NLG(15)237

DATE OF MEETING 26 MAY 2015

REPORT FOR Trust Board of Directors – PUBLIC

REPORT FROM Pam Clipson, Director of Strategy & Planning

CONTACT OFFICER Pam Clipson, Director of Strategy & Planning

SUBJECT Business Planning Framework

BACKGROUND DOCUMENT (IF ANY) Strategic Planning Process, December 2014 Trust Planning Process, January 2015

REPORT PREVIOUSLY CONSIDERED BY & DATE(S) Business case process agreed by the Executive Team March 2015

EXECUTIVE COMMENT (INCLUDING KEY ISSUES OF NOTE OR, WHERE RELEVANT, CONCERN AND / OR NED CHALLENGE THAT THE BOARD NEED TO BE MADE AWARE OF)

The key change proposed is the introduction of a formal engagement process. This is being proposed to enable true engagement with stakeholders listening and acting upon the comments received.

HAVE THE STAFF SIDE BEEN CONSULTED ON THE PROPOSALS? NA

HAVE THE RELEVANT SERVICE USERS/CARERS BEEN CONSULTED ON THE PROPOSALS? NA

ARE THERE ANY FINANCIAL CONSEQUENCES ARISING FROM THE RECOMMENDATIONS?

IF YES, HAVE THESE BEEN AGREED WITH THE RELEVANT BUDGET HOLDER AND DIRECTOR OF FINANCE, AND HAVE ANY FUNDING ISSUES BEEN RESOLVED?

ARE THERE ANY LEGAL IMPLICATIONS ARISING FROM THIS PAPER THAT THE BOARD NEED TO BE MADE AWARE OF?

WHERE RELEVANT, HAS PROPER CONSIDERATION BEEN GIVEN TO THE NHS CONSTITUTION IN ANY DECISIONS OR ACTIONS PROPOSED?

WHERE RELEVANT, HAS PROPER CONSIDERATION BEEN GIVEN TO SUSTAINABILITY IMPLICATIONS (QUALITY & FINANCIAL) & CLIMATE CHANGE?

THE PROPOSAL OR ARRANGEMENTS OUTLINED IN THIS PAPER SUPPORT THE ACHIEVEMENT OF THE TRUST OBJECTIVE(S) AND COMPLIANCE WITH THE REGULATORY STANDARDS LISTED

The proposal formalises and further strengthens the business planning process developed to support delivery of the Trust Strategy

ACTION REQUIRED BY THE BOARD The Trust Board is asked to adopt and/or comment upon this proposed business process, this will then form the devleopment over the coming weeks of the Trust Business Planning Process.

DIRECTORATE OF STRATEGY & PLANNING

Business Planning Process

Together We Care, We Respect, We Deliver for You and Your Family

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Introduction The NHS publishes its National Planning Guidance each year. The timeframes incorporated in this guidance are adopted by the Trust Board and both the Strategic and Operational plans are developed and/or refined & refreshed accordingly. This process describes the process for business planning within Northern Lincolnshire and Goole NHS Foundation Trust. The aims of this process are to ensure that the business planning process;- o is aligned with the Trusts strategic principles and operational priorities surrounding

quality, efficiency, integration and consolidation

o each business change proposal is led by the people who deliver the service to ensure ownership

o sufficient time is factored in to engage with the wide range of stakeholders internally and externally

o each change proposal has a robust decision trail. The Trust, and wider locality, is entering a complex period of service change spanning multiple specialities and in some cases multiple organisations. Essentially this process is being proposal to strengthen the existing processes and guide the Trust through a significant period of change. Timeframe Whilst the regulators (NHS England, Monitor and the Trust Development Authority) publish the planning timetable each year, the Trust process will build its process on the following assumptions which will be refined each year when the guidance is published. Apr/May Operational Plan submitted to Monitor Nov National Planning Guidance for forthcoming year published Dec National Payment by Results Rules and Tariffs published Jan-Mar Standard Contract Negotiations Feb-Apr Clinical and Non Clinical Business Plans Developed The above timescales dovetail with the publication of the Financial Framework and the detailed budget setting process. Planning Foundations The foundations for delivering service transformation in 2015-16 are in place and include the following;- • 5 Year Strategy 2014-19 - The Trust submitted its 5 year strategy in June 2014 and

incorporated the core strategic principles adopted by the Trust Board.

