Strategic Risks- think about this
first
• External
– We face a decade of public sector cuts
– Boards may start to disengage with NSS
– Government decides policy & strategy for most of
our services.
• Internal
– Do we have strategies for robust internal services
– Do we struggle to demonstrate value for money
– Are our internal services efficient
– Significant financial gap by 2013
Weathering the Storm..
Financial Management
Enhance Customer Focus
Fully Engage Staff
Corporate Responsibility...
• Also known as:
–
–
–
–
–
Corporate Social Responsibility
Corporate Citizenship
Responsible Business
Corporate Social Performance
Sustainable Responsible Business
“Corporate Self Regulation”
Values & Behaviours...
Respect and Care
Openness
Integrity
Commitment to each Other
Customer Focus
Working Together
Excel & Improve
National Strategic
Objectives
National
Outcomes
Quality
Ambitions
Wealthier &
Fairer
Tackled
Significant
Inequalities
Smarter
Best Start for
Children
Improved life chances for
children, young people and
families at risk
Mutually beneficial partnerships between patients, their
families and those delivering healthcare services which
respect individual needs and values and which
demonstrate compassion, continuity, clear
communication and shared decision-making.
NSS Vision
Healthier
Safer & Stronger
Healthier
Lives
There will be no avoidable injury or harm to
people from healthcare they receive, and an
appropriate, clean and safe environment will be
provided for the delivery of healthcare services
at all times.
Greener
Environment
Impact
Public Services
The most appropriate treatments,
interventions, support and services will be
provided at the right time to everyone who
will benefit, and wasteful or harmful
variation will be eradicated.
Integral to a world-leading Health Service
7 Strategic
Enhancement
Themes
Strengthening Partnership working
Increase our efficiency
Quality & Innovation
Improving customer services
Enhance our leadership capability
Modernise our working practices
Develop our people
NSS Values
Respect and Care
NSS
Strategic
Objectives
A (40%)
Improve service delivery
B (20%)
Enhance customer and partner
engagement
C (20%)
Build organisational capability
D (20%)
Develop and support staff
NSS
Outcomes
Financial Impact
Health impact
Customer satisfaction
Deep partnerships
Public Understanding
Productivity/ efficiencies
Joining up
Resilience
Appropriately Trained
Living our values and behaviours
Well informed & involved
Safe Working Environment
KPIs
LDP Targets Delivered
Cost
Safe
Effective
Efficient
Equitable
Timely
SGHD & Boards Annual Review
% of business with public
involvement
No of Volunteers
No of FOI requests
No of Complaints Received
Person-centred
CRE savings
Workforce Plan
Overhead as a % of cost
Spend v budget
CSG Delivery
Energy Based Carbon Emissions
BC Incidents
Funds allocated for training
Training Days
% staff with a PDP
Staff Action Plan
Sickness Absence
RIDDOR
% new starts inducted
Publication of staff updates
Excel and Improve
Customer Focus
Clinical Governance
Integrity
Openness
Corporate Governance
Committed to Each Other
Staff Governance
Version 11.0 as at 8 Feb 2011
STANDARD Section 1 Patient Focus
Standard Statement
Care and services are provided in partnership with
patients, treating individuals with dignity and respect, and are
responsive to age, disability, gender, race, religion or belief,
sexual orientation, and transgender status.
Participation Standard
Self-Assessment Framework
2010-2011
NHS National Services Scotland
STANDARD Section 2 Involving people in service
planning, improvement and change
Standard Statement
There is supported and effective involvement of people
in service planning and improvement.
STANDARD Section 3 Corporate Governance of
Participation
Standard Statement
Robust corporate governance arrangements are in place
for involving people, founded on mutuality, equality, diversity
and human rights principles
Therefore Collectively...
• Accept Accountability
• Responsibility for Joining Up
• Responsibility for Performance
• Ensuring Sustainability
EMT Sept 2010
Advisory
Assurance
Governance
Accountability
Proposed Way Forward…
OHSAC
Environmental Leads
Group
EMT
Corporate
Responsibility
Information
Management Group
Workforce &
Employment Policy
Group
Board Engagement &
Involving People
Group
Equality &
Diversity
Forum
Innovative Approaches…
Step change - Not incremental
Knowledge sharing - Unfiltered
Risk taking – Trying new things
Vision (Outcome 2015 and beyond)
Involvement and engagement is central to all service planning and
delivery
Or
Involvement and engagement is central to all we do
Process Outcomes
2011/12 – Identify current status and understand gaps and setting
goals and objectives
2012/12 – Embedding revised systems and processes, sharing best
practice
2013/14 – Involvement and engagement is evident in service planning
and development
Actions 2011/12
Identify current status and flag gaps
Reflections…