Agenda - GOV.UK

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Health and Social Care Information Centre Board

Agenda: Part 1 (Public Session)

27 January 2016 – 12:30 to 14:30

Venue: (Nightingale Suite) 110 Rochester Row, Victoria, London, SW1P 1JP

Ref No Agenda Item Time Presented By HSCIC 16 06 01

Chair’s Introduction and Apologies (oral)

12:30 – 12:35

Chair

HSCIC 16 06 02 Declaration of Interests and minutes

12:34 – 12:45

(a) Register of Interests (paper) – for information (b) Minutes of Board Meeting on 25 November 2015

(paper) – to ratify (c) Matters Arising (oral) – for comment (d) Progress on Action Points (paper) – for information

Chair

HSCIC 16 06 03 Business and Performance Reporting

12:45 – 13:30

(a) Board Performance Pack (paper) – for information

(b) Business Plan and Budget 2015-16 Report (paper) – for information

(c) Comprehensive Spending Review (CSR) and Corporate Business Plan 2016-17 Progress Update (paper) – for information

(d) Data Release Review: Audit Status Update (paper) – for information

(e) Staff Survey Results (paper) – for information

(f) Staff Personal Development Review (PDR) Report (paper) – for information

CEO

Director of Finance and Corporate

Services 2 items b, c

Lead Clinician and Interim Director of Information and

Analytics (Caldicott Guardian)

Director of Human Resources and Transformation

2 items e, f

HSCIC 16 06 04 Supporting the Health and Social Care System

13:30 – 14:00

(a) Breast Implant Registry Direction (paper) – for acceptance

(b) Pulmonary Hypertension Direction (paper) – for acceptance

(c) Patient Objection Management System Direction (oral)

– for information

(d) Cancer Waiting Times Direction (paper) – for acceptance

Lead Clinician and Interim Director of Information and

Analytics (Caldicott Guardian)

3 items a, b, c

Director Of Operations and Assurance

Services

Age

nda

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HSCIC 16 06 05 Transparency and Governance

14:00 – 14:25

(a) Committee Reports: i. Assurance and Risk Committee: 13 January 2016

(oral) ii. Information Assurance and Cyber Security

Committee: 13 January 2016 (oral) (b) Arrangements for the Annual Review of Board

Effectiveness (oral) – for information (c) Board Forward Business Schedule 2015-16 (paper) –

for information (d) Board Forward Business Schedule 2016-17 (paper) –

for information

Committee Chair

Committee Chair

Sir Ian Andrews, Non-Executive Director

(Senior Independent Director)

Chair

HSCIC 16 06 06 Any other Business (subject to prior agreement with Chair)

14:25 – 14:30 Chair

HSCIC 16 06 07 Background Paper(s) (for information)

(a) Forthcoming Statistical Publications (paper) – for information

(b) Programme Definitions (paper) – for reference

Date of next meeting 30 March 2016 – Southport (to include morning seminar/presentations)

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Board meeting – Public session

Title of paper: HSCIC Board Members Register of Interests

Board meeting date: 27 January 2016

Agenda item no: HSCIC 16 06 02 a

Paper presented by:

Chair

Paper prepared by:

Annabelle McGuire, Secretary to the Board

Paper approved by: (Sponsor Director) N/A

Purpose of the paper: The HSCIC is required by its Standing Orders to maintain a publically available Register of Members’ Interests.

The Register contains, as they become available, the Declarations of Interest made by Board members.

Key risks and issues:

N/A

Patient/public interest:

Corporate Governance

Transparency and Openness

Actions required by the board: For information

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HSCIC Board Register of Interests 2015-16

Name

Declared Interest

Non-Executive Directors

Kingsley Manning: Chair

Director – Newchurch Limited (non-trading since 01 June 2013)

Director – Hennig UK Limited

Trustee and Board member - Royal Philharmonic Society

Director of Spectrum (General Partner) Limited, the investment advisory board for the Rainbow Seed Fund, which is an investment fund, funded by a number of the research councils.

Sir Ian Andrews: Non-Executive Director Senior Independent Director

Director of IMA Partners Ltd (formerly known as Abis Partnership Ltd) provision of legal and management consultancy services to government, academia (KCL1) and Transparency International UK

Consultancy advice to DH on aspects of governance of NHS Transformation, renegotiation of Connecting for Health contracts with CSC2, and oversight of Fujitsu Arbitration process

Other Offices:

Conservator of Wimbledon and Putney Commons

Trustee Chatham Historic Dockyard

Member of UK Defence Academy Academic Advisory Board

Dr Sarah Blackburn: Non-Executive Director

Director - The Wayside Network Limited

Director - IIA3 Inc

Independent member of the Management Board, RICS4

Non-Executive Partner, The Green Practice, Bristol

Employment (other than with the HSCIC): The Wayside Network Limited

Other Offices:

Audit Committee member, RAC Pension Fund Trustee

Contracts held in last 2 years: The Wayside Network Limited has:

a contract to supply GP and primary care nursing services to Avon and Wiltshire NHS Partnership

a zero hours contract with the Chartered Institute of Internal Auditors

1 King's College London

2 Computer Sciences Corporation

3 The Institute of Internal Auditors

4 Royal Institution of Chartered Surveyors

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Name

Declared Interest

Shareholdings:

50% of The Wayside Network Limited

Sir John Chisholm: Non-Executive Director

Executive Chair – Genomics England Ltd.

Chair – Nesta (the charity)

Director – Historic Grand Prix Cars Association Ltd.

Professor Maria Goddard: Non-Executive Director

Member of Board of Directors for the York Health Economics Consortium at the University of York.

Professor of Health Economics at the University of York and head of department/director of the Centre for Health Economics at the University of York

Sir Nick Partridge: Non-Executive Director Vice-Chair

Other Offices:

Chair - Clinical Priorities Advisory Group, NHS England

Deputy Chair - UK Clinical Research Collaboration

Deputy Chair, Sexual Health Forum, DH

Executive Directors

Andy Williams: Chief Executive Officer (CEO)

None

Rachael Allsop: Executive Director of Human Resources and Transformation

None

Rob Shaw: Executive Director of Operations and Assurance Services

None

Carl Vincent: Executive Director of Finance and Corporate Services

None

Directors

Peter Counter: Chief Technology Officer (CTO)

Director at Canary Wharf College Limited

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Name

Declared Interest

Tom Denwood: National Provider Support and Integration Director

British Computer Society (BCS) Health, Vice Chair Policy and Strategy (a voluntary role at this registered charity)

Senior Responsible Owner (SRO) for Local Service Provider (LSP) Programmes on behalf of Department of Health

James Hawkins: Director of Programme Delivery

Parent Governor at St Peters Church of England Primary School, Harrogate

Isabel Hunt: Director of Customer Relations

Trustee, Thackray Medical Museum (Leeds)

Council Member, Leeds Minster

Director - Barry Wades Estates Ltd

Professor Martin Severs: Lead Clinician and Interim Director of Information and Analytics (Caldicott Guardian)

Trustee of Dunhill Medical Trust, a research charity

Consultant Geriatrician with Portsmouth Hospitals NHS Trust

Professor of Health Care for Older People with University of Portsmouth

Other Offices:

Member of SoS5 Independent Information Governance Oversight Panel

Other relevant interests:

Medical consultant and member of the Royal College of Physicians, British Geriatrics Society and the Faculty of Public Health Medicine

Linda Whalley: Director of Policy and Strategy

None

Director of Information and Analytics

Vacancy

5 Secretary of State

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Health and Social Care Information Centre

Minutes of Board Meeting – Wednesday 25 November 2015

Part 1 - Public Session

Present:

Vice-Chair Sir Nick Partridge

Non-Executive Director Sir Ian Andrews

Non-Executive Director Sir John Chisholm

Non-Executive Director Prof. Maria Goddard

Non-Executive Director Dr Sarah Blackburn Chief Executive Officer Andy Williams Director of Operations and Assurance Services Rob Shaw Director of Human Resources and Transformation Rachael Allsop Director of Finance and Corporate Services Carl Vincent In attendance: Chief Technology Officer Peter Counter National Provider Support and Integration Director Tom Denwood Director of Programmes James Hawkins Interim Director of Information and Analytics and Lead Clinician (Caldicott Guardian)

Prof. Martin Severs

Director of Customer Relations Isabel Hunt Secretary to the Board Annabelle McGuire

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1. Chair’s Introduction and Apologies (HSCIC 15 05 01)

1.1 The Vice Chair convened a meeting of the HSCIC Board.

1.2 HSCIC Chair, Kingsley Manning, HSCIC Chair and Linda Whalley, Assistant Director for

Strategy and Policy had registered their apologies. Sir Nick Partridge, Non-Executive Director

and Vice Chair of the HSCIC chaired the Board meeting.

2. Declaration of Interests and Minutes (HSCIC 15 05 02)

2.1 (a) Register of Interests (paper): HSCIC 15 05 02 (a) The Board agreed the Register of Interests was correct.

2.2 (b) Minutes of Board meeting on 23 September 2015 (paper): HSCIC 15 05 02 (b)

The Board ratified the minutes of the meeting on 23 September 2015 as correct.

2.3

(c) Progress on action points (paper): HSCIC 15 05 02 (c) The Board noted the progress on action points resulting from the previous meeting.

2.4 (d) Matters Arising: HSCIC 15 05 02 (d): There were no matters arising discussed.

3.

Business and Performance Reporting (HSCIC 15 05 03)

3.1 (a) Board Performance Pack (paper): HSCIC 15 05 03 (a) The CEO presented this item, he highlighted by exception items to be brought to the Boards attention. The purpose was to provide the Board with a summary of performance in October. The status of the electronic referral service (e-RS) was improving overall. The Director of Operations and Assurance Services stated that the Calculating Quality Reporting Service (CQRS) has had a number of High Severity Incidents over a number of months. Mitigating action was underway including service improvement plans and commercial discussions to ensure close monitoring of the situation. Sir Ian Andrews suggested engagement with the Crown commercial representative might be helpful. The CEO highlighted the successful exit of the BT Local Service provider (LSP) contracts. The schedule for the completion of the final Trust was the end of November. The Director of Human Resources and Transformation provided an update on organisational health update, status now green. She highlighted a number of initiatives that were underway. The Board requested sight of the results of the recent staff survey when finalised.

Action: Director of Human Resources and Transformation The CEO said that the status of the data quality indicator is green though he did not consider that reflected the position accurately. This indicator is subject to progressive development. The CEO stated that the addressing of the time delay in reporting to the Board was developing and this meant going forward that the Board would see a more timely set of indicators. The Board noted and received the update.

3.2 (b) Mid-Year review of Corporate Business Plan 2015-16 (paper): HSCIC 15 05 03 (b) The Director of Finance and Corporate Services presented this item. The purpose was to provide the Board with an update of the latest financial position against budget for 2015-16, an update on progress against the Business Plan for 2015-16, an overview of resourcing and the impact on delivery and a forward look at the landscape for future funding expectations, and the HSCIC’s response to expected financial pressures in coming years. He highlighted the budget setting and business planning timetable, and noted the currently uncertain environment in which this process would take place.

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He conveyed that the process would take into account the organisations transformation programme, which would lead to a different organisational structure. He said that dialogue was underway with the Department of Health and NHS England to ensure that work prioritisation is correct and aligned. The Board discussed the form of the organisation and if it was prepared for the future, and observed that the delivery of efficiencies was critically important. The Director of Finance and Corporate Services said that the work would be demanding to deliver, however the executive team were aware of this and were focussing on the challenges. The Board noted and received the update.

4. Supporting the Health and Social Care System (HSCIC 15 05 04)

4.1 (a) Streamlining the Independent Information governance Advice to HSCIC (paper): HSCIC 15 05 04 (a)

The interim Director of Information and Analytics and Lead Clinician presented this item. The purpose was to update the Board on progress to establish the Independent Group Advising on the Release of Data (IGARD). The Board observed that the appointment of the IGARD chair was crucial. The Board agreed they would take a proactive role and propose names for the National Data Guardian to consider for the position.

Action: Board Members The Board agreed the implementation of a ‘class action’ approach meaning that following the establishment of a precedent by IGARD future decisions should then go through officials. The Board observed that it was important that the staff are supported, as this was a cultural change for the team. The Board approved the HSCIC response to the IGARD consultation, the IGARD terms of reference and the first stages of the IGARD implementation.

4.2 (b) Directions for Patient Objection Management System – Update and proposed mechanism for formal consultation with the (paper): HSCIC 15 05 04 (b) The interim Director of Information and Analytics and Lead Clinician presented this item. The purpose was to provide the Board with an update on the patient objections programme and the development of the draft Directions. The proposal was that the management of the acceptance of the Directions would be progressed by Chair’s action. This was because the draft was not ready for the November Board and the January Board was scheduled too late to enable the programme delivery timescales (which have been agreed with the Secretary of State for Health) to be met. The Vice Chair informed the Board the Chair supported this approach. The interim Director of Information and Analytics and Lead Clinician confirmed that work is ongoing to draft the Directions within the Department of Health, and that it would be ready for implementation in January. The Board discussed the method by which other organisations would apply the objections. The Board approved the management of the Directions via a Chairs action.

4.3 (c) Update on HSCIC (Immigration Health Charge) Directions (paper): HSCIC 15 05 04 (c) The Director of Operations and Assurance Services presented this item. The purpose was to

provide the Board with an update on the Department of Health Visitor and Migrant cost recovery programme, a request from the Board at its April meeting. He confirmed that the migrant programme would fund the associated costs. He said this had been positive work in conjunction with the Department of Health. He stated that no NHS patient data goes to the Home Office, and the work did not directly support the collection of payments. The Board noted and received the update.

4.4 (d) 100,000 Genomes Project: Proposal for a Secretary of State direction to cover HSCIC

Provision of informatics support (paper): HSCIC 15 05 04 (d) Non-Executive Director Sir John Chisholm registered his interest and took no part in the

discussion or decision on this item.

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The Chief Technology Officer presented this item. The HSCIC requires legal cover in the form of a Direction to commence operational management of a selection of services to provide informatics support to Genomics England’s 100,000 Genomes (research) project. The purpose was to obtain the Board’s acceptance of the Direction. The Board were supportive and accepted the Direction.

5. Transparency and Governance (HSCIC 15 05 05)

5.1 (a) Committee Reports: HSCIC 15 05 05 (a)

(a) i Assurance and Risk Committee (ARC) (oral): HSCIC 15 05 05 (a) i The Chair of the Assurance and Risk Committee Dr Sarah Blackburn, reported that the

Committee had met on 10 November 2015. Gerry Murphy (Chair of the Department of Heath Audit and Risk Committee) and Karen Wheeler (NHS England’s National Director for Transformation and Corporate Operations) had joined the Committee. The Committee had considered a risk deep dive on cyber security and the cyber security internal audit report, rated as moderate. There had been a progress report on risk management, assurance mapping and the internal audit plan’s progress, alongside three other internal audit reports. The Committee had reviewed follow-ups on recommendations and actions in respect to internal audits reports and Gateway reviews, where there was still work to be undertaken. There was a first look at the yearend planning, and an update on financial controls. The National Audit Office (NAO) presented their initial thoughts in respect to their external audit plan. The consensus of the Committee was that the HSCIC was doing the right things but could be doing them faster. The next meeting of the Committee would be on 13 January 2016.

(a) ii Information Assurance and Cyber Security Committee (oral): HSCIC 15 05 05 (a) ii The Committee Chair, Sir Ian Andrews, reported that the Committee had met on 12 November

2015. There had been good support from other government departments and agencies but, disappointingly, no representation from the Department of Health. The Committee had received an update on the National Data Guardian’s work with the Care Quality Commission (CQC) on the review of security standards across the health and social care system. Significant support was being provided by the HSCIC and other government departments. The Committee had also received an update from the Department of Health chaired Information Security and Risk Board (ISRB) held on 14 October which had included a briefing on the threat landscape. The Committee had discussed progress on the HSCIC’s cyber security programme, and the implementation of CareCERT. The Security Incident and Compliance Manager provided a useful report, which led to a wide-ranging discussion and an invitation to the executive directors to consider the recommendations, particularly on the formation of a protective working group which should include clinical and technical expertise. This had been the most successful meeting so far with open discussion and constructive challenge. The next meeting of the Committee would be on 13 January 2016.

5.2 (b) Board Forward Business Schedule 2015-16: HSCIC 15 05 05 (b)

The Board noted the forward business schedule.

6. 6.1

Any Other Business The Vice Chair informed the Board of the following items of any other business:

a. A set of draft minutes from the public session of the Board will be agreed by Kingsley Manning (Chair), Andy Williams (CEO), and Annabelle McGuire (Secretary to the Board) and will be published as provisional/unconfirmed minutes on the HSCIC’s web site within ten working days of the meeting taking place. Approval of the minutes will take place the subsequent public Board meeting and republished as ratified minutes. The Board approved

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the proposal. b. Approval of the minutes from the Board Business meetings would take place at the following

part 2 session of the public Board. Publication would be of an abridged set of minutes, agreed by Kingsley Manning (Chair) and Andy Williams (CEO), on the HSCIC’s web site. The Board noted the update.

7. Background Papers (HSCIC 15 05 07)

7.1 (a) Forthcoming Statistical Publications (paper): HSCIC 15 05 07 (a)

The Board noted this paper for information.

7.2 (b) Programme Definitions (paper): HSCIC 15 05 07 (b) The Board noted this paper for information.

7.3 (c) Correspondence from the Information Commissioner’s Office to the Chair of the HSCIC

(paper): HSCIC 15 05 07 (c) The Board noted this paper for information.

The arranged date of the next public Board meeting was for 27 January 2016.

8 Date of Next Meeting

8.1 The next statutory Board meeting was scheduled for 27 January 2016.

The Board resolved that pursuant to the Public Bodies (Admission to Meetings) Act 1960 that representatives of the press and other members of the public be excluded from the remainder of this meeting having regard to the confidential nature of the business to be transacted, publicity on which would be prejudicial to the public interest’ (Section 1 (2) Public Bodies (Admission to Meetings) Act 1960).

Table of Actions:

Action Action Owner

The Director of Human Resources and Transformation provided an update on organisational health update, status now green. She highlighted a number of initiatives that were underway. The Board requested sight of the results of the recent staff survey when finalised.

Director of Human Resources and Transformation

The Board observed that the appointment of the IGARD chair was crucial. The Board agreed they would take a proactive role and propose names for the National Data Guardian to consider for the position.

Board Members

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Agreed as an accurate record of the meeting

Date:

Signature:

Name: Kingsley manning

Title: HSCIC Chair

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Title of paper: Update on action points from the previous meeting


Agenda item no: HSCIC 16 06 02 d

Paper presented by: Chair

Paper prepared by: Annabelle McGuire, Secretary to the Board

Paper approved by: (Sponsor Director) Action Updates as submitted by the relevant Executive Management Team director.

Purpose of the paper: To share an update on action points from the previous meeting for information.

Key risks and issues: As stated in the action and commentary

Patient/public interest: Corporate Governance

Actions required by the board: To note for information

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Title of paper:

HSCIC Board Performance Pack (public)

Board meeting date:

27 January 2016


Paper presented by:

Carl Vincent, Director of Finance and Corporate Services

Paper prepared by:

John Willshere, Portfolio Director

Paper approved by:


Purpose of the paper:

To provide the Board with a summary of performance in December 2015.


The corporate performance framework monitors HSCIC performance including information governance and security.


The public interest is in ensuring the HSCIC manages its business in an effective way.

Actions required by the board:

To note

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.

IT S

erv

ice

Perf

orm

an

ce

is r

ep

ort

ed

as G

RE

EN

. 9

8.3

% o

f se

rvic

es (

57

ou

t o

f 5

8)

ach

ieve

d th

eir a

va

ilab

ility

ta

rge

t. 9

5%

of H

igh

Se

ve

rity

Se

rvic

e I

ncid

en

ts (

19

ou

t o

f 2

0)

we

re r

eso

lve

d w

ith

in th

e ta

rge

t fix t

ime

. 8

8%

of

se

rvic

es (

14

ou

t o

f 1

6)

ach

ieve

d th

eir r

esp

on

se

tim

e ta

rge

t. R

ece

nt p

erf

orm

an

ce

issu

es w

ith

so

me

se

rvic

es

(Lo

ren

zo

, N

HS

Ma

il, N

3)

me

an th

at th

e r

atin

g fo

r Ja

nua

ry is lik

ely

to

be

AM

BE

R.

Th

e E

lec

tro

nic

Re

ferr

al S

erv

ice

(e-R

S)

exp

erie

nce

d o

ne p

erio

d o

f u

npla

nn

ed

un

ava

ilab

ility

du

rin

g D

ece

mb

er,

a

ch

ievin

g 9

9.1

8%

ava

ilab

ility

. T

he

re w

ere

26

pe

rio

ds o

f p

lan

ne

d d

ow

ntim

e (

16

ho

urs

an

d 2

0 m

inu

tes).

e-R

S is

cu

rren

tly in th

e D

ep

loym

en

t V

erifica

tio

n P

erio

d (

DV

P)

an

d s

o is n

ot tr

ea

ted

as a

fu

lly-f

led

ge

d s

erv

ice

. T

he

p

erf

orm

an

ce

of e

-RS

will

no

t b

e inclu

de

d in t

he

Serv

ice

Pe

rfo

rma

nce

RA

G s

tatu

s u

ntil it e

xits D

VP

. A

t 1

2

Ja

nua

ry e-R

S h

ad b

een

in D

VP

fo

r 1

68 d

ays a

ga

inst a

pla

nne

d 4

5 d

ays.

Org

an

isa

tio

na

l H

ea

lth

is r

ep

ort

ed

as A

MB

ER

. W

hils

t th

e K

PI fig

ure

s a

re g

ene

rally

ve

ry g

ood

, th

e m

ain

d

rive

r o

f th

e A

MB

ER

ra

ting

is th

at th

e r

ep

ort

ing

no

w in

clu

des a

wid

er

ran

ge

of a

ctivitie

s, o

ne o

f w

hic

h is

ma

nd

ato

ry t

rain

ing

with

wh

ich

th

ere

is a

lo

w r

ate

of re

co

rde

d c

om

plia

nce

. T

he

po

sitiv

e r

esu

lts o

f th

e 2

01

5

sta

ff s

urv

ey w

ill n

ee

d to

be

fo

llow

ed

up

by a

ctive

an

d c

on

sis

ten

t d

eve

lop

me

nt

an

d im

ple

me

nta

tio

n o

f a

ctio

n

pla

ns a

cro

ss th

e o

rgan

isa

tio

n. R

ep

ort

ing

of tim

e to

re

cru

it is n

ow

ba

se

d o

n th

e p

erio

d fro

m a

dve

rt t

o

sta

rtin

g in p

ost,

an

d t

his

co

ntinu

es to

be

with

in t

arg

et.

Wo

rk o

n ‘gro

win

g o

ur

ow

n’ sta

ff is p

rogre

ssin

g w

ell

an

d w

e a

re c

on

tinu

ally

exp

and

ing

ne

two

rks to

en

ga

ge w

ith

oth

er

em

plo

ye

rs a

nd ind

ustr

y g

roup

s.

Da

ta Q

ua

lity

is r

ep

ort

ed

as G

RE

EN

as a

ll o

f th

e d

ata

se

ts c

urr

en

tly in

sco

pe

me

et th

e p

lan

ne

d

req

uire

me

nts

in te

rms o

f d

ata

qu

alit

y m

eth

od

olo

gie

s a

nd p

ublis

he

d a

sse

ssm

en

ts. In

Sep

tem

be

r th

e H

SC

IC

Boa

rd r

ece

ive

d a

pa

pe

r th

at o

utlin

ed a

pro

gra

mm

e o

f w

ork

to

en

ha

nce

da

ta q

ualit

y p

erf

orm

an

ce

in

form

atio

n. E

nh

an

ce

me

nts

to

th

e D

ata

Qu

alit

y K

PI a

re p

lan

ne

d to

be

im

ple

me

nte

d a

s a

nd w

he

n

de

ve

lop

me

nts

in

HS

CIC

da

ta q

ua

lity p

roce

sse

s c

om

e o

n s

tre

am

.

HS

CIC

Fin

an

cia

l M

an

ag

em

en

t is

re

port

ed

as A

MB

ER

: th

e y

ea

r-to

-da

te p

ositio

n a

t M

on

th 9

sh

ow

s a

n

un

de

rsp

en

d o

f £

14m

(1

1.5

%)

ag

ain

st th

e b

udg

ete

d s

pe

nd

of £

121

.7m

. T

he fu

ll-y

ea

r p

ositio

n is fo

reca

stin

g

an

un

de

rsp

en

d o

f £

7.1

m (

4.4

%)

by y

ea

r-e

nd

(a

fo

reca

st sp

en

d o

f £

15

3.5

m a

ga

inst a

bu

dg

et o

f £

16

0.6

m).

3 o

f 16

03 (

a) B

oard

Per

form

ance

Pac

k

Page 18 of 159

A/G

A/G

A/G

A/G

A/G

KP

IP

rog

ram

me

Ac

hie

ve

me

nt

Pre

vio

us

RA

G6

5.8

%

KP

I O

wn

er

Ja

me

s H

aw

kin

sC

urr

en

t R

AG

67

.8%

1 M

on

th F

utu

re F

ore

ca

st

RA

G6

6.9

%

2 M

on

th F

utu

re F

ore

ca

st

RA

G6

9.0

%

3 M

on

th F

utu

re F

ore

ca

st

RA

G7

3.7

%

Ba

se

d o

n N

ove

mb

er

20

15 H

igh

lig

ht

Re

po

rts

O

ve

rall

de

live

ry c

on

fid

en

ce

:

- w

as 6

7.8

%, w

hic

h g

ives a

rating o

f A

MB

ER

-GR

EE

N.

- has b

een A

MB

ER

-GR

EE

N s

ince M

arc

h 2

015, te

n c

onsecutive m

onth

s.

F

or

the fourt

h c

onsecutive m

onth

no p

roje

cts

or

pro

gra

mm

es r

eport

ed a

deliv

ery

con

fidence

of

RE

D.

Ga

tew

ay R

evie

ws

20 G

ate

way R

evie

ws t

oo

k p

lace

be

twe

en

De

ce

mb

er

201

4 a

nd

No

ve

mb

er

20

15

. 1

1 o

f th

ese

(55%

) re

ce

ive

d a

n o

utc

om

e o

f A

MB

ER

o

r b

ett

er.

2 G

ate

way R

evie

ws w

ere

ca

rrie

d o

ut in

Nove

mb

er

20

15

: N

atio

na

l D

ata

Se

rvic

e

De

velo

pm

ent a

nd

CS

C L

SP

.

61.8

63.1

66.0

69.0

68.4

66.3

68.4

66.7

67.7

68.5

65.3

67.8

66.1

64.8

67.4

73.9

75.0

72.4

74.8

74.8

74.2

71.2

73.3

76.9

Dec-1

4Jan-1

5F

eb

-15

Mar-

15

Apr-

15

May-1

5Jun-1

5Jul-

15

Aug

-15

Sep

-15

Oct-

15

Nov-1

5

Pro

gra

mm

e A

ch

ievem

en

t: O

vera

ll D

eli

ve

ry C

on

fid

en

ce (

%)

Actu

al (t

his

mo

nth

)F

ore

ca

st

(th

ree

mo

nth

s a

go

)

0%

0

%

40

%

29

%

50

%

50

%

53

%

56

%

56

%

50

%

50

%

55

%

De

c-1

4Jan-1

5F

eb

-15

Ma

r-1

5A

pr-

15

Ma

y-1

5Jun-1

5Jul-1

5A

ug-1

5S

ep-1

5O

ct-

15

No

v-1

5

Ga

tew

ay R

evie

ws

: %

Am

be

r o

r b

ett

er

% A

mb

er>

to

da

te

2

16

9

2

02468

10

12

14

16

18

Novem

be

r 2

01

5

RA

/RA

A/G

G

4

7

12

7

5

02468

10

12

14

16

18

Novem

be

r 2

01

4

RA

/RA

A/G

G

Dis

trib

uti

on

of

Deli

very

Co

nfi

den

ce R

AG

s d

uri

ng

th

e

las

t 1

2 m

on

ths (

se

e c

ha

rts o

pp

osite

) T

he

nu

mb

er

of

pro

jects

an

d p

rog

ram

me

s r

ep

ort

ing

a

deliv

ery

confidence o

f R

ED

an

d A

MB

ER

-RE

D h

as falle

n.

Ho

we

ve

r, t

he

nu

mb

er

of p

roje

cts

an

d p

rog

ram

me

s r

ep

ort

ing

a d

eliv

ery

confidence o

f G

RE

EN

has a

lso falle

n.

The n

um

ber

of pro

jects

and p

rogra

mm

es r

eport

ing

a

deliv

ery

confidence o

f A

MB

ER

has incre

ased . C

urr

ently,

55%

of th

e p

roje

cts

and p

rogra

mm

es a

re A

MB

ER

(t

he d

iffe

rence in the n

um

ber

of pro

gra

mm

es s

how

n in t

he

two

ch

art

s r

efle

cts

th

e t

ran

sitio

n o

f so

me

pro

gra

mm

es to

se

rvic

e s

ince

No

ve

mb

er

20

14

an

d a

re

fin

em

en

t w

ha

t is

in

clu

ded in the p

rogra

mm

es d

eliv

ery

dashboard

).

4 o

f 16

Page 19 of 159

KP

I IT

Serv

ice P

erf

orm

an

ce

G

KP

I O

wn

er

Ro

b S

haw

G A

Jan-1

5F

eb-1

5M

ar-

15

Apr-

15

May-1

5Jun-1

5Jul-15

Aug-1

5S

ep-1

5O

ct-

15

Nov-1

5D

ec-1

5

66

68

66

65

67

74

62

63

64

62

58

57

20

00

01

31

00

01

00

00

00

00

00

00

68

68

66

65

67

75

65

64

64

62

58

58

26

25

24

23

23

24

22

22

22

19

16

14

01

11

11

10

00

11

11

11

12

22

24

11

27

27

26

25

25

27

25

24

24

23

18

16

33

34

12

15

14

25

17

31

21

18

24

20

30

34

11

14

14

22

17

31

20

17

24

19

91%

100%

92%

93%

100%

88%

100%

100%

95%

94%

100%

95%

% H

SS

Is a

chie

vin

g F

ix T

imes targ

et

Pre

vio

us R

AG

Cu

rren

t R

AG

Fo

recast

RA

G

No. of S

erv

ices a

chie

vin

g A

vaila

bili

ty targ

et

Perf

orm

an

ce In

dic

ato

rs

No. of S

erv

ices b

reachin

g A

vaila

bili

ty targ

et at a c

ritical le

vel

No. of S

erv

ices b

reachin

g A

vaila

bili

ty targ

et, b

ut not to

a c

ritical le

vel

No. of S

erv

ices a

chie

vin

g R

esponse T

imes targ

et

Tota

l N

o. of S

erv

ices m

easure

d for

Availa

bili

ty P

erf

orm

ance >

>>

>

No. of S

erv

ices b

reachin

g R

esponse T

imes targ

et at a c

ritical le

vel

No. of S

erv

ices b

reachin

g R

esponse T

imes targ

et, b

ut not to

a c

ritical le

vel

Tota

l N

o. of S

erv

ices m

easure

d for

Response T

imes P

erf

orm

ance >

>>

>

Tota

l num

ber

of H

igher

Severity

Serv

ice Incid

ents

(H

SS

Is)

Tota

l num

ber

of H

SS

Is a

chie

vin

g F

ix T

imes targ

et

Availab

ilit

y:

57 o

ut of 58 s

erv

ices a

chie

ved t

heir a

vaila

bili

ty t

arg

et

in D

ecem

ber

2015.

CS

C N

ME

's L

ore

nzo s

erv

ice b

reached its

availa

bili

ty t

arg

et at

a n

on

-critical le

vel due t

o a

sin

gle

outa

ge o

n 0

1/1

2/1

5 w

hic

h

impacte

d o

ne N

HS

Hospital T

rust.

T

he c

ause o

f th

is a

vaila

bili

ty b

reach i

s s

till

under

investigation.

How

ever,

we a

re

agre

ein

g a

positio

n w

ith C

SC

on o

ther

Lore

nzo p

erf

orm

ance issues o

n 1

7 a

nd 1

8 D

ecem

ber.

T

he N

HS

e-R

efe

rral S

erv

ice a

chie

ved 9

9.1

8%

availa

bili

ty in D

ecem

ber

2015.

There

was o

nly

one u

npla

nned o

uta

ge:

on

03/1

2/1

5 f

or

a d

ura

tion o

f 6 h

rs a

nd 1

1 m

inute

s w

hen

e-R

S w

as u

navaila

ble

to a

ll users

nationally

. T

he r

oot cause o

f th

is

outa

ge w

as a

data

base issue, re

solv

ed v

ia a

resta

rt o

f th

e e

-RS

applic

ation.

There

were

als

o 2

6 p

lanned e

-RS

changes

imple

mente

d d

uring D

ecem

ber

2015,

whic

h r

esulted in 1

6 h

ours

and 2

0 m

inute

s o

f pla

nned d

ow

ntim

e.

These 2

6 p

lanned

changes inclu

ded t

he s

uccessfu

l deplo

ym

ent

of a m

ajo

r re

lease (

R4.6

) on 1

1/1

2/1

5.

It s

hould

be n

ote

d t

hat e

-RS

is c

urr

ently in t

he D

eplo

ym

ent

Verification P

eriod

(DV

P)

whic

h m

eans t

hat perf

orm

ance w

ill

not

be inclu

ded in t

he S

erv

ice P

erf

orm

ance R

AG

sta

tus u

ntil D

VP

exit.

e-R

S h

as c

urr

ently b

een in D

VP

for

168 w

ork

ing

days a

gain

st

a p

lanned 4

5 d

ays a

t th

e t

ime o

f re

port

pro

duction (

12 J

anuary

2016).

S

ince t

he in

-housin

g o

f S

pin

e S

erv

ices, availa

bili

ty h

as b

een c

onsis

tently h

igh,

inclu

din

g t

hese a

chie

vem

ents

: -

All

4 S

pin

e C

ore

Serv

ices h

ave a

chie

ved 1

00%

availa

bili

ty e

very

month

, sin

ce D

VP

exit in N

ovem

ber

2014.

- S

US

has a

chie

ved 1

00%

availa

bili

ty e

very

month

except

Novem

ber

2015,

sin

ce D

VP

exit in J

une 2

015.

- A

ll 7 C

IS S

erv

ices h

ave a

chie

ved 1

00%

availa

bili

ty e

very

month

except

July

2015,

sin

ce D

VP

exit in J

une 2

015.

Fix

Tim

es:

Hig

h S

everi

ty S

erv

ice I

ncid

en

ts (

HS

SIs

):

20 H

SS

Is w

ere

report

ed in D

ecem

ber

2015,

few

er

than t

he

pre

vio

us m

onth

and low

er

than t

he 1

2 m

onth

avera

ge o

f 22.

Only

one H

SS

I fa

iled its

fix

tim

e targ

et

in the m

onth

: G

DIT

Severity

2, re

lating t

o a

n issue w

ith d

uplic

ate

paym

ents

bein

g

inadvert

ently p

rocessed f

ollo

win

g t

he d

eplo

ym

ent

of B

uild

58 o

n 0

8/1

2/1

5.

Scripts

were

run o

n a

daily

basis

fro

m 1

0/1

2/1

5

in o

rder

to c

aptu

re a

nd r

em

ove a

ll duplic

ate

valu

es, until a p

erm

anent

fix w

as d

eplo

yed o

n 2

2/1

2/1

5.

This

HS

SI to

ok 9

8

hours

and 2

8 m

inute

s t

o r

esolv

e,

again

st

a F

ix T

ime targ

et of

6 h

ours

. 3 S

ecurity

Incid

ents

and 5

Clin

ical S

afe

ty incid

ents

were

rais

ed a

s H

SS

Is in t

he m

onth

.

e-R

S e

xperienced o

ne S

everity

1 H

SS

I in

Decem

ber

2015,

rela

ting t

o the u

npla

nned o

uta

ge r

efe

renced in the A

vaila

bili

ty

com

menta

ry a

bove a

nd o

ne f

urt

her

Severity

2 H

SS

I, w

hic

h d

id n

ot

result in a

ny u

npla

nned d

ow

ntim

e.

Resp

on

se T

imes

14 o

ut of 16 s

erv

ices r

eport

ed a

gain

st

achie

ved o

r exceeded t

heir t

arg

et.

