Annual Plan 2014/15

Grahame Ellis, Austin O’Malley,

Marian Moore, Phil Brown, Anne Clarke, George Hardy, Rachel Simpson

Governors

20th March 2014

Agenda Item 12 )

Contents• What is the Annual Plan?

• Key components

• Focus on Service Developments – Ray Diagrams

• Progress to date

• Recommendations to the Board of Directors

• Next steps

What is the Annual Plan?• Main annual submission to Monitor• 2 year Operational Plan 2014/15-2015/16• 5 year Strategic Plan 2014/15-2018/19• Based on the Integrated Business Plan

(2012-17) and subsequent developments • Must take account of the views of the CoG• Must meet Monitors requirements – new

content, style, format, timing• Most of Plan to be published, but some

confidential elements are not published

Key Components – NTW Operational Plan

• Covers 3 years – 2014/15 to 2016/17• Agreed with Monitor that our plan will include 2016/17 to

cover the full Transformation programme

• To be submitted on 4th April 2014• Contents– Executive Summary– Operational Plans (including service developments) – Quality Plans– Workforce Plans– Financial Delivery Plans– Appendices as required

Key Components NTW Strategic Plan

• Covers 5 years 2014/15 – 2018/19– Incorporates NTW 3 year Operational Plan – should be no

material changes

– Plans for 2017/18 – 2018/19 to be developed over coming months

• Key elements– Declaration of sustainability

– Market analysis and context

– Risks to sustainability and strategic operations

– Strategic plans

– Appendices

Service DevelopmentsRay Diagram shows key service

developments by Group covering:

• Principal Community Pathways

• Transforming Augmenting Services

• Transforming Specialist Services

• Transforming Social and Residential Services

• Transforming Corporate Services

Transformation Map:

Service Developments (Core and Business Opportunities (March 2014)

Current state:•Strong record of innovation•Variations in models of care•Strong clinical leadership and expertise•Unconditional CQC registration•Strong track record of modernising services•Impressive range of generic and specialist services – some unique to the UK market

Future State to be:

Improving the wellbeing of the people we serve

through delivering services that match the best in the world.

Market leader in the provision of Planned Care

ServicesMarket leader in the

provision of Specialist Care

Services

Year 1 Year 2 Years 3 - 5 (to 31 March 2015) (to 31 March 2016) (to 31 March 2019)

Specialist Corporate/Trust-wide

Strategic Objectives 1.Modernise and reform services; 5. Provide high quality evidence based and safe services, supported by effective integrated 2. Be a sustainable and consistently high performing organisation; governance arrangements;3. Be a model employer, an employer of choice and an employer that makes the best use of the talents 6. Improve clinical and management decision making through the provision and developmentof the entire workforce; of effective information;4. Fully embrace and support service user, carer, staff and public involvement , including 7. Be an influential organisation which supports and enables social inclusion. our membership, in all aspects of our work; Abbreviation Key: IRT = Initial Response Team LD = Learning Disabilities RAID = Rapid Assessment, Interface and Discharge Blue = Plan Red Font = Work in progress Green = Development complete

Supporting implementation of the Trust wide future vision

of services

2.1 PRIDE Opening

of Hopewood

Park1,2,3,4,5

3.4 Assessment and Treatment Unit for Autism

1,2,3,4,5

2.3 Improving the Adult Acute Mental Health Inpatient Pathway South of Tyne

1,2,3,4,5

Explore business

opportunities for gaps

in the market,

responding to tenders

etc

1,2,3,4,5,6,7

Implementing Trans-forming Services

Programme, including

Transforming

Corporate Services

(5.1)

Cross Trust support for change -

Scaffolding,TED,

1,2,3,4,5,6,7

2.6, 2.7 Redesign of Moving On

Services North and

South of Tyne1,2,3,4,5

2.10, 2.11 Rationalisation of the Dementia Pathway in Newcastle, South Tyneside

and Sunderland1,2,3,4,5

2.4 Consolidation of PICU Services (interim) 1,2,3,4,5

2.5 Improving Older Peoples Functional Inpatient Services

South of Tyne 1,2,3,4,5

3.5 Review of Specialist Services, including

RADS review 1,2,3,4,5

2.8, 2.9 Development of

Male HDU North of Tyne and Trust wide

Female HDU1, 2, 3, 4, 5

3.1 Review of Neurological

Services, including

Heppell House review

1,2,3,4,5

1.1, 1.2 Principal Community Pathways (including Access) Tranches 1&2

1,2,3, 6, 7

Market leader in the provision of Urgent Care

Services

3.2 Review of Children’s and Young Peoples Medium Secure

and Forensic Outreach Services

1,2,3,4,5

Continuallyimprove

and develop Service Quality

1,2,3,4,5,6,7

3.3 Review of Forensic Services including Hebron Pathway Development and development of Diversion

Services, 1,2,3,4,5

4.1 Review of Northumberlan

d Adult Residential

Mental Health Services (Phase

2)1, 2, 3, 4, 5

4.2 Redesign Northumberla

nd Mental Health Day

Services1, 2, 3, 4, 5

2.2 Expansion of hospital based liaison services implementation of RAID model Sunderland, Gateshead, South Tyneside, Newcastle,

Northumberland, North Tyneside1,2,3,4,5

3.6 Development of an Integrated Attention deficit

Hyperactivity Disorder Service

1,2,3,4,5

2.12 Development of a Personality Disorder

Augmentation Hub team1, 2, 3, 4, 5

3.7 Recon-figuration of

Eating Disorder Services 1,2,3,4,5

Progress to date• Annual Plan Working Group (APWG) established • The group includes Group and Corporate

colleagues and representation from 7 Governors• Remit is to ensure the Annual Plan is submitted to

Monitor within required timescales• Governors role is to support the process by

adding challenge where needed on behalf of the Council of Governors

Progress to date cont.• 3 APWG meetings held to date• Work plan developed with dates for key Trust

individuals to contribute, for example; • Presentation on Operational Plan to APWG

meeting on 5th March 2014 • 3 further APWG meetings planned to complete

Strategic Plan and Summary Annual Plan

Progress to date cont.Where are we up to?

•Operational Plan drafted for review and submission

•Strategic Plan being developed

•Summary Annual Plan to follow on after Strategic Plan is completed

Next steps• Operational Plan final drafts to:• - FIBD 19th March 2014

- Council of Governors 20th March 2014

- Board of Directors (BoD) 24th May 2013• Submit Operating Plan to Monitor 4 April 2014• Finalise Strategic Plan March-June 2014

(final draft to Council of Governors 20th May 2014)• Develop Summary Annual Plan for Annual

Members Meeting in September

RecommendationsThe Council of Governors is asked to:

• Note the involvement of Governors in developing the Operational Plan 2014-17

• Recommend to Board of Directors approval of the Operational Plan 2014-17

• Await further updates as the Strategic Plan is developed