Transcript NSS Vision, Mission, Values

Seven Set Reviews 2009
Background
• NSS wants to be valued as a world class partner that
enables & supports transformation in the health &
well being of Scotland by 2012.
• Corporate Strategy identifies 7 Strategic
Enhancement Themes which we will need to
progress to achieve our vision.
• In 2008 we established a base level of understanding
as to our capability and in 2009 reviewed our
performance against the 2008 baseline.
Approach
• Chief Executive spent ½ day with each
division or service.
• Agenda & Guidance sent to every
management team well in advance.
• This year we moved to Self Assessment
• This was moderated by Chief Exec, Dof &
DS&P using balanced judgement on the
evidence provided to support development of
each capability.
• Evidence was normally written but verbal
examples of activity accepted as support.
Agenda
• Part 1 : Leadership
– Director + Chief Exec + HR representative
– Review service delivery drivers
– Review Organisation Chart
– Review Senior Team Bios & development
– Review Succession planning
– Review overall evaluation scores
– Consider potential senior team movement
– Review high potentials
Agenda
• Part 2 : People
– Senior team + Chief Exec +DoF + Dir S&PP
– Review PDP completion rates & practices
– Establishment numbers & vacancies
– Review staff turnover rates & practices
– Review Sickness absence rates & practices
– Review number of Grievances
– Review staff surveys & Action Plan follow up
– Review exit interview stats
– Review annual leave c/f
– Consider all the above in the context of E&D
– Review of equality & diversity impact assessments
– Review of secondee management
– Review & discussion of staff recognition practices
Agenda
• Part 3 : Partnership working
– Senior team + Chief Exec +DoF + Dir S&PP
– Review Staff-side / Management
partnership working
– Review inter NSS partnership working
– Review NHS partnership working
– Discuss staff survey & subsequent
improvements
– Review best practice example
Agenda
• Part 4 : Remaining Themes
– Customer Focus
• Survey results
• Engagement work
• Action Plans
– Quality & Innovation
• Quality KPI’s
• Climate for innovation
• Consistency in hitting targets
• Plans to improve performance
• Impact of change programs
• Meeting regulatory requirements
Agenda
• Part 4 : Remaining Themes
– Modernising Working Practices
• Review risk management processes
• Review IM&T Enabled programs
• Review Environmental initiatives
• Best Practice example
– Increased Efficiency
• Review plan including CRES
• Demonstrate savings
• Benefits from process improvement
• Review of Procurement savings to date
• Best Practice example
Capability Assessment scale
• Each of the 7 SET’s was scored
using the following scale
– 5: Exemplar, best practice already in continuous
improvement mode
– 4: Good Practice, built into plans & operationally effective
– 3: Some good practice & evidence fo development work
– 2: Few examples of good practice, significant improvement
required
– 1: Not acceptable
Seven Set Session Improvements
5
4
3
2
1
cy
es
en
tic
ci
ac
ffi
E
Pr
d
ng
se
ki
ea
or
cr
W
In
n
se
tio
ni
va
er
no
od
In
M
&
y
s
li t
cu
ua
Fo
Q
ng
er
ki
m
or
to
W
us
C
ip
sh
er
rtn
Pa
le
op
Pe
ip
sh
er
ad
Le
• Improvements identified across
all areas
• All “1” areas from previous year
were addressed & no area of the
organisation reviewed was at 1
level
• We recorded our first “exemplar”
results
• Leadership & efficiency remain
our most challenging areas but
are improving
• Very little moderation of self
assessment was required
2008
2009
Leadership
• Mixed understanding of service
delivery drivers & their use
• Most structures fit for purpose
• Emergency backfill much
improved
• Succession planning still weak
• Senior team development plans
weak
• PDP Evaluation showed
significant improvement
• Senior manager opportunity for
advancement poor
• High potentials support variable
5
4
3
2
1
0
Good Practice Divisions : HFS, ISD, NSD, SHSC
NSS Average : 3 – some examples of good practice, evidence of Development work
People
• PDP completion good in all areas
• Management of staff turnover was weak
• Sickness absence practices much more
consistent than previous year
• Few grievances
• Excellent staff survey follow up &
5
comprehensive action plans
• Exit interview process & practices weak 4
• No statistical evidence of discrimination
in the above
3
• Most Equality & Diversity plans
developing well
2
• Consistency of E&D impact assessment
was variable
1
• Management of leave c/f was variable
• Management of secondees was weak 0
Good Practice Divisions :CLO, HPS, ISD, NSD, PSD, SHSC, SPPM
NSS Average : 3 – Some examples of good practice & evidence of development work
Partnership Working
• Significant improvement in
management & staff side joint
working
• Partnership working around the
staff survey has been excellent
• Within NSS is much improved
• With other organisations is