The C

alc

ula

ting Q

ualit

y R

eport

ing S

erv

ice (

CQ

RS

) experienced r

epeat

failu

res a

t a c

ritical le

vel on

Message T

ypes 2

and 7

.

Whils

t th

e M

essage T

ype (

MT

) 2 m

etr

ic c

ontinues t

o fail

serv

ice levels

, it s

hould

be n

ote

d t

hat

follo

win

g t

he r

em

edia

tion a

ctivitie

s s

om

e p

erf

orm

ance im

pro

vem

ents

have b

een o

bserv

ed,

but

not

to a

degre

e w

here

the O

SL (

Opera

ting S

erv

ice L

evel) h

as b

een a

chie

ved.

G

DIT

continue t

o u

ndert

ake low

-level analy

sis

of th

ese b

reaches,

with a

meeting s

chedule

d f

or

mid

-January

2016 t

o d

iscuss t

he late

st

positio

n.

Additio

nally

, B

uild

58 w

as d

eplo

yed o

n 0

8/1

2,

whic

h r

esulted in f

urt

her

impro

vem

ents

in a

num

ber

of M

T2 R

esponse T

ime m

etr

ics.

For

the r

epeat

MT

7 failu

re:

The r

etr

y q

ueue s

ize is b

ein

g m

anaged a

ctively

, id

entify

ing f

urt

her

bott

lenecks in t

he C

usto

mer

Record

Outp

ut

(CR

O)

pro

cessin

g,

whic

h G

DIT

are

investigating.

How

ever,

as y

et

no r

esolu

tion h

as b

een identified.

In p

ara

llel, t

he M

T7 S

erv

ice L

evel

measure

ments

are

bein

g d

iscussed w

ith G

DIT

, an a

ltern

ative p

roposal to

the m

easure

ment

of th

is

serv

ice level is

curr

ently w

ith G

DIT

for

revie

w a

nd a

ccepta

nce.

Sig

nific

ant

pla

nnin

g f

or

year-

end a

ctivitie

s is u

nderw

ay w

ithin

both

GD

IT a

nd H

SC

IC, to

ensure

th

at th

e y

ear-

end Q

OF

(Q

ualit

y a

nd O

utc

om

es F

ram

ew

ork

) calc

ula

tion is d

eliv

ere

d s

uccessfu

lly.

Response T

imes for

CS

C N

ME

’s iP

M N

on

-Acute

serv

ice f

aile

d a

t a n

on

-critical le

vel in

Decem

ber

2015,

again

st

Tra

nsaction T

ype 8

on the iP

M510 I

nsta

nce (

Derb

yshire P

CT

) and a

gain

st

Tra

nsaction T

ype 7

on the iP

M527 I

nsta

nce (

Worc

este

r). T

he R

oot C

ause o

f both

these b

reaches

is s

till

under

investigation,

at th

e t

ime o

f th

is r

eport

's p

roduction.

There

were

no insta

nces o

f e

-RS

Response T

ime / p

erf

orm

ance d

egra

dation in D

ecem

ber

2015.

e-R

S is n

ot

inclu

ded in the R

AG

sta

tus for

this

Perf

orm

ance I

ndic

ato

r, d

ue t

o t

he s

erv

ice c

urr

ently

bein

g in the D

eplo

ym

ent

Verification P

eriod.

Incid

en

ts o

f n

ote

ou

tsid

e t

he r

ep

ort

ing

peri

od

S

ince t

he r

eport

ing p

eriod o

f D

ecem

ber

2015,

the follo

win

g H

SS

Is h

ave b

een r

eport

ed w

hic

h a

re

wort

hy o

f note

: 06/0

1/1

6 -

Vodafo

ne -

In

term

itte

nt

connection issues f

or

som

e N

HS

mail

users

, re

solv

ed b

y

rem

ovin

g a

nd r

epla

cin

g t

he im

pacte

d C

AS

(C

lient

Access S

erv

er)

.

08/0

1/1

6 -

TP

P (

GP

ES

) -

Sin

gle

TP

P s

ite issue p

revente

d t

he

re

turn

of

all

QR

s (

Qu

ery

Re

su

lts)

for

the

PO

M (

Pa

tie

nt

Ob

jectio

ns M

an

ag

em

en

t) e

xtr

act

fro

m t

ha

t su

pp

lier.

Site

wa

s r

em

ove

d f

rom

th

e

extr

act

wh

ich

allo

we

d t

he

extr

act

to c

on

tin

ue

, ro

ot

ca

use

still

un

de

r in

ve

stig

atio

n a

t th

e t

ime

of

rep

ort

pro

du

ctio

n (

12

Ja

nu

ary

20

16

).

Fo

recast:

It is

fore

cast th

at an A

MB

ER

RA

G s

tatu

s w

ill b

e a

chie

ved in J

anuary

2016.

Ca

ve

ats

: 1

.C

urr

en

t m

on

th's

Re

spo

nse

Tim

e a

chie

ve

me

nt

for

the N

HS

mail

an

d E

SG

(E

mail

Secu

rity

Gate

way)

serv

ices is y

et

to b

e r

eceiv

ed

at th

e t

ime o

f re

port

pro

duction.

Data

to b

e inclu

ded

in n

ext

mon

th's

KP

I.

2.

All

da

ta in

this

re

port

is u

nverified

an

d s

ub

ject to

ch

ang

e,

as n

one

of it h

as y

et

been

thro

ugh

Se

rvic

e R

evie

ws w

ith S

upplie

rs.

3.

If a

ny c

ha

ng

es a

re n

ee

de

d f

ollo

win

g t

he

co

mp

letio

n o

f a

ll S

up

plie

r S

erv

ice

Re

vie

ws,

the

se

will

be

re

fle

cte

d in

ne

xt

mo

nth

's K

PI.

03 (

a) B

oard

Per

form

ance

Pac

k

Page 20 of 159

Ow

ner:

KP

I:

Fo

recast

A

Pre

vio

us

G

Cu

rren

tA

Org

an

isati

on

Healt

h

Rach

ael

All

so

p

Ove

rall

Po

sit

ion

: A

mber

rate

d. W

hils

t th

e K

PI fig

ure

s a

re g

enera

lly v

ery

good, th

e low

rate

of com

plia

nce w

ith m

andato

ry tra

inin

g is a

sig

nific

ant concern

. T

he lo

west

com

plia

nce r

ate

is f

or

Info

rmation

Govern

ance tra

inin

g a

nd m

ay b

e lin

ked to a

n intr

anet announcem

ent advis

ing

that th

e tra

inin

g h

as to b

e c

om

ple

ted b

y t

he e

nd o

f January

, ra

ther

than o

n a

'ro

lling

' basis

. W

e s

hould

there

fore

expect

bett

er

results n

ext

month

. T

he p

ositiv

e r

esults of th

e s

taff

surv

ey f

or

2015 w

ill n

eed to b

e f

ollo

wed u

p b

y a

ctive a

nd c

onsis

tent develo

pm

ent

and im

ple

menta

tion o

f action p

lans a

cro

ss the o

rganis

ation to

main

tain

the c

urr

ent ra

ting

. W

e h

ave n

ow

tra

nsitio

ned to r

eport

ing

tim

e to r

ecru

it b

ased o

n a

dvert

to s

tart

ing

in p

ost,

whic

h c

ontinues to b

e w

ithin

targ

et.

Work

on ‘g

row

ing

our

ow

n’ sta

ff is

pro

gre

ssin

g w

ell

and w

e a

re c

ontinually

expandin

g n

etw

ork

s to e

ng

ag

e w

ith o

ther

em

plo

yers

and industr

y g

roups. I

mpro

vem

ents

in d

ata

qualit

y w

ill s

upport

the e

ffective m

anag

em

ent of,

in p

art

icula

r, long

-term

absence.

Net

Mo

vem

en

t

•C

urr

ent head

count is

2755

.

•W

ithin

this

fin

ancia

l year,

our

avera

ge m

onth

ly n

et m

ovem

ent is

21. If th

is c

ontinues w

e w

ould

in

cre

ase b

y a

furt

her

63ft

e b

y the

end o

f M

arc

h w

hic

h w

ould

brin

g

our

tota

l in

cre

ase to 2

55 a

cro

ss

2015

/16.

Att

racti

ng

an

d G

row

ing

Tale

nt

•A

s p

art

of

our

involv

em

ent in

the L

eed

s D

igital S

kill

s G

roup w

e a

re a

main

part

ner

in the L

eed

s D

igital S

tory

- a

cam

paig

n p

roduced b

y H

ebe W

ork

s in

part

ners

hip

with L

eed

s C

ity C

ouncil

. F

ilmin

g a

nd p

roduction o

f a s

hort

film

to

show

case the L

eed

s d

igital scene is b

ein

g c

arr

ied o

ut in

Janua

ry -

a m

em

ber

of H

SC

IC s

taff

will

be inte

rvie

wed. A

dig

ital and n

ational prin

t cam

paig

n w

ill then r

un f

rom

Fe

bru

ary

and the H

SC

IC w

ill featu

re in a

ll of th

e c

am

paig

n's

paid

for

advert

isin

g a

nd w

ill a

lso h

ave the o

ppo

rtunity to lis

t a n

um

ber

of our

key v

acancie

s.

•W

e a

re w

ork

ing w

ith the c

orp

ora

te a

nd d

igital com

munic

ations team

s to d

evelo

p m

ate

ria

ls for

gra

duate

advert

isin

g

sta

rtin

g in J

anua

ry. W

e w

ill a

dvert

ise a

cro

ss a

range

of m

edia

and to u

niv

ers

itie

s d

irectly to m

axim

ise o

ur

audie

nce.

•F

eedba

ck o

n o

ur

entr

y level pro

gra

mm

es c

ontinues to b

e p

ositiv

e fro

m the tra

inees a

nd their

manag

ers

. G

radua

tes,

train

ees a

nd inte

rns w

ere

the h

ighest scorin

g g

roup for

enga

gem

ent w

ithin

the s

taff

surv

ey.

•G

overn

ment ta

rgets

indic

ate

that

we w

ill n

eed

to r

ecru

it to 6

0 a

ppre

nticeship

s n

ext year,

whic

h w

ill b

e c

halle

ngin

g.

Tra

nsacti

on

al R

ecru

itm

en

t

•T

he a

vera

ge tim

e to h

ire a

cro

ss the o

rganis

ation in D

ecem

ber

rose s

lightly b

ut re

main

s w

ithin

the K

PI ta

rget . W

e

are

work

ing w

ith d

irecto

rate

s to b

uild

on p

revio

us im

pro

vem

ents

.

•A

thoro

ugh r

evie

w o

f active r

ecru

itm

ent has found

that a s

ignific

ant num

ber

at sele

ction s

tage h

ad b

een

u

nsu

cce

ssfu

l bu

t h

ad

no

t p

revio

usly

be

en

re

po

rte

d a

s s

uch

. T

his

will

be

fo

llow

ed

up

to

im

pro

ve

re

po

rtin

g .

•A

s a

result o

f th

e r

evie

w, and a

season

al d

eclin

e in r

ecru

itm

ent activity g

ene

rally

, th

ere

are

now

52%

few

er

vacancie

s in s

ele

ction s

tage than w

hen w

e r

eport

ed last m

onth

and a

reduce

d n

um

ber

out to

advert

.

•39 e

xte

rnal new

sta

rters

are

curr

ently e

xpecte

d in J

anua

ry b

ut th

e v

olu

me o

f active r

ecru

itm

ent is

not suff

icie

nt to

m

eet th

e f

inance

fore

caste

d h

ead

count in

cre

ase for

the r

em

ain

der

of th

e y

ear.

T

he n

um

ber

of exte

rnal new

sta

rters

in F

ebru

ary

and M

arc

h is e

xpecte

d to b

e low

er

than in N

ovem

ber

and D

ecem

ber

becau

se o

f th

e r

educe

d

recru

itm

ent activity.

En

gag

em

en

t

•A

report

on the 2

015

sta

ff s

urv

ey r

esults w

as c

onsid

ere

d b

y E

MT

on 0

7

Janua

ry. T

his

inclu

ded

a d

ete

rmin

ation o

f th

e futu

re a

ppro

ach to a

ction

pla

nnin

g, i.e. w

ithin

Directo

rate

s, P

rofe

ssio

nal G

roups o

r P

rofe

ssio

nal P

ools

.

•T

he r

eport

inclu

des a

dra

ft E

MT

respon

se to the k

ey m

essage

s fro

m the s

urv

ey,

whic

h is g

ene

rally

positiv

e a

nd w

hic

h r

efe

rences a

num

ber

of actions a

lready in

pro

gre

ss o

r pla

nne

d.

•R

eport

ing

of pro

gre

ss o

n e

ng

ag

em

ent actions is e

xpecte

d to c

om

mence

from

April 2016.

Sic

kn

ess A

bsen

ce

•

Th

e 1

2-m

onth

rolli

ng a

vera

ge a

bsen

ce r

ate

rem

ain

s s

table

.

•T

he intr

oductio

n o

f A

BR

will

pro

vid

e a

n o

ppo

rtunity to t

est w

heth

er

rate

s a

re g

enu

inely

lo

w o

r re

flect unde

r-re

port

ing o

f sic

kness a

bsen

ce.

•A

furt

her

11 a

bsen

ces r

olle

d into

longe

r te

rm (

28 d

ays+

), w

hic

h is a

net in

cre

ase o

f 5

over

the p

revio

us m

onth

. W

e a

re im

pro

vin

g the q

ualit

y o

f th

e d

ata

and c

ontinue to

revie

w c

ase m

anag

em

ent at

regula

r case c

onfe

rence s

essio

ns.

•A

lmost 20%

of lo

ng

-term

absen

ce c

ase a

re lin

ked to a

nxie

ty, str

ess, depre

ssio

n o

r psychia

tric

illn

ess. W

e a

re d

evelo

pin

g a

range

of health a

nd w

ell

bein

g initia

tives,

inclu

din

g m

indfu

lness s

essio

ns for

sta

ff.

Tra

inin

g a

nd

Develo

pm

en

t

Tra

inin

g D

ays (

Civ

il S

erv

ice L

earn

ing)

•A

n a

vera

ge o

f 1.0

4 t

rain

ing d

ays p

er

pers

on h

ave b

een b

ooked this

year

on C

SL.

Ind

ucti

on

•O

f people

who s

tart

ed in t

he last

6 m

onth

s 5

7%

have a

ttended C

orp

ora

te I

nduction a

nd 6

6%

have

accessed the o

nlin

e induction.

•39%

of

the o

nlin

e induction h

as b

een c

om

ple

ted

by

people

who h

ave s

tart

ed in t

he last

6 m

onth

s.

Man

dato

ry T

rain

ing

•F

ire S

afe

ty c

om

plia

nce s

core

: 69%

•In

form

ation S

ecurity

com

plia

nce s

core

: 37%

•In

form

ation G

overn

ance c

om

plia

nce s

core

: 35%

Learn

ing

an

d D

evelo

pm

en

t L

ead

s S

ati

sfa

cti

on

Sco

re

•L&

D L

eads a

re 9

3%

satisfied w

ith t

he s

erv

ice t

hey r

eceiv

e f

rom

OD

.

Cum

ula

tive fro

m A

pril 2015

Live

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ns%

Tot

al T

ime

Wor

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Day

s

Ad

vert

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122.

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75

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ectio

n

6862

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8

Ap

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intm

ent

18.7

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25

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6 o

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Page 21 of 159

KP

I

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Key P

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nd

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PI)

Co

mm

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tary

•

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PI

measure

s H

SC

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s o

f access to d

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qualit

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based o

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he r

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he c

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ent scope is e

ight

key

data

sets

: A

dm

itte

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Care

; O

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; A

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& E

merg

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Dia

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hild

Measure

ment

Pro

gra

mm

e

•T

he p

lan f

or

the r

eport

s w

as r

eset to

Octo

ber

2015 t

o c

oin

cid

e w

ith t

he f

irst colle

ction a

nd a

ssessm

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e

Sexual and R

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ctivity

Data

set

usin

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he S

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Data

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as

deliv

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his

month

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N

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the t

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pro

file

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FY

2015/1

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Fo

recast

The f

ore

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AG

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RE

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No

tes

•A

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ou

gh

th

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f co

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s r

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w,

there

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the

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th

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or

Ju

ly,

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pte

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ve

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and

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2015 a

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99.5

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are

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data

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o s

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th

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SC

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ce

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om

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sta

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Th

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SC

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fluen

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Care

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pie

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Me

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isa

bili

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iagn

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magin

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8

8

8

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10

Jul-1

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Meth

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Actu

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97%

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10

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Jul-

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Key d

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man

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Covera

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Com

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NO

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Report

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Key d

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PI)

7 o

f 1

6

03 (

a) B

oard

Per

form

ance

Pac

k

Page 22 of 159

Pre

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RF

), £

1.3

m in

ce

ntr

al IC

T a

nd

£0

.5m

fo

r G

S1

lic

en

ce

s in

A

SI,

pa

rtia

lly o

ffse

t b

y u

nd

ers

pe

nd

s in

oth

er

are

as. A

n a

dd

itio

na

l fo

reca

st o

f £

2.5

m h

as b

ee

n

ad

de

d in

Marc

h f

or

co

sts

of th

e M

AR

sch

em

e.

Th

e £

(1.1

)m fu

ll ye

ar

va

rian

ce

on

Una

lloca

ted

Costs

is d

ue

to

sp

ecific

sa

vin

gs h

avin

g b

ee

n

reco

gn

ise

d/ id

en

tifie

d in

all

directo

rate

s th

at in

clu

de

d th

is in

th

eir b

ud

ge

t, o

ffset b

y t

he

re

du

ctio

n

in t

he

ce

ntr

al co

ntin

ge

ncy t

o n

il a

t M

5.

Man

ag

em

en

t a

cti

on

A

lth

ou

gh

tig

hte

r b

ud

ge

ts w

ere

se

t fo

r D

ire

cto

rate

s f

or

15

/16

, th

e d

eta

iled

bu

dge

ts c

on

tain

ed

a

sig

nific

an

t am

ou

nt of re

cru

itm

en

t in

the

first ha

lf o

f th

e y

ea

r, m

uch

of w

hic

h d

id n

ot m

ate

rialis

e

an

d h

as b

ee

n r

efo

reca

st in

to Q

4. S

om

e o

f th

is u

nd

ers

pe

nd

on

sta

ff is b

ein

g u

se

d to

fu

nd

wo

rk

thro

ugh

wo

rkp

acka

ge

s in

pla

ce

of re

cru

itm

en

t, o

r is r

esu

ltin

g in

re

du

ce

d in

co

me

wh

ere

th

e s

taff

w

ere

to

su

pp

ort

exte

rna

lly-f

un

de

d w

ork

. W

ith

th

e r

em

ova

l o

f th

e c

orp

ora

te c

on

tin

ge

ncy f

ore

ca

st,

p

ressu

res w

ill n

ee

d to

be

fu

nd

ed

by D

irecto

rate

s r

ele

asin

g u

nd

ers

pe

nd

s fro

m th

eir r

esp

ective

fo

reca

sts

.

8 o

f 16

Page 23 of 159

20

15

/16

HS

CIC

Ma

na

ge

me

nt

Ac

co

un

ts a

s a

t 3

1s

t D

ec

em

be

r 2

01

5S

um

ma

ry P

os

itio

n

£'m

Bu

dg

et

Actu

al

Var

Bu

dg

et

F'c

ast

Var

Core

GiA

(112.2

)(1

12.2

)(0

.0)

(148.0

)(1

48.0

)(0

.0)

Rin

g-F

enced G

iA(9

.5)

(9.3

)(0

.2)

(12.6

)(1

2.3

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.3)

Exte

rnal In

com

e(4

6.6

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6.4

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.2)

(63.3

)(6

3.7

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Sta

ff C

osts

121.2

111.2

10.0

162.2

150.8

11.4

Non-s

taff C

osts

48.0

42.8

5.2

62.5

66.0

(3.5

)

Unallo

cate

d C

osts

(0.9

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(0.9

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.8)

0.4

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rplu

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efi

cit

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cia

tion G

iA(1

1.9

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1.9

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(16.3

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6.3

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cia

tion C

ost

11.9

11.2

0.7

16.3

15.6

0.7

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rplu

s/ (D

efi

cit

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(0.7

)0.7

0.0

(0.7

)0.7

NO

TE

: figure

s t

hro

ughout

may n

ot

sum

due t

o r

oundin

gs t

o £

0.1

m.

Exact

figure

s a

re a

vailable

if

requir

ed

Ap

pe

nd

ix 1

- M

an

ag

em

en

t A

cc

ou

nts

Year-

to-D

ate

Fu

ll Y

ear

The y

ear-

to-d

ate

outturn

for

the first nin

e m

onth

s o

f th

e y

ear

is £

14.0

m/ 11.5

% b

elo

w b

udget. T

he v

ariance o

f £14.0

m c

om

prises £

13.8

m u

nder

budget

on c

ore

GIA

and £

0.2

m u

nder

on r

ing-f

enced G

iA. T

he £

13.8

m u

nders

pend o

n c

ore

GiA

is larg

ely

due to d

ela

ys to r

ecru

itm

ent to

vacant ro

les, part

ially

offset by

resultant decre

ases to incom

e T

he £

0.2

m u

nders

pend o

n r

ing-f

enced G

iA is a

lso d

ue to v

acancie

s n

ot bein

g fill

ed a

s e

arly

as p

redic

ted.

The fore

cast outturn

for

the full

year

is £

7.1

m/ 4.4

% u

nder

budget; this

com

prises £

6.8

m u

nder

budget fo

r core

GiA

(re

duced fore

cast fo

r sta

ff c

osts

and

an incre

ase in incom

e, part

ially

offset by

rele

ase o

f centr

al contingency

and incre

ase in n

on-s

taff and £

0.3

m u

nder

budget fo

r ring-f

enced G

iA

(reducin

g s

taff c

osts

as r

ecru

itm

ent date

s for

vacancie

s m

ove to late

r in

the y

ear

than b

udgete

d).

A top-d

ow

n e

stim

ate

for

the e

nd o

f ye

ar,

adju

sting for

expecte

d r

ecru

itm

ent , pro

cure

ment a

nd incom

e a

ssum

ptions, in

dic

ate

s a

pote

ntial fo

recast out-

turn

for

core

GiA

of £10.9

m.

Non-G

iA incom

e is c

lose to b

udget fo

r th

e y

ear-

to-d

ate

and the full

year

fore

cast. H

ow

ever,

this

com

prises a

num

ber

of are

as that are

both

under

and

over

budget -

there

is a

dditio

nal in

com

e fro

m D

SfC

, G

PE

S, S

SD

, S

pin

e 2

and C

ross-G

overn

ment P

rogra

mm

es, b

ut lo

wer

incom

e o

n C

hoic

es

(inclu

din

g D

AS

), c

are

.data

, S

tandard

s, S

olu

tion A

ssura

nce, In

form

ation A

naly

sis

, P

ath

ways

and T

echnic

al A

rchitectu

re.

Sta

ff C

osts

are

£10.0

m u

nder

budget fo

r th

e y

ear-

to-d

ate

and fore

cast to

be £

11.4

m u

nder

budget fo

r th

e full

year.

This

main

ly r

eflects

recru

itm

ent

runnin

g b

ehin

d b

udgete

d v

acancie

s -

most of th

e v

acancie

s h

ave n

ow

been r

epro

file

d in the fore

cast to

late

r in

the y

ear.

The b

udget in

clu

ded a

n

incre

ase o

f 465 F

TE

over

M1-9

; how

ever,

perm

anent headcount only

incre

ased b

y a n

et 203 F

TE

over

the p

eriod V

acancie

s h

ave b

een m

ovin

g to the

right over

the c

ours

e o

f th

e y

ear

so far,

with the p

eak o

f re

cru

itm

ent now

bein

g s

een in F

ebru

ary

. T

he fore

cast now

inclu

des 1

34 p

erm

anent em

plo

yees

to join

during the r

em

ain

der

of th

e y

ear.

Non-S

taff C

osts

are

fore

cast to

be £

1.0

m a

bove b

udget fo

r th

e full

year.

This

inclu

des £

3.6

m o

n S

pin

e 2

for

additio

nal w

ork

packages (

RF

), £

1.3

m in

centr

al IC

T a

nd £

0.5

m for

GS

1 lic

ences in A

SI, p

art

ially

offset by

unders

pends in o

ther

are

as. A

n a

dditio

nal fo

recast of £2.5

m h

as b

een a

dded in

Marc

h for

costs

of th

e M

AR

schem

e.

The £

(1.1

)m full

year

variance o

n U

nallo

cate

d C

osts

is d

ue to s

pecific

savin

gs h

avin

g b

een r

ecognis

ed/ id

entified in a

ll directo

rate

s that in

clu

ded this

in

their b

udget, o

ffset by

the r

eduction in the c

entr

al contingency

to n

il at M

5.

Month

ly tre

nd o

f gro

ss e

xpenditure

for

the o

rganis

ation for

the o

rigin

al budget, the late

st

fore

cast (9

month

s o

f actu

al costs

and 3

month

s o

f expecte

d c

osts

) and a

n e

xtr

apola

tion

(runra

te)

of th

e p

ositio

n if th

e c

urr

ent sta

ff p

ositio

n r

em

ain

ed a

t D

ecem

ber

levels

for

the

rem

ain

der

of th

e y

ear.

Actu

al (t

o D

ecem

ber)

and fore

cast sta

ff c

osts

, show

ing p

erm

anent sta

ff b

y curr

ent esta

blis

hm

ent and futu

re r

ecru

itm

ent, p

lus fore

cast non-p

erm

anent

sta

ff. T

he r

ed lin

e s

how

s the o

rigin

al budget.

14

16

18

20

22

Apr

Ma

yJun

Jul

Aug

Sep

Oct

No

vD

ec

Jan

Feb

Ma

r

Mo

nth

ly s

taff

& n

on

-sta

ff e

xp

en

dit

ure

(in

cl

co

nti

ng

en

cy)

£'m

Bud

get

Actu

al/ F

ore

ca

st

Fo

recast

@ r

un

rate

11.3

1

1.3

11.3

11.5

11.5

11.7

11.9

12.1

11.8

1

1.8

11.8

11.8

0.7

1

.0

1.2

0.9

0.9

0.6

0.7

1.1

0.7

0.6

0.8

0.4

0.4

0.4

0.4

- 2 4 6 8

10

12

14

16

Ap

r-14

Ma

y-1

4Jun

-14

Jul-

14

Au

g-1

4S

ep-1

4O

ct-

14

No

v-1

4D

ec-1

4Jan

-15

Fe

b-1

5M

ar-

15

Mo

nth

s

Mo

nth

ly S

taff

Ex

pe

nd

itu

re £

'm

In P

ost (p

erm

)F

ore

cast

In P

ost (n

on-p

erm

)2

01

5/1

6 B

udg

et

9 o

f 16

03 (

a) B

oard

Per

form

ance

Pac

k

Page 24 of 159

2015/1

6 H

SC

IC M

an

ag

em

en

t A

cco

un

ts a

s a

t 31st

Decem

ber

2015

£'m

Bu

dg

et

Ac

tua

lV

ar

Bu

dg

et

F'c

as

tV

ar

In

co

me

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nt in

Aid

(11

2.2

)(1

12

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(0.0

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nt in

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tal In

co

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Sta

ff C

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£1

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m f

ull y

ea

r va

ria

nc

e in

clu

de

s:

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rma

ne

nt S

taff

11

2.7

10

4.4

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15

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ire

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(re

cru

itm

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t d

ela

ys p

lus fu

nd

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tra

nsfe

rre

d to

wo

rkp

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ge

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No

n P

erm

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en

t S

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8.5

6.8

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t a

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inst b

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tal S

taff

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12

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11

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10

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n &

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ire

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(d

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ye

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t a

ga

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t)

1.4

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an

ce

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orp

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s (

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n T

ech

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11

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66

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allo

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te

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Dire

cto

rate

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ntin

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ntr

al C

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0.0

2.4

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pre

cia

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n

De

pre

cia

tio

n G

ran

t-in

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(11

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pre

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11

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0.7

Mo

st D

ire

cto

rate

s a

re r

ep

ort

ing

/ fo

reca

stin

g T

&S

co

sts

ab

ove

bu

dg

et.

£0

.3m

ove

r b

ud

ge

t fo

r tr

ain

ing

/ e

xte

rna

l co

urs

e fe

es

Fo

reca

st in

clu

de

s £

2.5

m in

Ma

rch

fo

r M

AR

S

£(5

.5)m

of b

ud

ge

ted

"S

avin

gs to

be

fo

un

d"

ha

ve

all

be

en

re

lea

se

d in

th

e fo

reca

st a

cro

ss P

SI, F

&C

S, H

DS

, O

AS

, C

R a

nd

AS

I.

£4

.0m

of co

ntin

ge

ncy (

bo

th c

en

tra

l a

nd

in

dire

cto

rate

s)

ha

s b

ee

n r

ele

ase

d in

th

e fo

reca

st.

Fu

ll ye

ar

va

ria

nce

in

clu

de

s £

1.5

m IC

T , £

0.7

m C

yb

ers

ecu

rity

an

d £

0.5

m in

Te

ch

Arc

hs (

un

bu

dg

ete

d G

S1

lic

en

ce

s)

Ap

pen

dix

1 -

Man

ag

em

en

t A

cco

un

ts

Deta

il b

y In

co

me/ E

xp

en

dit

ure

Typ

e

Ye

ar-

to-D

ate

Fu

ll Y

ea

r

Rin

g-f

en

ce

d G

iA -

£(0

.2)m

YT

D a

nd

£(0

.1)m

fo

reca

st va

ria

nce

s r

efle

ct th

at e

xp

ecte

d s

pe

nd

is n

ow

ap

pro

ach

ing

bu

dg

et a

fte

r a

slo

we

r sta

rt to

th

e y

ea

r; a

ny o

ve

rsp

en

d w

ou

ld h

ave

to

be

fo

un

d fro

m c

ore

GiA

No

n-G

iA in

co

me

is £

0.2

m u

nd

er

bu

dg

et fo

r th

e y

ea

r-to

-da

te. T

he

fo

reca

st is

£0

.3m

ab

ove

bu

dg

et fo

r th

e fu

ll ye

ar.

Th

is is

prim

arily

drive

n fro

m a

dd

itio

na

l in

co

me

fro

m D

SfC

, G

PE

S, S

pin

e 2

an

d C

ross-G

ove

rnm

en

t P

rog

ram

me

s, b

ut lo

we

r in

co

me

on

Ch

oic

es (

inclu

din

g D

AS

), c

are

.da

ta, S

tan

da

rds, S

olu

tio

n A

ssu

ran

ce

an

d In

form

atio

n A

na

lysis

.

Oth

er

Fu

ll ye

ar

fore

ca

st o

ve

rsp

en

d a

ga

inst b

ud

ge

t in

clu

de

s £

3.7

m fo

r S

pin

e 2

wo

rkp

acka

ge

s a

nd

HS

CN

£0

.4m

, p

art

ially

offse

t b

y

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10

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Page 26 of 159

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c-1

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dg

et

vs F

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by D

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rate

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ratio

ns &

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ran

ce

Se

rvic

es

He

alth

D

igital S

erv

ice

sIn

form

atio

n &

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aly

tics

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hite

ctu

re,

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nd

ard

s &

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ova

tion

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ora

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erv

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vid

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12

of

16

Page 27 of 159

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vio

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mp

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nt fr

om

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cre

ase

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pre

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us m

on

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AG

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mm

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me

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me

nt

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tor

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w

KP

I O

wn

er

Ja

me

s H

aw

kin

sC

urr

en

t R

AG

Ap

pe

nd

ix 2

- P

rog

ram

me

De

liv

ery

Da

sh

bo

ard

Healt

h D

igit

al

Serv

ices D

ash

bo

ard

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ovem

ber

2015

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rec

as

t R

AG

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tte

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tte

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de

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ve

rsp

en

dD

eliv

ery

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nfi

de

nc

e -

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alt

h D

igit

al S

erv

ice

s:

HD

S V

iew

Re

po

rtin

g M

on

th:

Primary

Care IT

SRO?

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era

ll D

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ery

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nfi

de

nc

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ran

ce

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en

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na

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ial fo

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as

t

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ain

st

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dg

et

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es

tme

nt

jus

tifi

ca

tio

n (

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,

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U e

tc)

fore

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st

sp

en

d

sta

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16

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15

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ve

mb

er-

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15

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ula

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(to

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bru

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16

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o A

mb

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hit

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n -

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er

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15

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ll D

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ery

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de

nc

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AG

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su

ran

ce

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liv

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nc

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st

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dg

et

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es

tme

nt

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n (

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rall D

eliv

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nc

e f

or

AS

I:

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ve

mb

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15

Ove

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live

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e N

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mb

er

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15

pe

rio

d. T

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hig

h le

ve

l co

mm

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tary

pro

vid

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rth

er

de

tail.

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ta ite

m w

as n

ot a

va

ilab

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t th

e tim

e o

f re

po

rt p

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for

exa

mp

le, d

iscre

pa

ncie

s w

ith

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dg

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ure

s o

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la

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f a

n a

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rova

l)

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re

po

rt p

rovid

ed

or

rep

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pro

vid

ed

bu

t m

issin

g R

AG

in

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hic

h a

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ho

uld

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ve

be

en

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ta ite

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lica

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to

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mm

e o

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ct (f

or

exa

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ay n

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16

No

ve

mb

er-

15

13 o

f 16

03 (

a) B

oard

Per

form

ance

Pac

k

Page 28 of 159

A/G

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sh

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al

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2015

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alt

h D

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S V

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on

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ne

fits

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15

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me

nt fr

om

pre

vio

us m

on

thN

o r

ep

ort

pro

vid

ed

or

rep

ort

pro

vid

ed

bu

t m

issin

g R

AG

in

a s

ectio

n fo

r w

hic

h a

RA

G s

ho

uld

ha

ve

be

en

pro

vid

ed

RA

G s

am

e a

s p

revio

us m

on

thD

ata

ite

m is n

ot a

pp

lica

ble

to

pro

gra

mm

e o

r p

roje

ct (f

or

exa

mp

le, M

OU

s m

ay n

ot b

e r

esp

on

sib

le fo

r B

en

efits

Re

alis

atio

n o

r b

e a

cco

un

tab

le fo

r G

DS

Sp

en

d A

pp

rova

l)

Ove

rall

De

live

ry C

on

fid

en

ce

is a

sse

sse

d a

s A

ba

se

d o

n th

e H

igh

ligh

t R

ep

ort

s c

ove

rin

g th

e N

ove

mb

er

20

15

pe

rio

d. T

he

hig

h le

ve

l co

mm

en

tary

pro

vid

es

furt

he

r d

eta

il.

