Annual Plan 2013-14
Progress Report Q1
Annual Plan Progress Report – Quarter 1 Summary
STRTEGIC
DRIVER /
ENABLER
SUMMARY OF PROGRESS / ACTIONS TO MITIGATE ANY SLIPPAGE
ANNUAL PLAN PROGRESS BY STRATEGIC DRIVER/ENABLER
SUMMARY OF RISKS, ISSUES, CONCERNS AND CHANGES
DQI 4 Reducing ligature risks and improving privacy and dignity on wards – Manor house construction is on track with Kier
forecasting completion in October, a month early.
Driving
Quality
Improvement
DQI 1 Suicide Prevention - There has been a date change within the project, as the data gathering and consultation is now
going to continue to Sept 2013.
DQI 2 Safer Care – Delay, Not all pilot populations have been identified in safer care and the outstanding areas have been
escalated to Ros Alstead and Michael Marven
DQI 5 Reducing Preventable HCAI - Date changes have been made regarding infection control, as environmental audits
started in Q2 and none occurred in Q1
DQI 3 Productives - Moderate risk associated with sustainability within Oxon MH inpatient
wards due to capacity. Revised Productive Care delivery model commencing Q2 to help
reduce risk and monitoring system in place to support.
DQI 7 Providing high quality PMVA training - We are still awaiting milestones for PMVA
training
DQI 6 Preventing Vulnerable Groups from Flu - There has been a delay in community services flu campaign. It has been
circulated to divisional directors and awaiting confirmation to distribute to locality teams
Operational DOE 2.4 Forensic Services – strategic review - Delayed, high level options document has been presented for consideration
Excellence
DOE 3.1 Review of Inpatient services for older adults – Delayed, consultation document drafted and awaiting decision to
proceed with consultation
scope of existing dashboards and the demand for more and more reports/dashboards means
that priorities for the team are constantly under review.
Workload is being prioritise where delivery of new dashboards / reports enables:
DOE 3.4 Interface medicine and EMU Phase 3 – Delay in estate issues for clinics identified, options appraisal completed and
under consideration
•
clinical staff to increase their productivity e.g. productivity DB
•
clinical staff to take responsibility for their data e.g.. Data quality DB
DOE 4.2 (CUBE) Systems will go live and full training programme will be implemented – Delayed start date, Additional
datasets to be added to the CUBE in line with priorities identified for dashboard developments. Directory of services work
delayed as specification of requirement is needed. Service areas will need to provide summary descriptions
•
time saved by performance leads / other staff e.g.. performance DB
Delivering
ILT 3 Oxford Academic Health Consortium (OAHC) – Delay, dementia project has been reviewed and Rupert McShane
Innovation, confirmed as programme director. Currently in the process of identifying resource and developing plan to deliver
Learning outcomes. This has had a knock on effect on being able to establish working group(s) and run dementia conference
and
Teaching
ILT 1 Academic Health Science Network - Risk that funding not available in amounts
previously thought. Risk that clinical networks fail due to lack of engagement
ILT 2 CLAHRC - Interview team were happy with interview and now waiting to hear back.
Important that developments relevant to the CLARHC are carefully coordinated to ensure
alignment with service developments
Number of Milestones
DOE 1.2 Improving Transitions for young people into adult Services – Date change, Pathway presented to Joint
Management Group in July but discussions regarding staffing and funding are on-going. There has been a delay in scoping
DOE 3,7 Rehabilitation and Therapies - Insufficient project management time to support
the model, the transition group is set up and workshop for service mapping arranged
CQUIN delivery has been raised as a risk in the service
DOE 2.1 Integrated locality-based community MH services – no update was provided to confirm whether a draft clinical
DOE 4.1 (CUBE) To develop the productivity/capacity dashboards aligned with service
model had been presented and there has been a delay in an operational policy being agreed, which is currently under
discussion.
models - Live status will be dependant on completion of audit by external auditor. Await start
date for audit from Mark Underwood.
DOE 2.2 Integrated Psychological Therapies and medicines services pathway –Organisational change complete but more
Delivering work required in developing integrated pathway
DOE 4.2 (CUBE) Systems will go live and full training programme will be implemented – The
ILT 3 OAHC/AHSC - AHSC engagement workshop in July to outline plans and next steps and
vision for AHSC
DOB 1.1 Develop capacity to design and develop innovative and new service models –The
largest concern that has arisen relates to strong opportunities identified with occupational
health but there is a concern that existing structure is insufficient to be able to deliver current
services.
