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Board Paper 2016/33
Shetland NHS Board Meeting: Shetland NHS Board
Paper Title: Corporate Action Plan (CAP) 2016/17
Date: 10th June 2016
Author: Ralph Roberts Job Title: Chief Executive
Decision / Action required by meeting:
The Board is asked to:
i) Note the link between the CAP, the Board’s Corporate Objectives, Strategic vision and the Scottish Government’s 2020 Vision.
ii) Provide Comments on the draft CAP, and subject to these comments iii) Agree the Board’s Corporate Action plan for 2016/17 iv) Note progress against this will be monitored through the Performance Board
High Level Summary:
The Corporate Action Plan sets out the Board’s proposed key actions for the next year. The delivery of these actions supports the delivery of key targets (HEAT & the Local Outcomes Improvement Plan anis d therefore linked to the delivery of the Local Delivery Plan (a description of how we will deliver against the HEAT targets) and the local Community Plan (with a suite of targets described within the LOIP). The Key actions are set out within our 5 Corporate Objectives, mapped against the Government’s “Route Map to the 2020 Health & Social Care Vision” and showing how we are delivering the 3 Quality Ambitions and 12 priority areas for improvement. The resources to deliver against these objectives are included within the Board’s and departmental budgets and the overall financial plan. Progress against the CAP will be reported to the Board on a 6 monthly basis and monitored through the Performance Board / EMT. Progress against the targets (outcomes) supported by the CAP will be reported to the Board as part of the Board’s Performance framework. The actions within the CAP have been prioritised as High / Medium / or Low priority to allow the Board to make a more appropriate judgement of progress during the year.
Key Issues for attention of meeting:
The Board is asked to consider:
i) if the draft CAP is appropriately ambitious and challenging ii) whether the relative priority of individual actions is correct iii) if the draft outcomes at the start of each section are appropriate and whether
there are other outcomes that might be considered iv) and if there are other outcomes / indicators that should be considered for
inclusion in the Board’s Performance framework
Impact of item / issues on:
Patient Safety:
This is a key priority within the CAP within a number of specific actions identified to improve the safety and quality of our services.
Staffing/Workforce: A number of actions have been identified to develop our staff governance arrangements. Other actions will require our workforce to be redesigned and respond to service change. Individual impacts will be assessed against specific projects
Finance/Resource:
The CAP supports the overall delivery of the Board’s financial targets. Actions identified within the CAP should be within the agreed financial plan.
Shetland Partnership / Joint Working
The CAP supports our Partnership working with a particular emphasis in the next year on work with SIC and NHS Grampian.
Equality & Diversity:
No specific issues identified
Legal Issues:
No specific issues identified
Previously considered by:
Committee/Group:
Developed by Executive Management Team
INTRODUCTION TO CORPORATE ACTION PLAN
1. BACKGROUND The Corporate Action Plan (CAP) is our annual plan to develop the organisation and address our key priorities. The plan sets out a range of actions to support delivery of our Corporate Objectives and provides a framework for the Board to monitor overall progress. The actions in the CAP should also be seen alongside our Local Delivery Plan (LDP) which specifically describes the actions and risks associated with delivery of the HEAT targets. The delivery of these actions is intended to support the overall delivery of our Clinical Strategy and local 2020 Vision. In turn these support the Scottish Government’s overall 2020 Vision for the Health service in Scotland. These are summarised in more detail below.
2. VISION NHS Scotland: Our vision is that by 2020 everyone is able to live longer healthier lives at
home, or in a homely setting. We will have a healthcare system where we have integrated health and social care, a focus on prevention, anticipation and supported self management. When hospital treatment is required, and cannot be provided in a community setting, day case treatment will be the norm. Whatever the setting, care will be provided to the highest standards of quality and safety, with the person at the centre of all decisions. There will be a focus on ensuring that people get back into their home or community environment as soon as appropriate, with minimal risk of re-admission.
NHS Shetland 2020 Vision: to deliver sustainable high quality, local health and care
services, that are suited to the needs of the population; to make best use of our
community strength, community spirit and involvement; for people to make
healthy lifestyle choices, and use their knowledge and own capacity to look after
themselves and each other.
3. CORPORATE OBJECTIVES To deliver this vision NHS Shetland has identified the following Corporate Objectives:
to improve and protect the health of the people of Shetland
to provide quality, effective and safe services, delivered in the most appropriate setting for the patient
to redesign services where appropriate, in partnership, to ensure a modern sustainable local health service
to provide best value for resources and deliver financial balance.
to ensure sufficient organisational capacity & resilience
Against each of the Objectives the CAP sets out a number of high level Outcomes, against
which progress can be assessed over a number of years and a range of individual actions to be
progressed in the next year.
4. LINK TO 2020 ROUTE MAP
To support their 2020 Vision the Scottish Government has produced a Route Map to 2020
Health and Social Care Vision for Scotland with a TRIPLE AIM of:
Quality of Care / Health of the Population / Value & Sustainability.
This links to 12 Priority Areas for Improvement and the government objectives (phrased as key
deliverables) is shown in Figure 1
While NHS Shetland’s Corporate Action Plan is written to deliver against our Corporate
objectives, to demonstrate how these are compatible with the 12 national priority areas, we
have colour coded the CAP to show how our actions align with the Priority Areas for
Improvement.
