Part: Public Paper 5.4

Summary Sheet: Governing Body

Date Wednesday 5th November

Presenter & Organisation

Author Bernard Quinn

Responsible Director Rob Larkman (Daniel Elkeles CWHHE CCGs)

Clinical Lead N/A

Confidential Yes No

The Governing body is asked to:

Note the transition update

Summary of purpose and scope of report

To provide Governing Body members with an update on the transition process.

This is the fifth in a series of transition papers and provides an update on programme progress and was first presented to the ‘Collaboration Board: shared support services’ on 23 October 2014.

This paper acts as an executive summary to the attached service line updates for HR, Communications and Engagement, Performance and Contracting and Business Intelligence and Informatics, where further detail can be found.

On 1 October 2014 the line management of transferring staff transitioned and all services delivered by the NWL CSU transferred to the CCGs as planned. Business as usual service provision has been prioritised throughout the transition. The formal HR processes are complete and open recruitment activities for vacant posts are underway.

Quality & Safety/ Patient Engagement/ Impact on patient services:

Title of paper Transition Update Nov 14

A key objective of the transition programme is improving the quality of patient services across NW London, whilst providing improved value for money to the NW London CCGs. Addressing these criteria has been central to the Transition Programme.

Financial and resource implications

Resource implications have been developed in conjunction with the Finance teams.

Equality / Human Rights / Privacy impact analysis

N/A

Risk

A detailed transition programme completion report will be submitted to the Collaboration Board: Shared Services in November. The objectives of this paper are outlined below: • To review and validate the milestones and success of the transition programme;• To confirm outstanding issues and risks, and recommendations for their mitigation or management;• Outline tasks and activities required to close the programme;• Identify programme highlights and best practices for future programmes.In addition, an audit by Baker Tilly of the Transfer of CSU (Phase One) was undertaken as part of the approved internal audit periodic plan for 2014/15

Supporting documents

N/A

Governance and reporting (list committees, groups, or other bodies that have discussed the paper)

Committee name Date discussed Outcome

Collaboration board: shared support services

23 October 2014 Noted the report

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CCG Governing Body Meetings November 2014

Transition Update

Executive Summary v1.0

Author: Bernard Quinn, Transition Director

1. Purpose

1.1 This is the fifth in a series of transition papers. It provides an update on programme progress and was first presented to the ‘Collaboration Board: shared support services’ on 23 October 2014.

1.2 This paper acts as an executive summary to the attached service line updates for HR, Comms and Engagement, Performance and Contracting and Business Intelligence and Informatics, where further detail can be found.

2. Executive Summary 2.1 On 1 October 2014 the line management of transferring staff transitioned and all services

delivered by the NWL CSU transferred to the CCGs as planned. Business as usual service provision has been prioritised throughout the transition. The formal HR processes are complete and open recruitment activities for vacant posts are underway.

3. Background 3.1 The Collaboration of NW London CCG Chairs approved the transfer of all commissioning

support services (CSS) out of the NWL CSU to an in-house model at a meeting in public on 8 May 2014.

4. HR and Comms Engagement 4.1 Following the completion of consultation, the initial matching exercise took place on 10

September 2014 with HR, unions and senior management from across the eight CCGs in attendance. Updated structures were then shared with MDs and COOs for review and slot in letters issued to staff confirming new roles where appropriate.

4.2 HR have held one-to-one meetings and provided support for line manager discussions with staff identified as at risk and those with queries on matching outcomes. All notifications of outcomes have now been issued and competitive interviews completed. Five formal appeals have been raised, of which one is outstanding as the employee is on leave. This concludes the formal consultation matching process.

4.3 In addition to existing interims across the CCGs, 68 interims transferred to the CCGs to cover vacant posts and maintain business as usual. A plan is in place to both reduce the cost in line with budget and more effectively manage the remaining interim resource.

4.4 Open recruitment activities are underway and a plan is in place to recruit into vacant positions and those currently covered by interims. Once the substantive staff has been recruited a roll

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off plan for interims covering the posts will be followed. An executive search is underway for the most senior roles.

4.5 Positive feedback has been received on the launch event which took place on 9 October 2014. This provided an informal opportunity for all teams to meet each other, senior leaders and CCG chairs, while embedding the new world and reflecting on the opportunities ahead.

4.6 The following common themes were identified as priorities for action within the CCGs:

clarity of strategic objectives;

vision and values;

integration with wider team;

efficiency in systems;

clinical engagement;

staff engagement.