Developing
our
Business No milestones are due this quarter
DOB 1.2 Establish a marketing programme and strategy for the trust - A Trust wide strategy is
required which builds on commissioned services organizational development. A commercial
strategy will be a subsection of this organizational report but is required to be delivered by
Trust business development post (for commissioned services).
DOB 2.1 Establish a dedicated resource to implement the OHFT Membership Strategy – Lack
of dedicated resource limits team capacity to deliver Membership strategy
DOB 2.2 Remodel communications and engagement team - Team capacity due to interim
arrangements ending in August 2013 and Head of Communications departure Sept 2013.
Team morale - 12 months since original remodel was proposed to CEO/ EDs
Developing
Leadership,
No milestones are due this quarter
People and
Culture
GMT 1.3 Lifecycle Management (IT Assets) - Review Access to GP systems from trust PCs has not started yet begun due to
capacity issues within IT department
Getting the GMT 2.1 Improving IT skills – Capacity issues delaying work in defining requirements for this project
Most of
Technology GMT 2.2 New/Update Applications – Trust services IPhone app has been deferred
NEXT STEPS
Although all the milestones are on track, the milestones have a longer duration and therefore
difficult to monitor progress throughout the year. Further detail on the business plan is
required in order to better monitor progress on a quarterly basis.
GMT 1.1 Mobile working supported - Unreliability of mobile data network and poor form
factor of laptops as a solution has resulted in termination of the project.
As discussed in the summary, there are concerns regarding capacity issues in a number of the
projects
•
We will work with heads of department to provide milestones/dates for
the projects which have yet to provide detail (highlighted in grey above)
•
We will work with department heads and performance leads to link the
business plans to key performance indicators and provide a dashboard
for each strategic driver/enabler. These will be based on rates (bed days
or patient contacts) and we hope that they will contain comparisons with
targets, previous performance (average or cumulative) and
benchmarking
•
We will work with heads of department and review slipped milestones
(highlighted in red above) and identify what impact they have on other
milestones in the project and whether there are dependencies within
other projects
GMT 3.1 IT service management – Establish agreed IT service catalogue is in progress but has been impacted by capacity
issues
UEE 1.2 Condition of buildings will be a minimum of Category B/C – Delay, condition of buildings has been assessed but
capital works required to achieve compliance has not been.
UEE 1.3 New build /refurbishment projects will ensure agreed building standards are met – establishing minimum build
standards for clinical buildings is delayed, work in progress.
UEE 1,1 Statutory and mandatory maintenance obligations will be completed to schedule -
UEE 3,4 Ensuring clarity of roles, personal objectives and performance measurement criteria – Delayed, to be developed
until new Director arrives
to achieve minimum standard has been requested approval is expected Q2
Addition resources required to maintain agreed level of compliance
Using our
UEE 3.2 Establish and agree an Estate strategy - Delayed. FIC instructed delay until in final version of Estates Strategy in July
Estate
until November 2013 to enable Service remodelling plans from clinicians to be defined, and impact on estate analysed.
Efficiently
UEE 1.2 Condition of buildings will be a minimum of Category B/C - The investment required
UEE 3.7 Estate services will be delivered in a timely manner and in and in accordance with agreed. - Deferred until new
Director starts
Appendix A
Full Detail of Annual Plan:
 Critical Milestone Map
Ref
Apr 13
May 13
June 13
July 13
Aug 13
Sep 13
Oct 13
Nov 13
Dec 13
DQI 1
Driving Quality
Improvement
DQI 2
Jan 14
Feb 14
Mar 14
FY15 Q1FY15 Q2FY15 Q3FY15 Q4 FY16
Learning events
Project launched
Best practice
Scoping exercise (end date was Jun 13)
End report
Training
Plans to spread within org. have been developed
100% outcome measures reported on Extranet
Pilot populations have been identified
Key changes implemented in the pilot pops
Completion of the first audit cycle of the IHI patient safety culture questionnaire
