Prioritisation Sandra Chadwick Chief Operating Officer June 2013

1. Prioritisation Sandra Chadwick Chief Operating Officer June 2013

2. Context • CCG authorised with conditions: • Result of 360 degree survey, 46% of Member Practices didn’t know what the CCG priorities were.

4. The Problem is: Stoke-on-Trent Shadow Clinical Commissioning Group (CCG) does not have clearly defined priorities with measurable outcomes.

5. Objective To clearly define the CCG’s 3 local priorities with measurable outcomes by March 2013

6. Root Cause Analysis • Policy: Radical reform of NHS system, Emerging policy, • People: Less staff (40%), New Leaders and stakeholders, changing dynamics of power, Population with high levels of deprivation, mortality and morbidity. • Environment: New smaller acute hospital,

7. Strategy • To work with Public Health to produce a prioritisation framework by end of December 2012 • The CCG top team to engage and consult with key stakeholders to agree the 3 quality priorities between January and March 2013

8. Implementation

9. Evaluation Plan • CCG authorised without conditionsend of June 2013 • Increase from 54% to 70% in Member Practices that know the CCG priorities measured by 360 degree stakeholder survey September 2013 • Delivery of targets in each of the 3 quality priorities by March 2014: • Maintain current levels of alcohol related admissions (640 per year) to bring in line with rising national trends. • 5000 patients to be risk assessed and 30% have a care plan for active case management • 10% increase in patients supported by simple telehealth from February 2013 baseline

11. Learning • Leaders – the Journey is as important as the destination. • Problem Solving – Clear definition of the objective is key. • Impact on organisation • Benefits of developing relationships with key stakeholders • Alignment of strategies across the system • Organisational Development benefits • Staff morale and pride