ORGANISATIONAL DEVELOPMENT

STRATEGY & SUPPORTING PLAN

2017 – 2019

Last Reviewed August 2015 Approving Body Governing Body Date of Approval December 2016 Next Review Date December 2018 Review Responsibility Governing Body Version 4.0

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Contents Section Heading Page

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1. Introduction

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2. NHS Doncaster CCG’s Context – Our Mission, Values and Objectives

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3. Organisational Development – A definition and model

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4. OD Diagnostic – Drivers, Key Themes and Audiences

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5. Organisational Development Objectives 2017 – 2019

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6. How will we achieve them?

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7. Concluding comments

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Appendix 1 OD Strategy - Plan on a Page

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Appendix 2 Detailed OD Plan

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1. Introduction NHS Doncaster CCG was established in April 2013 representing the 43 member practices in the metropolitan borough of Doncaster. As a clinically led commissioning group, the CCG is responsible for the planning and commissioning of health care services on behalf of the population of Doncaster, and works in collaboration with its partners across both the statutory and voluntary sectors in order to achieve this aim. At the time of its formation the CCG developed an initial organisational development plan to set out the early developmental tasks necessary to create an effective CCG and support its workforce in delivering the organisation’s objectives. This strategy was further reviewed by the CCG in August 20151 and the work contained within this new strategy and accompanying plan builds on this review and has been prepared following a detailed diagnostic undertaken during July – October 2016. The diagnostic included one to one interviews with key members of the CCG senior team, Governing Body and partners, along with two workshops for staff at which over 40 colleagues attended to provide their thoughts and input to the design of this plan. The results from the diagnostic have then been used to feedback to the CCG Governing Body and highlight areas where it is felt further OD support and action is required in order to continue to support the CCG’s success and also the development of staff colleagues. The strategy sets out six priority areas and suggests a structure through which the detailed actions contained within the plan can be performance managed.

2. NHS Doncaster CCG Context - Our Vision, Mission, Values and Objectives

NHS Doncaster CCG has set a clear direction for its work over the coming years and as a key local NHS partner has also communicated its vision, values and strategic objectives. These agreed statements underpin the organisational development strategy and the actions recommended for the next two years.

Vision

Work with others to invest in quality healthcare for Doncaster patients

Mission Statement

A high quality and accountable Clinical Commissioning Group, encouraging responsible partnership engagement in a transparent climate of on-going learning in order to create a patient-centred yet financially astute and corporate approach to commissioning

Values

The needs of patients are paramount.

Drive forward continuous improvement.

Relationships based on integrity and trust

1 Organisational Development & Workforce Strategy 2015/16 – 2017/18 NHS Doncaster CCG

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Strategic Objectives

Commission innovative healthcare and pathways to improve patient experience, outcomes and cost effectiveness.

Contract and performance manage for continuous quality improvement.

Achieve economic efficiency and effectiveness within the allocated resource limit.

Develop transparent and accountable relationships with stakeholders.

Ensure all our Corporate Governance systems and processes are robust and transparent.

Foster effective organisational development and leadership

Strapline

“Helping you keep well”.

Strategic themes for systematic

transformational change

Care out of Hospital – the provision of patient centred care outside of a hospital setting, either in a patient’s home or based around a primary care community team.

Care of the Frail – the provision of high quality coordinated care in support of an ageing Doncaster population with increased life expectancy where patients can experience multiple medical conditions and an increase in clinical complexity.

Coordinated Care – the provision of integrated care across a whole system that is responsive to patient needs, uses the latest technology to support service delivery, and develops enhanced access to data and information across partner organisations.

In addition to the local Doncaster context the CCG is also a key partner in the South Yorkshire STP (strategic transformational plan) footprint. The latest STP summarises the ambition for south Yorkshire and Bassetlaw to be to ‘deliver joined up health and care which gives everyone the best start in life, supporting them to stay healthy and live longer’.

3. Organisational Development – A definition and a Model

3.1. Definition There are many definitions of Organisational Development in the literature but for the purposes of this strategy and accompanying plan the following definition is used:

A deliberately planned, organisation-wide effort to increase the organisation’s effectiveness and efficiency.