• Operational Plan 2015-16 – Agreed by the Board and submitted to Monitor in May 2015. This plan confirmed that the 5 year strategy remained robust and detailed the

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critical risks. The plan confirmed that the Trust could deliver in accordance with the continuity of services guidance on the condition of successful PDC support.

• Quality Account 2015-16 – Developed and agreed through the Quality & Patient Experience Committee, the account establishes progress against the previous years account and sets the quality priorities for the coming year.

• Standard Contracts with key commissioners 2015-16 including a Memorandum of Understanding (MOU) with the Trust, North East Lincolnshire CCG, North Lincolnshire CCG, NAViGO and Care Plus Group - With the exception of North Lincolnshire, which is nearing agreement, all CCG and NHS England contracts are in place. The MOU agreed across the organisations contains the principles of joint service and financial planning.

• Financial Framework 2015-16 – Adopted by the Trust Board in March and contained within the operational plan, the framework incorporates the planned position for the year across all financial aspects.

• Performance Framework – the framework details how performance will be monitored and the appropriate people held to account for delivery.

Business Planning Governance With the above foundations in place, the business planning process is viewed through the following key branches;-

1. Translating the foundations into key deliverables for the teams

2. Having a robust mechanism in place to oversee the business planning process and the associated implementation plans and service change delivery.

3. Providing a process which confirms and/or challenges changes to the plan Key Deliverables Articulated Utilising the agreed foundations, a business plan for each clinical and non clinical Directorate clearly articulating the expected deliverables in year is in development. For future years, refining of these plans will be run alongside the contracting and plan development processes to ensure Directorates start the financial year with clarity regarding expectations and framework for support and delivery. Appendix A demonstrates the proposed format for Directorate plans. Oversight The Strategy and Planning Group has been strengthened to support the development of the workstreams as depicted in the business steps below. The Strategy and Planning group, organised by the Strategy and Planning Directorate, has membership from every clinical and non clinical area. In addition to delivering the aims of the business planning process, the group has the following key responsibilities;-

• To shape the construction of the operational plan, ensuring that the plan meets the

requirements of national and local planning priorities. This includes the co-ordination of all planning elements and development of a single coherent proposal submitted to the Trust Board.

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• To inform the construction of the contract, ensuring the contract is deliverable within

the capacity plans developed.

• Responsible for the development and prioritisation of the capital programme, making a recommendation to the Trust Board, ensuring the overall investment strategy is consistent with the Trust Strategic Direction, operational needs and the resources allocated within the financial plan

• The Strategy and Planning group will monitor the performance of the investment

programme, clearly documenting any deviation from the plan set.

• Responsible for ensuring that each service change work stream has a robust, documented audit trail of the decisions made.

Once the service change is operational and embedded, service delivery would be monitored through the Trust Performance Framework. The steps in the process pre and post strategy and planning are depicted below. The Trust Scheme of Delegation and the attached Business Case Process will identify which steps need to be followed, it will be dependent upon both the scale of the change and / or level of investment needed. The sample business change documentation is included as appendix B The monitoring documents are included as appendix C Changes to Plan It is inevitable that within an organisation the size and complexity of NLaG, there will need to be some changes to the operational plan. Example drivers include

- Demand exceeds forecast

- Service change doesn’t deliver as expected

- Mitigating actions to identified risks do not reduce the risk sufficiently

- Unplanned Any change to the plan established at the start of the financial year will follow the same steps as new proposals, materiality of the change will again dictate which of the steps need to be followed.

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Business Planning Steps;-

Work stream Identified / Change to Plan Identified

Clinical Team to work up proposal supported by the

Planning Team

Proposal to Strategy & Planning to confirm, challenge,

recommend & agree next steps

Trust Board for Introduction and next steps, building in time for wider

engagement

NLaG Internal Engagement, wider engagement if needed via HLHF

infrastructure

Trust Board for confirm and challenge of final proposal post

NLaG engagement

Into Healthy Lives, Healthy Futures if across organisations and/or public

consultation required

Outcome of consultation received back into Trust for implementation

Implementation plan drawn up with the clinical team, supported by Strategy

and Planning

Strategy and Planning Group oversight until service embedded – see appendix

C for monitoring documents

Executive Team

Operational Service Delivery monitored through the Directorate of Operations

and Performance Framework

Included in Strategy Report to Resources Committee for engagement,

confirm, challenge & recommend

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Business Planning Process Business Planning Process Business Planning Process

