Annual Plan 2013-14 Progress Report Q1

1. Annual Plan 2013-14 Progress Report Q1

2. Annual Plan Progress Report – Quarter 1 Summary Number of Milestones

3. Appendix A • Full Detail of Annual Plan: • Critical Milestone Map

4. Best practice Training Learning events End report Scoping exercise (end date was Jun 13) Key changes implemented in the pilot pops 100% outcome measures reported on Extranet Completion of the first audit cycle of the IHI patient safety culture questionnaire Plans to spread within org. have been developed All participants are registered on the IHI Extranet Pilot populations have been identified Complete introductions Dedicated learning and sharing events Introduce sustainability model Manor House- Staff training Manor House- Construction period Manor House- FM/Hotel services Manor House- Procurement Manor House- Commissioning Communications Roll out MRSA screening in OA Project launched Rev. infection control training (delayed from Apr-13) First draft of community services flu campaign Continuing with the ATP (cellular activity) environmental screening New infection control training programme Patient experience strategy presented at IGC Patient experience strategy approved Manor House- ICT ASD pathway – PM agreed and project scoped Developing services for young people with emerging personality disorder – Draft service model agreed, costing's agreed (end date delayed from Jun-13) Children and young people with complex physical health needs - transitions to adult services – Scoped model Integrated Management structure in place, Integrated care pathway to be defined Prepare and move to implementation Develop model Developing services for young people with emerging personality disorder – Oxon pilot , implementation and launch Set up service user/carer focus groups. Draft Clinical Model presented Evidence based model of care Consultation with staff, implementation of model Scoping exercise to establish gaps in service provisions and develop options Operation policy agreed Acute psychological medicine service development (with OUHT) live New pathways and model of care operationalised Integrated Psychological Therapies pathway Model complete Community psychological medicine service implementation Detailed plans for reconfiguring and transferring patients Agreed strategy for forensic services and reconfiguration of estates Deliver plan Commence execution plan Production of agreed pathway New model implemented Draft model Single model of service across Oxon/Bucks Sept/Oct 2013 Business Case Developed, Staffing Review, Commence Implementation Reduce length of stay in older adult wards – new model Consultation with SPNCC and HOSC Consultation with SPNCC and HOSC Consultation with SPNCC and HOSC Integrated Teams Phase 1 complete (community services) Integrated Teams Phase 3 complete (Oxfordshire County Council) PID Developed and signed off Clinical workshops, Costing of 7 day model Review Phase 1/2 Urgent care pathway in Bucks launched Integrated Teams Phase 2 complete (older peoples MH) Pathway in Oxon launched PID Developed Estate issues scoped and plan confirmed Model phase 2 starts Project Charter, Clinical design workshops Witney EMU Launched PID developed New pathway for EMU and interface medicine piloted (Abingdon) Implementation Project completed Briefs for all 2nd round projects received and entered into tracker Develop CIP/mitigation plan for any forecast shortfall against target Frail Elderly pathway redesign complete, implementation commences Cross use of sessional posts Operational Policy Agreed Frail Elderly pathway implementation complete Productivity/Capacity Dashboard Live Productivity/Capacity Dashboard Prototype Expansion. of training manual Directory of Services RIO, ESR, Fin., Safeguard Development of training materials GL, UGI and Others, Reablement, Medicines and prescription, Primary Systems Detailed Data: RiO, ESR, Finance (start date delayed to July) General users’ training Urgent care, Learning and Dev. Forensic Cost centre and service groups Development of reports in Patient Level Information Costing system Implementation of Patient Level Information Costing system Agree Service Lines and reports to support Service Line Management system Integrated SPA started, end date TBC Start date Final milestone Complete Delayed Date change / milestone at risk of slippage Milestone from start to end date