It is a long-range, long-term, holistic and multi-faceted approach to achieving transformational change, and is underpinned by the ability of individuals, teams and the

organisation to grow.

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The key feature here is the reference to ‘long term and multi-faceted’ which reflects the organisational complexity of the CCG but also the long-term nature of our health improvement ambitions. It also recognises that success in a CCG is linked to both effectiveness – the quality of interventions, decision-making and strategy, and also to efficiency – the deployment of resources to achieve the most cost effective health outcomes for local people. 3.2. Organisational Development Model There are many different approaches to organisational development (OD) and several different models from which a programme of support may be drawn. The requirements of primary health-care led organisations like CCGs, reflect the need to consider the different facets that impact on organisational effectiveness, both internal and external. In order to consider the varying factors which impact on a CCG and its capability to deliver in this changing environment, the diagnostic undertaken made use of the ‘Engaging Leadership’ model as a framework for exploring the OD needs of the organisation. This model2, considers the themes and dimensions that contribute to effective CCG leadership at all levels in the organisation. The model explores the areas of system, team and individual effectiveness and can be represented as follows:

By utilising an adaptation of this model to prepare the organisational development strategy, the approach has enabled staff and other interested parties to debate the current context, recognise and assess the requirements of the organisation’s future plans and contribute ideas to a refreshed forward strategy to support organisational, team and individual growth. The action plan attached to this strategy suggests interventions, which will begin to address the development areas, identified. In addition to the Engaging Leadership model, the diagnostic has also enabled reflection on the 6 domains identified by NHS England in their ‘Framework for

2 ‘Engaging Leadership’ - Beverly Alimo-Metcalf and John Alban-Metcalf, Real World Group Ltd

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Excellence in Commissioning’3, which sets out the expectations for CCGs in the delivery of their commissioning duties. The 6 domains are as follows:

A strong clinical and multi-professional focus with significant member engagement

Meaningful involvement of patients, carers and the public

Clear and credible plans

Robust governance arrangements

Collaborative commissioning

Clinical leadership

4. OD Diagnostic – Drivers, Key Themes and Audiences

4.1. Organisational Development Drivers The current environment for CCG operation is challenging and multi-dimensional. CCG’s are attempting to enact the local actions required to deliver on the five-year forward view and other national priorities, whilst at the same time support local place-based planning and adopt new transformational models of care to support STP level plans. The diagnostic phase of this work identified the following key drivers for consideration by the CCG Governing Body in determining their future OD plan:

System Wide

National policy direction (5YFV etc.)

Demographics and changes in need/expectations

New Models of Care and System transformation (doing different things not just doing things differently)

Financial context and efficiency requirements Organisational/Individual

Changing role and responsibilities of CCGs

Workforce skills and development of capability in the CCG team

Leadership task for Governing Body – system and organisation wide

Balancing priorities – STP vs. place based plans 4.2. Strategic Themes

On completion of the diagnostic interviews and workshops, the data collected was summarised and presented to the Governing Body members and other colleagues at the Strategy and OD Forum meeting in October 2016. The detailed feedback shared at that meeting is attached at appendix 3 to this report.

3 ‘Framework for Excellence in Commissioning’ – NHS England 2013

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Following discussion, it was agreed the feedback could be summarised into six key strategic themes around which to build the CCG’s forward OD strategy and accompany action plan: OD Strategy – Key Themes

The six key themes are described below in terms of their link to the Engaging Leadership dimensions and the desired outcomes to be achieved through the actions detailed in the OD plan:

Leadership

Workforce Skills & Development

Systems & Processes

Clinical Focus

Engagement Collaboration

* (Colour coding links to ‘Plan on a Page’ at Appendix 1)

Dimension Theme

Desired Outcome

Leading as Individuals

Leadership Effective leadership and empowerment at all levels and in all aspects of our work

Leading the Organisation

Workforce – Skills & Development Systems & Processes

Team members ably supported to carry out their roles and realise their potential All working in the most efficient and effective way to deliver the best we can

Leading the System

Clinical Focus Engagement Collaboration

Decisions and plans are clinically led and informed Engage in a meaningful way with staff, partners and our local people Collaborate to deliver objectives that improve health outcomes

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Detailed action plans to support these six strategic themes and deliver the desired outcomes follow in section 5 below. 4.3. Our OD Audiences – Who is this plan for and why?

