 days. Those received later in the month have yet to be closed. But not breaches on these numbers to date. Practices querying finding services on C&B. Particularly at S Tees Hospitals Jo Gaunt Jo Gaunt 100% 95% 100% Jo Gaunt 14
Workforce and Organisational Development Service WF 1.HRW WF 2.HRW WF 3.HRW Training Employment Advice Recruitment Compliance with statutory and mandatory training requirements Requests for employment relations advice are responded to in one day Recruitment process to approved post complete within 60 days 100% 80% 100% Roll out of first module of CBLS by end of June followed by 7 further modules by end of July Janet Thacker 100% 90% 100% Janet Thacker 100% 95% 100% Janet Thacker 15
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