ORGANISATIONAL DEVELOPMENT
STRATEGY & SUPPORTING PLAN
2017 – 2019
Last Reviewed August 2015 Approving Body Governing Body Date of Approval December 2016 Next Review Date December 2018 Review Responsibility Governing Body Version 4.0
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Contents Section Heading Page
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1. Introduction
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2. NHS Doncaster CCG’s Context – Our Mission, Values and Objectives
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3. Organisational Development – A definition and model
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4. OD Diagnostic – Drivers, Key Themes and Audiences
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5. Organisational Development Objectives 2017 – 2019
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6. How will we achieve them?
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7. Concluding comments
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Appendix 1 OD Strategy - Plan on a Page
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Appendix 2 Detailed OD Plan
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1. Introduction NHS Doncaster CCG was established in April 2013 representing the 43 member practices in the metropolitan borough of Doncaster. As a clinically led commissioning group, the CCG is responsible for the planning and commissioning of health care services on behalf of the population of Doncaster, and works in collaboration with its partners across both the statutory and voluntary sectors in order to achieve this aim. At the time of its formation the CCG developed an initial organisational development plan to set out the early developmental tasks necessary to create an effective CCG and support its workforce in delivering the organisation’s objectives. This strategy was further reviewed by the CCG in August 20151 and the work contained within this new strategy and accompanying plan builds on this review and has been prepared following a detailed diagnostic undertaken during July – October 2016. The diagnostic included one to one interviews with key members of the CCG senior team, Governing Body and partners, along with two workshops for staff at which over 40 colleagues attended to provide their thoughts and input to the design of this plan. The results from the diagnostic have then been used to feedback to the CCG Governing Body and highlight areas where it is felt further OD support and action is required in order to continue to support the CCG’s success and also the development of staff colleagues. The strategy sets out six priority areas and suggests a structure through which the detailed actions contained within the plan can be performance managed.
2. NHS Doncaster CCG Context - Our Vision, Mission, Values and Objectives
NHS Doncaster CCG has set a clear direction for its work over the coming years and as a key local NHS partner has also communicated its vision, values and strategic objectives. These agreed statements underpin the organisational development strategy and the actions recommended for the next two years.
Vision
Work with others to invest in quality healthcare for Doncaster patients
Mission Statement
A high quality and accountable Clinical Commissioning Group, encouraging responsible partnership engagement in a transparent climate of on-going learning in order to create a patient-centred yet financially astute and corporate approach to commissioning
Values
The needs of patients are paramount.
Drive forward continuous improvement.
Relationships based on integrity and trust
1 Organisational Development & Workforce Strategy 2015/16 – 2017/18 NHS Doncaster CCG
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Strategic Objectives
Commission innovative healthcare and pathways to improve patient experience, outcomes and cost effectiveness.
Contract and performance manage for continuous quality improvement.
Achieve economic efficiency and effectiveness within the allocated resource limit.
Develop transparent and accountable relationships with stakeholders.
Ensure all our Corporate Governance systems and processes are robust and transparent.
Foster effective organisational development and leadership
Strapline
“Helping you keep well”.
Strategic themes for systematic
transformational change
Care out of Hospital – the provision of patient centred care outside of a hospital setting, either in a patient’s home or based around a primary care community team.
Care of the Frail – the provision of high quality coordinated care in support of an ageing Doncaster population with increased life expectancy where patients can experience multiple medical conditions and an increase in clinical complexity.
Coordinated Care – the provision of integrated care across a whole system that is responsive to patient needs, uses the latest technology to support service delivery, and develops enhanced access to data and information across partner organisations.
In addition to the local Doncaster context the CCG is also a key partner in the South Yorkshire STP (strategic transformational plan) footprint. The latest STP summarises the ambition for south Yorkshire and Bassetlaw to be to ‘deliver joined up health and care which gives everyone the best start in life, supporting them to stay healthy and live longer’.
3. Organisational Development – A definition and a Model
3.1. Definition There are many definitions of Organisational Development in the literature but for the purposes of this strategy and accompanying plan the following definition is used:
A deliberately planned, organisation-wide effort to increase the organisation’s effectiveness and efficiency.