Fe

bru

ary

-20

16

No

ve

mb

er-

15

14 o

f 16

Page 29 of 159

Pre

vio

us R

AG

Pre

vio

us R

AG

Pre

vio

us R

AG

Pre

vio

us R

AG

Cu

rren

t R

AG

A/G

Cu

rren

t R

AG

AC

urr

en

t R

AG

A/G

Cu

rren

t R

AG

A

Fo

recast

RA

GA

/GF

ore

cast

RA

GA

Fo

recast

RA

GG

Fo

recast

RA

GA

Sep

Oct

No

vD

ec

Jan

Feb

RP

A

Last

Gate

Date

RA

G

Next

Gate

Date

Sta

tus

Sep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

v

P0033

PA

CS

Yes

AA

AA

AA

/GT

BC

0N

ov-1

1A

TB

CT

BC

TB

CG

GG

GG

GN

/AN

/AN

/A-

P0183

So

uth

Co

mm

un

ity

Pro

gra

mm

eY

es

A/G

A/G

A/G

A/G

A/G

A/G

Med

3D

ec-1

2A

/G5

TB

CT

BC

GG

GG

GG

AA

A

P0182

So

uth

Am

bu

lan

ce

Pro

gra

mm

eY

es

A/G

AA

AA

AM

ed

4N

ov-1

4A

/G5

TB

CT

BC

AG

GG

GG

GG

G

P0181

So

uth

Acu

te

Pro

gra

mm

eY

es

GG

GG

GG

Hig

h4

Apr-

15

GT

BC

TB

CT

BC

AA

AR

-UR

-UR

-UG

GG

P0047

BT

LS

PY

es

AA

GG

GG

Hig

hP

AR

Mar-

15

A/R

N/A

N/A

N/A

AG

GG

RR

GG

G

P0031

CS

C L

SP

Yes

A/R

A/R

AA

AA

Hig

hP

AR

Apr-

15

A/R

PA

RT

BC

TB

CA

AG

GR

-UR

-UG

GG

P0190

Healt

h a

nd

So

cia

l

Care

Netw

ork

Yes

A/R

A/R

AA

AA

Hig

h2

Sep-1

5A

/RT

BC

TB

CT

BC

AA

AR

-OG

GA

AA

P0004

Ch

ild

Pro

tecti

on

–

Info

rmati

on

Sh

ari

ng

No

A/R

A/R

A/R

A/R

A/R

A/R

Med

4Jul-14

A/G

5A

pr-

16

Not B

ooked

RR

RR

-UR

-UR

-UA

AA

P0037

Off

en

der

Healt

h IT

No

A/G

A/G

A/G

A/G

A/G

A/G

N/A

N/A

N/A

GN

/AN

/AN

/AG

GG

R-O

R-O

R-O

GG

G

P0207

Healt

h &

Ju

sti

ce

Info

rmati

on

Serv

ices

No

AA

AA

AA

Med

2A

ug-1

4A

/R3

Jan-1

6N

ot booked

AA

AR

-UR

-UR

-UG

GG

P0301

FG

MP

No

A/G

AA

AA

AN

/AN

/AN

/AN

/AN

/AN

/AN

/AR

RA

R-O

R-O

R-U

GG

G

P0341

SC

IPY

es

GA

AA

A/G

GN

/AN

/AN

/AN

/AT

BC

TB

CT

BC

AA

AR

-UR

-UR

-UA

AA

P0372

ISP

Yes

A/G

A/G

A/G

AA

TB

CT

BC

N/A

N/A

N/A

TB

CT

BC

TB

CA

AA

R-U

R-U

R-U

GG

G

A/G

69.2

3%

A/G

73.3

3%

Sep

Oct

No

vD

ec

Jan

Feb

RP

A

Last

Gate

Date

RA

G

Next

Gate

Date

Sta

tus

Sep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

v

P0306

care

.data

Yes

A/R

A/R

A/R

A/R

A/R

A/R

Hig

hP

AR

Feb-1

5A

/R1 d

ay H

ealthcheck N

ov

TB

CA

AA

N/A

N/A

N/A

-R

RR

P0055

Mate

rnit

y a

nd

Ch

ild

ren

s D

ata

set

Yes

AA

AA

/GA

/GA

Hig

h3

Jan-1

3A

N/A

N/A

N/A

AA

AG

GG

GG

G

P0321

Path

fin

der

on

DM

EY

es

AA

AA

/RA

/RA

/RM

ed

3A

ug-1

4A

/RN

/AN

/AN

/AA

AA

AA

AG

GG

A

53.3

3%

A

46.6

7%

Sep

Oct

No

vD

ec

Jan

Feb

RP

A

Last

Gate

Date

RA

G

Next

Gate

Date

Sta

tus

Sep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

v

P0050

Sp

ine 2

No

A/G

A/G

A/G

A/G

A/G

GH

igh

5F

eb-1

5G

5T

BC

TB

CA

AA

R-O

R-O

R-O

GG

G

P0325

Cyb

er

Secu

rity

Pro

gra

mm

eY

es

A/G

A/G

A/G

A/G

A/G

A/G

Hig

hN

/AN

/AN

/A0

TB

CT

BC

AA

AG

GG

GG

G

P0335

SU

S T

ran

sit

ion

No

A/G

A/G

A/G

A/G

A/G

A/G

Hig

h5

Jul-15

G5

TB

CT

BC

AA

AA

AA

GG

G

A/G

80.0

0%

G

86.6

7%

KE

Y

Tre

nd

Non C

om

ple

tion

3N

R

2N

/A

1T

BC

Data

Ow

ner

To

m D

en

wo

od

(P

rov S

up

), M

art

in S

evers

(I&

A),

Ro

b

Sh

aw

(O

+A

S),

Pete

r C

ou

nte

r (A

SI)

Pro

vid

er

Su

pp

ort

& In

teg

rati

on

Dash

bo

ard

- N

ovem

ber

2015

KP

I O

wn

er

Jam

es H

aw

kin

s

KP

IP

rog

ram

me A

ch

ievem

en

t (o

ther

Dir

ecto

rate

s)

PS

&I R

AG

Su

mm

ary

I&A

RA

G S

um

mary

O+

AS

RA

G S

um

mary

AS

I R

AG

Su

mm

ary

Ap

pen

dix

2 -

Pro

gra

mm

e D

eliv

ery

Dash

bo

ard

No

vem

ber-

2015

Overa

ll D

eliv

ery

Confidence is a

ssessed a

s A

/G b

ased o

n the H

ighlig

ht R

eport

s c

overing the N

ovem

ber

2015 p

eriod. T

he h

igh level com

menta

ry p

rovid

es f

urt

her

deta

il.

Feb

ruary

-2016

Rep

ort

ing

Mo

nth

1st le

tter

= R

AG

,

2nd letter

= U

nder

/ overs

pend

1st le

tter

= R

AG

,

2nd letter

= U

nder

/ overs

pend

Overa

ll D

elivery

Co

nfi

den

ce f

or

Pro

v S

up

:

SRO Appr?

Overa

ll D

elivery

Co

nfi

den

ce R

AG

Assu

ran

ce D

elivery

Co

nfi

den

ce / S

tatu

sK

ey D

elivery

Milesto

nes

Cu

rren

t year

fin

an

cia

l fo

recast

ag

ain

st

bu

dg

et

Investm

en

t ju

sti

ficati

on

(B

C, M

oU

etc

)

fore

cast

sp

en

d s

tatu

s

Info

rmati

cs a

nd

An

aly

tics -

No

vem

ber

2015

SRO Appr?

Overa

ll D

elivery

Co

nfi

den

ce R

AG

Assu

ran

ce D

elivery

Co

nfi

den

ce / S

tatu

sK

ey D

elivery

Milesto

nes

Cu

rren

t year

fin

an

cia

l fo

recast

ag

ain

st

bu

dg

et

Investm

en

t ju

sti

ficati

on

(B

C, M

oU

etc

)

fore

cast

sp

en

d s

tatu

s

1st le

tter

= R

AG

,

2nd letter

= U

nder

/ overs

pend

1st le

tter

= R

AG

,

2nd letter

= U

nder

/ overs

pend

Overa

ll D

elivery

Co

nfi

den

ce f

or

I&A

:

No

vem

ber-

2015

Overa

ll D

eliv

ery

Confidence is a

ssessed a

s A

based o

n the H

ighlig

ht R

eport

s c

overing the N

ovem

ber

2015 p

eriod. T

he h

igh level com

menta

ry p

rovid

es f

urt

her

deta

il.

Feb

ruary

-2016

Rep

ort

ing

Mo

nth

Feb

ruary

-2016

Rep

ort

ing

Mo

nth

1st le

tter

= R

AG

,

2nd letter

= U

nder

/ overs

pend

1st le

tter

= R

AG

,

2nd letter

= U

nder

/ overs

pend

Overa

ll D

elivery

Co

nfi

den

ce f

or

O+

AS

:

Investm

en

t ju

sti

ficati

on

(B

C, M

oU

etc

)

fore

cast

sp

en

d s

tatu

s

Op

era

tio

ns a

nd

Assu

ran

ce S

erv

ices D

ash

bo

ard

- N

ovem

ber

2015

SRO Appr?

Overa

ll D

elivery

Co

nfi

den

ce R

AG

Assu

ran

ce D

elivery

Co

nfi

den

ce / S

tatu

sK

ey D

elivery

Milesto

nes

Cu

rren

t year

fin

an

cia

l fo

recast

ag

ain

st

bu

dg

et

No

vem

ber-

2015

Data

ite

m w

as n

ot availa

ble

at th

e tim

e o

f re

port

pro

duction (

for

exa

mple

, dis

cre

pancie

s w

ith b

udget figure

s o

r a lack o

r in

form

ation a

round the p

rogre

ssio

n o

f an a

ppro

val)

RA

G im

pro

vem

ent fr

om

pre

vio

us m

onth

No r

eport

pro

vid

ed o

r re

port

pro

vid

ed b

ut m

issin

g R

AG

in a

section f

or

whic

h a

RA

G s

hould

have b

een p

rovid

ed

RA

G s

am

e a

s p

revio

us m

onth

Data

ite

m is n

ot applic

able

to p

rogra

mm

e o

r pro

ject (f

or

exa

mple

, M

OU

s m

ay n

ot be r

esponsib

le f

or

Benefits

Realis

ation o

r be a

ccounta

ble

for

Dig

ital and T

ech S

pend A

ppro

val)

RA

G d

ecre

ase f

rom

pre

vio

us m

onth

Overa

ll D

eliv

ery

Confidence is a

ssessed a

s A

/G b

ased o

n the H

ighlig

ht R

eport

s c

overing the N

ovem

ber

2015 p

eriod. T

he h

igh level com

menta

ry p

rovid

es f

urt

her

deta

il.

15 o

f 16

03 (

a) B

oard

Per

form

ance

Pac

k

Page 30 of 159

Pro

gra

mm

e A

ch

ievem

en

t (o

ther

Dir

ecto

rate

s)

Jam

es H

aw

kin

sP

revio

us R

AG

Pre

vio

us

RA

GP

revio

us R

AG

0P

revio

us R

AG

0P

revio

us R

AG

0

Cu

rren

t R

AG

A/G

Cu

rren

t R

AG

AC

urr

en

t R

AG

A/G

Cu

rren

t R

AG

A

Fo

recast

RA

GA

/GF

ore

cast

RA

GA

Fo

recast

RA

GG

Fo

recast

RA

GA

Sep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

v

P0033

PA

CS

GG

GN

/AN

/AN

/A-

GG

GN

/AN

/AN

/A-

N/A

N/A

N/A

-G

GG

GG

G

P0183

So

uth

Co

mm

un

ity

Pro

gra

mm

eG

GG

GG

GG

GG

GG

GG

GG

GG

GA

AA

P0182

So

uth

Am

bu

lan

ce

Pro

gra

mm

eA

AA

AA

AG

GG

GG

GG

GG

AA

AG

GG

P0181

So

uth

Acu

te

Pro

gra

mm

eA

GG

GG

GG

GG

GG

GG

GG

GG

GG

GG

P0047

BT

LS

PR

RR

GG

GG

GG

GG

GG

GG

GG

GA

GG

P0031

CS

C L

SP

AA

AG

GG

RR

AG

GG

GG

GG

GG

GG

G

P0190

Healt

h a

nd

So

cia

l

Care

Netw

ork

AA

AG

GG

RA

AA

AA

AA

RR

RA

AA

A

P0004

Ch

ild

Pro

tecti

on

–

Info

rmati

on

Sh

ari

ng

AA

AG

GG

AA

AG

GG

GG

GA

AA

AA

A

P0037

Off

en

der

Healt

h IT

N/A

N/A

N/A

-G

GG

GG

GG

GG

N/A

N/A

N/A

-G

GG

GG

G

P0207

Healt

h &

Ju

sti

ce

Info

rmati

on

Serv

ices

N/A

N/A

N/A

-G

GG

AA

AA

AA

GG

GA

AR

AA

A

P0301

FG

MP

N/A

N/A

N/A

-G

GG

GG

GG

GG

GG

GG

GG

GG

G

P0341

SC

IPN

/AN

/AN

/A-

GG

GA

AA

GG

GG

GG

AA

AG

GG

P0372

ISP

N/A

N/A

N/A

-A

AA

GG

GG

GG

N/A

N/A

N/A

-G

GG

AA

A

A/G

69.2

3%

A/G

73.3

3%

Sep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

v

P0306

care

.data

RR

RA

AA

GG

GA

AA

N/A

N/A

N/A

-A

AA

AA

A

P0294

Mate

rnit

y a

nd

Ch

ild

ren

s D

ata

set

AA

AG

GG

GG

GG

GG

GG

GA

AA

GA

A

P0321

Path

fin

der

on

DM

EN

/AN

/AN

/A-

AA

AA

AA

AA

AN

/AN

/AN

/A-

AA

AA

AA

A

53.3

3%

A

46.6

7%

Sep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

vS

ep

Oct

No

v

P0050

Sp

ine 2

GG

GA

AA

GG

GG

GG

GG

GA

AA

AA

A

P0325

Cyb

er

Secu

rity

Pro

gra

mm

eN

/AN

/AN

/A-

GG

GG

GG

GG

GN

/AN

/AN

/A-

GG

GG

GG

P0335

SU

S T

ran

sit

ion

GG

GG

GG

AA

GA

AG

GG

GG

GG

GG

G

A/G

80.0

0%

G

86.6

7%

KE

Y

Tre

nd

Non C

om

ple

tion

3R

AG

im

pro

vem

ent fr

om

pre

vio

us m

onth

2R

AG

sam

e a

s p

revio

us m

onth

1R

AG

decre

ase f

rom

pre

vio

us m

onth

Data

Ow

ner

To

m D

en

wo

od

(P

rov S

up

), M

art

in S

evers

(I&

A),

Ro

b S

haw

(O

+A

S),

Pete

r C

ou

nte

r (A

SI)

Pro

vid

er

Su

pp

ort

& In

teg

rati

on

Dash

bo

ard

- N

ovem

ber

2015

KP

IP

S&

I R

AG

Su

mm

ary

I&A

RA

G S

um

mary

O+

AS

RA

G S

um

mary

AS

I R

AG

Su

mm

ary

KP

I O

wn

er

Ap

pen

dix

2 -

Pro

gra

mm

e D

eliv

ery

Dash

bo

ard

No

vem

ber-

2015

Overa

ll D

eliv

ery

Confidence is a

ssessed a

s A

/G b

ased o

n the H

ighlig

ht R

eport

s c

overing the N

ovem

ber

2015 p

eriod. T

he h

igh level com

menta

ry p

rovid

es f

urt

her

deta

il.

Feb

ruary

-2016

Pro

gre

ss a

gain

st

pla

nn

ed

mit

igati

on

for

risk

Overa

ll D

elivery

Co

nfi

den

ce f

or

Pro

v S

up

:

Ben

efi

ts r

ealisati

on

co

nfi

den

ce

Qu

ality

Man

ag

em

en

t ag

ain

st

pla

nP

rog

ram

me / P

roje

ct

en

d d

ate

Cu

rren

t In

vestm

en

t Ju

sti

ficati

on

ap

pro

val sta

tus

Dig

ital &

Tech

no

log

y S

pen

d C

on

tro

ls

Sta

tus

Reso

urc

ing

Ag

ain

st

Pla

n

Info

rmati

cs a

nd

An

aly

tics -

No

vem

ber

2015

Ben

efi

ts r

ealisati

on

co

nfi

den

ce

Qu

ality

Man

ag

em

en

t ag

ain

st

pla

n

Overa

ll D

elivery

Co

nfi

den

ce f

or

I&A

:

No

vem

ber-

2015

Pro

gra

mm

e / P

roje

ct

en

d d

ate

Cu

rren

t In

vestm

en

t Ju

sti

ficati

on

ap

pro

val sta

tus

Overa

ll D

eliv

ery

Confidence is a

ssessed a

s A

based o

n the H

ighlig

ht R

eport

s c

overing the N

ovem

ber

2015 p

eriod. T

he h

igh level com

menta

ry p

rovid

es f

urt

her

deta

il.

Feb

ruary

-2016

Dig

ital &

Tech

no

log

y S

pen

d C

on

tro

ls

Sta

tus

Reso

urc

ing

Ag

ain

st

Pla

nP

rog

ress a

gain

st

pla

nn

ed

mit

igati

on

for

risk

Feb

ruary

-2016

Reso

urc

ing

Ag

ain

st

Pla

nP

rog

ress a

gain

st

pla

nn

ed

mit

igati

on

for

risk

Overa

ll D

elivery

Co

nfi

den

ce f

or

O+

AS

:

Ben

efi

ts r

ealisati

on

co

nfi

den

ce

Qu

ality

Man

ag

em

en

t ag

ain

st

pla

nP

rog

ram

me / P

roje

ct

en

d d

ate

Cu

rren

t In

vestm

en

t Ju

sti

ficati

on

ap

pro

val sta

tus

Dig

ital &

Tech

no

log

y S

pen

d C

on

tro

ls

Sta

tus

Op

era

tio

ns a

nd

Assu

ran

ce S

erv

ices D

ash

bo

ard

- N

ovem

ber

2015

TB

CD

ata

ite

m w

as n

ot availa

ble

at th

e tim

e o

f re

port

pro

duction (

for

exa

mple

, dis

cre

pancie

s w

ith b

udget figure

s o

r a lack o

r in

form

ation a

round the p

rogre

ssio

n o

f an a

ppro

val)

NR

No r

eport

pro

vid

ed o

r re

port

pro

vid

ed b

ut m

issin

g R

AG

in a

section f

or

whic

h a

RA

G s

hould

have b

een p

rovid

ed

N/A

Data

ite

m is n

ot applic

able

to p

rogra

mm

e o

r pro

ject (f

or

exa

mple

, M

OU

s m

ay n

ot be r

esponsib

le f

or

Benefits

Realis

ation o

r be a

ccounta

ble

for

Dig

ital and T

ech S

pend A

ppro

val)

No

vem

ber-

2015

Overa

ll D

eliv

ery

Confidence is a

ssessed a

s A

/G b

ased o

n the H

ighlig

ht R

eport

s c

overing the N

ovem

ber

2015 p

eriod. T

he h

igh level com

menta

ry p

rovid

es f

urt

her

deta

il.

16 o

f 16

Page 31 of 159

of 1

Board Meeting – Public Session

Title of paper: Update on progress against Budget & Business Plan/ 2015/16


Agenda item no: HSCIC 16 06 03 b

Paper presented by:

Carl Vincent, Director of Finance & Corporate Services

Paper prepared by:

Carl Vincent, Director of Finance & Corporate Services/ Rebecca Giles, Head of Strategic Finance, Reporting & Change/ David O’Brien, Head of Business Intelligence

Paper approved by: (Sponsor Director) Carl Vincent, Director of Finance & Corporate Services

Purpose of the paper: To provide an update to the Board of the latest financial position against budget for the 2015/16 financial year and an update on progress against the 2015/16 Business Plan.


Financial position and delivery of business plan commitments for 2015/16


Indirect

Actions required by the Board: The Board are requested to:

note the reported performance on delivering business plan commitments and mitigating actions

note the current financial forecast outturn for 2015/16

03 (

b) B

usin

ess

Pla

n an

d B

udge

t 201

5-16

Rep

ort

Page 32 of 159

Update on progress against Budget & Business Plan/ 2015/16

Author Carl Vincent

Date 27 January 2016

03 (

b) B

usin

ess

Pla

n an

d B

udge

t 201

5-16

Rep

ort

Page 33 of 159

2015/16 Budget and Business Plan: Q3 Update

Contents

Contents 2

Executive Summary 3

Update on 2015/16 Budget 3

Update on 2015/16 Business Plan 4

Actions Required of the Board 5

Appendix A: 2015/16 Corporate Business Plan monitoring – Q3 summary 6

Appendix B: Business Plan deliverables rated Red or Amber/Red 10

Page 34 of 159


Executive Summary

This paper provides an update to the Board of the latest financial position against budget for the 2015/16 financial year and an update on progress against the 2015/16 Business Plan.

Update on 2015/16 Budget

As at December month-end, the HSCIC reported an underspend against budget for the first nine months of the year of £14.0m and forecast an underspend against budget for the full year of £7.1m, comprising £6.8m for core GiA and £0.2m for ring-fenced GiA.

The full year forecast, however, still includes optimistic projections of recruitment for the remainder of the year. Net recruitment of permanent staff for the first nine months of the year was 203 FTE (22.5 FTE monthly average) with forecast projections of a net increase of 134 FTE in the remaining three months, peaking in February, as per the following graph:

The net staff increase for the remainder of the year has decreased significantly from previous months but 134 FTE in 3 months is still unlikely to be achievable. If we assume a net increase of 20 FTE per month for the last quester, forecast costs will decrease by a further £0.6m.

Additionally, the more staff that are recruited in the remainder of this year, the higher the cost pressure that is carried forward into 16/17. As Directorates are currently finalising 16/17 to 18/19 budget plans that reflect the expected GiA decrease of 30% over the next 4 years, the future years’ pressures are contributing the reducing forecast recruitment for this year and this may reduce further still next month. Partially offsetting this pressure, the current Mutually Agreed Resignation Scheme (MARS) is expected to reduce headcount, although some of these staff are expected to be replaced.

The forecast for non-staff costs continues to predict expenditure over budget, however, the previously predicted forecast overspends earlier in the year on Professional Fees and ICT have reduced significantly or reversed. An additional forecast has been included this month for the expected cost of the MAR Scheme.

External income is currently forecast to end the year slightly above budget, but within this are fluctuations in both directions across a number of programmes, particularly for programmes that were in the process of being developed/ established or reorganised when the budgets

Apr-15Act

May-15Act

June-15Act

Jul-15Act

Aug-15Act

Sept-15Act

Oct-15Act

Nov-15Act

Dec-15Act

Jan-16Fct

Feb-16Fct

Mar-16Fct

Forecast Increase (FTE) 2.0 17.9 24.3 44.5 35.3 7.6 19.9 19.4 32.5 43.9 61.2 29.4

Budgeted Increase (FTE) 52.2 88.6 125.2 68.8 33.0 52.5 23.4 12.1 9.0 (3.5) 2.8 4.4

-

20.0

40.0

60.0

80.0

100.0

120.0

140.0

Permanent Staff - Forecast Increase vs Budgeted Increase [FTE]

Forecast Increase (FTE) Budgeted Increase (FTE)

03 (

b) B

usin

ess

Pla

n an

d B

udge

t 201

5-16

Rep

ort

Page 35 of 159


were set, so this remains an area of risk for the organisation. Over-arching Provision of Services Agreements (POSAs) have been signed with DH and NHSE and the underlying work packages for 2015/16 are in most instances either agreed or in an advanced stage of development.

The Capital budget for the year is expected to be £14.0m (final confirmation not yet received from DH); to December, we had spent £7.5m. Capital requirements for the remainder of the year are heavily reliant on the likely requirements of the Data Services Programme. £1.3m has been returned to DH to fund capital development of the Spine asset for CHRIS replacement.

Although the “bottom-up” forecast outturn position is an underspend of £7.1m, a “top down view, adjusting for likely recruitment (as above) and expected spend on professional fees and ICT, gives a more likely out-turn of £11.1m (£10.9m core, £0.2m ring-fenced). This is still subject to any required accounting adjustments at year-end.

Update on 2015/16 Business Plan

The corporate business plan contains 65 commitments to be delivered during 2015/16. Overall the reported delivery progress as at the close of quarter three is good for most deliverables, with few reported as being at significant risk of non-delivery.

Delivery progress of the business plan commitments is monitored by directorates and reported to the corporate business intelligence team on a quarterly basis. The reported information is triangulated with other sources of intelligence such as risk reports, performance data and programme highlights reports.

The table below summarises the reported delivery progress at the close of quarter three. More detail is provided at Appendix A. RAG ratings are applied to each commitment. These ratings are based on the RAG rating definitions for delivery confidence as applied to projects and programmes across the organisation.

RAG Status RAG Definition Number of

Commitments

Green On target for successful in-year delivery 25

Amber/Green Successful in-year delivery is probable 15

Amber Successful in-year delivery is feasible, issues need resolving 9

Amber/Red Successful in-year delivery in doubt, urgent action is required 2

Red Successful in-year delivery appears unachievable 3

2 Blue Delivery has been completed 8

Grey Not reported this quarter 3

Total 65

Note that the RAG ratings in this report refer to the status of work originally planned to be completed within 2015/16. This might be different from the overall status of a multi-year programme. For example, in the case of a large programme with a life cycle of many years, the RAG rating reported here applies to the elements of the programme originally planned

Page 36 of 159


for delivery during 2015/16 rather than the overall delivery confidence for the entire programme.

Three commitments had a RED delivery status at the close of quarter three, indicating that successful delivery as originally planned will not be achieved in 2015/16:

2.6 Develop and obtain approval for standards necessary to integrate information flows within social care and between health and social care

3.12: Put NHS Mail2 into live service

3.18: Support NHS England to achieve 80% take-up of the Child Protection Information Service (CP-IS)

Two commitments had an AMBER-RED delivery status at the close of quarter three, indicating that successful delivery in 2015/16 is in doubt and that urgent action is required. These are:

3.3: Introduce new assurance processes to enable the HSCIC to open up access and reduce timescales for connectivity to national systems

5.6: Work with DH and the Cabinet Office to design a Centre of Excellence for Big Data and Data Science

More information about these commitments, including the cause of delivery issues and the mitigating actions, is presented in Appendix B.

Actions Required of the Board

The Board are requested to:

note the reported performance on delivering business plan commitments and mitigating actions

note the current financial forecast outturn for 2015/16

03

(b)

Bus

ines

s P

lan

and

Bud

get 2

015-

16 R

epor

t

Page 37 of 159

2015

/16 B

ud

get

an

d B

usin

ess P

lan

: Q

3 U

pd

ate

Ap

pendix

A: 2015/1

6 C

orp

ora

te B

usi

ness

Pla

n m

onito

ring –

Q3 s

um

mary

Ref

Dir

ecto

rate

Sta

tus

Co

mm

en

t (f

or

co

mm

itm

en

ts r

ate

d A

MB

ER

or

wo

rse)

1.1

OA

SA

/G

1.2

OA

SN

RT

his

is a

th

ree

-ye

ar

asp

ira

tio

n in

th

e O

AS

bu

sin

ess p

lan

, n

ot

inte

nd

ed

as a

n in

-

ye

ar

de

live

rab

le fo

r 2

01

5/1

6

1.3

OA

SA

/G

1.4

OA

SA

/G

1.5

OA

SC

1.6

OA

SG

2.1

AS

IA

/G

2.2

AS

IA

/G

2.3

AS

IA

Th

e o

pe

ratio

na

l e

ffe

ctive

ne

ss o

f th

e s

tan

da

rds im

ple

me

nta

tio

n t

ea

m is a

t risk

du

e t

o r

ecru

itm

en

t d

ela

ys.

2.4

AS

IA

De

ve

lop

me

nt

of th

e S

CC

I su

pp

ort

se

rvic

e h

as b

ee

n a

ffe

cte

d b

y s

taff illn

ess

du

rin

g Q

1 a

nd

de

lays in

re

cru

itin

g a

pe

rma

ne

nt

SC

CI

Ch

air.

2.5

OA

SG

2.6

PS

IR

De

lays in

de

ve

lop

ing

th

e s

tan

da

rds a

nd

ob

tain

ing

ap

pro

va

l fr

om

SC

CI

ha

s

pu

sh

ed

th

e d

elive

ry t

ime

sca

le b

eyo

nd

20

15

/16

(to

Au

gu

st

20

16

).

2.7

AS

IA

De

pe

nd

ency o

n t

he

op

era

tio

na

l e

ffe

ctive

ne

ss o

f th

e I

nn

ova

tio

n S

erv

ice

(2

.1

ab

ove

). T

he

co

nce

pt

of a

ph

ysic

al In

no

va

tio

n C

en

tre

is o

n h

old

pe

nd

ing

fu

rth

er

co

nsid

era

tio

n.

2.8

HD

SG

Ensure

that G

P c

linic

al syste

ms c

an d

eliver

the n

ew

GP

2G

P r

equir

em

ents

to s

upport

the e

lectr

onic

tra

nsfe

r of re

cord

s w

hen p

atients

transfe

r th

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GP

Co

mm

itm

en

ts

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a c

yber

securi

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trate

gy a

nd p

rogra

mm

e that m

eet th

e S

ecre

tary

of S

tate

’s r

equir

em

ent to

im

pro

ve d

ata

and s

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m s

ecuri

ty

acro

ss the h

ealth a

nd c

are

syste

m, and c

an r

espond to the e

volv

ing n

atu

re o

f cyber

thre

ats

that are

posed

Support

the d

evelo

pm

ent of a s

erv

ice for

managin

g p

eople

’s p

refe

rences for

managin

g the s

hari

ng o

f pers

onal data

, in

lin

e w

ith the

com

mitm

ent giv

en b

y the N

IB

Develo

p the S

CC

I support

serv

ice into

a fully o

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tional str

ate

gic

support

function

1. E

NS

UR

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HA

T E

VE

RY

CIT

IZE

N’S

DA

TA

IS

PR

OT

EC

TE

D

2. E

ST

AB

LIS

H S

HA

RE

D A

RC

HIT

EC

TU

RE

AN

D S

TA

ND

AR

DS

SO

EV

ER

YO

NE

BE

NE

FIT

S

Revie

w a

nd u

pdate

the s

ecto

r-w

ide Info

rmation G

overn

ance T

oolk

it s

o that it s

upport

s local health a

nd c

are

org

anis

ations d

eliver

inte

gra

ted s

erv

ices

Support

th

e N

ational D

ata

Guard

ian b

y h

osting the independent In

form

ation G

overn

ance O

vers

ight P

anel to

pro

vid

e a

dvic

e, challenge

and s

cru

tiny to the h

ealth a

nd c

are

syste

m r

egard

ing the u

se o

f sensitiv

e d

ata

Deliver

enhanced info

rmation g

overn

ance a

nd s

ecuri

ty o

pera

tions functions for

the s

yste

ms a

nd s

erv

ices d

elivere

d b

y H

SC

IC.

In c

ollabora

tion w

ith o

ur

part

ners

, consolidate

the p

ositio

n o

f th

e Info

rmation G

overn

ance A

llia

nce a

s the s

ingle

auth

ori

tative s

ourc

e o

f

info

rmation g

overn

ance a

dvic

e, guid

ance a

nd b

est pra

ctice for

the h

ealth a

nd c

are

secto

r.

Develo

p the H

SC

IC a

s the s

ecto

r-w

ide c

entr

e o

f com

pete

nce for

technic

al arc

hitectu

re, in

form

ation s

tandard

s a

nd innovation

Work

with the Inte

ropera

bility B

oard

to d

evelo

p n

ew

sta

ndard

s for

the inte

ropera

bility o

f care

docum

ents

and r

ecord

s

Pro

gre

ss the im

ple

menta

tion o

f S

NO

ME

D C

T, pharm

acy s

tandard

s, and inte

ropera

bility s

tandard

s

HS

CIC

Bu

sin

es

s P

lan

Mo

nit

ori

ng

- Q

ua

rte

r 3

Su

mm

ary

Esta

blish n

ew

work

ing p

rocesses for

develo

pm

ent of in

novative ideas in the H

SC

IC a

nd e

xplo

re o

ptions for

the d

evelo

pm

ent of a n

ew

innovation c

entr

e that can s

upport

our

work

Ensure

that clinic

al safe

ty s

tandard

s a

re incorp

ora

ted into

em

erg

ing technolo

gie

s, health a

nd w

ellbein

g r

ecord

s, apps a

nd a

ssis

tive

devic

es u

sed b

y c

itiz

ens a

nd c

are

pro

fessio

nals

, and w

ork

with the R

oyal C

olleges a

nd o

thers

to p

rom

ote

clinic

al safe

ty s

tandard

s

Develo

p a

nd o

bta

in a

ppro

val fo

r sta

ndard

s n

ecessary

to inte

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te info

rmation flo

ws w

ithin

socia

l care

and b

etw

een h

ealth a

nd s

ocia

l care

2

Page 38 of 159

2015

/16 B

ud

get

an

d B

usin

ess P

lan

: Q

3 U

pd

ate

Re

fD

irecto

rate

Sta

tus

Co

mm

en

t (f

or

co

mm

itm

en

ts r

ate

d A

MB

ER

or

wo

rse)

3.1

HD

SA

Imple

menta

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rofile

d t

o t

ake p

lace o

ver

a longer

tim

escale

than o

rigin

ally

pla

nned.

3.2

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3.3

OA

SA

/RD

ela

yed b

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esourc

e c

onstr

ain

ts:

sta

ff a

ssig

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o t

est

and a

ssura

nce w

ork

on

hig

h p

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critical national syste

ms

3.4

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SA

HS

CIC

instr

ucte

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nd t

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ease w

ork

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HS

CIC

now

delivering a

liv

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erv

ice o

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, but

this

inclu

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elivery

of a

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ents

.

3.5

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3.6

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3.7

HD

SC

3.8

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SC

3.9

OA

SA

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3.1

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AS

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AS

A/G

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elivery

date

has b

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back.

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pla

nned for

April, e

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m N

HS

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pla

nned for

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2016

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AS

G

3.1

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AS

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eplo

ym

ent

issues c

oncern

suppliers

, pro

cure

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technolo

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resourc

es.

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tim

escale

repro

file

d t

o 2

017.

Tra

nsfe

r th

e C

entr

al H

ealth R

egis

try Inquir

y S

yste

m (

CH

RIS

) in

to the S

pin

e s

erv

ice

HS

CIC

Bu

sin

es

s P

lan

Mo

nit

ori

ng

- Q

ua

rte

r 3

Su

mm

ary

Make a

ccess to the S

um

mary

Care

Record

available

to m

ore

clinic

al and s

ocia

l care

settin

gs (

consis

tent w

ith the N

IB fra

mew

ork

) in

ord

er

to im

pro

ve p

atient outc

om

es, avoid

onw

ard

refe

rrals

and e

nhance p

atient experi

ence o

f care

Co

mm

itm

en

ts

3. IM

PL

EM

EN

T N

AT

ION

AL

SE

RV

ICE

S T

HA

T M

EE

T N

AT

ION

AL

AN

D L

OC

AL

NE

ED

S

Allow

“vir

tual sm

art

card

auth

entication”

to m

anage a

ccess to n

ational syste

ms s

uch a

s the S

um

mary

Care

Record

(S

CR

) th

rough m

obile

devic

es

Launch the e

-Re

ferr

als

serv

ice a

nd its

new

vis

ion for

impro

vin

g a

ccess to s

erv

ices

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nsitio

n o

f th

e C

are

Identity

Serv

ice to m

eet th

e r

equir

em

ents

of th

e S

pin

e E

xte

nsio

n b

usin

ess c

ase

Support

nationally r

olled o

ut m

obile a

pplications in lin

e w

ith the N

ational In

form

ation B

oard

’s F

ram

ew

ork

for

Action.

Pro

gre

ss the m

igra

tion o

f th

e S

econdary

Uses S

erv

ice into

the H

SC

IC,

ensuri

ng c

ontinuity o

f serv

ice a

nd d

eliveri

ng the a

nnual P

aym

ent

by R

esults r

equir

em

ents

Mig

rate

, build a

nd o

pera

te a

new

Na

tional P

andem

ic F

lu s

erv

ice

De

velo

p the S

pin

e s

erv

ice a

s a

national hub s

upport

ing the e

xchange o

f in

form

ation a

cro

ss h

ealth, socia

l care

, lo

cal auth

ori

ties a

nd o

ther

org

anis

ations involv

ed in the n

ew

models

of in

tegra

ted c

are

.

Intr

oduce n

ew

assura

nce p

rocesses to e

nable

the H

SC

IC t

o o

pen u

p a

ccess a

nd r

educe tim

escale

s for

connectivity to n

ational syste

ms

Re

desig

n N

HS

Choic

es to d

eliver

a g

row

ing r

ange o

f pers

onal tr

ansactions, to

support

the d

elivery

of th

e N

IB o

bje

ctives

De

velo

p identity

veri

fication s

olu

tions to s

upport

health a

nd s

ocia

l care

work

ers

and p

atient/citiz

en identity

in s

upport

of th

e N

ational

Info

rmation B

oard

’s F

ram

ew

ork

for

Action.

Support

NH

S E

ngla

nd to a

chie

ve 8

0%

take-u

p o

f th

e C

hild P

rote

ction Info

rmation S

erv

ice

Put N

HS

Mail2 into

liv

e s

erv

ice

Impro

ve the e

ffectiveness o

f th

e E

lectr

onic

Pre

scri

ption S

erv

ice for

patients

, pre

scri

bers

, dis

pensers

and the p

rescri

ption r

eim

burs

em

ent

agency b

y e

nsuri

ng a

t le

ast one thir

d o

f all p

rescri

ption ite

ms a

re p

rescri

bed, dis

pensed a

nd c

laim

ed u

sin

g the s

erv

ice

Re

vie

w o

ptions for

the futu

re d

irection o

f th

e G

PE

S s

erv

ice w

ith a

vie

w t

o r

educin

g c

osts

, in

cre

asin

g c

apacity a

nd turn

aro

und o

f extr

act

delivery

Co

ntinue the tra

nsfe

r of serv

ices into

the S

erv

ice Inte

gra

tion a

nd M

anagem

ent envir

onm

ent, to s

trength

en o

ur

serv

ice m

anagem

ent and s

o

build c

onfidence in o

ur

ability to d

eliver

hig

h q

uality

resilie

nt serv

ices w

ith h

igh levels

of availability.

