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2015/16 Corporate Priorities

Key Milestones

Presented by:

Steven Davies

NHS Finance Director

Board of Directors

30th April 2015

Date produced: 23rd April 2015

Action for Board:

For information

For consideration

For decision

Item 5

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Corporate Priorities 2015/16

At its March meeting the Trust Board approved 13 corporate priorities for 2015/16 as part of the annual plan for the coming year. Detailed

below are the key quarterly milestones against which the trust’s performance will be measured during the year, with progress reports being

presented quarterly to the Trust Board. It should be noted that these milestones are presented to the Board in draft and that they remain

subject to further discussion and alteration.

No Corporate Priority Director Ownership

Quarter One Quarter Two Quarter Three Quarter Four

1 OpenEyes Charles Nall

Continue the development of OpenEyes, our electronic medical record system, by: Agreeing and delivering a commercial and technical solution to ensure a strong future foundation for the application;

Stabilise product and ensure that it can be supported. Agree short term development plans. Undertake technical and commercial diligence to establish options available. Finalise business case. Establish future funding sources and governance options.

Business case approval by management committees. The Trust Board and the Membership Council.

TBC TBC

Ensuring its applicability in all Moorfields sites and services;

Review space and technology undertaken across all MEH sites. Review the ease of operation of the system through staff engagement.

Rectify technology and product factors.

Rectify space factors. TBC

Commencing implementation of the planned clinical and operational benefits of the system.

Agree digitalisation and paperless strategy for OpenEyes Develop benefits realisation plan.

Commence implementation of digitalisation strategy and benefits realisation plan.

Review and monitor the implementation of the digitalisation strategy and the benefits realisation plan.

Review and monitor the implementation of the digitalisation strategy and the benefits realisation plan.

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2 Transformation Programme Mary Sherry

Implementing key work streams that will deliver significant improvements in patient experience and operational effectiveness. These include: Reducing the amount of time our patients wait when they visit the hospital;

Confirm work streams, leads, resource to support, establish steering group, measures and monitoring arrangements. Uveitis – achieve outline strategic plan for consultation/partnership dialogue. Determine mechanisms for stratification of patients and pre planning of care. Identify potential for transfer of work to alternative roles – trial ‘quick wins’. Determine suite of measures to support efficient clinic model & trial ‘quick wins’, most particularly ‘start on time’. Consider recent review of EDD and further work required. Establish work stream on paediatric pathways and identify issues. Glaucoma - continue work associated with the

Consider and decide action on strategic clinical plan. Trial mechanisms for stratification of patients and pre planning of care. Work up plan for transfer of work to alternative roles including current capabilities, training and resource requirements. Assess effectiveness of ‘quick wins’ implement further changes as they are developed. Review and act on the further work on EDD. Commence work on identified paediatric pathways.

TBC

TBC

Review and adjust mechanisms for stratification of patients and pre planning of care. Implement action plans, depending on findings in Q2. Review and adjust measures taken to determine viability going forward. Agree next steps re EDD. Take forward work on paediatric pathways.

TBC

TBC

Confirm as BAU or identify further work required. Confirm as BAU or identify further work required. Confirm as BAU or identify further work required. Confirm as BAU or identify further work required. Confirm as BAU or identify further work required.

TBC

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strategic plan including consultation where required with commissioners. Glaucoma - review issues in visual fields to determine future action including physical adjacencies. Glaucoma - review environment: at CR as part of space programme, and at SGH as part of new build.

TBC Agree what action is necessary / possible on other sites re environment.

TBC

Take forward agreed action on environment.

TBC Take forward agreed action on environment.

Improving theatre efficiency throughout the network;

Confirm work streams derived from the baseline utilisation assessment carried out in the latter part of 2014/15. Confirm leads and resource to support, establish steering group, measures and monitoring arrangements. Receive and consider the recommendations of the recent external quality review of City Road theatres.

Engage all sites in validating the output of the baseline assessment. Establish actions to resolve issues identified in baseline assessment. Identify resources required to deliver programme of change to realise benefits. Launch the trust wide theatre improvement programme. Complete review of structure and begin recruitment to service-specific roles.

TBC TBC

Improving administrative processes at all points along the patient pathway including booking processes to reduce the incidence of

Implement ‘quick win’ recommendations from first stage booking centre review.