It is a long-range, long-term, holistic and multi-faceted approach to achieving transformational change, and is underpinned by the ability of individuals, teams and the
organisation to grow.
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The key feature here is the reference to ‘long term and multi-faceted’ which reflects the organisational complexity of the CCG but also the long-term nature of our health improvement ambitions. It also recognises that success in a CCG is linked to both effectiveness – the quality of interventions, decision-making and strategy, and also to efficiency – the deployment of resources to achieve the most cost effective health outcomes for local people. 3.2. Organisational Development Model There are many different approaches to organisational development (OD) and several different models from which a programme of support may be drawn. The requirements of primary health-care led organisations like CCGs, reflect the need to consider the different facets that impact on organisational effectiveness, both internal and external. In order to consider the varying factors which impact on a CCG and its capability to deliver in this changing environment, the diagnostic undertaken made use of the ‘Engaging Leadership’ model as a framework for exploring the OD needs of the organisation. This model2, considers the themes and dimensions that contribute to effective CCG leadership at all levels in the organisation. The model explores the areas of system, team and individual effectiveness and can be represented as follows:
By utilising an adaptation of this model to prepare the organisational development strategy, the approach has enabled staff and other interested parties to debate the current context, recognise and assess the requirements of the organisation’s future plans and contribute ideas to a refreshed forward strategy to support organisational, team and individual growth. The action plan attached to this strategy suggests interventions, which will begin to address the development areas, identified. In addition to the Engaging Leadership model, the diagnostic has also enabled reflection on the 6 domains identified by NHS England in their ‘Framework for
2 ‘Engaging Leadership’ - Beverly Alimo-Metcalf and John Alban-Metcalf, Real World Group Ltd
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Excellence in Commissioning’3, which sets out the expectations for CCGs in the delivery of their commissioning duties. The 6 domains are as follows:
A strong clinical and multi-professional focus with significant member engagement
Meaningful involvement of patients, carers and the public
Clear and credible plans
Robust governance arrangements
Collaborative commissioning
Clinical leadership
4. OD Diagnostic – Drivers, Key Themes and Audiences
4.1. Organisational Development Drivers The current environment for CCG operation is challenging and multi-dimensional. CCG’s are attempting to enact the local actions required to deliver on the five-year forward view and other national priorities, whilst at the same time support local place-based planning and adopt new transformational models of care to support STP level plans. The diagnostic phase of this work identified the following key drivers for consideration by the CCG Governing Body in determining their future OD plan:
System Wide
National policy direction (5YFV etc.)
Demographics and changes in need/expectations
New Models of Care and System transformation (doing different things not just doing things differently)
Financial context and efficiency requirements Organisational/Individual
Changing role and responsibilities of CCGs
Workforce skills and development of capability in the CCG team
Leadership task for Governing Body – system and organisation wide
Balancing priorities – STP vs. place based plans 4.2. Strategic Themes
On completion of the diagnostic interviews and workshops, the data collected was summarised and presented to the Governing Body members and other colleagues at the Strategy and OD Forum meeting in October 2016. The detailed feedback shared at that meeting is attached at appendix 3 to this report.
3 ‘Framework for Excellence in Commissioning’ – NHS England 2013
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Following discussion, it was agreed the feedback could be summarised into six key strategic themes around which to build the CCG’s forward OD strategy and accompany action plan: OD Strategy – Key Themes
The six key themes are described below in terms of their link to the Engaging Leadership dimensions and the desired outcomes to be achieved through the actions detailed in the OD plan:
Leadership
Workforce Skills & Development
Systems & Processes
Clinical Focus
Engagement Collaboration
* (Colour coding links to ‘Plan on a Page’ at Appendix 1)
Dimension Theme
Desired Outcome
Leading as Individuals
Leadership Effective leadership and empowerment at all levels and in all aspects of our work
Leading the Organisation
Workforce – Skills & Development Systems & Processes
Team members ably supported to carry out their roles and realise their potential All working in the most efficient and effective way to deliver the best we can
Leading the System
Clinical Focus Engagement Collaboration
Decisions and plans are clinically led and informed Engage in a meaningful way with staff, partners and our local people Collaborate to deliver objectives that improve health outcomes
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Detailed action plans to support these six strategic themes and deliver the desired outcomes follow in section 5 below. 4.3. Our OD Audiences – Who is this plan for and why?
