Wigan Borough Clinical Commissioning Group

Organisational
Development Plan
2012 – 2016

Healthy People, Healthy Place.

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Healthy People, Healthy Place.

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Contents
Foreword by Clinical Chair of Wigan CCG 4
Executive Summary 5
1. Introduction 6
2. Background 7
3. Clinical Commissioning Priorities 9
4. Organisational Development 10
5. Our Priorities and Challenges 12
6. Structure, Operating Model and Core Functions 19
NHS Wigan Borough Clinical Commissioning Group OD Implementation Plan 22

Organisational Development Plan 2012-2016

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Foreword by Clinical Chair of Wigan CCG
I am delighted to endorse the Organisational
Development Strategy for Wigan’s Clinical
Commissioning Group which provides us with a
framework for becoming a fully established
Clinical Commissioning Group in April 2013 and
will ultimately deliver the CCG’s shared Vision of
‘delivering excellent health outcomes for the
people of Wigan, maintaining clinical excellence
and value for money’.
Achievement of our Vision will only be realised if
we work together as an integrated partnership
to deliver on the priorities contained within our
Integrated Plan 2012 - 2016. The Strategy is
underpinned by our Values, which describe the
way we need to behave in order to deliver our
priorities.
The new commissioning model will mean lots of
changes to the way we currently work. We will
need to adopt a more collaborative approach
and ensure that all GP practices are better
connected into our business planning and
decision making processes.
Healthy People, Healthy Place.
The Governing Body and myself are also
committed to modelling the leadership
behaviours needed during the transition and as
we develop as a new organisation. We are also
committed to ensuring our workforce both
corporately and at a locality level within GP
practices receive the level of support needed to
make the changes required happen successfully.
We are on a journey and transformation will not
happen overnight but I am confident that
successful implementation of the actions
contained within this strategy, together with
effective communication, engagement and
planning will help us create the organisation
and culture needed to achieve our Vision.
Dr Tim Dalton
Chair of NHS Wigan Borough Clinical
Commissioning Group

Executive Summary
The implementation of Equity and Excellence:
Liberating the NHS, marks a significant change
in the way clinical commissioning will be
undertaken in the future and fundamental
reform for the NHS. The transition towards the
implementation of a Clinical Commissioning
Group (CCG) within Wigan presents the NHS in
Wigan with significant challenges but also with
some important opportunities to refocus health
care and to address the considerable health
challenges we face as a result of our
demography, geography and industrial legacy.
Wigan is fortunate as it has an excellent
platform on which to build clinical
commissioning and that it also has well
developed relationships within the borough that
enable us to take forward this challenge.
Our Organisational Development Plan for 2012
to 2016 has been produced to help us to enable
Wigan Borough CCG to achieve full
authorisation and in doing so deliver upon our
vision, values, aims, objectives and strategic
priorities in addition to meeting the NHS
Outcomes Framework.
Organisational Development Plan 2012-2016
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This plan has been developed within the current
political, economic, sociological, technical,
legislative and environmental climate and
represents actions identified by internal analysis,
engagement with our key partners and the
public and feedback from external reviews. The
Plan needs to be implemented in unison with
the actions contained in other key strategies
including our integrated business and
commissioning plans, constitution and
governance framework, financial plans and
communication and engagement strategy.
As we move towards authorisation we hope to
gain improved understanding and intelligence
of what is necessary to deliver our strategic
priorities. We are committed to continual
improvement, to the development of our
capacity and capability as a CCG and we will
continually revisit and refresh the plan to
reflect this.
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1. Introduction
1.1 The Government’s White Paper Equity
and Excellence
Liberating the NHS sets out its strategy for the
NHS. Its intention is to create an NHS which is
much more responsive to patients, and achieves
better outcomes, with increased autonomy and
clear accountability at every level. One of the
actions contained within the strategy sets out
its intended arrangement for GP’s to develop
CCG’s to commission health services,
1.2 The proposals for GP commissioning mark
a fundamental break with the past. Most
commissioning decisions will now be made by
CCG’s of GP members, free from top-down
managerial control and supported and held to
account for the outcomes they achieve by the
NHS Commissioning Board. This will push
decision-making much closer to patients and
local communities and ensure that
commissioners are accountable to them. It will
ensure that commissioning decisions are
underpinned by clinical insight and knowledge
of local healthcare needs. It will enable CCG’s to
work closely with secondary care, other health
and care professionals and with community
partners to design joined-up services that make
sense to patients and the public.
1.3 Some of the main issues that could
potentially impact on our transformation
include:
National
• The need to meet statutory and mandated
requirements and duties of Public Bodies in
general and CCG’s in particular.
Healthy People, Healthy Place.
• Requirement to ensure running costs within
£25 per head.
• Nationally mandated “buy” expectations.
Local
• The shape of the local constitution and the
election / assessment processes for local
clinicians shaped by the members.
• Availability of suitable managers and
clinicians to lead the system and operate
processes.
• The need to work on a locality basis across a
very non-uniform Borough and population of
320,000 people.
• Potential loss of critical talent or teams,
capability, experience and knowledge as a
result of the transition.
• Negative staff reactions including lack of buy-
in to the shared vision, values and priorities.
• Lost productivity, work disruption and human
error as a result of anxiety, stress and poor
staff morale during a period of
unprecedented change.
• Potential disruption to services to patients,
process risks and business continuity,
organisational-wide communication.
• Increased workloads for employees, too many
people for too few roles, redesigned roles
and responsibilities and changing work
standards and practices.
However, the CCG believes that implementation
of the actions in this strategy will help to
mitigate the above risks.

2. Background
2.1 Vision
NHS Wigan Borough Clinical Commissioning
Group (WBCCG), will ensure the delivery of
excellent health outcomes for the population it
serves in the borough of Wigan, maintaining
clinical excellence and value for money.
2.2 Mission
This will be achieved through effective
commissioning; achieving the maximum
improvements possible in the health of patients
served by its member GP practices and of all
Wigan Borough residents; maintaining excellent
clinical performance; delivering value for money
and providing clinical leadership and member
engagement.
WBCCG will, to underpin the improvement of
health outcomes and the quality of care,
promote continuous quality improvement, good
governance, financial stability and proper
stewardship of public resources in pursuance of
its goals and in meeting its statutory duties.
2.3 Aims
The aims which will inform the operational
development of WBCCG are:
• WBCCG is focussed on improving health
outcomes for both the patients of WBCCG
member Practices and all of the people living
in Wigan Borough.
• WBCCG is committed to the function of the
localities and will maintain and develop the
bottom up approach to commissioning
through its localities.
• WBCCG is committed to building and
Organisational Development Plan 2012-2016
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nurturing a strong partnership across the
local health and social care system with a
commitment to working with other health
commissioners.
• WBCCG will also be equally committed to
building and nurturing a strong partnership
directly with the patients of its member
practices and with the people living in Wigan
Borough and their advocates.
• WBCCG is committed to further developing
integrated commissioning and service
provision.
• WBCCG is committed to delivering a
balanced and sustainable budget.
• WBCCG will be responsive, flexible and
adaptable to the changing national and local
agenda.
2.4 Values
The values outlined within the NHS Constitution
have been considered and integrated within the
values of WBCCG. These have been further
developed to reflect our emerging
organisational culture and our relationships with
patients, their representatives, our members and
with the organisations we work with. However,
it is recognised that further work needs to be
undertaken to finalise these values and
supporting behaviours and embed them across
the CCG partnership and to support our move
towards a culture of continuous engagement
and improvement and it is one of our
Organisational Development priorities.
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2.4.1 Our values are:-
Good corporate governance - WBCCG is
committed to ensuring that it is effective at
understanding the business, can articulate
and oversee the delivery of a strong strategic
vision, deliver an improved patient experience
and is able to demonstrate robust financial
control.
Respect and dignity - We value each person as
an individual, respect their aspirations, and
seek to understand their priorities, needs,
abilities and limits. We take what others have
to say seriously. We are honest about our
point of view and what we can and cannot
do.
Commitment to quality of care - We earn the
trust placed in us by insisting on quality and
striving to get the basics right every time:
safety, confidentiality, professional and
managerial integrity, accountability,
dependable service and good
communication. We welcome feedback, learn
from our mistakes and build on our
successes.
Compassion - We respond with humanity and
kindness to each person and give comfort
and relieve suffering. We find time for those
we serve and work alongside. We do not wait
to be asked.
Improving lives - We strive to improve health
and well being and people’s experiences of
the NHS. We value excellence and
professionalism wherever we find it.
Healthy People, Healthy Place.
Working together for patients - We put patients
first in everything we do, by reaching out to
all. We put the needs of patients and
communities before organisational
boundaries.
Everyone counts - We use our resources for the
benefit of the whole community, and make
sure nobody is excluded or left behind. We
accept that some people need more help,
that difficult decisions have to be taken. We
recognise that we all have a part to play in
making ourselves and our communities
healthier. We recognise that there are health
inequalities and will work towards creating
health equality.
Wide Clinical Engagement - We believe that all
clinicians have a part to play in the design
and delivery of health services. We will ensure
that the experience and knowledge of all
clinicians, and best evidence, is used to drive
our organisation and decision making.
Led by front line healthcare professionals -
We will use the experience and knowledge
of GP’s and other primary care professionals
to ensure that the values of the consulting
room are embedded within the leadership
and operation of the CCG.
Services close to patients - Patients want services
as close to home as possible. We will listen
to patients and strive to commission more
community / primary care focused services.
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3. Clinical Commissioning Priorities

