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Workplan & Governance Structure Options for Change Programme

Workplan & Governance Structure Options for Change Programme. DRAFT 14 January 2009. Developing the workplan. 1. Overall aim: Enable West Sussex PCT to effectively and robustly select an organisational model for West Sussex Health in spring 2009:

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Workplan & Governance Structure Options for Change Programme

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  1. Workplan & Governance Structure Options for Change Programme DRAFT 14 January 2009

  2. Developing the workplan • 1. Overall aim: • Enable West Sussex PCT to effectively and robustly select an organisational model for West Sussex Health in spring 2009: • Whilst keeping staff engaged in the best way possible • In a way that can lead smoothly towards implementation of the organisation model • 2. What workstreams are required to make this choice effectively and robustly, and still meet conditions a, b, c • (See following slides for details) • (Appendix slide shows key obstacles to achieving this, and details which workstreams address each obstacle) • 4. For each workstream: • Who should lead the workstream? • What should the Terms of Reference be, including: • Objectives • Outputs required • Milestones and timeline • 3. What governance is required for the programme as a whole, and for individual workstreams? • (See following slides for details)

  3. Governance for Options for Change West Sussex PCT Board Board briefing sessions (advisory, not decision-making) Monthly meeting. Decision-making on workstreams which report Programme Board OFC Programme Board 1a. Programme management 2 Service Quality 4 Workforce 5 Finance group 7 Governance Group 8 Contracting Group 9 Benefits Assessment 1b. Communications 3 Staff Consultation 6 Deliverability 1c Patient and public involvement Each workstream led by a Director of WSX PCT 6 Janaury 2009

  4. 1. PCT 1a. Programme Management Director: Neil Ferrelly Lead: Susan Onslow Options for Change (OFC) Programme Board, • Programme management across workstreams • Communications with HOSC • Engagement with organisations outside of West Sussex • Link to other workstreams within the PCTs • Decision-making process, methodology, criteria and timeline • Risk Management • Audit trail on process/decisions taken (wef 5/1/09) 1. PCT 1b. Communications Director: Stephen Pollock Lead: Sue Galley/Linda Benny OFC Programme Board • Publication of staff consultation documents & other relevant documentation • Communications support for events • Website; Q&A; Press; Intranet 1. PCT 1c. Patient & Public Involvement Director: Stephen Pollock Lead: Sarah Hawke/Liz Catchpole OFC Programme Board • Patient representative panel • Stakeholder involvement • Membership involvement List of workstreams and processes (1 of 4) Working group Workstream/ process Lead Reporting to Elements included

  5. 4. Human Resources 4. Workforce Director: Philippa Spicer Lead: Jo Woolgar OFC Programme Board • Improving Working Lives Status • Staff sickness/absence • Permits staff membership of NHS pension scheme • Employs staff on terms equivalent to NHS 5. Finance 5. Financial Sustainability Director: Neil Ferrelly Lead: OFC Programme Board • Assessment of medium term financial plan in terms of: • Performance compared to Foundation Trust Finance risk ratings; cost improvement requirement; working capital management; sensitivity analysis • Asset Accounting List of workstreams and processes (2 of 4) Working group Workstream/ process Lead Reporting to Elements included 2. Quality Assurance 2. Service Quality Director: Liz Tayler Lead: OFC Programme Board • Compliance with Healthcare Commission Standards • Clinically sustainable 3. Human Resources 3. Staff consultation Director: Philippa Spicer Lead: Jo Woolgar OFC Programme Board • Staff Consultation events • Analysis of staff consultation responses • Analysis of staff correspondence • Staff Survey

  6. 8 Contracting & Performance 7. Finance 9 Finance 9 Benefits Assessment 8 Contracting 7 Governance Director: Neil Ferrelly Lead: Director: Sue Braysher Lead: Director: Neil Ferrelly Lead: OFC Programme Board OFC Programme Board OFC Programme Board • Autonomy Benefits • Profits re-investment in the organisation; systainable clarity of purpose; other autonomy benefits • Integration Benefits • Scope of ‘Like for Like’ clinical services • Organisation within NHS • Evaluation of Board Competence • Management Capacity/Structure • Compliance with Audit Commission • Regulatory Framework List of workstreams and processes (3 of 4) Working group Workstream/ process Lead Reporting to Elements included 6. Corporate Affairs 6 Deliverability Director: Brian Hughes Lead: OFC Programme Board • Shadow Operation Proposed • System preparedness/Business Continuity • Accommodation • Legal • Framework to develop contracting currencies & tariff

  7. Preliminary view of critical path tasks, milestones, dependencies Item 9 10 11 12 1 2 3 4 5 6 7 • Bid Period 6/2 Final date for submission bids 6/2 6/3 • Consolidation and analysis of staff consultation 13/3 • Bid review period 26/3 • Preferred Option decision 30/6 • Due diligence of preferred option • Transition period Transition period subject to bids

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