In addition to identifying the key themes for the strategy, the diagnostic also discussed the audiences who would be affected by the actions in our detailed OD plan. The following were identified:
Governing Body – as the leadership entity in the CCG the Governing Body Members need to lead by example, set clear goals for the organisation and hold one another to account for delivery. This plan focuses on ensuring that the Governing Body Members understand their roles, have trust in one another’s contributions and are able to function as a corporate leadership team in respect of making, and taking, decisions for the benefit of the Doncaster population.
CCG Staff Team – the core CCG organisational team who will be responsible for enacting the CCG strategy and working with partners and the public to bring about transformational change. The plan focuses on their skills development, personal support and environmental factors necessary to enable them to deliver their best.
Wider Partners – Many of the CCG’s goals and objectives require change amongst partner organisations. The CCG cannot deliver transformation on its own. The plan focuses for this audience on how the CCG can embrace and engage with partners in a collaborative way to support delivery in the future.
5. Organisational Development Objectives 2017-2019 5.1. Leadership Effective leadership and empowerment at all levels and in all aspects of our work We strive to create a supportive and enabling leadership environment for both our own staff and GP clinical colleagues, but also as part of the wider leadership system and to support the development of our member practices. The actions necessary to support this building block are a combination of revisiting current plans and policies developed at an earlier stage in the CCGs development, along with adopting new behaviours that support the creation of an even more empowered culture. Staff colleagues want the CCG to recognise their abilities to grow and lead the areas for which they are responsible, and member practices want the CCG to step forward and provide additional support at practice level where appropriate. L1 Ensure the Governing Body is effective in its leadership of the organisation and the
CCG’s forward strategy both as a leadership team and as individual members
L2 Strengthen Clinical Leadership within the Governing Body and wider CCG
L3 Lead by example and support continuous improvement in terms of personal development
L4 Exploit the skills and experience of GB members to ensure most effective utilisation
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L5 Create a scheme of delegation (SoD) that supports empowered working
L6 Model behaviours that support the maintenance of an empowered and supportive culture
L7 Refresh organisational vision, mission, values and behaviours
L8 Improve visibility of Governing Body members with staff, partners and other parties
5.2. Workforce – Skills & Development Team members supported to carry out their roles and realise their potential Our CCG is a small organisation with a Governing Body, approximately 185 staff members and a team of lead GPs who commit a limited number of days per week in clinical leadership time. It is essential therefore that we make the best use of the GP time and staff resources we have and deploy those resources carefully in line with our agreed priorities. W1 Develop and empower colleagues to deliver their best
W2 Ensure CCG leadership model and team based structures are fit for purpose and recognise system challenges
W3 Ensure our staff team are equipped with the skills to complete their roles
W4 Realise the talent and potential of all colleagues working within the CCG and support their future career aspirations
W5 Explore options to model a coaching culture within the organisation
W6 Create effective Clinical and Managerial partnerships
W7 Assess and consider overall staff team capacity and priorities
5.3. Systems & Processes All working in the most efficient and effective way to deliver the best we can The drivers that are present in the NHS and wider system are challenging our capacity and our ability to deliver against our objectives. A focus on transformation and financial efficiency means we need to work smarter and more effectively with our partners and our practices if we are to achieve change and deliver improvement. Looking at what we do and how we do it are important parts of organisational development. Keeping our vision for the organisation at the leading edge, continuously seeking improved ways of operating and building on feedback are key elements of this work. In addition, our staff team are the NHS commissioning resources of the future and we want to support them not only in their current role, but also in preparation for any future opportunities that might arise. To do that we need to spot talent and nurture it. We also want to provide the appropriate opportunities for training and development for all members of our team to enable them to deliver their best. SP1 Adopt a learning organisation approach