All participants are registered on the IHI Extranet
Complete introductions
Dedicated learning and sharing events
Introduce sustainability model
DQI 3
Manor House- Construction period
Manor House- Staff training
Manor House- Procurement
Manor House- ICT
Manor House- FM/Hotel services
Manor House- Commissioning Communications
DQI 4
DQI 5
Continuing with the ATP (cellular activity) environmental screening
Roll out MRSA screening in OA
Rev. infection control training (delayed from Apr-13)
New infection control training programme
DQI 6
First draft of community services flu campaign
DQI 7
Patient experience strategy presented at IGC
Patient experience strategy approved
DQI 8
DQI 9
DOE 1.1
Integrated Management structure in place, Integrated care pathway to be defined
ASD pathway – PM agreed and project scoped
Developing services for young people with emerging personality disorder – Oxon pilot , implementation and launch
Developing services for young people with emerging personality disorder – Draft service model agreed, costing's agreed (end date delayed from Jun-13)
Children and young people with complex physical health needs - transitions to adult services – Scoped model
Prepare and move to implementation
Develop model
DOE 1.2
DOE 1.3
DOE 2.1
DOE 2.2
Consultation with staff, implementation of model
Evidence based model of care
Set up service user/carer focus groups. Draft Clinical Model presented
Scoping exercise to establish gaps in service provisions and develop options
Agreed strategy for forensic services and reconfiguration of estates
Commence execution plan
Detailed plans for reconfiguring and transferring patients
DOE 2.4
Delivering Operational Excellence
DOE 2.5
Deliver plan
Production of agreed pathway
Draft model
DOE 2.6
Business Case Developed, Staffing Review,
Commence Implementation
DOE 3.1
Single model of service across Oxon/Bucks Sept/Oct 2013
Consultation with SPNCC and HOSC
Reduce length of stay in older adult wards – new model
New model implemented
Integrated Teams Phase 1 complete (community services)
PID Developed and signed off
DOE 3.3
DOE 3.4
Acute psychological medicine service development (with OUHT) live
Community psychological medicine service implementation
Integrated Psychological Therapies pathway Model complete
DOE 2.3
DOE 3.2
New pathways and model of care operationalised
Operation policy agreed
Integrated Teams Phase 2 complete (older peoples MH)
Clinical workshops, Costing of 7 day model
PID Developed
Integrated Teams Phase 3 complete (Oxfordshire
County Council)
Review Phase 1/2
Urgent care pathway in
Bucks launched
Pathway in Oxon launched
Estate issues scoped and plan confirmed
New pathway for EMU and interface medicine piloted (Abingdon)
Project Charter, Clinical design workshops
Model phase 2 starts
PID developed
Witney EMU Launched
Implementation
DOE 3.5
Project completed
DOE 3.6
Operational Policy Agreed
DOE 3.7
Cross use of sessional posts
DOE 4.1
Productivity/Capacity Dashboard Prototype
Frail Elderly pathway redesign complete, implementation commences
Frail Elderly pathway implementation complete
Productivity/Capacity Dashboard Live
RIO, ESR, Fin., Safeguard
DOE 4.2
Integrated SPA started, end date TBC
Cost centre and service groups
Urgent care, Learning and Dev. Forensic
GL, UGI and Others, Reablement, Medicines and prescription, Primary
Systems Detailed Data: RiO, ESR, Finance (start date delayed to July)
Directory of Services
Development of training materials
DOE 5.1
DOE 5.2
Briefs for all 2nd round projects received and entered into tracker
Consultation with SPNCC and HOSC
Expansion. of training manual
Develop CIP/mitigation plan for any forecast shortfall against target
Consultation with SPNCC and HOSC
Development of reports in Patient Level Information Costing system
Implementation of Patient Level Information Costing system
Agree Service Lines and reports to support Service Line Management system
General users’ training
Start date
Final milestone
Complete
Delayed
Date change / milestone at risk of slippage
Milestone from start to end date
Developing Our
Business
Delivering Innovation,
Learning & Teaching
Ref
Apr 13
May 13
June 13
ILT 1
Aug 13
Sep 13
Oct 13
Nov 13
Dec 13
Jan 14
Feb 14
Mar 14
Encourage the establishment of contribution to wealth creation (end date was Jun-13)
Shortlisting, international selection review and panel interview
NIHR confirm CLARHCs
Recruit Programme Director, identify project resource and approve plan
