NLG(16)114...NLG(16)114 DATE OF MEETING 29 March 2016 REPORT FOR Trust Board of Directors – Public...

NLG(16)114

DATE OF MEETING 29 March 2016

REPORT FOR Trust Board of Directors – Public

REPORT FROM Wendy Booth, Director of Performance Assurance & Tr ust Secretary and Marcus Hassall, Director of Finance

CONTACT OFFICER As above

SUBJECT 2016/17 Sustainability Plan

BACKGROUND DOCUMENT (IF ANY) None

REPORT PREVIOUSLY CONSIDERED BY & DATE(S) N/A

EXECUTIVE COMMENT (INCLUDING KEY ISSUES OF NOTE OR, WHERE RELEVANT, CONCERN AND / OR NED CHALLENGE THAT THE BOARD NEED TO BE MADE AWARE OF)

The report provi des the draft 2016/17 Sustainability Plan including financial phasings and potential risks to delivery. The report also provides the mid-assignment observations from PWC o n both the 2016/17 Sustainability Plan and the programme governance in frastructure. This report is being considered through the weekly Stock take meetings and will also be discussed by the Executive Team on 22 March 2016

HAVE THE STAFF SIDE BEEN CONSULTED ON THE PROPOSALS?

N/A

HAVE THE RELEVANT SERVICE USERS/CARERS BEEN CONSULTED ON THE PROPOSALS?

N/A

ARE THERE ANY FINANCIAL CONSEQUENCES ARISING FROM THE RECOMMENDATIONS?

NO

IF YES, HAVE THESE BEEN AGREED WITH THE RELEVANT BUDGET HOLDER AND DIRECTOR OF FINANCE, AND HAVE ANY FUNDING ISSUES BEEN RESOLVED?

N/A

ARE THERE ANY LEGAL IMPLICATIONS ARISING FROM THIS PAPER THAT THE BOARD NEED TO BE MADE AWARE OF?

NO

WHERE RELEVANT, HAS PROPER CONSIDERATION BEEN GIVEN TO THE NHS CONSTITUTION IN ANY DECISIONS OR ACTIONS PROPOSED?

YES

WHERE RELEVANT, HAS PROPER CONSIDERATION BEEN GIVEN TO SUSTAINABILITY IMPLICATIONS (QUALITY & FINANCIAL) & CLIMATE CHANGE?

YES

THE PROPOSAL OR ARRANGEMENTS OUTLINED IN THIS PAPER SUPPORT THE ACHIEVEMENT OF THE TRUST OBJECTIVE(S) AND COMPLIANCE WITH THE REGULATORY STANDARDS LISTED

Ensures compliance with the requirements of good fi nancial governance and Monitor Enforcement Undertakings

ACTION REQUIRED BY THE BOARD The Board is asked to note the report & approve the 2016/17 Sustainability Plan

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Development of 2016/17

Sustainability Plan & Supporting Programme Infrastructure

March 2016

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1.0 Background & Purpose In line with the Trust’s overall financial planning assumptions the sustainability savings plan for 2016/17 is set at £13.3m. This has been allocated to our existing workstream structure as follows and is supported by our now established Sustainability Programme Governance and Improvement Delivery Teams and processes.

Workstream 2016/17 Plan £m

Medical Staffing 2.80

Nursing 2.20

Operations 1.20

Non Pay & Procurement 2.75

Facilities 0.75

HR 0.80

Central , Corporate & Commercial Projects 2.00

Contracting & Development 0.80

Total 13.30

Programme running cost reduction 0.55

TOTAL 13.85

This core programme of £13.30m is topped up by a reduction in the support programme running costs in 2015/16 from £2.1m to £1.5m. Total savings in plan are therefore £13.85m. Appendix A provides the detail of each workstream including planned allocations and phasings. The outline Sustainability Programme support budget is as follows:

Support Costs £000’s

Improvement Team 293.6 SPG 159.0 Central Medical Staffing Function 84.8 Support Staff – Nursing 121.2 Support Staff - Commercial Ventures 176.8 Support Staff - On Boarding Team 52.8 Support Staff - Recruitment Hub 31.2 Computer Software - Medical Staffing 26.4 Advisory Board Subscription 40.8 Recruitment - Advertising & Recruitment 256.6 Recruitment – Accommodation 106.8 Recruitment - Removal Expenses 150.0

Consultancy Flexibility 50.0

Total 1550.0

In February 2016, Executive Leads submitted outline savings plans for 2016/17 and these were the subject of initial CEO challenge as part of the Executive Team meeting on 1 March 2016. At that point, plans were not sufficiently developed to be effectively allocated to base budgets and did not meet the agreed control totals, therefore, indicative budget adjustments were made to departments’ budgets to reflect potential contributions from each area to each workstream totalling the £13.3m programme. To progress savings plans and to enable appropriate budget adjustments, a further series of challenge workshops have been held during March 2016 to challenge the scope, detail and deliverability of savings plans and importantly to understand any gaps. In some workstreams the savings plan detail is still short of sufficient clarity to allocate to individual budget areas and

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allocations in some instances are therefore subject to further change. This is particularly so in respect of the HR & Medical Staffing Workstreams, and also some aspects of the non-pay and central, corporate and commercial workstreams. Further challenge meetings have been arranged to enable this detail to be provided and plans finalised and this process will be complete by the agreed deadline of the end of March 2016. The programme structure for each workstream including Executive Lead is provided at Appendix B. This provides details of the individual projects which make up each workstream as well as details of the overarching Project Manager and individual project leads. The support / resources which have been agreed to support delivery of each workstream – including identified gaps are detailed in Appendix C. Once again, these details are expected to be finalised by the end of March 2016. In summary, whilst plans in some workstream are further developed than in others, all workstreams are finalising their project implementation documentation to offer assurance that there is an appropriately robust and adequately resourced plan to deliver the desired quality and financial benefits. The deadline set for this process to be complete is the 31 March 2016. Final plans for each workstream will be the subject of a CEO challenge in April 2016.