In addition to identifying the key themes for the strategy, the diagnostic also discussed the audiences who would be affected by the actions in our detailed OD plan. The following were identified:

Governing Body – as the leadership entity in the CCG the Governing Body Members need to lead by example, set clear goals for the organisation and hold one another to account for delivery. This plan focuses on ensuring that the Governing Body Members understand their roles, have trust in one another’s contributions and are able to function as a corporate leadership team in respect of making, and taking, decisions for the benefit of the Doncaster population.

CCG Staff Team – the core CCG organisational team who will be responsible for enacting the CCG strategy and working with partners and the public to bring about transformational change. The plan focuses on their skills development, personal support and environmental factors necessary to enable them to deliver their best.

Wider Partners – Many of the CCG’s goals and objectives require change amongst partner organisations. The CCG cannot deliver transformation on its own. The plan focuses for this audience on how the CCG can embrace and engage with partners in a collaborative way to support delivery in the future.

5. Organisational Development Objectives 2017-2019 5.1. Leadership Effective leadership and empowerment at all levels and in all aspects of our work We strive to create a supportive and enabling leadership environment for both our own staff and GP clinical colleagues, but also as part of the wider leadership system and to support the development of our member practices. The actions necessary to support this building block are a combination of revisiting current plans and policies developed at an earlier stage in the CCGs development, along with adopting new behaviours that support the creation of an even more empowered culture. Staff colleagues want the CCG to recognise their abilities to grow and lead the areas for which they are responsible, and member practices want the CCG to step forward and provide additional support at practice level where appropriate. L1 Ensure the Governing Body is effective in its leadership of the organisation and the

CCG’s forward strategy both as a leadership team and as individual members

L2 Strengthen Clinical Leadership within the Governing Body and wider CCG

L3 Lead by example and support continuous improvement in terms of personal development

L4 Exploit the skills and experience of GB members to ensure most effective utilisation

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L5 Create a scheme of delegation (SoD) that supports empowered working

L6 Model behaviours that support the maintenance of an empowered and supportive culture

L7 Refresh organisational vision, mission, values and behaviours

L8 Improve visibility of Governing Body members with staff, partners and other parties

5.2. Workforce – Skills & Development Team members supported to carry out their roles and realise their potential Our CCG is a small organisation with a Governing Body, approximately 185 staff members and a team of lead GPs who commit a limited number of days per week in clinical leadership time. It is essential therefore that we make the best use of the GP time and staff resources we have and deploy those resources carefully in line with our agreed priorities. W1 Develop and empower colleagues to deliver their best

W2 Ensure CCG leadership model and team based structures are fit for purpose and recognise system challenges

W3 Ensure our staff team are equipped with the skills to complete their roles

W4 Realise the talent and potential of all colleagues working within the CCG and support their future career aspirations

W5 Explore options to model a coaching culture within the organisation

W6 Create effective Clinical and Managerial partnerships

W7 Assess and consider overall staff team capacity and priorities

5.3. Systems & Processes All working in the most efficient and effective way to deliver the best we can The drivers that are present in the NHS and wider system are challenging our capacity and our ability to deliver against our objectives. A focus on transformation and financial efficiency means we need to work smarter and more effectively with our partners and our practices if we are to achieve change and deliver improvement. Looking at what we do and how we do it are important parts of organisational development. Keeping our vision for the organisation at the leading edge, continuously seeking improved ways of operating and building on feedback are key elements of this work. In addition, our staff team are the NHS commissioning resources of the future and we want to support them not only in their current role, but also in preparation for any future opportunities that might arise. To do that we need to spot talent and nurture it. We also want to provide the appropriate opportunities for training and development for all members of our team to enable them to deliver their best. SP1 Adopt a learning organisation approach