3.1 Our six high impact delivery priorities have business model and priorities and are outlined
been identified through the development of our in our WBCCG commissioning plan 2012-2013.

To reduce the % of the WBCCGs population drinking at increasing

Alcohol
and higher risk levels.
The rate of diagnosis will increase. LOS in acute and specialist
Dementia mental health in patient settings will reduce. Prescription of low
dose anti-psychotic medication will reduce.

Years 2014 to 2017:-15% reduction in secondary fractures in the

WBCCG population aged > 40 years. Annual 1% reduction in hip
Falls and Fractures
fractures. Annual decrease in number of re-attendances at A&E as a
result of a fall.

Reduced numbers of patients with multiple long term conditions.

Reduced demand on GP appointments. Reduced demand on
Long Term Conditions
outpatient services. Reduced attendances at A&E for exacerbation
of symptoms.

Increased uptake of services achievement of 5% weight loss targets

Obesity post intervention and maintained in the long term. Increased physical
activity levels post intervention and maintained in the long term.
CVD mortality for under 75s will reduce. Admissions for CVD-related
CVD
diagnoses will reduce.

3.2 Each priority has a comprehensive delivery priorities. They also outline challenges, risks and
plan, which sets out how the priorities link in opportunities for each delivery area. Our
with CCG strategic priorities and outlines the key Organisational Development Plan will support
delivery programmes needed to achieve these the delivery of these priorities.

Organisational Development Plan 2012-2016

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4. Organisational Development
Organisational Development is planned
organisation-wide intervention to ensure and
develop the people skills required to bring about
significant improvements in the organisations
effectiveness and viability in achieving its
strategic ambitions.
This is the first Organisational Development
(OD) plan produced by Wigan Borough Clinical
Commissioning Group (WBCCG). The OD plan
has been produced to help guide and shape the
CCG’s development as a new organisation. It is
one of four core documents, the others being
the Integrated Plan, the Organisational Design
paper and the Constitution. These documents
work together and set out how we will work
with our partners and key stakeholders to
deliver our Vision, Mission, Aims and Priorities,
effectively manage performance and deliver
excellence.
The OD Plan has been developed from a series
of diagnostic activities including:
• Analysis of the results of the Department of
Health ‘Diagnostic Self Assessment Tool’ for
Clinical Commissioning Groups completed by
Clinical Leads and managers from all
localities.
• Detailed work to develop a local Operating
Model, supported by Ernst & Young,
completed in June 2012. This piece of work
included a number of interviews and
workshops involving the senior CCG clinical
and managerial leaders and resulted in a
detailed understanding of the operating
model in particular the structure and staff
that might be required.
• A review of latest DH guidance on Make /
Share / Buy, the output of the Cluster / CCG
bilateral, and the North of England SHA plan
to check expectations were being reflected.
• Discussions with individual members of the
Executive Team.
• Discussions with the Chair and individual
Clinical Heads.
• Areas identified at the CCG Development
days.
• A desktop review of WBCCG strategies and
plans.
4.1 The Plan has five specific aims:
1. To ensure that Wigan Borough CCG is
authorised at the earliest suitable
opportunity.
2. To create a CCG that is capable of delivering
its strategic ambition, shared vision and
business strategy.
3. To develop the CCG to become an excellent
place to work with a high calibre workforce.
4. To determine the best mix of making, sharing
and buying its commissioning support.
5. To support the development of the CCG
as a member organisation and ensure
engagement with our locality groups and
member practices.

Healthy People, Healthy Place.


4.1.1 Our Diagnostic activities highlighted that
the CCG has made good progress in the
development of a commissioning organisation
but there is still a significant amount
of work to do. Our emerging OD plan is mindful
of the six authorisation domains and the
McKinsey 7S and Burke Litwin Organisational
Development models which have been used to
help us to develop our thinking and action plan
in a number of areas including:
• Strategy - the strategic direction we intend to
take to be effective clinical commissioners
• Structure - the shape, form, infrastructure
and governance of WBCCG now and in the
future
• Systems - the processes we have developed
to enable us to meet our strategy
• Style - how we present and engage with
others and manage key relationships
• Staff - how we lead, develop and support
CCG staff and those from the wider health
economy
• Skills - The capabilities we need to continually
develop as excellent clinical commissioners
• Shared Values - our guiding principles that
shape how we work and that underpin
everything we do
4.1.2 This has enabled us to identify any gaps
and focus in the implementation plan on those
areas of work, identified during our diagnostic
activities needed to build and maintain
organisational health, make the organisation
work effectively and deliver its priorities.
4.1.3 Clearly the plan will change and evolve as
the CCG develops and this early plan focuses on
Organisational Development Plan 2012-2016
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many of the issues any high performing
organisation needs to have in place in order to
deliver its business aims effectively. This is
particularly relevant for a CCG which is, in
effect, a new start-up organisation from the
1st April 2013 and one which needs to
demonstrate through the authorisation process
that it is fit to practice.
4.2 Our OD priorities
The CCG has developed the following seven
OD Priorities:
1. Understand the needs of our patients and
population though our locality groups and
member practices
2. Develop a shared vision, values and priorities
3. Promote a culture of continuous
improvement and engagement with
clinicians, patients and partners
4. Plan and deliver effective change
5. Develop leaders and manage our talent
6. Develop the skills and capacity of our
workforce to deliver improved health
outcomes
7. Develop a robust infrastructure for delivery
by making, buying or sharing expertise and
resources
4.2.1 The OD Plan outlines our implementation
plan; success measures and links to other relevant
strategies and plans, where appropriate. It is a
dynamic and responsive document which will be
further developed over time and amended on an
ongoing basis in light of feedback received and
the learning obtained during the CCG’s
‘Authorisation’ journey and beyond.
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5. Our priorities and challenges
5.1 Understand the needs of our patients
and population though our groups and
member practices
The Joint Strategic Needs Assessment has
provided the emerging CCG with a good
understanding of the health needs of the
population of Wigan both now and for the next
five years. Health inequalities remain an issue in
Wigan, however, the CCG is confident that the
needs of the population will be met by current
health care services and providers, both now
and during the transition from PCT to CCG. Our
clinical leads have good working relationships
with our current providers and the legacy staff
within the PCT. In addition, the CCG has an
Equality and Diversity Strategy (2012 – 2016)
which outlines the health inequalities identified
within the borough and a range of objectives
designed to reduce the inequalities identified.
5.1.1 However, we need to improve how we
consult with our stakeholders and the wider
population and improve how we and our
providers communicate at a locality level with
our groups and member practices. We have
therefore developed a Communication and
Engagement Strategy and also assessed our
current and future communications and
information capacity / capability requirements.
Consequently we have included a Head of
Communications within the organisation
structure which will compliment the strategic
support we are buying.
Healthy People, Healthy Place.
5.1.2 We also need to further develop our
partnership working with stakeholders, prioritise
our activities so that we achieve our outcomes
within the allocated budgets in order to support
the delivery of commissioning and other plans.
5.2 Develop a shared vision, values and
priorities
In order for transformational change to
effectively take place a number of things need
to happen. One of the most significant is
supporting people to adjust their beliefs, values
and assumptions so that they can demonstrate
the appropriate patterns of behaviour required
to implement the new business strategy.
This change will require significant shifts of
mindset, focus, capability and resilience – not
only among senior leaders and managers but
across the whole workforce.
5.2.1 The emerging CCG has suggested what
the future might look like and articulated its
Vision of
‘delivering excellent health outcomes for the
population it serves in the borough of Wigan,
maintaining clinical excellence and value for
money’
in the Constitution and its Business strategies.
5.2.2 This will be achieved through effective
commissioning; achieving the maximum
improvements possible in the health of patients
served by its member GP practices and of all
Wigan Borough residents; maintaining excellent
clinical performance; delivering value for money
and providing clinical leadership and member
engagement.