4.7 The event combined a mix of short presentations and table discussions, followed by an informal social with food and drink. A follow up Christmas event will provide an opportunity for a further assessment of staff issues and actions required.

4.8 HR have developed an organisational development (OD) strategic and operational plan and initiated an OD working group with representatives from all eight CCGs. Priority areas of focus are staff objective setting, appraisals and PDP process, employee engagement sessions including a staff survey, initiation of a leadership forum and designing and marketing of a Learning and Development programme.

4.9 Local teams have also arranged informal CCG specific events to take place during the first

week of October. These include CCG inductions, one-to-ones for new staff with line managers and MDs and COOs, together with a more formal corporate induction where appropriate.

4.10 Work is ongoing to re-purpose the CSU intranet for use across all eight CCG staff groups so as to provide a central facility for communication and engagement.

5 Estates Review 5.1 A detailed estates review has taken place to develop a location solution for all which makes

best of available space and effectively meets CCG location and affordability requirements, whilst minimising cost implications.

5.2 The staff numbers, proposals for the use of space and budgets have been now been agreed for all sites. To support a smooth transition, moves on 1 October 2014 were limited to location critical staff only. A programme of phased moves is planned over the next three months.

5.3 IT connectivity and data lines able to cater for increased staff numbers are operational for all

sites. Plans to improve the network for BHH are being brought forward to address current fragility. The estates team continue to work with IT to ensure business as usual is maintained.

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6 Business Intelligence (BI) 6.1 We are still awaiting further clarification on the written approval for Accredited Safe Haven

(ASH) status from the Health and Social Information Centre (HSCIC). An interim secondment arrangement for the provision of ASH services with South East CSU (SECSU) is in place. Existing data sharing agreement between HSCIC and Data Service for Commissioners Regional Offices (DSCRO) fulfils interim risk stratification.

7 Procurement 7.1 On 28 August 2014, Collaboration Board approved the Procurement Task and Finish Group’s

recommendation to contract to SBS to supply clinical, and non clinical procurement services to the NW London CCGs from 1 October 2014. Heads of terms and formal contract have now been agreed. The contract is held by Brent CCG.

7.2 Clinical and non clinical procurement services are in a place and a mobilisation plan has been developed by SBS to ensure a smooth handover of the procurement work in progress projects.

8. Contracting 8.1 Contracting structures, comprising a mixture of permanent and interim staff, are now fully

operational and teams are actively engaged in the handover process. A phased handover plan for engagement and accountability transfer is now complete. This function is overseen by the interim Director of Contracts.

9. Implementing the target operating model 9.1 The Transition PMO are working with each of the service line leads to support the integration

of all teams, establish new ways of working to support the service model and to monitor detailed activity required to ensure a successful transition.

10. Programme Risks and Assurance 10.1 A detailed transition programme completion report will be submitted to the Collaboration

Board: Shared Services in November. The objectives of this paper are outlined below:

To review and validate the milestones and success of the transition programme;

To confirm outstanding issues and risks, and recommendations for their mitigation or management;

Outline tasks and activities required to close the programme;

Identify programme highlights and best practices for future programmes.

10.2 In addition, an audit by Baker Tilly of the Transfer of CSU (Phase One) was undertaken as part of the approved internal audit periodic plan for 2014/15. The audit was designed to assess the controls in place to manage the following objective and risk:

Audit objective:

To evaluate the adequacy of risk management and control within the system and the extent to which controls have been applied, with a view to providing an opinion.

Risk: Risk that the transition of the functions in house will interrupt the CCGs BAU operations.

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10.3 A draft report was received on 14 October 2014. This report provides assurance that the design of the control framework for the following areas to be sufficient to address the related risks:

Transition and monitoring of Business as Usual (BAU) operations;

Project plans and timescales;

Arrangements for services being brought in-house;

Risk management;

Reporting lines between Transitional Management Group (TMG) and Governing Bodies;

Staff transfers and reconciliation of staff at each CCG;

Financial costs and human resourcing of services being transferred.

10.4 The report noted one high priority recommendation relating to the application of and compliance with the control framework. Specifically, this is the £2million financial gap between the recurrent and non-recurrent costs for the year 2014/15. The report acknowledges that the next steps and plan to address this have been agreed and notes that these should be closely monitored and recognised as a specific risk moving forwards.

