Planning Framework NHS North of England December 2011. Contents. 1) Overview and principles Introduction Scope and overview of planning activities 2) Timetable of activities High level timeline of requirement 3) Roles and responsibilities Organisational roles and responsibilities
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NHS North of England
The opportunities for ‘transactional’ efficiencies are diminishing and transformation is needed now to deliver high quality and affordable services in the future.
GPs and other clinicians are expected to play a much greater role in strategic and operational planning to improve the quality of services and the health of the population they are responsible for. This will provide a firm foundation and a track record of delivery to support CCGs as they move forward as the accountable commissioners in 2013.
The planning round is also an opportunity to test the emerging commissioning support arrangements as they begin to form their own distinct identity separate from PCT Clusters. PCT Clusters will need to plan for the safe transition of commissioning accountabilities to CCGs and the NCB during 2012-13.
Scope and overview of planning activities
The Operating Framework sets out the high level requirements for the planning process.
PCT Clusters are required to produce an integrated plan consisting of a narrative supported by PCT / Trust data trajectories. This will have a clear strategic vision for improving quality and efficiency that is owned by all key stakeholders and consistent with CCG plans. This vision should reflect and where appropriate update the strategic plan submitted last year. There will be no aggregation of plans above this level.
PCT Cluster narratives should be concise and focused and describe the measurable differences in the system that will result from the plan.
Specific planning lines should then flow from this overarching vision, and provide further detail on that specific aspect of the plan. This will allow the SHA Cluster to test the extent to which the vision is anchored within specific planning lines, and allow progress to be tracked in year. All elements of planning should be fixed to provider contracts to ensure alignment and delivery across the system.
The principles and assumptions, together with the high level roles and responsibilities of each organisation and the information will be collected through the planning round is detailed in the following sections of this document.
PCT Cluster Integrated plan
Alignment / Assurance
PCT/ Trust trajectories
CCG clear and credible plan
DH milestones in black
NHS NofE milestones in blue
CCGs will be expected to lead as much of the process as they wish, support by emerging commissioning support organisations and PCT Clusters. The minimum expectations are indicated by the thin end of the triangle for each of the planning areas. Annex A provides further detail on the specific requirements for CCG engagement.
It is expected that all main providers are engaged in and share ownership of the strategic narratives and underpinning plans submitted by each system. Existing governance arrangements such as whole system transformation boards or QIPP programme management offices should be used to facilitate this engagement.
Provider business plans should be informed by and be consistent with CCG, PCT and PCT Cluster planning submissions.
North of England SMT
SRO: Richard Barker / Mark Ogden
3) Roles and responsibilities – SHA Cluster operating model
Single ‘lead’ with co-ordinating role
Single lead with co-ordinating role
Activity plans need to be based on latest contract discussions and reflect contracting intentions. PCT clusters should provide reconciliation between contract and these activity plans.
Changes in activity need to link back to specific programmes of change – e.g. QIPP programmes, transformational milestones and other service reconfiguration. Activity profiles to be supported by a narrative describing the trajectory and rationale. If trajectory differs from historic trend narrative must explain the actions being taken to change the profile.
Activity should be profiled for seasonality and other in-year factors i.e. monthly plans not expressed as 1/12th of annual
Data collected on Unify by on old SHA footprint
Uploads in January, February and March.
North East James.Martin@northeast.nhs.uk
North West Donna.McGill@northwest.nhs.uk
Yorks and Humber Forrest.Frankovitch@Yorksandhumber.nhs.uk
Key Financial Assumptions – Notes
2.7% as per GDP deflator 2012/13;
2.2% as per Operating Framework. Pay inflation 1% per annum in 2013/14 and 2014/15. Requires allocating between pay and non-pay inflation. Future projections required;
To be determined locally
As per 2012/13 Operating Framework. This is in addition to the PCT allocation uplift;
Link to GMS 2012/13 changes
Prescribing inflation should be estimated by individual PCTs based upon local intelligence;
Monitor Acute Assessor and Downside cases
NHS North East
NHS North West
NHS Yorkshire & Humber
The SHA expects to assure workforce plans for both Safety and Quality and will require analysis of the triangulation of workforce, finance and activity.
National assumptions will be provided to inform workforce planning.
A clear and evidenced description of the assurance of Safety and Quality of workforce plans is paramount.
Detailed guidance describing key requirements and criteria that detail the collection and analysis of information will be available from the following individuals and will reflect the DH Operating framework and technical guidance.
North East Derek.email@example.com
North West Mike.Burgess@nhsnorthwest.nhs.uk
Yorks and Humber Jonathan.Brown@yorksandhumber.nhs.uk
Triangulation of plans
As part of the SHA assessment, system plans are ‘triangulated’ to test the robustness of planning lines when compared against each other. Individual planning lines should represent one dimension of a underpinning strategy, ‘triangulating’ plans against each other allow to test the coherence of plans.
Triangulation is not an exact science as the data collected through the planning process does not allow us to make a direct and granular comparison. It does however give an indication of the degree of alignment and risk.
The triangulation analysis is carried out as follows:
COMMISSIONER ACTIVITY PLANS AGAINST PROVIDER FINANCE/INCOME PLANS
COMMISSIONER FINANCE PLANS AGAINST PROVIDER WORKFORCE PLANS
WORKFORCE PLANS AGAINST ACTIVITY PLANS
The service vision will set out a high level vision for how the health system will be reformed to deliver high quality services with lower financial growth. This should be underpinned by a number of key initiatives.
These initiatives should be delivered through a number of milestones should focus on the key system wide transformational programmes. The anticipated financial and activity implications of achieving the milestones should also be provided.
There should be clear read across between the savings identified and those submitted in previous planning rounds.
FIMs templates will be used to capture the total savings planned to deliver QIPP in the system. Not all financial savings identified in the FIMs returns will have associated transformational milestones, however we would expect that at least 50% of savings to be linked to these transformational milestones.
The key assessment criteria are as follows:
Yorks and Humber Sarah.Bronsdon@Yorksandhumber.nhs.uk
A Public Health Preparation Toolkit is due for publication in early 2012. Local teams – supported by their PCT Clusters - will be expected to make best use of this and other resources to support transition.
Local public health teams, working with PCT Clusters and local government are encouraged to carry out peer reviews to support and test their local plans between draft and final versions.
North of England Contact
Local public health plans: expectations
Public health transition plans should be developed in detail at local level and clearly co-produced with local government. Drafts should be available in line with the timetable for the draft Cluster Plan (Jan 12). PCT Clusters may wish to append the local Public Health Transition Plan to their overall submission.
Draft local public health plans should include details on how formal sign off by the local authority will be agreed and a timeline for this.
Final versions of local public health transition plans should be available in March in line with the PCT Cluster planning timetable.
The key assessment criteria are as follows:
Yorks and Humber