APPENDIX A

DIRECTORATE OF _ _ _ _

Business Plan 2015-16

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CONTENTS

Tripartite Declaration

Longer Term Sustainability

2.1 Service portfolio 2.2 External environment 2.3 Local commissioning assumptions and affordability restraints 2.4 Service Deliverables

Short Term Resilience

3.1 Business Rules 3.2 Quality priorities for the year 3.3 Activity and capacity modelling 3.4 Use of IM&T 3.5 Workforce 3.6 Budgetary Allocation 3.7 Internal Efficiency Programme 3.8 Capital Programme 3.9 Performance Measures 3.10 Key Risks and Mitigating Actions

Conclusion

Next Steps

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Tripartite Declaration

Sustainability. declaration of sustainability based on the 2015/16 Trust strategic context and expected progress against the strategic agenda.

Resilience. Based on the analysis undertaken make a judgement on quality, operational and financial resilience for 2015-16.

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Northern Lincolnshire and Goole NHS Foundation Trust Vision and Values

The Trust vision and values have been created with the input of staff from all levels of our organisation. They reflect our shared values, ideals and principals and strengthen our commitment to putting patients first. For our patients, it sets out what they can expect from the Trust at every step of their journey; whether that is on the phone, in writing or face-to-face. For staff, it represents a set of standards and ideals for them to work by with a renewed emphasis on teamwork.

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Longer Term Sustainability 1. Introduction

1.1 The Trust recreated its longer term strategy in June 2014. The changing NHS environment both locally and nationally is the key driver behind the need to recreate the strategic vision in May 2015.

1.2 The culture created within the Trust and our Directorate places the quality of care for our patients and their families at the heart of service delivery. The staff within the Directorate deliver services ensuring continued improvement across the three key aspects of patient safety, clinical effectiveness and patient experience.

1.3 The strategic direction for the Trust is based upon three key principles, principles

adopted by the Directorate as follows;-

i) To deliver services efficiently without impacting adversely on the quality of care. The Directorate will deliver its responsibilities contained within the sustainability programme. ii) Working together across the health and care spectrum provides the greatest opportunity to control demand, alleviating the cost pressures arising from demand growth. The Directorate will work will key partners both internal and external to the organisation where it is deemed beneficial to service delivery to do so.

iii) Radical transformation where needed. Where the Directorate is unable to deliver a sustainable service going forward, the team will follow the Trust Business Planning Process to review potential service configuration options and agree next steps. 1.4 This document needs to be read alongside

- the Trust 2014-19 Strategic Direction submitted June 2014 - Quality Account - the Trust Operational Plan 2015-16 submitted May 2015. - Performance Framework and associated Performance Pack for the

Directorate - Financial Framework and detailed budget booklet for the Directorate

2. Strategic Context

2.1 Service portfolio - The Directorate delivers a wide range of surgical services based

both in and outside of the hospital setting. Both the Diana, Princess of Wales and the Scunthorpe General Hospital sites provide a comprehensive portfolio of services with Goole Hospital delivering specific surgical elective and daycase services. The table below depicts the services offered.

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Service DPoW SGH GDH Emer Elec Attd Emer Elec Attd Emer Elec Attd General Surgery Urology Breast Care Colorectal Upper GI Trauma ENT Ophthalmology Oral Surgery Orthodontics Pain Management

Critical Care 2.2 External environment

• Market share analysis • Demand analysis • Growth assumptions • Competitor analysis • Other external factors

2.4 Local commissioning assumptions and affordability restraints

• Contract expectations contained within the Service Delivery and Improvement

Plan

2.5 Service Deliverables

• Extract from workstream tracker

3. Short Term Resilience

3.1 Business Rules Alongside the Trust Strategic Principles, the Directorate will follow the adopted business rules

• To deliver the portfolio of services within the financial allocation, escalating risk of non delivery to the Chief Operating Officer for wider escalation if required.