10.5 The CCGs are working with Baker Tilly to clarify outstanding details and the final report will be submitted to Collaboration Board: Shared Services in November.

10.6 The risk and issue log is attached to this paper as ‘Appendix 1’.

Next Steps

11.1 There are some outstanding transition activities:

Estates: Complete staff relocations with the building work at MBR and Harrow, along

with the relocations at Ealing and Hillingdon;

Performance Management: Establish a performance management framework for the

Collaboration Board Shared Services Committee;

London Ambulance Service (LAS): Stakeholder assessment of requirements for LAS

Commissioning Support. Interim arrangements are in currently in place following the

resignation of the Director of LAS/ 111 to ensure continuity of services;

Organisational Development: The OD plan is moving to the next stage of implementation

with the engagement of CCGs into the working group to ensure a local focus while

maintaining the consistent elements required across the eight CCGs;

Contract management: Complete handover;

Interims: Achieve the target reduction and transform the way in which interims are

managed across NWL CCGs;

Policy alignment: As required by service line leads.

11.2 In addition, the following activities will continue in parallel with the programme of work outlined above. It should be noted that these are not part of the transition programme:

Contracting round 15/16;

Move of Hillingdon and Ealing CCGs to their new locations.

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1-3 4-6 8-12 15-25

Appendix 1: Outstanding Risks and Issues RISK = Likelihood x Impact Risk Impact Owner Likelihood Impact Risk Mitigating Activity Contingency Activity

Risk that financial pressures caused by the proposed structures and related transition costs will prevent the CCGs from meeting their management allowance for the transition year of 2014/15, and/or CCGs fail to achieve the management saving and keep within the allowance for 2015/16.

Cost to cover this shortfall would have to be generated from other budgets.

Jonathan Wise/ Clare Parker

4 4 16 Action plan in place to address financial pressures by: a) service line leads to manage interim spend for remainder of 14/15 within budget b) roll off consultancy spend c) review other cost pressures and ensure no new commitments are entered into.

Cost to cover shortfall may need to be generated from other budgets if financial action plan does not mitigate this risk.

The BAU contract management and contracting round process may be negatively impacted by the handover of contract management during October. In addition, there is a risk that contract negotiations will suffer as result of vacancies and levels of interims in contract teams.

Negative impact on 15/16 contracting round negotiations and BAU contract management process.

Andrew Burgess 3 4 12 Detailed contract handover plan developed by Interim Director of Contracts, Transition Director and CCG MDs/ COOs is in place. Targeted recruitment drive to fill vacancies and roles filled by interims with substantive staff underway.

Interim DoC and MDs/ COOS to monitor contract round progress and ensure recovery plan is in place to manage issues as required.

Risk that changes as a result of the transition and wider changes around the governance and senior management of the London Ambulance Service (LAS) may impact the performance of the LAS commissioning team.

LAS Service provision does not meet required quality standards and KPIs.

Bernard Quinn 3 4 12 Interim arrangements are in place to manage the provision of a consistent service. Stakeholder review to be undertaken to inform key future decisions.

Strategic plan to target and manage key issues to be implemented as required.

There is a risk that colleagues working across all eight CCGs do not have a clear sense of direction or clarity on how their individual objectives mesh with those of the collaborative, federation, and each individual CCG.

Colleagues across NWL CCGs lack motivation and the collaboration fails to deliver to its full potential.

Maggie Gibbs 3 3 9 A workshop will be scheduled for the end of November 2014 to provide a forum for all MD’s/COO’s to discuss and define the overall objectives of the Organisation Development strategy across NWL. The outputs of this workshop will include the shaping and delivery of objectives at an individual, CCG, collaboration/federation and collaborative level.

If outputs from the MD/COO workshop are not sufficient to shape objectives as required the OD programme scope will be reshaped in line with CCG requirements. Contingency activities could include working with Collaboration Board to shape and define the objectives as required.

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Risk Impact Owner Likelihood Impact Risk Mitigating Activity Contingency Activity

There is also a related risk that NWL CCGs cannot agree the approach and delivery of the centrally coordinated and supported Organisation Development (OD) strategy across North West London. This will impact the organisation’s ability to deliver a consistent and efficient programme of OD activity across North West London.

No centrally coordinated and supported OD programme is in place to support CCG staff and the organisations objectives.

Maggie Gibbs 3 3 9 As above: A workshop will be scheduled for the end of November 2014 to provide a forum for all MD’s/COO’s to discuss and define the overall objectives of the Organisation Development strategy across NWL.