Agree project outputs
CLARHC funding officially starts, programme commences
Establish working group(s) and run dementia con. (Delayed)
Designation panel reviews full application and interviews
Eligibility to submit full application if shortlisted
AHSC- Submit pre-qualifying Questionnaire (end date was May-13)
ILT 4
FY15 Q1FY15 Q2FY15 Q3FY15 Q4 FY16
Develop our own clinical networks
CLARHC application submitted
ILT 2
ILT 3
July 13
AHSN Authorised
New designation for selected AHSCs commences
DoH confirms selected AHSC’s
Design R&D strategy
Design, develop and implement clear processes to support with R&D strategy
Framework and outline agreed
DOB 1.1
Collating the ideas for further analysis
Scoping exercise- prioritise and analyse ideas (short term ideas)
Scoping exercise- prioritise and analyse ideas (long term ideas)
DOB 1.2
DOB 2.1
DOB 2.2
DOB 2.3
DLP 1.1
Market analysis of current commercial position
Interim arrangements in place
Start to Build network of wellbeing champions across the Trust (end date Mar-14)
Quarterly wellbeing days
Quarterly wellbeing days
DLP 1.2
Quarterly wellbeing days
Build network of wellbeing champions across the Trust Complete
Launch wellbeing guide for staff and managers
Annual programme of public health campaigns
Start to Implement specific projects./initiatives (end date Dec-15)
Start to Improve uptake of flu
vaccination (end date Mar-14)
Quarterly wellbeing days
Raise managers’ awareness of the ser., publish KPI’s and SLA’s Complete
Improve uptake of flu vaccination Complete
Start to Raise managers’ awareness of the service, publish KPI’s and SLA’s (end date Mar-14)
Advertise services via wellbeing site on intranet
Implement specific projects./initiatives Complete
Develop and implement stress management training
Ensure national and local staff survey programme meets org. needs
Developing Leadership, People and Culture
DLP 2.1
DLP 2.2
DLP 2.3
DLP 2.4
DLP 2.5
DLP 2.6
Start to Communicate results of staff surveys needs (end date Mar-15)
Start to Support operational leads to develop and implement action plans in response to staff survey results (end date Mar-15)
Review Trust and Divisional recognition schemes to provide a consistent approach
Start to Support op. leads to ensure effective staff consultation as
Support operational leads to ensure effective staff consultation as part of service remodelling programme Complete
part of service remodelling programme (end date Mar-15)
Start to Further develop partnership working model (end date Mar-15)
Further develop partnership working model Complete
Staff handbook developed and made available to all staff
Review terms of reference for policy group and membership
Start to Improve effectiveness of policy group
All HR policies updated and compliant with legislation
DLP 2.7
DLP 3.1
DLP 3.3
DLP 3.4
Establish system to identify new manager appointments and agree development needs
Review use of Learning and Management Development f/w against new NHS leadership competences
Start to Increase in team away days including use of MBTI (end date Mar-15)
3.5
Start to Ensure HR policies and practices enable and support effective team based working (end date Mar-15)
Increase no. of staff who are trained and can competently carry out investigations
Review casework on a regular basis to ensure consistency and develop precedents log
DLP 4.3
DLP 4.4
DLP 4.5
DLP 4.6
DLP 4.7
DLP 4.8
Review appraisal process and identify best approach to linking with changes to T&C complete
Link values to appraisal process Complete
Incorporate consideration of staff wellbeing into appraisal process Complete
SME work to revise content especially refresher training
Pilot & introduction of e-assessments to reduce training volume
Put in place a consistent approach to talent management and succession planning across org.
Review PDR process to ensure it supports succession planning and talent management
Begin Identification of management structure (end date Mar-16)
Ensure HR policies and practices enable and support effective team based working Complete
Increase in team away days including use of MBTI Complete
Simplify assessment within leadership development framework to contribute to TNA
Continue use of teamwork development structure/process to embed care pathways
Use of Action Learning Sets and other tools to underpin service remodelling
DLP 4.1
DLP 4.2
Develop guidance for managers in policy appl.