5.2.3 WBCCG will, to underpin the
improvement of health outcomes and the
quality of care, promote continuous quality
improvement, good governance, financial
stability and proper stewardship of public
resources in pursuance of its goals and in
meeting its statutory duties.
5.2.4 Our priorities are set out in our Business
Strategy and there is a clear link between our
vision and our strategic intentions.
5.2.5 Although good progress is being made,
the CCG recognises that work is still required
to develop the Vision, Mission and Values to
reflect the local context and people and to
communicate and embed them across the
borough and organisation. A series of
workshops are taking place within localities
involving cross sections of GP’s, elected
members, patients, managers and staff to
ensure that the Vision and Values align to the
needs of the local population and reflect the
new organisation.
5.2.6 Further work will be needed to ensure
the vision, mission and values are embedded
across the organisation as we implement our
new organisational structure. We will ensure
they are included in all our OD policies and
processes.
Organisational Development Plan 2012-2016
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5.3 Promote a culture of continuous
improvement and engagement with
clinicians, patients and partners
Culture is often defined as ‘the way we do
things around here’ and is generally made up
from shared assumptions, beliefs, values and
norms. The emerging CCG has identified that it
wants to create a culture of continuous
engagement and quality improvement, as we
believe that improvement in the quality of
clinical care contributes to improved health
outcomes.
5.3.1 To create our desired culture, the
Communications and Engagement Strategy
will support us to engage and build effective
relationships with all stakeholders including
different communities; other commissioners;
other CCG’s (within Greater Manchester and
elsewhere); the Local Authority as well as
patients; clinicians and our workforce. We want
to embed engagement processes into all of our
activities, in particular our commissioning
process. We also want to make sure that we
continuously challenge whether we are doing
the right things as well as doing things right.
5.3.2 In Wigan, we have strong working
relationships and engage well with other
CCG’s and with Wigan Council. We need to
further develop and build relationships with
neighbouring CCG’s and non-NHS providers to
explore synergies in terms of contracting, joint
service redesign and capacity sharing in order to
enhance our commissioning capacity.
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5.3.3 We also need to enhance how we
engage with different communities to ensure
that as many stakeholders as possible can
contribute to the achievement of health
outcomes for their locality.
In addition, we need to engage more CCG
members in the development of the quality
agenda and improve how we monitor quality at
a practice level. Developing systematic processes
across the CCG will also help to embed
engagement in the full commissioning process.
5.4 Plan and deliver effective change
It is well documented that many change
initiatives fail because organisations fail to plan
a change process from start to finish,
underestimate how long change will take,
ignore the ‘people’ side of change and have
poor communications. To minimise the risk of
failure within this transition, we have:
• Communicated our shared vision at a series
of locality workshops.
• Developed a Communication and
Engagement strategy.
• Produced detailed implementation plans for
each key initiative.
• Developed a roll out plan.
• Using project management to manage
progress and measure success.
5.4.1 The reshaping and redesign of the way
care is commissioned in Wigan will require
people to work in a completely different way.
It will require collaboration and engagement
with partners and stakeholders in order to
achieve financial and QIPP targets.
Healthy People, Healthy Place.
5.4.2 The period of transition from PCT to
WBCCG will also create a significant challenge
which will need to be managed effectively.
We need to implement a new organisational
structure, with individual and team roles clearly
defined; move away from traditional, vertical
leadership to a ‘distributed’ or ‘shared’
leadership approach; make changes to our
systems and processes (which will depend on
the outcomes from the make, share, buy
exercise). The decision making process also
needs to be agreed, as do levels of authority
and accountability. Effective governance
arrangements will also need to be put in place
in order to meet and exceed our statutory
responsibilities.
5.4.3 Our constitution articulates an approach
to decision making and we currently have
systems in place to monitor performance to
show us whether we are delivering. This
information is also available at a practice level.
5.4.4 There is evidence of some service
integration and systems to measure
improvements in outcomes and health
inequalities are also being developed.
5.4.5 The Governing Body has oversight of all
current activities, health outcomes and use of
resources undertaken by the emerging CCG and
the governing body is currently bringing
together the commissioning outcome domains.

5.4.6 A Clinical Governance structure has been
developed and there is a Clinical Lead for clinical
governance on the CCG Governing body.
Arrangements are in place to scrutinise public
spend, via the Local Audit Committee and the
financial plan is scrutinised by the Finance and
Performance Committee, which is chaired by a
CCG Clinical Lead. Financial performance is
monitored monthly by the Governing body.
5.4.7 The CCG is using the NHS Information
Governance toolkit to assess its capability to
meet information governance requirements and
put in place appropriate governance structures.
An action plan has been developed and its
implementation is being monitored. Staff are
completing the IGT online submission which is
due to be completed by March 2013. However,
the CCG continues to monitor scores, gather
evidence and ensure regular reports are
submitted to the Corporate Governance
Committee regarding levels of compliance.
5.4.8 The CCG has developed an agreed
organisational structure and developed
individual team roles and responsibilities.
5.4.9 Our diagnostic work has shown that
some of our current systems and processes were
not clinically focused. Work is being undertaken
to identify decision making processes between
CCG/Localities and Localities/Practices.
Organisational Development Plan 2012-2016
15
5.5 Develop leaders and manage our
talent
Having the ‘right’ kind of leadership to lead the
transition of clinical commissioning from the
PCT to the CCG is crucial. The CCG has put in
place robust processes to select members to its’
governing body and senior management team.
The Chair, Chief officer and Chief Financial
Officer have been through a rigorous
assessment and appointment process and have
been tested to ensure that they have the
required national skills, competences and
qualifications. Detailed reports on their
performance, strengths and areas for
development have been provided and have been
used to inform selection decisions and personal
development plans. All were deemed to be
‘ready now’.
5.5.1 We have evidence that our leaders are
developing formal relationships with key
stakeholders and are demonstrating a real
commitment to partnership working.
5.5.2 The CCG has identified ‘distributed’ or
‘shared leadership’ as its preferred leadership
model and approach and so, leadership of the
CCG will involve ‘multiple leaders’ who need to
interact and engage with a number of key
stakeholders within localities across the borough.
5.5.3 Developing a strong talent pipeline will
also ensure that the CCG has the leadership and
workforce flexibility and capability it needs to
progress individuals into senior posts and other
key roles, and where possible help to retain
talented people, and to ensure succession
planning.
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5.5.4 Clinical leads in Wigan have a wealth of
leadership experience. However, to strengthen
that capacity, The CCG Governing body has
commissioned an external partner to put in
place a programme that will help to:
• Clarify and embed distributed leadership and
membership accountability practices within
the CCG. This will include consideration of
different engagement options, strategies and
modes in order to develop current thinking
around the four tier model of clinical
leadership.
• Explore the relative strengths and weaknesses
of different models of communication
between locality leadership and constituent
practices.
5.5.5 The Governing body development
programme will put in place the foundations of
both practice and culture to enable the
Governing body to operate effectively and to
grow over time. We also expect that the
development programme will be supportive to
individual Governing body members and
diagnostic work will be undertaken to identify
individual development needs.
5.5.6 Current evidence suggests that clinicians
are engaging in this development activity to
strengthen their competence. We have various
clinical leads who have led commissioning
organisations in the past and over 50% of GP’s
are engaged in some form of CCG leadership
activity.