N H S S h e t l a n d 2 0 2 0 V i s i o n
Clinical Strategy
Improve & protect Health of the
Population
Strengthen Organisational Capability, Capacity and Resilience
Deliver Quality, Effective & Safe
Services
Continuously Redesign to ensure Modern,
Sustainable Services
Best Value for Resources; Deliver Financial Balance
Co
rpo
rate A
ction
Pla
n
2016/17
Delivering
HEAT TargetsLocal Outcomes
Improvement Plan (LOIP)
Health & Wellbeing Outcomes
Perfo
rma
nce
Fram
ewo
rk
Co
rpo
rate
Ob
ject
ives
Stra
teg
yV
isio
n
Ou
tco
mes
Figure 1: Relationship between Vision, Strategy, Corporate Action plan and Outcomes
ROUTE MAP TO THE 2020 VISION FOR HEALTH & SOCIAL CARE
Triple Aim
Quality Ambitions
12 Priority Areas for
Improvement 25 Key Deliverables
Quality of Care
Person-centred
Person-centred Care
1 Person-centred Health and Care Collaborative implemented
2 Information and support to enable people at home and during times of transition
Safe Safe Care
3 Further increase in safety in Scottish hospitals
4 New broader measure of safety developed (SPSI)
5
Maternity, mental health and primary care components of the Scottish Patient Safety Programme implemented with measurable improvements
Effective
Primary Care
6 Implementation of new GP contract
7 2020 Vision for expanded primary care
8 New models of ‘place-based’ primary care
Unscheduled and Emergency Care
9 Out of hospital care action plan
10 Sustainable performance on 4-hour A&E Waits
11 Increase flow through the system
Integrated Care
12 New Bill
13
Preparatory work with NHS Boards, local authorities, third and independent sector and the building of effective integrated Health and Social Care Partnerships
Care for Multiple and Chronic
Illnesses
14 Key pressure points in the entire patient pathway for most common multiple illnesses will be identified and actions agreed
15 Through more detailed analysis of existing data, people will be identified as ‘at risk’ and anticipatory plans will be agreed
Health of the Population
Early Years 16 The world’s first national multi-agency quality improvement programme will be implemented across partner organisations
Health Inequalities
17 New focus on most deprived areas
18 ‘Deep-end’ GP practices approach rolled out more widely across relevant areas
Prevention 19 Early detection of cancer
20 New restrictions on tobacco advertising
Value and Sustainability
Workforce 21 2020 Vision for NHSScotland workforce
22 Detailed action plan agreed to deliver 2020 Workforce Vision
Innovation 23
A new fund to provide pump-priming for innovative approaches in healthcare
24 A new procurement portal will be established to encourage working with SMEs and third sector
Efficiency and Productivity
25 Recommendations to increase shared services
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
1. To continue to improve and protect the health of the people of Shetland
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
1
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
(Blue – Complete; Green –
On Target; Amber –
progress behind target; Red
– risk of delivery)
KEY OUTCOMES: We live longer healthier lives. Shetland is the best place for children and young people to grow up. People are supported to be active and independent throughout adulthood and in older age.
We have strong, resilient and supportive communities. We have tackled inequalities by ensuring the needs of the most vulnerable and hard to reach groups are identified and met, and that services are targeted at those
most in need.
1. To maintain and update
Communicable Disease
and Environmental
management and response
plans
Unscheduled
& emergency
care
DPH CPHM 1.1 Review of Pandemic Flu plan following Silver Swan
Exercise in 2015 and national report produced in
2016. Complete by September 2016
Minimisation of risk from
Flu pandemic
H
Unscheduled
& emergency
care
DPH CPHM 1.2 Review and Update general Public Health Incident
and Outbreak Plan. Complete by September 2016 Minimisation of risk from
other PH incidents and
outbreaks
M
2. Increase the rates of early
detection of cancer
(HEAT)
Prevention
DN&
AS
HM /
CPHM
2.1 Audit of late presentations (complete by August
2016)
More cancers are detected
and treated at an early
stage resulting in better
treatment outcomes
M
Prevention
DN&
AS
HM /
CPHM
2.2 Local implementation of national DCE awareness
raising programmes (dependant on national
timetable)
More cancers are detected
and treated at an early
stage resulting in better
treatment outcomes
M
3. To improve the health of
the population of Shetland
through delivery of the 10
year Health Improvement
Strategy key milestones
for 2016/17
Health
Inequalities
DPH PHP 3.1 Black & Minority Ethnic Group Health Needs
Assessment by end December 2016 Local health services meet
the needs of BME groups
M
Prevention DPH PHP /
SHIA
3.2 Development of Physical Activity, Sport , Health &
Wellbeing Strategy by March 2017 Reduction in the number
of physically inactive
people in Shetland
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
1. To continue to improve and protect the health of the people of Shetland
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
2
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
(Blue – Complete; Green –
On Target; Amber –
progress behind target; Red
– risk of delivery)
Prevention DPH PHP 3.3 Project to re-prioritise health improvement activity in
context of continued reduced funding to ensure that
health inequalities and prevention are prioritised by
October 2016
Health improvement
resources are targeted at
prevention and at those
most in need
H
Prevention DPH PHP /
SMMH /
SMPC
3.4 Progress second stage of a bid for funding for staff
training in behavioural activation Better trained staff M
Prevention /
care for
Chronic
illnesses
DPH /
DN &
AS
PHP /
SMPC /
CN
(HSCD)
3.5 Development of self management programmes by
end March 2017 (Secondary prevention) People with long term
conditions are supported to
self manage their condition
H
Prevention /
care for
Chronic
illnesses
DPH /
DCH
&SC
PHP/
SMPC
3.6 Development of a specific project to identify and
work with frequent primary care attenders using an
asset based bio-psycho-social approach to promote
self management
People with long term
conditions are supported to
self manage their condition
M
Prevention DPH SHIA (&
dietetics)
3.7 Development of a weight management programme
for those with a BMI of 35 or greater; or greater than
30 if have co-morbidities. By end December 2016
Reduction of number of
people who are obese in
Shetland
M
Prevention DPH SHIA 3.8 Review and relaunch of Drink Better Campaign with
more targeted marketing. Relaunched by September
2016.
Fewer people within target
groups drinking at risky or
dangerous levels.
M
4. To protect the population
from vaccine preventable
diseases
Prevention
DPH CPHM 4.1 Further local campaign on MMR at age 12/13
months and pre-school during June – August 2016
with a focus on nursery and other pre-school settings
– to achieve target of 95% uptake of one dose by age
2 and 95% uptake 2 doses by age 5 (carried forward)
Prevention of infections
(measles specifically),
resultant complications,
deaths and potential
outbreaks
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
1. To continue to improve and protect the health of the people of Shetland
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
3
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
(Blue – Complete; Green –
On Target; Amber –
progress behind target; Red
– risk of delivery)
5. To reduce the incidence
and impact of Gender
Based Violence
Health
Inequalities
DPH CPHM 5.1 Review and revise the Shetland Domestic Abuse
Strategy and Action Plan, including a health and care
needs assessment by August 2016 (carried forward)
Raised awareness of
Domestic Abuse, reduced
incidence (particularly of
repeated violence for those
at highest risk), and
evidenced based support
for victims.
