Transcript Slide 1

Agenda Item 12 )
Annual Plan 2014/15
Grahame Ellis, Austin O’Malley,
Marian Moore, Phil Brown, Anne Clarke,
George Hardy, Rachel Simpson
Governors
20th March 2014
Contents
• What is the Annual Plan?
• Key components
• Focus on Service Developments – Ray
Diagrams
• Progress to date
• Recommendations to the Board of
Directors
• Next steps
What is the Annual Plan?
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Main annual submission to Monitor
2 year Operational Plan 2014/15-2015/16
5 year Strategic Plan 2014/15-2018/19
Based on the Integrated Business Plan
(2012-17) and subsequent developments
• Must take account of the views of the CoG
• Must meet Monitors requirements – new
content, style, format, timing
• Most of Plan to be published, but some
confidential elements are not published
Key Components – NTW Operational Plan
• Covers 3 years – 2014/15 to 2016/17
• Agreed with Monitor that our plan will include 2016/17 to
cover the full Transformation programme
• To be submitted on 4th April 2014
• Contents
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Executive Summary
Operational Plans (including service developments)
Quality Plans
Workforce Plans
Financial Delivery Plans
Appendices as required
Key Components NTW Strategic Plan
• Covers 5 years 2014/15 – 2018/19
– Incorporates NTW 3 year Operational Plan – should be no
material changes
– Plans for 2017/18 – 2018/19 to be developed over coming
months
• Key elements
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Declaration of sustainability
Market analysis and context
Risks to sustainability and strategic operations
Strategic plans
Appendices
Service Developments
Ray Diagram shows key service
developments by Group covering:
• Principal Community Pathways
• Transforming Augmenting Services
• Transforming Specialist Services
• Transforming Social and Residential
Services
• Transforming Corporate Services
Transformation Map:
Service Developments (Core and Business Opportunities (March 2014)
Year 1
(to 31 March 2015)
Year 2 Years 3 - 5
(to 31 March 2016) (to 31 March 2019)
2.2 Expansion of hospital based liaison services implementation of RAID model
Sunderland, Gateshead, South Tyneside, Newcastle, Northumberland, North Tyneside
1,2,3,4,5
Market leader in the
provision of Urgent Care
Services
Future State to be:
Improving the wellbeing of the people we serve
through delivering services that match the best in the world.
2.5 Improving Older Peoples
Functional Inpatient Services
South of Tyne 1,2,3,4,5
Urgent
2.4 Consolidation of PICU
Services (interim) 1,2,3,4,5
2.3 Improving the Adult Acute Mental Health
Inpatient Pathway South of Tyne
1,2,3,4,5
Planned
2.8, 2.9 Development
of Male HDU
North of Tyne
and Trust wide
Female HDU
1, 2, 3, 4, 5
4.1 Review of
Northumberland
Adult Residential
Mental Health
Services (Phase 2)
1, 2, 3, 4, 5
2.12 Development of a Personality
Disorder Augmentation Hub team
1, 2, 3, 4, 5
Current state:
• Strong record of innovation
• Variations in models of care
• Strong clinical leadership and expertise
• Unconditional CQC registration
• Strong track record of modernising services
• Impressive range of generic and specialist
services – some unique to the UK market
Market leader in the
provision of
Planned Care
Services
Market leader in the
provision of Specialist
Care Services
1.1, 1.2 Principal Community Pathways (including
Access) Tranches 1&2
1,2,3, 6, 7
2.6, 2.7 Redesign of
Moving On Services
North and
South of Tyne
1,2,3,4,5
4.2 Redesign
Northumberland
Mental Health
Day Services
1, 2, 3, 4, 5
2.10, 2.11 Rationalisation of the
Dementia Pathway in Newcastle, South
Tyneside and Sunderland
1,2,3,4,5
3.7 Reconfiguration of
Eating Disorder
Services 1,2,3,4,5
3.2 Review of
Children’s and
Young Peoples
Medium Secure
and Forensic
Outreach
Services 1,2,3,4,5
Specialist
Supporting implementation
of the Trust wide future
vision of services
3.4 Assessment and Treatment
Unit for Autism
1,2,3,4,5
3.1 Review of
Neurological
Services,
including
Heppell
House review
1,2,3,4,5
3.6 Development
of an Integrated
Attention deficit
Hyperactivity
Disorder Service
1,2,3,4,5
3.3 Review of Forensic
Services including Hebron
Pathway Development and
development of Diversion
Services,
1,2,3,4,5
3.5 Review of
Specialist
Services,
including
RADS review
1,2,3,4,5
2.1 PRIDE
Opening of
Hopewood
Park
1,2,3,4,5
Implementing
Trans-forming
Services
Programme,
including
Transforming
Corporate
Services (5.1)
Cross Trust
support for
change Scaffolding,
TED,
Continually
improve
and
develop
Service
Quality
1,2,3,4,5,6,7
Explore
business
opportunities
for gaps
in the market,
responding
to tenders
etc
1,2,3,4,5,6,7
1,2,3,4,5,6,7
Corporate/Trust-wide
Strategic Objectives
1.Modernise and reform services;
5. Provide high quality evidence based and safe services, supported by effective integrated
2. Be a sustainable and consistently high performing organisation;
governance arrangements;
3. Be a model employer, an employer of choice and an employer that makes the best use of the talents 6. Improve clinical and management decision making through the provision and development
of the entire workforce;
of effective information;
4. Fully embrace and support service user, carer, staff and public involvement , including
7. Be an influential organisation which supports and enables social inclusion.
our membership, in all aspects of our work;
Abbreviation Key: IRT = Initial Response Team LD = Learning Disabilities RAID = Rapid Assessment, Interface and Discharge Blue = Plan Red Font = Work in progress Green = Development complete
Progress to date
• Annual Plan Working Group (APWG)
established
• The group includes Group and Corporate
colleagues and representation from 7 Governors
• Remit is to ensure the Annual Plan is submitted
to Monitor within required timescales
• Governors role is to support the process by
adding challenge where needed on behalf of the
Council of Governors
Progress to date cont.
• 3 APWG meetings held to date
• Work plan developed with dates for key Trust
individuals to contribute, for example;
• Presentation on Operational Plan to APWG
meeting on 5th March 2014
• 3 further APWG meetings planned to complete
Strategic Plan and Summary Annual Plan
Progress to date cont.
Where are we up to?
• Operational Plan drafted for review and
submission
• Strategic Plan being developed
• Summary Annual Plan to follow on after
Strategic Plan is completed
Next steps
• Operational Plan final drafts to:
• - FIBD
19th March 2014
- Council of Governors 20th March 2014
- Board of Directors (BoD) 24th May 2013
• Submit Operating Plan to Monitor 4 April 2014
• Finalise Strategic Plan
March-June 2014
(final draft to Council of Governors 20th May 2014)
• Develop Summary Annual Plan for Annual
Members Meeting in September
Recommendations
The Council of Governors is asked to:
• Note the involvement of Governors in
developing the Operational Plan 2014-17
• Recommend to Board of Directors
approval of the Operational Plan 2014-17
• Await further updates as the Strategic Plan
is developed