Redefine the approach to the overall OD mandate across North West London.

There is a risk that the high number of ledger items uncovered by the internal audit of the CSU may result in NCAs being incorrectly processed.

IG guidelines would be breached and incorrect payments made.

Jonathan Wise/ Clare Parker

3 3 9 Task and Finish Group set up to look to stop payments for NCAs and improve sign off process in line with scheme of delegation requirements.

NCAs to be managed by staff who are appropriately trained and aware of the IG requirements until new process agreed and in place.

Risk that high number of vacancies and roles covered by interims may cause issues to continuity of service provision and budget requirements.

Cost to cover interims may have to be generated from other budgets. Interims may resign from their post at short notice.

Maggie Gibbs 3 3 9 Recruitment plan in place to replace interims and vacant roles with substantive staff as soon as possible.

All service leads to produce interim roll off and management plan to ensure that interim expenditure is kept within required budgets.

The remuneration arrangements for transferred staff are managed by Brent remuneration committee. There is a risk that CCGs may have varying issues.

The key issues for all CCGs are not addressed, or individual CCGs are dissatisfied with the decisions made by the remuneration committee.

Maggie Gibbs 3 3 9 The HR Director acts across the eight CCGs and is responsible for ensuring that the needs for all CCGs are met.

A dispute process is in place which can be used if required. This should only be followed as a last resort.

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Risk Impact Owner Likelihood Impact Risk Mitigating Activity Contingency Activity

Risk that sufficient support is not in place for staff who have changed roles

Staff may not be able to perform to the required standard in their roles.

Bernard Quinn 2 3 6 Professional development plans and training programs to be put in place and communicated to staff as part of OD plan.

Additional skill and training requirements to be added to training plan when identified.

Risk that there may not be sufficient engagement, communication and commitment around the proposed BI solutions

This could result in a delay to the final decision and level of acceptance of the BI solution.

Alastair Gilchrist 2 3 6 BI proposals, justifications and resources required to continue to be clearly and regularly communicated with MDs/COOs, chairs and governing bodies.

Communications and workshops for Chairs and Governing Bodies to be provided on an ad hoc basis to build commitment around proposed solutions.

Risks that all estate moves may not complete within the required timelines.

Teams will not sit together which may impact the delivery of business as usual and team morale.

Bernard Quinn 2 3 6 All moves to be managed by the estates project manager to ensure business as usual is maintained and disruption minimised.

Catch up plan to be developed as required.

Risk that the new model for service provision does not yield an increase in performance over that delivered by CSU.

- No improvement in service provided - Undermining of rationale for undertaking the project

Bernard Quinn 1 5 5 Workshops run to ensure that CSU best practice is captured and issues addressed within the new service model. This, incorporated with the sound rationale of the transition is expected to ensure that quality of service provision within the new model delivers an improvement in performance. Performance management structure under development to ensure transparency of service performance.

A service improvement plan will be developed and actioned if services are not delivered to the required standard.

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2. HR update

Author: David Melville, HR Consultant (deputising for Maggie Gibbs)

1. Purpose

1.1 To provide an update on HR activities relating to the CSU shutdown, including outcomes, feedback from all staff event and next steps, including recruitment activities and organisational development planning.

2. Background

2.1 The consultation closed on 5 September and this was followed by a ‘matching’ day on 10 September involving HR, unions and senior management from across the 8 CCGs in order to discuss and decide outcomes for staff. The outcome of this process was 129 staff defined as ‘slot-ins’, 71 as ‘lift and shift’, 25 as ‘matches’ and 13 as ‘competitive’ slot-ins. Five formal appeals were raised. Of these, only one is outstanding. Two people are on pay protection and there have been six redundancies.

2.2 Updated structures were issued to MDs and COOs for review and outcome letters issued to

staff confirming new roles where appropriate. The priority areas of activity for the HR team following this point were initiating recruitment activity (to fill substantive and temporary vacancies), preparation and delivery of the ‘launch’ event (in conjunction with the communications team), and development and delivery of the Organisational Development (OD) plan to drive activity for the collaboration.

3. Resourcing and recruitment

3.1 There are currently 104 positions which have been identified as being vacant following the conclusion of transition activity.