• Formalise the output of this work through a

written membership agreement or policy.
In addition, the Governing body will undertake
some Governing body development work to:
• Ensure that it is representative of its
membership and that it works in a way which
is supportive of its distributed leadership
aims.
• Support Governing body integration and
good governance practices (particularly its
ability to execute key governance policies
which are currently being worked up around
delegation and operation).
• Act as a coherent Governing body and
display the leadership competencies set out
in the NHS Commissioning Board recent
guidance.

Healthy People, Healthy Place.


5.5.7 CCG Governing body members also have
access to a range of development opportunities
provided by NHS North West Leadership
Academy. In addition, WBCCG has recently
become a member of the Healthcare Financial
Management Association’s (HFMA) new Chair &
Non Executive Director (NED) Faculty which has
recently been launched. This offers great
benefits for Chairs and Lay members in terms of
formal individual induction programmes,
training and e-learning packages covering,
finance, governance and QIPP together with
networking opportunities.
5.5.8 Our biggest leadership challenge is
closing the gap between those who
demonstrate leadership competence now and
those who do not. Another challenge will be to
continue to develop a sense of common
purpose across localities and practices.
5.5.9 In order to ensure strategic and
sustainable change the organisation needs to
develop a performance management culture.
We therefore aim to develop a co-produced
individual performance management appraisal
system which will ensure that organisational
objectives are translated into team and
individual performance objectives and priorities.
This project will be led by our staff side
representatives.
Organisational Development Plan 2012-2016
17
5.6 Develop the skills and capacity of
the workforce to deliver improved health
outcomes
5.6.1 The CCG Governing body is committed to
promoting education and training in order to
develop the skills and capacity of the workforce
to ensure the achievement of our strategic
ambitions and the delivery of improved health
outcomes.
5.6.2 There is a ‘ready made’ skill base within
Wigan which has been ‘assigned’ to the CCG.
However, the major challenge will be developing
the knowledge and skills of the ‘devolved’
workforce within localities and practices
following the potential reduction in legacy PCT
employees.
5.6.3 Several core skills have been identified as
critical for the successful transition from PCT to
WBCCG; these are strategic commissioning;
safeguarding; ability to build relationships and
engage with multiple stakeholders including
clinicians; negotiating and writing contracts and
managing supplier relationships.
5.6.4 A Joint Safeguarding Training Programme
has been developed and is contained within the
CCG’s Safeguarding Policy.
5.6.5 A comprehensive training needs analysis
needs to be undertaken across the CCG
partnership at a locality and practice level so
that knowledge and skill gaps can be identified
and a plan developed to meet needs.
18

5.6.6 Ensuring consistencies in our current

contracting services and clarifying the roles of
the CCG, localities and practices within the
contracting process will help to build
competence in the CCG’s strategic
commissioning ability.
5.6.7 Having the ability to engage with and
build relationships with different stakeholders
has been identified as a recurring theme
throughout this strategy and will be addressed
on a needs basis as a priority development
activity.
5.7 Develop a robust infrastructure for
delivery by making, buying or sharing
expertise and resources
5.7.1 The CCG has developed a detailed
document - Organisation Structure and Design,
which outlines in detail how we have organised
ourselves to deliver all our statutory duties and
the rationale for our ‘make, buy and share
decisions’.

Healthy People, Healthy Place.


6. Structure, Operating model and Core Functions
6.1.1 The CCG’s structure, operating model
and core functions are detailed in our
Organisation Structure and Design Document
which clearly articulates our Vision, values,
strategic themes, objectives, desired outcomes
and supporting programmes via our Strategy on
a Page. It also describes what we want to do
and how we want to do it and the foundations
on which the new organisation is being
developed:
• Outcome and quality focused
• Clinically led and locality driven
• Strong partnerships
• Collaboration
• Public engagement and accountability
• Financial stability
• Integrated services
6.1.2 A Clinical Chair has been selected and
appointed to lead the CCG through
authorisation and implementation of the new
organisation post April 2013. The Chair is
supported by a Governing body comprising of a
‘Designate’ Chief Officer and Chief Finance
Officer together with six GP lead representatives
from each of the localities, lay members, a
secondary care clinician and a nurse member.
GP Governing body members will chair key
committee’s such as Clinical and Corporate
Governance Committee’s, Finance and
Performance.
6.1.3 The Chair, Chief Officer and Chief Finance
Officer have successfully completed the National
Assessment Process and are deemed ready. It is
also intended to recruit five Clinical Directors
Organisational Development Plan 2012-2016
19
who will lead the major transformational work
streams and a clinical leadership model has
been developed to support this. An effective
management infrastructure has been designed
to support and facilitate the organisation to
work as a clinically led membership
organisation.
6.1.4 An accountability agreement and scheme
of delegation has been agreed with practices
and localities that outline roles, responsibilities
and expectations.
6.1.5 The CCG will need to take on their new
responsibilities as rapidly as possible, capitalise
on existing PCT expertise, skills and capability
throughout the transitional period and work
with GP practices to prepare for the new
arrangements. WBCCG is fortunate in that
significant numbers of PCT staff have continued
to work locally and to have been interim
assigned to the CCG. These staff retain
organisational memory, have well developed
relationships and insight within the local health
economy and have a track record of delivery.
6.1.6 The CCG spent a significant amount of
time working through it’s ‘make, buy or share’
decisions, internally, with the GM cluster and
with GMCSU in order to be assured of the
quality and value for money of service, that
services reflect their requirements and objectives
and are affordable within the running cost
envelope.
6.1.7 The diagram that follows represents
WBCCG’s proposed new structure.
20

Remuneration Audit
BOARD
Committee Committee

Clinical Corporate Chief Officer Service

(Accountable) Finance and
Governance Governance Delivery and Performance
Committee Committee Implementation

Clinical Clinical Clinical Executive

Director Chair Chief Clinical Executive
Executive Executive Lead Service
Quality Finance Lead Finance and
Lead Clinical Lead Corporate Delivery and
and Safety Officer Performance
Governance Governance Implementation

Clinical Clinical Clinical Clinical Clinical

Director Director Director Director Director

Wigan
Membership Commissioned
Governance Services
Locality
AL Wigan North
Membership Clinical Leadership Membership
and Engagement

Quality and Safety Strategy/Partnership Finance

Working
PF Innovation ULC
Membership Membership
Implementation

Medicines Management/ Performance

Continuing Health Care TABA
Membership

Clinical Clinical Clinical Clinical Clinical

Champion Champion Champion Champion Champion

C.S.U. Support Services

Healthy People, Healthy Place.