2.0 Workstream Overviews The following section provides a high level overview of each workstream including current gaps which if not addressed could potentially be a significant risk to delivery:

Central, Corporate and Commercial

Further development of Project Overview Documents (PODs) including detailed milestone

plans required for central projects

Recruitment of the Commercial Manager is a priority to progress the development of plans on

three commercial projects

Three projects (Printing, Postage and Storage) are interdependent with the Trust’s EPR project

and current progress is perceived by some Executive Directors to need pace. Clarity is also

required on how these three projects will be integrated and delivered

Contracting and Service Development

Further development of project documentation (milestone plans) is required for Cardiac

Devices and Cardiology Strategy projects

KPI’s listed are based on income only rather non-financial success measures. l. Monitoring of

agreed KPIs for this workstream needs to occur via the Sustainability Programme Dashboard

and Tracker (as with other workstreams) during 2016/17

Estates and Facilities

Identified non-financial KPI’s to be confirmed with an agreed monitoring process in place within

the workstream oversight arrangements. As above, monitoring of KPIs for this workstream

needs to occur via the Sustainability Programme Dashboard and Tracker (as with other

workstreams) during 2016/17

Human Resources

Detailed PODs and milestone plans are still to be produced, however workshops have been

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held throughout the week in order to progress the scoping and action identification

Currently, there is a lack of visibility on how/when plans will release financial savings and what

the non-financial benefit measures will be

NB. As already outlined above, the deadline for the completion of this work is the 31 March 2016.

Medical Staffing Controls

Further development of PODs and more detail in action plans required, particularly for retention

issues

Significant work required on the Service Reviews action plan and delivery schedule with a

priority approach to be agreed with service leads

Recruitment POD and action plan to be checked and matched against the financial delivery

phasings

Given the change to some of the leads within this workstream (and in some instances their

relative inexperience), the need to ensure this workstream is adequately resourced / supported

(e.g. SPG, IDT, HR etc) has been highlighted. This will be further discussed at the further

challenge session which has been arranged for 23 March 2016

Non-Pay and Procurement

Further development of PODs and action plans required for individual Operations Procurement

schemes worth £50k>

Clarity required on operational leads for each scheme which require engagement from

Operations to ensure successful delivery

Suitable non-financial KPI’s to be identified with an agreed monitoring process in place, As

above, monitoring of KPIs for this workstream needs to occur via the Sustainability Programme

Dashboard and Tracker (as with other workstreams) during 2016/17

Nurse Staffing Controls

Risks to delivery require refining with further clarity also required on the process to tighten

controls / provide delivery assurance to be confirmed and documented in the workbooks

Non financial KPIs to be reviewed and revised to ensure they are meaningful

Recruitment POD and action plan to be checked and matched against the financial delivery

phasings and the shortfall between the sustainability recruitment budget (shared with the

Medical Staffing workstream) and the recruitment plan need to be addressed

Retention POD to be updated for milestone actions

Operations

PODS for the operations workstream have been uploaded to SharePoint as of 22March 2016.

An exercise to compare content to drafts presented on 26February 2016 is underway.

3.0 Summary and Next Steps

As can be seen above, in some workstreams plans are not fully developed at this point and therefore

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as at the time of writing this report we do not currently have a final robust set of delivery

implementation plans in place for the programme. This inevitably poses a delivery risk, so near to the

start of the financial year. However, there is a clear plan in place to address this by the end of March

2016.

Progress on the development of plans will continue and will be supported by:

The SPG Development Tracker providing RAG ratings to highlight gaps in current

documentation and workstream governance

Further workstream workshops to be held for workstreams where required

Continued focus on 2016/17 plan development at the Sustainability Weekly Stocktake Meeting

A deadline of fully worked up project documentation by the end of March 2016 (excluding

projects with a scheduled back year implementation)

Continued monitoring of the resource map to ensure identified gaps in project resources are

addressed and resolved

QIA checklists being progressed where applicable which will assist in highlighting potential risks

from project implementation

Further dedicated support on confirming suitable non-financial KPI’s

Focused project management training

Potential for escalation of specific under-developed workstreams to Resources Committee

As outlined above, final plans for each workstream will be the subject of a CEO challenge in April 2016.

Finally and for completeness, Appendix D provides the PwC Mid-Assignment report that provides

recommendations for areas for further development of the Trust’s Sustainability Programme

arrangements. The Trust’s response to these recommendations will be agreed through Stocktake

and the Executive Team and will be submitted to the April 2016 meeting of the Resources

Committee.

