Organisational Agenda setting

1
Organisational - Agenda setting

• Need to influence the agenda setting - request
  items to be included
• Driven by sub group activities (minutes)
• Clear ground rules about who can request agenda
  items, with equity for all members.
• Balance to papers, who has been involved in
  preparing the information for the paper
• Each paper to enclose a summary (one sheet)

2
Organisational - Agenda setting (Cont)

• A fair order of presentations, with time for
  consideration
• Open dead line for the agenda
• Items for information only to be sent throughout
  the month, rather than sent in one bulk issue
• Have confidence to challenge

3
Organisational - Performance management

• Inform others about the Performance Management
  role of PCTs - National targets
• Lack of true devolved control over LDPs due to
  overspends of other PCTs within SHA - lack of PCT
  financial autonomy
• Individual performance management of all PEC
  members from the Chair
• PEC member job description with clear lines of
  responsibilities

4
Organisational - Tensions

• All sub groups should have terms of reference and
  a agreed life time.
• Clarity of process between the management team MT
  and PEC members
• Everyone to have clear roles and responsibilities
  that are understood by all
• PEC to ratify decision and management to
  implement them.
• Adopt a partnership approach - PEC TM

5
Communication - Across Boundaries

• PCT to PCT
• Primary to Secondary
  
  
  
• Inter disciplinary and Interagency
• Partnership working at all levels
• Patients/public/carers. We go to them.
• Development of Partnership boards
• Co-terminus organisations

6
Communication - Across Boundaries (Cont)

• Joint working groups - linked to NSF
• Joint Nursing Committee
• PEC nurse/AHP across PCOs network
• Protected learning time to network
• Effective and trusting relationships
• Understanding different cultures, values and
  perceptions

7
Communication - Effective Systems

• Team Briefing, staff meetings, Nurses Forums/AHP
  Forums
• Stakeholder days
• Clinical Strategy groups
• PEC members involvement in outside organisations
• working groups, acute care, multi-agency
• Political Ward Forums
• E-mail, news letters,

8
Communication - Relevant Process

• Terms of reference for all groups
• Communication manager
• E-mail and Intranet

9
Capacity -Vision

• All PCTs should have one
• Must be grounded in reality
• Must be clear about what can be achieved
• Must fit the demography and epidemiology
• Must be consumer and service led.

10
Capacity - Time management and delegation

• Capacity v Demand - analysis after mapping
  exercise, Redesign services and roles
• Prioritise workload - What are you trying to
  achieve?
• Looking to delegate appropriately
• Leading does not mean doing - Say No
• Trust
• Dedicated time and Creative backfill
• Lap top /portable computer

11
Capacity - Appropriate use of resources

• Administration support
• Dedicated secretary for PEC members
• Avoid duplication of roles/areas of work
• Acute services over spending - more joint posts
  and developments to avoid this
• IT equipment

12
Capacity - Physical

• Work from home
• Use other agencies/organisations spare capacity
• schools, churches, Local Authority
• Shared desks
• Review current space usage

13
Personal - Role clarity

• Job description
• Personal review/appraisal from the Chair
• Supervision, Mentoring, Shadowing and Networking
• Meeting with Directors (Primary Care/ Nursing
  /Operations
• Secretarial support

14
Personal - Learning needs

• Induction
• Mentorship
• Culture and political awareness
• Management training
• Personal development plans
• Clinical skills updating

15
Personal - Accountability and management

• Strengthen links with DoN and DPC
• Meeting with line manager re PEC activities
• Contact with staff groups for service information
  and patient care
• Feed back to staff groups