Undertake second stage review to achieve deeper dive and identify further

Commence work to consider future Booking Centre model.

Determine future model for Booking Centre/s.

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appointments being cancelled and rescheduled, and the management of medical records to minimise the number of missing notes;

Implement enhanced audit programme to ensure improved practice/compliance with new processes. From booking centre first stage review and learning from 2014/15 RTT work determine actions to tackle the complications derived from internal referrals between sub specialties and sites. Establish clinical reference group to support this work (commences April) Commence wider engagement with clinical teams internal referral issues – first priority identified at Neuro. Scope and design feasibility pilots of e referrals. Implement SOPs designed in latter part of 2014/15 Determine staff resource/changes to support implementation of new SOPs. Identify and commence development requirements for key

actions. Engage with clinical teams to agree changes and implementation methodology. Implement pilot and assess impact. Review and adjust new processes as required. Confirm staffing model going forward and determine any process adjustments as required. Continue development requirements for key staff in health records

TBC

Determine business case for model determined from pilot.

TBC

TBC

TBC

TBC

TBC

TBC

TBC

TBC

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staff in health records department. Consider business case for digital tracking of records. Advance the work on re-tender of Recall service to ensure meets redesign requirements. Implement immediate environment changes to enable improved process delivery.

department. Take forward/or not the case for digital tracking of records, based on work done in Q1. Advance the work on re-tender of Recall service to ensure meets redesign requirements. Progress design issues for future environment requirements.

TBC

TBC

TBC

TBC

TBC

TBC

Progressing plans to implement six day working where appropriate.

Establish steering group. Identify work streams required.

Develop action plan and milestones.

TBC

TBC

3 Moorfields’ Way Sally Storey

Continue the development and implementation of the Moorfields Way (TMW) through: Integrating the commitments and behaviours into key organisational processes and systems, including appraisals and recruitment;

Pilot a revised appraisal process, incorporating key elements of TMW, within one clinical and one corporate department. Introduce elements of TMW into pre-screening for job applicants through scenario based questions.

Roll out appraisal process across the whole trust. Develop and test commitments-based recruitment process.

Roll out commitments-based recruitment process. Develop and implement training for managers in TMW based performance management.

Consider introducing TMW based pay progression.

Making appropriate connections to other relevant organisational initiatives such as the transformation programme, Care Quality Commission (CQC) readiness planning, and learning and

Introduce TMW commitments in corporate and clinical induction programmes. Incorporate TMW related

Publish programme of training supporting TMW, including leadership development, conducting difficult

Develop TMW criteria/categories for the 2016 Moorfields’ Stars event. Support preparation for

Support preparation for the CQC inspection.

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development programmes; objectives into cascade of trust objectives to all staff. Re-launch employees of the month incorporating TMW.

conversations and role modelling. Identify support required for CQC readiness.

the CQC inspection.

Directorate and department level action planning, tailored to their specific needs and linking to staff survey action plans.

Publish staff survey results including analysis by department and staff group. Publish timetable for the development of department, directorate and service level action plans.

Implement action plans, prioritising areas of concern within the staff survey.

Implement action plans. Conduct 2015 national staff survey.

Review results of the 2015 survey and refresh action plans as necessary.

4 Project Oriel John Pelly

Progress the development of our new joint facility with the IoO by: Securing a site for the new building;

Input into the statement of case (SOC) for the preferred site – Camden and Islington Mental Health FT(C&I). Agree the scope of an initial review of the Stratford site plan. Agree the scope of an initial review of the hybrid plan.

SOC completed for the preferred site including MEH as a shortlisted option. Complete the initial review of the Stratford site plan and make decision re whether to proceed to the next stage. Complete the initial review of the hybrid plan and make decision re whether to proceed to the next stage.

SOC signed off for the preferred site including MEH as a shortlisted option. Outline business case (OBC) commenced to identify the preferred option. Complete detailed assessment. Complete detailed assessment.

OBC identifies preferred option.

Maximising the return from the sale of the City Road site;

Scope advice required. Engage with the London

Prepare marketing due diligence data for the City Road site.

Receive the SPD and assess implications.

Make the decision to proceed and to procure advisors.

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Borough of Islington on supplementary planning document (SPD).

prepared. Agree UCL sale proceeds.

Agree contract with UCL/IoO for the joint sale of the City Road site, the acquisition of a new site and the development of the new facility.