6.1.8 The new structure will be officially
implemented with effect from 1st April 2013 and
follows the principles of “form follows function”.
It is the CCG’s intention to ‘make’ the significant
majority of its commissioning functions, that is,
employ staff within the CCG, and utilise external
commissioning support where it provides
additionality, specialist expertise or value for
money. Full details of the rationale behind our
organisation design are included in our
Organisation Structure and Design paper,
however, the CCG believes that it has developed a
robust and logical Organisation Design that is
aligned to its Vision and Values, demonstrates
that we are a clinically led organisation,
demonstrates the capacity and capability to
deliver our statutory functions and a compelling
rationale for our Make, Buy decisions.
6.1.9 The structure has been modelled using
the Department of Health’s ‘Ready Reckoner’
tool (issued September 2010) and a number of
financial planning assumptions have been made
about the proposed operating model. These
may need to be refreshed in line with the
outcome of a number of anticipated
developments during 2012/13, including:
• Revising the financial assumptions about the
costs of commissioning services from future
commissioning support organisations.
• Potential changes arising from the ongoing
development of the NHS landscape for
example, proposed changes to primary care
commissioning.
Organisational Development Plan 2012-2016
21
• Potential changes to the way in which clinical
leadership time is remunerated and scoped.
For example, the Job Descriptions and
expectations of some Governing body
members are likely to be reviewed. The
financial implications of which are as yet
unknown.
• Feedback received from staff on the proposed
CCG structure which was subject to a period
of statutory (90 day) consultation
commencing the 1st August 2012 until 31st
October 2012.
6.1.10 The structure is considered to provide
value for money and to be affordable within the
£25 per head management allowance.
6.1.11 An SLA has been agreed with Greater
Manchester CSU and the current managers of
the procured services will meet with CSU
managers to agree the service specification, lines
of responsibility and KPIs. This will ensure that a
quality service is received by WBCCG and that
the CCG delivers its statutory responsibilities. It
is intended that the Associate Director of
Performance will be responsible for monitoring
the contract overall, with Clinical Support from
relevant Clinical Directors and other Associate
Directors.
6.1.12 The CCG will undertake a formal
procurement process for Commissioning
Support between 2013-16, however options are
limited at this time because of the immaturity of
the new CSU and their current lack of capacity
to offer services outside their current footprint.
22

NHS Wigan Borough Clinical Commissioning Group

OD Implementation Plan

Priority 1: Understand the needs of our patients and population though our locality
groups and member practices
Responsible Success will be
Key task By when Source
officer(s) when...
Assess communications PW Complete CCG • communications
and information capacity Plan (4.3) capacity / capability
/ capability and future requirements have
requirements. been assessed
• Appropriate resources
and / or SLA are in place
to meet needs / demand

Implement Objectives LA 2016 E and D • Objectives outlined in

outlined in the Equality Strategy Equality and Diverstiy
and Diversity Strategy Integrated are complete
(2012 – 2016). Plan

Implement and develop AR/TA Ongoing CCG project • Health and Wellbeing
Health and Wellbeing plan (2.1) Board established and
Board. Integrated operating effectively
plan

Develop a series of TH 30.12.12 Self • Training plan developed

prioritisation assessment to support this activity
methodologies and • The emerging CCG can
tools using resources prioritise what it needs
currently available within to achieve its outcomes
the PCT legacy and Public within the resources
Health staff. allocated
• Able to produce
practice level reports

Healthy People, Healthy Place.

 23

Priority 1: Understand the needs of our patients and population though our locality
groups and member practices
Responsible Success will be
Key task By when Source
officer(s) when...
Review existing TA/TD 31.3.13 Self • Comprehensive stock
partnership arrangements assessment take performed to
to ensure they are review see 75
providing value for arrangements
money. • Plan developed to
establish new formal
arrangements
• Positive relationships
with neighbouring
CCGs, the Health and
Wellbeing Board and
local authority are in
place.
• Proactive approach to
partnership working –
e.g. nominated lead
for each key partner
• Existing partnerships
provide value for money

Set up borough-wide GP Locality 31.3.13 Self • Clinical forums set

and provider clinical Managers assessment up in each locality
forums. • Development of a
clinical champions
network

Organisational Development Plan 2012-2016

24

Priority 1: Understand the needs of our patients and population though our locality
groups and member practices
Responsible Success will be
Key task By when Source
officer(s) when...
Organise a series of KG 31.3.13 Self • Information provided
locality workshops so that assessment at practice level
providers can showcase • Communication with
their services to members practices improved
of the CCG.
• Relationships with
practices and localities
improved

Co-produce clinically JS Ongoing Self • Outcomes framework

focused measurement assessment is developed
systems. CCG project • Quality dashboard
plan (2.4) implemented
• Inequalities dashboard
implemented
• Commissioning
dashboard implemented
• Outcomes are measured
• Systems and processes
in place for monitoring
and acting on patient
feedback/complaints

Healthy People, Healthy Place.

 25

Priority 1: Understand the needs of our patients and population though our locality
groups and member practices
Responsible Success will be
Key task By when Source
officer(s) when...
Manage contractual CH 31.3.13 Self • Maintain clinical
relationships during assessment leadership within the
transition period. contracting process
• Continuity of service
maintained
• Management
responsibility for
contractual
relationships agreed

Priority 2: Develop a shared vision, values and priorities

Responsible Success will be

Key task By when Source
officer(s) when...
Organise a series of TA Ongoing Self • Series of visioning /
workshops within assessment values workshops held
localities involving a CCG Plan • Vision, mission, values
cross sections of GP's, (1.1)(1.4) and aims are clear
elected members; Integrated and understood by all
patients, managers and plan
staff to check that the PH OD Plan • Vision, mission and
Vision and Values align values to reflect the
to the needs of the local local context and
population and reflect people
the new organisation. • Clear set of expected
behaviours to underpin
the values

Organisational Development Plan 2012-2016

26

Priority 2: Develop a shared vision, values and priorities

Responsible Success will be

Key task By when Source
officer(s) when...
Organise a series of TA Ongoing Self • Everyone understands
workshops within assessment the contribution that
localities involving a CCG Plan they have to make to
cross sections of GP's, (1.1)(1.4) achieving the Vision
elected members; Integrated and improving health
patients, managers and plan outcomes
staff to check that the PH OD Plan • The values are upheld
Vision and Values align in day to day activity
to the needs of the local and service delivery
population and reflect
the new organisation.

Develop and implement a PW/JS 31.3.13 Self • Communication

Communication Plan to assessment Strategy developed and
ensure that all channels implemented
available are used to • All members of the CCG
promote and embed are able to describe the
Vision, Mission and changes taking place
Values.

Develop and implement TA/Ernst and 31.3.13 Self • Membership

a Membership Young assessment Engagement Strategy
Engagement Strategy. developed and
implemented

Integrate the Vision, AMF/JS 31.3.13 Self • Vision, Values and

Values and Priorities into assessment Priorities are Integrated
all HR/OD policies and into all HR/OD policies
process including: and processes
• Staff appraisal
• Recruitment

Healthy People, Healthy Place.

 27

Priority 2: Develop a shared vision, values and priorities

Responsible Success will be

Key task By when Source
officer(s) when...
Hold a series of staff TA/AMF/JS 31.10.13 Self • Vision, values and
workshops to ensure assessment priorities clearly
that the Organisations, Governing understood by staff
Vision, Values and body who understand their
Priorities are embedded. Development role and where they
Sessions fit in
• Values are embedded
into day to day service
delivery
• Increased levels of
patient satisfaction with
services provided

Priority 3: Promote a culture of continuous improvement and engagement with

clinicians, patients and partners
Responsible Success will be
Key task By when Source
officer(s) when...
Develop Communications PW Complete Self • Communication and
and Engagement strategy assessment Engagement Strategy
and implementation plan. • Improvement in the
way we consult with
our stakeholders and
the wider population

Organisational Development Plan 2012-2016

28

Priority 3: Promote a culture of continuous improvement and engagement with

clinicians, patients and partners
Responsible Success will be
Key task By when Source
officer(s) when...
Develop and implement JS/CT/TA/PW Ongoing Self • Quality strategy in place
a Quality Strategy and assessment • CCG members are
embed across the CCG CCG Plan engaged in the
and within localities. (1.1) development of the
Integrated quality agenda
Plan
• Operating model and
structure with quality at
heart of supply and
demand in place
• Quality champions in
practices developed
• Appropriate governance
arrangements in place
• Quality dashboard and
information systems
developed and visible
to all

Healthy People, Healthy Place.