Co

mm

ence the p

rocess o

f decom

mis

sio

nin

g the N

ational H

ealth A

pplication a

nd Infr

astr

uctu

re S

erv

ices(N

HA

IS)

and b

uild n

ew

functionality

into

the S

pin

e s

erv

ice to s

upport

national pri

mary

care

regis

tration

2

03 (

b) B

usin

ess

Pla

n an

d B

udge

t 201

5-16

Rep

ort

Page 39 of 159

2015

/16 B

ud

get

an

d B

usin

ess P

lan

: Q

3 U

pd

ate

Ref

Dir

ecto

rate

Sta

tus

Co

mm

en

t (f

or

co

mm

itm

en

ts r

ate

d A

MB

ER

or

wo

rse)

4.1

PS

IG

4.2

OA

SG

4.3

PS

IC

4.4

HR

A/G

4.5

HD

SC

4.6

HD

SG

4.7

PS

IA

Mile

sto

ne

ta

rge

t d

ate

s h

ave

mo

ve

d b

ack.

Asse

ssm

en

ts o

f te

am

ca

pa

city a

nd

urg

en

cy o

f th

e w

ork

ha

ve

le

d t

o t

his

de

live

rab

le b

ein

g d

e-p

rio

ritise

d.

4.8

PS

IG

4.9

PS

IA

/G

4.1

0P

SI

G

4.1

1P

SI

G

5.1

IAA

/G

5.2

AS

IA

Q3

re

po

rt n

ot

rece

ive

d b

y d

ea

dlin

e.

Am

be

r sta

tus d

erive

d fro

m p

rog

ram

me

hig

hlig

hts

re

po

rt R

AG

ra

tin

gs fo

r d

elive

ry c

on

fid

en

ce

an

d k

ey m

ile

sto

ne

de

live

ry

5.3

IAG

5.4

IAG

5.5

AS

IA

/G

5.6

IAA

/RD

ep

en

de

ncy o

n r

ecru

itm

en

t to

a D

ire

cto

r o

f D

ata

Scie

nce

ro

le

4. S

UP

PO

RT

HE

AL

TH

AN

D C

AR

E O

RG

AN

ISA

TIO

NS

TO

GE

T T

HE

BE

ST

FR

OM

TE

CH

NO

LO

GY

, D

AT

A A

ND

IN

FO

RM

AT

ION

HS

CIC

Bu

sin

es

s P

lan

Mo

nit

ori

ng

- Q

ua

rte

r 3

Su

mm

ary

Co

mm

itm

en

ts

5.

MA

KE

BE

TT

ER

US

E O

F H

EA

LT

H A

ND

CA

RE

IN

FO

RM

AT

ION

Ensure

that all p

art

s o

f th

e H

SC

IC a

re p

rovid

ing e

ffective s

upport

to local health a

nd c

are

inte

gra

tion p

rogra

mm

es

Publish the fir

st sta

ge o

f our

report

to p

rovid

e the S

ecre

tary

of S

tate

with the fin

din

gs fro

m o

ur

thre

e-y

ear

rollin

g r

evie

w o

f national and

local data

collections to m

anage the a

dm

inis

trative b

urd

en o

n fro

nt line s

erv

ices a

ssocia

ted w

ith n

ational data

collections

Pilot th

e “

Oxygen”

app to p

rovid

e c

linic

ians a

nd c

are

pro

fessio

nals

with c

ontr

olled a

nd a

uditable

access to the S

um

mary

Care

Record

Deliver

the N

IB p

riori

ties c

oncern

ing d

evelo

pm

ent of th

e h

ealth info

rmatics p

rofe

ssio

n a

nd s

kills

Pro

vid

e the c

apability for

secure

messagin

g a

nd p

aperl

ess p

rocesses a

cro

ss c

are

settin

gs a

nd into

care

hom

es

Obta

in b

usin

ess c

ase a

ppro

vals

for

the S

outh

Acute

Pro

gra

mm

e, support

ed b

y a

gre

em

ents

betw

een D

H a

nd the p

rovid

ers

Com

ple

te the N

ME

and L

ondon P

AC

S c

ontr

act exits a

nd c

lose the p

rogra

mm

es

Ensure

that th

e e

xit a

nd tra

nsitio

n a

rrangem

ents

for

the B

T a

nd C

SC

LS

P C

ontr

acts

are

managed s

uccessfu

lly

Launch a

tools

et to

help

health a

nd c

are

org

anis

ations d

evelo

p a

nd im

ple

ment a b

enefits

realisation s

trate

gy

Ensure

that th

e im

ple

menta

tions o

f th

e S

outh

Com

munity a

nd C

hild H

ealth P

rogra

mm

e a

re c

om

ple

ted in a

ll tru

sts

Support

the c

om

ple

tion o

f th

e im

ple

menta

tions in b

oth

NH

S T

rusts

for

the S

outh

Am

bula

nce P

rogra

mm

e

Work

with

ou

r part

ners

on

th

e d

evelo

pm

en

t of

the n

ew

paym

en

t an

d t

ari

ff s

trate

gie

s t

hat

will sh

ape t

he f

utu

re r

equ

irem

en

ts o

f

the N

ation

al T

ari

ff S

erv

ice

Desig

n a

nd d

eliver

the f

irst

ph

ase o

f th

e D

ata

Serv

ices P

rogra

mm

e,

sta

rtin

g w

ith

th

e n

ation

al re

pository

for

data

serv

ices

Work

with

th

e D

H a

nd t

he C

abin

et

Off

ice t

o d

esig

n a

Cen

tre o

f E

xcellen

ce f

or

Big

Data

an

d D

ata

Scie

nce

Imple

men

t a “

sin

gle

fro

nt

door”

to m

ake it

easie

r fo

r re

searc

h o

rgan

isation

s t

o a

ccess h

ealth

an

d c

are

data

th

at

is h

eld

in

diffe

ren

t org

an

isation

s (

the H

SC

IC,

Pu

blic H

ealth

En

gla

nd a

nd t

he C

lin

ical P

ractice R

esearc

h d

ata

lin

k,

for

exam

ple

)

Con

solidate

an

d b

ett

er

assu

re t

he r

eport

ing a

nd p

ublication

of,

an

d im

pro

ve p

ublic a

ccess t

o,

indic

ato

rs,

inclu

din

g t

he N

ation

al

Info

rmation

Board

com

mitm

en

t to

deliver

a n

ation

al qu

ality

lib

rary

Work

with

NH

S E

ngla

nd t

o d

evelo

p a

new

nation

al D

ata

Serv

ices f

or

Com

mis

sio

ners

serv

ice

2

Page 40 of 159

2015

/16 B

ud

get

an

d B

usin

ess P

lan

: Q

3 U

pd

ate

Ref

Dir

ecto

rate

Sta

tus

Co

mm

en

t (f

or c

om

mit

men

ts r

ate

d A

MB

ER

or w

orse)

5.7

IAA

De

pe

nd

ency o

n t

est

co

mm

un

ica

tio

ns in

th

e P

ath

fin

de

r sta

ge

an

d t

he

wo

rk o

n

wo

rdin

g o

f o

pt-

ou

t /

co

nse

nt

(Da

me

Fio

na

Ca

ldic

ott

)

5.8

AS

IG

5.9

IAG

5.1

0IA

A/G

5.1

1IA

G

6.1

HR

A/G

6.2

HR

NR

No

lo

ng

er

req

uire

d in

20

15

/16

as o

rig

ina

lly p

lan

ne

d.

To

be

ta

ke

n fo

rwa

rd in

20

16

/17

as p

art

of th

e H

SC

IC t

ran

sfo

rma

tio

n p

rog

ram

me

6.3

HR

NR

No

lo

ng

er

req

uire

d in

20

15

/16

as o

rig

ina

lly p

lan

ne

d.

To

be

ta

ke

n fo

rwa

rd in

20

16

/17

as p

art

of th

e H

SC

IC t

ran

sfo

rma

tio

n p

rog

ram

me

6.4

HR

A/G

6.5

CR

G

6.6

CR

A/G

6.7

CR

G

6.8

FC

SG

6.9

FC

SA

/G

6.1

0F

CS

AIm

ple

me

nta

tio

n r

ep

rofile

d a

s p

art

of th

e w

ide

r H

SC

IC T

ran

sfo

rma

tio

n.

Te

stin

g

sch

ed

ule

d fo

r Ja

nu

ary

, p

ilo

t fo

r F

eb

rua

ry,

roll-o

ut

fro

m M

arc

h.

Min

imu

m v

iab

le

pro

du

ct

to b

e in

pla

ce

fo

r A

pril.

6.1

1F

CS

G

Ke

y

R

A/R A

A/G G C

NR

Com

ple

ted: Item

has b

een d

elivere

d.

No p

rogre

ss r

eport

receiv

ed

Successfu

l delivery

appears

unachie

vable

. T

here

are

majo

r is

sues w

hic

h a

re n

ot m

anageable

. R

e-b

aselinin

g n

ecessary

.

Successfu

l delivery

is in d

oubt. U

rgent action n

eeded to e

nsure

sig

nific

ant ri

sks a

nd issues a

re m

anaged.

Successfu

l delivery

appears

feasib

le. S

ignific

ant is

sues e

xis

t but appear

resolv

able

.

Successfu

l delivery

appears

pro

bable

, although c

onsta

nt attention n

eeded to e

nsure

ris

ks d

o n

ot m

ate

rialise into

majo

r is

sues thre

ate

nin

g d

elivery

.

Successfu

l delivery

to tim

e, cost and q

uality

appears

hig

hly

lik

ely

and there

are

no m

ajo

r outs

tandin

g issues that th

reate

n d

elivery

success.

6.

TR

AN

SF

OR

MIN

G T

HE

WA

Y W

E E

NG

AG

E A

ND

WO

RK

Pu

blish

over

25

0 n

ation

al re

port

s o

n h

ealth

an

d c

are

sta

tistics

Com

ple

te t

he e

valu

ation

of

the p

ath

fin

der

sta

ge o

f th

e C

are

.data

pro

gra

mm

e a

nd,

su

bje

ct

to t

hat

evalu

ation

, agre

e w

ith

NH

S

En

gla

nd t

he p

lan

s f

or

a p

hased r

oll o

ut

for

the c

are

.data

pri

mary

lin

ked d

ata

set.

Deliver

the k

ey n

ation

al clin

ical au

dits,

inclu

din

g t

he F

em

ale

Gen

ital M

utila

tion

en

han

ced d

ata

set

an

d t

he d

evelo

pm

en

t of

the

Bre

ast

Impla

nt

Au

dit r

egis

try

Desig

n a

nd d

eliver

a n

ew

gen

om

ics s

upport

serv

ice w

ith

Gen

om

ics E

ngla

nd

HS

CIC

Bu

sin

es

s P

lan

Mo

nit

orin

g -

Qu

arte

r 3

Su

mm

ary

Co

mm

itm

en

ts

Esta

blish

an

in

teri

m I

nfo

rmatics P

ort

folio O

ffic

e

to s

upport

th

e D

epart

men

t of

Health

’s r

espon

sib

ilitie

s f

or

info

rmatics

govern

an

ce a

nd a

ssu

ran

ce

Imple

men

t th

e H

SC

IC’s

pla

ns f

or

secu

rin

g a

n a

ppro

pri

ate

an

d e

ffective w

ork

forc

e

Develo

p a

nd im

ple

men

t a p

ay a

nd r

ew

ard

str

ate

gy a

nd im

ple

men

t th

e r

ew

ard

pro

gra

mm

e o

f w

ork

Deliver

new

appro

ach

es t

o d

evelo

pm

en

t of

leaders

hip

an

d m

an

agem

en

t fo

r th

e H

SC

IC

Man

age a

nd d

eliver

the in

tern

al B

ure

au

cra

cy B

ustin

g p

rogra

mm

e

Deliver

a C

om

merc

ial O

pera

tin

g M

odel to

su

pport

HS

CIC

pro

gra

mm

es,

serv

ices a

nd o

ther

fun

ction

s

Intr

odu

ce A

ctivity-B

ased R

ecord

ing a

s t

he f

irst

sta

ge in

ou

r C

apacity a

nd P

rodu

ctivity C

hallen

ge

Develo

p a

nd im

ple

men

t a n

ew

com

mu

nic

ation

s a

nd e

ngagem

en

t pla

n f

or

the H

SC

IC,

su

pport

ed b

y e

ffective m

ate

rial, p

rodu

cts

an

d t

ools

, in

clu

din

g a

new

website d

esig

ned a

rou

nd o

ur

cu

sto

mers

’ re

qu

irem

en

ts

Esta

blish

a m

ark

et

inte

llig

en

ce f

un

ction

to p

rovid

e in

sig

ht

to in

form

th

e H

SC

IC’s

str

ate

gy a

nd p

rodu

ct/

serv

ice d

evelo

pm

en

t

Em

bed t

he H

SC

IC e

sta

tes s

trate

gy a

nd s

eek f

urt

her

eff

icie

ncie

s a

cro

ss t

he H

SC

IC e

sta

te

Esta

blish

a n

ew

accou

nt

man

agem

en

t str

uctu

re,

for

the H

SC

IC,

info

rmed b

y a

new

sta

keh

old

er

rela

tion

sh

ip s

trate

gy a

nd

incorp

ora

tin

g f

eedback m

easu

res f

or

the p

rodu

cts

/serv

ices d

elivere

d

Deliver

the M

en

tal H

ealth

, M

ate

rnity a

nd C

hildre

n’s

Data

sets

so t

hat

pro

vid

ers

are

su

bm

ittin

g d

ata

on

a r

egu

lar

basis

2

03 (

b) B

usin

ess

Pla

n an

d B

udge

t 201

5-16

Rep

ort

Page 41 of 159

2015

/16 B

ud

get

an

d B

usin

ess P

lan

: Q

3 U

pd

ate

Ap

pendix

B: B

usi

ness

Pla

n d

eliv

era

ble

s ra

ted R

ed o

r Am

ber/R

ed

1.

BU

SIN

ES

S P

LA

N D

EL

IVE

RA

BL

ES

RA

TE

D A

S ‘

RE

D’:

Co

mm

itm

en

t R

oo

t C

au

se a

nd

Im

pact

Ac

tio

ns T

aken

A

cti

on

Du

e D

ate

(w

here

ap

pli

cab

le)

2.6

D

evelo

p a

nd o

bta

in a

ppro

val fo

r sta

ndard

s n

ecessary

to inte

gra

te

info

rmation f

low

s w

ithin

socia

l care

and b

etw

ee

n h

ealth a

nd

socia

l care

(Pro

vid

er

Su

pp

ort

an

d

Inte

gra

tio

n)

The d

eliv

ery

has a

dep

end

ency o

n t

he

com

ple

tion o

f an S

CC

I sta

ndard

s r

evie

w,

whic

h is e

xperi

encin

g d

ela

ys.

As a

resu

lt o

f th

e S

CC

I sta

ndard

s r

evie

w

dela

ys, th

e d

eliv

ery

tim

escale

for

this

w

ork

has b

een e

xte

nd

ed t

o A

ug

ust

20

16.

T

his

means it is

not fe

asib

le to c

om

ple

te

the w

ork

during th

e lifetim

e o

f th

e

2015

/16 C

orp

ora

te B

usin

ess P

lan a

s

origin

ally

pla

nne

d

A T

ole

rance E

xception

Re

port

for

the

pro

ject w

as a

ppro

ved b

y t

he

HS

CIC

C

orp

ora

te A

ppro

va

ls B

oard

on 1

1

January

. T

his

sets

out

a r

evis

ed

meth

od f

or

the d

eve

lopm

en

t of

info

rmation s

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ork

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port

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SC

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ora

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ls B

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rd in

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ple

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end o

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lan

ned f

or

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mber.

Page 42 of 159

2015

/16 B

ud

get

an

d B

usin

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lan

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pd

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an A

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e o

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ll lif

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mm

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than t

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eliv

ery

mile

sto

nes

origin

ally

pla

nne

d a

s p

art

of

the

2015

/16 H

SC

IC c

orp

ora

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usin

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The f

irst re

lease o

f N

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– t

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irecto

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went

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as n

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inte

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arc

h

2018

.

03 (

b) B

usin

ess

Pla

n an

d B

udge

t 201

5-16

Rep

ort

Page 43 of 159

2015

/16 B

ud

get

an

d B

usin

ess P

lan

: Q

3 U

pd

ate

2

. B

US

INE

SS

PL

AN

DE

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ER

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LE

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AT

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MB

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mm

itm

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au

se a

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pact

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aken

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cti

on

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ate

(w

here

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troduce

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w a

ssura

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cesses to e

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SC

IC t

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educe

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Page 44 of 159

of 1


Title of paper: Update on Budget and Business Planning/ Future years


Agenda item no: HSCIC 16 06 03 c

Paper presented by:

Carl Vincent, Director of Finance & Corporate Services

Paper prepared by:

Carl Vincent, Director of Finance & Corporate Services. Rebecca Giles, Head of Strategic Finance, Reporting & Change David O’Brien, Head of Business Intelligence

Paper approved by: (Sponsor Director) Carl Vincent, Director of Finance & Corporate Services

Purpose of the paper: To provide an update to the Board on progress on the Business Planning and Budget process for 2016/17 to 2018/19 and future financial position of the HSCIC.


Financial position and delivery of business plan commitments for 2016/17 to 2018/19


Indirect

Actions required by the Board: The Board are requested to:

note the current process for Budget and Business Planning for 2016/17 to 2018/19, including the impact of Transformation.

note the level of uncertainty about future years’ funding and the way we are currently managing that risk

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1 Copyright © 2014, Health and Social Care Information Centre.

Update on Budget and Business Planning/ Future years

Author Carl Vincent


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Update on Business Plan & Budget 15/16


Contents

Contents 2

Executive Summary 3

Business Planning process for 2016/17 – 2018/19 3

Budget process for 2016/17 – 2018/19 3

Future years’ financial risks 4


Appendix A: DH Guidance - Headlines 5

Page 47 of 159



Executive Summary

This paper provides an update to the Board on progress on the Business Planning and Budget process for 2016/17 to 2018/19 and future financial position of the HSCIC. The Board are specifically requested to note the level of uncertainty about future years’ funding, and the way we are currently managing that risk.

Business Planning process for 2016/17 – 2018/19

The Department of Health issued 2016/17 business planning guidance to its Arms-Length Bodies in mid-December. This guidance sets out the planning process and timeline, and provides advice about the required content of business plan documents.

Appendix A presents the main points of the guidance and key milestones. HSCIC is required to submit a draft corporate business plan to DH by the end of January. DH intends to conduct a peer review of business plans across its family of Arms-Length Bodies during February. HSCIC is expected to submit a finalised and approved business plan to DH towards the end of March.

Note that the DH deadline for receipt of a finalised business plan precedes the meeting date on which the HSCIC Board will sign-off its business plan. This scenario has occurred in previous years and it is expected that an arrangement will be found to suit all parties.

It is proposed that the HSCIC Board participates in the corporate business planning process as follows:

24 February: HSCIC Board business meeting (private) - consideration of advanced draft of corporate business plan, Board member input and comments.

30 March: HSCIC Board public meeting: approval and sign-off of finalised plan.

The HSCIC corporate business plan is directly informed by business plans produced at directorate level across the organisation. Initial drafts of these directorate level business plans have been developed as part of an integrated business planning and budget-setting process. This has included consideration of existing work that could be stopped or de-scoped in order to meet financial constraints during the period 2016/17 to 2018/19, and new work for which funding has yet to be identified. These business plans will be refined during the next few weeks, following an internal review and challenge process and in line with the finalisation of budgets.

Budget process for 2016/17 – 2018/19

Directorates are currently working to set detailed budgets for 2016/17 to 2018/19 using targets agreed by EMT, based on an assumption of an SR settlement of 30% reduction over 4 years, taking into account certain known adjustments such as programmes coming to an end and changes in income expectations.

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The high level timetable for budgeting is:

Mid November - set provisional directorate targets for 16/17 to 18/19 (complete)

Mid January - EMT review and challenge of draft budgets (complete)

End January - detailed directorate budgets set

Feb/ Mar - identify work that cannot be delivered once efficiency taken into account and agree priorities for stopping work with DH, NHS E and other ALBs

Feb/ Mar - adjust budgets if required if there are changes to funding assumptions from commissioners

Feb/ Mar - recut budget to new post-Transformation structure There are on-going discussions between the HSCIC and DH/ ALBs and we are in the process of establishing senior sign-off arrangements.

Future years’ financial risks

The working assumption of a 30% reduction in core GiA over four years has not yet been formally confirmed by DH but is in line with their current expectations. There remains uncertainty as to our external funding from our commissioners for future years; as an allocation between organisations, these funding streams were not specifically addressed by the outcome of the Spending Review. There will continue to be considerable uncertainty in this area until all of our commissioner organisations have completed their budget and business planning processes for the coming year (predominantly DH, NHS E, PHE). There is further uncertainty as to how much of the funding for the programmes proposed in the Spending Review in response to the publication of Personalised Health and Care 2020 will come to the HSCIC. Dialogue is continuing between the HSCIC and our commissioners to gain more certainty on expected funding for future years and to ensure that all external funding, both for new and on-going work, covers the full costs incurred by the HSCIC.


The Board are requested to:

note the current process for Budget and Business Planning for 2016/17 to 2018/19, including the impact of Transformation.

note the level of uncertainty about future years’ funding and the way we are currently managing that risk

Page 49 of 159



Appendix A: DH Guidance - Headlines

Overview

ALB business plans should:

Set out clear and achievable plans for delivery in 2016-17.

Indicate the direction of travel needed to live within funding trajectories over the Spending Review period, and any help the ALB might need from DH to achieve this.

General Requirements

ALB business plans should:

Include SMART objectives for 2016-17, including key deliverables and milestones. This should include how the ALB will fulfil any statutory duties.

Show how the ALB contributes to the DH Shared Delivery Plan workstreams.

Demonstrate alignment with and / or dependencies on other ALBs’ plans.

Show that the ALB has the right skills and capabilities in place to deliver its objectives.

Show that the ALB can deliver its objectives within the 2016-17 financial allocation.

Set out (at a high level) how the ALB will respond to the Spending Review challenge over the longer term, including expected impact on finances, workforce, and delivery.

Specific Finance Requirements

ALB plans should satisfy the following financial requirements:

Show credible plans for delivering agreed cost reductions to operate within allocations.

Indicate the likely cost of transition during the year and a statement on how this will be funded.

Identify new work the ALB is being commissioned to undertake and how this is funded.

Include capital plans with a breakdown of component costs.

Headline Timetable

Date Milestone Comment

w/e 29 Jan Draft plan to DH sponsor team HSCIC will submit an ‘early’ draft

Feb (tbc) Peer review of ALB business plans More info to come from DH on this

w/c 22 Feb Final draft to DH sponsor team Unlikely to be ‘final’ draft for HSCIC

Early March Sign-off by ALB Board HSCIC Board sign-off is 30 March

25 March Finalised plan to DH for approval Submit plan as issued to HSCIC Board

31 March DH approval of plan (Subject to changes post-HSCIC Board)

End March Publish plan on ALB website Need to engage with Comms team

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Title of paper: Audits of recipients of confidential information Six monthly report on audits of recipients of confidential information under data sharing framework contracts and agreements



Paper presented by:

Martin Severs Caldicott Guardian and Lead Clinician

Paper prepared by:

Nicholas Oughtibridge Head of Information Standards

Paper approved by: (Sponsor Director) Martin Severs Caldicott Guardian and Lead Clinician

Purpose of the paper: For information

Key risks and issues: Mitigation for “we fail to protect data and/or succumb to IT/cyber security threats”


Failure to demonstrate trustworthiness will reduce public trust; this report demonstrates HSCIC is taking its responsibilities seriously

Actions required by the Board: To note for information

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Audits of recipients of confidential information

Six monthly report on audits of recipients of confidential information under data sharing framework contracts and agreements

Nicholas Oughtibridge

27 January 2016

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Contents

Contents 2

Background 3

Selection of organisations to audit 3

Planned audits 3

Building capacity 4

Summary 4


Page 53 of 159



Background

The HSCIC provides confidential information to a wide variety of organisations to support specific purposes. Each dissemination of these data is subject to a Data Sharing Framework Contract1 and Data Sharing Agreement2. Recipients of data are required to have regard to the HSCIC Code of Practice on Confidential Information3.

The HSCIC has provision through the Data Sharing Framework Contract to audit the recipients of these data to ensure that confidential information is handled appropriately. The audits contribute to our mitigation of the risk that we fail to protect our data. This report is a status update on those audits. It provides the numbers of completed audit visits and the number of reports published on the HSCIC web site.

Selection of organisations to audit

The HSCIC uses a balanced risk approach combined with random sampling to identifying recipients of confidential information to audit. The criteria adopted are:

Complaints

Known issues: concerns which have raised either internally (Information Asset Owners,

customer relationship manager, Data Access Advisory Group, Caldicott Guardian, Senior

Information Risk Owner) or externally (whistle blower, another organisation, patients or an

independent body such as Monitor, Information Commissioners Office, Confidentiality

Advisory Group, Office of National Statistics)

Organisations which have received high media interest for their previous handling of data

Repeated extensions for the same data

Low IG Toolkit scores (or 100% for first year of completion)

Organisations presenting high risk of linking confidential data from two or more different

datasets

Random selection of data recipients

Self-selection by a data recipient who may wish to be seen to have received a positive

audit statement from HSCIC

Planned audits

Nineteen organisations have been audited to date. The reports of audits are published on the HSCIC website4. Once we have achieved a critical mass of audits, we will undertake a lessons learned exercise to ensure we can feed the results in to HSCIC processes and procedures to support continuous improvement. Findings from this will be fed back to the board in the next biannual report in July.

1 Standard Data Sharing Contract - http://www.hscic.gov.uk/media/15728/DARS-Data-Sharing-

Contract/pdf/HSCIC_Data_Sharing_Framework_Contract_Jan2015v_2_(restricted_editing).pdf 2 Template Data Sharing Agreement - http://www.hscic.gov.uk/media/15729/DARS-Data-Sharing-

Agreement/pdf/Data_Sharing_Agreement_2015v2(restricted_editing).pdf 3 Code of Practice on Confidential Information - http://systems.hscic.gov.uk/cop

4 http://www.hscic.gov.uk/dsa

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Building capacity

The team is now fully staffed with two qualified auditors. Plans are in place for our policy and process for undertaking internal and external audits to be shared with the recipients of thess data and wider stakeholders. The high level process adopted is illustrated in figure 1. The SIRO may commission additional audits as follow-up.

Figure 1 Steps to deliver an audit

Auditees have found the experience constructive and have taken steps to improve their handling of HSCIC data. One organisation has chosen to no longer use HSCIC data.

Summary

By the end of December we have completed 19 audits. We are on track to complete a total of 25 audits during the current financial year. For the year ending March 2017, we are planning to deliver 30 audits.

Figure 2 Cumulative on-site reviews completed and reports published by month


The Board is asked to note progress for information.

Recipient and audit team identified based on perceived risk or random sampling

Onsite audit scheduled and available evidence reviewed

Onsite audit. Headline findings shared with SIRO

Report prepared. Opportunity for auditee to correct inaccuracies

Report published on HSCIC website

0

10

20

30

40

50

60

70

Onsite review completed Report published

Page 55 of 159

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Title of paper: 2015 HSCIC Staff Survey Results


Agenda item no: HSCIC 16 06 03 e

Paper presented by:

Rachael Allsop, Executive Director of HR and Transformation

Paper prepared by:

Ken Baker, Head of Employment Policy and Practice

Paper approved by: (Sponsor Director) Rachael Allsop, Executive Director of HR and Transformation

Purpose of the paper: To inform the Board of the results of the 2015 staff survey


The main risk relating to the survey is a failure to produce and implement action plans to address issues identified in the survey. This would undermine the credibility of the survey and risk wasting opportunities to improve our reputation as an employer. The production of plans and ongoing progress will be reported as part of the organisational health KPIs.


Indirect: Addressing issues identified in the staff survey will help to improve staff engagement and make the HSCIC a better place to work. Evidence demonstrates that an engaged workforce is a more productive workforce.

Actions required by the Board: To note the results of the staff survey

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2015 HSCIC Staff Survey Results

Author: Ken Baker

Head of Employment Policy and Practice

Date: 27 January 2016

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Contents 1 Executive Summary 3

2 Background 3

3 Recommendation 3

4 Implications 3

4.1 Strategy Implications 3

4.2 Financial Implications 3

4.3 Stakeholder Implications 4

4.4 Handling 4

5 Risks and Issues 4

6 Corporate Governance and Compliance 4

7 Management Responsibility 4

8 Actions Required of the Board 4

Page 58 of 159



1 Executive Summary

This paper accompanies the draft report from the employee survey that was conducted during November 2015, for consideration by the HSCIC Board. The report offers a summary of the key issues and an initial corporate response to what is generally an improved outcome overall. This will be followed by detailed action plans within each Professional Pool, to ensure that plans are aligned with our future structure. The report and a summary of staff comments will be published on the intranet. Progress against action plans will be reported as part of our organisational health KPIs.

2 Background

The HSCIC is committed to seeking regular, structured feedback from staff through employee surveys to gauge the degree of staff engagement and our organisational health. This is the fourth survey since the establishment of the HSCIC and has the best response rate to date (70%), with improved results in almost all areas.

3 Recommendation

It is recommended that the Board note the content of the report.

4 Implications

4.1 Strategy Implications

The survey informs our approach to securing an appropriate workforce and transforming the HSCIC to become a high-performing organisation. The overall staff engagement scores have all improved and are now all ‘green-rated’ at 70% or over. Ten of the overall organisational health scores have improved but there is generally more work to do in this area, particularly in terms of performance management. Business areas will undertake further analysis of the free text comments but, once again, they reflect key themes around the commitment, hard work and enthusiasm of staff within teams. There is still a tendency, however, to level criticism at others outside of the immediate team or department, which we will need to address.

4.2 Financial Implications

The financial implications are expected to be minimal as a number of actions are already in progress (e.g. the Transformation Programme, movement to Resource Pools, Talent Management, etc.) or can be implemented without incurring additional costs (e.g. continuing improvements to communication and more effective performance management). Action plans will identify any significant financial implications that may arise from their implementation.

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Page 59 of 159



4.3 Stakeholder Implications

The key stakeholders in relation to the survey are our staff. Demonstrating that we are listening to, and taking action on, the issues that they raise will contribute to developing the HSCIC as an employer of choice for existing staff and future job applicants. There is also ample evidence that an engaged workforce is a more productive workforce and this will have benefits for our customers and end-users.

4.4 Handling

The full report will be published on the Intranet and Weekly Review. There will be ongoing communication reporting on the development, implementation and progress of action plans.

5 Risks and Issues

The main risk relating to the survey is a failure to produce action plans, designed to address issues identified in the survey, and to manage progress against those plans. This would undermine the credibility of the survey and risk wasting opportunities to improve our reputation as an employer. The production of plans and ongoing progress will be reported as part of the organisational health KPIs.

6 Corporate Governance and Compliance

The production and delivery of action plans will be reported as part of the organisational health KPIs.

7 Management Responsibility

Rachael Allsop has Executive Director responsibility for the staff survey. Ken Baker, Head of Employment Policy and Practice, is responsible for the day to day management of the survey.

8 Actions Required of the Board

The Board is asked to note the results of the 2016 HSCIC staff survey.

Page 60 of 159

EM

PLO

YE

E

SU

RV

EY

Nove

mber 2

015

RE

SU

LTS

1

03 (

e) S

taff

Sur

vey

Res

ults

Page 61 of 159

Chie

f E

xecutive’s

Fore

word

ma

kin

g c

usto

me

r ca

re o

ur

top p

riority

.

Th

is h

as to

im

pro

ve

durin

g 2

01

6 if w

e

are

to

be tru

ste

d a

cro

ss th

e s

yste

m to

deliv

er

data

, in

form

ation

and

te

chn

olo

gy

se

rvic

es th

at o

ur

cu

sto

me

rs n

ee

d to

me

et

natio

na

l a

nd

lo

cal p

rioritie

s.

I w

as e

nco

ura

ge

d to

se

e th

e la

rge

st

imp

rove

me

nt in

re

spo

nse

s c

once

rne

d

our

str

ate

gic

dire

ction

. H

avin

g a

‘cle

arly

art

icu

late

d s

tra

teg

y’ i

ncre

ase

d b

y 9

poin

ts to

67. I re

cog

nis

e th

is s

till

only

retu

rns a

n ‘a

mb

er’ s

tatu

s o

ve

rall,

but I

hop

e fo

r fu

rth

er

imp

rove

me

nts

as s

taff

are

incre

asin

gly

eng

ag

ed in

Tra

nsfo

rma

tio

n. W

e m

ust p

ush

fo

rwa

rd

and

ensu

re th

at o

ur

vis

ion a

nd

our

go

als

are

cle

ar,

wh

ich

will

be a

ssis

ted b

y a

gre

ate

r u

nd

ers

tand

ing

of o

ur

cu

sto

me

rs.

Ou

r p

rioritie

s d

urin

g 2

01

6/1

7 w

ill r

efle

ct

this

, p

art

icu

larly w

ith

th

e m

ove

to

a n

ew

ope

ratin

g m

ode

l in

Ap

ril th

at w

ill e

nsu

re

we

co

nce

ntr

ate

our

skill

s a

nd

re

sou

rce

s

on d

eliv

ery

prioritie

s.

Th

e a

rea

of m

ost co

nce

rn to

sta

ff

app

ea

rs to

be a

rou

nd th

e m

ana

ge

me

nt

of p

erf

orm

ance

. W

hile

th

e s

co

res a

re

hig

her

than

in

pre

vio

us y

ears

, it is s

till

one

of th

e lo

we

st

sco

ring

in

dic

ato

rs in

eve

ry d

ire

cto

rate

. D

uring

th

e p

ast ye

ar,

we

ha

ve

intr

odu

ced

ta

lent m

ana

ge

me

nt

for

gra

de

s 8

b a

nd

abo

ve

an

d w

e w

ill r

oll

this

out to

oth

er

ban

ds in

th

e c

om

ing

mo

nth

s. T

he im

pact a

nd

vis

ibili

ty o

f th

is

ma

y ta

ke

mo

re tim

e to

em

erg

e a

nd

I

accep

t th

at w

e n

ee

d to

dem

onstr

ate

how

the o

rga

nis

ation

al ch

an

ge

s w

e a

re

ma

kin

g w

ill e

nsu

re th

at p

erf

orm

ance

is

bein

g m

ana

ge

d a

pp

rop

riate

ly.

Ove

rall,

th

e s

urv

ey h

as m

any p

ositiv

es.

Th

ere

are

co

ntin

uin

g im

pro

ve

me

nts

we

ca

n m

ake

and

th

ere

are

so

me

cle

ar

are

as r

eq

uirin

g a

tte

ntio

n. T

he E

xe

cutive

Ma

na

ge

me

nt T

eam

and

I w

ill b

e

deve

lopin

g a

ction

pla

ns in

re

spo

nse

. S

o,

if y

ou h

ave

ide

as a

nd

th

ou

gh

ts o

n h

ow

we

ca

n a

dd

ress s

om

e o

f th

e c

ore

issu

es,

ple

ase

dis

cu

ss th

ese

in

yo

ur

team

s a

nd

with

yo

ur

ma

na

ge

rs a

nd

dire

cto

rs s

o th

at

we

ca

n e

nsu

re th

e r

igh

t ste

ps a

re ta

ke

n.

Th

an

k y

ou

An

dy W

illia

ms

2

Firstly, th

an

k y

ou

to a

ll co

lleag

ues

wh

o r

espo

nd

ed

to

the e

mp

loye

e

su

rve

y. W

e h

ad

a

70 p

er

ce

nt

respo

nse

ra

te

with

50

0 m

ore

sta

ff ta

kin

g p

art

than

last ye

ar.

Th

is in

its

elf is

a s

tro

ng

indic

ation

th

at

em

plo

ye

es w

ant to

part

icip

ate

and

are

active

ly e

ng

ag

ed in

th

e o

rga

nis

ation

.