Design development;

Complete design brief and present for sign off to design steering group with exceptions explained e.g. external works.

Design brief signed off by internal project boards.

Design brief signed off by TMB and the Trust Board.

TBC

Launching the fundraising campaign.

Complete audit of major donor prospect pool – aiming for approximately 800 major donor prospects with the capacity to support at a significant level (£50k+) and an interest in MEH. Develop case/projects for support focused on research priorities. Increase the number of consultants actively engaged. Engage potential volunteer leaders one to one.

Engage with major donor prospects. Engage with consultants. Engage with volunteer leaders, planning 1-2 intimate volunteer hosted events. Develop communication materials – portfolio.

Engage with major donor prospects. Engage with consultants. Engage with volunteer leaders and host first volunteer event.

Achieve new gifts and pledges of £16m with the expectation of a £13m commitment from a leadership donor and £2m+ in cash income. Identify an additional 200 new major donor prospects. Engage with major donor prospects, consultants and volunteer leaders. Host second volunteer hosted event. With clarity regarding the proposed site – initiate a number of consultant focused workshops with More Partnership.

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5 Quality and Safety

Tracy Luckett Ian Tombleson

Continue to drive improvements in quality and safety across the organisation by implementing the 20 key objectives set out in the trust’s Quality Plan:

Preparing for a visit to Moorfields;

Complete the development of the “Welcome to Moorfields” information booklet, begin to use the new booklet and map the information to the trust’s website. Establish the accessible information standard implementation group (AISIG). Ratify Access Policy. Commence a review of current information leaflets.

Develop a detailed plan for patient letters and identify the core event letters that need to be produced by PAS. Agree project plan and milestones for AISIG. Develop and agree guidelines for good letter writing. Complete the core suite of information videos. Routinely publish information on clinical outcomes on the trust’s website, separate from Board reports etc.

Develop and agree the core event letters that need to be produced by PAS, including asking patients whether they would like to receive information via email or in large print. Review and update all current information leaflets, publish them on the trust’s website and ensure that they are available in the Health Hub. Develop a plan for the next suite of information videos and request funding. Consider the feasibility of providing audio information via the trust’s website.

Introduce a process to formalise changes to core letter templates on PAS. Conduct a benchmarking exercise involving clinical services and other ophthalmic providers to establish gaps in patient information.

Having appointments, care and treatment at Moorfields;

Expand and refurbish the intravitreal injection suite at City Road. Contract awarded and project commenced. Complete work focused on dress code and uniform policy for frontline, non-clinical staff. Present proposal to the Management Executive (ME)

Implement changes to dress code and uniform policy for frontline, non-clinical staff and reinforce dress code for all staff. Present interpreting services proposal to the ME and TMB. Develop an ECLO strategy in conjunction

Complete refurbishment and expansion of intravitreal suite. Interpreting services proposal implemented, subject to approval. Introduce new ECLO service in MEH East. Start receiving reports

TBC

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Commence telephone interpreting and language day pilots across City Road and satellite services. Bid to charitable trust for funding for an ECLO co-ordinator to manage ECLO services across MEH East. Appoint 0.5FTE ECLO to support MEH at Croydon. Commence project to develop and introduce a model for ophthalmic nursing with a scoping exercise of current nursing and support staff skill mix. Agree project plan. Agree a training strategy and a training programme based on the requirements of the Mental Capacity Act (MCA).

with the RNIB. Introduce the Symbiotic system to facilitate infection control audit and reporting. Collate data from fieldwork, stakeholder interviews and other findings and recommendations to inform the project to develop and introduce a model for ophthalmic nursing. Roll out MCA training throughout the organisation.

from the Symbiotic system. Develop a formal process to learn from incidents, incorporating the duty of candour and the being open policy. Begin the implementation of the new model for ophthalmic nursing. Audit the effectiveness of the new MCA training and its impact on the quality of patient care.

After a visit to Moorfields;

Present a review paper to the ME based on stage one of the telecommunications project. Agree the next stage of the project and develop performance milestones.

Develop a patient feedback management policy including the management of patient surveys, feedback received via social media, and closing the loop, i.e. sharing and learning from patient feedback and complaints. Complete the development of a

TBC TBC

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policy which will describe how clinic letters should be drafted and distributed to patients in a timely way.

Continue to prepare for the forthcoming CQC inspection, anticipated in 2015, with an ambition to achieve a rating of at least “Good”.