SP2 Strengthen decision making in line with governance requirements
SP3 Ensure effective operational mechanisms for day to day business
SP4 Ensure fair application of policies which affect staff
SP5 Secure continued good communications both internally and externally
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SP6 Develop mutually beneficial relationships with provider colleagues to support transformation
5.4. Clinical Focus Decisions and plans are clinically led and informed The essence of our work as a clinical commissioning group is to ensure that our decision-making is clinically led and focused. This means we need to ensure we are effective as a Governing Body with the correct skills and attitudes, along with being engaged with our member practices, and working collaboratively with our clinical colleagues within the provider sector and other partners. The importance of the wider aspects of clinical focus are also recognised, with the contribution of nursing colleagues, pharmacists, AHPs and others recognised and valued. CF1 Clarify objectives for change in light of STP and place-plan
CF2 Raise the profile of the clinical CCG leads and support to take on a wider senior leadership role (Link with L1)
CF3 Ensure Clinical GB Members operate as Clinical Leaders
CF4 Create and contribute to local and regional clinical networks to ensure influence and learning
CF5 Develop capability to support new co-commissioning role for new models of care (MoC)
CF6 Facilitate a network of support for member practices in agreed areas
5.5. Engagement Engage in a meaningful way with staff, partners and our local people The ensure implementation and achievement of our objectives it is important we work with others. The complexity of the health & care system is such that we can only deliver the improvements in outcomes we are seeking with the support of our partners, the public and our staff. The needs of these different partners are driven by their role in the local health community. Our staff are a key resource for delivery and our partners are an important part of the care delivered to our consumers – our patients. The models of engagement we use for each need to be bespoke and continuously reviewed. E1 Support wider clinical engagement across the CCG footprint and programmes
E2 Improve Primary Care Engagement in CCG activities
E3 Ensure mutual benefit is derived from Board to Board engagement with other Provider Organisations and Partners
E4 Ensure internal CCG staff involvement mechanisms are fit for purpose
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5.6. Collaboration Collaborate to deliver objectives that improve health outcomes In the same way as engagement is essential to delivery of our objectives, increasingly so is collaboration. We recognise that in order to deliver against the aspirations of the Five Year Forward View and within the financial constraints we are facing, new models of care will need to be implemented and organisations that have previously worked separately (both commissioners and providers) will need to collaborate to get the best outcome for our patients/ Collaboration can take many forms and the CCG will be open to consider how it might collaborate with partners, providers and amongst staff and member practices. C1 Broaden CCG Leadership Impact
C2 Invest effort in securing appropriate joint commissioning arrangements
C3 Lead the development of new system architecture to support service transformation and economic efficiency
C4 Explore workforce innovation across the system
C5 Engage in the NHS FTs ‘Working Together Programme’ to ensure best decisions for Doncaster services
6. How will we achieve our plan? 6.1. Governance The CCG OD Strategy and accompanying plan will be owned and led by the Governing Body. It is suggested that the individual elements of the plan (each of the 6 key themes) will have a Governing Body sponsor, who will ensure the detailed actions are activated, and provide regular reports to the Governing Body on progress throughout the year. Sponsors will be drawn from the full Governing Body membership. A 6-monthly review of the plan will be undertaken as part of the Governing Body’s leadership role and will be used to adapt the plan to changing circumstances or opportunities that arrive. 6.2. Programme Management The six key themes will each have a Governing Body sponsor and those named individuals are as follows:
Leadership Governing Body Sponsors to be identified and agreed at Governing Body meeting
Workforce – Skills & Development
Systems & Processes
Clinical Focus
Engagement
Collaboration
6.3. Review The strategy and action plan will be reviewed on a 6-monthly basis to keep the objectives relevant to the drivers and context within which the CCG is operating.