evolving
• Definite NSS area of strength
5
4
3
2
1
0
Best Practice Division: NSD
Good Practice Divisions : SNBTS, NP, PSD, SPPM, HPS, CLO, ISD, CA, SHSC, HFS, NISG, Fac
Man
NSS Average : 4 – Good Practices, built into plans, operationally effective
Customer Focus
• NSS customer survey of
limited value
• Divisional surveys
significantly improved
• Better evidence of customer
satisfaction from multiple
sources
• Customer engagement
practices variable
• Action plans improving
5
4
3
2
1
0
Best Practice Division: CLO
Good Practice Divisions : SNBTS, CFS, PSD, ISD, NSD, SHSC, Fac Man
NSS Average : 3 – Some examples of good practice & evidence of development work
Quality & Innovation
• Improving climate for innovation
• More consistency in setting &
hitting targets
• Broad establishment of KPI’s
• Plans to improve performance in
place for all operations
• Impact of change programs often
compromised by weak process
• Meeting regulatory requirements
despite increasing pressures
5
4
3
2
1
0
Best Practice Division: PSD
Good Practice Divisions : SNBTS, NP, CLO, ISD, NSD, CA, SHSC, HFS
NSS Average : 4 – Good practices, built into plans, operationally effective
Modernising Working Practices
• All divisions operating risk
management processes
• Broad range of initiatives
• Most operations can
evidence plans for
improvement
• Good examples of
environmental initiatives
5
4
3
2
1
0
Good Practice Divisions : SNBTS, NP, PSD, ISD, SHSC, HFS
NSS Average : 3 – Some examples of good practice & evidence of development work
Increased Efficiency
• Most plans include clear
efficiency savings
• Most operations could
share plans to improve
efficiency
• Little evidence of benefits
from process improvement
• More consistency in
approach
• More plans for improving
productivity
5
4
3
2
1
0
Good Practice Divisions : SNBTS, SHSC
NSS Average : 3 – some examples of good practice, and evidence of development work
In Summary
• Our strongest capability area is partnership working,
• Our weakest areas are enhancing our leadership capability &
increasing our efficiency
• ISD remains our strongest 7 SET operation
• NISG has demonstrated the biggest improvement in performance
(+1.15)
• All operations are expected to be able to demonstrate further
progress at the next 7SET reviews in 2010
• Divisions are encouraged to share best practices
• A strong priority in 2010 will be narrowing the gap between the
best & worst performers.
• The 7 SET process itself needs to continue to develop & evolve
7 SET Process Improvements
• In 2010 we will continue to use self assessment & a moderating panel
• Plan 7 SET reviews for June 2010
• 2010 Format will be evolved by specialist areas & reviewed by Chief
Executive (as process owner) prior to issue
–
–
–
–
–
–
–
Leadership Capability
People
Partnership Working
Customer Focus
Quality & Innovation
Modernising Working Practices
Increased Efficiency
–
-
HR & Workforce / Nurse Director
HR & Workforce / Nurse Director
Strategy & Support / Nurse Director
Strategy & Support / Nurse Director
Clinical Support
Finance
Finance
• Better connectivity to other areas / initiatives
–
–
–
–
–
–
–
Leadership capability –joined up processes & review leadership development process progress
People – develop & integrate with staff action plan. Review workforce planning progress
Partnership working – link to partnership forum work & PFPI agenda
Customer Focus – link to account relationship management
Quality & innovation to become more clinically focused, link to QIS approach & quality strategy
Modernising working practices to include risk management. Review outcomes matrix progress
Link efficiency to formal productivity / efficiency program. Review financial planning progress
NHS QIS
Clinical Governance & Risk
Management Review 2009
an
ag
em
en
t
Fit
ne
ss
to
Ex
Pr
ter
ac
na
tic
lC
e
om
mu
Pe
nic
r fo
ati
rm
on
an
s
ce
Ma
na
ge
me
nt
ov
ern
an
ce
1
Cli
nic
al
G
Development
nic
ati
on
s
2
E&
D
Implementation
mm
u
3
Co
Monitoring
Em
erg
en
cy
P la
nn
Cli
ing
nic
al
E ff
ec
tiv
en
Ac
es
ce
s
ss
,R
efe
rra
le
tc
Ris
kM
CG&RM Standard
Reviewing
4
2006
2009
0
Strengths & Recommendations
Strengths
• Hosted a series of risk management workshops to
ensure that all staff groups are appropriately
involved in organisational risk management
• Engaged staff in the development of seven strategic
enhancement themes (7-SET) which have been
defined by the NHS board in order to achieve it’s
vision through specific annual targets
• Demonstrated long term commitment to equality
and diversity.
Strengths & Recommendations
Recommendations
• Develop an accountable framework for business
continuity planning which ensures that it is
embedded throughout the organisation, and is
assessed and evaluated systematically
• Embed the principles of clinical effectiveness across
all areas of the organisation
• Begin to formally review long term arrangements in
a planned and systematic manner.