• Adhere to the Scheme of Delegation and the Trusts Standing Financial Instructions in doing so

• Escalate areas of concern / non delivery through the appropriate route

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• Evidence base all new business proposals through the Strategy and Planning Group, documented in the agreed format, in accordance with the Trust Business Planning Process.

3.2 Quality priorities for the year 3.3 Capacity and Demand

• Agreed forecast activity levels for 2015-16

Service DPoW SGH GDH Emer Elec Attd Emer Elec Attd Emer Elec Attd General Surgery Urology Breast Care Colorectal Upper GI Trauma ENT Ophthalmology Oral Surgery Orthodontics Pain Management

Critical Care

• Forecast Impact from in year service changes 3.4 Use of IM&T

• Consolidated IM&T procurement process • EPR roll out • Communications / telephony replacement • Administrative support systems

3.5 Workforce

Staff Group Wte Establishment Wte Vacancies

• Turnover rate • Vacancy rate • Sickness rate • Morale Barometer feedback • Recruitment needs

3.6 Budgetary Allocation

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Ward/Dept Pay Annual

Budget Non Pay Annual Budget

Income Budget

3.7 Internal Efficiency Programme

Scheme Plan £’000 Phasing

3.8 Capital Programme

Scheme Plan £’000 Phasing

3.9 The Directorate will deliver the key performance measures relating to the services we deliver. 3.10 Key Risks and Mitigating Actions

• Ability to flex resources to meet demand • Strategic and Planning risks • Workforce risks . . . • Financial risks . . . . • Efficiency risks . . . . • Performance risks . . . .

4. Conclusion and Next Steps

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Directorate of Strategy & Planning

DIRECTORATE OF _ _

Version: 1.0 This version issued: 18.03.2015 Owner: Pam Clipson, Director of Strategy & Planning Document type: Process/ Guideline Number of pages: 28 (including front sheet) Author / Contact: Kerry Carroll, Planning Manager

Northern Lincolnshire and Goole Hospitals NHS Foundation Trust actively seeks to promote equality of opportunity. The Trust seeks to ensure that no employee, service user, or member of the public is unlawfully discriminated against for any reason, including the “protected characteristics” as defined in the Equality Act 2010. These principles will be expected to be upheld by all who act on behalf of the Trust, with respect to all aspects of Equality.

APPENDIX B

BUSINESS CASE PROCESS

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CONTENTS

1 Introduction Page 3

2 Process Page 3

3 Categories Page 3

4 Support Page 4

5 Governance Page 4

6 Sharepoint Page 4

7 Business Planning Principles Page 4

8 Appendices

1: Project Overview Document

2: Quality Impact Assessment

3: Outline Business Case

4: Brief Template

5: Mobilisation Plan

6: Project Portfolio

Page 5

Page 6

Page 7

Page 11

Page 12

Page 12

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Business Case Process 1. Introduction

As part of Healthy Lives, Healthy Future, the Trust and wider community is in a significant period of transformational change for both service delivery and estate configuration across all three hospital sites.

As part of the Fit for the Future 2, the Trust introduced the Strategy & Planning Directorate to provide a platform which is designed to ensure integrated decision making is in place across all clinical and non-clinical services and internal and external audiences where required. The Strategy and Planning Group was formed to provide this process, linking in with internal and external sustainability programmes and functions:

2. Process

For each planning work stream, reconfiguration, service review or development, the process below should be followed in line with the Trusts gateway steps:

Stage By whom Templates Appendix

1. Idea/scoping

Group/Directorate

2. Brief Group lead/clinical lead/users Project Outline Document Quality Impact Assessment

1 2

3. Outline Business Case

Group lead/clinical lead / Finance lead

Outline Business Case Brief (infrastructure / build changes)

3 4

4. Submission of case

General Manager/ Directorate lead

5. Approval to proceed

Strategy & Planning Group / Exec Team / Trust Board

6. Mobilisation Group / project lead

Mobilisation Plan 5

7. Project Live to completion

Planning Dept/Group / project lead

Project Portfolio 6

All Outline Business Cases (appendix 3) must incorporate all funding requirements and confirmation of involvement from support services if required.

Upon approval, creation of a project structure will commence with planning department support. This will be co-ordinated through a live Mobilisation plan (Appendix 5) and Project Portfolio (Appendix 6).

