Agenda Item 15 Enclosure CKWCB/12/120
Calderdale, Kirklees and Wakefield (CKW) and Airedale, Bradford and Leeds (ABL) Cluster Boards
Title of Report:
Commissioning Support Services â€“ Transition Highlight Report
FOI Exemption Category: Open
Report Author and Job Title: Executive Summary:
Alison Hughes, Managing Director, West Yorkshire Commissioning Support Services (WYCSS)
Rachel Spilsbury, WYCSS Project Manager
This report provides an update on progress and next steps for the development of West Yorkshire Commissioning Support Services. Key areas of progress include: Alison Hughes, Managing Director is now in post (from 1st April 2012) A further event with the CCG Reference Group took place on the 28th March. This provided the opportunity for CCG chairs and other senior leaders to engage and meet with Alison Hughes. The Outline Business Plan was submitted on 30th March 2012 for Checkpoint 2 of the assurance process The leadership team for WYCSS attended the Checkpoint 2 panel assessment with the Business Development Unit (BDU) on 24th April. Formal feedback is expected towards the end of May 2012. The interim senior structure for WYCSS has been shared with staff for consultation with comments due by Friday 4th May. Assignment of staff to these senior roles is expected to be complete by the end of May2012. Two large scale staff engagement events are planned for the 21st and 28th May 2012. This will provide staff with an
opportunity to provide a better understanding of the vision for WYCSS and contribute their skills and ideas to support the development of the new organisation. Draft terms of reference and a scheme of delegation for WYCSS have been developed. Key next steps include: Agreeing draft SLAs with CCGs Complete the assignment of staff to senior interim roles Design new organisation Continue to build on the customer engagement with CCGs in West Yorkshire Continue to build staff engagement Establish formal programme management arrangements for developing WYCSS Develop the Full Business Plan for submission in August 2012 Finance/Resource Implications:
A budget will need to be established for the development of WYCSS in 2012/13 with contributions from both clusters. An annual budget for the year 2013/14 will need to be prepared and approved.
This paper links to item 4.2 of the Calderdale, Kirklees and Wakefield Board Assurance Framework.
Effective commissioning support will assist in delivering health outcomes for local populations.
The establishment of WYCSS will be carried out in line with national HR policy and local people transition policies.
Outcome of Equality Impact Assessment:
No issues identified.
See paper for establishment of the Joint Committee for WYCSS.
It is recommended that the Cluster Boards: i) note the recent progress for the development of WYCSS; and ii) support the next steps including the establishment of a set up budget for the WYCSS.
Purpose of Report This report provides an update on progress and identifies next steps for the development of West Yorkshire Commissioning Support Services (WYCSS).
Background The establishment of the West Yorkshire Commissioning Support Services (WYCSS) is a key component of the development of the new commissioning landscape. WYCSS will be a commercially successful business and will support its core customers, the CCGs in West Yorkshire, with the provision of high quality commissioning and business support services. The vision for WYCSS is that: ‘With an agile and talented workforce we will be commercially successful by creating choices for our customers, delivering outstanding solutions, and by always having their interests at the heart of our business.’
Detail Key areas of progress in the establishment of WYCSS are as follows: 3.1 Managing Director Alison Hughes, Managing Director is now in post (from 1st April 2012). Alison has been instrumental in leading the development of the Outline Business Plan and has already engaged with many of the CCG leaders and other stakeholders. 3.2 CCG Engagement A further event with the CCG Reference Group took place on the 28 th March. This provided the opportunity for CCG chairs and other senior leaders to engage and meet with Alison Hughes. It provided an opportunity for Alison to share her vision for WYCSS and to further understand the wants and needs of the CCGs in West Yorkshire. 3.3 The Assurance Process The assurance process comprises the following key milestones: Checkpoint 1: Prospectus Checkpoint 2: Outline Business Plan Checkpoint 3: Full Business Plan
December 2011 – already complete March 2012 August 2012.
The assurance process will focus on the following four domains: Leadership Customer Focus Business Delivery
Checkpoint 2 Outline Business Plan The development of the Outline Business Plan (OBP) is a key element of the requirement for Checkpoint 2 of the assurance process. The Outline Business Plan was submitted on 30th March 2012 to the Business Development Unit (BDU) who will assess it on behalf of the NHS Commissioning Board to determine the viability of the WYCSS to progress to Checkpoint 3. Checkpoint 2 of the assurance process focuses on Leadership, Customer Focus and Business focus, with Delivery being assessed as part of Checkpoint 3.
Panel Assessment The leadership team for WYCSS attended the Checkpoint 2 panel assessment with the Business Development Unit (BDU) on 24th April. Formal feedback is expected towards the end of May 2012. The panel assessment on the 24th April 2012 was attended by Alison Hughes (Managing Director), Ann Ballarini, Matt Neligan and Jonathan Molyneux, as the leadership team for developing the WYCSS. This provided an opportunity for the BDU to interview the leadership team focusing on key aspects of the Outline Business Plan and areas for development. Informally there is a sense that the panel went well and a positive outcome is expected. Formal feedback will be received by the end of May 2012 to confirm whether WYCSS can proceed to Checkpoint 3. 3.3 Interim Senior Structure for WYCSS The draft interim senior structure for WYCSS has been shared with staff for consultation with comments due by Friday 4th May. Assignment of staff to these senior roles is expected to be complete by the end of May. The interim senior structure comprises three roles heading up the three divisions for WYCSS. Once assignments to the three senior roles is complete, the draft structure for the tiers below these roles will be developed with a view to assignments for all staff being complete no later than October 2012. The draft interim structure is shown below.
Alison Hughes Managing Director
Operations Divisional Lead Commissioning Support:
• Health Needs Assessment
• Business Intelligence • Service Redesign • Procurement and
Business Services Divisional Lead Business Support:
• • • • •
Management (incl. Contract Management) Management
• Continuing Care • Clinical Quality • Programme Management
Finance Workforce and OD Governance Risk Management Complaints and Patient Experience
• Legal Services • Equality and Diversity
• Information and Technology Services
Commercial Divisional Lead
development, brand management and marketing management Customer relationship manma manage management
Clinical Advice Unit
• Clinical advice re business development, contracts, regulation
• Strategy and
• Strategy and innovation unit
and engagement (“comms.org” #1)
Continuity and Emergency Preparedness Estates
3.4 Staff Engagement A traditional e-staff briefing has been established, and social media sites such as twitter and facebook will also be used to ensure that staff have a range of accessible options. Two large scale staff engagement events are planned for the 21st and 28th May 2012. This will provide staff with an opportunity to gain a better understanding of the vision for WYCSS and contribute their skills and ideas to support the development of the new organisation. These events are being planned as „Open Space‟ events to maximise the use of innovative techniques for engaging staff. These events are being supported by an external company commissioned through the monies made available via the SHA. 3.5 Governance Draft terms of reference and a scheme of delegation for WYCSS have been developed. This will support WYCSS to operate as an „arms length‟ organisation during the transition year of 2012/13 in preparation for hosting by the NHSCBA from April 2013 onwards. A key purpose of the committee will be the oversight of the set up phase of WYCSS so that we are in a position to operate in shadow form from October 2012.
3.6 Financial arrangements The two clusters (ABL and CKW) will contribute to the set up of WYCSS. Costs are currently related to staff engagement, design of the organisation, the development of staff and the use of external consultancy resource to bring up to date commercial thinking to the WYCSS.
Next Steps WYCSS will require significant organisation development effort and resources to enable its establishment as a commercially successful organisation. Key priorities are as follows: 4.1 To agree with the CCGs draft SLAâ€&#x;s for 2013/14 in order to understand a) the income stream upon which the business will be based and b) the order book of services that the CSS will need to provide. 4.2 Complete the assignment to the senior interim roles for WYCSS 4.3 Design and build the new divisional structure based on the order book and understand estate requirements 4.4 Continue to build staff engagement to support the effective establishment of WYCSS and assign staff to posts within the new organisation 4.5 Continue to build on customer engagement with CCGs to ensure that the WYCSS is responsive to the needs of its core customer base 4.6 Programme Management Arrangements â€“ to establish formal programme management arrangements for the development of WYCSS 4.7 Develop the Full Business Plan for submission in August 2012 for Checkpoint 3 of the assurance process.
Recommendations It is recommended the Cluster Board: i) note the recent progress for the development of WYCSS; and ii) support the next steps including the establishment of a setup budget for developing WYCSS.