I a

m d

elig

hte

d c

olle

ag

ues h

ave

re

turn

ed

the h

ighest score

s a

cro

ss the b

oard

sin

ce th

e H

SC

IC w

as c

reate

d. T

his

su

gg

ests

we

are

mo

vin

g in

th

e r

igh

t

dire

ction

. T

he a

ction

s w

e t

ake

in

respo

nse

to

th

e s

urv

ey w

ill n

ee

d to

focus o

n s

usta

inin

g a

nd

, w

here

ve

r

possib

le, b

uild

ing

on th

is m

om

en

tum

.

Over

the p

ast year,

I h

ave c

onsis

tently

em

ph

asis

ed th

e n

ee

d f

or

a s

tro

ng

er

cu

sto

me

r fo

cus a

nd

th

e s

urv

ey s

how

s

that th

ere

is in

cre

ase

d a

wa

ren

ess o

f

wh

o t

he c

usto

me

r is

. H

ow

eve

r, t

here

wa

s n

o c

han

ge

fro

m th

e p

revio

us y

ear

on u

nd

ers

tand

ing

cu

sto

me

r n

ee

ds a

nd

a n

um

ber

of yo

u d

o n

ot fe

el th

at w

e a

re

Page 62 of 159

Intr

oduction

The s

taff

surv

ey s

eeks to m

easure

sta

ff

eng

ag

em

en

t a

nd

org

anis

ation

al h

ea

lth

in th

e H

SC

IC.

Th

e e

ng

ag

em

en

t q

uestio

ns fo

llow

th

e

sa

me

fo

rma

t a

s la

st ye

ar,

exce

pt th

at

two

qu

estio

ns h

ave

be

en a

me

nd

ed

in

respo

nse

to

fe

ed

ba

ck. “

Th

ere

are

frequent opport

unitie

s for

me to s

how

initia

tive

in m

y r

ole

” h

as b

eco

me

“I

have

an a

pp

rop

riate

le

ve

l o

f co

ntr

ol

ove

r m

y w

ork

” a

nd

“T

ime

passe

s

qu

ickly

wh

en

I a

m w

ork

ing

” h

as b

ee

n

repla

ced

by “

I fe

el su

pp

ort

ed b

y m

y lin

e

ma

na

ge

r”.

Th

e H

SC

IC h

as c

han

ge

d s

ince th

e

su

rve

y w

as f

irst d

esig

ned

and

ove

r th

e

next fe

w m

onth

s w

e w

ill r

evie

w o

ptio

ns

to e

nsu

re th

at it is r

ele

va

nt to

th

e

tra

nsfo

rme

d o

rga

nis

ation

.

Th

e s

urv

ey r

esults a

re c

alc

ula

ted

by

giv

ing

a s

co

re to

each

re

spo

nse

– f

rom

five

poin

ts f

or

‘str

ong

ly a

gre

e’ to

one

poin

t fo

r ‘s

tro

ng

ly d

isa

gre

e’. T

he s

um

of th

ose

sco

res fo

r e

ach

qu

estio

n is

div

ided

by t

he n

um

ber

of re

spo

nse

s

and

mu

ltip

lied b

y 2

0 to

giv

e a

n o

ve

rall

sco

re o

ut o

f a

ma

xim

um

possib

le 1

00

.

Benchm

ark

s in

dic

ate

that hig

her

perf

orm

ing o

rga

nis

ation

s te

nd

to

have

an e

ng

ag

em

en

t sco

re o

f 7

0 o

r o

ve

r a

nd

we

ha

ve

ap

plie

d t

he s

am

e ta

rge

t to

th

e

org

anis

ation

al h

ea

lth

sco

res.

All

of th

e q

uestio

ns h

ave

, th

ere

fore

,

bee

n g

ive

n a

RA

G s

tatu

s b

ase

d o

n:

s

co

res b

elo

w 6

5 a

nd

app

lies t

o

issu

es r

eq

uirin

g s

ign

ific

ant

imp

rove

me

nt

s

co

res b

etw

een

65-6

9 a

nd

app

lies

to is

su

es r

eq

uirin

g m

onito

ring

and

slig

ht im

pro

ve

me

nt

s

co

res o

f 7

0 a

nd

abo

ve

an

d

indic

ate

s o

ve

rall

sa

tisfa

ction

Sco

res h

ave

be

en r

oun

de

d to

wh

ole

num

bers

fo

r th

e R

AG

ra

ting

.

Su

pp

lem

en

tary

qu

esti

on

s

To

ca

ptu

re id

ea

s, th

ou

gh

ts a

nd

th

em

es

we

aske

d c

olle

ag

ues t

o c

om

me

nt on

two

su

pp

lem

en

tary

qu

estio

ns:

•W

hat w

ork

s r

eally

we

ll w

ith

in y

our

dire

cto

rate

?

•W

ith

in y

our

dire

cto

rate

: w

hat a

re

the to

p 3

th

ing

s th

at co

uld

be

don

e

to m

ake

th

is a

gre

at p

lace t

o w

ork

?

The s

econd q

uestion is d

esig

ned to

iden

tify

wh

at is

mo

st im

port

ant to

mo

st

peo

ple

, to

help

prio

ritise a

ction

.

All

co

mm

ents

, g

roup

ed

by d

ire

cto

rate

,

are

pub

lish

ed

in

a s

epa

rate

app

en

dix

ava

ilable

here

[a

dd

lin

k]

and

th

ese

will

be a

dd

resse

d a

s p

art

of th

e s

urv

ey

action p

lans.

Co

nfi

den

tia

lity

Th

e s

taff

su

rve

y r

esults a

re r

eceiv

ed

fro

m th

e in

de

pe

nd

en

t P

icke

r In

stitu

te

and

are

ag

gre

ga

ted

by d

ire

cto

rate

,

locatio

n, b

an

d, p

rofe

ssio

na

l g

roup

and

various e

qualit

y s

trands; th

ey d

o n

ot

iden

tify

in

div

idua

ls.

To

pro

tect a

ga

inst p

eo

ple

be

ing

iden

tifie

d b

y c

ross-r

efe

rencin

g d

iffe

ren

t

bre

akd

ow

ns, re

sults fo

r g

roup

s w

ith

sm

all

em

plo

ye

e n

um

bers

or

low

num

bers

of re

spo

nd

en

ts a

re n

ot

pro

vid

ed b

y P

icker.

Wh

ere

possib

le, P

icke

r h

ave

am

alg

am

ate

d r

esults fo

r sm

all

num

bers

with

in o

ther

team

re

po

rts.

3

03 (

e) S

taff

Sur

vey

Res

ults

Page 63 of 159

Response r

ate

s b

y D

irecto

rate

Th

ere

we

re 1

,85

2 r

espo

nse

s to

th

e s

urv

ey –

alm

ost 5

00

mo

re th

an

la

st ye

ar

and

re

pre

sen

ting

70%

of a

ll sta

ff.

Th

is in

clu

de

d:

•1

58

(7

9%

) re

spo

nse

s fro

m F

inan

ce a

nd

Co

rpo

rate

Se

rvic

es

•4

5 (

82%

) re

spo

nse

s fro

m H

R a

nd

Tra

nsfo

rma

tio

n c

om

bin

ed

with

Clin

ica

l a

nd

Pu

blic

Assu

ran

ce

•1

04

(7

2%

) re

spo

nse

s fro

m P

rovid

er

Su

pp

ort

•3

88

(7

3%

) re

spo

nse

s fro

m In

form

atio

n a

nd

An

aly

tics

•536 (

61%

) re

sponses fro

m O

pera

tions a

nd A

ssura

nce S

erv

ices

•3

68

(7

2%

) re

spo

nse

s fro

m H

ealth

Dig

ita

l S

erv

ice

s

•55 (

74%

) re

spo

nse

s fro

m C

usto

me

r R

ela

tion

s

•1

85

(7

4%

) re

spo

nse

s fro

m A

rch

ite

ctu

re, S

tand

ard

s a

nd

In

no

va

tion

•1

3 (

100

%)

respo

nse

s fro

m A

ca

de

my (

gra

du

ate

s, in

tern

s a

nd

tra

inee

s)

No

te: A

s a

re

sult o

f th

e s

ma

ll siz

e o

f th

e C

linic

al a

nd

Pu

blic

Assu

ran

ce

Dire

cto

rate

th

eir d

ire

cto

rate

-le

ve

l re

spo

nse

s h

ave

be

en

co

mb

ined

with

th

e H

R a

nd

Tra

nsfo

rma

tio

n D

ire

cto

rate

fo

r th

e p

urp

ose

s o

f th

is s

urv

ey.

Wo

rk a

rea

s w

ith

sm

all

em

plo

ye

e n

um

bers

have

be

en g

roup

ed

to

ge

the

r w

here

ve

r p

ossib

le t

o e

nsu

re th

at w

e r

eceiv

e a

s m

uch

deta

il in

th

e r

esults a

s p

ossib

le t

o e

na

ble

me

an

ing

ful a

ction

wh

ilst

pro

tecting

th

e a

no

nym

ity o

f re

spo

nd

en

ts. T

he fo

llow

ing

wo

rk

are

as h

ave

be

en g

roup

ed

to

ge

the

r:

•H

R a

nd

Tra

nsfo

rma

tio

n –

oth

er

co

mp

rise

s O

rga

nis

ation

al D

eve

lopm

ent,

Em

plo

ym

ent

Po

licy &

Pra

ctice, D

ISC

and

Clin

ica

l

•P

rovid

er

Su

pp

ort

– o

the

r co

mp

rise

s In

tero

pe

rab

ility

/Dig

ita

l T

echn

olo

gy F

un

d, P

AC

S, a

nd

PS

Dire

cto

rate

Ce

ntr

al S

erv

ice

s

•In

form

atio

n a

nd

An

aly

tics –

oth

er

co

mp

rise

s C

are

.data

and

MC

DS

, B

ene

fits

Ma

na

ge

me

nt a

nd

Utilis

ation

and

Sta

tistical

Govern

ance

•O

pera

tion

s a

nd

Assu

ran

ce

Se

rvic

es –

oth

er

co

mp

rise

s C

entr

al S

erv

ice

s, O

pera

tion

s a

nd

Te

chn

ica

l S

erv

ice

s C

en

tra

l S

erv

ice

s

and

NT

S a

nd

SU

S P

rog

ram

me

s

•A

rch

ite

ctu

re, S

tand

ard

s a

nd

In

no

va

tion

– o

the

r co

mp

rise

s B

usin

ess A

rch

ite

ctu

re, D

ata

Se

rvic

es P

rog

ram

me

and

Co

mm

issio

nin

g a

nd

Fin

an

ce D

ata

Se

rvic

es

4

Page 64 of 159

Dir

ec

tora

te

HSCIC Average

Aug-13

HSCIC Average

Mar-14

HSCIC Average

Oct-14

HSCIC Average

Nov-15

Architecture,

Standards and

Innovation

Customer Relations

Finance and

Corporate Services

Graduates, interns

and trainees

HR and

Transformation

(includes Clinical dir)

Provider Support and

Integration

Information and

Analytics

Operations and

Assurance Services

Health Digital

Services

Sta

ff E

ng

ag

em

en

t S

co

re

72

7

2

73

7

5

74

7

3

73

8

3

79

7

5

75

7

6

74

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

th

e

HS

CIC

's to

p p

rio

rity

.

Advocacy

71

7

0

69

7

2

70

6

4

71

8

2

74

6

9

69

7

6

71

I w

ou

ld r

eco

mm

en

d th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

6

9

71

7

3

72

6

8

68

8

9

80

7

0

73

7

5

72

I w

ou

ld r

eco

mm

en

d th

e p

rod

ucts

an

d

se

rvic

es p

rovid

ed

by t

he

HS

CIC

co

nfid

en

t in

th

e s

tan

da

rd o

f se

rvic

e th

at

we

pro

vid

e.

74

7

3

73

7

5

73

6

9

73

8

5

77

7

4

75

7

7

74

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

imp

rove

th

e w

ork

of

my te

am

/ d

ep

art

me

nt.

Involvement

77

7

7

79

8

0

78

8

2

77

7

1

86

8

0

81

8

1

78

I h

ave

an

ap

pro

pri

ate

leve

l o

f co

ntr

ol

ove

r m

y w

ork

-

- -

74

7

4

72

7

2

85

7

8

77

7

5

75

7

2

I a

m a

ble

to

ma

ke

im

pro

ve

me

nts

ha

pp

en

in m

y a

rea

of

wo

rk.

72

7

2

74

7

5

72

7

6

74

7

8

83

7

6

77

7

6

73

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

7

1

73

7

4

74

7

4

73

8

0

79

7

5

72

7

5

74

I fe

el su

pp

ort

ed

by m

y lin

e m

an

ag

er

- -

- 7

9

78

8

0

79

9

2

82

8

0

80

7

9

79

Ove

rall,

I f

ee

l th

at m

y c

on

trib

utio

n is

va

lue

d.

65

6

5

69

7

2

71

7

2

70

8

6

77

7

2

74

7

2

71

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

Org

anis

atio

n-w

ide

re

su

lts –

sta

ff e

nga

gem

en

t

5

03 (

e) S

taff

Sur

vey

Res

ults

Page 65 of 159

Dir

ec

tora

te

HSCIC Average

Aug-13

HSCIC Average

Mar-14

HSCIC Average

Oct-14

HSCIC Average

Nov-15

Architecture,

Standards and

Innovation

Customer

Relations

Finance and

Corporate

Services

Graduates,

interns and

trainees

HR and

Transformation

(including

Clinical)

Provider Support

and Integration

Information and

Analytics

Operations and

Assurance

Services

Health Digital

Services

Org

an

isa

tio

n H

ea

lth

Sc

ore

6

6

67

6

9

71

7

1

74

7

0

75

7

8

74

6

9

71

7

1

Ge

ne

rally

, I

kn

ow

wh

o t

he

cu

sto

me

rs

of th

e H

SC

IC a

re.

73

7

3

74

7

6

75

8

3

73

7

2

75

7

7

75

7

7

76

I h

ave

a c

lea

r u

nd

ers

tan

din

g o

f th

e

ne

ed

s o

f m

y c

usto

me

rs.

77

7

6

78

7

8

75

8

2

76

6

5

84

7

9

77

7

8

78

Th

e H

SC

IC h

as c

lea

r a

nd

re

leva

nt

org

an

isa

tio

na

l va

lue

s.

- -

67

7

1

70

7

1

70

8

0

80

7

6

69

7

1

70

Th

e H

SC

IC h

as a

cle

arl

y a

rtic

ula

ted

str

ate

gy fo

r its fu

ture

. 5

5

59

5

8

67

6

8

72

6

9

75

7

3

69

6

3

68

6

6

I ca

n s

ee

ho

w m

y w

ork

ob

jective

s

co

ntr

ibu

te to

th

e H

SC

IC a

ch

ievin

g its

sta

ted

pu

rpo

se

.

64

6

5

65

6

9

70

7

7

70

8

2

77

7

2

67

6

9

67

I h

ave

th

e r

igh

t kn

ow

led

ge

an

d s

kill

s

to p

erf

orm

we

ll in

my r

ole

. 7

9

78

7

8

79

8

0

81

7

7

82

8

3

80

7

8

78

7

9

I a

m c

lea

r a

bo

ut th

e k

no

wle

dg

e a

nd

skill

s th

at I

ne

ed

to

pro

gre

ss w

ith

in

the

org

an

isa

tio

n.

65

6

4

66

6

7

67

7

0

66

7

7

73

6

9

67

6

6

66

**I h

ave

th

e o

pp

ort

un

ity to

be

en

ga

ge

d a

nd

in

vo

lve

d in

org

an

isa

tio

na

l ch

an

ge

in

itia

tive

s.

60

6

3

67

6

8

67

6

8

69

8

0

82

7

6

67

6

7

67

I h

ave

ch

alle

ng

ing

wo

rk o

bje

ctive

s.

72

7

3

74

7

6

74

8

1

74

7

8

77

7

6

74

7

7

76

My w

ork

are

a d

iffe

ren

tia

tes b

etw

ee

n

go

od

an

d a

ve

rag

e p

erf

orm

an

ce

. 6

1

60

6

1

63

6

1

59

6

2

77

7

2

66

6

0

63

6

3

My w

ork

are

a m

on

ito

rs it

s

pe

rfo

rma

nce

usin

g K

PIs

or

me

tric

s.

60

6

4

65

6

5

66

6

5

66

6

6

86

6

9

63

6

5

64

My w

ork

are

a p

erf

orm

s w

ell

ag

ain

st

its K

PIs

/ta

rge

ts.

60

6

4

72

7

3

73

7

4

71

6

3

78

7

5

73

7

4

74

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

Org

anis

atio

n-w

ide

re

su

lts –

org

an

isa

tio

na

l h

ealth

6

Page 66 of 159

Org

an

isation

-wid

e r

esu

lts –

EM

T r

esp

on

se

Th

e E

xe

cutive

Ma

na

ge

me

nt T

eam

is d

elig

hte

d th

at a

lmo

st

500

mo

re s

taff

to

ok th

e tim

e to

re

spo

nd

to

th

e 2

01

5 s

urv

ey,

bring

ing

th

e to

tal to

1,8

52

(7

0%

of a

ll sta

ff).

Y

our

feed

ba

ck is

imp

ort

ant a

nd

will

in

form

wo

rk to

build

on

action

s ta

ke

n in

respo

nse

to

th

e la

st su

rve

y. E

MT

is a

wa

re t

hat a

ction

s a

cro

ss

all

dire

cto

rate

s h

ave

no

t a

lwa

ys b

ee

n c

onsis

tent o

r h

ad

hig

h

vis

ibili

ty b

ut th

ere

has b

ee

n g

ood

pro

gre

ss a

nd

th

is w

ill b

e

me

asu

red

fo

rma

lly a

s p

art

of o

ur

KP

Is.

It is

enco

ura

gin

g to

se

e a

n in

cre

ase

in

th

e o

ve

rall

eng

ag

em

en

t sco

re, p

art

icu

larly d

urin

g a

perio

d o

f ch

an

ge

.

Th

ere

has b

ee

n s

tead

y p

rog

ress in

all

are

as a

nd

th

e fa

ct th

at

Gra

duate

s, T

rain

ees a

nd I

nte

rns h

ave r

eport

ed s

uch p

ositiv

e

results, o

n a

100

% r

espo

nse

ra

te, is

te

sta

me

nt to

th

e s

uccess

of th

e in

itia

tive

to

‘g

row

our

ow

n sta

ff’.

Th

e tw

o h

igh

est sco

ring

eng

ag

em

en

t q

uestio

ns r

ela

te to

th

e

abili

ty t

o m

ake

su

gg

estion

s to

im

pro

ve

th

e w

ork

of th

e a

rea

and

fe

elin

g s

upp

ort

ed b

y t

he lin

e m

ana

ge

r, w

hic

h is a

lso

enco

ura

gin

g.

Our

Org

anis

ational H

ealth S

core

s h

ave a

lso im

pro

ved, w

ith

incre

ase

d s

co

res fo

r a

ll b

ut tw

o q

uestio

ns, w

hic

h r

em

ain

unch

an

ge

d fro

m la

st ye

ar.

T

he r

esults s

ug

ge

st a

bett

er

und

ers

tand

ing

of o

ur

str

ate

gy a

nd

va

lues b

ut th

ere

is s

till

wo

rk

to b

e d

on

e. D

istin

gu

ish

ing

betw

een

go

od

and

poo

r

perf

orm

ance

re

ma

ins a

sig

nific

ant co

nce

rn fo

r m

any o

f yo

u,

desp

ite

a s

ligh

t im

pro

ve

me

nt in

th

e s

co

re.

There

are

severa

l g

ood n

ew

s s

tories in t

hese r

esults, w

hic

h

we

will

build

upo

n, a

nd

we

will

use th

e o

pp

ort

unity p

rese

nte

d

by T

ransfo

rma

tio

n to

add

ress th

ose

are

as th

at yo

u h

ave

to

ld

us m

ost re

qu

ire

deve

lopm

ent:

My w

ork

are

a d

iffe

ren

tia

tes b

etw

een

go

od

an

d a

ve

rag

e

perf

orm

an

ce

The s

core

has im

pro

ved f

rom

61 to 6

3 b

ut th

is r

em

ain

s the

low

est sco

ring

qu

estio

n in

th

e e

ntire

su

rve

y, d

esp

ite

th

e

imp

lem

en

tation

of re

gu

lar

PD

Rs,

Ta

lent M

ana

ge

me

nt a

nd

a

rang

e o

f K

PIs

. I

t is

cle

ar

that m

any p

eo

ple

fe

el th

at th

ey a

re

perf

orm

ing w

ell

but p

oo

r p

erf

orm

ance

in o

thers

is n

ot

ch

alle

ng

ed o

r m

ana

ge

d e

ffe

ctive

ly. W

e n

ee

d to

do m

ore

to

ensu

re th

at p

eo

ple

kn

ow

th

eir c

ontr

ibutio

n is v

alu

ed

.

Recog

nitio

n S

chem

es a

re c

urr

ently b

ein

g p

ilote

d a

t a local

leve

l, w

ith

a v

iew

to

deve

lopin

g a

n o

rga

nis

ation

-wid

e s

ch

em

e

in th

e y

ear

ahe

ad

.

Pe

rfo

rma

nce

ma

na

ge

me

nt, le

d b

y c

are

er

ma

na

ge

rs a

nd

su

pp

ort

ed b

y p

rofe

ssio

na

l g

roup

s, is

a f

und

am

enta

l part

of o

ur

Tra

nsfo

rma

tio

n P

rog

ram

me

. T

here

will

be a

mo

re v

isib

le

focus o

n m

ana

gin

g p

erf

orm

ance

at a

n in

div

idua

l, p

rofe

ssio

na

l

gro

up a

nd o

rganis

ational le

vel, m

easure

d b

y K

PIs

and

und

erp

inne

d b

y I

SO

900

1.

Th

e H

SC

IC h

as

a c

lea

rly a

rtic

ula

ted

str

ate

gy f

or

its

fu

ture

Sin

ce th

e la

st su

rve

y w

e h

ave

ha

d a

se

ries o

f w

ork

sh

op

s to

eng

ag

e s

taff

in d

eve

lopin

g o

ur

str

ate

gy fo

r th

e fu

ture

. I

t h

as

bee

n c

ove

red

in

th

e ‘a

ll h

an

ds c

onfe

ren

ce

’ and

in

a n

um

ber

of

blo

gs a

nd a

rtic

les o

n the Intr

anet. T

he s

trate

gy h

as info

rmed

and

in

spire

d t

he T

ransfo

rma

tio

n P

rog

ram

me

, w

hic

h is n

ow

ente

ring

th

e d

eta

iled d

esig

n a

nd

eng

ag

em

en

t sta

ge

.

03 (

e) S

taff

Sur

vey

Res

ults

Page 67 of 159

Org

an

isation

-wid

e r

esu

lts –

EM

T r

esp

on

se

Pe

op

le f

rom

a n

um

ber

of d

iscip

lines,

and

gra

de

s, h

ave

be

en

invo

lve

d in

de

ve

lopin

g o

ur

futu

re s

tru

ctu

re a

nd

new

wa

ys o

f

wo

rkin

g; th

ere

is a

n a

ctive

pro

gra

mm

e o

f co

mm

unic

ation

and

eng

ag

em

en

t, w

hic

h w

as d

iscu

ssed

at JN

CC

on 2

2 D

ecem

ber

and

will

co

ntin

ue

as w

e m

ove

to

th

e first p

ha

se o

f

imp

lem

en

tation

in A

pril th

is y

ear.

Ca

re o

f c

us

tom

ers

/en

d-u

se

rs is

th

e H

SC

IC’s

to

p p

rio

rity

Th

e s

urv

ey s

ug

ge

sts

th

at w

e k

now

th

e n

ee

ds o

f o

ur

cu

sto

me

rs b

ut th

at m

eetin

g th

em

is n

ot o

ur

top p

riority

. T

he

revie

w o

f o

ur

app

roa

ch

to

Cu

sto

me

r R

ela

tion

s a

nd

th

e

appoin

tment of S

trate

gic

Account M

anag

ers

has a

lready h

ad

so

me

positiv

e r

esults. T

here

will

be a

co

ntin

uin

g f

ocus o

n

go

od

cu

sto

me

r se

rvic

e –

in

tern

ally

and

exte

rna

lly –

to

ensu

re

that it is e

mb

ed

de

d a

cro

ss th

e o

rga

nis

ation

.

I w

ou

ld r

ec

om

me

nd

th

e H

SC

IC a

s a

pla

ce

to

wo

rk

Th

e o

ve

rall

sco

re h

as im

pro

ve

d to

73 b

ut ra

ng

es fro

m 6

8 in

two a

reas to a

very

solid

89 f

or

Gra

duate

s, In

tern

s a

nd

Tra

inee

s. A

lo

t o

f w

ork

has g

one

in

to m

akin

g s

ure

th

at th

e

exp

erie

nce

of tr

ain

ee

s is p

ositiv

e a

nd

it se

em

s to

be p

ayin

g

off

. A

num

ber

of sta

ff b

en

efits

and

hea

lth

and

we

ll-b

ein

g

initia

tive

s h

ave

be

en d

eve

lope

d o

ve

r th

e la

st ye

ar

and

th

is w

ill

co

ntin

ue

in

to th

e fu

ture

. E

ffe

ctive

ca

ree

r m

ana

ge

me

nt w

ill b

e

a k

ey f

eatu

re o

f th

e tra

nsfo

rme

d o

rga

nis

ation

, su

pp

ort

ed b

y

pro

fessio

na

l deve

lopm

ent.

I h

ave

th

e r

igh

t k

no

wle

dg

e a

nd

sk

ills

to

perf

orm

we

ll in

my r

ole

Th

is is o

ne

of th

e h

igh

est sco

ring

qu

estio

ns o

ve

rall

(79)

but

would

appear

to b

e s

om

ew

hat at odds w

ith a

score

of 67 in

respo

nse

to

th

e s

tate

me

nt “I

am

cle

ar

abo

ut th

e k

now

ledg

e

and

skill

s t

hat I n

ee

d to

pro

gre

ss w

ith

in t

he o

rga

nis

ation

”.

Th

is m

igh

t su

gg

est th

at w

e n

ee

d to

be c

leare

r a

bo

ut th

e

req

uire

me

nts

and

exp

ecta

tion

s o

f m

ore

se

nio

r ro

les.

Th

ere

is a

sig

nific

ant p

iece o

f w

ork

alre

ad

y u

nd

erw

ay t

o

deve

lop c

are

er

ladd

ers

with

in p

rofe

ssio

na

l g

roup

s, b

ase

d

aro

und n

ew

generic job r

ole

s that are

subje

ct to

a r

igoro

us

co

nsis

tency c

heckin

g p

roce

ss. T

his

will

deliv

er

gre

ate

r cla

rity

aro

un

d h

ow

re

spo

nsib

ilitie

s a

nd

th

e r

eq

uis

ite

kn

ow

ledg

e,

skill

s a

nd

exp

erie

nce

ch

an

ge

fo

r d

iffe

ren

t ro

les w

ith

in –

and

acro

ss –

th

e c

are

er

ladd

ers

.

Wh

ilst E

MT

will

se

t th

e p

rioritie

s f

or

action

in

re

spo

nse

to

th

e

su

rve

y, it is c

ritica

l th

at th

e v

ariou

s b

usin

ess u

nits id

en

tify

th

e

exte

nt to

whic

h e

ach o

f th

e issues a

ffects

their p

art

icula

r are

a.

Actio

n p

lans w

ill n

ee

d to

be ta

ilore

d t

o fit lo

cal circu

msta

nce

s

and

, m

ost im

port

antly, n

ee

d to

be m

ana

ge

d e

ffe

ctive

ly to

ensu

re th

at th

ey a

re d

eliv

ere

d.

Re

sp

on

se

by E

xec

uti

ve

Ma

na

ge

me

nt

Te

am

, J

an

ua

ry 2

01

6

Page 68 of 159

Arc

hite

ctu

re, S

tan

dard

s a

nd I

nn

ova

tio

n –

sta

ff e

ng

ag

em

en

t

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Info

rma

tio

n

Sta

nd

ard

s

De

liv

ery

Arc

hit

ectu

re,

Sta

nd

ard

s

an

d

Inn

ov

ati

on

-

Oth

er

Te

ch

nic

al

Arc

hit

ectu

re

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

75

74

71

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

priority

.

Advocacy

71

70

69

72

71

69

69

I w

ould

recom

mend the H

SC

IC a

s a

pla

ce to

wo

rk.

70

69

71

73

73

72

68

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es

pro

vid

ed

by t

he H

SC

IC c

onfid

en

t in

th

e s

tand

ard

of se

rvic

e th

at

we

pro

vid

e.

74

73

73

75

74

72

71

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

im

pro

ve

th

e

wo

rk o

f

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

80

79

71

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r m

y

wo

rk

- -

- 74

75

74

71

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my

are

a o

f

wo

rk.

72

72

74

75

73

76

67

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

73

75

75

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

81

76

74

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is v

alu

ed

. 65

65

69

72

72

70

70

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

9

03 (

e) S

taff

Sur

vey

Res

ults

Page 69 of 159

Dep

art

me

nt

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Info

rma

tio

n

Sta

nd

ard

s

De

liv

ery

Arc

hit

ectu

re,

Sta

nd

ard

s a

nd

Inn

ov

ati

on

- O

the

r

Te

ch

nic

al

Arc

hit

ectu

re

Org

an

isa

tio

n H

ea

lth

Sc

ore

66

67

69

71

72

70

68

Ge

ne

rally

, I

kn

ow

wh

o t

he c

usto

me

rs o

f

the H

SC

IC a

re.

73

73

74

76

76

78

70

I h

ave

a c

lear

und

ers

tand

ing o

f th

e

nee

ds o

f m

y c

usto

me

rs.

77

76

78

78

77

78

69

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

70

71

70

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its f

utu

re.

55

59

58

67

69

71

65

I ca

n s

ee h

ow

my w

ork

obje

ctive

s

co

ntr

ibute

to

th

e H

SC

IC a

ch

ievin

g its

sta

ted p

urp

ose

.

64

65

65

69

70

72

69

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s t

o

perf

orm

we

ll in

my r

ole

. 79

78

78

79

81

79

79

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s th

at

I n

ee

d t

o p

rog

ress w

ith

in t

he

org

an

isa

tio

n.

65

64

66

67

67

68

67

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

invo

lve

d in

org

an

isa

tio

na

l ch

an

ge

initia

tive

s.

60

63

67

68

66

64

71

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

74

73

76

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

goo

d a

nd

ave

rag

e p

erf

orm

ance

. 61

60

61

63

64

59

56

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g K

PIs

or

me

tric

s.

60

64

65

65

72

57

59

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst its

KP

Is/t

arg

ets

. 60

64

72

73

75

71

68

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

Arc

hite

ctu

re, S

tan

dard

s a

nd I

nn

ova

tio

n –

org

an

isa

tio

na

l h

ealth

10

Page 70 of 159

Custo

me

r R

ela

tio

ns –

sta

ff e

ng

ag

em

en

t

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Co

mm

un

icati

on

s

Co

nta

ct

cen

tre

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

71

77

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's top p

riority

.

Advocacy

71

70

69

72

61

69

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to w

ork

. 70

69

71

73

63

78

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by

the H

SC

IC c

onfid

en

t

in th

e s

tand

ard

of se

rvic

e t

hat w

e p

rovid

e.

74

73

73

75

70

67

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

im

pro

ve

the w

ork

of

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

82

82

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r

my w

ork

-

- -

74

68

80

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n

in m

y a

rea

of

wo

rk.

72

72

74

75

73

80

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

71

81

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

80

79

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is

va

lued

. 65

65

69

72

68

81

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

11

03 (

e) S

taff

Sur

vey

Res

ults

Page 71 of 159

Custo

me

r R

ela

tio

ns –

org

an

isa

tio

na

l h

ealth

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Co

mm

un

icati

on

s

Co

nta

ct

cen

tre

Org

an

isa

tio

n H

ea

lth

Sc

ore

66

67

69

71

72

77

Ge

ne

rally

, I

kn

ow

wh

o t

he c

usto

me

rs o

f th

e

HS

CIC

are

. 73

73

74

76

82

86

I h

ave

a c

lear

und

ers

tand

ing o

f th

e n

ee

ds o

f

my c

usto

me

rs.

77

76

78

78

80

85

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

67

80

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its f

utu

re.

55

59

58

67

72

72

I ca

n s

ee h

ow

my w

ork

obje

ctive

s c

ontr

ibute

to th

e H

SC

IC a

ch

ievin

g its

sta

ted p

urp

ose

. 64

65

65

69

76

79

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s t

o

perf

orm

we

ll in

my r

ole

. 79

78

78

79

82

80

I am

cle

ar

about th

e k

now

ledge a

nd s

kill

s

that I

ne

ed

to

pro

gre

ss w

ith

in t

he

org

an

isa

tio

n.

65

64

66

67

69

73

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

invo

lve

d in

org

an

isa

tio

na

l ch

an

ge

in

itia

tive

s.

60

63

67

68

68

67

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

82

78

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

go

od

and

ave

rag

e p

erf

orm

ance

. 61

60

61

63

56

65

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g K

PIs

or

metr

ics.

60

64

65

65

59

76

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst its

KP

Is/t

arg

ets

. 60

64

72

73

68

81

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

12

Page 72 of 159

Fin

an

ce a

nd C

orp

ora

te S

erv

ice

s –

sta

ff e

ng

ag

em

en

t

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Po

rtfo

lio

B

us

ine

ss

Se

rvic

es

Fin

an

ce

Pro

cu

rem

en

t

& C

on

tra

cts

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

75

74

75

69

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

priority

.

Advocacy

71

70

69

72

66

75

73

70

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce to w

ork

. 70

69

71

73

71

72

71

60

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by

the H

SC

IC

co

nfid

en

t in

th

e s

tand

ard

of se

rvic

e

that w

e p

rovid

e.

74

73

73

75

72

71

74

71

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

imp

rove

th

e w

ork

of

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

82

72

78

75

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol

ove

r m

y w

ork

-

- -

74

74

69

74

70

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my a

rea

of

wo

rk.

72

72

74

75

80

71

75

70

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

72

76

76

69

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

85

81

78

72

Overa

ll, I f

eel th

at m

y contr

ibution is

va

lued

. 65

65

69

72

70

75

74

64

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

13

03 (

e) S

taff

Sur

vey

Res

ults

Page 73 of 159

Fin

an

ce a

nd C

orp

ora

te S

erv

ice

s –

org

an

isa

tio

na

l h

ealth

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Po

rtfo

lio

B

us

ine

ss

Se

rvic

es

Fin

an

ce

P

rocu

rem

en

t

& C

on

tracts

Org

an

isati

on

Healt

h S

co

re

66

67

69

71

70

72

73

67

Ge

ne

rally

, I

kn

ow

wh

o t

he c

usto

me

rs o

f th

e

HS

CIC

are

. 73

73

74

76

71

73

79

68

I h

ave

a c

lear

und

ers

tand

ing o

f th

e n

ee

ds o

f

my c

usto

me

rs.

77

76

78

78

76

79

80

71

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

71

79

70

64

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its f

utu

re.

55

59

58

67

64

78

71

67

I ca

n s

ee h

ow

my w

ork

obje

ctive

s c

ontr

ibute

to th

e H

SC

IC a

ch

ievin

g its

sta

ted p

urp

ose

. 64

65

65

69

65

75

75

68

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s t

o

perf

orm

we

ll in

my r

ole

. 79

78

78

79

76

78

81

74

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s

that I

ne

ed

to

pro

gre

ss w

ith

in t

he

org

an

isa

tio

n.

65

64

66

67

65

62

70

66

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

invo

lve

d in

org

an

isa

tio

na

l ch

an

ge

in

itia

tive

s.

60

63

67

68

75

55

72

65

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

70

73

79

75

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

go

od

and

ave

rag

e p

erf

orm

ance

. 61

60

61

63

64

70

60

59

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g K

PIs

or

me

tric

s.

60

64

65

65

68

70

65

63

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst its

KP

Is/t

arg

ets

. 60

64

72

73

72

72

70

71

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

14

Page 74 of 159

HR

an

d T

ran

sfo

rma

tion

– s

taff e

ng

ag

em

en

t

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Mar-

14

HS

CIC

Av

era

ge

Oct-

14

HS

CIC

Av

era

ge

No

v-1

5

HR

Op

era

tio

ns

HR

&

Tra

ns

form

ati

on

- O

the

r

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

80

80

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

priority

.