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Appendix A

Sustainability 2016/17 Allocations & Phasings

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Appendix B

Sustainability Programme Structure 2016/17 – Overview

Sustainability Programme

Workstream

MEDICAL STAFFING

CONTROLS

Lawrence Roberts

NURSE STAFFING

CONTROLS

Tara Filby

OPERATIONS

Karen Griffiths

NON-PAY AND

PROCUREMENT

Marcus Hassall

CENTRAL,

CORPORATE AND

COMMERCIAL

Marcus Hassall

CONTRACTING AND

SERVICE

DEVELOPMENT

Pam Clipson

ESTATES AND

FACILITIES

Jug Johal

HUMAN

RESOURCES

Jayne Adamson

Trust Executive Team (Protected time as Sustainability

Programme Executive)

Trust Board

ProjectProgramme

Key:

Scheme

MEDICAL STAFFING

CONTROLS

NURSE STAFFING

CONTROLSOPERATIONS

NON-PAY AND

PROCUREMENT

INCOME

GENERATION

FACILITIES

REDESIGN

FACILITIES COST

CONTROL

HUMAN

RESOURCES

PROJECTS

EMPLOYMENT

FRAMEWORK

CENTRAL

PROJECTS

CORPORATE

DIRECTORATES

COMMERCIAL

PROJECTS

CONTRACTING AND

SERVICE

DEVELOPMENT

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Medical Staffing Controls


MEDICAL STAFFING CONTROLS

Lawrence Roberts

(Medical Staffing Delivery Group)

MEDICAL STAFFING CONTROLS

Jane Heaton

MS01

POLICIES

Jane Heaton

MS04

RECRUITMENT

Dave Sprawka

MS03

ROTA

MANAGEMENT AND

CONTROL

Debbie Clegg

MS05

RETENTION

Simon Dunn

MS02

SERVICE REVIEWS

AND JOB PLANNING

Karen Griffiths

Job Planning Process

Natalie Hider

Service Reviews

Karen Griffiths

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Nurse Staffing Controls


NURSE STAFFING CONTROLS

Tara Filby

(Nursing Weekly Meeting)

NURSE STAFFING CONTROLS

Diane Hughes

NS03

NURSE RETENTION

Simon Dunn

NS05

NURSE

RECONFIGURATION

Sue Peckitt

NS01

NURSE ROSTERING

AND BANK /

AGENCY CONTROL

Helen Clark

NS02

AGENCY SPEND /

PROCUREMENT

Roster Agency Lead

NS04

NURSE

RECRUITMENT

Claire Smaller

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Operations


OPERATIONS

Karen Griffiths

(Monthly Operations Workstream Meeting)

OPERATIONS

Kate Conway

OP01

ADMINISTRATION

Ashy Shanker

OP02

THEATRES

Claire Phillips

OP05

COMMUNITY

Maureen Georgiou

OP04

CLINICAL SUPPORT

SERVICES

Tracey Broom

OP03

OUTPATIENTS

Tracey Broom

OP06

GP OUT OF HOURS

Peter Bowker

Apprentices

Lisa Naylor

Pre-assessment

Denise White

Theatre Cancellations

Nick Goodall

Outpatient WLI

Reduction

James Dackombe

Ophthalmology G.A.

Reduction

Laura Bennett

Endoscopy WLI

Reduction

James Dackombe

Health Records

Review

Lisa Naylor

Cardiology

Management Review

Lisa Naylor

Image Reduction in

Locum Spend

Ruth Kent

Community

Establishment

Dawn Daly

Audiology Reduction

in Locum Spend

Gavin Cogley

External Imaging

Reporting

Ruth Kent

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Non-Pay and Procurement


NON-PAY AND PROCUREMENT

Marcus Hassall

(Non-Pay and Procurement Delivery Group)

NON-PAY AND PROCUREMENT

Michael Clements

NP01

OPERATIONS

PROCUREMENT

Adam Jacklin

NP02

PATHLINKS

PROCUREMENT

Mick Chomyn

NP03

DRUGS

SAVING

Mike Urwin

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Estates and Facilities


ESTATES AND FACILITIES REDESIGN AND CONTROL

Jug Johal

(Estates and Facilities SMT Meeting)

INCOME GENERATION

Simon Tighe / Keith Fowler

FACILITIES REDESIGN

Keith Fowler

FACILITIES COST CONTROL

Simon Tighe / Keith Fowler

EF05

HSA PROJECT - FYE

Keith Fowler

EF04

HSA

ESTABLISHMENT

Keith Fowler

EF07

PORTERING

PROJECT - FYE

Keith Fowler

EF08

CAR PARKING AND

SECURITY

CONTRACT - FYE

Keith Fowler

EF09

ENERGY

PARTNERSHIP

Simon Tighe

EF10

FACILITIES STOCK

PROJECT - PHASE 2

Michelle Smith

EF11

PATIENT FOOD

CONTRACT

Keith Fowler

EF12

NORTHSIDE

RECONFIGURATION

Simon Tighe

EF14

WASTE CONTRACT

CONTROLS - FYE

Sharon Benson

EF16

FOOD WASTE

Karl Cliff

EF15

SGH PARK AND

RIDE

Keith Fowler

EF06

LINEN AND

LAUNDRY REVIEW

Michelle Smith

EF13

WINDOW CLEANING

CONTRACT

Keith Fowler

EF19

TAXI USAGE

Sally Yates

CENTRAL

PROJECTS LED

BY E&F

EF17

FUEL - DIESEL

COSTS

Sally Yates

EF18

CAR INSURANCE

Sally Yates

EF01

MANAGEMENT AND

ADMIN VACANCY

CONTROLS

Simon Tighe / Keith

Fowler

EF02

CAR PARKING - 10%

STAFF TARIFF

UPLIFT

Keith Fowler

EF03

PROPERTY

MANAGEMENT

Simon Tighe

CC15

GOOLE

RESIDENCES SALE

Simon Tighe

CC16

GOOLE LAND SALE

Jug Johal

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Human Resources


HUMAN RESOURCES

Jayne Adamson

(Workforce Sustainability and Transformation Group)

