Gantt Chart Appendix 5 Lambeth Primary Care Trust

1
Gantt Chart Appendix 5 Lambeth Primary
Care Trust
2007
2008
10
9
8
11
7
6
5
4
8
3
2
1
12
11
10
9
7
6
Action owner

• Prioritisation
• Identify a named lead for the development of a
  prioritisation policy
• at Lambeth Primary Care Trust
• Agree a named lead. (This has been agreed as
  Ruth Wallis,
• Director of Public Health)
• Engagement in prioritisation for the five year
  Commissioning Strategy Plan
• Complete a review of demography, disease burden
  and evidence to
• feed into the development of the Lambeth Primary
  Care Trust
• Commissioning Strategy and the Lambeth
  Sustainable
• Community Strategy (see below)
• Lambeth population (complete)
• Lambeth disease burden (complete)
• Evidence review (6 months)
• Hold a prioritisation workshop to involve major
  stakeholders (May)
• Test our priorities as part of the pre
  consultation prior to formal

Ruth Wallis
Ruth Wallis
Ongoing
Ruth Wallis/ Sarah Cottingham/ Susanna Masters
Ruth Wallis
Ruth Wallis
Ongoing
Ruth Wallis
2
2007
2008
10
9
8
11
7
6
5
4
8
3
2
1
12
11
10
9
7
6
Action owner
Smarter Monitoring

• Define financial and activity metrics to be
  monitored
• Agree prioritised action plans for high risk
  target areas, to be reviewed by Management Team
  and the Performance Committee.
• Deliver national access and waiting times
  targets
• Develop a set of reports and trajectories to
  cover each of the work streams covered in the
  PCTs Demand Management Plans.
• Establish regular workforce reporting to support
  the equalities agenda
• Define key health status metrics to be monitored
• Review the Lambeth Health Profile website
• Ensure arrangements for the Local Strategic
  Partnership performance dashboard are in place
  for PCT targets, including the delivery of Floor
  Target Action Plans and Neighbourhood Renewal
  Funded projects
• Define patient experience metrics to be monitored
  
• Improve monitoring of patient experience
  feedback as part of the contracting process (see
  also Section 4, the Patient Experience Plan)
• Develop a plan to improve the monitoring of
  invoices and financial transactions
• Review financial systems and processes to ensure
  the full benefits of the implementation of SBS
  are realised.
• Develop in-house specialist skills on the use
  of SBS, and ensure appropriate training for
  budget holders with lead responsibility for
  monitoring of financial performance.

Ongoing

Andrew Eyres
Sarah Cottingham/Susanna Masters Sarah
Cottingham/Susanna Masters Una Dalton Ruth
Wallis Ruth Wallis Una Dalton
Andrew Eyres Andrew Eyres
Ongoing
Ongoing
Ongoing
Ongoing
3
2007
2008
10
9
8
11
7
6
5
4
8
3
2
1
12
11
10
9
7
6
Action owner
Smarter Monitoring

• Define monitoring arrangements for contracting
  partners
• Further develop the PCTs reporting system to
  ensure monitoring requirements for national
  contracts for 2007/2008 for main secondary,
  tertiary and mental health providers are in place
  and effectively assured.
• Develop a system and infrastructure to monitor
  and analyse data effectively
• - Develop the PCT intranet to allow controlled
  access to online collection, collation and
  reporting of performance.
• - Review model of informatics and analytical
  capacity, to ensure consistent approach to
  performance monitoring and management a well as
  improving lines of accountability and reporting
  timetables.
• - Address internal PCT reporting arrangements in
  line with the development of the London
  Commissioning Support Service.
• - Improve the reporting of ethnicity data within
  General Practice and community teams
• - Develop a primary care performance management
  tracking tool that incorporates quality, finance
  and activity indicators

Sarah Cottingham/ Susanna Masters
Andrew Eyres/ Una Dalton Andrew Eyres
Sarah Cottingham/ Susanna Masters Angela Dawe
Angela Dawe
Ongoing
Ongoing
Ongoing
4
2007
2008
10
9
8
11
7
6
5
4
8
3
2
1
12
11
10
9
7
6
Action owner
Practice Based Commissioning

