Capability Development Plan

1
Capability Development Plan

• Quarterly Review
• April 2007

2
Summary of capability development plan projects
Significant Work Moderate Work
2007
2008
Issue area and milestones
3
2
12
11
10
9
8
7
4
1
2
1
Responsible
6
5
3
Q4 Q1 Q2 Q3
Q4
Strategy
Ghazwa Alwani-Starr
1

• Short term objectives
• Clear vision and costed medium term Strategy
  based on health needs

Ann Radmore Tom Coffey
2
Strengthen decision making mechanisms, leadership
accountability

• Effective decision making
• Strong accountability Leadership
• New ways of working

3
Strengthening commissioning
Ghazwa Alwani-Starr Salman Rawaf

• Commissioning model
• Primary care commissioning
• Relationship Management

4
Performance management
David Avis

• Embed and strengthen performance management
• Strengthen systems relating to quality outcomes
  patient experience

Information
5
David Finch

• IM IT Strategy
• Knowledge base/information for commissioning
• Streamlined data sources

Staff
6
Di Caulfeild-Stoker

• OD Plan including Leadership programme
• Workforce Plan

David Avis
7
Financial balance and value for money

• Business case processes
• Benchmarking and disinvestment

Care Pathways
Andy Neil
8
A. Review, prioritise and develop
9
Provider Services
Di Caulfeild-Stoker Ghazwa Alwani-Starr

• Options for future provision
• Commissioning of Provider Services

3
Summary of key dependencies
gtObjective setting for Directors gtObjective
setting for Associate Directors gtAgree clinical
leadership on key clinical strategic
priorities gtEstablish PM scorecards/KPIS for key
areas of PCT gtIdentify Patient Experience
Clinical Quality outcomes to be
measured/establish method of measurement
ISSUE AND ACTION DEPENDENCIES
(ACTIONS) DEPENDENCIES
(AREAS)

Strengthen decision making mechanisms,
leadership accountability Strengthen
Commissioning Performance Management
1
2

• Strategy
• Achieve clarity and agreement on 1 year PCT
  objectives (until March 08)

3
4

• Decision making, leadership accountability
• Issue structure paper, consult and agree with
  Board
• Improve PDR process

2
gtAgree Commissioning Model within PCT gtClarify
and agree organisational structure, leadership
and working arrangements of IM and IT services to
provide robust central information resource
gtName/confirm director or lead on Performance
Management gtLink performance management of
corporate objectives with appraisal
mechanisms gtReview PDR process gtIdentify and
agree all information requirements of central
information resource gtReview and identify gaps in
staffing in light of new commissioning
arrangements gtIdentify staffing and training
needs for five year strategy gtInformation
Strategy gtIT Strategy gtOD and culture
development in Management Team, PEC and Board
Strengthen Commissioning Information Performance
Management Staff Information Staff Strategy In
formation Decision making, accountability
leadership
3
5
4
6

• Commissioning
• Agree commissioning model within PCT

3
5
6

• Staff
• Workforce Plan
• Organisational Development Plan

6
1
5
2
4
Summary of Progress
DELAYED ACTIONS ACTIONS AT RISK
PROJECT PROGRESS AGAINST
PLAN

• New Planning framework agreed note timescales
  bought forward (final plan due Oct 07)
• PCT priorities 07/08 agreed through Operating
  Plan and Local Area Agreement (LAA)
• Guidance received and Preparation for
  Commissioning Strategy Plan (CSP) underway.

• Public Health, Planning and Finance team
  responsibilities to be finalised in new structure

Strategy
1

Improving PDR process - HR resource (6,000)
unavailable
Decision making, leadership
accountability

• Structure paper issued and consultation period
  complete. Board approval Apr 07. New Director
  posts advertised.

2

• Agreement of Commissioning model within PCT
  deferred until Director of Commissioning is in
  post (Jun/Jul)
• Commissioning Strategy deadline deferred to 1st
  October in line with NHS London framework.
• Provider Commissioning Strategy and Provider
  Services SLA deferred until Provider
  Commissioning Manager in post (May)
• Clinical leadership on key priorities deferred
  (Jun/Jul)
• PPI leadership and young people engagement
  strategy deferred until Director of Strategy
  Performance in post (Jun/Jul)

• Primary Care Commissioning Strategy underway and
  will feed into Commissioning Strategy Plan (CSP)
• New PEC guidance announced

3
Commissioning

• Identify key measures and benchmarks (patient
  experience and quality outcome metrics) -
  Dependent on leadership accountability.

• New Director for Performance Management agreed
  through new structure post advertised
• Format for 2007/08 performance report agreed

4
Performance management

• Linking performance of priorities to performance
  appraisal (dependent on PDR process)
• Leadership accountability for patient
  experience
• and quality outcome metrics

5
Summary of Progress cont
DELAYED ACTIONS ACTIONS AT RISK
PROJECT PROGRESS AGAINST
PLAN

• Lead Director for IMT identified in new
  structure.
• IMT Strategy Development underway.