HUMAN RESOURCES PROJECTS

Claire Rix

HR01

SICKNESS ABSENCE

Jane Lacy-Hatton

HR02

DBS

CLEARANCES

Claire Smaller

HR03

HR CASE

MANAGEMENT

Jane Lacy-Hatton

EMPLOYMENT FRAMEWORK

Claire Rix

HR04

E-ROSTERING

Derek Conlon

HR05

TRAVEL

Jane Lacy-Hatton

Jane Heaton

HR06

APPRENTICESHIPS

Jane Lacy-Hatton

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Central, Corporate and Commercial


CENTRAL, CORPORATE AND COMMERCIAL

Marcus Hassall

(Central, Corporate and Commercial Delivery Group)

CENTRAL PROJECTS

Michael Clements

CORPORATE DIRECTORATES

Executive Directors

COMMERCIAL PROJECTS

Michael Clements

CC01

DISCRETIONARY

SPEND CONTROLS

Michael Clements

CC02

CAPITAL FINANCING

COSTS

Nicola Parker

CC03

LEGAL COSTS

Wendy Booth

CC04

PRINTING COSTS

TBC

CC07

CORPORATE COST

REDUCTION

Executive Directors

CC08

RESIDENTIAL

ACCOMMODATION

DEVELOPMENT

Commercial Manager

CC10

RETAIL CATERING

DEVELOPMENT

Commercial Manager

CC11

REPROGRAPHICS

BUSINESS

DEVELOPMENT

Steve Mattern

CC12

ADVERTISING AND

SPONSORSHIP

INCOME

Commercial Manager

CC13

DONATED INCOME

DEVELOPMENT

Paul Merchant

CC15

GOOLE

RESIDENCES SALE

Simon Tighe

CC05

MOBILE PHONE

COSTS

Steve Mattern

CC06

STORAGE COSTS

Tracey Broom

CC09

POSTAGE

TBC

CC17

IT HARDWARE AND

SOFTWARE

CONTROLS

Steve Mattern

CC18

SECONDED STAFF

REDUCTIONS

Michael Clements

CC19

SALARY EXCHANGE

Michael Clements

CC14

DPOWH LAND SALE

PROJECT

Jug Johal

CC16

GOOLE LAND SALE

Jug Johal

CC20

GVA RATES REVIEW

Simon Tighe

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Contracting and Service Development


CONTRACTING AND SERVICE DEVELOPMENT

Pam Clipson

(Strategy and Planning Group)

CONTRACTING AND SERVICE

DEVELOPMENT

CS01

CARDIAC DEVICES

Tracy Parker

CS02

PRIVATE PATIENTS

Kerry Carroll

CS04

REPATRIATION

Kerry Carroll

CS03

GOOLE

Kerry Carroll

Service Capacity in

Place

Pete Bowker

Service Development

Programme

Debbie Waite

NHS England Contract

Secured

Tracy Parker

Agreed Goole

Strategy

Dr Ashaolu

Karen Fanthorpe

External Partners

Respiratory service

Review Concluded

Pete Bowker

Dr Yasso

Review Team

Arthroscopies

Theatre

Reconfiguration Board

Appendix CSustainability Programme 2016/17 - Resource Allocation Map

Updated: 21/03/2016 Red Text

Programme Executive Lead WorkstreamOverall Project

ManagerCode Project Project Lead Finance Lead HR Support IDT Support SPG Link Other Team Members Description of Role

Additional Resource Requested By

Workstream

CC01 Discretionary Spend Michael Clements Michael Clements Not Required Not Required Matt Overton None N/A None

CC02 Capital Financing Costs Nicola Parker Michael Clements Not Required Not Required Matt Overton None N/A None

CC03 Legal Costs Wendy Booth Nicola Parker Not Required Not Required Matt Overton Adam Jacklin Procurement None

CC04 Printing Costs TBC Michael Clements Not Required Not Required Matt Overton TBC TBC None

CC05 Mobile Phone Costs Steve Mattern Michael Clements Not Required Not Required Matt Overton TBC TBC None

CC06 Storage Costs Tracey Broom Michael Clements Not Required Not Required Matt Overton TBC TBC None

CC09 Postage TBC Michael Clements Not Required Not Required Matt Overton TBC TBC None

CC17 IT Hardware and Software Steve Mattern Michael Clements Not Required Not Required Matt Overton TBC TBC None

CC18 Seconded Staff Reductions Michael Clements Michael Clements Not Required Not Required Matt Overton None N/A None

CC19 Salary Exchange Michael Clements Michael Clements Not Required Not Required Matt Overton Stuart Whitehead

Marc Watson

Estates Manager

External Consultant

None

CC20 GVA Rates Review Simon Tighe Mark Hinkley Not Required Not Required Matt Overton None N/A None

Corporate

DirectoratesExecutive Directors

CC07 Corporate Cost Reduction Executive Directors Michael Clements Not Required Not Required Matt Overton None N/A None