Advocacy

71

70

69

72

77

72

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

69

71

73

82

84

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es

pro

vid

ed

by t

he H

SC

IC c

onfid

en

t in

th

e s

tand

ard

of se

rvic

e th

at

we

pro

vid

e.

74

73

73

75

77

82

I am

able

to m

ake s

uggestions to im

pro

ve the

wo

rk o

f

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

81

86

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r m

y w

ork

-

- -

74

81

77

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my

are

a o

f w

ork

. 72

72

74

75

83

81

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

77

82

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

86

80

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is v

alu

ed

. 65

65

69

72

81

76

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

15

03 (

e) S

taff

Sur

vey

Res

ults

Page 75 of 159

Dep

art

men

t

HS

CIC

Avera

ge

Au

g-1

3

HS

CIC

Avera

ge

Mar-

14

HS

CIC

Avera

ge

Oct-

14

HS

CIC

Avera

ge

No

v-1

5

HR

Op

era

tio

ns

HR

&

Tra

nsfo

rmati

on

-

Oth

er

Org

an

isati

on

Healt

h S

co

re

66

6

7

69

7

1

77

7

9

Genera

lly, I know

who the c

usto

mers

of th

e

HS

CIC

are

. 7

3

73

7

4

76

7

2

81

I have a

cle

ar

unde

rsta

ndin

g o

f th

e n

eed

s o

f

my c

usto

mers

. 7

7

76

7

8

78

7

5

89

Th

e H

SC

IC h

as c

lear

and r

ele

vant

org

anis

ational valu

es.

- -

67

7

1

79

8

3

Th

e H

SC

IC h

as a

cle

arl

y a

rtic

ula

ted s

trate

gy

for

its fu

ture

. 5

5

59

5

8

67

7

5

71

I can s

ee h

ow

my w

ork

obje

ctives c

ontr

ibute

to the H

SC

IC a

chie

vin

g its

sta

ted p

urp

ose.

64

6

5

65

6

9

76

8

2

I have the r

ight know

ledge

and s

kill

s to

perf

orm

well

in m

y r

ole

. 7

9

78

7

8

79

8

1

86

I am

cle

ar

abou

t th

e k

now

ledge

and s

kill

s

that I need

to p

rogre

ss w

ithin

the

org

anis

ation.

65

6

4

66

6

7

76

6

9

**I have the o

ppo

rtunity to b

e e

nga

ged a

nd

involv

ed in o

rganis

ational chang

e initia

tives.

60

6

3

67

6

8

80

8

6

I have c

halle

ngin

g w

ork

obje

ctives.

72

7

3

74

7

6

78

7

6

My w

ork

are

a d

iffe

rentiate

s b

etw

een g

ood

and a

vera

ge p

erf

orm

ance.

61

6

0

61

6

3

76

6

7

My w

ork

are

a m

onitors

its

perf

orm

ance

usin

g K

PIs

or

metr

ics.

60

6

4

65

6

5

81

8

3

My w

ork

are

a p

erf

orm

s w

ell

again

st its

KP

Is/targ

ets

. 6

0

64

7

2

73

7

2

79

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

HR

an

d T

ran

sfo

rma

tion

– o

rga

nis

atio

na

l h

ealth

16

Page 76 of 159

Pro

vid

er

Su

pp

ort

an

d I

nte

gra

tio

n –

sta

ff e

ng

ag

em

en

t

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

CS

C P

S

BT

PS

/So

uth

Lo

cal C

lin

ica

l

Sys

tem

s

Pro

vid

er

Su

pp

ort

Oth

er

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

75

75

73

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

priority

.

Advocacy

71

70

69

72

71

70

64

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

69

71

73

70

71

67

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by

the H

SC

IC c

onfid

en

t

in th

e s

tand

ard

of se

rvic

e t

hat w

e p

rovid

e.

74

73

73

75

76

72

74

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

im

pro

ve

the w

ork

of

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

79

81

84

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r

my w

ork

-

- -

74

76

77

76

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n

in m

y a

rea

of

wo

rk.

72

72

74

75

75

77

77

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

77

75

72

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

82

81

74

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is

va

lued

. 65

65

69

72

73

72

70

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

17

03 (

e) S

taff

Sur

vey

Res

ults

Page 77 of 159

Pro

vid

er

Su

pp

ort

an

d I

nte

gra

tio

n –

org

an

isa

tio

na

l h

ealth

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

CS

C P

S

BT

PS

/So

uth

Lo

cal C

lin

ica

l

Sys

tem

s

Pro

vid

er

Su

pp

ort

Oth

er

Org

an

isa

tio

n H

ea

lth

Sc

ore

66

67

69

71

73

72

77

Genera

lly,

I know

who t

he c

usto

mers

of th

e

HS

CIC

are

. 73

73

74

76

76

79

76

I h

ave

a c

lear

und

ers

tand

ing o

f th

e n

ee

ds o

f

my c

usto

me

rs.

77

76

78

78

76

80

83

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

76

76

76

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its f

utu

re.

55

59

58

67

68

70

70

I ca

n s

ee h

ow

my w

ork

obje

ctive

s c

ontr

ibute

to th

e H

SC

IC a

ch

ievin

g its

sta

ted p

urp

ose

. 64

65

65

69

73

69

74

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s t

o

perf

orm

we

ll in

my r

ole

. 79

78

78

79

78

81

83

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s t

hat

I n

ee

d to

pro

gre

ss w

ith

in t

he o

rga

nis

atio

n.

65

64

66

67

68

68

71

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

involv

ed in o

rganis

ational change initia

tives.

60

63

67

68

75

73

81

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

78

73

75

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

go

od

and

ave

rag

e p

erf

orm

ance

. 61

60

61

63

65

63

74

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g

KP

Is o

r m

etr

ics.

60

64

65

65

69

61

81

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst its

KP

Is/t

arg

ets

. 60

64

72

73

73

76

78

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

18

Page 78 of 159

Info

rma

tio

n a

nd a

naly

tics –

sta

ff e

ng

ag

em

en

t

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Data

Dis

sem

inati

on

Info

rma

tio

n

An

aly

sis

C

as

em

ix

Info

rmati

on

an

d

An

aly

tic

s -

Oth

er

Po

rtfo

lio

Re

so

urc

ing

/

Ce

ntr

al

Re

so

urc

es

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

72

77

71

75

74

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

priority

.

Advocacy

71

70

69

72

72

67

68

72

68

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

69

71

73

69

76

63

74

69

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by

the H

SC

IC

co

nfid

en

t in

th

e s

tand

ard

of se

rvic

e

that w

e p

rovid

e.

74

73

73

75

72

77

67

76

73

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

impro

ve the w

ork

of

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

79

84

72

78

82

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol

ove

r m

y w

ork

-

- -

74

71

78

72

72

72

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my a

rea

of

wo

rk.

72

72

74

75

72

80

77

75

75

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

70

73

68

75

74

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

72

83

82

83

83

Overa

ll, I f

eel th

at m

y contr

ibution is

va

lued

. 65

65

69

72

68

77

68

75

72

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

19

03 (

e) S

taff

Sur

vey

Res

ults

Page 79 of 159

Info

rma

tio

n a

nd a

naly

tics –

org

an

isa

tio

na

l h

ealth

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Data

Dis

se

min

ati

on

Info

rmati

on

An

aly

sis

C

as

em

ix

Info

rma

tio

n

an

d

An

aly

tic

s-

Oth

er

Po

rtfo

lio

Reso

urc

ing

/

Ce

ntr

al

Re

so

urc

es

Org

an

isa

tio

n H

ea

lth

Sc

ore

66

67

69

71

69

69

67

71

71

Ge

ne

rally

, I

kn

ow

wh

o t

he c

usto

me

rs

of th

e H

SC

IC a

re.

73

73

74

76

74

75

69

73

78

I h

ave

a c

lear

und

ers

tand

ing o

f th

e

nee

ds o

f m

y c

usto

me

rs.

77

76

78

78

79

76

79

75

75

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

69

66

65

73

75

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its f

utu

re.

55

59

58

67

67

61

58

65

67

I ca

n s

ee h

ow

my w

ork

obje

ctive

s

co

ntr

ibute

to

th

e H

SC

IC a

ch

ievin

g its

sta

ted p

urp

ose

.

64

65

65

69

67

66

57

75

69

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s

to p

erf

orm

we

ll in

my r

ole

. 79

78

78

79

77

79

79

70

79

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s th

at

I n

ee

d t

o p

rog

ress w

ith

in

the o

rga

nis

atio

n.

65

64

66

67

66

66

62

68

76

**I h

ave

th

e o

pp

ort

unity

to b

e

engaged a

nd involv

ed in

org

an

isa

tio

na

l ch

an

ge

initia

tive

s.

60

63

67

68

62

68

59

71

75

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

68

76

73

78

75

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

goo

d a

nd

ave

rag

e p

erf

orm

ance

. 61

60

61

63

60

60

68

64

60

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g K

PIs

or

me

tric

s.

60

64

65

65

69

60

63

62

60

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst

its K

PIs

/targ

ets

. 60

64

72

73

71

74

78

73

69

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

20

Page 80 of 159

Op

era

tio

ns a

nd

Assu

ran

ce

Se

rvic

es –

sta

ff e

ng

ag

em

en

t

De

pa

rtm

en

t

HSCIC Average

Aug-13

HSCIC Average

Mar-14

HSCIC Average

Oct-14

HSCIC Average

Nov-15

IG and

information

Standards

IT infrastructure

Services

Service

Management

(National)

Solution

Assurance

Spine Services

Systems and

Service Delivery

Operations and

Assurance

Services- Other

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

71

78

77

77

75

76

81

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the H

SC

IC's

to

p p

rio

rity

.

Advocacy

71

70

69

72

68

77

73

79

80

77

69

I w

ould

re

co

mm

end

th

e H

SC

IC

as a

pla

ce

to

wo

rk.

70

69

71

73

71

75

77

75

73

76

82

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by t

he

HS

CIC

co

nfid

en

t in

th

e s

tand

ard

of se

rvic

e th

at

we

pro

vid

e.

74

73

73

75

71

76

75

81

80

79

80

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

imp

rove

th

e w

ork

of

my

team

/ d

epart

ment.

Involvement

77

77

79

80

76

80

83

82

77

82

85

I h

ave

an

app

rop

ria

te le

ve

l o

f

co

ntr

ol o

ve

r m

y w

ork

-

- -

74

68

79

77

75

74

75

80

I am

able

to m

ake im

pro

vem

ents

hap

pe

n in

my a

rea

of

wo

rk.

72

72

74

75

70

77

78

77

76

75

87

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

71

77

77

76

74

74

76

I fe

el su

pp

ort

ed b

y m

y lin

e

ma

na

ge

r -

- -

79

77

83

82

78

75

78

89

Ove

rall,

I f

eel th

at

my

co

ntr

ibutio

n is v

alu

ed

. 65

65

69

72

70

76

74

74

68

72

76

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

21

03 (

e) S

taff

Sur

vey

Res

ults

Page 81 of 159

Op

era

tio

ns a

nd

Assu

ran

ce

Se

rvic

es –

org

an

isa

tio

na

l h

ea

lth

Dep

art

men

t

HSCIC Average

Aug-13

HSCIC Average

Mar-14

HSCIC Average

Oct-14

HSCIC Average

Nov-15

IG and

Information

Standards

IT infrastructure

Services

Service

Management

(National)

Solution

Assurance

Spine Services

Systems and

Service Delivery

Operations and

Assurance

Services- Other

Org

an

isa

tio

n H

ea

lth

Sc

ore

6

6

67

6

9

71

7

0

71

7

3

72

7

1

70

*

Ge

ne

rally

, I

kn

ow

wh

o t

he

cu

sto

me

rs o

f

the

HS

CIC

are

. 7

3

73

7

4

76

7

6

71

8

2

82

8

0

74

7

8

I h

ave

a c

lea

r u

nd

ers

tan

din

g o

f th

e n

ee

ds

of m

y c

usto

me

rs.

77

7

6

78

7

8

75

7

4

76

8

1

75

8

0

82

Th

e H

SC

IC h

as c

lea

r a

nd

re

leva

nt

org

an

isa

tio

na

l va

lue

s.

- -

67

7

1

73

7

1

72

7

1

73

7

0

73

Th

e H

SC

IC h

as a

cle

arl

y a

rtic

ula

ted

str

ate

gy fo

r its fu

ture

. 5

5

59

5

8

67

6

6

65

6

9

69

6

9

67

6

0

I ca

n s

ee

ho

w m

y w

ork

ob

jective

s

co

ntr

ibu

te to

th

e H

SC

IC a

ch

ievin

g its

sta

ted

pu

rpo

se

.

64

6

5

65

6

9

69

6

4

72

6

9

69

6

7

80

I h

ave

th

e r

igh

t kn

ow

led

ge

an

d s

kill

s to

pe

rfo

rm w

ell

in m

y r

ole

. 7

9

78

7

8

79

7

5

76

7

7

77

7

7

81

8

0

I a

m c

lea

r a

bo

ut th

e k

no

wle

dg

e a

nd

skill

s

tha

t I n

ee

d to

pro

gre

ss w

ith

in th

e

org

an

isa

tio

n.

65

6

4

66

6

7

66

6

9

69

6

6

66

6

3

71

**I h

ave

th

e o

pp

ort

un

ity to

be

en

ga

ge

d

an

d in

vo

lve

d in

org

an

isa

tio

na

l ch

an

ge

initia

tive

s.

60

6

3

67

6

8

64

6

7

72

6

7

68

6

6

78

I h

ave

ch

alle

ng

ing

wo

rk o

bje

ctive

s.

72

7

3

74

7

6

76

8

0

77

7

6

76

7

7

80

My w

ork

are

a d

iffe

ren

tia

tes b

etw

ee

n g

oo

d

an

d a

ve

rag

e p

erf

orm

an

ce

. 6

1

60

6

1

63

6

3

65

6

6

63

6

4

60

7

1

My w

ork

are

a m

on

ito

rs it

s p

erf

orm

an

ce

usin

g K

PIs

or

me

tric

s.

60

6

4

65

6

5

63

7

0

68

6

5

62

6

2

80

My w

ork

are

a p

erf

orm

s w

ell

ag

ain

st its

KP

Is/t

arg

ets

. 6

0

64

7

2

73

7

0

74

7

7

74

7

0

75

*

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal

change initia

tives.

22

Page 82 of 159

He

alth

Dig

ita

l S

erv

ice

s –

sta

ff e

ng

ag

em

en

t

De

pa

rtm

en

t

HSCIC Average

Aug-13

HSCIC Average

Mar-14

HSCIC Average

Oct-14

HSCIC Average

Nov-15

Cross

Government IT

e-Referral

Service

NHS Mail

Primary Care IT

Summary Care

Record

Programme

Delivery Central

and NIB

ETP

HSCN

Choices

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

79

74

78

74

76

74

82

72

69

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs

is th

e H

SC

IC's

top

prio

rity

.

Advocacy

71

70

69

72

73

70

80

72

71

68

74

80

67

I w

ould

re

co

mm

end

th

e H

SC

IC

as a

pla

ce

to

wo

rk.

70

69

71

73

80

70

77

75

77

79

82

69

61

I w

ould

recom

mend the

pro

du

cts

and

se

rvic

es p

rovid

ed

by

the H

SC

IC c

onfid

en

t in

th

e

sta

nd

ard

of se

rvic

e t

hat w

e

pro

vid

e.

74

73

73

75

76

77

80

76

73

73

83

75

70

I a

m a

ble

to

ma

ke

su

gg

estio

ns

to im

pro

ve

th

e w

ork

of

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

85

76

77

81

80

76

88

72

74

I h

ave

an

app

rop

ria

te le

ve

l o

f

co

ntr

ol o

ve

r m

y w

ork

-

- -

74

78

70

78

71

74

72

81

67

67

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my

are

a o

f

wo

rk.

72

72

74

75

77

75

75

76

74

72

80

67

69

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

78

73

82

72

75

78

84

76

70

I fe

el su

pp

ort

ed b

y m

y lin

e

ma

na

ge

r -

- -

79

83

78

78

76

79

79

84

74

78

Ove

rall,

I f

eel th

at

my

co

ntr

ibutio

n is v

alu

ed

. 65

65

69

72

78

75

73

68

76

69

78

64

68

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

23

03 (

e) S

taff

Sur

vey

Res

ults

Page 83 of 159

He

alth

Dig

ita

l S

erv

ice

s –

org

an

isa

tio

na

l h

ea

lth

De

pa

rtm

en

t

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct-14

HSCIC

Average

Nov-15

Cross

Government

IT

e-Referral

Service

NHS Mail

Primary

Care IT

Summary

Care Record

Programme

Delivery

Central and

NIB

ETP

HSCN

Choices

Org

an

isa

tio

n H

ea

lth

Sc

ore

6

6

67

6

9

71

7

4

69

*

71

7

6

72

7

9

* 6

6

Ge

ne

rally

, I

kn

ow

wh

o t

he

cu

sto

me

rs o

f th

e H

SC

IC a

re.

73

7

3

74

7

6

82

8

2

85

7

9

79

7

6

86

8

1

65

I h

ave

a c

lea

r u

nd

ers

tan

din

g o

f

the

ne

ed

s o

f m

y c

usto

me

rs.

77

7

6

78

7

8

79

8

0

88

7

7

85

7

0

89

8

1

74

Th

e H

SC

IC h

as c

lea

r a

nd

rele

va

nt o

rga

nis

atio

na

l va

lue

s.

- -

67

7

1

72

6

8

82

7

4

73

8

0

77

7

7

61

Th

e H

SC

IC h

as a

cle

arl

y

art

icu

late

d s

tra

teg

y fo

r its fu

ture

. 5

5

59

5

8

67

6

8

64

7

3

72

6

9

72

7

5

73

5

7

I ca

n s

ee

ho

w m

y w

ork

ob

jective

s c

on

trib

ute

to

th

e

HS

CIC

ach

ievin

g its

sta

ted

pu

rpo

se

.

64

6

5

65

6

9

74

6

6

75

7

0

73

7

2

81

6

5

59

I h

ave

th

e r

igh

t kn

ow

led

ge

an

d

skill

s to

pe

rfo

rm w

ell

in m

y r

ole

. 7

9

78

7

8

79

8

2

78

8

0

77

7

7

80

8

0

78

7

9

I a

m c

lea

r a

bo

ut th

e k

no

wle

dg

e

an

d s

kill

s th

at I

ne

ed

to

pro

gre

ss

with

in th

e o

rga

nis

atio

n.

65

6

4

66

6

7

71

5

8

67

6

8

66

6

8

76

6

5

62

**I h

ave

th

e o

pp

ort

un

ity to

be

en

ga

ge

d a

nd

in

vo

lve

d in

org

an

isa

tio

na

l ch

an

ge

in

itia

tive

s.

60

6

3

67

6

8

74

6

1

68

7

3

76

7

2

75

6

6

60

I h

ave

ch

alle

ng

ing

wo

rk

ob

jective

s.

72

7

3

74

7

6

82

8

0

73

7

6

87

7

2

85

6

4

72

My w

ork

are

a d

iffe

ren

tia

tes

be

twe

en

go

od

an

d a

ve

rag

e

pe

rfo

rma

nce

.

61

6

0

61

6

3

66

6

1

58

6

2

68

5

8

69

6

0

62

My w

ork

are

a m

on

ito

rs it

s

pe

rfo

rma

nce

usin

g K

PIs

or

me

tric

s.

60

6

4

65

6

5

60

6

4

58

6

1

77

6

7

74

4

8

65

My w

ork

are

a p

erf

orm

s w

ell

ag

ain

st its K

PIs

/ta

rge

ts.

60

6

4

72

7

3

77

6

7

* 6

7

79

7

4

86

*

73

- N

o h

isto

rical d

ata

is c

urr

ently a

vaila

ble

for

this

question

*

Not enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have the o

pport

unity to e

ngage in

org

anis

ational c

hange in

itia

tives.

24

Page 84 of 159

Aca

de

my (

gra

du

ate

s, in

tern

s a

nd

tra

ine

es)

- sta

ff e

ng

ag

em

en

t

25

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Gra

du

ate

s,

inte

rns

an

d

tra

ine

es

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

83

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

prio

rity

.

Advocacy

71

70

69

72

82

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

69

71

73

89

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by t

he

HS

CIC

co

nfid

en

t in

th

e s

tand

ard

of se

rvic

e t

hat w

e p

rovid

e.

74

73

73

75

85

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

im

pro

ve

th

e w

ork

of

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

71

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r m

y w

ork

-

- -

74

85

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my a

rea

of

wo

rk.

72

72

74

75

78

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

80

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

92

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is v

alu

ed

. 65

65

69

72

86

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

03 (

e) S

taff

Sur

vey

Res

ults

Page 85 of 159

Aca

de

my (

gra

du

ate

s, in

tern

s a

nd

tra

ine

es)

– o

rga

nis

atio

na

l h

ea

lth

26

De

pa

rtm

en

t

HS

CIC

Av

era

ge

Au

g-1

3

HS

CIC

Av

era

ge

Ma

r-14

HS

CIC

Av

era

ge

Oc

t-14

HS

CIC

Av

era

ge

No

v-1

5

Gra

du

ate

s,

inte

rns

an

d

tra

ine

es

Org

an

isa

tio

n H

ea

lth

Sc

ore

66

67

69

71

75

Genera

lly,

I know

who t

he c

usto

mers

of th

e H

SC

IC a

re.

73

73

74

76

72

I h

ave

a c

lear

und

ers

tand

ing o

f th

e n

ee

ds o

f m

y c

usto

me

rs.

77

76

78

78

65

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

80

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its f

utu

re.

55

59

58

67

75

I ca

n s

ee h

ow

my w

ork

obje

ctive

s c

ontr

ibute

to

th

e H

SC

IC

ach

ievin

g its

sta

ted p

urp

ose

. 64

65

65

69

82

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s t

o p

erf

orm

we

ll in

my r

ole

. 79

78

78

79

82

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s t

hat I

ne

ed

to

pro

gre

ss

with

in t

he o

rga

nis

atio

n.

65

64

66

67

77

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

in

vo

lve

d in

org

an

isa

tio

na

l ch

an

ge

initia

tive

s.

60

63

67

68

80

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

78

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

go

od

and

ave

rag

e

perf

orm

ance

. 61

60

61

63

77

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g K

PIs

or

me

tric

s.

60

64

65

65

66

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst its K

PIs

/targ

ets

. 60

64

72

73

63

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

Page 86 of 159

Re

su

lts b

y e

thn

icity –

sta

ff e

ng

ag

em

en

t

Eth

nic

ity

HSCIC Average

Aug-13

HSCIC Average

Mar-14

HSCIC Average

Oct-14

HSCIC Average

Nov-15

A White -

British

C White - Any

other White

background

H Asian or

Asian British -

Indian

J Asian or

Asian British -

Pakistani

N Black or

Black British -

African

Undefined

Z Not Stated

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

75

73

76

76

78

73

73

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

priority

.

Advocacy

71

70

69

72

71

68

75

72

79

72

71

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

69

71

73

73

70

78

79

76

70

69

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by

the H

SC

IC

co

nfid

en

t in

th

e s

tand

ard

of se

rvic

e

that w

e p

rovid

e.

74

73

73

75

75

74

76

77

81

73

73

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

imp

rove

th

e w

ork

of

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

81

78

75

72

78

78

77

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol

ove

r m

y w

ork

-

- -

74

75

73

71

72

74

71

74

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my a

rea

of

wo

rk.

72

72

74

75

76

76

72

71

74

72

74

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

74

71

78

85

78

74

73

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

79

80

81

87

83

80

75

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is

va

lued

. 65

65

69

72

73

69

74

71

80

72

69

27

03 (

e) S

taff

Sur

vey

Res

ults

Page 87 of 159

Eth

nic

ity

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct-14

HSCIC

Average

Nov-15

A White -

British

C White - Any

other White

background

H Asian or

Asian British -

Indian

J Asian or

Asian British -

Pakistani

N Black or

Black British -

African

Undefined

Z Not Stated

Org

an

isati

on

Healt

h S

co

re

66

6

7

69

7

1

71

7

0

71

7

4

74

6

9

69

Genera

lly, I know

who th

e c

usto

mers

of th

e H

SC

IC a

re.

73

7

3

74

7

6

76

7

6

76

7

9

76

7

0

78

I have a

cle

ar

unde

rsta

nd

ing o

f th

e

need

s o

f m

y c

usto

mers

. 7

7

76

7

8

78

7

8

77

7

5

73

7

8

76

7

6

The H

SC

IC h

as c

lear

and r

ele

vant

org

anis

ational v

alu

es.

- -

67

7

1

71

6

9

76

7

9

75

6

9

67

The H

SC

IC h

as a

cle

arl

y a

rtic

ula

ted

str

ate

gy for

its futu

re.

55

5

9

58

6

7

67

6

5

68

7

1

66

6

5

67

I can s

ee h

ow

my w

ork

obje

ctives

contr

ibute

to the H

SC

IC a

chie

vin

g its

sta

ted p

urp

ose.

64

6

5

65

6

9

69

6

6

72

7

5

74

6

6

70

I have the r

ight know

ledge

and s

kill

s to

perf

orm

well

in m

y r

ole

. 7

9

78

7

8

79

7

9

77

7

7

80

8

5

79

7

9

I am

cle

ar

abou

t th

e k

now

ledge

and

skill

s that I nee

d to p

rogre

ss w

ithin

the

org

anis

ation.

65

6

4

66

6

7

67

6

7

68

7

5

76

6

8

62

**I have the

oppo

rtunity to b

e e

ngag

ed

and involv

ed in o

rganis

ational c

hang

e

initia

tives.

60

6

3

67

6

8

69

6

7

68

6

7

64

6

4

65

I have c

halle

ngin

g w

ork

obje

ctives.

72

7

3

74

7

6

77

7

1

72

7

6

77

7

3

75

My w

ork

are

a d

iffe

rentiate

s b

etw

ee

n

good

and a

vera

ge p

erf

orm

ance.

61

6

0

61

6

3

62

6

6

67

6

9

69

6

3

62

My w

ork

are

a m

onitors

its

perf

orm

ance

usin

g K

PIs

or

metr

ics.

60

6

4

65

6

5

66

6

6

65

6

8

73

6

5

61

My w

ork

are

a p

erf

orm

s w

ell

again

st its

KP

Is/targ

ets

. 6

0

64

7

2

73

7

4

73

7

4

74

7

4

72

6

9

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

*Not enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage

in o

rganis

atio

nal change in

itia

tives.

Re

su

lts b

y e

thn

icity –

org

an

isa

tio

na

l h

ea

lth

28

Page 88 of 159

Re

su

lts b

y G

en

de

r –

sta

ff e

ng

ag

em

en

t

Ge

nd

er

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct 14

HSCIC

Average

Nov 2015

Female

Male

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

75

75

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

priority

.

Advocacy

71

70

69

72

71

72

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

69

71

73

73

72

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by

the H

SC

IC c

onfid

en

t in

th

e s

tand

ard

of se

rvic

e th

at

we

pro

vid

e.

74

73

73

75

75

75

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

im

pro

ve

th

e w

ork

of

my

team

/ d

epart

ment.

Involvement

77

77

79

80

80

80

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r m

y w

ork

-

- -

74

74

74

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my a

rea

of

wo

rk.

72

72

74

75

76

75

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

74

75

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

79

80

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is v

alu

ed

. 65

65

69

72

72

73

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

29

03 (

e) S

taff

Sur

vey

Res

ults

Page 89 of 159

Re

su

lts b

y G

en

de

r –

org

an

isa

tio

na

l h

ea

lth

Ge

nd

er

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct-14

HSCIC

Average

Nov-15

Female

Male

Org

an

isa

tio

n H

ea

lth

Sc

ore

66

67

69

71

71

71

Genera

lly,

I know

who t

he c

usto

mers

of th

e H

SC

IC a

re.

73

73

74

76

75

76

I h

ave

a c

lear

und

ers

tand

ing o

f th

e n

ee

ds o

f m

y

custo

mers

. 77

76

78

78

76

79

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

69

73

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its f

utu

re.

55

59

58

67

66

68

I ca

n s

ee h

ow

my w

ork

obje

ctive

s c

ontr

ibute

to

th

e H

SC

IC

ach

ievin

g its

sta

ted p

urp

ose

. 64

65

65

69

69

70

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s t

o p

erf

orm

we

ll in

my

role

. 79

78

78

79

79

79

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s t

hat I

ne

ed

to

pro

gre

ss w

ith

in t

he o

rga

nis

atio

n.

65

64

66

67

66

68

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

in

vo

lve

d in

org

an

isa

tio

na

l ch

an

ge

initia

tive

s.

60

63

67

68

69

68

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

78

73

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

go

od

and

ave

rag

e

perf

orm

ance

. 61

60

61

63

62

63

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g K

PIs

or

me

tric

s.

60

64

65

65

64

66

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst its K

PIs

/targ

ets

. 60

64

72

73

74

73

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

30

Page 90 of 159

Re

su

lts b

y W

ork

ing

Pa

tte

rn –

sta

ff e

ng

ag

em

en

t

Fu

ll-P

art

Tim

e s

tatu

s

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct-14

HSCIC

Average

Nov-15

Full Time

Part Time

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

75

74

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

prio

rity

.

Advocacy

71

70

69

72

72

70

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

69

71

73

73

71

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by

the H

SC

IC c

onfid

en

t in

th

e s

tand

ard

of se

rvic

e th

at w

e

pro

vid

e.

74

73

73

75

75

74

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

im

pro

ve

th

e w

ork

of

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

80

79

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r m

y w

ork

-

- -

74

74

75

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my a

rea

of

wo

rk.

72

72

74

75

75

75

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

74

74

I fe

el support

ed b

y m

y lin

e m

anager

- -

- 79

79

80

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is v

alu

ed

. 65

65

69

72

72

73

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

31

03 (

e) S

taff

Sur

vey

Res

ults

Page 91 of 159

Re

su

lts b

y W

ork

ing

Pa

tte

rn –

org

an

isa

tio

na

l h

ea

lth

Fu

ll-P

art

Tim

e s

tatu

s

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct-14

HSCIC

Average

Nov-15

Full Time

Part Time

Org

an

isa

tio

n H

ea

lth

Sc

ore

66

67

69

71

71

71

Ge

ne

rally

, I

kn

ow

wh

o t

he c

usto

me

rs o

f th

e H

SC

IC a

re.

73

73

74

76

76

77

I h

ave

a c

lear

und

ers

tand

ing o

f th

e n

ee

ds o

f m

y

cu

sto

me

rs.

77

76

78

78

78

78

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

71

71

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its f

utu

re.

55

59

58

67

67

68

I ca

n s

ee h

ow

my w

ork

obje

ctive

s c

ontr

ibute

to

th

e H

SC

IC

ach

ievin

g its

sta

ted p

urp

ose

. 64

65

65

69

69

70

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s t

o p

erf

orm

we

ll in

my

role

. 79

78

78

79

79

79

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s t

hat I

ne

ed

to

pro

gre

ss w

ith

in t

he o

rga

nis

atio

n.

65

64

66

67

67

69

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

in

vo

lve

d in

org

an

isa

tio

na

l ch

an

ge

initia

tive

s.

60

63

67

68

68

68

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

76

73

My

work

are

a d

iffe

rentiate

s b

etw

een g

ood a

nd a

vera

ge

perf

orm

ance

. 61

60

61

63

62

63

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g K

PIs

or

me

tric

s.

60

64

65

65

65

66

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst its K

PIs

/targ

ets

. 60

64

72

73

74

72

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

3

2

Page 92 of 159

Re

su

lts b

y A

ge

– s

taff e

ng

ag

em

en

t

Ag

e G

rou

p

HSCIC Average

Aug-13

HSCIC Average

Mar-14

HSCIC Average

Oct-14

HSCIC Average

Nov-15

16-30

31-40

41-50

51+

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

76

76

74

74

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

priority

.

Advocacy

71

70

69

72

73

70

71

74

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

69

71

73

77

75

71

70

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es

pro

vid

ed b

y th

e H

SC

IC c

onfident in

the s

tandard

of se

rvic

e th

at

we

pro

vid

e.

74

73

73

75

75

75

75

75

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

im

pro

ve

th

e

wo

rk o

f

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

80

81

80

79

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r m

y

wo

rk

- -

- 74

75

74

74

73

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my

are

a o

f

wo

rk.

72

72

74

75

75

76

75

73

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

74

74

73

75

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

83

81

78

77

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is v

alu

ed

. 65

65

69

72

75

74

71

70

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in o

rganis


tives.

33

03 (

e) S

taff

Sur

vey

Res

ults

Page 93 of 159

Re

su

lts b

y A

ge

– o

rga

nis

atio

na

l h

ea

lth

Ag

e G

rou

p

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct-14

HSCIC

Average

Nov-15

16-30

31-40

41-50

51+

Org

an

isa

tio

n H

ea

lth

Sc

ore

66

67

69

71

71

71

71

71

Ge

ne

rally

, I

kn

ow

wh

o t

he c

usto

me

rs o

f th

e

HS

CIC

are

. 73

73

74

76

75

75

77

75

I h

ave

a c

lear

und

ers

tand

ing o

f th

e n

ee

ds o

f

my c

usto

me

rs.

77

76

78

78

75

77

79

79

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

75

70

70

71

The H

SC

IC h

as a

cle

arly

art

icula

ted s

tra

tegy

for

its f

utu

re.

55

59

58

67

67

66

67

68

I ca

n s

ee h

ow

my w

ork

obje

ctive

s c

ontr

ibute

to

the H

SC

IC a

ch

ievin

g its

sta

ted p

urp

ose

. 64

65

65

69

69

70

69

69

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s t

o

perf

orm

we

ll in

my r

ole

. 79

78

78

79

79

78

79

79

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s t

hat I

nee

d to

pro

gre

ss w

ith

in t

he o

rga

nis

atio

n.

65

64

66

67

69

68

66

66

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

invo

lve

d in

org

an

isa

tio

na

l ch

an

ge

in

itia

tive

s.

60

63

67

68

69

69

69

67

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

73

76

77

75

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

go

od

and

ave

rag

e p

erf

orm

ance

. 61

60

61

63

64

62

62

63

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g

KP

Is o

r m

etr

ics.

60

64

65

65

68

64

64

67

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst its

KP

Is/t

arg

ets

. 60

64

72

73

74

73

73

75

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

34

Page 94 of 159

Re

su

lts b

y D

isa

bili

ty –

sta

ff e

ng

ag

em

en

t

Dis

ab

ilit

y

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct-14

HSCIC

Average

Nov-15

No

Not

Declared

Undefined

Yes

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

75

74

75

77

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's

top p

riority

.

Advocacy

71

70

69

72

72

73

71

77

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

70

69

71

73

71

72

74

75

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es

pro

vid

ed

by t

he H

SC

IC c

onfid

en

t in

th

e

sta

nd

ard

of se

rvic

e t

hat w

e p

rovid

e.

74

73

73

75

75

75

74

79

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

im

pro

ve

th

e

wo

rk o

f

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

80

80

80

83

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r m

y

wo

rk

- -

- 74

75

73

73

73

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my a

rea

of

wo

rk.

72

72

74

75

75

75

75

79

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

73

74

75

77

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r -

- -

79

78

78

81

81

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is v

alu

ed

. 65

65

69

72

71

70

73

74

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

35

03 (

e) S

taff

Sur

vey

Res

ults

Page 95 of 159

Re

su

lts b

y D

isa

bili

ty –

org

an

isa

tio

na

l h

ea

lth

Dis

ab

ilit

y

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct 14

HSCIC

Average

Nov-15

No

Not

Declared

Undefined

Yes

Org

an

isa

tio

n H

ea

lth

Sc

ore

66

67

69

71

71

71

71

73

Ge

ne

rally

, I

kn

ow

wh

o t

he c

usto

me

rs o

f th

e

HS

CIC

are

. 73

73

74

76

76

79

75

81

I h

ave

a c

lear

und

ers

tand

ing o

f th

e n

ee

ds o

f

my c

usto

me

rs.

77

76

78

78

78

78

77

83

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l va

lues.

- -

67

71

70

68

72

72

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its f

utu

re.

