RCPCH Plan 2012 - 2015

ForewordThis plan sets out RCPCH’s strategic direction for 2012 to 2015. The plan is intentionally brief to provide Council, Members, staff and external stakeholders with a clear overview of the College’s key objectives.

Leaders of the College have some significant challenges ahead; not least the financial pressures we face in a difficult economic climate. We are committed to addressing these challenges in all four nations so that the College not only meets these pressures, but grows and develops the work we do.

The plan outlines a broad three year programme of work divided into five strategic aims which are:

1. Child Health 2. Setting and Raising Standards3. Membership 4. Sustainability5. People

Underpinning the delivery of this plan is the College’s corporate annual operational plan which will capture the Divisional activities and detailed key performance indicators to co-ordinate, monitor and evaluate progress against our strategy. Divisional Directors will regularly be held to account for each of the success outcomes.

These are ambitious goals. Achieving them will require commitment to our Vision, Mission and Values. We will need to be flexible, resourceful and demonstrate integrity to navigate the path to success.

Above all it depends on the individual and collective effort and dedication of our Members and staff working together with other child health professionals, voluntary groups, children and families, carers and external stakeholders to ensure that the College contributes ‘to leading the way in Children’s Health’.

Professor Terence Stephenson President

January 2012

Dr Chris Hanvey Chief Executive

Our Vision, Mission and Values This plan is framed within our Vision, Mission and Values and these provide a guide to how we engage with Members, staff, children, parents and carers, other child health professionals and external stakeholders.

Our Vision

‘The College’s vision is a healthier future for children and young people across the world’

Our Mission

‘To transform child health through knowledge, innovation and expertise’

Our Values

Authoritative Recognised and respected as the authority on child health.

Modern Committed to leading the way in paediatric research and training.

Influential Champions of the best health outcomes for children and young people.

Professional The standard bearer of child health within the medical profession.

The External Environment

We live in challenging times. Macro-economic imperatives are influencing the allocation of resources available to deliver health services. Health for children in the UK is being played out against a background of turbulence in the NHS – at least in England. Whatever the final shape of the Health and Social Care Act, there will be a continuing role, to ensure that children’s health is not ignored in the need to improve services for a growing elderly population.

Within this climate it is ever more important that the College represents

a united voice to secure a sustainable children’s healthcare service. The rationale that more needs to be done for children and young people is evidenced by some of the health statistics that affect children in the UK.

For example:

• The UK has higher all cause mortality than many other European nations.

• Around 31% of children (aged 2 – 15) in England are overweight or obese.

• According to a UNICEF survey, the wellbeing of children in the UK is the lowest amongst industrialised nations.

As a four nation College we face shared risks. At a UK level, there are growing divergences between the four nations as a result of devolution. The challenge for the College is not only to understand this but ensure that best practice from one nation is transferred to other parts of the UK by engaging with professional and lay groups whose interests are in child focused healthcare services. At the same time, the College will engage in partnerships, where, jointly, we can have a greater effect on the lives of children.

Lastly, in a shrinking world, there is potential for the College to further develop our international work by providing educational services and exchange good practice through extending the College’s training and examinations provision and pro bono support to developing countries.

The Internal Environment We have strengthened our internal capabilities through restructuring. This has given us a sound foundation to build upon. Through rebranding and the formation of a new Communications Division we have increased our media and influencing profile. We are committed to improving the quality of services to our Members. However, the College has some residual issues to face, in particular outstanding debts and financial liabilities. We are committed to the professional management of the College to ensure that it can operate in a sustainable manner.

Strategic Aims and Success Outcomes

STRATEGIC AIM ONE - CHILD HEALTH

Play a key role in influencing children and young people’s health in the UK and internationally. Concentrating on this, as the primary focus of the College, will help to address child mortality, obesity and well being.

Success Outcomes:

• Secure the engagement of children, young people and families to review standards of paediatric healthcare, including 2 stakeholder events, a network of 10 young people’s advisory groups across the UK to inform the RCPCH Youth Advisory Panel and strengthening the RCPCH UK parents and Carers Group. Improve virtual platforms, resulting in 3000 unique interactions per year, improved mechanisms for patient engagement in assessing standards of healthcare and the development of 2 new patient influenced education resources for Members per year.