M
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
2. To provide quality, effective and safe services, delivered in the most appropriate setting for the patient
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
4
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered
action point
KEY OUTCOMES: : (@ 1 Year, 3 year & 5 Year )
Improved patient satisfaction (as measured through Inpatient & Primary care experience surveys)
Positive Inspection reports (as measured through a reduction in Improvement actions)
Maintain performance against Acute Access targets
Continue Improvement in access to Lerwick Health Centre / Primary care and Dental services
Maintain reduction in MH transfers to Aberdeen
Sustained performance against Patient safety measures / Quality scorecard
1. Develop a plan for winter
16/17
Unscheduled
& Emergency
Care
DN&
AS
DN&AS /
DCH&SC
1.1 Develop the winter plan through the Joint Health &
Social care Strategic Group (by October 2016)
Patients continue to
receive appropriate access
to services through winter
period/during adverse
weather and over seasonal
public holidays
H
Unscheduled
& Emergency
Care
DN&
AS
DN&AS /
DCH&SC
1.2 Undertake a review of winter plan outcomes by
February 2017 (or in line with SG requirements) As above H
2. Patients receive care in the
right setting
Unscheduled
& Emergency
Care
DN&
AS /
DCH
&SC
DN&AS /
DCH&SC
2.1 Develop a local unscheduled care action plan which
reflects local and national priority areas by July 2016
(for inclusion in the joint strategic plans)
Actions on the plan are
delivered in 2016-17
H
3. Increase access to health and
care support in most remote
communities, including the
islands.
Person-
centred care
DCH
&SC
CN
(HSDC)
3.1 Develop community solutions with the Scottish
Ambulance Service (SAS) to implement priorities
identified in the Strategic Options Framework and
through locality needs based assessments.
More resilient and
responsive local services
H
Person-
centred care
MD DN&AS /
DCH&SC
3.2 Implement Air Ambulance Action plan in conjunction
with SAS ; Ensure SAS progress required actions and
improve reporting on activity and outcomes (ongoing)
More resilient and
responsive local services
M
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
2. To provide quality, effective and safe services, delivered in the most appropriate setting for the patient
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
5
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered
action point
4. Increase the number of
people who have an
anticipatory care plan in the
community
Care for
Chronic
Illnesses
DCH
&SC
SM PC /
CN
(HSDC)
4.1 Continue to improve the rate at which ACPs are being
developed, and implement solutions that widen the
sharing of ACPs within primary care and between
community and acute services.
More people able to be
cared for in their
community
Better support for carers
Reduction in unscheduled
care needs being met by
hospital admission
H
5. Reduce patients waiting in
hospital where they are
medically ready for discharge
(HEAT)
Safe Care DCH
&SC
SM PC /
CN
(HSDC)
5.1 Agree use of Integrated Care Fund & “additionality”
fund (with rapid access to resources which avoid
unnecessary hospital admission and expedite timely
discharge. July 16
Maintain reduction in
delayed discharges
Support shift in the
balance of care and
reduction in use of
emergency bed days
H
Safe Care DCH
&SC
SM PC /
CN
(HSDC)
5.2 Implement plans for ICF & “additionality” funds
Sept 16 Maintain reduction in
delayed discharges
Support shift in the
balance of care and
reduction in use of
emergency bed days
H
Safe Care DCH
&SC
DCH&S/
DN&AS
5.3 Delays to be reviewed daily by DCH&SC and DN&AS
Target and delayed discharges will be reduced to 3 or
less (which equates to 5% of bed occupancy)
As above H .
6. More effective use of
Inpatient capacity
Innovation DN&
AS
CN
(A&SS)
6.1 Reduce overall Length of hospital stay through
improved discharge processes / effective bed
management – targets to be reflected in the
unscheduled care plan for 2016-17
Improved utilisation of
inpatient beds, reduction in
delays to discharge
planning
HEAT: T.12
H
Innovation DN&
AS
CN
(A&SS)
6.2 Implement Nurse led discharge in all wards (March 17) Improved utilisation of
inpatient beds, reduction in
delays to discharge
planning
HEAT: T.12
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
2. To provide quality, effective and safe services, delivered in the most appropriate setting for the patient
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
6
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered
action point
Innovation DCHS
DN&
AS
CN
(A&SS)
/ CN
(HSDC) /
AHP Lead
6.3 Implement intensive rehabilitation pathway in the
community (through 2016-17) Improved utilisation of
inpatient beds, reduction in
delays to discharge
planning
Improved outcomes for
patients
H
7. Ensure good access to
primary care services,
particularly in Lerwick where
there has been patient
dissatisfaction and the Non
Doctor islands
Primary Care DCH
&SC
SM PC 7.1 Monitor access for all practices with at least one audit
cycle each month
Ensure that all patients
have good access to
primary care services
H
Primary Care DCH
&SC
SM PC 7.2 Review ongoing impact of ANPs and ensure continuous
review of organisational arrangements (Dec 16) Continuous improvement
in patient access and
satisfaction
H
Primary Care DCH
&SC
SM PC 7.3 Put in place a sustainable solution for LHC Practice
management (Nov 16) Improvement in patient
access / satisfaction;
Improved staff morale
M
8. Implement patient safety
programmes and further
develop the organisational
safety culture
Safe Care DCH
&SC/
MD
SMMH 8.1 Continue to implement updated mental health
interventions and measures as per the patient safety
programme timeline
Reduce harm and improve
patient outcomes
Performance visible on
Board Quality Scorecard
SPSP Performance
Measures Compliance
increases
H
Safe Care DCH
&SC/
MD
SMPC 8.2 Continue to Implement primary care interventions and
measures as per the patient safety programme timeline
Reduce harm and improve
patient outcomes
Performance visible on
Board Quality Scorecard
SPSP Performance
Measures Compliance
increases
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
2. To provide quality, effective and safe services, delivered in the most appropriate setting for the patient
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
7
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered
action point
Safe Care MD/C
PHM?