3.2 Of this 104, approximately 34 are covered by interim staff, with the remainder being unfilled.

The plan to fill these roles is as follows: - The full list of remaining vacancies was sent to Directors w/c 13 October for review and

action planning - Roles advertised internally and on NHS Jobs on the basis of priority - Interviews and appointments will continue throughout November and December - Updates will be provided weekly by the resourcing team on number of vacancies and

temporary staff. 3.3 There are a further 34 ‘project’ roles not represented in the final organisational structures

which are staffed by temporary staff. We are in the process of identifying end-dates for these roles.

3.4 An executive search is underway for the CWHHE CCGs Accountable Officer Role. The key steps

in this process are: - Job is currently live on NHS Jobs, Harvey Nash micro-site and HSJ online - Advertised in HSJ print on 24 October - Closing date for the role is 13 November, which will be followed by shortlisting and

interviews.

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4. Launch event

4.1 A launch event took place on 9 October to formally mark the launch of the new ways of working for staff across the CCGs. The event combined a mix of short presentations and table discussions, followed by an informal social with drinks and nibbles.

4.2 Staff were asked to identify priorities for action for the organisation and the following

themes were identified:

Clarity of Strategic Objectives – Staff highlighted importance of understanding the structure of the organisation, the contracting and commissioning processes and aims, understanding how strategic objectives translate into individual objectives and further insight of the QIPP and CQUINS agenda

Vision and values – Staff would like to see a steer of what ‘good looks like’, understanding of role model behaviour and establishing the types of behaviours required to promote culture change

Integration with wider team – Staff identified the need for integration and working together, learning from each other, joint decision making and teams having more face to face meetings

Efficiency in systems– Staff highlighted the importance of having an efficient infrastructure to deliver their objectives, using social media, being able to measure success, and using technology to improve organisational performance

Clinical Engagement – Having an understanding of objectives from GP networks, staff development for clinicians, involving patient representatives to support decision making

Staff Engagement –Delivering staff development (learning and development centres), staff surveys, social events

4.3 Detailed feedback on the event is currently being analysed and will be used to shape the

emerging Organisational Development (OD) plan and a further all-staff event scheduled for mid-December. This event will provide a follow up opportunity and act as a further temperature check to measure progress.

5. Organisational Development (OD) plan

5.1 Local teams are arranging informal CCG specific events to take place during the first week of October. These include CCG inductions, one-to-ones for new staff with line managers and MDs and COOs, together with a more formal corporate induction

5.2 HR have developed an OD strategic and operational plan and initiated an OD working group

(consisting of 8 CCG representatives) where ideas and actions are shared and approved. 5.3 We are in the process of developing a ‘Values, Vision and Behaviour’ (VVB) workshop for

MDs and COOs (in line with strategic objectives and setting individual objectives) to be delivered in October/November.

5.4 Priority areas of focus will be on the staff objective setting/appraisals and PDP process,

employee engagement sessions including staff survey, initiation of a leadership forum and designing and marketing of Learning and Development programme.

6. Next steps

6.1 Definition of HR priorities to support the new ways of working, including recruitment and

operational processes.

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3. Communications update

Author: Tom Stevenson, Director of Communications and Engagement

The core business of the central communications directorate supports wider work happening within

each CCG, across the eight through the Strategy and Transformation Team, and the other

commissioning support services.

The central team core service includes

Strategic communications and engagement advice and planning

Stakeholder management

Proactive and reactive media management

DH, MP and council briefings

Websites and corporate publications

Branding and corporate identity

Internal communications (leading NWL collaboration level and supporting CCG level)

Freedom of Information requests

Interdependencies with other teams:

Membership communications is led locally within each CCG

Internal communications at individual CCG level is led locally

Human Resources lead on Organisational Development

Strategy and Transformation have dedicated communications and engagement resources

Priorities for next six months

Establishing the team and building links across CCG communications and engagement roles

Establishing a proactive and effective service for all CCGs and across the NWL collaboration

as a whole

Developing 2015/16 communications strategies for each of the eight CCGs

Working with S&T and local CCGs on the core reconfiguration and service improvement

programmes e.g. Ealing Maternity, Central Middlesex Hospital future.

Planning a winter pressures publicity campaign

Re-purposing the CSU intranet for use across all 8 CCG staff groups to provide a central

system for collaboration and communication.

Updating FOI policies, processes and publication schemes for all 8 CCGs

Key risk - Recruitment

Following transition the central comms team (including FOI) has a significant number of vacancies.

We are currently recruiting to 4 of 9 roles. Work is also underway with Strategy and Transformation

to scope requirements for additional interim resources to support the local implementation of

Shaping a Healthier Future and other S&T programmes.