Complete organisational launch briefings. Complete staff handbook. Launch self-assessment tool. Commence roll out of site by site/local performance reviews.

Managers’ handbook available. Self-assessments returned and analysed. Complete site by site/local performance reviews. Commence local improvement action plans.

Appoint two quality partners. Continue to roll out local improvement plans. Ongoing site/local assessments Refined organisational view of performance available

Continue to roll out local improvement plans. Iterative site/local assessments Continuing refinement of organisational performance available

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City Road Theatres Mary Sherry

Execute the City Road theatres maintenance plan efficiently and safely, with as little disruption to our patients and staff as possible.

Complete the refurbishment programme for theatres one to four, and re-commission these theatres. Quality, activity and income targets achieved.

Complete the refurbishment programme for theatres five and six, and re-commission these theatres. Commence the refurbishment programme for theatres seven and eight. Quality, activity and income targets achieved.

Complete the refurbishment programme for theatres seven and eight, and re-commission these theatres. Quality, activity and income targets achieved. The programme is due to be completed on 4

th

December 2015.

7* Ocular Oncology Mary Sherry

Conclude the safe transfer of the management of the ocular oncology service from Barts Health to Moorfields, ensuring that the service is operationally and financially

Transfer all remaining ocular oncology clinics from Barts Health to Moorfields City Road, consolidating the

Transfer the ownership of the service to Moorfields, with outpatient activity taking place

Ensure that service is performing in line with standards included in the performance matrix.

Ensure that service is performing in line with standards included in the performance matrix.

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sustainable. outpatient service in one location. Complete the cost efficiency plan to inform the business case. Finalise agreements with NHS London and Barts Health. Develop and agree a performance matrix via which the new service can be monitored Present the business case to the Trust Management Board (TMB), the Strategy and Investment Committee, the Trust Board and the Membership Council.

exclusively at Moorfields City Road and surgery being undertaken at Bart’s under an agreed service level agreement (SLA). Introduce a performance matrix to monitor the new service.

8 Moorfields at St George’s Steven Davies

Progress planning for the re-provision of Moorfields’ facilities at St George’s by: Agreeing a revised relocation plan with St George’s hospital management;

Finalise all currently available location options with SGH management, along with likely timescales for occupation. Finalise financing principles for each option. Undertake a refresh of the options appraisal with internal stakeholders. Provide an update to SGH estate business case for decision making purposes. Management Executive / TMB decision.

Strategy and Investment Committee/Trust Board/Membership Council Decision. New loan application if required. Construction contract, revised SLA and revised lease agreed with SGH management team.

TBC TBC

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Creating and implementing a delivery plan;

Complete design of preferred option. Complete operating model for preferred option.

Finalise project execution plan.

TBC TBC

Agreeing and implementing a solution for our short-term space requirements.

Where preferred option is to be delivered in long term timescales, source alternative space either on or near SGH hospital site. Finalise plan with SGH for theatre provision, sign off design and operating model. Finalise timescales for short term solutions.

TBC TBC TBC

9 Moorfields East Steven Davies

Progress the establishment of a surgical hub in the East of London through: Concluding the options appraisal and finalising the business case;

Establish Project Board and project team. Document and agree project governance arrangements and project resourcing requirements. Finalise strategic case, including project objectives, market and competitor analysis, capacity requirements and proposed model of care. Document and agree procurement, FM, workforce and equipping strategies.

Develop and agree Benefits realisation plan. Complete and submit business case.

Business case approved by the Project Board, the Trust Management Board and the Strategy and Investment Committee.

Business case approved by the Trust Board, the Membership Council and Monitor (if required).

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Establishing a financing plan; Finalise financial case, including financing arrangements, affordability assessment and financial impact of preferred option on trust finances.

Securing appropriate premises; Use the process of developing the business case to validate the choice of Stratford as the optimal site for a district hub in East London. Make contact with development company for information to inform the site options appraisal, Identify one or more suitable sites. Complete site options appraisal and identify preferred site to inform the business case.

TBC TBC TBC

Creating and implementing a delivery plan.

Agree project execution plan as an evolving document. Establish communications group and agree communications plan.

TBC

TBC

TBC

10 Education Sally Storey and Director of Education

Progress the implementation of the Education Strategy through: Recruiting a new director of

Consider recruitment of a part time and/or interim director of education.