SP2 Strengthen decision making in line with governance requirements

SP3 Ensure effective operational mechanisms for day to day business

SP4 Ensure fair application of policies which affect staff

SP5 Secure continued good communications both internally and externally

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SP6 Develop mutually beneficial relationships with provider colleagues to support transformation

5.4. Clinical Focus Decisions and plans are clinically led and informed The essence of our work as a clinical commissioning group is to ensure that our decision-making is clinically led and focused. This means we need to ensure we are effective as a Governing Body with the correct skills and attitudes, along with being engaged with our member practices, and working collaboratively with our clinical colleagues within the provider sector and other partners. The importance of the wider aspects of clinical focus are also recognised, with the contribution of nursing colleagues, pharmacists, AHPs and others recognised and valued. CF1 Clarify objectives for change in light of STP and place-plan

CF2 Raise the profile of the clinical CCG leads and support to take on a wider senior leadership role (Link with L1)

CF3 Ensure Clinical GB Members operate as Clinical Leaders

CF4 Create and contribute to local and regional clinical networks to ensure influence and learning

CF5 Develop capability to support new co-commissioning role for new models of care (MoC)

CF6 Facilitate a network of support for member practices in agreed areas

5.5. Engagement Engage in a meaningful way with staff, partners and our local people The ensure implementation and achievement of our objectives it is important we work with others. The complexity of the health & care system is such that we can only deliver the improvements in outcomes we are seeking with the support of our partners, the public and our staff. The needs of these different partners are driven by their role in the local health community. Our staff are a key resource for delivery and our partners are an important part of the care delivered to our consumers – our patients. The models of engagement we use for each need to be bespoke and continuously reviewed. E1 Support wider clinical engagement across the CCG footprint and programmes

E2 Improve Primary Care Engagement in CCG activities

E3 Ensure mutual benefit is derived from Board to Board engagement with other Provider Organisations and Partners

E4 Ensure internal CCG staff involvement mechanisms are fit for purpose

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5.6. Collaboration Collaborate to deliver objectives that improve health outcomes In the same way as engagement is essential to delivery of our objectives, increasingly so is collaboration. We recognise that in order to deliver against the aspirations of the Five Year Forward View and within the financial constraints we are facing, new models of care will need to be implemented and organisations that have previously worked separately (both commissioners and providers) will need to collaborate to get the best outcome for our patients/ Collaboration can take many forms and the CCG will be open to consider how it might collaborate with partners, providers and amongst staff and member practices. C1 Broaden CCG Leadership Impact

C2 Invest effort in securing appropriate joint commissioning arrangements

C3 Lead the development of new system architecture to support service transformation and economic efficiency

C4 Explore workforce innovation across the system

C5 Engage in the NHS FTs ‘Working Together Programme’ to ensure best decisions for Doncaster services

6. How will we achieve our plan? 6.1. Governance The CCG OD Strategy and accompanying plan will be owned and led by the Governing Body. It is suggested that the individual elements of the plan (each of the 6 key themes) will have a Governing Body sponsor, who will ensure the detailed actions are activated, and provide regular reports to the Governing Body on progress throughout the year. Sponsors will be drawn from the full Governing Body membership. A 6-monthly review of the plan will be undertaken as part of the Governing Body’s leadership role and will be used to adapt the plan to changing circumstances or opportunities that arrive. 6.2. Programme Management The six key themes will each have a Governing Body sponsor and those named individuals are as follows:

Leadership Governing Body Sponsors to be identified and agreed at Governing Body meeting

Workforce – Skills & Development

Systems & Processes

Clinical Focus

Engagement

Collaboration

6.3. Review The strategy and action plan will be reviewed on a 6-monthly basis to keep the objectives relevant to the drivers and context within which the CCG is operating.

