Transformation launch event HSCP Transformation Programme Launch - - PowerPoint PPT Presentation

Transformation launch event

HSCP Transformation Programme Launch

Judith Proctor Background and Transformation Journey 09:15 – 09:25 Tony Duncan Jess Brown Our Strategic Direction Transformation Programme 09:25 – 09:40 09:40 – 09:45 Rachael Docking Rachael Docking What do we mean by Transformation? BREAKOUT EXERCISE 1 & Feedback Comfort break 09:45 – 09:50 09:50 – 10:10 10:10 – 10:20 Hazel Stewart Hazel Stewart / Martin Macaulay Martin Macaulay Ross / Gosia / Rhiannon / Sophie Rachel King / Sharon Wiener- Ogilvie BREAKOUT EXERCISE 2 & Feedback Transformation Team & Programme Management Office Being a Senior Responsible Owner Ongoing communication and wider engagement Transformational Redesign Unit at the ihub – Offers and Asks Q & A 10:20 – 10:40 10:40 – 10:50 10:50 – 10:55 10:55 – 11:10 11:10 – 12:10 12:10 – 12:15

Our Transformation Journey

• We face a number of significant challenges and we

know that we cannot continue to do things the way that we always have

• Our Strategic Plan provides us with a new strategic

direction and we have clear leadership support from the IJB

• We are investing in an ambitious change

programme to tackle the systemic challenges and deliver sustained change

• We want to involve all of our staff and partners in

co-designing and delivering true transformation

We’re changing

• ur DNA

❑ we aspire to support people to develop their full potential and enrich their lives ❑ we connect to our people, our partners and our communities ❑ we are expert listeners ❑ we free and empower our colleagues to be the best they can be ❑ we have a clear Partnership identity that embodies our values and includes our partners in all sectors.

Our Strategic ic Dir irectio ion

Tony Duncan

EIJB Strategic Framework

The Strategic Context is challenging

• Regional, national and international strategic pressures – global trends
• Changing demographics leading to increased demand on HSC
• Inequalities and lifestyle choices leading to multi-morbidity and increased demand on

HSC

• Continued squeeze on budgets
• Climate change and pressure on natural resource
• Managing public expectations
• Changing cultures

In Edinburgh we must innovate, evolve rapidly and aim to be at the forefront of change and a recognised leader in HSC transformation

EIJB Strategic Framework

4 Key Elements:

Edinburgh (health and social care) Pact: Must be realistic and transparent Requires broad engagement and support of partners Explicit statement …. a Modern ‘Contract’ Home First: Shift balance of care and funds from acute to community Change in culture and points of ownership 3 Conversations Approach: Innovation sites – grows and spreads bottom up ‘mini revolution’ over 2-3 years+ Must scale up through Phase 2 Transformation: Ambitious 2 year transformation programme Designed to turbo-boost strategic plan Needs broad stakeholder engagement and buy in To deliver lasting and sustainable change

EIJ IJB Strategic Plan 2019 2019 - 2022 2022

• Sequence activity:
• Launch transformation programme
• Plan out milestones and credible delivery timelines
• Identify and deliver ‘quick wins’
• Build momentum through Transformation:
• HQ to Localities and beyond….. strategy into action
• Communications – own the ‘narrative’ – buy in
• Engagement – co-production – influence
• Identify obstacles to progress and work round
• Higher level visibility and key leader engagement
• Optimise EIJB and supporting committees
• Optimise EHSCP structure

Phase 1 (>31 Mar 20):

Prepare, launch and begin implementation IAW Strategic Plan…. ON TRACK!

Phase 2 (>31 Mar 22):

continue implementation through transformation and business as usual. Prepare the ground for next planning cycle.

Operationalising Strategic Plan

Transformation Programme

Conversation 1: Listen and Connect SRO: Tom Cowan PM: Rachael Docking Conversation 2: Work intensively with people in crisis SRO: Jacqui MacRae PM: Hazel Stewart Prevention SRO: Angela Lindsay Front Door Access SRO: David White Community Frailty Service SRO: Katie McWilliam Technology Enabled Care SRO: Mike Massaro-Mallinson Three Conversations SRO: Nikki Conway Home First SRO: Fiona Wilson Crisis Intervention Models, including Adult Support and Protection SRO: Colin Beck Conversation 3: Build a Good Life SRO: Tony Duncan PM: Hazel Stewart Home Based Care SRO: Alana Nabulsi Bed Based Care SRO: Bruce Dickie Transitions SRO: Mark Grierson The Edinburgh Pact SRO: Linda Irvine-Fitzpatrick Conversation 4: Cross-cutting enablers SRO: Moira Pringle; PM: Rachael Docking Workforce and Cultural Development SRO: Billie Flynn Digital Strategy for Business SRO: Sheena Muir Community Equipment Model SRO: Deborah Mackle Future Focused Infrastructure SRO: TBC

Transformation Programme structure

Strategic Planning Group EHSCP Transformation Portfolio Board Programme 4: Cross-cutting Enablers Conversation 3: Build a Good Life Conversation 2:

Work Intensively with People in Crisis

Conversation 1: Listen & Connect Programme Management Office Executive Management Team Edinburgh Integration Joint Board

Controls Support Reporting

Primary Care Improvement Plan Board

Transformation Programme Team

Jessica Brown Transformation Team Leader Hazel Stewart Programme Manager Rachel Docking Programme Manager Rhiannon Virgo Project Manager Gosia Szymczak Project Manager Ross Chmiel Project Manager Sophie Milner Project Manager Jenny McCann Programme Manager Martin Macaulay PMO Manager

Introduction to the Transformation Team

transformation: to completely change the appearance or character of something, especially so that it is better; to completely change in appearance or character

“Transformation isn't a future event, it's a present day

• activity. ”

BREAKOUT EXERCISE - 1

GROUP WORK

After transformation what will your programme/project look like? Describe the difference you want to see.

Comfort break

BREAKOUT EXERCISE - 2

GROUP WORK

Previous learning: what’s worked and hasn’t worked?

Transformation Team: What can we bring?

Additional capacity Support to help define:

• where we are going
• how to get there
• programme progress

Collaboration & sharing best practice across the programme

Transformation Team: What are we doing?

• Finding our way

around & getting to know you (and us!)

• Supporting projects
• Building capability to

embed a programme framework

Creatin ing Programme Management Offi fice (P (PMO) Capacit ity

• Developing core set of project

documentation

• Focusing on what matters for

successful delivery

• Establish reporting

mechanisms to track progress

• Support programme team

Senior Responsible Owner

Establish and chair project board

Ensure preparation of coherent project plans Ensure regular progress reporting Develop the business case Establish the project team

Senior Responsible Officer: Key Responsibilities

Deliv livery ry Proje ject Management Busin iness Case Desig sign Le Leadership ip St Stakehold lder Management Ris isks & Iss Issues Governance Ch Change Management Guid idance & Su Support

Sen enior Responsible Offi ficer

Communication and wid ider engagement

• What information matters

to your teams?

• What are best ways to

share information?

• Tips for more effective

collaboration?

What is currently working well? [Gosia] Where are the gaps / barriers in communication? [Ross] Suggestions/ ideas to improve communication? [Sophie]

Transformational Redesign Unit at the ihub

Offers and Asks