3. Categorisation An outline business case will predominantly align to one of the following categories which could take a different route in terms of approval and progress.

Category A

Service change can occur without impact/additional risk on another area and has no adverse quality or financial impact (capital or revenue). If this is the case the Operational Group/Directorate can develop within their own team adhering to Trust policies and procedures (e.g. vacancy control process/scheme of delegation.

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Category B The Equipment replacement programme is agreed at the start of each financial year and forms part of the capital programme agreement process. When equipment detailed within the programme requires replacement, documentation to be sent through the Equipment Group as per terms of reference. For any new equipment, the request goes through Strategy & Planning Group in the first instance. The Strategy & Planning Group confirm or challenge the need and if approved, the group will enact the re-prioritisation of the capital programme from any area. Category C Service change has impacts on other areas and or impact on the financial position and or one or more of the core Trust performance measures. In these instances an Outline Business Case is required to be submitted to Strategy and Planning Group. Depending upon the value and content, the outline business case will be escalated to Executive Team and in accordance with the Trust SFIs, for those proposals in excess of one million pound investment, Trust Board approval will be required following Executive Team approval.

4. Support

The planning team will provide support at a level to be agreed with the General Manager/Clinical Lead or project lead.

5. Governance

Each stage of process will require sign off as detailed in the Outline Business Case template and the Project Portfolio. This is to assure the Trust of auditable records for authorisation throughout the process. Strategy & Planning are responsible for the agreement of any variation to the capital programme. For any category A, B or C, documentation will need to be completed and stored on the sharepoint site (see below) for appendices 1, 2, 3

6. Sharepoint Business Case Directory

All cases and associated documentation will be uploaded to Strategy & Planning Sharepoint directory.

7. Business Planning Principles

Is there a demand for the proposed service?

Is there adequate capacity / resources to

deliver?

If yes, continue If no, does it make

sense to develop the resources?

Market share Gap in service market Inefficient delivery Limited capacity

End to End capacity & resource analysis;- eg Theatre capacity Other providers

Cost benefit analysis Commissioning structure Construction requirements 19

Appendix 1: Project Outline Delivery

SECTION A - MANDATORY PRIOR TO COMPLETION OF QIA INITIAL ASSESSMENTProject Type Reference

R/NR

In Year FYE In Year FYE

£'000 £'000 £'000 £'000

£ - £ -

In Year FYE

£'000 £'000

£ - £ -

Total Project Savings

£ - £ - £ - £ -

Workstream Lead Clinical Lead

Total Project Costs

What impact or benefit is being measured by the KPIKPIs (measurable metrics) How often will it be measured?(eg. weekly)

£0

Insert a description of the anticipated (non financial) success measures / key performance indicators. Does the Trust already capture these?

Explain who the key stakeholders are (internal and external), what their involvement is and how you will engage with them

Is a Quality Impact Assessment Required?

Key savings Comments Comments (e.g. Capital expenditure approved)

Comments

Electronic sign off Electronic sign off

0

Project Net (Cost)/Savings (£'000)

Executive Sponsor

£ -

Total Revenue Costs

In Year

Sign off

Electronic sign off

0 Project Lead 0

Electronic sign off

0

£ - FYE

Estimated Costs for key project components

Capital costs will be incurred in

Total Capital Costs

Revenue costs will be incurred in

Estimated Savings (Gross)

Project Overview Document

Insert a description of the intended impact / benefit and an asssessment of quantity (number, % etc)

Impact (and benefits) of Scheme (Quality, Workforce, Activity, Finance)

Interdependencies/Links to Other Projects

Brief explanation of the intended impacts and benefits of the scheme to the areas of quality, workforce, activity and financeWhere appropriate and achievable a quantification of the estimated impact or benefit should be included

How does this scheme link to other schemes or workstreams? What are the interdependencies (if known)?

Explain the regularity of performance measure

Stakeholders (and the nature of their involvement)

Risk Score

Project Description and Scope

Outline summary of what issue(s) the workstream / scheme are trying to address and what the plan is to address these issues - requires background explanationInclude summary description of impact of not undertaking the workstream / scheme to the trust and local population?What are the (financial and non-financial) objectives / what would success look like - the objectives need to be specific, measurable,achievable, realistic and timelyWhat is the anticipated workstream / scheme start date, and end date whenthe project objectives will be acheived?