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7. Concluding Comments
As an ambitious and high performing CCG, NHS Doncaster CCG recognises the importance of reviewing and constantly adapting its approach to organisational development. In the light of the changing NHS and wider care environment, and the new challenges posed by financial austerity and rising population demand for high quality accessible health care, the CCG wishes to invest in the local system, the CCG organisation, and the individuals who make up it’s workforce, and through whom the organisation’s vision and objectives can be delivered. December 2016
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Work with others to invest in quality healthcare for Doncaster patients
A high quality and accountable Clinical Commissioning Group, encouraging responsible partnership engagement in a transparent climate of on-going learning in order to create a patient-centred yet financially astute and
corporate approach to commissioning
Care out of Hospital
Care of the Frail
Coordinated Care
Our Organisational Development Priorities
Leading as Individuals Leading the Organisation Leading the System
Leadership Continuous Personal Development Strengthen Clinical Leadership
Refresh vision, mission and values Utilisation of skills across the organisation Support increased autonomy Model behaviours to support a more empowered culture
Governing Body Development Programme Improve GB visibility
Workforce – Skills &
Development
Support individual/team development opportunities Review PDR process Assess staff capacity and priorities
Review team structures to ensure fit for purpose Refresh talent management policy Explore models to support a coaching culture
Create effective clinical and managerial partnerships
Systems & Processes
Ensure support for individual operational business processes
Adopt a learning organisation approach Strengthen decision making Review policy framework
Review communications strategy Support provider colleagues to enable transformation
Clinical Focus
Raise profile of Clinical Leads Support Clinical Leaders to fulfil roles
Develop capability in teams to support commissioning for MoC Facilitate network of support for member practices
Clarify objectives for STP and Place Plan Contribute to regional networks
Engagement
Review approach to staff engagement
Improve Primary Care Engagement in CCG
Support wider clinical engagement across system Explore B2B mechanisms
Collaboration Engage at a senior level in wider system leadership activities
Support development of Joint Commissioning Explore workforce innovation
Broaden CCG leadership impact Lead work on Doncaster system architecture
NHS Doncaster CCG Organisational Development Strategy 2017-2019 Plan on a Page
Appendix 1
Action Start Timescale
Leadership
L1 Ensure the Governing Body is effective in its leadership of the organisation and the CCG’s forward strategy both as a leadership team and as individual members
Governing Body to undertake a refreshed board development programme in order to explore their own leadership style and relationships and determine future operational approach
Explore the impact of leadership changes in the organisation and ensure all GB members are enabled to contribute to discussion re new ways of working
February/March 2017 onwards
L2 Strengthen Clinical Leadership within the Governing Body and wider CCG
Clarify the role of individual clinical leaders within the Governing Body and in terms of how they work with staff colleagues
Discuss and agree how clinical colleagues can best be empowered to raise their profile and role as clinical leaders
Discuss and agree the components of the clinical role – clinical leader, locality representative and corporate member
February/March2017
L3 Lead by example and support continuous improvement in terms of personal development
Ensure all GB members are supported to identify their personal development needs and engage in a discussion regarding skills development where appropriate
Review feedback from annual 360 questionnaire and follow up on any areas where further improvement could be achieved
March 2017 onwards
L4 Exploit the skills and experience of GB members to ensure most effective utilisation
Clinical members, lay members and senior management members of Governing Body to explore roles and responsibilities and clarify personal and corporate accountability for CCG decisions
Personal areas of interest to be revisited and agreed
March 2017
L5 Create a scheme of delegation (SoD) that supports empowered working
Review the scheme of delegation both in terms of wording but also intent – review how to ensure increased empowerment of individuals and staff colleagues
Engage with staff colleagues to understand current constraints and possible solutions
March 2017
Appendix 2
NHS Doncaster CCG Organisational Development Strategy 2017-2019 Detailed OD Plan Year 1 - 2017
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Action Start Timescale