CG&RM 8.3 Ensure procedures for sharing mortality data from local
governance meetings are robust as part of the overall
review of HSMR / Clinical Governance (Dec 2016)
As above H
Safe Care MD CG&RM 8.4 Develop a clear system for monitoring actions from
adverse events, sharing lessons learnt at team level and
demonstrating organisational learning from SEAs by
March 2016
As above M
Safe Care DN&
AS /
MD/C
SWO
CGM 8.5 Implement a clinical, care and professional framework
to support governance arrangements across Health and
Social Care Services
Action plan
completed/delivered
Care standards are
compliant
H
Safe Care DN&
AS /
MD
CN
(A&SS)
8.6 Implement actions arising from the OPAH inspection
of older peoples services (ongoing) Action plan
completed/delivered
Care standards are
compliant
H
Safe Care DN&
AS /
MD
ICM 8.7 Implement actions arising from the HEI inspection of
healthcare associated infection programme (ongoing) Work plan for HAI is
completed/delivered
Practice standards are
compliant
H
Safe Care CE EMT 8.8 Implement revised structure for oversight / leadership
of Quality & Patient safety across the Board (Oct 16) Improved patient care /
outcomes
H
Safe Care CE EMT 8.9 Develop & finalise plans for Quality / celebrating
success event (Oct 16) Improved patient care /
outcomes
M
Safe Care CE EMT 8.10 Implement plan for Quality / celebrating success event
(March 17) Improved patient care /
outcomes
M
9. Implement Scottish Patient
Safety Index (SPSI)
Safe Care DN&
AS /
MD
CN
(A&SS)
9.1 Implement local systems care assurance in line with
national model development by September 2016 Reduce harm and improve
patient outcomes
M
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
2. To provide quality, effective and safe services, delivered in the most appropriate setting for the patient
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
8
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered
action point
10. Implement the person centred
health and care collaborative
targets
Person-
centred Care
DN&
AS /
MD
CN
(A&SS)
10.1 Evaluate care experience and personal outcomes
measures (in the form of real time feedback) across
hospital services (September 2016)
By December 2015, 90%
of people using services
will have a positive
experience of care and get
the outcomes they expect
M
Person-
centred Care
DN&
AS /
MD
CN
(A&SS)
CN
(HSDC)
10.2 Support staff to move to asset based model through roll
out of training for personal outcome approaches
(ongoing)
By December 2015, all
health and care services
will support people’s right
to independent living and
good health
M
Person-
centred Care
DN&
AS /
MD
CN
(A&SS)
10.3 Early identification and management of delirium (using
the same screening tools) in all wards by September
2016
Measured compliance with
all elements of the
delirium bundle
H
Person-
centred Care
DN&
AS /
MD
CN
(A&SS)
10.4 Identification and management of frailty (using
screening tools) that are appropriate in Shetland context
September 2016
Improving the
identification, management
and outcomes for people
aged over 75
M
11. Improve the Board’s Capital
estate
Efficiency &
Productivity
CE HEF 11.1 Deliver Board’s Capital programme, on Budget and to
meet agreed timescales (March 17) Reduction in backlog
maintenance
Increase in % of suitable
accommodation
H
Person-
centred Care
DN&
AS
DN&AS
& HEF
11.2 Develop IA for refurbishment of Day Surgical Unit by
Aug 16 and submit to SG for consideration Improved patient flow
Return on investment
Necessary work to meet
JAG compliance
H
Person-
centred Care
DN&
AS
DN&AS
& HEF
11.3 Subject to agreement of IA with SG progress Business
case to agreed timescales (March 17) Improved patient flow
Return on investment
Necessary work to meet
JAG compliance
H
Person-
centred Care
DN&
AS
HEF 11.4 Implement plans for new Emergency Psychiatric
Accommodation at front door of GBH (Dec 16) Improved staff and patient
experience
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
2. To provide quality, effective and safe services, delivered in the most appropriate setting for the patient
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
9
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered
action point
Person-
centred Care
CE HEF 11.5 Agree accommodation plan for Breiwick House (Aug
16) Improved staff and patient
experience
M
Person-
centred Care
CE HEF 11.6 Finalise & implement plans for improved MH staff
accommodation (Nov 16) Improved long term use of
Property & Assets
M
12. Maintain (Improve) Facilities
services
Person-
centred Care
CE HEF 12.1 Continue systematic review of Facilities services to
ensure both effectiveness and efficiency of service
(March 17)
Effective and affordable
Laundry services
M
13. Delivery of Health and Safety
and Risk Management Action
Plans 2014-15
Safe Care DHR
&SS
SRM 13.1 Rewrite the Serious Adverse Event Policy & agree with
staff (Oct 16)
Policy & procedures
support improved patient
safety & learning from
SEAs
Improved quality of care
(measured through Quality
scorecard / Complaints &
feedback / Inspection /
Cultural surveys)
H
Safe Care DHR
&SS
SRM 13.2 Develop a risk appetite process and include in updated
Risk management strategy by Dec 16 Effective risk management L
Safe Care DHR
&SS
SRM 13.3 Update & agree revised Risk Management Strategy;
Agreed by Dec 16 Improved Risk
Management and learning
from Incidents / risks
M
Safe Care DHR
&SS
SRM 13.4 Update process of Health and Safety inspections and
management & ensure learning cascaded across the
organisation – Dec 16
All employees, patients,
visitors and contractors are
provided with an improved
and safe working
environment
L
Safe Care DHR
&SS
SRM 13.5 Develop the DATIX web system with engagement
from stakeholders to be focused and user friendly –
provide training and education use of system as
appropriate – Dec 16
A trained and aware
workforce which
contributes to the
continuing development of
a positive safety culture
and is key to reducing and
L
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
2. To provide quality, effective and safe services, delivered in the most appropriate setting for the patient
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
10
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered
action point
tackling workplace hazards
Improved health, safety
and welfare of staff,
patients and others who
use the Board’s services
and buildings
14. Improve the use of Patient
Feedback & Complaints
Person-
centred Care
CE CSM 14.1 Publish Patient Feedback & Complaints report (June
16)
Developing culture as a
“learning organisation”
H
Person-
centred Care
CE /
DN&
AS
CSM 14.2 Continuously improve approach to disseminating and
improving services using the themes from the Patient
Feedback & Complaints report / information (Dec 16)
Developing culture as a
“learning organisation”
M
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
3. To redesign services where appropriate, in partnership, to ensure a modern sustainable local health service
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing & Acute
Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement Manager,
CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental Health;
SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P – Head of
Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager; CN(A&SS) - Chief
Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of Planning &
Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
11
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
KEY OUTCOMES: (@ 1 Year, 3 year & 5 Year)
By the end of 16/17 we will have updated the Strategic plan in place and have an established & developed Integrated Joint Board; During the next 3 years there will be demonstrable improvements in the
services we provide, with better access particularly to Dental services and Mental Health. Locality working will develop during 16/17, with defined resources and local decision making on how to make the
best use of those resources with full community participation. How we use local Acute Hospital Services will begin to be discussed within each locality, and the joint working between localities and acute
services will strengthen the support that can be provided closer to peoples own homes, through the use of technology such as telehealthcare.
Establishment of Baseline for H&W Outcomes and demonstrate improvement over 3 year cycle
1. Provide a modern,
sustainable dental service
with increased
registrations
Prevention
DCH
&SC
DD 1.1 Develop & agree Oral Health Strategy for Shetland
(agreed at IJB in June 16)
Clear strategic direction
for Dental services with an
emphasis on
Sustaining and where
appropriate improving
Oral Health
Improved access to local
dental services including
specialist services
Improved responsiveness
of local dental services
H
Person-
centred Care
DCH
&SC
DD 1.2 Develop an action plan alongside the Oral Health
Strategy that describes how access will be improved.