Key Risks

Work with your finance representative to provide an estimate of the estimated gross savings in this box, and estimated gross costs in the box to the right

Programme Name

Workstream Lead

In Year Savings

£0

Executive Sponsor Clinical Lead FYE of Savings (£'000)£'000

Project Lead

Note: Hover over boxes with a red corner for additional information to appearProject Name

Complete with either yes or no

High level milestones to progress project(Critical Path)

Target Dates RAG

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Appendix 2: Quality Impact Assessment

Quality Impact Assessment ChecklistApproved by

Chief Nurse Date

Medical Director Date

Is a full QIA tracker required? YES / NO(Delete as appropriate)

Quality indicators to be risk assessed

Positive Impact No Impact

Negative Impact

X X XPatient safety adverse events 0Mortality HSMR 0Infection control MRSA 0CDIFF 0Staff Safety Incidents 0CQC Registration outcomes 0NHSLA / CNST 0Essential training 0Workforce (vacancy turnover absence) 0Safe clean comfortable environments 0Safe clean well maintained equipment 0NICE Guidance and Quality Standards, VTE, Stroke, Dementia

0

Other Outcome Guidance e.g. PROMs 0Other external accreditation e.g. RCN 0National clinical audit 0Clinical outcomes 0Breastfeeding rates 0Emergency bed days 0Length of stay 0Emergency re-admissions (30 day) 0Minor Injuries Standards 0Day case rates 0Patient feedback (e.g. comments, compliments concerns, complaints and local surveys)

0

Patients, Carers and Public engagement 0

Staff satisfaction (e.g. annual staff survey / local surveys)

0

Waits for admission 0Mixed Sex breaches 0Delayed Discharge 0End of Life pathway 0Cancelled day case operations 0Waiting times for therapy services 0Access to services - equality impact 0

INEQUALITIES OF CARE

Will it create / reduce variation in care provision?

0

What is the impact on workforce capability care and skills?

0

Will there be a change in working practice, if so, how?

0

Will there be an impact on training attendance?

0

Will it have an impact on performance, if so, how?

0

Could it impact on the achievment of local, regional, national targets, if so, how?

0

Approved by Project Lead

Date

Clinical Lead Date

Is a full QIA tracker required? YES / NO(Delete as appropriate)

PATIENT SAFETY

To be completed after submission to SPG Team

PROJECT REFERENCE CODE(S)

PROJECT NAME(S)

Risk to Quality Indicator

Please ‘X’ ONE for each

Brief description of potential impactMitigation strategy and monitoring

arrangements

Risk 5 x 5 risk matrix)

Chance of Impact on Indicator

LikeihoodConsequenceO

verall score

CLINICAL EFFECTIVENESS

PATIENT EXPERIENCE

STAFF EXPERIENCE

TARGETS / PERFORMANCE

Once completed, please send an electronic copy to the SPG (Sustainability Programme Governance) Team via email nlg-tr.SPG@nhs.net and post a signed paper copy to the SPG Team, West Arch, DPOWH

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Appendix 3: Outline Business Case

DECISION OUTLINE BUSINESS CASE:

Title ………………….

Group & Hospital site …………………………………………..

DATE

DOCUMENT VERSION

WORKING GROUP MEMBERS (delete / add as appropriate)

General Manager Associate Medical Director Clinical Lead Dept/Ward Manager Estates & Facilities / Security Planning & Contracting IM&T / IT Health & Safety / Fire Officer Infection Control Finance OD & Workforce Performance Assurance Other providers/commissioners

Dates Rag rating Working Group Meeting Distribute Draft Outline Case to Working Group Outline Case to Strategy & Planning Outline Case to Executive Team Outline Case to Resource Committee (if required) Outline Case to Trust Board (if required) Timescales Date approved: Approving body: Date for review: Associated Documentation: Document Date Paper Location Stored

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Decision Outline Business Case:

………………………………………

(scheme/project/proposal/service development)

…………………………….. (Group/Corporate area)