L6 Model behaviours that support the maintenance of an empowered and supportive culture
Discuss and develop Governing Body understanding of empowerment and agree how this can be promoted in the CCG
Demonstrate through management and leadership model the preferred CCG approach and discuss/communicate with staff colleagues
February 2017
L7 Refresh organisational vision, mission, values and behaviours
Whole organisation exercise to be undertaken to refresh values and behaviours and to reflect on how these are put into practice
Undertake some consultation to test with staff colleagues, partners and others
March 2017
L8 Improve visibility of Governing Body members with staff, partners and other parties
Governing Body to invite staff colleagues and partners to attend GB meetings as observers
Individual members to consider how best to raise their profile with staff – hot desks, attendance at team meetings and more regular presence in CCG office spaces
Introduce board to board meetings or similar to engage GB members with NEDs, Local Councillors and other partners
January 2017 onwards
Workforce – Skills & Development
W1 Develop and empower colleagues to deliver their best
Enable all CCG teams to have protected time to review effectiveness and objectives on a 6-monthly basis
Review opportunities for joint team working to provide support and improve resilience
Consider ‘Team Effectiveness’ audits for those teams that identify they need assistance with capacity and delivery
January 2017 onwards
W2 Ensure CCG leadership model and team based structures are fit for purpose and recognise system challenges
Undertake a review of team-based structures within the CCG
Engage staff in the discussion and develop a revised management structure based on shared understanding
Review Matrix Working approach to ensure fit for purpose
April 2017
W3 Ensure our staff team are equipped with the skills to complete their roles
Review existing PDR process and ensure implementation is systematic and consistent across all teams – actively seek staff feedback
Where appropriate explore methods of engaging staff in personal development – e.g. Action Learning (ALS), Team Development and ‘all-staff’ development sessions
Ensure all staff have access to a planned programme of support to enable them to deliver in their current and future roles
February 2017
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Action Start Timescale
W4 Realise the talent and potential of all colleagues working within the CCG and support their future career aspirations
Review the existing talent management policy to ensure fit for purpose
Agree a refreshed approach to talent management and identify initial cohort
Discuss and agree approach to career development coaching as part of PDR process
March 2017
W5 Explore options to model a coaching culture within the organisation
Raise awareness of the benefits of coaching as a management style and tool to support personal improvement for all staff
Develop/provide training for a cadre of ‘internal coaching ambassadors’ who can deliver team and individual coaching and support the coaching ethos within the CCG
Offer mentoring within and outwith the CCG as part of the PDR process
Support staff colleagues take an action learning and appreciative approach to mutual support
July 2017
W6 Create effective Clinical and Managerial partnerships
Roles and relationships between GP clinical leaders and staff/management colleagues to be reviewed and reset in line with CCG priorities for next two years
March 2017
W7 Assess and consider overall staff team capacity and priorities
Each senior director to review current capacity constraints and feed into structure review in W2
Utilise refreshed PDR process to debate capacity constraints and prioritise workload jointly with team members
April 2017
Systems & Processes
SP1 Adopt a learning organisation approach
Consider a suitable methodology and ensure that learning approaches are used to share experiences and promote reflection and a no blame culture and engage staff colleagues in determining the best approach
April 2017
SP2 Strengthen decision making in line with governance requirements
Scheme of delegation for decision making to be reviewed and any changes agreed to be communicated throughout the organisation
Governing Body to debate what the SoD means in practice? – Review how to speed up decision making and empower staff engagement without relaxing grip
May 2017
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Action Start Timescale
SP3 Ensure effective operational mechanisms for day to day business
CCG approach to matrix working to be reviewed and considered in light of current priorities and environmental drivers
Staff OD review sessions to be held to garner views and contributions on a regular basis
Target simple basic operational issues that impact on staff colleagues approach to delivery – IT, governance, equipment, and environment.