25% of actions to be completed by Q4.
Dental registrations
continue to rise
H
Person-
centred Care
DCH
&SC
DD 1.3 Review appointment system within the PDS to ensure we
maximise the effectiveness and responsiveness of the
service
Improved Dental access H
Efficiency &
Productivity
DCH
&SC
DD 1.4 Review Dental budget to ensure maximum benefit
obtained from local dental budget, including the delivery
of specialist services eg. oral surgery; orthodontics
Maximise use of Dental
budget to deliver local care
H
Person-
centred Care
DCH
&SC
DD 1.5 Promote availability of local access grants to support the
provision of NHS committed Independent Dental
practices in Shetland
Improved Dental access H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
3. To redesign services where appropriate, in partnership, to ensure a modern sustainable local health service
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing & Acute
Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement Manager,
CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental Health;
SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P – Head of
Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager; CN(A&SS) - Chief
Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of Planning &
Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
12
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
Person-
centred Care
DCH
&SC
DD 1.6 Support Independent Dental practitioners that make
applications to start / provide local NHS practices Improved Dental access
H .
2. Improved Patient assessment
& support to meet
identified needs
Person-
centred Care
DCH
&SC
EMASW 2.1 Further embed use of With you For You (WYFY) to
ensure effective information sharing / decisions on
client/patient care needs so that provision is timely and
appropriate , with improvements in time taken for all
assessments to be completed.
More effective / responsive
services
Improvement in Measure
PM11
H
3. Repatriate services, where
appropriate, to Shetland
Innovation MD /
DFin
DN&AS 3.1 Progress Pathways project (as part of E&R
programme). An outline of potential pathways has been
produced and further scoping of priorities with clinical
engagement locally (ongoing) with view to
implementation starting September 2016. Project leads
established for pathway to ensure ownership of each
particular scheme.
Increased local access to
services
H
Innovation MD MD 3.2 Revise model for provision of local Obstetric &
Gynaecology services (July 16) Increased local access /
sustainable Obstetric &
Gynaecology service
H
Innovation MD MD;
& CHM
3.3 Appoint relevant staffing (Obstetric & Gynaecology)
(Sept 16) Increased local access /
sustainable Obstetric &
Gynaecology service
H
Innovation MD;
DN&
AS
CHM 3.4 Establish local elective Gynaecology service &
evaluate impact on local access / repatriation of activity
(March 17)
Increased local access /
sustainable Obstetric &
Gynaecology service
H
Innovation DN&
AS
ESM 3.5 Put in place systems to reduce variation across elective
services (using interventions identified in the DOIT
improvement programme and the national planned care
programme)
Reducing unnecessary
appointments for patients,
reducing unnecessary
travel/costs and promoting
evidence based care
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
3. To redesign services where appropriate, in partnership, to ensure a modern sustainable local health service
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing & Acute
Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement Manager,
CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental Health;
SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P – Head of
Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager; CN(A&SS) - Chief
Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of Planning &
Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
13
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
4. Develop a sustainable
Clinical Staffing model
for NHSS
Workforce DN&
AS/
MD
CN
(A&SS) /
CN
(HSDC)
4.1 Continue development of Advance Nurse Practice
across the Board Improved sustainability of
clinical staffing
M
Workforce DCH
&SC
CN
(HSDC)
4.2 Produce development plan for Advanced Nurse
practice in Community services Improved sustainability of
clinical staffing
M
Workforce MD MD 4.3 Develop options for use alternative Middle & Junior
grade staffing (incl Clinical Development fellows) Improved sustainability of
clinical staffing
M
Workforce MD MD 4.4 Develop proposals for sustainable staffing model for
OOHs medical staffing (Sept 16) Improved sustainability of
clinical staffing
H
Workforce MD MD 4.5 Plan in place for Junior grade medical staffing for each
staffing rotation (July & Nov 15) Improved sustainability of
clinical staffing
H
Workforce MD MD 4.6 Develop succession plan for Senior medical staff (Sept
16) Improved sustainability of
clinical staffing
H
Workforce CE MD /
DNAS
4.7 Produce an updated Clinical staffing development plan
by October 2016. Improved sustainability of
clinical staffing
H
5. Redesign & strengthened
Mental Health services
Person-
centred Care
DHRS
S /
DCH
&SC
DM/MS 5.1 Agree and Confirm activity to be ‘In Scope’ and agree
MH OD plan (by end Sept 16) Agreed OD plan H
Person-
centred Care
DHRS
S /
DCH
&SC
TLSD/SH
/DM/MS
5.2 as part of MH OD plan, develop and implement
Mental Health management arrangements
a) Confirming roles & responsibilities
b) Implementing agreed structure of Team &
service meetings
c) Coaching (supporting) team through new
meetings / processes
Improved management
arrangements within MH
Increased staff satisfaction
H
Person-
centred Care
DHRS
S /
DCH
&SC
TLSD/SH
/DM/MS
5.3 as part of MH OD plan, develop and implement
Management & Leadership Skills development in MH
Service
Improved management
arrangements within MH
Increased staff satisfaction
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
3. To redesign services where appropriate, in partnership, to ensure a modern sustainable local health service
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing & Acute
Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement Manager,
CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental Health;
SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P – Head of
Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager; CN(A&SS) - Chief
Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of Planning &
Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
14
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
Person-
centred Care
DHRS
S /
DCH
&SC
TLSD/SH
/DM/MS
5.4 as part of MH OD plan, develop and implement
Culture & behaviours assessment & development plan
(as appropriate)
Improved management
arrangements within MH
Increased staff satisfaction
H
Person-
centred Care
DHRS
S /
DCH
&SC
EMMH 5.5 Implement Psychiatric Emergency Plan / Crisis service
arrangements including staffing and appropriate
training
Enhanced patient safety
and satisfaction
Increased staff safety
H
Person-
centred Care
DHRS
S /
DCH
&SC