• Identify right structure to support Practice
  Based Commissioning
• in longer term
• Primary Care Trust Clinical and Corporate
  Governance Group
• to be established.
• PLC Steering Group membership and Terms of
  Reference to be
• reviewed
• Consortia structures to be reviewed in advance of
  2008/09
• Practice Based Commissioning Governance
  Accountability and
• Operating Framework
• Increase capacity and capability within consortia
  by developing
• new skill set
• 007/08 Integrated Practice Development Plan
  payments identified
• to provide some capacity for Practice Based
  Commissioning related activity
• Provide learning exchanges to improve skill set
  on specific issues
• e.g. Client group commissioning data validation
  and optimising the
• appropriateness of referrals
• Promote Improvement Foundation Learning Exchanges
  

Ongoing
Sarah Cottingham/ Susanna Masters Lucy Day
Murray King Lucy Day Lucy Day Sarah
Cottingham/ Susanna Masters Lucy Day
Harriet Agyepong Sarah Cottingham/ Susanna
Masters
Ongoing
Ongoing
5
2007
2008
10
9
8
11
7
6
5
4
8
3
2
1
12
11
10
9
7
6
Action owner
Practice Based Commissioning

• Identify clear clinical leaders to drive Practice
  Based Commissioning
• forward
• Clinical lead for each Practice Based
  Commissioning consortia
• confirmed
• Encourage consortia participation on Primary Care
  Trust demand
• management interface work
• Ensure planning encompasses short and long term
  view and
• is not exclusive to primary and secondary care
• Ensure 2007/08 business case benefits capture
  short and longer
• term benefits
• Work with London Practice Based Commissioning
  leads to
• establish minimum data sets for community and
  mental health so
• that robust business cases can be developed
• Develop skills within Primary Care Trust to
  ensure the Primary Care
• Trust is not risk adverse
• develop risk assessment process as part of
  business case development

Lucy Day Lucy Day Lucy Day Susanna
Masters/ Sarah Cottingham Lucy
Day Sarah Cottingham/ Susanna
Masters Murray King Murray King
Ongoing
Ongoing
Ongoing
6
2007
2008
10
9
8
11
7
6
5
4
8
3
2
1
12
11
10
9
7
6
Action owner
Patient Experience

• Develop and use explicit quality of patient
  experience metrics
• across all services
• Implement recommendations of the patient and
  public involvement evaluation
• Consider the current use of resources to support
  PPI work
• Develop a pool of service users who can be
  available to supply user
• perspective and feedback on various matters.
• Establish patient experience working group to
  agree patient experience
• strategy and project.
• Review what PALS/complaints can tell the PCT and
  improve reporting.
• Improve analytical capacity to review, understand
  and cross-reference
• data collected from patient surveys, GPAQ, other
  patient experience
• processes.
• Agree steps to embed patient experience in 08/09
  business plan
• processes and SLAs.
• Improved Partnership Working with the Local
  Authority
• Map out regular interaction with Lambeth Council
  as part of community
• engagement strategy and agree relevant joint work
  plans.

Una Dalton
Ongoing

Ongoing
7
2007
2008
10
9
8
11
7
6
5
4
8
3
2
1
12
11
10
9
7
6
Action owner
Social Care

• Develop a shared understanding between Practice
  Based Commissioning consortia, Adult and
• Older Peoples Services, Children and Young
  Peoples Services and
• the Primary Care Trust about commissioning
  priorities, commissioning
• mechanisms, financial arrangements and desired
  outcomes.
• Commission a workshop approach to
• Develop understanding how the system works
• Encourage joint work
• Share evidence and ways to work
• Agree contract models, quality measure and
  outcome indicators.
• Improve knowledge and intelligence about the
  population across
• health and social care
• Complete a joint strategic needs assessment in
  line with Commissioning
• For Wellbeing.
• Establish a Steering Group chaired by the
  Director of Public Health
• Collect and share data e.g. population data,
  patient/user feedback,
• planning and regeneration data

Sarah Cottingham/ Susanna Masters

Ongoing
Ruth Wallis
Andrew Eyres