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7. Concluding Comments

As an ambitious and high performing CCG, NHS Doncaster CCG recognises the importance of reviewing and constantly adapting its approach to organisational development. In the light of the changing NHS and wider care environment, and the new challenges posed by financial austerity and rising population demand for high quality accessible health care, the CCG wishes to invest in the local system, the CCG organisation, and the individuals who make up it’s workforce, and through whom the organisation’s vision and objectives can be delivered. December 2016

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Work with others to invest in quality healthcare for Doncaster patients

A high quality and accountable Clinical Commissioning Group, encouraging responsible partnership engagement in a transparent climate of on-going learning in order to create a patient-centred yet financially astute and

corporate approach to commissioning

Care out of Hospital

Care of the Frail

Coordinated Care

Our Organisational Development Priorities

Leading as Individuals Leading the Organisation Leading the System

Leadership Continuous Personal Development Strengthen Clinical Leadership

Refresh vision, mission and values Utilisation of skills across the organisation Support increased autonomy Model behaviours to support a more empowered culture

Governing Body Development Programme Improve GB visibility

Workforce – Skills &

Development

Support individual/team development opportunities Review PDR process Assess staff capacity and priorities

Review team structures to ensure fit for purpose Refresh talent management policy Explore models to support a coaching culture

Create effective clinical and managerial partnerships

Systems & Processes

Ensure support for individual operational business processes

Adopt a learning organisation approach Strengthen decision making Review policy framework

Review communications strategy Support provider colleagues to enable transformation

Clinical Focus

Raise profile of Clinical Leads Support Clinical Leaders to fulfil roles

Develop capability in teams to support commissioning for MoC Facilitate network of support for member practices

Clarify objectives for STP and Place Plan Contribute to regional networks

Engagement

Review approach to staff engagement

Improve Primary Care Engagement in CCG

Support wider clinical engagement across system Explore B2B mechanisms

Collaboration Engage at a senior level in wider system leadership activities

Support development of Joint Commissioning Explore workforce innovation

Broaden CCG leadership impact Lead work on Doncaster system architecture

NHS Doncaster CCG Organisational Development Strategy 2017-2019 Plan on a Page

Appendix 1

Action Start Timescale

Leadership

L1 Ensure the Governing Body is effective in its leadership of the organisation and the CCG’s forward strategy both as a leadership team and as individual members

Governing Body to undertake a refreshed board development programme in order to explore their own leadership style and relationships and determine future operational approach

Explore the impact of leadership changes in the organisation and ensure all GB members are enabled to contribute to discussion re new ways of working

February/March 2017 onwards

L2 Strengthen Clinical Leadership within the Governing Body and wider CCG

Clarify the role of individual clinical leaders within the Governing Body and in terms of how they work with staff colleagues

Discuss and agree how clinical colleagues can best be empowered to raise their profile and role as clinical leaders

Discuss and agree the components of the clinical role – clinical leader, locality representative and corporate member

February/March2017

L3 Lead by example and support continuous improvement in terms of personal development

Ensure all GB members are supported to identify their personal development needs and engage in a discussion regarding skills development where appropriate

Review feedback from annual 360 questionnaire and follow up on any areas where further improvement could be achieved

March 2017 onwards

L4 Exploit the skills and experience of GB members to ensure most effective utilisation

Clinical members, lay members and senior management members of Governing Body to explore roles and responsibilities and clarify personal and corporate accountability for CCG decisions

Personal areas of interest to be revisited and agreed

March 2017

L5 Create a scheme of delegation (SoD) that supports empowered working

Review the scheme of delegation both in terms of wording but also intent – review how to ensure increased empowerment of individuals and staff colleagues

Engage with staff colleagues to understand current constraints and possible solutions

March 2017

Appendix 2

NHS Doncaster CCG Organisational Development Strategy 2017-2019 Detailed OD Plan Year 1 - 2017

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Action Start Timescale

L6 Model behaviours that support the maintenance of an empowered and supportive culture

Discuss and develop Governing Body understanding of empowerment and agree how this can be promoted in the CCG

Demonstrate through management and leadership model the preferred CCG approach and discuss/communicate with staff colleagues

February 2017

L7 Refresh organisational vision, mission, values and behaviours

Whole organisation exercise to be undertaken to refresh values and behaviours and to reflect on how these are put into practice

Undertake some consultation to test with staff colleagues, partners and others

March 2017

L8 Improve visibility of Governing Body members with staff, partners and other parties

Governing Body to invite staff colleagues and partners to attend GB meetings as observers

Individual members to consider how best to raise their profile with staff – hot desks, attendance at team meetings and more regular presence in CCG office spaces