CC08 Residential Accommodation Commercial Manager Michael Clements Not Required Not Required Matt Overton TBC TBC None

CC10 Retail Catering Commercial Manager Michael Clements Not Required Not Required Matt Overton None N/A None

CC11 Reprographics Steve Mattern Michael Clements None Requested Not Required Matt Overton TBC TBC None

CC12 Advertising and Sponsorship Commercial Manager Michael Clements Not Required Not Required Matt Overton Sarah Mainprize Head of Communication and Marketing None

CC13 Donated Income Paul Marchant Michael Clements Not Required Not Required Matt Overton Victoria Winterton Partnerships Manager None

CC14 DPOWH Land Sale Jug Johal Michael Clements Not Required Not Required Matt Overton None N/A None

CC15 Goole Residences Sale Simon Tighe Michael Clements Not Required Not Required Matt Overton Stuart Whitehead

Marc Watson

Estates Manager

External Consultant

None

CC16 Goole Land Sale Jug Johal Nicola Parker Not Required Not Required Matt Overton Simon Tighe

DTZ

Capsticks

Deputy Director of E&F

External Consultant

External Legal Services

None

CS01 Cardiac Devices Tracy Parker TBC Not Required Not Required Will Holroyd Peter Bowker ACOO - S&CC None

CS02 Private Patients Kerry Carroll TBC Not Required Not Required Will Holroyd Debbie Waite Head of OSV/PPs None

CS03 Goole Kerry Carroll TBC Not Required Not Required Will Holroyd Oltunde Ashaolu

Karen Fanthorpe

External Partners

AMD - Medicine

Deputy COO

External Partners

None

CS04 Repatriation Kerry Carroll TBC Not Required Not Required Will Holroyd Peter Bowker

Bashar Yasso

Review Team

Theatre Reconfiguration Board

ACOO - S&CC

Consultant - Respiratory

Review Team

Committee

None

EF02 Staff Car Parking Keith Fowler Mark Hinkley Not Required Not Required Matt Overton None None None

EF03 Property Management Simon Tighe Mark Hinkley Not Required Not Required Matt Overton Stuart Whitehead

Marc Watson

Katie Biela

Estates Manager

External Consultant

C&TS

C&TS resource to support property review

- 1 day per month for 6 months and then

review - Agreed

EF01 Management and Admin Vacancy

Controls

Simon Tighe / Keith

Fowler

Mark Hinkley Not Required Not Required Matt Overton None None None

EF04 HSA Relief Mechanism Keith Fowler Mark Hinkley Lesley Mosley

Kerry Stones

Not Required Matt Overton Karl Cliff

Michelle Smith

Vicki Matthews

Marie Fudge

Dave Mooney

Teresa Manship

OD Rep

Hospital Support Services Manager


HSA Supervisor

HSA Supervisor

HSA Supervisor

HSA Supervisor

OD Rep

HR support required to deliver reduction in

sickness

EF05 HSA Project FYE Keith Fowler Mark Hinkley N/A N/A N/A N/A N/A N/A

EF06 Linen and Laundry Review Michelle Smith Mark Hinkley Not Required Not Required Matt Overton Karl Cliff

Supervisors

Team Leaders

Nursing Representative

Procurement

Infection Control


Supervisors

Team Leaders

Nursing

Procurement

Infection Control

None

EF07 Portering Project FYE Keith Fowler Mark Hinkley N/A N/A N/A N/A N/A N/A

Requires Discussion / Clarification / Named

Individual

Central Projects

Commerical

Projects

CENTRAL,

CORPORATE AND

COMMERCIAL

Michael Clements

Michael Clements

Executive Lead:

Marcus Hassall

NED:

Alan Bell

CONTRACTING AND

SERVICE

DEVELOPMENT

Executive Lead:

Pam Clipson

NED:

TBC

None

Contracting and

Service

Development

Keith FowlerFacilities Redesign

Income GenerationSimon Tighe / Keith

Fowler

ESTATES AND

FACILITIES

Executive Lead:

Jug Johal

NED:

TBC




Workstream

EF08 Car Parking & Security FYE Keith Fowler Mark Hinkley N/A N/A N/A N/A N/A N/A

EF09 Energy Partnership Simon Tighe Mark Hinkley Not Required Not Required Matt Overton Stuart Whitehead

Sharon Benson

Charles Cavernelis

EEVS

Estates Manager

Estates Officer - Waste

Estates Officer

Monitoring and verification consultants

None

EF10 Facilities Stock Michelle Smith Mark Hinkley Not Required Not Required Matt Overton Adam Jacklin

Karl Cliff

Infection Control

Procurement


Infection Control

None

EF11 Patient Food Contract Keith Fowler Mark Hinkley Not Required Not Required Matt Overton Ivan Pannell

Deputy Catering Managers

SPEG

QPEC

Patient Representatives

Procurement


Committee

Committee

Patients

Procurement support to manage process

EF12 Northside Reconfiguration Simon Tighe Mark Hinkley Not Required Not Required Matt Overton Keith Bell

Andy Rendall

External Design Team

Estates Manager

Estates Manager

External Consultants

None

EF13 Window Cleaning Contract Keith Fowler Mark Hinkley N/A N/A N/A N/A N/A N/A

EF14 Waste Contract Controls Sharon Benson Mark Hinkley N/A N/A N/A N/A N/A N/A

EF15 SGH Park & Ride Keith Fowler Mark Hinkley N/A N/A N/A N/A N/A N/A

EF16 Food Waste Karl Cliff Mark Hinkley Not Required Not Required Matt Overton Michelle Smith