 29

Priority 3: Promote a culture of continuous improvement and engagement with

clinicians, patients and partners
Responsible Success will be
Key task By when Source
officer(s) when...
Develop and implement a JS/CT/TA/PW Ongoing Self • Quality issues are
Quality Strategy and assessment discussed regularly by
embed across the CCG CCG Plan CCG governing body
and within localities. (1.1) • Continuous
Integrated improvement tools
Plan and skills identified
and utilised
• Change management
skills developed
• Establish internal
quality improvement
goals for all CCG areas
• CCG is delivering
measurable outcomes in
quality and productivity
• Impact of all strategic
initiatives define quality
benefits
• Improve quality
monitoring at a
practice level
• A number of Case
Studies demonstrating
improvements in
quality and productivity
are evident

Organisational Development Plan 2012-2016

30

Priority 3: Promote a culture of continuous improvement and engagement with

clinicians, patients and partners
Responsible Success will be
Key task By when Source
officer(s) when...
Finalise the Constitution JS/Localities Ongoing Self • CCG governance meets
and develop the assessment the requirements of
accountability agreement CCG Plan legislation and takes
to define members (1.2) (4.1) account of guidance
relationships. and the model
constitution.
• CCG Constitution signed
off by member practices
• CCG operational model
articulated
• Constitution developed
to articulate the formal
relationships,
responsibilities and
accountabilities
between practices,
localities and the CCG
• Clinical engagement
strategy developed
• Formalised
arrangements with
Clinical Senates and
networks in place.
• Member practices
supportive of
arrangements

Healthy People, Healthy Place.

 31

Priority 3: Promote a culture of continuous improvement and engagement with

clinicians, patients and partners
Responsible Success will be
Key task By when Source
officer(s) when...
Finalise the Constitution JS/Localities Complete Self • Member practices are
and develop the assessment involved in decision-
accountability agreement CCG Plan making processes
to define members (1.2) (4.1) and there are clear
relationships. arrangements for
delegation of functions

Develop systematic TA Ongoing Self • Increased levels of

processes across the assessment engagement in
CCG to help embed commissioning process
engagement in the full
commissioning process.

Engage with different FC/PW Ongoing Self • Increased levels of

communities to ensure assessment engagement with
that as many stakeholders different communities
as possible can contribute • Number of engagement
to the achievement of initiatives/events
health outcomes for
their locality. • Improved health
outcomes

Develop relationships TA/Governing Ongoing Self • Series of facilitated

with neighbouring body/Line assessment workshops held
CCG’s (within GM and Managers • Arrangements
elsewhere) and explore formalised with other
synergies in terms of CCG’s
contracting, joint service
redesign and capacity • Protocols in place
sharing.

Organisational Development Plan 2012-2016

32

Priority 4: Plan and deliver effective change

Responsible Success will be

Key task By when Source
officer(s) when...
Develop, implement and TB/CT 31.12.12 Self • Integrated plan includes
communicate a clear and assessment an operating plan for
credible Integrated CCG plan 2012-13, draft
Business Plan. (3.1) commissioning
Integrated intentions for 2013-14
plan and a high-level
strategic plan until
2014-16

Healthy People, Healthy Place.

 33

Priority 4: Plan and deliver effective change

Responsible Success will be

Key task By when Source
officer(s) when...
Develop, implement and TB/CT 31.12.12 Self • Member practices
communicate a clear and assessment understand at least at
credible Integrated CCG plan a high level their local
Business Plan. (3.1) plan and priorities
Integrated • Member practices
plan receive timely
information to inform
their involvement in
CCG planning and
monitoring delivery
of those plans

Use NHS Information PJ 31.3.13 CCG Plan • Assessment against NHS

Governance toolkit to (4.3) Information Governance
assess capability to meet Toolkit complete
information governance • Gaps in information /
requirements and put in governance identified
place appropriate
governance structures. • Action plan developed
to address gaps
• Appropriate governance
structures and systems
are in place
• Number of staff who
have successfully
completed online IG
Toolkit

Organisational Development Plan 2012-2016

34

Priority 4: Plan and deliver effective change

Responsible Success will be

Key task By when Source
officer(s) when...
Use NHS Information PJ 31.3.13 CCG Plan • There is evidence of
Governance toolkit to (4.3) service integration and
assess capability to meet audit systems to
information governance measure improvements
requirements and put in in outcomes and
place appropriate inequalities
governance structures. • CCG reflects Nolan
principles of good
governance

Establish clear decision TA/Ernst and Complete Self • Roles and

making processes and Young assessment responsibilities of
schemes of delegation CCG Plan practices and localities
between CCG and CSS. (4.3) clarified
• Evidence of shared
decision making
• CCG and Public Sector
Governing body duties,
functions, systems and
governance understood,
including
- Risk management
- Financial Stewardship
- Decision making
- Quality Assurance
- Probity
- Legality
- Role of Corporate
Trustee

Healthy People, Healthy Place.

 35

Priority 4: Plan and deliver effective change

Responsible Success will be

Key task By when Source
officer(s) when...
Establish clear decision TA/Ernst and Complete Self • CCG and Public Sector
making processes and Young assessment Governing body duties,
schemes of delegation CCG Plan functions, systems and
between CCG and CSS. (4.3) governance understood,
including
- Revised service level
agreement in place
between CCG and CSS

Develop implementation Appropriate Ongoing Self • Key change initiatives

plans for each key leads assessment identified and relevant
change initiative. implementation plans
developed and
implemented
• CCG authorisation
achieved for 2013

Define the strategy for KA/CR 31.3.13 CCG plan • Stakeholders are clear
the Council implementing (1.3c) about the role and
public health Comms plan operation of the CCG
responsibilities and put Health and • High level strategies
arrangements in place Wellbeing and objectives agreed
specifying how public Board
health advice to CCG’s workplan/ • Objectives and
will be delivered. PH Transition measures agreed
project plan • Memorandum of
understanding is in
place

Organisational Development Plan 2012-2016

36

Priority 4: Plan and deliver effective change

Responsible Success will be

Key task By when Source
officer(s) when...
Define the strategy for KA/CR 30.9.12 CCG plan • Performance
the Council implementing (1.3c) management system
public health Comms plan implemented
responsibilities and put Health and
arrangements in place Wellbeing
specifying how public Board
health advice to CCGs workplan/
will be delivered. PH Transition
project plan

Develop programme / JS Ongoing CCG Plan • Clear governance

project management (4.2) arrangements in place
capacity and capabilities for management of key
to support the delivery of change initiatives
QIPP and other change • Key staff developed in
initiatives. programme and project
management skills

Develop clinically focused JS 31.3.13 Self • Co-production of

measurement systems. assessment clinically focused
measurement systems

Review, update and JS 31.3.13 Self • All policies reviewed

implement new assessment • Consultation with staff
organisational policies side complete
ensuring they are fit for
purpose. • New policies are
approved and
implemented

Healthy People, Healthy Place.

