Capability Development Plan

1
Capability Development Plan

• Appendix A OVERVIEW

2
Summary of development plan objectives and
metrics by focus area 1/2
Performance metrics and targets that would be
influenced
Development plan focus area
Owner
Objective

• Develop short term objectives and a clear vision
  and costed medium term Strategy based on health
  needs for the PCT

1

• Strategy

• Prioritisation
• Strategy setting in primary care

• Ghazwa Alwani-Starr

• Strengthen decision making mechanisms, leadership
  accountability

• Ann Radmore Tom Coffey

• Ensure structure of PCT supports robust and
  transparent processes for decision making as well
  as leadership of priority areas
• Develop behaviours that achieve challenge as well
  as consensus

2

• n/a

• Strengthen Commissioning

• Efficient, cost effective and evidence-based
  commissioning within available resources

• Ghazwa Alwani-Starr Salman Rawaf

• Improved health outcomes
• Provider capability
• Negotiation in secondary care

3

• Improved patient experience and quality
  indicators/goals
• Increased provider reporting on quality and
  patient experience performance indicators
• Improved provider performance on Standards for
  Better Health

• Embed performance management in the organisation
  
• Improve patient experience and quality outcomes
  through improved target setting and monitoring

• Performance Management

• David Avis

4

• Right data available at right time to relevant
  people to inform decision making

Information
5

• Decreased no. of decisions requiring revision due
  to wrong/incomplete data
• Demonstrable evidence-base for all major
  commissioning decisions
• Improved data gathering in primary care

• David Finch

3
Summary of development plan objectives and
metrics by focus area 2/2
Development plan focus area
Performance metrics and targets that would be
influenced
Owner
Objective

• Staff

• Di Caulfeild-Stoker

• Ensure workforce plan addresses the needs of the
  population
• Ensure staff are supported and appropriately
  skilled to deliver and improve services in line
  with commissioning a patient led NHS

6

• Number and skill mix of staff meet needs of
  service
• Improved patient experience and outcomes
• Staff turnover reduced
• Uncertainties of future reduced

• Financial
• Balance and Value for Money

• Support high-quality and strategic business
  planning, decision-making and spending through
  robust financial model and prioritisation process

• David Avis

7

• Prioritisation
• Value for Money

• Care pathways

• Andy Neil

• Provide the best clinical care in the most
  appropriate setting

8

• Access to Diagnostics
• Improved quality
• Improved patient experience
• Improved clinical processes

9

• Provider
• Services Management

• Di Caulfeild-Stoker Ghazwa Alwani-Starr

• Improved health outcomes
• Improved clinical processes
• Streamlined processes and eliminated waste
• Service improvement and efficiency

• Provide services that are contestable, flexible,
  sustainable and fit for purpose
• Support future provision of provider services

4
Summary of capability development plan projects
Significant Work Moderate Work
2007
2008
Issue area and milestones
3
2
12
11
10
9
8
7
4
1
2
1
Responsible
6
5
3
Q4 Q1 Q2 Q3
Q4
Strategy
Ghazwa Alwani-Starr
1

• Short termobjectives
• Clear vision and costed medium term Strategy
  based on health needs

Ann Radmore Tom Coffey
2
Strengthen decision making mechanisms, leadership
accountability

• Effective decision making
• Strong accountability Leadership
• New ways of working

3
Ghazwa Alwani-Starr Salman Rawaf
Strengthening commissioning

• Commissioning model
• Primary care commissioning
• Relationship Management

Performance management
4
David Avis

• Embed and strengthen performance management

Information
5
David Finch

• IM IT Strategy
• Knowledge base/information for commissioning
• Streamlined data sources

Staff
6
Di Caulfeild-Stoker

• OD Plan including Leadership programme
• Workforce Plan

David Avis
7
Financial balance and value for money

• Business case processes
• Benchmarking and disinvestment

Care Pathways
Andy Neil
8
A. Review, prioritise and develop
9
Provider Services
Di Caulfeild-Stoker Ghazwa Alwani-Starr

• Options for future provision
• Commissioning of Provider Services

5
Summary of key dependencies
gtObjective setting for Directors gtObjective
setting for Associate Directors gtAgree clinical
leadership on key clinical strategic
priorities gtEstablish PM scorecards/KPIS for key
areas of PCT gtIdentify Patient Experience
Clinical Quality outcomes to be
measured/establish method of measurement
ISSUE AND ACTION DEPENDENCIES
(ACTIONS) DEPENDENCIES
(AREAS)

Strengthen decision making mechanisms,
leadership accountability Strengthen
Commissioning Performance Management
1
2

• Strategy
• Achieve clarity and agreement on 1 year PCT
  objectives (until March 08)

3
4

• Decision making, leadership accountability
• Issue structure paper, consult and agree with
  Board
• Improve PDR process

2
gtAgree Commissioning Model within PCT gtClarify
and agree organisational structure, leadership
and working arrangements of IM and IT services to
provide robust central information resource
gtName/confirm director or lead on Performance
Management gtLink performance management of
corporate objectives with appraisal
mechanisms gtReview PDR process gtIdentify and
agree all information requirements of central
information resource gtReview and identify gaps in
staffing in light of new commissioning
arrangements gtIdentify staffing and training
needs for five year strategy gtInformation
Strategy gtIT Strategy gtOD and culture
development in Management Team, PEC and Board
Strengthen Commissioning Information Performance
Management Staff Information Staff Strategy In
formation Decision making, accountability
leadership
3
5
4
6

• Commissioning
• Agree commissioning model within PCT

3
5
6

• Staff
• Workforce Plan
• Organisational Development Plan

6
1
5
2