Web-V Solutions


Quality Matron - Nutrition

Lead

Dietitian


WebV Team


Quality Matron

Dietetics

Dietetic to complete patient menu review

and analysis - 0.20wte Band 7 £10.1k

(C&TS) - Agreed

EF17 Fuel - Diesel Costs Sally Yates Mark Hinkley Not Required Not Required Matt Overton Logistics Team Logistics Team None

EF18 Car Insurance Sally Yates Mark Hinkley N/A N/A N/A N/A N/A

EF19 Taxi Usage Sally Yates Mark Hinkley TBC - Attend

project team

meetings and

provide advice - 2x

1/2 days per

month

Not Required Matt Overton Keith Fowler

Graham Jaques

Phil McGlone

Graham Sparling

Richard Cartwright

Ruth Kent

Mike Urwin

Head of Facilities

Resilience Manager / Operations

Service Manager

AGM - Pathlinks

Pathology Site Manager

Head of Radiology Services

Chief Pharmacist - Clinical Lead

HR support - Attend project team

meetings 2x 1/2 days per month

Department heads to implement

recommendations

HR01 Sickness Absence Jane Lacey-Hatton Sheldon Mill HR Advisors Required - TBC

(KC comment)

Will Holroyd Claire Rix

HR Advisors

E-Rostering

Occupational Health

Operational Managers

Workforce Analyst

Ops Representative

Programme Support

HR Advisors

E-Rostering Team

Occupational Health


Workforce Analyst

Operations

HR Project Lead - Band 7, 1.0wte, 12

months

HR Analyst - Band 7 (shared)

Occupational Health Advisor - OH

Doctor

Case Workers - Band 4/5, 2.0wte, 12

months

HR02 DBS Clearances (R&R?) Claire Smaller Sheldon Mill Minimal HR input Not Required Will Holroyd Claire Rix

Recruitment Team

Programme Support

Recruitment Team


HR03 HR Case Management Jane Lacy-Hatton Sheldon Mill HR Advisors Not Required Will Holroyd Claire Rix

TBC

Programme Support

TBC

None

HR04 E-Rostering Derek Conlon Sheldon Mill Not Required Required - TBC Will Holroyd Claire Rix

Helen Clark

E-Rostering Team

Ops Representative

Programme Support

Clinical Lead E-Rostering Team

E-Rostering Team

Operations


HR05 Travel Jane Lacy-Hatton / Jane

Heaton

Sheldon Mill Not Required Not Required Will Holroyd Claire Rix

Medical Staffing Team

Programme Support



HR06 Apprenticeships Jane Lacey-Hatton Sheldon Mill Not Required Required - TBC

(KC comment)

Will Holroyd Claire Rix

Ops Representative

TBC

Programme Support

Operations

TBC

TBC

Employment

FrameworkClaire Rix

Claire RixHR Projects

HUMAN RESOURCES

Executive Lead:

Jayne Adamson

NED:

Linda Jackson - TBC

Facilities Cost

Control

Simon Tighe / Keith

Fowler

ESTATES AND

FACILITIES

Executive Lead:

Jug Johal

NED:

TBC




Workstream

MS01 Policies Jane Heaton Darren Marshall Jane Heaton Not Required Matt Overton Richard Cook

ACOOs

AMDs

Payroll Manager

Operations

Operations

None

MS02 Service Reviews and Job Planning Karen Griffiths Darren Marshall Not Required James Dackombe Matt Overton Natalie Hider

AGMs

Clinical Leads

ACOOs

Tracey Parker

Medical Directors Office - E-Job Planning

Operations

Operations

Operations

Strategy and Planning

Admin support to ensure job plans

inputted in timely manner and admin

support for on-call PA validation project -

Within Medical Staffing Team

MS03 Rota Management and Control Debbie Clegg Darren Marshall Jane Heaton Required - TBC

(KC comment)

Matt Overton Adam Jacklin

Rota Coordinators

ACOOs

Procurement

Rota Coordinators

Operations

IDT support required to assist in

developing detailed plans

MS04 Recruitment Dave Sprawka Darren Marshall Not Required Not Required Matt Overton Mel Wood

Debbie Clegg

Workforce Review Meeting

Attendees

Rota Coordinators

Clinical Leads

On-Boarding Manager


Operational Meeting

Rota Coordinators

Operations

Continued on-boarding support from On-

boarding Manager and On-boarding

Assistant

Continued dedicated Recruitment

Manager

MS05 Retention Simon Dunn Darren Marshall Not Required Not Required Matt Overton Rebecca Elsom

Clinical Leads

AMDs

Workforce Analyst

Operations

Operations

TBC once action plan is constructed

and future deliverables known

NP01 Operations Procurement Adam Jacklin Mike Smith Not Required Nick Goddall?

Required - TBC

(KC comment)

Matt Overton Peter Bowker

Jill Mill?