55

59

58

67

66

67

67

70

I ca

n s

ee h

ow

my w

ork

obje

ctive

s c

ontr

ibute

to th

e H

SC

IC a

ch

ievin

g its

sta

ted p

urp

ose

. 64

65

65

69

69

70

69

70

I have the r

ight

know

ledge a

nd s

kill

s to

perf

orm

we

ll in

my r

ole

. 79

78

78

79

79

79

79

73

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s t

hat

I n

ee

d to

pro

gre

ss w

ith

in t

he o

rga

nis

atio

n.

65

64

66

67

65

63

69

68

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

invo

lve

d in

org

an

isa

tio

na

l ch

an

ge

in

itia

tive

s.

60

63

67

68

69

68

67

70

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

72

73

74

76

77

76

75

78

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

go

od

and

ave

rag

e p

erf

orm

ance

. 61

60

61

63

61

61

63

61

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g

KP

Is o

r m

etr

ics.

60

64

65

65

66

65

65

72

My

work

are

a p

erf

orm

s w

ell

again

st its

KP

Is/t

arg

ets

. 60

64

72

73

74

74

73

75

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

36

Page 96 of 159

Re

su

lts b

y B

ase

– s

taff e

ng

ag

em

en

t

Ba

se

HSCIC Average

Aug-13

HSCIC Average

Mar-14

HSCIC Average

Oct-14

HSCIC Average

Nov-15

Bridgewater Place

- Leeds

Durham House

Exeter

Geographic

Hedge End

- Southampton

Leeds

Princes Exchange

– Leeds

Prospect House

- Redditch

Skipton House

- London

Southport

Trevelyan Square

- Leeds

Vantage - Leeds

Whitehall - Leeds

Sta

ff E

ng

ag

em

en

t S

co

re

72

72

73

75

75

74

77

80

68

76

73

72

69

70

74

74

76

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the H

SC

IC's

to

p p

rio

rity

.

Advocacy

71

70

69

72

71

75

78

74

56

72

68

73

66

72

68

72

75

I w

ould

re

co

mm

end

th

e H

SC

IC

as a

pla

ce

to

wo

rk.

70

69

71

73

74

71

77

76

65

75

67

73

62

65

72

71

74

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es p

rovid

ed

by t

he

HS

CIC

co

nfid

en

t in

th

e s

tand

ard

of se

rvic

e th

at

we

pro

vid

e.

74

73

73

75

75

77

79

77

68

75

71

76

70

73

74

75

77

I a

m a

ble

to

ma

ke

su

gg

estio

ns

to im

pro

ve

th

e w

ork

of

my t

ea

m / d

ep

art

me

nt.

Involvement

77

77

79

80

82

79

82

83

72

81

81

75

76

76

80

78

81

I h

ave

an

app

rop

ria

te le

ve

l o

f

co

ntr

ol o

ve

r m

y w

ork

-

- -

74

71

76

75

81

62

75

76

73

67

70

75

73

76

I am

able

to m

ake im

pro

vem

ents

hap

pe

n in

my a

rea

of w

ork

. 72

72

74

75

74

74

77

81

70

77

78

68

68

68

76

74

77

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

72

71

73

74

77

72

75

79

68

75

71

67

70

70

75

73

77

I fe

el su

pp

ort

ed b

y m

y lin

e

ma

na

ge

r -

- -

79

82

70

79

85

84

81

76

74

78

72

78

79

79

Ove

rall,

I f

eel th

at

my

co

ntr

ibutio

n is v

alu

ed

. 65

65

69

72

71

70

72

79

64

75

68

69

68

66

72

71

72

- N

o h

isto

rica

l dat

a is

cu

rren

tly

avai

lab

le f

or

this

qu

esti

on

*

Th

ere

was

no

t en

ou

gh d

ata

to d

isp

lay

resu

lts

fro

m o

ther

loca

tio

ns

37

03 (

e) S

taff

Sur

vey

Res

ults

Page 97 of 159

Re

su

lts b

y B

ase

– o

rga

nis

atio

na

l h

ea

lth

38

Base

HSCIC Average

Aug-13

HSCIC Average

Mar-14

HSCIC Average

Oct-14

HSCIC Average

Nov-15

Bridgewater

Place

- Leeds

Durham House

- Washington

Exeter

Geographic

Hedge End

- Southampton

Leeds

Princes

Exchange

- Leeds

Prospect House

- Redditch

Skipton House

- London

Southport

Trevelyan

Square

- Leeds

Vantage - Leeds

Whitehall -

Leeds

Org

an

isa

tio

n H

ea

lth

Sc

ore

6

6

67

6

9

71

7

2

72

7

0

77

*

71

7

0

71

6

7

71

7

2

70

7

0

Ge

ne

rally

, I

kn

ow

wh

o t

he

cu

sto

me

rs o

f th

e H

SC

IC a

re.

73

7

3

74

7

6

78

7

4

77

7

9

60

7

6

77

8

0

70

7

5

77

7

4

79

I h

ave

a c

lea

r u

nd

ers

tan

din

g o

f

the

ne

ed

s o

f m

y c

usto

me

rs.

77

7

6

78

7

8

76

8

2

79

8

7

69

7

7

78

7

7

78

8

2

80

7

7

76

Th

e H

SC

IC h

as c

lea

r a

nd

rele

va

nt o

rga

nis

atio

na

l va

lue

s.

- -

67

7

1

73

7

4

70

7

7

58

7

2

69

7

0

64

7

2

71

6

9

69

Th

e H

SC

IC h

as a

cle

arl

y

art

icu

late

d s

tra

teg

y fo

r its

futu

re.

55

5

9

58

6

7

67

7

4

66

7

2

52

6

8

65

7

1

56

7

0

67

6

8

67

I ca

n s

ee

ho

w m

y w

ork

ob

jective

s c

on

trib

ute

to

th

e

HS

CIC

ach

ievin

g its

sta

ted

pu

rpo

se

.

64

6

5

65

6

9

70

7

3

67

7

5

48

7

0

70

7

3

62

6

8

70

6

9

67

I h

ave

th

e r

igh

t kn

ow

led

ge

an

d

skill

s to

pe

rfo

rm w

ell

in m

y r

ole

. 7

9

78

7

8

79

7

8

78

7

9

81

8

0

78

8

3

78

7

8

78

8

0

78

7

7

I a

m c

lea

r a

bo

ut th

e k

no

wle

dg

e

an

d s

kill

s th

at I

ne

ed

to

pro

gre

ss w

ith

in t

he

org

an

isa

tio

n.

65

6

4

66

6

7

73

6

6

62

7

0

58

6

9

63

6

1

61

6

8

69

6

5

65

**I h

ave

th

e o

pp

ort

un

ity to

be

en

ga

ge

d a

nd

in

vo

lve

d in

org

an

isa

tio

na

l ch

an

ge

initia

tive

s.

60

6

3

67

6

8

73

7

2

65

7

4

56

6

9

70

7

0

62

6

3

70

6

7

70

I h

ave

ch

alle

ng

ing

wo

rk

ob

jective

s.

72

7

3

74

7

6

76

7

3

76

8

3

76

7

6

77

7

3

72

6

9

78

7

6

77

My w

ork

are

a d

iffe

ren

tia

tes

be

twe

en

go

od

an

d a

ve

rag

e

pe

rfo

rma

nce

.

61

6

0

61

6

3

68

6

1

59

6

8

70

6

3

57

6

4

60

6

1

62

6

3

61

My w

ork

are

a m

on

ito

rs it

s

pe

rfo

rma

nce

usin

g K

PIs

or

me

tric

s.

60

6

4

65

6

5

64

6

4

63

7

2

70

6

5

63

6

6

65

7

3

65

6

8

63

My w

ork

are

a p

erf

orm

s w

ell

ag

ain

st its K

PIs

/ta

rge

ts.

60

6

4

72

7

3

73

7

6

75

7

9

* 7

3

75

7

4

75

7

5

71

7

3

73

- N

o h

isto

rica

l d

ata

is c

urr

en

tly a

va

ilab

le f

or

this

qu

estio

n

- N

ot

en

ou

gh

da

ta t

o d

isp

lay *

Pre

vio

us y

ea

rs th

is w

as I

ha

ve

th

e o

pp

ort

un

ity t

o e

ng

ag

e in

org

an

isa

tio

na

l ch

an

ge

in

itia

tive

s .

**

Th

ere

wa

s n

ot e

no

ug

h d

ata

to

dis

pla

y r

esu

lts fro

m o

the

r lo

ca

tio

ns

Page 98 of 159

Re

su

lts b

y B

an

d –

sta

ff e

ng

ag

em

en

t

Ban

d

HSCIC

Average

Aug-13 HSCIC

Average

Mar-14 HSCIC

Average

Oct-14 HSCIC

Average

Nov-15

Band 3/AO

Band 4

Band 5

Band 6

Band 7

Band 8 - A

Band 8 - B

Band 8 - C

Band 8 - D

Band 9

Personal

Salary

Sta

ff E

ng

ag

em

en

t S

co

re

72

7

2

73

7

5

66

7

4

76

7

7

75

7

4

74

7

3

77

7

9

81

Care

of custo

mers

/end

-users

is the H

SC

IC's

top p

riority

.

Advocacy

71

7

0

69

7

2

73

7

3

75

7

5

72

7

2

70

6

5

68

7

1

79

I w

ould

recom

mend the

HS

CIC

as a

pla

ce to w

ork

. 7

0

69

7

1

73

6

0

78

7

6

76

7

6

72

6

9

67

6

9

68

7

9

I w

ould

recom

mend the

pro

ducts

and s

erv

ices

pro

vid

ed b

y the H

SC

IC

confident in

the s

tand

ard

of

serv

ice that w

e p

rovid

e.

74

7

3

73

7

5

71

6

9

76

7

8

76

7

4

73

7

2

78

8

1

81

I am

able

to m

ake s

ugge

stions

to im

pro

ve t

he w

ork

of

my team

/ d

epart

ment.

Involvement

77

7

7

79

8

0

72

7

6

78

8

0

80

7

9

81

8

1

88

8

9

85

I have a

n a

ppro

priate

level of

contr

ol o

ver

my w

ork

-

- -

74

7

0

69

7

4

75

7

3

73

7

6

74

7

8

85

7

8

I am

able

to m

ake

impro

vem

ents

happ

en in m

y

are

a o

f

work

.

72

7

2

74

7

5

63

7

2

75

7

5

73

7

4

77

7

6

84

8

8

80

I am

enth

usia

stic a

bout m

y

job.

Motivation

72

7

1

73

7

4

60

7

5

73

7

5

74

7

4

74

7

5

78

7

9

80

I fe

el suppo

rted b

y m

y lin

e

manag

er

- -

- 7

9

65

7

8

82

8

1

81

8

0

78

7

6

79

7

4

87

Overa

ll, I feel th

at

my

contr

ibution is

valu

ed.

65

6

5

69

7

2

58

7

3

74

7

5

73

7

3

70

7

1

72

7

6

80

- N

o h

isto

rical data

is c

urr

ently

availa

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change

initia

tives.

39

03 (

e) S

taff

Sur

vey

Res

ults

Page 99 of 159

Re

su

lts b

y B

an

d –

org

an

isa

tio

na

l h

ea

lth

Base

HSCIC

Average

Aug-13

HSCIC

Average

Mar-14

HSCIC

Average

Oct-14

HSCIC

Average

Nov-15

Band 3/AO

Band 4

Band 5

Band 6

Band 7

Band 8 - A

Band 8 - B

Band 8 - C

Band 8 - D

Band 9

Personal

Salary

Org

an

isati

on

Healt

h S

co

re

66

6

7

69

7

1

69

7

2

71

7

1

70

6

9

71

7

2

76

7

9

74

Genera

lly, I know

who th

e

custo

mers

of

the H

SC

IC a

re.

73

7

3

74

7

6

71

7

6

77

7

5

73

7

5

78

7

6

82

8

7

80

I have a

cle

ar

unde

rsta

nd

ing o

f

the n

eed

s o

f m

y c

usto

mers

. 7

7

76

7

8

78

8

1

81

7

7

77

7

6

75

7

9

80

8

3

83

8

0

The H

SC

IC h

as c

lear

and

rele

vant org

anis

ational valu

es.

- -

67

7

1

69

7

8

74

7

2

70

7

0

69

6

9

73

7

2

72

The H

SC

IC h

as a

cle

arl

y

art

icula

ted

str

ate

gy for

its futu

re.

55

5

9

58

6

7

66

7

2

68

6

8

67

6

6

66

6

5

66

7

0

73

I can s

ee h

ow

my w

ork

obje

ctives

contr

ibute

to the H

SC

IC a

chie

vin

g

its s

tate

d p

urp

ose.

64

6

5

65

6

9

63

7

3

72

6

9

68

6

7

68

6

9

76

8

3

74

I have the r

ight know

ledge

and

skill

s to p

erf

orm

well

in m

y r

ole

. 7

9

78

7

8

79

8

2

78

7

7

76

7

7

78

7

9

81

8

4

88

7

9

I am

cle

ar

abou

t th

e k

now

ledge

and s

kill

s that I nee

d to p

rogre

ss

within

the o

rganis

ation.

65

6

4

66

6

7

69

6

6

68

6

9

68

6

5

65

6

5

68

7

3

71

**I have the

oppo

rtunity to b

e

en

ga

ge

d a

nd

in

vo

lve

d in

org

anis

ational c

hang

e initia

tives.

60

6

3

67

6

8

61

6

3

65

6

6

68

6

8

69

7

1

79

8

7

69

I have c

halle

ngin

g w

ork

obje

ctives.

72

7

3

74

7

6

62

6

6

70

7

3

73

7

6

79

8

2

86

9

1

78

My w

ork

are

a d

iffe

rentiate

s

betw

ee

n g

ood

and a

vera

ge

perf

orm

ance.

61

6

0

61

6

3

58

6

8

64

6

5

60

6

0

62

6

5

65

6

4

70

My w

ork

are

a m

onitors

its

perf

orm

ance u

sin

g K

PIs

or

metr

ics.

60

6

4

65

6

5

74

7

4

67

6

7

63

6

1

64

6

6

76

7

5

69

My w

ork

are

a p

erf

orm

s w

ell

again

st its K

PIs

/targ

ets

. 6

0

64

7

2

73

7

6

74

7

4

74

7

2

72

7

3

75

7

5

77

7

4

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

40

Page 100 of 159

Re

su

lts b

y P

rofe

ssio

na

l G

rou

p –

sta

ff e

ng

ag

em

en

t

41

**P

rofe

ss

ion

al G

rou

p

HSCIC Average

Nov 2015

Business

Administration

Clinical

Informatics

Communications

& Stakeholder

Relations

Information

Management

Information

Technology

Project &

Programme

Delivery

N/A

Sta

ff E

ng

ag

em

en

t S

co

re

75

75

75

73

76

76

75

74

Ca

re o

f cu

sto

me

rs/e

nd

-use

rs is

the

HS

CIC

's t

op

priority

.

Advocacy

72

75

73

68

68

75

70

73

I w

ould

re

co

mm

end

th

e H

SC

IC a

s a

pla

ce

to

wo

rk.

73

72

69

70

73

73

72

74

I w

ould

re

co

mm

end

th

e p

rod

ucts

and

se

rvic

es

pro

vid

ed b

y th

e H

SC

IC c

onfident in

the s

tandard

of se

rvic

e th

at

we

pro

vid

e.

75

74

76

73

75

76

75

73

I a

m a

ble

to

ma

ke

su

gg

estio

ns to

im

pro

ve

th

e

wo

rk o

f

my t

ea

m / d

ep

art

me

nt.

Involvement

80

79

76

83

82

80

81

77

I h

ave

an

app

rop

ria

te le

ve

l o

f co

ntr

ol o

ve

r m

y

wo

rk

74

75

75

71

76

75

74

72

I a

m a

ble

to

ma

ke

imp

rove

me

nts

hap

pe

n in

my

are

a o

f

wo

rk.

75

75

75

74

78

75

75

73

I a

m e

nth

usia

stic a

bo

ut m

y jo

b.

Motivation

74

73

76

72

72

76

74

75

I fe

el su

pp

ort

ed b

y m

y lin

e m

ana

ge

r 79

78

82

78

81

79

79

79

Ove

rall,

I f

eel th

at

my c

ontr

ibutio

n is v

alu

ed

. 72

72

74

68

75

72

72

73

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in

org

anis

atio

nal change in

itia

tives.

03 (

e) S

taff

Sur

vey

Res

ults

Page 101 of 159

Re

su

lts b

y P

rofe

ssio

na

l G

rou

p –

org

an

isa

tio

na

l h

ea

lth

42

**P

rofe

ss

ion

al G

rou

p

HSCIC Average

Nov 2015

Business

Administration

Clinical

Informatics

Communications

& Stakeholder

Relations

Information

Management

Information

Technology

Project &

Programme

Delivery

N/A

Org

an

isa

tio

n H

ea

lth

Sc

ore

71

72

73

72

69

70

72

71

Ge

ne

rally

, I

kn

ow

wh

o t

he c

usto

me

rs o

f th

e

HS

CIC

are

. 76

76

73

78

74

75

77

75

I h

ave

a c

lear

und

ers

tand

ing o

f th

e n

ee

ds o

f m

y

cu

sto

me

rs.

78

80

82

81

77

76

78

77

Th

e H

SC

IC h

as c

lear

and

re

leva

nt

org

an

isa

tio

na

l

va

lues.

71

73

69

72

66

70

73

71

Th

e H

SC

IC h

as a

cle

arly a

rtic

ula

ted

str

ate

gy

for

its fu

ture

. 67

69

69

67

62

66

69

68

I ca

n s

ee h

ow

my w

ork

obje

ctive

s c

ontr

ibute

to

the H

SC

IC a

ch

ievin

g its

sta

ted p

urp

ose

. 69

72

69

71

66

67

69

72

I h

ave

th

e r

ight

kn

ow

ledg

e a

nd

skill

s t

o p

erf

orm

we

ll in

my r

ole

. 79

80

85

79

79

78

78

78

I a

m c

lear

abo

ut

the

kn

ow

ledg

e a

nd

skill

s t

hat I

nee

d to

pro

gre

ss w

ith

in t

he o

rga

nis

atio

n.

67

68

70

66

64

66

67

68

**I h

ave

th

e o

pp

ort

unity

to b

e e

ng

ag

ed

and

invo

lve

d in

org

an

isa

tio

na

l ch

an

ge

in

itia

tive

s.

68

68

69

66

66

68

72

65

I h

ave

ch

alle

ng

ing w

ork

obje

ctive

s.

76

72

79

78

76

77

76

75

My

wo

rk a

rea

diffe

ren

tia

tes b

etw

een

go

od

and

ave

rag

e p

erf

orm

ance

. 63

63

69

63

60

62

63

63

My

wo

rk a

rea

mo

nito

rs its

perf

orm

ance

usin

g

KP

Is o

r m

etr

ics.

65

71

66

65

63

65

64

66

My

wo

rk a

rea

pe

rfo

rms w

ell

aga

inst its

KP

Is/t

arg

ets

. 73

74

78

74

74

74

73

72

- N

o h

isto

rical data

is c

urr

ently a

vaila

ble

for

this

questio

n

* N

ot

enough d

ata

to d

ispla

y

**P

revio

us y

ears

this

was I

have t

he o

pport

unity t

o e

ngage in o

rganis


tives.

Page 102 of 159

of 1


Title of paper: Performance and Development Review Activity: A Summary of Employee Appraisal


Agenda item no: HSCIC 16 06 03 f

Paper presented by:

Rachael Allsop, Executive Director of HR and Transformation

Paper prepared by:

Tim Roebuck, Head of Organisational Development

Paper approved by: (Sponsor Director) Rachael Allsop, Executive Director of HR and Transformation

Purpose of the paper: To inform the Board of Employee Appraisal Activity


The paper is presented for information in recognition of the importance of regular Performance and Development Reviews (PDRs) for employees.


Indirect: There is a wider expectation that publically funded organisations manage performance.

Actions required by the Board: To note the levels of PDR activity

03 (

f) P

erso

nal D

evel

opm

ent R

evie

w(P

DR

)

Page 103 of 159


Performance and Development Review Activity

A Summary of Employee Appraisals

Author: Tim Roebuck

Date: 8 January 2016

03 (

f) P

erso

nal D

evel

opm

ent R

evie

w(P

DR

)

Page 104 of 159

PDR Activity


Contents

Contents 2

Background 3

Current PDR Activity by Directorate 3

Table view of mid-year PDRs 4

Page 105 of 159

PDR Activity


Background

The Board requested information in relation to our commitment that each employee has a PDR. In our last report to the Board we reported that by the end of the last financial year 85% of employees had undergone a PDR.

While we would not anticipate reaching 100% compliance due to the numbers of people who are out of the business at any one time* the levels of activity are greater now compared to the same point of the previous year:

90% of employees have uploaded a PDR since 1st September 2015 as compared to 74% in the previous year.

We are also able to comfirm that this higher rate of compliance has been consistently maintained throughout the year as 87% of employees also received their start of year performance meeting with their manager.

Current PDR Activity by Directorate

2,460 PDRs were uploaded across the organisation out of a possible 2,743.

*Approximately 4% of the workforce are away from the workplace at any one time due to a number of factors such as maternity leave, secondment or health related absence etc.

03 (

f) P

erso

nal D

evel

opm

ent R

evie

w(P

DR

)

Page 106 of 159

PDR Activity


Table view of mid-year PDRs

Directorate Uploaded Headcount Percentage

928 Architecture, Standards and Innovation (Dir) Total 214 256 83.6%

928 Clinical Professional Leadership (Dir) Total 2 6 33.3%

928 Customer Relations (Dir) Total 72 84 85.7%

928 Finance and Corporate Services (Dir) Total 170 195 87.2%

928 Health Digital Services (Dir) Total 404 446 90.6%

928 HR and Transformation (Dir) Total 55 59 93.2%

928 Information and Analytics (Dir) Total 489 550 88.9%

928 Operations and Assurance Services (Dir) Total 845 914 92.5%

928 Provider Support and Integration (Dir) Total 209 233 89.7%

TOTAL 2,460 2,743 89.7%

*Approximately 4% of the workforce are away from the workplace at any one time due to a number of factors such as maternity leave, secondment or health related absence etc.

Page 107 of 159

of 1


Title of paper: Direction from Department of Health for a Breast Implant Registry – Formal Consultation



Paper presented by:

Martin Severs, Interim Director of Information and Analytics, Caldicott Guardian and Lead Clinician

Paper prepared by:

Alyson Whitmarsh, Clinical Audit & Registries Programme Manager, Information & Analytics Directorate John Varlow, Information Analysis Director, Information & Analytics Directorate

Paper approved by: (Sponsor Director) Professor Martin Severs, Interim Director of Information and Analytics, Caldicott Guardian and Lead Clinician

Purpose of the paper: To enable the views of the Board to be considered as part of the formal consultation on the Direction prior to it being signed by the Department of Health. This consultation is in line with our agreed process.


Obtaining patient consent. Patient consent is

obtained to support some existing audits and opportunities do exist to obtain consent.

Potential delays within the SCII process. The registry is being assessed for burden and considered as a collection.

The Registry will need to be self-funding from March ‘17. Internationally, manufacturers or providers support on a per implant basis.

The Direction provides a legal basis for HSCIC to collect the data and must be in place before data can flow. If the Direction is not approved then there will be reputational risks for the HSCIC in not delivering to the agreed timeframe as the data cannot flow without Directions in place.


Indirect

Actions required by the board: Consider the draft Direction and to identify any issues or concerns as part of the formal consultation process.

04 (

a) B

reas

t Im

plan

t Reg

istr

y

Page 108 of 159


Direction from the Department of Health to establish and operate a Breast Implant Registry

Formal consultation with the HSCIC Board

Alyson Whitmarsh

7th

January 2016

04 (

a) B

reas

t Im

plan

t Reg

istr

y

Page 109 of 159




2 Background 3

3 Recommendation 3

4 Implications 3




4.4 Handling 5





Page 110 of 159



1 Executive Summary

The Health and Social Care Information Centre (HSCIC) has been commissioned to develop a Breast Implant Registry on behalf of the Department of Health (DH). The registry is designed to capture all breast implant surgery carried out, both privately and by the NHS, and is being produced in response to the requirements from the Keogh Review of Regulation of Cosmetic Interventions. The registry will allow patients to be traced in the event of a product recall. Information captured by the registry will also be analysed and published by the HSCIC.

A Direction from the DH is needed to provide the legal basis for the data to flow. The draft Direction which has been reviewed by Information Governance is available on request.

2 Background

The registry will support the implementation of Recommendation 21 of the Keogh Review of

the Regulation of Cosmetic Interventions:

“A National Breast and Cosmetic Implant Registry should be established and operational

within 12 months. All cosmetic surgery providers need to keep a minimum data set that

should be defined by the RCS Inter-specialty Group. This should include details of the

implant, the surgeon, the hospital and appropriate outcomes. These data should be easily

accessible in the case of a product recall”.

The priority is to develop and maintain a breast implant registry. The long term vision is to

expand the registry to other types of implant. The registry has the support of the relevant

ministers and a detailed work package between DH and the HSCIC has been agreed.

The registry will be established for England. The HSCIC is asked to work with the devolved

administrations to enable them to request that the HSCIC to collect data on their behalf.

3 Recommendation

The Board is asked to consider this draft Direction and to identify any issues or concerns as part of the formal consultation process. This will provide the legal basis for collection of data to support the registry.

4 Implications


The development and operation of this registry supports the following parts of the HSCIC strategy: Make better use of health and care information

04 (

a) B

reas

t Im

plan

t Reg

istr

y

Page 111 of 159



• Make available more information, data and insight. • Citizens will make informed choices about their own care. • Care professionals will make better and safer decisions. • Policy makers will better commission health and care, In addition, the 2015-16 HSCIC business plan describes the intention to deliver the registry: ‘Deliver the key national clinical audits, including the Female Genital Mutilation enhanced dataset and the development of the Breast Implant Audit registry ‘.


This service is directly funded by the DH (value £395,557 over two years). A POSA work package is in place for the current year. Funding is agreed until the end of March 2017 after which the registry is to be become self-funding. The funding is largely for the staff resources needed to develop, operate and maintain the registry. In the event that a sustainable funding model is not achieved; the HSCIC retain the option to close the service if it becomes financially unviable.


The DH is the commissioner however there are several other key stakeholders. The registry is being developed with the guidance of an advisory group which includes representation from the relevant professional bodies (The British Association of Aesthetic Plastic Surgeons (BAAPS) and the British Association of Plastic Reconstructive and Aesthetic Surgeons (BAPRAS)), the Medicines and Healthcare Products Regulatory Authority (MHRA), patient representatives and bodies representing private and NHS providers. Stakeholders are agreed for the need to be able to trace individuals in the event of a product recall. The monitoring of outcomes by brand, hospital and surgeon, highlighting where these fall below an expected performance in order to allow investigation is under discussion. The MHRA regulates medicines, medical devices and blood components for transfusion in the UK. They are responsible for ensuring their safety, quality and effectiveness and will issue safety alerts, if required, for breast implants. Providers will be responsible for patient recall in the event of a patient safety (implant) alert. The HSCIC will conduct track and trace for patients’ latest registered address and for mortality status and disseminate to providers to enable them to conduct recalls. No further disseminations are planned. Any requests for dissemination will be subject appropriate legal gateways and will be charged on a cost recovery basis. Some stakeholders have expressed concern over the need for patient consent however the registry’s commissioners and our own IG advice confirms this is necessary. Other audits have been successful in securing patient consent for data submission. As with other consented collections managed by the audit and registry team, the input and support of HSCIC IG will be required for the development and approval of the consent model and associated fair processing information provided to patients. Stakeholders are keen to see the registry progress due to the Keogh review recommendations, and because other countries are now operating similar registries, on which this one is based.

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Separate working groups have also been established to advise on the detailed content of the registry, analysis and governance.

4.4 Handling

A communications plan has been developed. Communications are being developed in conjunction with the professional bodies and the organisation representing providers to ensure that the responsibilities of providers and clinicians within the scope of the registry are clear, understood and widely communicated to the relevant stakeholders. Patients are being consulted during the registry development. Information and guidance which will support clinicians and patients to have an informed discussion about how the information collected about them will be used will be provided. It is anticipated that publication of a Data Provision Notice will form part of the communications. Communication will take various forms and include direct communication with providers; website development; stakeholder updates and promotion through professional bodies.

5 Risks and Issues

Obtaining patient consent. Patient consent is already obtained to support some audits

and opportunities do exist to obtain consent during pre-operation discussions.

Potential delays within the SCCI process. The registry is currently being assessed for

burden. SCCI have been asked to consider the registry as a collection nonetheless

timescales are challenging.

Most activity takes place within private providers. The organisation representing these

providers is a member of the advisory group.

Funding from DH ends March ‘17. Registry will need to be self-funding.

Internationally, manufacturers or providers support on a per implant basis. Consensus

from the advisory group is that this should be workable in UK.


The Breast Implant Registry has a signed POSA work package approved by the Corporate Approvals Board (CAB) and has a current entry on the Portfolio database. Information Governance has reviewed the draft Direction. Key progress indicators are outlined in the work package between the HSCIC and the DH and are reported to the advisory board and monitored by the commissioner. These can also be reported to the HSCIC Board.

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Alyson Whitmarsh, Clinical Audit & Registries Programme Manager, Information & Analytics Directorate. Martin Severs, Interim Director of Information and Analytics, Caldicott Guardian and Lead Clinician.


The Board are asked to consider the draft Direction and to identify any issues or concerns as part of the formal consultation process.

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of 3

Carolyn Heaney Room 2N16 Quarry House, LS2 7UB Leeds XX January 2016

Andy Williams Chief Executive, Health and Social Care Information Centre 1 Trevelyan Square, Boar Lane Leeds LS1 6AE Dear Andy I am writing to direct the Health and Social Care Information Centre to establish and operate the Breast and Cosmetic Implant Registry. This service will support the implementation of Recommendation 21 of the Keogh Review of the Regulation of Cosmetic Interventions

“A National Breast and Cosmetic Implant Registry should be established and operational within 12 months. All cosmetic surgery providers need to keep a minimum data set that should be defined by the RCS Inter-specialty Group. This should include details of the implant, the surgeon, the hospital and appropriate outcomes, and these data need to be held in electronic format until the registry is operational. These data should be easily accessible in the case of a product recall”.

The priority is to develop and maintain a breast implant registry. However, the long term vision is to expand the registry to other types of implant, for example, buttock and calf implants. The Health and Social Care Act 2012 makes provisions for Secretary of State to direct the Health and Social Care Information Centre to exercise functions on the basis that Secretary of State considers it to be in the interests of the health service in England. Under section 254 of the 2012 Act, HSCIC is directed to:

host a Breast and Cosmetic Implant Registry to support the collection and storage of appropriately consented participant information;

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of 3

trace NHS numbers, where not available, and where possible to trace for those patients whose NHS number was not initially supplied to allow unique identification within the registry;

track latest known patient address in the event of a product failure;

monitor the outcomes achieved by ‘brand’ of prosthesis, hospital and surgeon, and highlight where these fall below an expected performance in order to allow prompt investigation and to support follow-up action.

Please accept this letter as a direction given under subsection (1) of section 254 of the 2012 Act to the Health and Social Care Information Centre to establish and manage the Breast and Cosmetic Implant Registry, details of which are set out in the attached schedule. The Health and Social Care Information Centre is directed to publish and disseminate data in line with its responsibilities under relevant legislation and guidance following consultation with DH. The Breast and Cosmetic Implant Registry shall be established for England. The Health and Social Care Information Centre should work with the devolved administrations to enable those administrations to request that the Health and Social Care Information Centre to collect data on their behalf. Implementation Data can be submitted to the Breast and Cosmetic Implant Registry from April 2016 onwards and will follow a schema agreed between the Health and Social Care Information Centre and the Department of Health. The initial dataset schema is attached in the schedule below. Yours sincerely Director name Director title ..Ends

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Schedule to Direction Breast and Cosmetic Implant Registry System Scope

1. The Service will enable the Health and Social Care Information Centre (HSCIC) to collect patient identifiable data with the appropriate patient consent on implant devices e.g. breast implants which have been inserted into the body for cosmetic or reconstructive surgery.

2. The data shall be securely stored and managed by the HSCIC acting as an agent for the Department of Health. No one outside HSCIC will have access to the registry. The Breast and Cosmetic Implant Registry will track and trace patients where the Medicines and Healthcare Products Regulatory Agency considers the risk to be high and referral back to a surgeon advisable.

3. The priority is to develop and maintain a breast implant registry. However, the long term vision is to expand the registry to other types of implant, for example, buttock and calf implants.

4. The HSCIC will become the Data Controller for data that is submitted to the registry. The key HSCIC deliverables are as follows;

Develop an appropriate dataset for the Breast Implant Registry. This will include mapping to existing clinical terminologies and classifications as appropriate.

Data will be collected from:

o Private cosmetic surgery clinics, providing breast augmentation services.

o NHS Providers of reconstructive and plastic surgery.

Trace NHS numbers, where not available, and where possible to trace for those patients whose NHS number was not initially supplied to allow unique identification within the registry.

Track latest known patient address in the event of a product failure.

Monitor the outcomes achieved by ‘brand’ of prosthesis, hospital and surgeon, and highlight where these fall below an expected performance in order to allow prompt investigation and to support follow-up action.

Publish data in line with its responsibilities under the Statistics and Registration Services Act 2007 (SRSA) and relevant professional guidance including the UK Statistics Authority Code of Practice for Official Statistics. HSCIC may also publish in other forms, manner and times that it considers appropriate following consultation with DH

Disseminate data in line with its responsibilities under relevant legislation and guidance following consultation with DH.

The initial database schema for a breast implant registry is below. Add in database schema

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Title of paper: Direction from NHS England for the National Clinical Audit of Pulmonary Hypertension (NAPH) – Formal Consultation



Paper presented by:

Martin Severs, Interim Director of Information and Analytics, Caldicott Guardian and Lead Clinician

Paper prepared by:

Dominic Povey, Clinical Audit & Registries Operations Manager, Information & Analytics Directorate John Varlow, Information Analysis Director, Information & Analytics Directorate

Paper approved by: (Sponsor Director) Professor Martin Severs, Interim Director of Information and Analytics, Caldicott Guardian and Lead Clinician

Purpose of the paper: To enable the views of the Board to be considered as part of the formal consultation on the Direction prior to it being signed by NHS England. This consultation is in line with our agreed process.


The HSCIC relies on Section 251 (NHS Act

2006) to set aside the common law duty of confidence and deliver the National Audit of Pulmonary Hypertension (NAPH).

The office of the Secretary of State, through the Confidentiality Advisory Group (CAG) has questioned the continued use of Section 251 (S251) support and highlighted the statutory powers open to NHS England to ‘Direct’ the HSCIC to complete this work. The continuation of the current route risks the refusal of CAG to renew the S251 support which without Directions would force the HSCIC close the data collection resulting in considerable reputational harm.

Obtaining patient consent. Patient consent is obtained to support some existing audits and opportunities do exist to obtain consent although it has been agreed that this is impractical for this clinical audit.

Patient/public interest: Indirect

Actions required by the board: Consider the draft Direction and to identify any issues or concerns as part of the formal consultation process.

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Direction from NHS England for the collection of data to support the National Audit of Pulmonary Hypertension (NAPH)

Formal consultation with the HSCIC Board

Dominic Povey / Alyson Whitmarsh

7th

January 2016

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2 Background 3

3 Recommendation 3

4 Implications 3








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1 Executive Summary

The HSCIC provides informatics and project management to the National Audit of Pulmonary Hypertension (NAPH) with a report being published on an annual basis covering a range of process and clinical outcome measures. The clinical audit has Section 251 (of the NHS Act 2006) support in place from the Confidentiality Advisory Group (CAG) to allow it to set aside the common law duty of confidence to collect and process the patient information. However, a Direction from NHS England is needed to provide a more appropriate legal basis for the data to flow. The draft ‘Direction’ drafted by NHS England (NHSE) is available on request.

2 Background

The NAPH is a nationwide clinical audit of specialised pulmonary hypertension centres in the UK. The purpose is to, describe clinical practice, measure practice against professionally agreed standards, provide epidemiological information for future service planning, measure clinical outcomes and facilitate quality improvement. The Audit informs PH services which are nationally commissioned by the National Commissioning Group (NCG), which oversees the national commissioning of highly specialised and often high cost healthcare services within NHSE. NHSE has commissioned the clinical audit since 2013 which is supported by a Provision of Services Agreement (POSA). The identifiable flow of data utilises Section 251 of the NHS Act 2006 to set aside the common law of confidence in order to flow the data without patient consent. Advice from CAG to the HSCIC on related clinical audits states this temporary measure needs to cease and be replaced by the more appropriate statutory powers of NHSE to ‘Direct’ the HSCIC to flow. The current CAG approval expires in the middle of April 2016.