 37

Priority 4: Plan and deliver effective change

Responsible Success will be

Key task By when Source
officer(s) when...
Use the EDS to help JS/LA Complete CCG Plan • EDS Self assessment
attain compliance and (4.2) complete
ensure good equality • EDS Action plan in place
performance.
• Equality and diversity
Strategy in place

Promote and encourage JS Ongoing CCG Plan • Innovation Strategy /

high performance, (4.2) approach in place
innovation and creativity. • Staff suggestion
scheme in place
• Innovation Champions
in place
• Case studies / examples
of innovation are
readily available
• Reward and recognition
strategy in place
• Staff feel able to put
forward ideas and
suggestions for
improvement

Establish clear JS 31.3.13 Self • Plans reviewed and

accountabilities, systems assessment refreshed to ensure fit
and processes for: for purpose and reflect
• Business continuity changing organisational
• System escalation – landscape, roles and
communication, responsibilities
collaboration,
co-ordination

Organisational Development Plan 2012-2016

38

Priority 5: Developing leaders and managing our talent

Responsible Success will be

Key task By when Source
officer(s) when...
CCG to complete OD JS/AMF/Gover Ongoing CCG Plan • CCG has completed
diagnostic (McKinsey 7 s ning body (6.1) McKinsey 7 s and Burke
and / or Burke Litwin Litwin models OD
models) to further diagnostic self-
develop OD Strategy. assessment tool
• CCG has plans in place
informed by the
outcomes of a
diagnostic self-
assessment tool
• CCG has good
understanding of
strengths and areas
for improvement

Develop excellent staff AMF/JS/ Governing CCG Plan • Commitment to

working environment Governing body (4.2) promoting research
and culture. body/Line AMF/JS and the use of research
managers evidence
• Commitment to
promoting education
and training.
• Learning and
Development strategy
in place
• There is a culture and
a willingness to learn
at individual and
organisational level

Healthy People, Healthy Place.

 39

Priority 5: Developing leaders and managing our talent

Responsible Success will be

Key task By when Source
officer(s) when...
Develop excellent staff AMF/JS/ Governing CCG Plan • CCG recognised as a
working environment Governing body (4.2) ‘learning organisation’
and culture. body/Line AMF/JS • Innovation strategy in
managers place
• Staff engage in National
NHS staff survey
• In house staff surveys
developed
• Indicators in place to
support CCG as an
employer of choice
• Levy paid to NW
leadership academy
supports both general
and bespoke learning
opportunities
• A range of staff are
accessing education and
training opportunities

Put in place a Governing TA/Ernst and Ongoing Self • A skills audit of

body Development Young assessment Governing body
programme that will CCG PLan members undertaken
help to clarify and (6.1) • A Governing body
embed distributed distributed leadership
leadership and development
membership programme procured
accountability practices and implemented
within the CCG.

Organisational Development Plan 2012-2016

40

Priority 5: Developing leaders and managing our talent

Responsible Success will be

Key task By when Source
officer(s) when...
Put in place a Governing TA/Ernst and Ongoing Self • Succession planning
body Development Young assessment and emerging leaders
programme that will CCG PLan programme in place
help to clarify and (6.1) • Recruitment of more
embed distributed clinical leaders
leadership and
membership • Sense of common
accountability practices purpose embedded
within the CCG. • Diagnostic undertaken
• Personal development
plans are in place
• Interpersonal skills
including self awareness
and reflective practice
developed
• Leaders able to indentify
the strengths and
weaknesses of the
organisation and it’s
membership
• Members have the
ability to challenge and
influence clinical
behaviour
• Partnership working
improved

Healthy People, Healthy Place.

 41

Priority 5: Developing leaders and managing our talent

Responsible Success will be

Key task By when Source
officer(s) when...
Undertake an IM and T AMF/JS Complete Self • IM and T strategy for
needs assessment and IM and T assessment the CCG developed
ensure the agreed • Business knowledge and
development needs are reporting skills capacity
met within the IM and T developed
strategy.
• Members understand
the Performance and
Quality management
systems
Co-produce individual AMF/JS 30.6.13 Self • Performance
performance JS assessment management process
management process TU’s implemented
in collaboration with • People able to explain
staff side. how they contribute to
the achievement of
corporate priorities
• Individual performance
aligned to achievement
of organisational
priorities
• Able to identify high
performing employees

Organisational Development Plan 2012-2016

42

Priority 5: Developing leaders and managing our talent

Responsible Success will be

Key task By when Source
officer(s) when...
Co-produce individual AMF/JS 30.6.13 Self • Agreed individual
performance JS assessment objectives (Governing
management process TU’s body and staff) through
in collaboration with appraisal process,
staff side. ensuring clear line of
sight between CCG
strategic and individual
objectives

Develop a Member TA 31.3.13 Self • CCG accountability

Engagement and assessment arrangements with
Accountability PH project members clarified
Agreement. plan and • Localities take a lead in
comms plan membership
engagement
• More meaningful
engagement and
participation from
practices takes place

Develop a Talent AMF 31.12.13 Self • Performance

Management Strategy. JS assessment management process
CCG Plan used to identify talent
(6.1) • Development centre
developed
• Talent retained
• High level arrangements
for succession planning
are in place

Healthy People, Healthy Place.

 43

Priority 6: Develop the skills and capacity of the workforce to deliver

improved health outcomes
Responsible Success will be
Key task By when Source
officer(s) when...
Develop a Workforce AMF 31.12.13 Self • Workforce planning
Development Strategy. JS assessment activity undertaken
PHOD Plan • Able to respond to
recruitment, retention
and skill gaps
• CCG has appropriate
admin, commissioning
and other support
• Able to plan ahead to
minimise skill shortages

Undertake a training AMF 31.12.13 Self • Training needs analysis

needs analysis in order to JS assessment across the workforce
identify and prioritise Subject CCG Plan undertaken to identify
skills development leads/experts (4.2) (5.3) critical knowledge and
training for CCG staff. Line managers PH Transition skill gaps
project plan • Critical knowledge and
skills identified
• Evidenced-based
training plan developed
including:
- Recognising and
reporting safeguarding
issues
- Mental Capacity Act
- Information
Governance
- Strategic
commissioning;

Organisational Development Plan 2012-2016

44

Priority 6: Develop the skills and capacity of the workforce to deliver

improved health outcomes
Responsible Success will be
Key task By when Source
officer(s) when...
Undertake a training AMF 31.12.13 Self - Relationship
needs analysis in order to JS assessment management and
identify and prioritise Subject CCG Plan engagement with
skills development leads/experts (4.2) (5.3) multiple stakeholders
training for CCG staff. Line managers PH Transition including clinicians
project plan and suppliers
- negotiating and
writing contracts
- strategic planning
and decision making
- leading service
redesign and primary
care improvement
- performance
management
- data analysis and
interpretation
- financial management
- equality and diversity
- change management
- leadership
• Multi-agency training
undertaken
• Development
opportunities linked to
achievement of
corporate priorities
• Workforce has the
essential skills and
knowledge needed to
undertake new roles

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Priority 6: Develop the skills and capacity of the workforce to deliver

improved health outcomes
Responsible Success will be
Key task By when Source
officer(s) when...
Undertake a training AMF 31.12.13 Self • Staff have personal
needs analysis in order to JS assessment development plans
identify and prioritise Subject CCG Plan • Managers are able to
skills development leads/experts (4.2) (5.3) re-design services
training for CCG staff. Line managers PH Transition Staff are trained in
project plan recognising and
reporting safeguarding
issues as appropriate
• Regular monitoring and
reporting is taking place
• Number of safeguarding
related incidents is
minimal
• A range of e-learning
packages are in place
• Corporate strategy
achieved
• Budget allocated to
staff training (within
running costs)
• Patients experience
seamless services post
2013

Ensure arrangements are AMF/JS/Line 31.12.12 PH transition • Agreed CPD in place

in place for continuing managers project plan and resources agreed
professional development
and vocational training to
ensure professionals
remain fit for practice.