Introduce board to board meetings or similar to engage GB members with NEDs, Local Councillors and other partners

January 2017 onwards

Workforce – Skills & Development

W1 Develop and empower colleagues to deliver their best

Enable all CCG teams to have protected time to review effectiveness and objectives on a 6-monthly basis

Review opportunities for joint team working to provide support and improve resilience

Consider ‘Team Effectiveness’ audits for those teams that identify they need assistance with capacity and delivery

January 2017 onwards

W2 Ensure CCG leadership model and team based structures are fit for purpose and recognise system challenges

Undertake a review of team-based structures within the CCG

Engage staff in the discussion and develop a revised management structure based on shared understanding

Review Matrix Working approach to ensure fit for purpose

April 2017

W3 Ensure our staff team are equipped with the skills to complete their roles

Review existing PDR process and ensure implementation is systematic and consistent across all teams – actively seek staff feedback

Where appropriate explore methods of engaging staff in personal development – e.g. Action Learning (ALS), Team Development and ‘all-staff’ development sessions

Ensure all staff have access to a planned programme of support to enable them to deliver in their current and future roles

February 2017

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Action Start Timescale

W4 Realise the talent and potential of all colleagues working within the CCG and support their future career aspirations

Review the existing talent management policy to ensure fit for purpose

Agree a refreshed approach to talent management and identify initial cohort

Discuss and agree approach to career development coaching as part of PDR process

March 2017

W5 Explore options to model a coaching culture within the organisation

Raise awareness of the benefits of coaching as a management style and tool to support personal improvement for all staff

Develop/provide training for a cadre of ‘internal coaching ambassadors’ who can deliver team and individual coaching and support the coaching ethos within the CCG

Offer mentoring within and outwith the CCG as part of the PDR process

Support staff colleagues take an action learning and appreciative approach to mutual support

July 2017

W6 Create effective Clinical and Managerial partnerships

Roles and relationships between GP clinical leaders and staff/management colleagues to be reviewed and reset in line with CCG priorities for next two years

March 2017

W7 Assess and consider overall staff team capacity and priorities

Each senior director to review current capacity constraints and feed into structure review in W2

Utilise refreshed PDR process to debate capacity constraints and prioritise workload jointly with team members

April 2017

Systems & Processes

SP1 Adopt a learning organisation approach

Consider a suitable methodology and ensure that learning approaches are used to share experiences and promote reflection and a no blame culture and engage staff colleagues in determining the best approach

April 2017

SP2 Strengthen decision making in line with governance requirements

Scheme of delegation for decision making to be reviewed and any changes agreed to be communicated throughout the organisation

Governing Body to debate what the SoD means in practice? – Review how to speed up decision making and empower staff engagement without relaxing grip

May 2017

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Action Start Timescale

SP3 Ensure effective operational mechanisms for day to day business

CCG approach to matrix working to be reviewed and considered in light of current priorities and environmental drivers

Staff OD review sessions to be held to garner views and contributions on a regular basis

Target simple basic operational issues that impact on staff colleagues approach to delivery – IT, governance, equipment, and environment.

May 2017

SP4 Ensure fair application of policies which affect staff

Review application of CCG policies to ensure consistency – examples include Home Working and Access to Training & Development

Consider how staff may be more engaged in policy review

April 2017

SP5 Secure continued good communications both internally and externally

Review current communication’s strategy and determine how it can be improved to reflect the current context and need for speedy information

Engage with staff colleagues to support wider use of social media and digital options for improved staff communications

July 2017

SP6 Develop mutually beneficial relationships with provider colleagues to support transformation

Agree rules of engagement for performance management of key targets to enable ‘air cover’ during periods of system transformation

Clarify and adapt system wide communications to support public and patient facing system change

Review opportunities for sharing of systems and processes which support system wide transformation

May 2017

Clinical Focus

CF1 Clarify objectives for change in light of STP and place-plan

Confirm the clinical priorities for the CCG during the next period and extensively communicate these across the system

Review and confirm clinical leadership roles for GB members in light of agreed priorities