All actions to be taken forward by new Director
for IMT (Di Caulfield Stoker). Project plan may
be revised.
Information
5
Timescales will slip in line with implementation
of new structure. Current gap in support for
development of patient experience clinical
outcome metrics

• Draft annual workforce information report
• Staff Attitude Survey to Board (April).
• Leadership Programme under review along with NVQs
  and Mandatory Training.
• Workforce report completed and published.
• Review of Supervision policy completed. Mentoring
  scheme considered by MT.
• Recruitment review commenced, focus groups
  completed. Process mapping undertaken.
• Timetable for development of OD Strategy and Plan
  agreed.

6
Staff
Continuing resource constraints, including
OD/Training capacity and lack of CPD funding. AFC
workload continues to put strain on HR resources
Financial Balance value for money
7

• Three year investment plan prepared for April
  Board
• Investment meeting planned for April to address
  all investment, value for money business case
  issues as outlined in plan

All actions to be taken forward by new Director
for Commissioning (from Jun/Jul). Project plan
may be revised.
8
Care
Pathways

• Public Health lead identified.

Current constraints dedicated service redesign
resource.

• Timetable for exploration of future provision of
  provider services agreed at Provider away day.

Plan delayed by 3 months. Options will be
presented to Trust Board in September.

• Provider Services

9
6
Next Steps Milestones and current status
(April June 2007)

• STRATEGY
• Develop detailed project programme and schedule
  for 3/5 year plan
• Produce Draft Vision and Context)
• Plan all Directorate priorities and outcomes with
  performance monitoring proposals
• DECISION MAKING, LEADERSHIP, ACCOUNTABILITY
• Objective setting for Directors
• Agree new methods of working with the Board, PEC
  Management Team
• Objective Setting for Associate Directors
• STRENGHTEN COMMISSIONING
• Develop young people engagement strategy
• Develop Provider Services Commissioning Strategy
• Develop Strategic Commissioning Intentions
  document (now called CSP)
• PERFORMANCE MANAGEMENT
• Establish PM Scorecards/KPIs for key areas of PCT
• Link performance management of PCT priorities to
  performance appraisal mechanisms

• ACTION STATUS
• In progress
• In progress
• In progress
• In progress
• In progress
• In progress
• Not started
• Delayed
• In progress
• In progress
• At risk

7
Revised summary of capability development plan
projects
Significant Work Moderate Work
2007
2008
Issue area and milestones
3
2
12
11
10
9
8
7
4
1
2
1
Responsible
6
5
3
Q4 Q1 Q2 Q3
Q4
Strategy
Ghazwa Alwani-Starr
1

• Short term objectives
• Clear vision and costed medium term Strategy
  based on health needs

Ann Radmore Tom Coffey
2
Strengthen decision making mechanisms, leadership
accountability

• Effective decision making
• Strong accountability Leadership
• New ways of working

3
Strengthening commissioning
Ghazwa Alwani-Starr Salman Rawaf

• Commissioning model
• Primary care commissioning
• Relationship Management

4
Performance management
David Avis

• Embed and strengthen performance management
• Strengthen systems relating to quality outcomes
  patient experience

Information
5
David Finch

• IM IT Strategy
• Knowledge base/information for commissioning
• Streamlined data sources

Staff
6
Di Caulfeild-Stoker

• OD Plan including Leadership programme
• Workforce Plan

David Avis
7
Financial balance and value for money

• Business case processes
• Benchmarking and disinvestment

Care Pathways
Andy Neil
8
A. Review, prioritise and develop
9
Provider Services
Di Caulfeild-Stoker Ghazwa Alwani-Starr

• Options for future provision
• Commissioning of Provider Services

8
Summary of the Fitness for Purpose Process

• Fitness for Purpose Phase 1 The Assessment and
  Diagnostic
• In the summer of 2006 a Fitness for Purpose
  assessment was carried out by McKinseys and
  Department of Health facilitators. This comprised
  a financial assessment, non-financial assessment
  and a diagnostic process. The PCT scored amber in
  the Financial assessment. In the Non-Diagnostic
  assessment the PCT scored Green for Governance,
  Emergency Planning and Relationship Management
  and scored Amber for Strategy. The Diagnostic
  identified above and below typical capabilities
  in terms of progress towards becoming a world
  class commissioner.
• Fitness for Purpose Phase 2 The Capability
  Development Plan
• Prioritisation of key performance gaps
• The PCT Management Team was presented with a
  summary of key performance gaps identified
  through the FFP Diagnostic,. Significant gaps
  were then prioritised using a prioritisation
  matrix and 10 areas were identified as key
  priorities. Content experts were identified for
  each of these areas so that further analysis
  could take place.
• 1 Prioritisation (Strategic Planning)
• 2 Primary Care Strategy Setting, Data
  Gathering Negotiation (Provider Management)
• 3 Access to Diagnostics (Care Pathway
  Management)
• 4 Mental Health Strategy Setting (Provider
  Management)
• 5 Case Management(Care Pathway Management)
• 6 Patient Experience Goals (Strategic
  Planning)
• 7 Primary Care Provider Capability
  Development Management (Provider Management)
• 8 Quality Goals (Strategic Planning) Quality
  Outcomes (Monitoring)
• 9 Clinical Processes (Monitoring)
• 10 Negotiation in Secondary Care (Provider
  Management)