TBC

Operations Medicine

Operations Medicine

TBC

None

NP02 Pathlinks Procurement Mick Chomyn Peter Ward Not Required Not Required Matt Overton Carrock Sewell

Graham Sparling

Pathology Directorare

Managers

Project Clinical Lead

AGM - Pathlinks


None

NP03 Drugs Savings Mike Urwin Peter Ward Not Required Not Required Matt Overton Sumara Parvez

Paulash Haider

Assistant Chief Pharmacist

Lead Pharmacist

None

NS01 Nurse Rostering and Bank / Agency

Control

Helen Clark Brian Shipley

Laura Shipley

TBC Not Required Will Holroyd Derek Conlon

Central Rostering Team

Peter Bowker

Bank/E-Rosterinig Manager

Central Rostering Team

Operations

Central Rostering Team ?Band 8A, 1

Band 4, 10 Band 3 £135.1k

HR Support

NS02 Agency Spend / Procurement Roster Agency Lead Brian Shipley

Laura Shipley

Not Required Required - TBC

(KC comment)

Will Holroyd Diane Hughes

Adam Jacklin

Eve Ramsey

Hermione Cartwright

Heads of Nursing

Peter Bowker

Bank Office Sustainability Lead

Procurement

Procurement

Bank Office Supervisor

Nursing

Operations

Bank Office Lead - Band 8B

Improvement Team support

Dedicated procurement agency lead

NS03 Nurse Retention Simon Dunn Brian Shipley

Laura Shipley

1 Day per month Required - TBC

(KC comment)

Will Holroyd Debbie Bates

Angie Davies

Needs Expanding (KC

comment)

Nursing

Assistant Director of OQ&SD

HR Analyst to analyse internal and

external data to support resource

allocation and targeted action - Band 7

(shared)

HR Support - 1 day per month

NS04 Nurse Recruitment Claire Smaller? Brian Shipley

Laura Shipley

1 Day per month Required - TBC

(KC comment)

Will Holroyd Paul Bunyan

Mel Wood

Rachel Maguire

Needs Expanding (KC

comment)

Recruitment Manager

On-Boarding Manager

Training and Development Manager

Improvement Team support

HR support - 1 day per month

Continued on-boarding support from On-

boarding Manager and On-boarding

Assistant

NS05 Nurse Reconfiguration Sue Peckitt Brian Shipley

Laura Shipley

3/4 days per

month

Not Required Will Holroyd Associate Chief Nurses

Roster Team

Nursing

Rostering Team

Project management support for

sustainability programme - Band 8B

HR support - 3/4 days per month

NURSING STAFFING

CONTROLS

Executive Lead:

Tara Filby

NED:

Linda Jackson

Nursing Staffing

ControlsDiane Hughes

MEDICAL STAFFING

Executive Lead:

Lawrence Roberts

NED:

TBC

Jane HeatonMedical Staffing

NON-PAY AND

PROCUREMENT

Executive Lead:

Marcus Hassall

NED:

Alan Bell

Non-Pay and

ProcurementMichael Clements




Workstream

OP01 Administration Ashy Shanker TBC TBC Lisa Naylor Will Holroyd Operational Group Reps Operations HR support

Finance support

Nominated leaders from each area

Continued IDT support

OP02 Theatres Claire Phillips Brian Shipley

Sheldon Mill

Gill Neal Laura Bennett

Nick Goddall

Will Holroyd Denise White

AGM - Anaesthetics

Claire Chafer

AGMs

Orthopaedic Clinical Lead

Theatre Managers

Debbie Clegg

Lawrence Roberts

Adam Jacklin

Materials Management

Potential external review

support

ACN - S&CC

AGM - S&CC

AGM - S&CC

Operations

Consultant Orthopaedics

Theatres


Medical Director

Procurement

Stock Control

External

Dedicated resource from S&CC to

implement changes

IDT Project Manager

Potential external review support

Potential increase in resource to

monitor stock (TBC)

OP03 Outpatients Tracey Broom Brian Shipley

Peter Ward

Not Required James Dackombe

Ryan Sutton

Will Holroyd Outpatients Manager

Tracey Parker

Louise Hobson

AGM from each Group

Head of Patient Admin

Outpatients


Operations

Operations

Patient Admin

Representaives from each group

Links to Strategy and Planning

OP04 Clinical Support Services Tracey Broom Brian Shipley

Peter Ward

Not Required Ryan Sutton Will Holroyd Ruth Kent

Mick Chomyn

Jill Tickle

Jackie Roddick

Gavin Cogley

WebV Project Team

Head of Radiology Services

GM - Pathlinks

Transfusion Nurse

Transfusion Nurse

Head of Medical Engineering

WebV Team

WebV Project Team for system

development

OP05 Community Maureen Georgiou Brian Shipley TBC Kate Conway Will Holroyd Tina Sykes

David Broomhead

Dawn Daly

CAN - C&T

AMD - C&T

Head of Therapies

HR support

Continued IDT support

OP06 GP Out of Hours Peter Bowker Brian Shipley Not Required Not Required Will Holroyd Karen Fanthorpe

Tracey Parker

Ajay Chawla

Alex Afifi

Graham Jaques

Deputy COO


Consultant - A&E

Unplanned Care Manager - Medicine

Operations

None

Kate ConwayOperations

Executive Lead:

Karen Griffiths

NED:

TBC

OPERATIONS

Northern Lincolnshire and Goole NHS Foundation TrustMid assignment reflections –discussion document

9th March 2016

Advisory

Draft

overmat

Typewritten Text

Appendix D

overmat

Typewritten Text

PwC

9th March 2016

Strictly private and confidential

Draft

Establishing programme governance

Current observations

• Trained SPG managers are in place with focus across all FY15/16 workstreams and those in development for FY16/17.