April 2017 onwards

CF2 Raise the profile of the clinical CCG leads and support to take on a wider senior leadership role

Undertake board development review and assess capability and skills of clinical members on Governing Body

Ensure the capability and skills of clinical leaders throughout the CCG are assessed and supported

March 2017

CF3 Ensure Clinical GB Members operate as Clinical Leaders

GB clinical members to engage in specific clinical leadership programme of support to provide protected space for development and exploring their role and responsibility

Ongoing

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Action Start Timescale

CF4 Create and contribute to local and regional clinical networks to ensure influence and learning

Audit current engagement in regional networks and how useful these are perceived to be

Agree representation and support attendance

Ensure regular feedback both to wider CCG staff team and to Governing Body

Ongoing

CF5 Develop capability to support new co-commissioning role for new models of care (MoC)

Review skills and capacity gaps for new MoC in line with team structures review

Explore how the transformation agenda needs to be supported in the CCG and ensure resources for this are aligned

Assess capacity and capability constraints within member practices across Doncaster to engage with new models of care

Develop engagement mechanisms (see below) to ensure member practices are able to fully participate in developing new MoC for the Doncaster population

April 2017

CF6 Facilitate a network of support for member practices in agreed areas

Explore with member practices the benefits of supported networks for Practice Managers and Practice Nurses

Consider jointly how these might best be supported and agree a CCG supported development plan

June 2017

Engagement

E1 Support wider clinical engagement across the CCG footprint and programmes

Discuss with member practices and with other interested groups, LMC, LPC, Nurse Networks how they may become more engaged

Consider how wider clinical colleagues might engage with CCG project work and enact as appropriate

April 2017

E2 Improve Primary Care Engagement in CCG activities

Build on existing relationships with primary care to ensure appropriate engagement in commissioning activity from member practices

Implement outcomes from Locality Engagement Consultation

Secure engagement from primary care, provider colleagues and LA to design integrated care offer for Doncaster

Early 2017

E3 Ensure mutual benefit is derived from Board to Board engagement with other Provider Organisations and Partners

Consider how B2B engagement might improve GB visibility

Consider opportunities for joint board events wider than just review/performance meetings

Consider ‘buddy’ arrangements between NED and GP /Lay members to discuss areas of common interest

June 2017

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Action Start Timescale

E4 Ensure internal CCG staff involvement mechanisms are fit for purpose

Conduct audit of CCG staff involvement mechanisms enabling staff to participate in review and make suggestions for any improvements

Implement changes as a result and work with a diagonal slice of staff representatives to ensure changes meet expectations

May 2017

Collaboration

C1 Broaden CCG Leadership Impact

Be an active lead partner in the South Yorkshire & Bassetlaw STP to ensure Doncaster place based plans are aligned and supported

Take a lead role in the H&WB Board arrangements for Doncaster to support development of integrated care and joint commissioning

Ongoing

C2 Invest effort in securing appropriate joint commissioning arrangements

Review jointly with DMBC and other commissioning partners (e.g. NHS England) the approach to joint commissioning and its success so far

Make any recommendations for improvement including discussion with providers to identify any areas where joint commissioning may benefit the approach locally for service transformation

Drive the discussion of appropriate joint commissioning arrangements with the LA and support staff colleagues to embrace and develop new ways of working

February 2017

C3 Lead the development of new system architecture to support service transformation and economic efficiency

Recognise and support new Models of Care through integrated commissioning specifications and contracting approaches

Lead the development of accountable care models across Doncaster and secure clarity of understanding for delivery, governance and leadership

September 2017

C4 Explore workforce innovation across the system

Facilitate discussion of new approaches to workforce transformation and agree actions from this to transfer learning

Encourage collaboration between providers to support new Models of Care and also transformed ways of working through shared workforce planning

Review current areas for collaboration regarding back office functions and explore any further options for efficiency

October 2017 onwards

C5 Engage in the NHS FTs ‘Working Together Programme’ to ensure best decisions for Doncaster services

Keep abreast of the discussions underway and ensure local FT decisions are in line with commissioning intentions

Consider any unintended consequences of FT collaboration and make sure mitigation is in place as necessary

Ongoing