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Annual Plan 2014/15

Annual Plan 2014/15. Agenda Item 12 ). Grahame Ellis, Austin O’Malley, Marian Moore, Phil Brown, Anne Clarke, George Hardy, Rachel Simpson Governors 20 th March 2014. What is the Annual Plan? Key components Focus on Service Developments – Ray Diagrams Progress to date

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Annual Plan 2014/15

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  1. Annual Plan 2014/15 Agenda Item 12 ) Grahame Ellis, Austin O’Malley, Marian Moore, Phil Brown, Anne Clarke, George Hardy, Rachel Simpson Governors 20th March 2014

  2. What is the Annual Plan? Key components Focus on Service Developments – Ray Diagrams Progress to date Recommendations to the Board of Directors Next steps Contents

  3. What is the Annual Plan? • Main annual submission to Monitor • 2 year Operational Plan 2014/15-2015/16 • 5 year Strategic Plan 2014/15-2018/19 • Based on the Integrated Business Plan (2012-17) and subsequent developments • Must take account of the views of the CoG • Must meet Monitors requirements – new content, style, format, timing • Most of Plan to be published, but some confidential elements are not published

  4. Key Components – NTW Operational Plan • Covers 3 years – 2014/15 to 2016/17 • Agreed with Monitor that our plan will include 2016/17 to cover the full Transformation programme • To be submitted on 4th April 2014 • Contents • Executive Summary • Operational Plans (including service developments) • Quality Plans • Workforce Plans • Financial Delivery Plans • Appendices as required

  5. Covers 5 years 2014/15 – 2018/19 Incorporates NTW 3 year Operational Plan – should be no material changes Plans for 2017/18 – 2018/19 to be developed over coming months Key elements Declaration of sustainability Market analysis and context Risks to sustainability and strategic operations Strategic plans Appendices Key Components NTW Strategic Plan

  6. Ray Diagram shows key service developments by Group covering: Principal Community Pathways Transforming Augmenting Services Transforming Specialist Services Transforming Social and Residential Services Transforming Corporate Services Service Developments

  7. Transformation Map: Service Developments (Core and Business Opportunities (March 2014) Year 1 Year 2 Years 3 - 5 (to 31 March 2015) (to 31 March 2016) (to 31 March 2019) Planned Urgent Market leader in the provision of Urgent Care Services 2.2 Expansion of hospital based liaison services implementation of RAID model Sunderland, Gateshead, South Tyneside, Newcastle, Northumberland, North Tyneside 1,2,3,4,5 Future State to be: Improving the wellbeing of the people we serve through delivering services that match the best in the world. 2.4 Consolidation of PICU Services (interim) 1,2,3,4,5 2.5 Improving Older Peoples Functional Inpatient Services South of Tyne 1,2,3,4,5 Market leader in the provision of Planned Care Services 2.3 Improving the Adult Acute Mental Health Inpatient Pathway South of Tyne 1,2,3,4,5 Market leader in the provision of Specialist Care Services Supporting implementation of the Trust wide future vision of services 1.1, 1.2 Principal Community Pathways (including Access) Tranches 1&2 1,2,3, 6, 7 4.1 Review of Northumberland Adult Residential Mental Health Services (Phase 2) 1, 2, 3, 4, 5 2.8, 2.9 Development of Male HDU North of Tyne and Trust wide Female HDU 1, 2, 3, 4, 5 4.2 Redesign Northumberland Mental Health Day Services 1, 2, 3, 4, 5 2.6, 2.7 Redesign of Moving On Services North and South of Tyne 1,2,3,4,5 3.4 Assessment and Treatment Unit for Autism 1,2,3,4,5 Implementing Trans-forming Services Programme, including Transforming Corporate Services (5.1) Cross Trust support for change - Scaffolding, TED, 1,2,3,4,5,6,7 Continually improve and develop Service Quality 1,2,3,4,5,6,7 Explore business opportunities for gaps in the market, responding to tenders etc 1,2,3,4,5,6,7 3.1 Review of Neurological Services, including Heppell House review 1,2,3,4,5 3.3 Review of Forensic Services including Hebron Pathway Development and development of Diversion Services, 1,2,3,4,5 2.12 Development of a Personality Disorder Augmentation Hub team 1, 2, 3, 4, 5 2.10, 2.11 Rationalisation of the Dementia Pathway in Newcastle, South Tyneside and Sunderland 1,2,3,4,5 • Current state: • Strong record of innovation • Variations in models of care • Strong clinical leadership and expertise • Unconditional CQC registration • Strong track record of modernising services • Impressive range of generic and specialist • services – some unique to the UK market 3.2 Review of Children’s and Young Peoples Medium Secure and Forensic Outreach Services 1,2,3,4,5 3.5 Review of Specialist Services, including RADS review 1,2,3,4,5 2.1 PRIDE Opening of Hopewood Park 1,2,3,4,5 3.7 Recon-figuration of Eating Disorder Services 1,2,3,4,5 3.6 Development of an Integrated Attention deficit Hyperactivity Disorder Service 1,2,3,4,5 Specialist Corporate/Trust-wide Strategic Objectives 1.Modernise and reform services; 5. Provide high quality evidence based and safe services, supported by effective integrated 2. Be a sustainable and consistently high performing organisation; governance arrangements; 3. Be a model employer, an employer of choice and an employer that makes the best use of the talents 6. Improve clinical and management decision making through the provision and development of the entire workforce; of effective information; 4. Fully embrace and support service user, carer, staff and public involvement , including 7. Be an influential organisation which supports and enables social inclusion. our membership, in all aspects of our work; Abbreviation Key: IRT = Initial Response Team LD = Learning Disabilities RAID = Rapid Assessment, Interface and Discharge Blue = Plan Red Font = Work in progress Green = Development complete

  8. Progress to date • Annual Plan Working Group (APWG) established • The group includes Group and Corporate colleagues and representation from 7 Governors • Remit is to ensure the Annual Plan is submitted to Monitor within required timescales • Governors role is to support the process by adding challenge where needed on behalf of the Council of Governors

  9. Progress to date cont. • 3 APWG meetings held to date • Work plan developed with dates for key Trust individuals to contribute, for example; • Presentation on Operational Plan to APWG meeting on 5th March 2014 • 3 further APWG meetings planned to complete Strategic Plan and Summary Annual Plan

  10. Progress to date cont. Where are we up to? • Operational Plan drafted for review and submission • Strategic Plan being developed • Summary Annual Plan to follow on after Strategic Plan is completed

  11. Next steps • Operational Plan final drafts to: • - FIBD 19th March 2014 - Council of Governors 20th March 2014 - Board of Directors (BoD) 24th May 2013 • Submit Operating Plan to Monitor 4 April 2014 • Finalise Strategic Plan March-June 2014 (final draft to Council of Governors 20th May 2014) • Develop Summary Annual Plan for Annual Members Meeting in September

  12. The Council of Governors is asked to: Note the involvement of Governors in developing the Operational Plan 2014-17 Recommend to Board of Directors approval of the Operational Plan 2014-17 Await further updates as the Strategic Plan is developed Recommendations

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