Adverts for permanent positions are live; interviews due in early November. One interim is in place

and depending on the outcome of recruitment additional interims may be needed for short term

cover.

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4. Contracting & Performance

Author: Andrew Burgess, Interim Director of Contracts & Performance

(A) Contracting

(i) The new structures are now fully operational. With a number of the team moving to a

contracting role with a different provider, the various handovers have been phased to

complete by the end of October. A control schedule providing oversight is reviewed at

the weekly Contract Steering group.

(ii) Recruitment is now underway to fill the 19 current substantive vacancies in the provider

management structure. Of these, 11 roles are currently being simultaneously advertised

both internally and externally on NHS jobs, 2 roles are being advertised internally only

for an initial period and 3 are currently being held (pending various decisions regarding

team structures).

Executive search organisations are being briefed regarding the remaining 3 (two band 9

and the VSM) roles.

Several of the candidates who responded to the generic HSJ advert have been

shortlisted and are scheduled for interviews in the week commencing 20th October.

In the meantime, a number of interim candidates not currently working with NWL are

actively being interviewed and considered for various vacant roles, in conjunction with a

review of the capability of currently utilised interims.

(iii) In conjunction with the eight Managing Directors / Chief Operating Officers, the Director

of Contracting and Performance will undertake 121 reviews and oversee the formulation

or refreshing of individual personal development plans during the remainder of October

and November.

(iv) Tangible progress has been made with regard to both the key unsigned 2014-15

contracts (Ealing Hospital Trust / Ealing Integrated Care Organisation and Central North

West London Trust (Mental health), plus the ten outstanding 2014-15 out of area

contracts and final contract sign off for all the above contracts is targeted for the end of

October.

(v) A Task & Finish group focussing upon central contracts has been established with the

following three key objectives;

Standardisation of the contract issue criteria (and linkages to the use of

purchase orders), contract issue process and schedules used, contract

management process outputs required of providers and the format that

information required in, plus our internal reporting, validation, approval and

escalation processes, in order to fully satisfy and adhere to the scheme of

delegation requirements

Clear process mapping of the above

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Increased assurance regarding validation / payment and quality reporting

Proposals are being formulated and will be presented to the next CCG contracting

workshop (held on 4th November) for discussion and then to the contract steering group

for approval.

(vi) 2014-15 first quarter financial closedowns are currently being progressed for all

contracts and the claims and challenges first quarter outputs are being reviewed for

completeness and scope, with consideration of opportunities to improve the process

and overall outcome for the remainder of 2014-15 and for incorporation into the 2015-

16 contract round.

(vii) The London Ambulance Service commissioning structure and governance is currently

being reviewed and an interim solution has been proposed, in advance of an overall

strategic review led by Bernard Quinn which will conclude before the end of November.

(viii) To ensure that the “Duty of Candour” requirements are receiving full focus, contract

leads are ensuring coverage at each November Clinical Quality Group meeting with a

request for a position statement from providers and on-going “Duty of Candour”

arrangements thereafter are being clarified.

(ix) Two very productive contracting workshops involving Managing Directors / Chief

Operating Officers and key commissioning staff were held during September and

workshops focussing upon amongst other aspects, central contracts (scheduled for 4th

November) plus the various CCG Performance functions are planned to take place within

the next month.

(B) Procurement

(i) The handover between South of England Procurement Services (SOEPS) and Shared

Business Services (SBS) was successfully completed, with SBS commencing provision of

both clinical and non-clinical procurement services on 1st October, six weeks after having

been deemed to be the preferred provider following the market engagement exercise.

(ii) A monthly procurement steering group has been established, with representation from

each CCG, plus CWHHE & BHH and the representatives from the SBS clinical and non-

clinical procurement teams, which will meet for the first time on 6th November. The

steering group will enable any issues to be raised and will also track usage amongst CCGs

/ CWHHE / BHH within the base contract for £500k, and consider any potential need for

usage of the additionally negotiated rates with SBS for additional resource / additional

non-core services, should this be required. Any such proposals will then be made to the

CWHHE / BHH CFO’s

(iii) Following the prioritised clinical procurement exercise with each CCG for live and

imminently commencing clinical procurements, SBS now have and are progressing a

prioritised clinical procurement work plan. The plan included the 111 re-procurement,

for which a detailed revised critical path is currently being produced and project

management resource is being sought.

