Corporate Objectives 2011-12

1. Corporate Objectives2011-12 Shaping the Future Together

2. Shaping the Future Together It is important that the new Brent and Harrow sub-cluster organisation understands what is expected of it in the coming year and we can give staff a clear sense of purpose. Our corporate objectives set out to achieve these two aims. We enter 2011-12 having gone through a major reorganisation which has resulted in both a reduction in management staffing of over 50% and a redefining of roles at Borough, sub-cluster and cluster levels. Our new commissioning structures were designed with GP input, and aim to align staffing resources with the needs of GPs for support as they develop their commissioning arrangements. We will need to adopt new ways of working which support the shift of the PCT’s staff to a role where they act as a supporting resource to GP leadership. Public health will transfer to the local authorities and PH England at some point in the next two years. We will work with partners to continue our health improvement work and ensure a successful transfer of functions. This year will see changes in key leadership positions, the rapid devolving of responsibility of budgets to GPs and a new relationship developing with the local authorities and their health and well being boards. It is all the more important therefore that we are clear what we are setting out to achieve and what responsibilities are placed on each part of the system. The two PCTs have had a similar vision of working to improve the health and well being of their local populations. That objective must remain our core purpose, but we need to recognise that a major part of our work this year will be working with the emerging GP consortia and local authority colleagues to support them to develop their vision of how this work is carried on into the future. The main themes of our objectives this year will be: • Agreeing and delivering the 2011/12 financial plan for both Brent and Harrow; • Developing a sustainable medium term service and financial strategy for both Brent and Harrow, ensuring its financial turnaround; • Re-Commissioning identified services with the intention of improving quality, patient experience and effectiveness; • Working with the GPs to develop GP commissioning and by year end devolving all of the budgets they will be responsible for to them; • Undertaking the preparation required with the local authorities to transfer public health responsibilities to them; • Working with the local authorities to develop the health and well being boards and ensuring integration of health planning across the system; • Improving priority performance targets; • Working with cluster to improve the effectiveness of acute commissioning; • Managing proactively threats to business continuity; • Offering our staff the best opportunity to develop their skills and experience, and supporting them in positioning them for a future role. In undertaking these objectives we must recognise that we are part of a complex system undergoing significant change. We will play our part in supporting the whole system, recognising that we can only succeed if other parts of the NHS and social care landscape are clear about their responsibilities and undertake them successfully.