Improve effectiveness of policy group Complete
Review and improve management training on HR policies
Further develop metrics and provide information to DD’s on a monthly basis
Start to Rev. appraisal process & identify best approach to linking changes to T&C (end date Mar-15)
Start to Link values to appraisal process (end date Mar-15)
Start to Incorporate consideration of staff wellbeing into appraisal process (end date Mar-15)
DLP 3.2
DLP
Communicate results of staff surveys. needs Complete
Support operational leads to develop and implement action plans in response to staff survey results Complete
Senior HR bus. partners to work with Op leads to ensure workforce
plans reflect services remodelling programme and plans
Put in place a ‘total reward’ approach including consideration of Employee Assistance Programme
Extend competence based interviewing across the Trust
Introduce value based interviews
Trust wide review of admin posts to support remodelling pathways
Develop and implement a reward strategy
Develop improved staff benefits and comm. to staff
Roll out of Safe Recruitment training to more areas in the Trust
Start to Review and adjust the Recruitment Process (end date Mar-14)
Review and adjust the Recruitment Process complete
Start to Develop comm. of recruitment process and training of recruiting man. (end date Mar-14)
Develop comm. of recruitment process and training of recruiting man. complete
Start to Develop metrics in order to enable monitoring of compliance (end date Mar-14)
Develop metrics in order to enable monitoring of compliance complete
Start to Roll out recruitment training to managers (end date Mar-14)
Roll out recruitment training to managers (existing and new) complete
Extend Recruitment Solution to include other occupational groups
Deliver an agreed model for recruit. and placement of temp staff Complete
Start to deliver an agree model for recruit. and placement of temp staff
Review and streamline job evaluation process Complete
Start to Review and streamline job evaluation process
Train more job evaluators
Develop a ‘job families’ as guidance for managers
Develop a library of standardised JDs by band
Develop and implement probationary period policy
Consistent roll out of performance management training for managers
Ref
Apr 13
May 13
June 13
July 13
Aug 13
Sep 13
Oct 13
Nov 13
Dec 13
GMT 1.1
Jan 14
Feb 14
Mar 14
FY15 Q1FY15 Q2FY15 Q3FY15 Q4 FY16
Strategic implementation
Pilot laptop solution
Tactical laptop implementations
Procurement completed
GMT 1.2
Implement changes
Storage (SAN) expansion)
Storage (SAN) expansion)
Extend backup management)
Storage (SAN) expansion)
Extend backup management)
VM ware expansion/ replacement)
VM ware expansion/replacement
Citrix upgrade
Citrix upgrade
GMT 1.3
Windows/Office Upgrade
Review Vodafone contract
Exchange Upgrade)
Review access to GP systems from trust PCs
Getting the Most out of Technology
Extend backup man.)
Network upgrades/changes/expansion on-going
Anti-virus renew/replace)
CHO/User data/Printing
Tactical requests
GMT 1.4
Proactive Programme
Expanded use
Procurement completed
GMT 1.5
Transition activities
RiO Routine updates
RiO choose and book support
GMT 1.6
System One Replacement)
GMT 1.7
Assist solution design
Assist requirements definition
Assist Implementation
Verney House vacated
Manor House Commissioned
Highfiield Commissioned
TV primary care research
GMT 1.8
Luther Street transferred
Abingdon Cont. Care completed
Bicester Health Centre completed
Oakridge (SaLT)
GMT 2.1
GMT 2.2
GMT 3.1
Implement changes
Define requirements
Business case agreed
IT Service desk tool
Review Lync pilot and possible expansion
Trust services iPhone app
Establish agreed IT service catalogue
Clinical system support/ development- Routine updates of RiO
Clinical system support/ development- Choose and book support on RiO
GMT 4.1
UEE 1.1
UEE 1.2
UEE 1.3
Legal obligations clear for all sites, reporting format agreed
Assessment of clinical building/sites against required standards
complete. Critical capital works to achieve compliance commence
Essential compliance works complete
Establish KPIs for all Capital projects and agree with FIC
Establish minimum build standards for clinical buildings and process for updating/agreeing derogations.
Establish project plan and commence action
UEE 1.4
Using Our Estate Efficiently
Formal review of standards and extension of the
process to other non-clinical buildings
Reviewing success to date and establishing further action plan
UEE 1.5
UEE 2.1
Agree format for any new property search briefs
Obtain approval for Strategic Travel Plan Framework and estate priorities
Complete programme to provide site specific travel plans at key sites
UEE 2.2
UEE 3.1
UEE 3.2
Establish current position for each KPI
Work towards rationalisation of locations where necessary to achieve plan in parallel
Work with Services to plan targeted improvements within existing
locations. Identify where relocation/rationalisation may be req.
First draft to take account of service remodelling (end date was Jun-13)
Working towards investing/disinvesting in premises. Occupation of the New Manor Hospital
There will be an agreed Capital Investment Plan which aligns with the Estates Strategy
Establish collaborative working arrangements with key local partners (e.g. University, Councils etc.)
UEE 3.3
UEE 3.4
Decide on future of Trust HQ
Implementation of development plans and performance measurement
Consultation and recruitment process
Personal objectives and development plans agreed
UEE 3.5
UEE 3.6
UEE 3.7
Vacate Astral House
Assessment of staff environments
Implement
Establish communication plan with using intranet and other sources