Transcript Add your title here

Portfolio Overview as at 13.01.11
page 1 of 3
Portfolio Headlines
Clinical pathway work is progressing, with all three clinical pathway programmes being reviewed to take forward the next stage of planning related to
supporting implementation, against IBP dates.
Stakeholder engagement has progressed with three borough LA, PCT and GP involvement and a shared risk and issue log being drafted.
The St. Bernard’s Redevelopment programme will impact significantly on the care pathways, financial, workforce and estate plans.
The Cassel Business Case is temporarily on hold due to legal and process issues
Top 3 Portfolio Risks/Issues
Benefits Realisation
1. Advice re: legal issues in Cassel Hospital Business Case has
put temporary hold on progression of Business Case
2. New PCT and LA Clustering exerts another “pull” and increases
stakeholder engagement risks to cross borough pathway work –
mitigation in process through engagement and risk & issues log
3. Three key programmes to support IBP for FT application have
implementation and financial issues and risks
•Pathways will increase consistency of service and improve patient experience
across three boroughs
•Stakeholder engagement events will build relationships to strengthen FT process
•Pathways will support service line reporting and PbR for mental health
•Clarity in expectation of efficiency targets should improve focus on service redesign
delivery and workforce requirements
•Estate rationalisation should support efficiencies
Summary of individual Work Stream RAG Assessments
Programme
Previous
Current
Comments/Detail
Meeting Statutory and Regulatory Requirements
Executive Sponsor: Nigel Leonard


Governance structure refined – meeting in January with key senior staff to
approve document for internal consultation
Improving the efficiency of Central Services
Executive Sponsor: Barbara Byrne


Inventures review implementation still in progress
Other work BAU
Developing and Motivating our people
Executive Sponsor: Peter Cubbon


OD and workforce issues mapped as Business as Usual
SpR Leadership Programme with PMO has commenced
Enhancing High Secure Services
Executive Sponsor: Leeanne McGee


As previous months – work stream is amber, still awaiting DH approval of
OBC
Improving Service Delivery (London)
Executive Sponsor: Peter Cubbon


Stakeholder engagement progressing well.
St Bernard’s Redevelopment programme – OBC deadline Nov 2011 –
impact on care pathways implementation
Cassel Business Case on hold due to legal advice
Improving Patient Experience & Safety


Time to Care still behind schedule however plans to mitigate are in place.
Exit strategy from the programme identifies future risks re: sustainability
Portfolio Overview as at 13.01.11
Page 2 of 3
Work Stream
Headlines
Key Issues and Delivery Risks
Meeting statutory and
Regulatory Requirements
Nigel Leonard
This Programme is amber as the programme
objectives are subject to a number of
organisational risks and issues.
New Governance Structure being refined to
consult to internal senior team
•Overall Trustwide responsibility for Compliance and Assurance still
not identified, separated across a number of individuals and
functions.
•Organisational re-structure will be aligned to governance structure
•Clear compliance and reporting structure and process vital to FT
application and IBP
Improving the Efficiency
of Central Services
Barbara Byrne
Electronic job planning progressed to
implementation stage, however future funding a
risk
Inventures review recommendations have been
processed by EDs, and form part of the next stage
of the Trust re-structuring consultation
•Trust-wide consultation 2nd stage to be implemented – Jan-March
‘11
•Other reviews of central services form part of this
•Organisational consultation will impact on how central services are
delivered
•Outsourcing project now undergoing feasibility study for the
business case
Developing and
Motivating our People
Peter Cubbon
Business as Usual
Consultation on move to three CSUs will impact on
workforce
SpR leadership and management programme
commenced
•Anxiety continues to be high and needs to be managed with the
amount of internal and external change and ‘unkowns’
•Financial efficiencies, consultation and external change will impact
on staff morale
•SpR leadership programme increases medical engagement in
business perspective
Enhancing High Secure
Services (Broadmoor)
Leeanne McGee
OBC approval still with DH
Mall/Clinical model work continues
•OBC is not approved by the Department of Health – interim risks
documented through Redevelopment Programme Board and
assurance programme board
•Financial interdependencies with St Bernard’s Redevelopment
Programme a risk
Portfolio Overview as at 13.01.11
Page 3 of 3
Work Stream
Headlines
Key Issues and Delivery Risks
Improving Service
Delivery (London)
Peter Cubbon
•Care pathways based on NICE Guidance, Map
of Medicine and best practice completed
•Associated finance/workforce/estate detail of
preferred models continues to support IBP
•Stakeholder Engagement Strategy complete,
engagement activity progressing well
•Pathways oversight group now operational to
manage communication, risks and issues
•Relationship management with external GPs,
PCT Clusters and LA prioritised and progressing
•Specific SDU projects to reduce caseload
•Cassel Business Case – legal advice to go to
public consultation has put Business Case on
hold temporarily
•Some proposed pathway redesign may not be financially viable
•Stakeholder engagement progressing well, with shared three
borough risks and issues log being drafted.
•Key risks around differing stakeholder drivers and priorities still
high - for all clinical pathways, complex commissioning
arrangements and changes in organisational clusters and affiliation
may impact on tight delivery timescales and pathway
implementation
•Clinical pathway programmes need to be reviewed and longer
term “ageless” service progressed, in order to manage key
interdependencies such as transitions (ages 14-25 year olds), and
vulnerable older adults with functional illness
•Forensic pathway programme board dates need to be set for 2011
•St Bernard’s redevelopment programme interdependencies being
mapped, and “masterplanning” group has been proposed
•Cassel Business Case – business case temporarily on hold as,
due to high media and political interest, legal advice is to progress
and Equality Impact Assessment and go to public consultation.
•Still awaiting national funding decision re: Cassel Family Service
•Workforce and financial action plan to bring family service “in
budget” requested by 31 Jan 2011 to be implemented 1 April 2011.
Improving Patient
Experience and Safety
Steve Trenchard
•Time to Care Programme has financial and
implementation risks
•Will not be able to deliver a fully embedded and effective
programme by March 2011 under baseline programme timeframe,
and sustainability on exit from programme a risk
•Exit strategy from programme in plan