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Priority 6: Develop the skills and capacity of the workforce to deliver

improved health outcomes
Responsible Success will be
Key task By when Source
officer(s) when...
Ensure support for staff AMF/JS/Line 31.3.12 PHOD Plan • Employees ‘at risk’ etc
during the transition Managers Health and have access to a range
phase. Wellbeing of support during the
Including linking to action plan uncertain times
Councils‘ challenging PCT staff • Number of staff who
times / confident council survey access development
workshops offer. opportunities
• Employees have the
opportunity to update
skills or have access to a
range of career
development support

Develop an Employee PW 30.6.13 Self • Improved working

Engagement strategy. AMF assessment relationships
JS Health and • Improved employee
TU’s wellbeing engagement
action plan
PCT staff • Improved workforce
survey communication
• ‘survivors’ of change
re-engaged
Develop a Reward and AMF/JS/TU’s 31.3.14 Self • Reward and Recognition
Recognition Strategy. assessment Strategy in place
CCG Plan • Number of staff
(6.1) receiving reward /
recognition for work
undertaken
• Increase in levels of
staff satisfaction

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Priority 6: Develop the skills and capacity of the workforce to deliver

improved health outcomes
Responsible Success will be
Key task By when Source
officer(s) when...
Develop a corporate Exit AMF 30.6.13 Self • A variety of options for
Strategy which JS assessment people leaving the PCT
incorporates an effective TU’s are available
redeployment training • ‘Business as usual’ takes
programme. place during periods of
redundancy
consultation

Review and update AMF/JS 31.3.13 CCG Plan • Fit for purpose
Induction Training Induction Training
programme. Programme
• All staff have received
induction training
• Induction training
covers appropriate
training regarding
Safeguarding and
Mental Capacity Act

Induct staff into new AMF/JS 31.5.13 PH transition • CCG and PH colleagues
receiving organisations project plan who transfer into the
(LA and CCG). PH OD Plan new organisations have
had an effective
induction

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Priority 6: Develop the skills and capacity of the workforce to deliver

improved health outcomes
Responsible Success will be
Key task By when Source
officer(s) when...
Develop and implement AMF/JS 31.3.14 Self • Learning and
a Blended Learning assessment Development strategy
Strategy. in place
• Range of methods are
used to deliver training
• Increase in amount
of training done via
e-learning
• Decrease in amount of
face-to-face training

Develop and implement IR/Health and Complete Health and • Action plan developed
action plan for wellbeing Wellbeing • Accreditation of
‘achievement level’ group action plan ‘Achievement level’ of
accreditation of the charter mark obtained
Greater Manchester
‘Good Work, Good • Staff Health and
Health Charter’. Wellbeing improved
• Levels of sickness
absence reduced
• Levels of staff turnover
are stable
• Increased levels of staff
satisfaction recorded
via staff survey

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Priority 7: Develop a robust infrastructure for delivery by making, buying or sharing

expertise and resources
Responsible Success will be
Key task By when Source
officer(s) when...
Achieve authorisation for JM/Governing March CCG Plan • All milestones in project
new organisation. body 2013 (all domains) plan are achieved
• Positive feedback from
bilateral meetings
• Areas identified for
development are
incorporated into OD
plan
• New organisation
authorised and
established wef 1.4.13
Resolve decision of what Governing Complete Self • CCG operating model
to Make, Share or Buy. body assessment and Make, Share or
Buy options agreed
• ‘Make’ options satisfy
due diligence or
accreditation criteria
• CSS product and pricing
review undertaken to
ensure quality,
affordability and value
for money

Organisational Development Plan 2012-2016

50

Priority 7: Develop a robust infrastructure for delivery by making, buying or sharing

expertise and resources
Responsible Success will be
Key task By when Source
officer(s) when...
Resolve decision of what Governing Complete Self • CCG £8 p.h. ‘core make’
to Make, Share or Buy. body assessment interim structure
developed and
consulted upon
• Implementation
commenced 1st August
2012 using GM process
• Full structure reflects
the full range of MSB
decisions
• 90 day consultation on
proposed new structure
to commence on 1st
August 2012

Appoint Accountable TD/Governing Complete CCG Plan • AO /CFO approved

Officer and Chief Finance body (6.3) following national
Officer in line with assessment centre
national role outline process
and attributes and • AO and CFO appointed
competencies. to ‘designate’ roles
• Appointment process
and composition of
Governing body reflects
nationally determined
role outlines, attributes
and competencies and
draws on good practice.
• Personal development
plans in place

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Priority 7: Develop a robust infrastructure for delivery by making, buying or sharing

expertise and resources
Responsible Success will be
Key task By when Source
officer(s) when...
Appoint Chair, Lead TD/AO/ 31.3.13 CCG Plan • Clinical Director and
Doctor, Nurse and Lay Governing (1.3) (6.4) Clinical Lead roles
Members to CCG body included within
Governing Body in line structure to ensure
with national role outline strong clinical leadership
and attributes and and engagement
competencies. • Clinical Leads Nurse
and Lay members are
appointed to Governing
body
• Appointment process
and composition of
governing body reflects
nationally determined
role outlines, attributes
and competencies and
draws on good practice
• Personal development
plans in place for
members of Governing
body

Organisational Development Plan 2012-2016

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Priority 7: Develop a robust infrastructure for delivery by making, buying or sharing

expertise and resources
Responsible Success will be
Key task By when Source
officer(s) when...
Develop, communicate TA/TD/ TB/ 31.3.13 Self • Role of and relationships
and implement new AMF assessment between localities and
organisational structure JS CCG Plan practices within the
and operating model (6.1) (4.2) commissioning
ensuring in-house (5.3) (5.4) organisation and levels
capacity to deliver full (6.4) of delegated authority
range of responsibilities clarified
and manage • Team roles and
commissioning support responsibilities clarified
arrangements.
• Appropriate, revised
legacy policies
‘passported’ to the CCG
• New organisation
structure developed and
communicated
• Appropriate systems
and clear lines of
accountability for
safeguarding are in
place
• Commissioning
procurement plans
developed
• Procurement processes
comply with
procurement rules
• Services commissioned
• Staff development
needs identified

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Priority 7: Develop a robust infrastructure for delivery by making, buying or sharing

expertise and resources
Responsible Success will be
Key task By when Source
officer(s) when...
Develop, communicate TA/TD/ TB/ 31.3.13 Self • Staff training and
and implement new AMF assessment development plan
organisational structure JS CCG Plan in place
and operating model (6.1) (4.2) • Sufficient in-house
ensuring in-house (5.3) (5.4) capacity in place to
capacity to deliver full (6.4) manage commissioning
range of responsibilities of support
and manage arrangements
commissioning support
arrangements. • Plans for procurement
of commissioning
support services in place
• Successful procurement
process undertaken
• Support services are
commissioned
Develop job descriptions AMF 31.12.12 Self • Relevant job
and person specifications JS assessment descriptions/person
for roles within new Line managers CCG plan specifications developed
organisational structures, (6.1) • Individual roles defined
consult with staff and PHOD Plan
TU’s and recruit to roles • All staff have up top
in new structures. date Job description.

Organisational Development Plan 2012-2016

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Priority 7: Develop a robust infrastructure for delivery by making, buying or sharing

expertise and resources
Responsible Success will be
Key task By when Source
officer(s) when...
Develop Financial MT Complete Integrated • Financial Strategy
Strategy, aligned to Plan in place
strategic priorities and • Resources are allocated
commissioning aligned to strategic
intentions. priorities and
commissioning
intentions

Review contract and MT/JS 31.3.13 Integrated • Performance

performance plan management
management framework in place
arrangements and • Robust performance
develop a performance monitoring
management framework arrangements in place
which ensures integrated
performance
management across
activity, quality and
finance.

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Organisational Development Plan 2012-2016