• Through the implementation of an integrated media and campaigns strategy, raise the College’s profile in the media by 10% in each of the following three calendar years. To aspire to be the first contact for the media in relation to child health issues.

• Develop (by March 2012) and implement a 3 year cross-College programme of work using research evidence, data analysis and existing or new clinical and service standards to measurably improve safety in paediatric healthcare and reduce preventable child deaths.

• To lead a major, evidence-based campaign to improve child health through improved nutrition and reduction in obesity, using stakeholders, external communications and Members to raise awareness and influence behaviours of business, government, parents and children. By 2015, 60% of Members responding to a poll should believe the campaign has been effective and be aware of and have access to the training materials available.

STRATEGIC AIM TWO - SETTING AND RAISING STANDARDS

Ensure high standards of evidence-based training, assessment, education, clinical practice and service provision.

Success Outcomes:

• Set, monitor and improve the standards for training in the clinical practice of the  children’s healthcare workforce,  using the e-portfolio to audit trainee progression and  how they are meeting the standards and receiving satisfactory feedback on the Annual Specialty Report from the General Medical Council (GMC).

• Establish and deliver 12 learning programmes to the agreed standard and process to assist the paediatric workforce develop competence to deliver children and young people’s services.

• To publish 7 key resources each year to support practitioners to improve practice and deliver high quality care to improve child health through clinical and service development. This is to be achieved by using unique research and information gathering or collaborating with partner organisations.

STRATEGIC AIM THREE - MEMBERSHIP

Develop and deliver a high quality service for Members

Success Outcomes:

• Secure additional unrestricted annual income, rising to £1m by September 2014, through a segmented, targeted fundraising campaign.

• Deliver a high quality service to Members resulting in the increase of Members citing benefits provided as “good” or “excellent” from 49% to 66% by the end of 2014.

• Associate membership to increase from 400 to 850 and overseas Members from 2,500 to 3,500 and reduce the number of Members who resign their membership on retirement by 20% by end of 2014/15 financial year.

• To review the College’s Bye-Laws and Royal Charter to facilitate effective governance and Member engagement by April 2013.

• Expand the IT website capabilities for Members, resulting in an additional 17,000 unique interactions during 2014.

STRATEGIC AIM FOUR - SUSTAINABILITY

Protect, utilise and develop all the assets of the College. At the same time, we will increase and diversify income streams.

Success Outcomes:

• Generate at least £500,000 of grant funding by 2014 for international work.

• To increase the reserves of the College by generating a surplus each year; 0.5% in 2011/12, rising to 2% in 2013/14.

• Achieve a 2% year on year increase in candidate numbers entering MRCPCH and/or DCH examinations.

• Achieve a 3% increase in net income, year on year, from research and policy activities through successful external research or other funding applications and by running an increased number of workshops/events.

STRATEGIC AIM FIVE - PEOPLE

Put in place a progressive, enabling People Strategy so all College staff are enthused and equipped to deliver the organisational goals and that the College is seen as a responsive body which is quick to answer Members’ needs.

To ensure that Members and Officers who engage directly with delivery of the College’s work are effectively supported.

Success Outcomes:

• Develop and implement a performance management framework for the RCPCH (that is aligned to the College Plan) which utilises management information to identify adverse trends and directs activity to address appropriately by the end of 2012/13.

• Develop and implement a leadership development programme to enhance leadership capability by the end of 2012/13.

• Develop and implement an action plan for the College to be regarded as an employer of choice and achieve Best Companies accreditation ensuring that the College has a framework for consistently managing staff and training is prioritised effectively and delivers value for money by the end of 2013/14.

Royal College of Paediatrics and Child Health5-11 Theobalds Road, London WC1X 8SH

Tel: 0207 092 6000Email: enquiries@rcpch.ac.ukWebsite: www.rcpch.ac.uk