• A suite of reporting documents remains in place and has been refreshed to provide more transparent progress reporting.

• However, some FY16/17 workstreams appear slow in developing the POD and workbook approach (eg. NP&P, C&SD and CCC).

• Stocktake and sub meetings have continued to develop to provide a forum for progress check and challenge and signposting of risks to delivery.

• There does not appear to be a consistent approach across all workstream over-sight meetings.

• Further work is required to identify information and data requirements that underpin workstreamnon-financial KPIs, and consider the capacity to produce this analysis.

2

Northern Lincolnshire and Goole NHS Foundation Trust • Mid assignment reflections – discussion document

PwC

9th March 2016


Draft

Establishing programme governance

Development recommendations

• The SPG managers need a day to day lead to set direction and focus, short and medium to long term.

• A consistent approach to planning and progress reporting is needed:

• SPG must continue to support workstreams to understand the benefits of the POD and workbook approach;

• SPG and Finance teams must continue to work together to develop a consistent approach to the running of stocktake and other progress meetings; and

• Workstream teams must adhere to agreed process on the timely development of delivery plans within workboks.

• There is merit in reviewing workstream ToRs for over-sight meeting and the regularity of meets.

• In order to develop appropriate non-financial KPIs the Trust must ensure there is adequate capacity to produce timely analysis, either embedded within workstreams or as a dedicated central function.

3


PwC

9th March 2016


Draft

FY16/17 programme and workstream planning Current observations

• Programme and workstream plans are being developed, in most areas, using the agreed suite of planning documents – albeit that the planning cycle started late.

• The linkages between workstream and finance teams appear stronger when compared to FY15/16 –albeit though finance have presented revised FY16/17 financial plans because of the late start to planning).

• The SPG is working to improve the capture of capacity information and supporting the identification of workstream interdependencies.

• The Medical staffing workstream delivery team has changes to personnel which may present plan development and delivery risk.

• At this stage, requests for Improvement Delivery team support appear predominantly Operations focussed.


• The Trust is behind the ‘curve’ in terms of project planning, requiring an injection of pace into programmes causing pressure on staff capacity.

• Specific workstreams (HR, NP&P, CS&D and parts of CCC) need to rapidly document delivery plans using the POD and workbook.

4


PwC

9th March 2016


Draft

FY16/17 programme and workstream planning (cont)Development recommendations

• There is an urgent need, through the proposed workshops, to understand delivery plan detail and reconcile differences between workstream savings plans and updated financial targets.

• Further urgent focus is needed on identifying and removing capacity constraints within Programme teams to maximise delivery potential.

• Given the significant changes to the medical staffing team plan development and delivery progress will need careful monitoring by the SPG team, and may require additional dedicated support.

• To maximise delivery potential in FY16/17 the Trust should continue to plan for Improvement Delivery team support being necessary in Operations and other workstreams.

5


PwC

9th March 2016


Draft

SPG capacity and capability


• SPG team members have developed their programme management skills across the financial year, providing self and organisational benefit.

• The SPG team provides support and monitoring focus for the full programme – albeit there is a variable level of ‘ critical friend challenge’.


• SPG managers are operational, but require further direction and coaching and would benefit from a detailed development programme.

• The proposed project management training will help to develop SPG team members.

• A rolling review of programme needs / delivery ‘pinch points’ is needed to ensure the SPG team flex support to workstreams ‘in need’ for FY16/17.

• There is potential to introduce a ‘cycle of experience’ for the SPG team, bringing new experience from clinical and operational areas.

6


PwC

9th March 2016


Draft

SPG operational status and other programme matters


• Support and “critical friend” challenge is being provided to project teams, but the “critical friend” element could be strengthened.

• Excluding finance, other enabling functions continue to support on ad hoc basis.

• Further work is needed to ensure that the objectives, scope and requirements of the Sustainability Programme are understood consistently throughout the organisation.

• The SPG is not the panacea to all of the Trust’s financial concerns –anecdotal feedback on a day to day lack of ‘process’ and ‘control’ requires investigation by management.


• SPG managers should strengthen their “critical friend” approach to planning and monitoring, for instance through the re-introduction and circulation of plan development RAG ratings.

• Current actions being to taken to identify workstream support requirements and interdependencies could help further embed enabling functions.

7


PwC

9th March 2016


Draft

SPG operational status and other programme matters (cont)


• The preparation and agreement of a detailed timeline of SPG activities across the year, including the planning process, is necessary to provide clarity on how SPG supports Trust objectives.

• SPG should help drive the process to produce appropriate regular communications within the Trust to facilitate:

• Greater understanding of the need for and scope of the Sustainability Programme;

• Sharing of best practice knowledge and successes; and

• Greater understanding of the necessary behaviours and consequences of non adherence.

• Trust management should continue to investigate whether there is a lack of ‘process’ and ‘control’ impacting financial performance by considering:

• The need to update or introduce appropriate operational policies;

• The need to further strengthen the Trust’s performance management framework to hold individuals to account for delivery;

• The potential to introduce structured/centralised review sessions of all expenditure requests for a decision on whether to spend or not.

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NLG(16)114...NLG(16)114 DATE OF MEETING 29 March 2016 REPORT FOR Trust Board of Directors – Public...

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