EMMH 5.6 Ensure stable SMRS service and effective replacement
of services commissioned from CADSS Safe service provision H
Person-
centred Care
DHRS
S /
DCH
&SC
EMMH 5.7 Implement enhanced Psychology service with
appointment of new Psychology staff (Consultant
Clinical Psychologist and Applied Psychology Trainee
Increased patient
satisfaction
Improved service access
H
Person-
centred Care
DHRS
S /
DCH
&SC
EMMH 5.8 Develop, agree and implement Psychological Therapies
training plan Increased patient
satisfaction
Improved service access
H
Person-
centred Care
DN&
AS
C&FHM 5.9 Implement workforce plan to support CAMHS services
delivery within national access targets Increased patient
satisfaction
Improved service access
H
6. Improved Dementia
services
Prevention DCH
&SC
EMMH 6.1 100% of People with a confirmed Dementia diagnosis
will have been offered post diagnostic support. Improved Dementia
services
HEAT: T.9S + new target
H
Prevention DCH
&SC
EMMH 6.2 By Q2 80% of actions in Dementia Strategy
implementation plan should be completed or underway Improved Dementia
services
HEAT: T.9S + new target
H
7. Re-design Prisoner Custody
Services
Safe Care MD PCM 7.1 Evaluate effectiveness of redesigned service for
Prisoners in Police Custody and implement appropriate
changes (as required)
Delivery of affordable &
effective service
L
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
3. To redesign services where appropriate, in partnership, to ensure a modern sustainable local health service
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing & Acute
Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement Manager,
CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental Health;
SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P – Head of
Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager; CN(A&SS) - Chief
Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of Planning &
Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
15
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
8. Implement Primary Care
Strategy
Innovation /
workforce
DCH
&SC
SM PC 8.1 Agree Primary Care Strategy and implementation plan
(May 16) Agreement of strategy with
appropriate engagement
H
Innovation /
workforce
DCH
&SC
SM PC 8.2 Agree Implementation structure and establish Project
Board / Engagement strategy (July 16) Effective Implementation
arrangements &
Engagement
H
Innovation /
workforce
DCH
&SC
SM PC 8.3 Progress development of revised PC practice model (in
conjunction with staff and communities (Nov 16) Improved PC access
Improved PC staffing &
sustainability
H
Innovation /
workforce
DCH
&SC
SM PC 8.4 Implementation of PC Strategy (as per Implementation
timescales / milestones) (March 16) Improved PC access
Improved PC staffing &
sustainability
H
Innovation /
workforce
DCH
&SC
SM PC 8.5 Implementation of new Practice model for Unst
Practice / revised GP staffing (in agreement with local
staff) (Aug 16)
Improved PC access
Improved PC staffing &
sustainability
H
9 Older People’s Services Innovation /
workforce /
Integrated
care
DCH
&SC
EMCCR 9.1 Develop the model of care that promotes reablement
and care at home, quantifying what the residential care
bed base needs are for the future.
Clear capacity plan and
strategic direction as part
of Older Peoples Strategy
H
Innovation /
workforce /
Integrated
care
DCH
&SC
EMCCR 9.2 Progress implementation of OP strategy Improved outcomes for OP
(H&W Outcomes)
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
4. To provide best value for resources and deliver financial balance
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
16
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
KEY OUTCOMES: : (@ 1 Year, 3 year & 5 Year )
Year 1 – Deliver In year Financial balance / achieve agreed Recurrent & Non Recurrent savings targets
Year 3 – Return to Recurrent Financial Balance / Agree Long term plan for the future development of the GBH
Year 5 – Maintain Recurrent Financial Balance
1. To ensure that the Capital
Resource Limit (CRL) and
expenditure remain in
balance
Efficiency &
Productivity
CE IHEF
1.1 Final Capital plan for 16/17 to be agreed (April 16) Achievement of balanced
financial position
H
Efficiency &
Productivity
CE IHEF
1.2 Draft Capital plan for 2017-18 to be agreed by the end
of March 2017 Achievement of balanced
financial position
M
2. To ensure that the
Revenue Resource Limit
(RRL) and expenditure
remain in balance
Efficiency &
Productivity
DFin EMT 2.1 Confirm balanced 2016-17 Revenue budget for Year
including detailed efficiency plan by May 16 Achievement of balanced
financial position
Delivery of Efficiency
plan
H
Efficiency &
Productivity
DFin EMT 2.2 Agree 5 Year financial plan with outline efficiency
targets (at service / Directorate level) by Oct 16 Achievement of balanced
financial position
Delivery of Efficiency
plan
Indicative 3 year budgets
for IJB to support
Strategic planning
H
Efficiency &
Productivity
DFin EMT 2.3 Agree Outline Efficiency plan for 2017/18 by
December 2016. Achievement of balanced
financial position
Delivery of Savings plan
H
Efficiency &
Productivity
DFin DFin 2.4 Finalise 2017/18 Financial Plan including savings plan
by March 2017. Achievement of Balanced
financial position
Delivery of Savings plan
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
4. To provide best value for resources and deliver financial balance
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
17
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
3. To ensure that medicines
are used effectively and
wastage reduced to a
minimum
Efficiency &
Productivity
DCH
&SC/
MD
DP 3.1 Deliver further efficiencies through effective and
efficient Prescribing focusing on:
More accurate forecasting of high cost drug
expenditure
Focusing on variances and implementing corrective
actions
Working across health and social care to ensure
that older people’s medicines are properly managed
Effective and efficient use
of medicines
H
Efficiency &
Productivity
DCH
&SC/
DN&
AS
DP 3.2 Work with hospital and community pharmacies to
reduce medicines wastage on an ongoing basis
throughout the year with evidence of campaign success
Reduction of funding used
on wasted medicines
M
Efficiency &
Productivity
DCH
&SC
DP 3.3 Continue to raise profile of issue through local
campaigns and local media Patients better informed
about managing their
medicines
M
4. To have robust and fit for
purpose planning in place
for effective local strategic
planning
Efficiency &
Productivity
DPH HP&M
SP&IO
4.1 Local Delivery Plan 16/17 signed off by May 2016
Effective local service
planning
H
Efficiency &
Productivity
DPH HP&M
SP&IO
4.2 LDP 17/18 draft agreed by March 2017
Effective local service
planning
H
Innovation
DPH HP&M
SP&IO
4.3 LOIP 16/20 finalised and signed off by end June 2016
Effective partnership
planning & contribution to
Shetland Partnership
M
5. Deliver the eHealth Plan
as agreed by the eISG
Strategy Group
Efficiency &
Productivity
DHR
& SS HIT/ eHealth
5.1 Ensure appropriate focus and approval route for
eHealth and Information Governance plan 2016-17 by