5. Put in place a ‘total reward’ approach including consideration of Employee Assistance Programme Develop comm. of recruitment process and training of recruiting man. complete Develop and implement a reward strategy Develop and implement probationary period policy Develop guidance for managers in policy appl. Roll out recruitment training to managers (existing and new) complete Develop improved staff benefits and comm. to staff Develop metrics in order to enable monitoring of compliance complete Review and adjust the Recruitment Process complete Build network of wellbeing champions across the Trust Complete Start to Build network of wellbeing champions across the Trust (end date Mar-14) Start to Implement specific projects./initiatives (end date Dec-15) Implement specific projects./initiatives Complete Raise managers’ awareness of the ser., publish KPI’s and SLA’s Complete Start to Raise managers’ awareness of the service, publish KPI’s and SLA’s (end date Mar-14) Start to Improve uptake of flu vaccination (end date Mar-14) Start to Communicate results of staff surveys needs (end date Mar-15) Review PDR process to ensure it supports succession planning and talent management Put in place a consistent approach to talent management and succession planning across org. Start to Support operational leads to develop and implement action plans in response to staff survey results (end date Mar-15) AHSN Authorised Develop our own clinical networks Scoping exercise- prioritise and analyse ideas (long term ideas) Scoping exercise- prioritise and analyse ideas (short term ideas) Encourage the establishment of contribution to wealth creation (end date was Jun-13) Develop and implement stress management training CLARHC funding officially starts, programme commences NIHR confirm CLARHCs Start to Support op. leads to ensure effective staff consultation as part of service remodelling programme (end date Mar-15) Shortlisting, international selection review and panel interview Agree project outputs Market analysis of current commercial position Designation panel reviews full application and interviews Interim arrangements in place Support operational leads to ensure effective staff consultation as part of service remodelling programme Complete New designation for selected AHSCs commences Establish working group(s) and run dementia con. (Delayed) Staff handbook developed and made available to all staff DoH confirms selected AHSC’s Start to Further develop partnership working model (end date Mar-15) Further develop partnership working model Complete Eligibility to submit full application if shortlisted CLARHC application submitted Begin Identification of management structure (end date Mar-16) Start to Improve effectiveness of policy group Improve effectiveness of policy group Complete Quarterly wellbeing days Collating the ideas for further analysis Senior HR bus. partners to work with Op leads to ensure workforce plans reflect services remodelling programme and plans Ensure national and local staff survey programme meets org. needs Develop a library of standardised JDs by band Increase no. of staff who are trained and can competently carry out investigations Pilot & introduction of e-assessments to reduce training volume Introduce value based interviews SME work to revise content especially refresher training Extend competence based interviewing across the Trust Design, develop and implement clear processes to support with R&D strategy Launch wellbeing guide for staff and managers Review casework on a regular basis to ensure consistency and develop precedents log Roll out of Safe Recruitment training to more areas in the Trust Review and streamline job evaluation process Complete Train more job evaluators Trust wide review of admin posts to support remodelling pathways Support operational leads to develop and implement action plans in response to staff survey results Complete Quarterly wellbeing days Quarterly wellbeing days Quarterly wellbeing days Develop a ‘job families’ as guidance for managers Extend Recruitment Solution to include other occupational groups Further develop metrics and provide information to DD’s on a monthly basis Design R&D strategy Framework and outline agreed Review terms of reference for policy group and membership Advertise services via wellbeing site on intranet Improve uptake of flu vaccination Complete Continue use of teamwork development structure/process to embed care pathways Use of Action Learning Sets and other tools to underpin service remodelling Simplify assessment within leadership development framework to contribute to TNA Communicate results of staff surveys. needs Complete Consistent roll out of performance management training for managers Review use of Learning and Management Development f/w against new NHS leadership competences Establish system to identify new manager appointments and agree development needs All HR policies updated and compliant with legislation Annual programme of public health campaigns Review and improve management training on HR policies Review Trust and Divisional recognition schemes to provide a consistent approach Recruit Programme Director, identify project resource and approve plan Start to Rev. appraisal process & identify best approach to linking changes to T&C (end date Mar-15) Start to Link values to appraisal process (end date Mar-15) Review appraisal process and identify best approach to linking with changes to T&C complete AHSC- Submit pre-qualifying Questionnaire (end date was May-13) Start to Incorporate consideration of staff wellbeing into appraisal process (end date Mar-15) Link values to appraisal process Complete Incorporate consideration of staff wellbeing into appraisal process Complete Ensure HR policies and practices enable and support effective team based working Complete Start to Ensure HR policies and practices enable and support effective team based working (end date Mar-15) Start to Increase in team away days including use of MBTI (end date Mar-15) Increase in team away days including use of MBTI Complete Start to Review and adjust the Recruitment Process (end date Mar-14) Start to Develop comm. of recruitment process and training of recruiting man. (end date Mar-14) Start to Develop metrics in order to enable monitoring of compliance (end date Mar-14) Start to Roll out recruitment training to managers (end date Mar-14) Deliver an agreed model for recruit. and placement of temp staff Complete Start to deliver an agree model for recruit. and placement of temp staff Start to Review and streamline job evaluation process

6. Expanded use Proactive Programme Network upgrades/changes/expansion on-going Work with Services to plan targeted improvements within existing locations. Identify where relocation/rationalisation may be req. Formal review of standards and extension of the process to other non-clinical buildings Assessment of clinical building/sites against required standards complete. Critical capital works to achieve compliance commence Abingdon Cont. Care completed Extend backup management) Review Vodafone contract Exchange Upgrade) Anti-virus renew/replace) Working towards investing/disinvesting in premises. Occupation of the New Manor Hospital Work towards rationalisation of locations where necessary to achieve plan in parallel Reviewing success to date and establishing further action plan Establish project plan and commence action Agree format for any new property search briefs Citrix upgrade Citrix upgrade System One Replacement) Establish KPIs for all Capital projects and agree with FIC Personal objectives and development plans agreed VM ware expansion/ replacement) Extend backup man.) Storage (SAN) expansion) Extend backup management) Storage (SAN) expansion) Clinical system support/ development- Choose and book support on RiO Consultation and recruitment process Establish current position for each KPI TV primary care research Highfiield Commissioned Decide on future of Trust HQ Luther Street transferred VM ware expansion/replacement Establish agreed IT service catalogue Establish minimum build standards for clinical buildings and process for updating/agreeing derogations. Oakridge (SaLT) Bicester Health Centre completed Verney House vacated Manor House Commissioned Assist solution design Implement changes Review Lync pilot and possible expansion Clinical system support/ development- Routine updates of RiO Review access to GP systems from trust PCs Business case agreed Procurement completed Strategic implementation Pilot laptop solution Implement changes IT Service desk tool Trust services iPhone app Tactical laptop implementations Define requirements Assist requirements definition Assist Implementation Essential compliance works complete CHO/User data/Printing Tactical requests Procurement completed Windows/Office Upgrade Transition activities RiO choose and book support RiO Routine updates Legal obligations clear for all sites, reporting format agreed Implementation of development plans and performance measurement Vacate Astral House Storage (SAN) expansion) There will be an agreed Capital Investment Plan which aligns with the Estates Strategy Establish collaborative working arrangements with key local partners (e.g. University, Councils etc.) Assessment of staff environments Implement First draft to take account of service remodelling (end date was Jun-13) Complete programme to provide site specific travel plans at key sites Obtain approval for Strategic Travel Plan Framework and estate priorities Establish communication plan with using intranet and other sources