Appoint a director of education on the basis agreed.

Review basis of appointment made. Reconsider

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education; appointment, if appointment not made / deferred.

Creating an integrated education directorate;

Complete the implementation of Insight, to ensure a common platform for all education activity, including e-commerce to support external sales.

Clarify and consult on the functions and resources to be incorporated within an integrated directorate. Confirm premises available for an integrated function.

Confirm structure of new directorate and transfer appropriate staff (reliant on the director of education).

New directorate goes live.

Formalising the strategic partnership with the IoO;

Review stakeholder analysis and update in conjunction with internal and external stakeholders (reliant on the director of education).

Prepare heads of agreement (reliant on the director of education).

Finalise and sign off agreement (reliant on director of education).

Developing an education business plan;

Identify elements required in the plan that could be implemented in the short term and prior to the appointment of a director of education.

Implement short term objectives including the introduction of the Higher Education Qualification in optometry, due to take place in this quarter. Identify high-level elements required in the plan.

Develop plan in conjunction with stakeholders (reliant on director of education).

Publish plan (reliant on the director of education).

Agreeing the education requirements for the new building.

Scope current position including existing unmet demand.

Refine and confirm requirements (reliant on director of education).

11 Research and Development Maria Hassard

Maintain our excellence in R&D through continued progress in the implementation of the joint R&D strategy, focusing on: Recruiting and retaining outstanding research talent;

TBC TBC TBC TBC

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Increasing commercial trials and developing commercial partnerships;

TBC TBC TBC TBC

Increasing patient access to research;

TBC TBC TBC TBC

Demonstrating value to funders and research impact via improved communication output, especially but not limited to, translational research;

TBC TBC TBC TBC

Developing the case for BRC and CRF renewal with UCL IoO formal review of academic position and future projections.

TBC TBC TBC TBC

12 Moorfields Pharmaceuticals Alan Krol

Following closure of the Moorfields Pharmaceuticals manufacturing unit, implement the agreed restructuring of our pharmaceuticals commercial activities to deliver a commercially viable business.

Complete contract manufacturing commitments. Achieve the decommissioning and handover of the Nile Street manufacturing facility. Establish new structure for the remaining products business. Review sales revenues and profit against agreed business plan. Board review of position against business plan.

Secure product distribution agreements with main and short line wholesalers. Establish UDG as customer services centre for unlicensed products (specials). Develop relationships with main community pharmacy groups for product supply. Review sales revenues and profit against agreed business plan. Board review of position against business plan.

Review and update marketing plans in relation to CCGs Finalise product distribution agreements in retail optometry. Establish long term sales team plans for Ireland. Develop a business plan and review of new ophthalmic ointment products. Review sales revenues and profit against agreed business plan. Board review of position against business plan.

Develop strategic options for the long term future of the business. Review sales revenues and profit against agreed business plan. Formal board review of position against business plan, and the longer term future of the business.

13 Moorfields Private Maria Dimmock

Continue the development and expansion of our private patient services by:

Develop plans and business case, including the production of outline design drawings, and

Sign off final plans and business case with an agreed plan for the phasing of capital

Lease in place and renovation project commenced.

Complete the project to facilitate the relocation of the refractive service from

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Expanding the City Road outpatient facilities through the development of the Cayton Street building;

stakeholder engagement focused on the plans and financing options.

expenditure to support the building renovation project.

the Arthur Steele Unit into Cayton Street. The extension of the remaining John Saunders Suite (JSS) consulting space to follow in 2016/17.

Continued expansion of private patient services in the West End and at Moorfields Croydon/Purley, Ealing, Stratford and Northwick Park;

Commence private patients’ services in Croydon University Hospital, including associated surgery.

Commence private patients’ services in the Ludwig Guttman Centre in Stratford, with associated surgery taking place at City Road.

Commence private patients’ services commenced in Ealing Hospital, including associated surgery.

Commence private patients’ services commenced in Northwick Park Hospital, including associated surgery.

Working in collaboration with Moorfields Private consultants through the newly formed Advisory Group, and continuing to explore joint venture opportunities.

Hold the first meeting of the Advisory Group and schedule meetings quarterly to engage consultants in the plans to invest in new and improved facilities, and in identifying new marketing opportunities. These meetings are also being used to communicate operational and governance- related imperatives.