April 2017
Effective IT provision H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
4. To provide best value for resources and deliver financial balance
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
18
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
6. Deliver 16/17 IT Capital
Projects Programme as
agreed by CMG
Efficiency &
Productivity
DHR
& SS HIT/ eHealth
6.1 Deliver programme activities by July 17 Ensure fit for purpose IT
infrastructure
Increase robustness and
availability of information
systems
H
7. Review the IM&T
Business Continuity plan
in light of review of all
other service BCPs
Efficiency &
Productivity
DHR
& SS eISG 7.1 Agree IM&T Disaster Recovery Plan August 2016 Assured integrity of Board
data and systems
H
8. Develop a Health
Intelligence function
within the ehealth
Department
Efficiency &
Productivity
DHR
& SS HIT/ eHealth
8.1 Agree priorities and KPIs – July 2016 Improved clarity on
approach and use of data /
information
Greater clarity on key
Information needs
H
9. Implement Efficiency &
Redesign programme
Efficiency &
Productivity
CE EMT 9.1 Recruit Head of Planning & Modernisation (July 16) Effective support and
overall co-ordination of
programme
H
Efficiency &
Productivity
CE EMT 9.2 Review reporting and governance arrangements for
E&R programme (Oct 16) Effective support and
overall co-ordination of
programme
H
Efficiency &
Productivity
CE EMT 9.3 Create additional Management capacity to support
programme (Sept 16) Effective support and
overall co-ordination of
programme
H
Efficiency &
Productivity
CE EMT 9.4 Ensure appropriate documentation in place for agreed
projects (Sept 16) Effective support and
overall co-ordination of
programme
H
Efficiency &
Productivity
CE EMT 9.5 Agree process for identifying next stage of E&R
programme (Aug 16) Effective support and
overall co-ordination of
programme
H
Efficiency &
Productivity
CE EMT 9.6 Develop plans for future E&R programme (Dec 16) Effective support and
overall co-ordination of
programme
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
4. To provide best value for resources and deliver financial balance
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
19
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
Efficiency &
Productivity
CE HEF 9.7 Complete sale of surplus properties Delivery of Financial
balance
H
10. Improve effectiveness and
efficiency of Patient
transport arrangements
Efficiency &
Productivity
DFin HF&P 10.1 Progress project to redesign and improve efficiency of
Boards Patient transport arrangements and use of HITS
funding in line with project PID (March 2017)
Improved value for money M
Efficiency &
Productivity
DFin HF&P 10.2 Implement revised Patient travel arrangements (using
ferries) (Dec 16) Improved value for money H
Efficiency &
Productivity
DFin HF&P 10.3 Develop proposals for revised Patient travel
arrangements for escorts (Sept 16) Improved value for money H
Efficiency &
Productivity
DFin HF&P 10.4 Agree new Policies for Patient travel (HITS) in
conjunction with other NoS Boards & agree at Board
(Oct 16)
Improved value for money H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
5. To ensure sufficient organisational capacity and resilience
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
20
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
KEY OUTCOMES: : (@ 1 Year, 3 year & 5 Year ?)
Delivery of agreed Organisational Targets and Corporate Objectives (i.e. HEAT / Relevant SOA targets)
Greater than 75 % of CAP actions complete / On target year on year
Increase in Positive Board members returns on Corporate Governance / work of the Board (through Board self evaluation)
Increased Staff satisfaction (measured through Staff surveys & Employee engagement index (iMatters)): Year 1 – Establish / agree Baseline and Targets; Year 3 – Meet Interim Targets; Year 5 – Meet Target
1. Progress Integration of
Community Health &
Social Care services
Integrated
Care
DCH
&SC
DCH&SC
/ SIC -
DCS
1.1 Establish and run Induction programme for new
members of the IJB Effective Governance H
Integrated
Care
DCH
&SC
DCH&SC
1.2 Carry out self assessment and review of effectiveness
of IJB arrangements (Dec 16) Effective Governance H
Integrated
Care
DCH
&SC
DCH&SC 1.3 Develop and implement ongoing development plan for
IJB (March 17) Effective Governance H
Integrated
Care
DCH
&SC
HP&M 1.4 Develop arrangements for Locality Planning
infrastructure – arrangements for ongoing locality
meetings to be agreed and implemented to support next
Strategic (Commissioning) Plan (Sept 16)
Strategic Plan informed by
locality population needs
M
Integrated
Care
DCH
&SC
HP&M 1.5 Update & confirm arrangements for Joint Strategic
Planning within the IJB (Aug 16) Effective engagement and
planning for Health & SC
services
H
Integrated
Care
DCH
&SC
HP&M 1.6 Update & agree Joint Strategic Plan (Jan 17) Strategic Plan informed by
locality population needs
H
Integrated
Care
DHSC DHSC 1.7 Progress options for Integrated locality services with a
management structure and professional structure that
supports quality; safety and delivery by Q3.
More effective joint
service provision
H
Integrated
Care
DFin HF&P 1.8 Confirm updated Joint Budget process for 16./17
budgets (Aug 16) Effective management of
services / Improved Joint
Management & Decision
making
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
5. To ensure sufficient organisational capacity and resilience
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
21
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
Integrated
Care
CE DFin 1.9 Aree Joint Budgets for 17/18 (Draft for December
2016; final for March 2017) Effective management of
services / Improved Joint
Management & Decision
making
H
Integrated
Care
CE CSM 1.10 Review updated Board Governance structures &
committee arrangements in response to Integration
agenda by Dec 16
Streamlined Governance H
Integrated
Care
CE CSM 1.11 Evaluate impact of IJB on Governance arrangements
and implement continuous improvement to Board
governance (March 17)
Streamlined Governance L
2. Improve the use of the
performance management
system to drive
improvements and focus
on areas that need more
attention
Efficiency &
Productivity
CE HP&M 2.1 Introduce new performance system to support NHS and
IJB by Sept 2016 Assisting decision making
and accountability around
priorities
H
Efficiency &
Productivity
CE HP&M 2.2 Develop approach to reporting performance to improve
use of Dashboards and use of appropriate information to
support decision making (March 17)
Reduced bureaucracy
More efficient use of
resources
Improved system for added
functionality (eg for audit
purposes)
M
3. To ensure compliance
with the board’s statutory
duties under the Data
Protection Act (1998) and
Public Records Scotland
Act (2011)
Efficiency &
Productivity
DFin HIT 3.1 Updated Information Governance Action plan produced
by end of July 16 Ensures legislative
compliance, mitigating
ICO (Information
Commissioner Office)
penalties for the Board
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