1. Introduction/Purpose of This Paper 1.1 1.2 2. Background 2.1 Reference to internal/external sustainability programmes

2.2

3. Current Service Description 3.1 3.2 4. Activity Analysis (refer to Business planning principles) 4.1 Current activity (Business intelligence reports / market share / capacity & service demand) 4.2 Anticipated change in activity (new / reduced / type eg elective to daycase) 5. Outline of the Proposal/Option appraisal: 5.1 Option a) Cost projection:

Benefits Risks

5.2 Option b)

Cost projection:

Benefits Risks

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6. Strategy & Contracting 6.1 Strategic Fit (in line with Trust Strategic Operational Plan)

• Integration agenda • Efficiency / internal sustainability programme • Growth

6.2 Demand (is there a demand for the service proposed, clinical or non-clinical) 6.3 Service Commissioner (who would be the commissioner of the service, ie NHS England, CCG) 6.4 Proposed engagement plan (with commissioners as per 6.3) 7. Financial Analysis

(financial template Appendix A to be completed by Business Accountant): for each option: 7.1 Income analysis (including any additional forecasted income – link to contracting)

7.2 Revenue Requirements eg

• Workforce • Appendix - details proposed rotas & Job plans • Consumables and other non-pay items • Costs associated with Location of service • Equipment maintenance

7.3 Non Recurrent

• Detail one off costs associated with start-up, training costs etc

7.4 Capital Requirements • Construction costs (must be agreed by Facilities Project Manager) • Including professional fees • Equipment costs

8. Implementation Considerations:

In order to move forward with reconfiguration/service development, a number of factors have to be assessed/resolved:

• Reference to Quality Impact Assessment (QIA)

• Diagnostics, Pharmacy & Pathlinks;

• Estates & Facilities (ie domestic, portering, catering services, security) • IM&T (ie IT, networking, EPR, Web V, information & patient flows) • Service Indicators (KPI’s / Performance requirements ) • Required Standards (ie. Infection control/fire strategy/building regulations) • Transport (any impact/changes to Ambulance/PTS/internal transport systems) • Reference to NICE guidance/best practice/CQC or Peer review recommendations

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9. Summary / Recommendation:

Appendices (ie establishments /activity analysis) Date: Appendix a – Financial template:

Business Accountant Sign off : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Budget Holder Sign off : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Contracting Sign off : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Activity and Income:Commissioner Sevice Activity Unit Price Total

Total IncomeExpenditure:

Resource Unit Price Total

Total Staff Costs

Non Pay:

Total Non Pay Costs

Facilities Costs:

Total Facilities Costs

Capital Charges:

Total Capital Charges

Total Expenditure

Net Margin

Margin %

Staff Costs

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Appendix 4: Brief Template

PROJECT BRIEF AND RECORD OF SIGN-OFF Area/Ward : Site : Author : Participants:

Group operational lead Clinical lead Infection control Health & Safety/Fire Officer Estates & Facilities / Security IT/Networking

Date : Current: Proposed & Description

•

•

•

•

•

Infection Control requirements/changes

• Ie solid ceiling

Facilities requirements / changes (confirm if BLM or not)

• Ie water infrastructure / plant capacity • Security needs

Fire standards requirements / changes

•

IT & networking changes • SIGN OFF OF ACCEPTANCE BY CLINICAL / DEPARTMENT USER GROUP

Signed

Name & Job Title Dated Signed – Infection control Signed – H&S/ Fire Officer Signed – Facilities lead Signed IT/Networking lead

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Appendix 5: Mobilisation Plan

Mobilisation Plan template

Version 1.0 Date:

Appendix 6 : Project Portfolio

Project Portfolio NEW.odt

Updated: March 2015

No Task Name/Description Action By Whom Start Finish 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 1 8 15 22 291 Create working Group 30/05/2014 ongoing2 Outline Business Case approval 30/05/2014 14/08/20143 20/10/2014 20/10/20144 10/11/2014 10/11/20145 14/11/2014 14/11/20146 14/11/2014 21/11/20147 08/12/2014 08/12/20148 15/12/2014 15/01/20159 15/12/2014 15/02/2015

10 15/12/2014 15/01/201511 15/01/2015 31/03/201512 15/01/2015 31/03/201513 15/01/2015 ongoing

13 Standing Operating Procedures14 Risk Register13 Policies and procedures to be revised/updated

14 Service Start Date

Implentation of Governance Requirements:

DecAug Sep Oct Nov

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