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(C) Risk Register - key risk and summary of key mitigating actions

Key Risk/Issue Mitigating Action

1. 19 vacancies, with a consequent significant reliance upon interims and resultant cost pressure plus continuity issue

Substantive recruitment plans summarised in point A (ii) of Transition update

2. Change of personnel for majority of provider contracts, plus a number of either merged hospital contracts or contracts requiring full commissioning alignment, in anticipation of a merger, for previously separate lead commissioned contracts.

Handover process being managed via Contracts Steering Group as per point A (i) of Transition update

121’s arranged with all contract leads during next few weeks.

Planning meetings, for alignment of commissioning approach to; - West Middlesex University Hospital Trust /

Chelsea & Westminster Hospital Trust - North West London Hospitals Trust and Ealing

Hospital Trust / Ealing Integrated Care Organisation

taking place during weeks commencing 6th and 13th October.

3. Central contracts – Current ways of working processes do not currently result in effective management of the allocated contract portfolio.

Task and Finish Group key objectives and timelines summarised in point (v) above.

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5. Business intelligence and informatics update

Author: Amanda Lucas, BI Implementation Project Manager (deputising for Alastair Gilchrist)

The BI programme has been divided in the main 7 work streams that are being delivered jointly by SE CSU, Hitachi, KPMG and NWL CCGs.

NWL Interim Portal & Reporting – this focuses on the delivery by end of Nov initial set of reports and self-service functionality to NWL CCGs utilising a SharePoint portal.

Business Components – this work streams focuses on the development and delivery of 25 functional components that will become the core of the new platform.

Data Programme – focus here is on acquisition of all the data flows required by the users of the platform. The scope covers also introduction of data standards across SECSU and NWL, data quality standards and introduction of master data management.

Business & Customer Engagement – this work stream aim is to ensure right level of engagement across CSU and CCGs.

Education & Training – This is to provide a comprehensive training to end users of the system and an online self- learning solution.

Networks and Infrastructure – work stream focuses on networks and infrastructure aspect of the programme. This covers network connectivity, security, user authentication, software and hardware provisioning and configuration etc.

Service Delivery – This work stream covers the way service is going to be delivered and supported after each part of functionality has been moved to production environment. This covers aspect such as help desk, security and system patches, backups, disaster recovery etc.

The business modules have been divided in 3 main groups reflecting the delivery timescales and complexity of delivery for each of the modules:

First group includes; DSCRO, Pseudonymisation, Metadata ETL, Logging Framework, Job Console, Data Warehouse self-service presentation layer, Claims, KPIs, BI Portal v2.0. This batch of functionality is currently scheduled to be developed and delivered by end of Dec 2014.

Second group includes: Master Patient Index, SLAM Platform, Acute Non SUS platform, Financial Information Tool, GPRS, NHS 111, Urgent Care, and Reporting Marts. This functionality is scheduled to be delivered between Jan and Feb 2015.

Third group includes: Hosted Data Marts, Contract Monitoring, Contract Modelling, HRG Grouping, ICP (Whole System Integration), Risk Stratification.

Key points for the Collaboration Board to note:

NWL Interim Portal & Reporting - to be available to NWL CCGs as a pilot by the end of November 2014 (we have identified 5 or so users per CCG). Initial reports will be based upon SUS PbR data. Roll out to all CCGs will follow in 2015.

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Kicking off work on the claims management process – being led by Kay Shaikh, AD BI, with input from contract and finance experts across the CCGs, aim to deliver in December 2014. This presents an opportunity to simply existing claims and challenge processes across contract and finance management.

Kicking off work on the KPI module (built using Unify 2 as primary data source) – to be led by Edmund Nkrumah, Performance Manager, with input from performance leads from the collaborative functions.

SE CSU is preparing a data map that sets out when key data sources will be available in the data warehouse – including the SLAM data. We have reinforced the importance of the SLAM data to support effective commissioning in NWL and are investigating option of using an interim solution to deliver SLAM to NWL CCGs via the BI Portal.

Work on contract monitoring is to commence shortly – NWL lead is to be identified. Given the complexity of these business rules, and the imminent start of the contacting round that will preoccupy staff who will need to be involved in the design and build of this module, delivery is estimated for April 2015.

We have established a fortnightly Reporting Group attended by representatives from across the 8 NWL CCG – this has generally been well attended and positive feedback received.

Engagement planning is progressing well and continues across the NWL CCGs as follows: