Lancashire North CCG

CSU Contracting and Quality Teams

Work plan 14/15

Monitor, CQC, NHSE, NTDA etc: national

contract, e-contract, tariff and planning guidance. National

training and contract support.

Spec. comm.

LCSU: peer and professional support, shared learning resources, staff management, HR and finance systems, organisational resilience, common processes and work instructions,

collaborative forum/reporting, economies of scale, Investors in Excellence (IIE) internal/external audit and assurance.

LNCCG: commission-ing support, contracting,

quality, finance and commission-ing risks and strategies. Better care together.

Clinical engagement and patient

involvement.

GOVERNANCE

• G1. Pull together learning from 14/15 contract round. IIE.

• G2. Establish team risk register.

• G3. Set up folders/repository.

• G4. Process development work and work instructions. IIE.

• G5. Processes for collaborative contracts. IIE.

• G6. Contract governance matrix. IIE.

• G7. Development of local audit programme. IIE.

• G8. Impact of Francis review.

CONTRACTS

• M1. New LoA and ICI for 14/15

• M2. Contract management plans for 14/15. IIE.

• M3. Establish contract outcome reporting and Operations and Quality Group. IIE.

• M4. Develop sanctions monitoring for 14/15.

• M5. Small provider quality assurance. IIE.

• M6. ISMH extensions.

• M7. Contract planning 15/16.

• M8. Non contracted activity.

TEAM

• T1. Increase in capacity through band 4 reconfiguration and reduction of band 7 hours. IIE.

• T2. Peer learning network for senior contracting staff. IIE.

• T3. Contract portfolio changes including urgent care portfolio.

• T4. Structured staff development for junior contracting/quality staff. IIE.

DEVELOPMENT

• D1. Enhanced services.

• D2. Procurement programme.

• D3. Contract/procurement workshops for Providers/Commissioners. IIE.

• D4. Commissioner Requested Services.

• D5. Explore tariff modelling, innovative contracting models and risk sharing agreements.

• D6. Unpicking Garstang Practices community service provision.

• D7. 7 day staffing.

THE WORKPLANSUMMARYFOR EACHDOMAIN

CSU CONTRACTS

TEAMPLAN ON A PAGE 14/15

EXTERNAL FORCES

ACTING ON THE

FUNCTIONTHE SYSTEM – FOUR DOMAINS

SEE DETAILED PLANS ON PAGES 3-6

LNCCG/LCSU Contracts Team 2014/15 Workplan: V1..2 David McBride 2014-05-19, links to IIE quads of aims are denoted by IIE. Each objective in the work plan has a goal reference e.g. G1.

CONTRACT GOVERNANCE WORKPLAN 14/15

•G1. Pull together learning from contract round 14/15. DMc

•G2. Development of risk register for contracting function. DMc to finalise and PS to take over.

•G3. Set up consistent and simplified contracting folders for 14/15. LA

•G4. In conjunction with other localities, develop CSU wide standard operating processes and work instructions for contracting and quality. All

•G5. Development of collaborative agreements linked to Lancashire Contracts Consortium and new sanctions guidance. Development of internal processes for managing collaborative contracts. DMc

•G6. Risk stratification project identifies the financial, quality and reputational risks by contract. DMc

•G6. The contract governance matrix sets the service level for each type of contract led or associated to by the CCG. It allocates contract management, quality and administrative resources appropriate to the level of risk. DMc

•G7. Development of local audit programme to provide assurance about the consistent delivery of key processes and contract management plans. PS

•G8. Development of action plan to ensure that the outputs from the Francis review area embedded within smaller contracts using non-standard contract forms. DMc

CONTRACT MANAGEMENT WORKPLAN 14/15

•Most contract management activities are ‘business as usual’ as denoted by the white lettering on the left hand side.

•M1. Develop new Letter of Agreement (LoA) and Initial Contract Information (ICI) for 14/15 consistent with new quality requirements in standard contract. DMc/VJ

•M2. Develop an annual contract management plan for each contract for 14/15, using this as an opportunity to provide momentum, focus efforts, create conversations with commissioners and extend/update the current contract repository. PS

•M3. Establishment of new Operations and Quality group with CSU and CCG representation as key link between CSU/CCG functions and to ensure reporting through to Governing Body sub-committees. DMc/DK

•M3. Establish contract outcome reporting to summarise contract activity/outcomes/risks and facilitate reporting through to Finance & Performance and Quality Improvement sub-committees. DMc/DK

•M4. Develop sanctions monitoring systems for 14/15. DMc/DK/CS

•M5. Enhancing small provider quality assurance in 14/15 through use of contract monitoring tool and escalation through to contract leads. DMc/DK/CS

•M6. ISMH extensions for 14/15. Hub/JB.

•M7. Planning for the contract negotiations round 15/16. All

•M8. Identify non contracted activity that should be contracted e.g. Alpha Hospitals. LA.

TEAM DEVELOPMENT WORKPLAN 14/15

•Items shown in white on the left are ‘business as usual’ whereas black items denote additional development in 14/15.

•T1. Increase team capacity through the reconfiguration of administrative resources, development of a band 4 contract administrator, funded by a reduction in band 7 quality hours. DMc

•T2. Development of a CSU peer learning network for senior contracting staff to share best practice and develop specialist contracting skills. Not started. DMc in conjunction with hub and peer CSU staff.

•T3. Reallocation of contract portfolios following the reduction in team capacity previously provided by the CCG. Changes including the development of an urgent care portfolio to deepen domain expertise and new arrangements for collaborative contracts. DMc/All

•T4. Development of structured staff training programmes for junior contracting and quality staff. DMc in conjunction with hub and peer CSU staff. Inclusion of staff in a pilot local approach to Investors in Excellence. DMc

CONTRACT DEVELOPMENT WORKPLAN 14/15

•D1. Development of 14/15 enhanced services monitoring/coding systems for general practice. This will become ‘business as usual’ and is the reason this shows in white lettering. DK/CS

•D2. Planning for Better Care Together commissioning intentions. All

•D2. Management of extensive procurement programme and development of supporting systems. PS

•D3. Facilitation of contract/procurement workshops for Providers and Commissioners of services. PS

•D4. Working to develop Commissioner Requested Services with CCG team. DMc

•D5. Explore tariff modelling, innovative contracting models and risk sharing agreements. DMc

•D6. Unpicking Garstang Practices community service provision. PS

•D7. Working through the implications of seven day working and safe staffing levels. DMc/PS

G6. DAVID – Contract Governance Matrix:

Develop a standard offer for each contract based upon

risk.

M8. LAURA – Non contracted activity: Identify

spend which should be managed through formal

contracts.

M2. JEN/PAUL – CONTRACT REPOSITORY: Refresh

contract repository and create contract

management plans. Develop processes for dynamic

updating.

M2. JEN – CHC/ISMH contracts: 14/15 Update for

LNCCG contracts managed by the hub.

M2. JEN – LNCCG Hosted Contracts Review: Update LNCCG hosted contracts following contract round.

LNCCG/LCSUDeveloping the Contract Repository:

Explaining how projects in the 2014/15 work plan are linked with each other

M2. LAURA – Review of LNCCG Collaborative

Contracts: Update LNCCG collaborative contracts

following contract round.

G3. DAVID – CSU Repository: Work with CSU colleagues to develop and agree central repository

requirements.

M2. PAUL – Contract Management Plans: Use the contract repository to

feed one page contract level management plans, linked

with contract & commissioning leads.

G6. DAVID – Contract Risk Stratification: Assess and grade contractual risks for LNCCG contract portfolio.

Dashed line shows that information collected in contract management

plans feeds new information into the contract repository.

G7. PAUL – Audit & Assurance: Develop an

audit programme to assure key contract processes and

contract management plans.

KEY: Red lines indicate outputs from the contract repository, whereas black lines indicate inputs to contract repository. The blue boxes are from the contract management work plan and the red boxes are from the contract governance work plan. Alpha numeric reference relates to work plan items.

M3. DAVID x 2 – Operations and Quality Group: Develop new joint CSU/CCG meeting to provide contract/quality

oversight of contract repository and link to key

CCG meetings.

M3. DAVID x 2 + CHRIS –Contract Reporting:

Develop reporting system from contract repository to

update the Operations & Quality Group on a monthly

basis.

G3. LAURA – CSU Files & Folders: Develop standard

contract management folders for 14/15 complete

with instructions.

LNCCG/LCSU Contracts Team 2014/15 Workplan: V1..2 David McBride 2014-05-19

Purpose

To work in partnership with LNCCG and LCSU to develop a reliable governance systems and processes to help the contracting function deliver consistent, high quality services to LNCCG. To ensure that the contracting function operates resilient, efficient, evidence based processes that are consistent with other Lancashire CCGs enabling flexibility in delivery.

Stakeholder Benefits

Members of staff/CSU Organisation

Customers

PartnersPublic & Patients

Knowledgeable staff supported by effective processes and governance structures.

Increased transparency, improved contract assurance and risk management, supports local decision making about contracting, builds confidence in CSU products, better use of resources and better understanding of the contracting function. Increased resilience through standardised Lancashire processes.

Build trust, increase business opportunities.Improved accountability, assurance.

Ref Priority Deliverables Date

LN1.1

LN1.2

LN1.3

LN1.4

LN1.5

LN1.6

High

High

Medium

High

Medium

Low

+Agree governance processes and service offer for each level of risk. G6.+Develop standard operating procedures across LCSU. G4.+Extend the use of collaborative arrangements including more proactive use of the Lancashire Contracts Consortium. G5.+Develop contract management plans for 14/15. M2.+Develop improved quality monitoring systems for small providers. M5.+Develop audit process to provide assurance over contract management plans and key processes. G7.

Jun 14

Jun 14

Jun 14

Jun 14

Jul 14

Sep 14

Ref Measures of Success KPI

1

2

3

CCG scoring of contract management function to be the key measure of success. Baseline score of 6 established in Jan 2014. Target score of 8 by Sep 2014.

Staff surveys, appraisals and 1:1s will provide formal opportunities to check progress against this aim. Specific questions about clarity of expectations, collaborative commissioning and standard operating procedures should be included in discussions with staff. This should be reviewed by the end of Sep 2014.

Enhanced perceptions of service from collaborative commissioners although this is difficult to measure objectively. To be discussed through Lancashire Contracts Consortium.

IiE LNCCG Contracting Process – Quad of Aims

This ‘process’ quad of aims identifies the key objectives listed in the contract team work plan which are most likely to improve customer perceptions. The alpha-numeric references relate to the work plan itself.

Purpose

To work in partnership with LNCCG to develop a locality based team that delivers consistent, high quality contract management services to LNCCG. To ensure that the team is resilient, efficient, knowledgeable , supported and highly motivated.

Stakeholder Benefits

Members of staff/CSU Organisation

Customers

PartnersPublic & Patients

Well trained, confident staff who feel supported intheir work and who work in a systematic and structured work environment.

Increased confidence in contracting staff allocated to LNCCG. Builds confidence in other CSU products.

Builds trust and confidence in abilities, potentially enhancing reputation and developing business opportunities for CSU.

Ref Priority Deliverables Date

LN2.1

LN2.2

LN2.3

LN2.4

LN2.5

LN2.6

High

High

High

High

Medium

Medium

+Review learning from contract round to inform 2015/16. G1.+Review individual contract portfolios and align with commissioning responsibilities as far as possible. T3.+Establish Contracts and Quality Group. M3.+Recruit band 4 contract support administrator and backfill band 3 administrative post to ensure adequate contracting capacity. T1.+Develop peer learning network for senior contracting staff and NVQ programme for junior staff. T2/T4.+Build procurement capability and expertise within the combined LNCCCG/SLCSU embedded team. D3.

Jun 14

Jun 14

Jun 14

Jul 14

Sep 14

Sep 14

Ref Measures of Success KPI

1

2

CCG scoring of the contract management function is the key measure of success. Baseline score of 6 established in Dec 2013/Jan 2014. Target score of 8 by Sep 2014.

Staff surveys, appraisals and 1:1s will provide formal opportunities to check progress against this aim. Specific questions about procurement expertise, team capacity and team effectiveness should be included in discussions with staff. This should be reviewed by the end of Sep 2014.

IiE LNCCG Contracting People – Quad of Aims

This ‘people’ quad of aims identifies the key objectives listed in the contract team work plan which are most likely to improve customer perceptions. The alpha-numeric references relate to the work plan itself.