May 2017
SP4 Ensure fair application of policies which affect staff
Review application of CCG policies to ensure consistency – examples include Home Working and Access to Training & Development
Consider how staff may be more engaged in policy review
April 2017
SP5 Secure continued good communications both internally and externally
Review current communication’s strategy and determine how it can be improved to reflect the current context and need for speedy information
Engage with staff colleagues to support wider use of social media and digital options for improved staff communications
July 2017
SP6 Develop mutually beneficial relationships with provider colleagues to support transformation
Agree rules of engagement for performance management of key targets to enable ‘air cover’ during periods of system transformation
Clarify and adapt system wide communications to support public and patient facing system change
Review opportunities for sharing of systems and processes which support system wide transformation
May 2017
Clinical Focus
CF1 Clarify objectives for change in light of STP and place-plan
Confirm the clinical priorities for the CCG during the next period and extensively communicate these across the system
Review and confirm clinical leadership roles for GB members in light of agreed priorities
April 2017 onwards
CF2 Raise the profile of the clinical CCG leads and support to take on a wider senior leadership role
Undertake board development review and assess capability and skills of clinical members on Governing Body
Ensure the capability and skills of clinical leaders throughout the CCG are assessed and supported
March 2017
CF3 Ensure Clinical GB Members operate as Clinical Leaders
GB clinical members to engage in specific clinical leadership programme of support to provide protected space for development and exploring their role and responsibility
Ongoing
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Action Start Timescale
CF4 Create and contribute to local and regional clinical networks to ensure influence and learning
Audit current engagement in regional networks and how useful these are perceived to be
Agree representation and support attendance
Ensure regular feedback both to wider CCG staff team and to Governing Body
Ongoing
CF5 Develop capability to support new co-commissioning role for new models of care (MoC)
Review skills and capacity gaps for new MoC in line with team structures review
Explore how the transformation agenda needs to be supported in the CCG and ensure resources for this are aligned
Assess capacity and capability constraints within member practices across Doncaster to engage with new models of care
Develop engagement mechanisms (see below) to ensure member practices are able to fully participate in developing new MoC for the Doncaster population
April 2017
CF6 Facilitate a network of support for member practices in agreed areas
Explore with member practices the benefits of supported networks for Practice Managers and Practice Nurses
Consider jointly how these might best be supported and agree a CCG supported development plan
June 2017
Engagement
E1 Support wider clinical engagement across the CCG footprint and programmes
Discuss with member practices and with other interested groups, LMC, LPC, Nurse Networks how they may become more engaged
Consider how wider clinical colleagues might engage with CCG project work and enact as appropriate
April 2017
E2 Improve Primary Care Engagement in CCG activities
Build on existing relationships with primary care to ensure appropriate engagement in commissioning activity from member practices
Implement outcomes from Locality Engagement Consultation
Secure engagement from primary care, provider colleagues and LA to design integrated care offer for Doncaster
Early 2017
E3 Ensure mutual benefit is derived from Board to Board engagement with other Provider Organisations and Partners
Consider how B2B engagement might improve GB visibility
Consider opportunities for joint board events wider than just review/performance meetings
Consider ‘buddy’ arrangements between NED and GP /Lay members to discuss areas of common interest
June 2017
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Action Start Timescale
E4 Ensure internal CCG staff involvement mechanisms are fit for purpose
Conduct audit of CCG staff involvement mechanisms enabling staff to participate in review and make suggestions for any improvements
Implement changes as a result and work with a diagonal slice of staff representatives to ensure changes meet expectations
May 2017
Collaboration
C1 Broaden CCG Leadership Impact
Be an active lead partner in the South Yorkshire & Bassetlaw STP to ensure Doncaster place based plans are aligned and supported
Take a lead role in the H&WB Board arrangements for Doncaster to support development of integrated care and joint commissioning
Ongoing
C2 Invest effort in securing appropriate joint commissioning arrangements
Review jointly with DMBC and other commissioning partners (e.g. NHS England) the approach to joint commissioning and its success so far
Make any recommendations for improvement including discussion with providers to identify any areas where joint commissioning may benefit the approach locally for service transformation
Drive the discussion of appropriate joint commissioning arrangements with the LA and support staff colleagues to embrace and develop new ways of working
February 2017
C3 Lead the development of new system architecture to support service transformation and economic efficiency
Recognise and support new Models of Care through integrated commissioning specifications and contracting approaches
Lead the development of accountable care models across Doncaster and secure clarity of understanding for delivery, governance and leadership
September 2017
C4 Explore workforce innovation across the system
Facilitate discussion of new approaches to workforce transformation and agree actions from this to transfer learning
Encourage collaboration between providers to support new Models of Care and also transformed ways of working through shared workforce planning
Review current areas for collaboration regarding back office functions and explore any further options for efficiency
October 2017 onwards
C5 Engage in the NHS FTs ‘Working Together Programme’ to ensure best decisions for Doncaster services
Keep abreast of the discussions underway and ensure local FT decisions are in line with commissioning intentions
Consider any unintended consequences of FT collaboration and make sure mitigation is in place as necessary
Ongoing
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