5. To ensure sufficient organisational capacity and resilience
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
22
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
Efficiency &
Productivity
DFin HIT 3.2 Monitor progress against action plan and adjust plan to
respond to changes (March 2017). Annual information
governance report for 2015-16 to be produced
Ensures legislative
compliance, mitigating
ICO (Information
Commissioner Office)
penalties for the Board
M
4. To ensure compliance
with the board’s statutory
duties under the Public
Records Act (Scotland)
Efficiency &
Productivity
DFin t.b.a. 4.1 Appoint PM to support implementation of Records
management plan (in response to Public Records Act
(Scotland) (July 16)
Compliance with
Legislation
M
Efficiency &
Productivity
DFin Project
Manager
4.2 Draft Records Management Plan & Implementation
action plan (Dec 16) Compliance with
Legislation
M
Efficiency &
Productivity
DFin Project
Manager
4.3 Submit Records management scheme (in line with act)
by March 2017 Compliance with
Legislation
M
Efficiency &
Productivity
DFin Project
Manager
4.4 Monitor progress against action plan and adjust plan to
respond to changes (March 2017) Ensures legislative
compliance, mitigating
ICO (Information
Commissioner Office)
penalties for the Board
M
5. Progress Service
Improvement Methods
within the Board ensuring
strategic direction is clear
as part of HR&OD
Strategy
Innovation DHR
&SS
IDM 5.1 Develop approach to education and training for Service
Improvement methods and tools; update OD Strategy Tools and methods ready
for staff to utilise in their
areas
M
6. Deliver the Staff
Governance Action Plan
2016/17
Workforce DHR
&SS
All
Directorat
e HODs
6.1 Deliver staff Governance action Plan (March 17) Improved staff
engagement
Improved staff training and
skills
H
7. Improve management
arrangements across NHS
Shetland
Efficiency &
Productivity
CE MD 7.1 Agree & implement revised approach to clinical
leadership in Acute services (Oct 16) Improved clinical
involvement
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
5. To ensure sufficient organisational capacity and resilience
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
23
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
Efficiency &
Productivity
CE EMT 7.2 Develop clinical engagement through use of ACF &
Advisory committees Improved clinical
involvement
H
Efficiency &
Productivity
CE CSM 7.3 Deliver Communication strategy Implementation plan Improved stakeholder
engagement
M
Efficiency &
Productivity
CE EMT 7.4 Develop approach to Leadership / management
meetings Improved management
effectiveness
M
Efficiency &
Productivity
CE EMT 7.5 Develop approach to engagement with Middle
managers Improved management
effectiveness
M
8. Development of EMT as
leadership team
Efficiency &
Productivity
CE DHRSS 8.1 Agree updated EMT development plan (following
EMT session and iMatters (Sept 16) Continuous Improvement
in EMT leadership
M
Efficiency &
Productivity
CE DHR&SS 8.2 Implement EMT development plan (December 2016) Continuous Improvement
in EMT leadership
M
9. Development of Board Efficiency &
Productivity
Chair DHR&SS 9.1 Progress Board development sessions (September
2016) Continuous improvement
in Board leadership
M
Efficiency &
Productivity
Chair DHR&SS
/ CSM
9.2 Agree action plan in response to Board self assessment
(Sept 16) Continuous improvement
in Board leadership
L
Efficiency &
Productivity
Chair DHR&SS
/ CSM
9.3 Implement action plan in response to Board self
assessment (Dec 16) Continuous improvement
in Board leadership
L
Efficiency &
Productivity
Chair CSM 9.4 Carry out further Board self assessment exercise (Dec
16) Continuous improvement
in Board leadership
L
10. Development of HR /
Staff Information
Workforce DHR
&SS
HRSM 10.1 Develop HR Dashboards
Improved visibility of Staff
information
Improved staff
management &
engagement
H
Workforce DHR
&SS
HRSM 10.2 Progress implementation of eESS in line with updated
national programme (Dec 16) Visibility of performance
planning needs
H
Workforce DHR
&SS
HRSM 10.3 Further develop Board’s workforce planning (Dec 16) Improved Staff
management and
workforce development
H
SHETLAND NHS BOARD – CORPORATE ACTION PLAN 2016/17
5. To ensure sufficient organisational capacity and resilience
Key to Lead Responsibilities:
CExec - Chief Executive; DPH - Director of Public Health; DFin - Director of Finance; MD - Medical Director; DHR & SS - Director of Human Resources & Support Services; DN&AS –Director of Nursing &
Acute Services; DCH&SC – Director of Community Heath & Social Care; DP – Director of Pharmacy; CSM – Corporate Services Manager; EMT – Executive Management Team; HIM – Health Improvement
Manager, CHM – Child Health Manager; CPHM – Consultant in Public Health Medicine; HIT – Head of IM&T; HEF – Head of Estates & Facilities; OTM – Joint OT Manager; EMMH – Executive Manager, Mental
Health; SMPC – Service Manager Primary Care; CN(HSCD) – Chief Nurse Health & Social Care Directorate; DD – Dental Director; SDM – Staff Development Manager; HRSM – HR Services Manager; HF&P –
Head of Finance & Procurement; CLC – Choose Life Coordinator; EPO – Emergency Planning Officer; SP&IO – Senior Planning & Information Officer; CG&RM – Clinical Governance & Risk Manager;
CN(A&SS) - Chief Nurse Acute & Specialist Services; EMCCR – Executive Manager Community Care Resources; PHP – Public Health Principal; SHIA - Senior Health Improvement Advisor; HPM – Head of
Planning & Modernisation; ESM – Elective Services Manager; TLSD – Team Leader Staff Development
14/06/2016
24
Objectives Strategic
Landscape
Priority
Areas
Exec.
Lead
Oper-
ational
Lead
Actions / Completion Dates Outcomes H/M/L
Priority
Status of delivered action
point
11. Improve organisational
resilience to business
threats
Efficiency & Productivity
CE HP&M 11.1 Stocktake of Board’s position with Business Continuity
planning (Dec 16)
Ensuring no gaps in
business continuity
planning
Ensuring plans are aligned,
and mutually supportive
M
Efficiency & Productivity
CE HP&M 11.2 Finalise implementation of BCP Audit report action
plan (Oct 16) Ensuring no gaps in
business continuity
planning
Ensuring plans are aligned,
and mutually supportive
M
Safe Care DPH DPH /
EMT
11.3 Progress and implement action plan for “Prevent
Strategy ” in conjunction with partners (March 16) Effective governance
Security of staff and
patients
L
Efficiency & Productivity
DFin HF&P 11.4 Review & agree updated policy & procedures for Asset
Verification (Oct 16) Effective governance
H
Efficiency & Productivity
DFin HF&P 11.5 Implement revised Asset Verification process Effective governance
H
Efficiency & Productivity
DFin
& CE
EMT 11.6 Review & implement improved implementation of
audit recommendations Increased rate of delivery
on audit recommendations
Effective Governance
H
Efficiency & Productivity
DFin
& CE
HF&P 11.7 Review of effectiveness of Internal Annual accounts
process Effective Governance
Clean Audit certificate
H
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