3 Recommendation

The Board is asked to consider this draft Direction and to identify any issues or concerns as part of the formal consultation process. This will provide the legal basis for collection of data to support the clinical audit.

4 Implications


The development and operation of this Audit supports the following parts of the HSCIC strategy: Make better use of health and care information • Make available more information, data and insight. • Citizens will make informed choices about their own care. • Care professionals will make better and safer decisions. • Policy makers will better commission health and care,

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In addition, the 2015-16 HSCIC business plan describes the intention to deliver the clinical audit: ‘Deliver the key national clinical audits, including the Female Genital Mutilation enhanced dataset and the development of the Breast Implant Audit registry ‘.


This service is directly funded by NHSE (current value £83k) and has a Provision of Service Agreement (POSA) work package in place for the current financial year. The commissioner has confirmed that ‘NHSE has currently no intention of discontinuing the contract’. However further details can only be provided after NHSE have finalised the internal funding arrangements for the 2016/17 financial year, expected by the end of January 2016.The funding is largely for the staff resources needed to develop, operate and maintain the clinical audit.


The NHSE Commissioner, the NAPH Lead Clinician, the patient representative group and others on the NAPH Project Board have been consulted on the proposal to move the legal basis from S251 support from CAG to ‘Directions’. Without exception all have been extremely supportive in understanding how this will negate the need to seek S251 support from CAG in future years by removing the need for an annual review and placing the audit under the statutory footing of a ‘Direction’. In addition to the implications for this clinical audit the ability to utilise ‘Directions’ for NAPH, it is of considerable interest at a strategic level by colleagues in the NHS England Medical Directorate who manage the National Clinical Audit Programme. This clinical audit has an international standing as the most comprehensive in this area providing vital information to clinicians, patients and commissioners for an extremely complex condition with an expensive treatment pathway.

4.4 Handling

The move from Section 251 support to ‘Directions’ will be communicated to the NAPH Programme Board as well as contacts in all specialised clinical centres. In addition the patient leaflet will be updated and in consultation with the PH Patient Association, patients will be notified of this change via their newsletter and communication routes. Assurances will need to be provided to patients that the move to ‘Directions’ will continue to maintain the stringent safeguards already in place and confirm the move as positive.

5 Risks and Issues

The HSCIC relies on Section 251 (NHS Act 2006) to set aside the common law duty of confidence and deliver the National Audit of Pulmonary Hypertension (NAPH).

The office of the Secretary of State, through the Confidentiality Advisory Group (CAG) has questioned the continued use of Section 251 (S251) support and highlighted the statutory powers open to NHS England to ‘Direct’ the HSCIC to complete this work.

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The continuation of the current route risks the refusal of CAG to renew the S251 support which without Directions would force the HSCIC close the data collection resulting in considerable reputational harm.

Obtaining patient consent. Patient consent is obtained to support some existing audits and opportunities do exist to obtain consent although it has been agreed that this is impractical for this clinical audit.


The NAPH has a signed POSA work package and has a current entry on the Portfolio database. Information Governance has reviewed the draft Direction and found it to be sound. Key progress indicators are outlined in the work package between the HSCIC and the NHSE and are reported to the advisory board and monitored by the commissioner. These can also be reported to the HSCIC Board.


Alyson Whitmarsh, Clinical Audit & Registries Programme Manager, Information & Analytics Directorate. Professor Martin Severs, Interim Director of Information and Analytics, Caldicott Guardian and Lead Clinician.


The Board are asked to consider the draft Direction and to identify any issues or concerns as part of the formal consultation process.

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1 Copyright © 2015, Health and Social Care Information Centre

National Audit of Pulmonary Hypertension

(NAPH) Specification

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Document Management Revision History Version Date Summary of Changes

0.1 Sept 2015 Review of initial draft by Dominic Povey – Operations Manager

0.2 Oct 2015 Review by Richard Sewart (NHS England)

Reviewers This document must be reviewed by the following people: author to indicate reviewers

Reviewer name Title / Responsibility Date Version

Dominic Povey Operations Manager – HSCIC Clinical Audit Sept 2015 0.1

Richard Sewart NHS England - Data Sharing and Privacy Specialist Oct 2015 0.2

Document filename: National Audit of Pulmonary Hypertension (NAPH) Specification v1.0 05-01-16

Programme: CASU Project: National Audit of Pulmonary Hypertension

Document Reference: NAPH Spec

Project Manager: Julie Michalowski

Status: Final

Owner: Dominic Povey Version: 1.0

Author: Julie Michalowski Version issue date: 5th Jan 2016

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Document Control:

The controlled copy of this document is maintained in the HSCIC corporate network. Any copies of this document held outside of that area, in whatever format (e.g. paper, email attachment), are considered to have passed out of control and should be checked for currency and validity.

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1. Introduction

The National Audit of Pulmonary Hypertension (NAPH) was established in 2010. Initial funding was provided by the patient group Pulmonary Hypertension - UK (PH-UK). HSCIC provides informatics and project management to the audit with a report being published on an annual basis covering a range of process and outcome measures. NHS England and HSCIC act as Data Controllers for the Audit. Clinical leadership is provided by Dr Simon Gibbs, Consultant Cardiologist from Imperial College Healthcare NHS Trust and has been since the audit’s inception. Clinical input into the audit is also provided by the National Pulmonary Hypertension Centres of the UK and Ireland Physicians Committee.

The Audit is now funded by the NHS England Specialised Services Team.

2. The Audit The National Audit of Pulmonary Hypertension (NAPH) is a nationwide audit of specialised pulmonary hypertension centres in the UK. The purpose of the Audit is to describe clinical practice, measure practice against professionally agreed standards, provide epidemiological information for future service planning, measure clinical outcomes and facilitate quality improvement. In addition, in 2015 the Audit provided analysed data for the Pulmonary Hypertension Dashboard, part of NHS E Specialised services quality dashboards.

There are eight centres in the UK, 7 in England trusts and 1 in Scotland (although the de-identified pseudonymised data flow from Scotland is outside of this specification) that are responsible for diagnosis and treatment planning in their own services and any shared care arrangements with other organisations :

Great Ormond Street Hospital for Children NHS Foundation Trust

Imperial College Healthcare NHS Trust

Papworth Hospital NHS Foundation Trust

Royal Brompton and Harefield NHS Foundation Trust

Royal Free London NHS Foundation Trust

Sheffield Teaching Hospitals NHS Foundation Trust

The Newcastle upon Tyne Hospitals NHS Foundation Trust

3. Informatics

The Audit uses the HSCIC’s Clinical Audit Platform (CAP) to collect data from the eight centres. Most centres upload data directly into the system with two manually entering data. Data collection is on a continuous basis with an annual extraction of data forming a cohort of patients who were seen in the pulmonary hypertension service within a specified 12 month period.

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4. The Dataset

The dataset was reviewed and revised in 2012/13 by the HSCIC and the clinical lead. Since then minor amends have been made as clinical requirements have developed. A list of data items collected can be found in the NAPH Technical Output Specification (dataset) v1.3.

5. Audit Outputs

5.1 Five annual reports have been published; the sixth is currently in progress. The outputs for the Audit are determined by the clinical lead and approved by the National Pulmonary Hypertension Centres of the UK and Ireland Physicians Committee. PHA UK and the Specialised Commissioning Groups NHS England are consulted on the Audit’s output on an annual basis.

5.2 In 2015, the Audit provided analysed data for the Specialised Services Quality Dashboard to provide assurance on the quality of care by collecting new information about outcomes from healthcare providers. The Pulmonary Hypertension element of the dashboard covers three of the four measures.

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DRAFT V0.1

1

D I R E C T I O N S

NATIONAL HEALTH SERVICE, ENGLAND

The Health and Social Care Information Centre (Establishment of Information Systems for NHS Services:

National Audit of Pulmonary Hypertension) Directions 2016

The National Health Service Commissioning Board gives the following Directions to the Health and Social Care Information Centre in exercise of the powers conferred by sections 254(1), (3) and (6) of the Health and Social Care Act 2012.

In accordance with section 254(5) of the Health and Social Care Act 2012, the National Health Service Commissioning Board has consulted the Health and Social Care Information Centre before giving these Directions.

Citation, commencement and interpretation

1. These Directions may be cited as The Health and Social Care Information Centre (Establishment of Information Systems for NHS Services: National Audit of Pulmonary Hypertension) Directions 2016 and shall come into force on 1 April 2016.

2. In these Directions–

“The 2012 Act” means the Health and Social Care Act 20121;

“The Board” means the National Health Service Commissioning Board2;

“HSCIC” means the Health and Social Care Information Centre3;

“Relevant Organisation”

means the NHS Trusts and NHS Foundation Trusts listed in the Specification;

1 2012 c7 2 The National Health Service Commissioning Board was established by section 1H of the National Health Service Act 2006 (2006 c 41.), and operates as NHS England. 3 The Health and Social Care Information Centre is a body corporate established under section 252(1) of the Health and Social Care Act 2012

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2

“Specification” means the National Audit of Pulmonary Hypertension (NAPH) Specification version 1.0 dated 05/01/2016 and annexed to these Directions at Annex A or any subsequent amended version of the same document;

“Technical Output Specification”

means the NAPH Technical Output Specification version 1.3 dated 07/02/2014 and annexed to these Directions at Annex B or any subsequent amended version of the same document.

Establishing and Operating the National Audit of Pulmonary Hypertension Information System

3. – (1) Pursuant to its powers under sections 254(1) and 254(6) of the 2012 Act, the Board directs the HSCIC to establish and operate a system for the collection of the information described in sub-paragraph (2) from the Relevant Organisations, such system to be known as “the National Audit of Pulmonary Hypertension Information System”.

(2) The information referred to in sub-paragraph (1) is the information described in the Technical Output Specification.

(3) The Board directs HSCIC to carry out the activities described in sub-paragraph (1) in accordance with the Specification and Technical Output Specification.

S254(3) - Requirement for these Directions

4. In accordance with section 254(3) of the 2012 Act, the Board confirms that it is necessary or expedient for it to have the information which will be obtained through the HSCIC complying with these Directions in relation to the Board’s functions in connection with the provision of NHS Services. In particular the information obtained through compliance with these Directions will facilitate or enable the achievement of the purposes that are described in the Specification.

Fees and Accounts

5. Pursuant to sub-section 254(7) of the 2012 Act, HSCIC is entitled to charge the Board a reasonable fee in respect of the cost of HSCIC complying with these Directions and the Board acknowledges such right and agrees to meet such reasonable fee charged by HSCIC.

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3

6. The HSCIC must keep proper accounts, and proper records in relation to the accounts, in connection with the National Audit of Pulmonary Hypertension Information System.

Review of these Directions

7. These Directions will be reviewed when the Board approves any amendment to the

Specification or Technical Output Specification. This review will include consultation with the HSCIC as required by sub-section 254(5) of the 2012 Act.

Signed by authority of the NHS Commissioning Board

Sir Bruce Keogh Caldicott Guardian

[INSERT DATE]

Annex A – National Audit of Pulmonary Hypertension – Specification Annex A has been removed and can be provided on request. Annex B – National Pulmonary Hypertension Audit – Technical Output Specification

Annex B has been removed and can be provided on request.

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of 1


Title of paper: Direction from NHS England for National Cancer Waiting Times Monitoring Dataset



Paper presented by: Rob Shaw, Director of Operations and Assurance Services

Paper prepared by: Graham Ambrose, Service Delivery Manager, Operations and Assurance Services

Paper approved by: (Sponsor Director) Rob Shaw, Director of Operations and Assurance Services

Purpose of the paper: To bring the final draft of the Direction to enable the views of the Board to be considered as part of the formal consultation prior to these being signed by NHS England. This consultation is in line with our agreed process.


The Direction provides a legal basis for HSCIC to collect the proposed updated data set through the existing service provided to NHS England. The main risk is that suppliers will not be ready to send the new data items for the 1st April 2016.

Patient/public interest: Indirect

Actions required by the board: Approval of the draft Direction

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Direction from NHS England for National Cancer Waiting Times Monitoring dataset

Consultation and approval by the HSCIC Board

Rob Shaw

27 January 2016

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Contents

Contents 2

Executive Summary 3

Background 3

Recommendation 3

Implications 3

Strategy Implications 3

Financial Implications 3

Stakeholder Implications 4

Handling 4

Risks and Issues 4

Corporate Governance and Compliance 4

Management Responsibility 4


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Executive Summary

The purpose of this paper is to present an updated Direction paper for the National Cancer Waiting Times Monitoring data set to the the HSCIC Board for comment and approval.

Background

The Cancer Waiting Times service is provided by HSCIC as commissioned by NHS England. Following the Department of Health review of Cancer Waiting Times Standards it was confirmed in Improving Outcomes: A Strategy for Cancer that: “overall, cancer waiting time standards should be retained. Shorter waiting times can help to ease patient anxiety and, at best, can lead to earlier diagnosis, quicker treatment, a lower risk of complications, an enhanced patient experience and improved cancer outcomes. The current cancer waiting times standards will therefore be retained.” An updated version of the National Cancer Waiting Times Monitoring Data Set (NCWTMDS) is detailed in the attached specification document. This supports the continued management and monitoring of waiting times standards. This Directions paper supports the enhanced specification which introduces a new file format and two new data items for use from 01 April 2016. HSCIC have completed the changes required to accept the new data items and will release the changes in April 2016 once all suppliers are ready to submit data.

Recommendation

That the Board approve the draft Direction for the National Cancer Waiting Times Monitoring data set.

Implications

Strategy Implications

The National Cancer Waiting Times Monitoring service is an existing service provided by HSCIC under the agreed organisational strategy and business plans.

Financial Implications

There are no additional financial implications as a result of this proposal as the service is fully supported under the existing POSA and the Service Level Agreement. The service is fully funded by NHS England.

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Stakeholder Implications

Trusts that provide data into the National Cancer Waiting Times Monitoring service will need to supply the two additional data items from April 2016 where appropriate. NHS England has communicated details of the changes out to stakeholders and system suppliers. Systems and Service Delivery will work with suppliers to test submissions in readiness for April 2016.

Handling

NHS England has communicated the proposed changes out to stakeholders and suppliers and will continue to update them on progress.

Risks and Issues

The major risk is that suppliers will not be ready to submit the additional data items by April 2016. NHS England are responsible for ensuring that suppliers are ready to send the new data items although HSCIC will assist with testing submissions from suppliers and will work with NHS England and the Standardisation Committee for Care Information (SCCI) to determine the readiness of stakeholders before implementation of the proposed changes.

Corporate Governance and Compliance

The information standard (SCCI0147) in this updated Direction for NCWTMDS has been approved for publication by the Department of Health under section 250 of the Health and Social Care Act 2012. Assurance that this information standard meets the requirements of the Act and is appropriate for the use specified in the specification document has been provided by SCCI, a sub-group of the National Information Board. This information standard comprises the following documents:

Requirements Specification

Change Specification

Implementation guidance. An Information Standards Notice (SCCI0147 Amd 7/2015) has been issued.

Management Responsibility

Rob Shaw, Executive Director, Operations and Assurance Services Sean Walsh, Director, Systems and Service Delivery, Operations and Assurance Services

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Graham Ambrose, Service Delivery Manager, Systems and Service Delivery, Operations and Assurance Services


The Board is asked to consider and approve the draft Direction for the National Cancer Waiting Times Monitoring data set.

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DRAFT V0.2

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D I R E C T I O N S

NATIONAL HEALTH SERVICE, ENGLAND

The Health and Social Care Information Centre (Establishment of Information Systems for NHS Services: National Cancer Waiting Times Monitoring (SCCI0147))

Directions 2015

The National Health Service Commissioning Board gives the following Directions to the Health and Social Care Information Centre in exercise of the powers conferred by sections 254(1), (3) and (6) of the Health and Social Care Act 2012.

In accordance with section 254(5) of the Health and Social Care Act 2012, the National Health Service Commissioning Board has consulted the Health and Social Care Information Centre before giving these Directions.

Citation, commencement and interpretation

1. These Directions may be cited as The Health and Social Care Information Centre (Establishment of Information Systems for NHS Services: National Cancer Waiting Times Monitoring (SCCI0147)) Directions 2015 and shall come into force on [insert date].

2. In these Directions–

“The 2012 Act” means the Health and Social Care Act 20121;

“The Board” means the National Health Service Commissioning Board2;

“HSCIC” means the Health and Social Care Information Centre3;

"Information means a document containing standards in relation to the

1 2012 c7 2 The National Health Service Commissioning Board was established by section 1H of the National Health Service Act 2006 (2006 c 41.), and operates as NHS England. 3 The Health and Social Care Information Centre is a body corporate established under section 252(1) of the Health and Social Care Act 2012

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Page 138 of 159

2

Standard" processing of information as provided for in section 250(2) of the 2012 Act. References to the number and title of an Information Standard are to the number and title given to a particular Information Standard within the Information Standards Notice;

"Information Standards Notice"

means the document published by or on behalf of the Board or the Secretary of State to confirm the making or amendment of an Information Standard, summarise its purpose and scope, reference the documentation in which the details of the Standard are set out and mandate compliance with it;

“Relevant Organisation”

means an organisation type that is listed under “applies to” in the Specification;

“SCCI0147” is the unique reference number for the National Cancer Waiting Times Monitoring Data Set Information Standard;

“Specification” means the National Cancer Waiting Times Monitoring Dataset V 1.2 Specification that has been published by the Board version 3.3 dated 30/10/2015 and annexed to these Directions at Annex A or any subsequent amended version of the same document published by the Board which supersedes version 3.2;

“Technical Output Specification”

means Part 2 of the Specification.

Establishing and Operating the National Cancer Waiting Times Monitoring Information System

3. – (1) Pursuant to its powers under sections 254(1) and 254(6) of the 2012 Act, the Board directs the HSCIC to establish and operate a system for the collection of the information described in sub-paragraph (2) from the Relevant Organisations, such system to

be known as “the National Cancer Waiting Times Monitoring Information System (SCCI0147)”.

(2) The information referred to in sub-paragraph (1) is the information described in the Technical Output Specification.

(3) The Board directs HSCIC to carry out the activities described in sub-paragraph (1) in accordance with the criteria in part 1 of the Specification and generally in such a way as to enable and facilitate the Concept of Operation specified in part 3 of the Specification and compliance with Information Standards Notice SCCI0147.

Page 139 of 159

3

S254(3) - Requirement for these Directions

4. In accordance with section 254(3) of the 2012 Act, the Board confirms that it is necessary or expedient for it to have the information which will be obtained through the HSCIC complying with these Directions in relation to the Board’s functions in connection with the provision of NHS Services. In particular the information obtained through compliance with these Directions will facilitate or enable the achievement of the purposes of Information Standard SCCI0147 that are described in the Specification.

Fees and Accounts

5. Pursuant to sub-section 254(7) of the 2012 Act, HSCIC is entitled to charge the Board a reasonable fee in respect of the cost of HSCIC complying with these Directions and the Board acknowledges such right and agrees to meet such reasonable fee charged by HSCIC.

6. The HSCIC must keep proper accounts, and proper records in relation to the

accounts, in connection with the National Cancer Waiting Times Monitoring Information System (SCCI0147).

Review of these Directions

7. These Directions will be reviewed when the Board approves any amendment to the

Information Standard SCCI0147. This review will include consultation with the HSCIC as required by sub-section 254(5) of the 2012 Act.

Signed by authority of the NHS Commissioning Board

Sir Bruce Keogh Caldicott Guardian

[INSERT DATE]

04 (

d) C

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r W

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Dire

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n

Page 140 of 159

4

Annex A – National Cancer Waiting Times Monitoring Dataset v1.2: Specification

014772015spec.pdf

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05 (

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2015

-16

Page 142 of 159

Pag

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Page 143 of 159

of 1


Title of paper: HSCIC Statistical Publications



Paper presented by: For information only

Paper prepared by: Claire Thompson, Statistical Governance Manager

Paper approved by: (Sponsor Director) Chris Roebuck, Interim Director and Head of Profession for Statistics

Purpose of the paper:

This paper describes HSCIC Official (and National) Statistics publications planned for January – March 2016, and media and web coverage for publications released in October and November 2015.


N/A

Patient/public interest: Overview of HSCIC Statistical Publications

Actions required by the board: For information

07

(a)

For

thco

min

g S

tatis

tical

Pub

licat

ions

Page 144 of 159



Contents

Contents 1

Purpose 2

Background to HSCIC Official Statistics 2

Forthcoming Publications 2

Official and National Statistics 2

Clinical Audits 6

User and Media Activity 7


Page 146 of 159



Purpose

This paper describes:

HSCIC Official (and National) Statistics publications planned for January – March 2016;

Media coverage for press released Official Statistics publications;

Web activity for publications released in October and November 2015.

Background to HSCIC Official Statistics

As at 13 November 2015, the HSCIC is responsible for 88 active (currently published or planned for future release) series of Official Statistics of which 25 are designated as National Statistics, which means that the UK Statistics Authority (UKSA) recognises them as being compliant with the Code of Practice for Official Statistics.

Official Statistics are expected to evolve and improve over time, to meet the changing needs of our users, to improve their quality and utility and to respond to changes in their administrative and management data sources.

“Experimental statistics” are new Official Statistics that are undergoing evaluation. A key part of this evaluation is user engagement whereby the HSCIC invites readers to comment on the publications, which helps to inform future releases.

Most HSCIC Official Statistics are published annually or more frequently. Generally, each edition is similar in content to previous versions but any substantial changes are noted below (note: no such changes are yet planned).

National Statistics are identified below with [NS].

Forthcoming Publications

Official and National Statistics

Dates for forthcoming publications are confirmed approximately six to eight weeks ahead of publication; until this point, the HSCIC announces only the planned month of publication.

January 2016

New releases

None scheduled for January.

Biennial


Annual

13 January 2016 General Ophthalmic Services activity statistics - Selected statistics for England, April 2015 to September 2015 [NS]

28 January 2016 Accident and Emergency Attendances in England - 2014-15

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Biannual


Quarterly

13 January 2016 Statistics on NHS Stop Smoking Services in England - April 2015 to September 2015

19 January 2016 Numbers of Patients Registered at a GP Practice - January 2016

27 January 2016 Summary Hospital-level Mortality Indicator (SHMI) - Deaths associated with hospitalisation, England, July 2014 - June 2015

27 January 2016 Data on written complaints in the NHS - 2015/16 Quarter 2, Experimental [NS]

29 January 2016 Seven-day Services - England, Provisional, Experimental statistics

Monthly

07 January 2016 HES-DID Data Linkage Report - Provisional Summary Statistics, April 2014 to August 2015 (Experimental Statistics)

08 January 2016 HES-MHLD Data Linkage Report - Summary Statistics, September 2015

08 January 2016 Maternity Services Monthly Statistics - Maternity Services Statistics – May & June 2015

08 January 2016 NHS Safety Thermometer Report - England December 2014 - December 2015

14 January 2016 Provisional Monthly Patient Reported Outcome Measures (PROMs) in England - April 2014 to March 2015 - January 2016 Release

14 January 2016 Provisional Monthly Patient Reported Outcome Measures (PROMs) in England - April 2015 to August 2015

15 January 2016 Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses - December 2015

20 January 2016 Improving Access to Psychological Therapies Report - October Final, November Primary 2015 and Quarter 2 2015/16

20 January 2016 Mental Health and Learning Disabilities Statistics - Monthly report: Final October 2015 and Provisional November 2015

21 January 2016 Learning Disability Services Monthly Statistics - Commissioner Census (Assuring Transformation), December 2015, Experimental Statistics

22 January 2016 NHS Sickness Absence Rates - September 2015 Provisional Statistics

22 January 2016 NHS Workforce Statistics - October 2015 Provisional Statistics

26 January 2016 Provisional Accident and Emergency Quality Indicators for England - October 2015, by provider

26 January 2016 Provisional Monthly Hospital Episode Statistics for Admitted Patient Care, Outpatient and Accident and Emergency data - April 2015 - October 2015

27 January 2016 Maternity Services Monthly Statistics - Maternity Services Statistics – July & August 2015

Page 148 of 159



Other

12 January 2016 NICE Technology Appraisals in the NHS in England (Innovation Scorecard) - to June 2015

15 January 2016 Health Survey for England 2014 report - new chapters

19 January 2016 Focus on Dementia

February 2016

New releases

03 February 2016 Care Information Choices, England December 2015

Biennial

None scheduled for February.

Annual

04 February 2016 Adult Critical Care in England 2014-15

10 February 2016 Personal Social Services: Staff of Social Services Departments, England September 2015

24 February 2016 Breast Screening Programme, England Statistics for 2014-15

Biannual

None scheduled for February.

Quarterly

11 February 2016 Patient Reported Outcome Measures (PROMs) in England - Special Topic PROMs Quarterly Topic of Interest Q2 2015-16

16 February 2016 NHS Dental Statistics for England 2015-16, Second quarterly report

19 February 2016 Learning Disability Services Quarterly Statistics Commissioner Census (Assuring Transformation), Q3 2015/16, Experimental Statistics

25 February 2016 NHS Outcomes Framework indicators February 2016 release

Monthly

04 February 2016 HES-Diagnostic Imaging Dataset Data Linkage Report Provisional Summary Statistics, April to September 2015 (Experimental Statistics)

05 February 2016 HES-MHLD Data Linkage Report Summary Statistics, October 2015

10 February 2016 NHS Safety Thermometer Report England January 2015 - January 2016

11 February 2016 Provisional Monthly Patient Reported Outcome Measures (PROMs) in England April 2014 to March 2015 - February 2016 Release

11 February 2016 Provisional Monthly Patient Reported Outcome Measures (PROMs) in England April 2015 to September 2015

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12 February 2016 Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses January 2016

19 February 2016 Learning Disability Services Monthly Statistics Commissioner census (Assuring Transformation), January 2016, Experimental Statistics

23 February 2016 Improving Access to Psychological Therapies Report November Final, December Primary 2015 and most recent quarterly data (Quarter 2 2015/16)

23 February 2016 Mental Health and Learning Disabilities Statistics Monthly report: Final November 2015 and Provisional December 2015

23 February 2016 NHS Sickness Absence Rates October 2015, Provisional statistics

23 February 2016 NHS Workforce Statistics November 2015, Provisional Statistics

24 February 2016 Provisional Accident and Emergency Quality Indicators for England November 2015, by provider

24 February 2016 Provisional Monthly Hospital Episode Statistics for Admitted Patient Care, Outpatient and Accident and Emergency data April 2015 - November 2015

Other

25 February 2016 NHS Vacancies Statistics England 2015, Provisional, Experimental statistics

March 2016

New releases

Mental Health Services Monthly Statistics Provisional January 2016

Biennial

None scheduled for March.

Annual

General Ophthalmic services workforce statistics 31 December 2015

General and Personal Medical Services, England 2005-2015, as at 30 September

Biannual

General Ophthalmic services workforce statistics 31 December 2015

Quarterly

NHS Continuing Healthcare Activity England, Quarter 3, 2015-16

Statistics on Women's Smoking Status at Time of Delivery: England Quarter 3, October 2015 to December 2015

CCG Outcomes Indicator Set March 2016 release

NHS Staff Earnings Estimates December 2015, Provisional statistics

Page 150 of 159



Female Genital Mutilation October-December 2015, Experimental Statistics, Enhanced Dataset

Summary Hospital-level Mortality Indicator (SHMI) Deaths associated with hospitalisation, England, October 2014 - September 2015

Monthly

HES-Diagnostic Imaging Dataset Data Linkage Report Provisional Summary Statistics, April to October 2015 (Experimental Statistics)

HES-MHLD Data Linkage Report Summary Statistics, November 2015

Improving Access to Psychological Therapies Report December 2015 Final, January Primary 2016 and most recent quarterly data (Quarter 2 2015/16)

Learning Disability Services Monthly Statistics Commissioner census (Assuring Transformation), February 2016, Experimental Statistics

Maternity Services Monthly Statistics September 2015 and October 2015, Experimental statistics

NHS Safety Thermometer Report England February 2015 - February 2016

NHS Sickness Absence Rates November 2015, Provisional statistics

NHS Workforce Statistics September 2015

NHS Workforce Statistics December 2015, Provisional Statistics

Provisional Accident and Emergency Quality Indicators for England December 2015, by provider

Provisional Monthly Hospital Episode Statistics for Admitted Patient Care, Outpatient and Accident and Emergency data April 2015 - December 2015

Provisional Monthly Patient Reported Outcome Measures (PROMs) in England April 2014 to March 2015 - March 2016 Release

Provisional Monthly Patient Reported Outcome Measures (PROMs) in England April 2015 to October 2015

Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses February 2016

Other

None scheduled for March.

Clinical Audits

Clinical Audits are not currently classified as Official Statistics. The Code of Practice for Official Statistics is followed as best practice during the production cycle but the release processes differ.

January 2016

27 January 2016 National Diabetes Audit - National Diabetes Audit Core Report 1 2014-2015

February 2016 12 February 2016 National Pulmonary Hypertension Audit 2015 March 2016 National Diabetes Input Audit

National Diabetes Footcare Audit

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User and Media Activity

The following tables show web and media coverage figures for Official (and National) Statistics released by the HSCIC during October and November 2015. Audits are not included.

Unique page views are the number of times the publication page was viewed during the two-week period following its release. Note that one user could generate more than one unique visit.

Media Units are the total articles or other media coverage for example print, online articles or broadcasts for the publication (each is counted separately i.e. an article appearing in both a newspaper’s print and online instances will count as two citations) . The totals in the table include all media units for the month of publication plus the following month.

Bars in the tables below indicate the scale of interest generated by each publication.

October 2015

Note that media activity shown above for Community Care Statistics may also cite the two other Social Care reports published on the same day (Measures from the Adult Social Care Outcomes Framework and Personal Social Services Adult Social Care Survey).

Publication Date Unique page views Media units

NICE Technology Appraisals in the NHS in England, Innovation Scorecard - to

March 2015, Experimental statistics01/10/2015 672

HES-MHLDDS Data Linkage Report, Summary Statistics - Jun 15 02/10/2015 282

Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses - August

201502/10/2015 308

Community Care Statistics, Social Services Activity, England - 2014-15 [NS]06/10/2015 956 39

Measures from the Adult Social Care Outcomes Framework, England - 2014-15,

Final release 06/10/2015 791

Personal Social Services Adult Social Care Survey, England - 2014-1506/10/2015 666 3

NHS Safety Thermometer Report - September 2014 to September 201507/10/2015 183

Provisional Monthly Patient Reported Outcome Measures (PROMs) in England -

April 2014 to March 2015, October 2015 release08/10/2015 214

Page 152 of 159




Provisional Monthly Patient Reported Outcome Measures (PROMs) in England –

April 2015 to May 201508/10/2015 458

HES-DID Data Linkage Report - Provisional Summary Statistics, April 2015-May

2015 (Experimental Statistics) 09/10/2015 81

Estates Returns Information Collection (ERIC) - England, 2014-1514/10/2015 767 23

Sexual and Reproductive Health Services, England - 2014-15 [NS]14/10/2015 477

Number of Patients Registered at a GP Practice - October 201515/10/2015 642

Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses - September

2015 16/10/2015 432

Improving Access to Psychological Therapies Report, July 2015 Final, August

2015 Primary and Quarter 1 2015/16 20/10/2015 515

Mental Health and Learning Disabilities Statistics Monthly Report: Final July and

Provisional August 20/10/2015 387

Learning Disability Services Monthly Statistics - England Commissioner Census

(Assuring Transformation) - September 2015, Experimental Statistics21/10/2015 181

NHS Sickness Absence Rates April 2015 to June 201522/10/2015 180

NHS Staff Earnings Estimates to July 2015 - Provisional statistics 22/10/2015 94

NHS Workforce Statistics - July 2015, Provisional statistics 22/10/2015 130

Inpatients Formally Detained in Hospitals Under the Mental Health Act 1983 and

Patients Subject to Supervised Community Treatment, England - 2014-2015,

Annual figures23/10/2015 1,058 19

Mental Health Bulletin, Annual Report - 2014-1523/10/2015 859

Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses - July 201523/10/2015 282

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Page 153 of 159



November 2015


Data on written complaints in the NHS - 2015/16 Quarter 1, Experimental [NS] 03/11/2015 536 6

Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses - June 2015 06/11/2015 302

Cervical Screening Programme, England - 2014-2015 [NS] 10/11/2015 467 11

HES-DID Data Linkage Report - Provisional Summary Statistics, April 2015 to

June 2015 (Experimental Statistics) 11/11/2015 55

NHS Safety Thermometer Report - England October 2014 - October 201511/11/2015 339

Prescribing Costs in Hospitals and the Community - England, 2014-1512/11/2015 296


April 2014 to March 2015 - November 2015 Release 12/11/2015 294

Provisional Monthly Patient Reported Outcome Measures (PROMs) in England –

April 2015 to June 201512/11/2015 655


Special Topic: Time Series Analysis from 2009-10 to 2014-1512/11/2015 197

Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses - October

2015 13/11/2015 295

General Pharmaceutical Services - 2005/6 - 2014/15 [NS]18/11/2015 273

NHS Outcome Framework Indicators – November 2015 release19/11/2015 290

Learning Disability Services Monthly Statistics - England Commissioner Census

(Assuring Transformation) - October 2015, Experimental Statistics 20/11/2015 145

Learning Disability Services Quarterly Statistics - England Commissioner Census

(Assuring Transformation) – Quarter 2 2015/16, Experimental Statistics 20/11/2015 67

Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses - May 201520/11/2015 181

Page 154 of 159




Improving Access to Psychological Therapies Report, August 2015 Final,

September 2015 Primary and most recent Quarterly data (Quarter 1 2015/16) 24/11/2015 359

Mental Health and Learning Disabilities Statistics Monthly Report: Final August

and Provisional September24/11/2015 346

Psychological Therapies, Annual Report on the use of IAPT services - England,

2014-15 24/11/2015 650 9

Hospital Episode Statistics, Admitted Patient Care - England, 2014-15 [NS] 25/11/2015 211 3

Maternity Services Monthly Statistics, England – April 2015, Experimental

statistics25/11/2015 501

NHS Maternity Statistics - England, 2014-1525/11/2015 240 21

National Child Measurement Programme - England, 2014-15 [NS]26/11/2015 1,475 78

NHS Dental Statistics for England - 2015/16, First Quarterly Report26/11/2015 166

Personal Social Services: Expenditure and Unit Costs, England - 2014-15, Final

release [NS] 26/11/2015 629

NHS Sickness Absence Rates July 201527/11/2015 192

NHS Staff Earnings Estimates to August 2015 - Provisional statistics27/11/2015 154

NHS Workforce Statistics - August 2015, Provisional statistics27/11/2015 148

Quality Outcomes Framework (QOF) Recorded Dementia Diagnoses - April 201527/11/2015 234

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Page 155 of 159




None - For information only.

Page 156 of 159

of 1


Title of paper: Programme Definitions



Paper presented by:


Paper prepared by:

John Willshere, Portfolio Director

Paper approved by: (Sponsor Director) Carl Vincent, Director of Finance and Corporate Services

Purpose of the paper: To provide the Board with a summary of each programme listed on the programme dashboards.


The programme dashboards monitor the performance of each programme. This document gives a brief overview of what each programme was set up to do.


The public interest is in ensuring the HSCIC manages its programmes in an effective way. This document gives patients and members of the public a useful overview of each programme on the dashboard.

Actions required by the board: For reference only

07 (

b) P

rogr

amm

e D

efin

ition

s

Page 157 of 159

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ncy c

are

se

ttin

gs,

pro

vid

ing in

form

atio

n t

o a

uth

orise

d h

ea

lth

ca

re p

rofe

ssio

na

ls t

o s

upp

ort

ca

re w

here

no

in

form

atio

n is c

urr

ently h

eld

ab

ou

t a

pa

tie

nt,

fo

r

exa

mp

le in

ou

t-o

f-h

ou

rs s

ettin

gs,

em

erg

en

cy d

ep

art

me

nts

, tr

ea

tin

g t

em

pora

ry r

esid

en

ts a

nd

em

erg

en

cy a

dm

issio

ns t

o s

eco

nd

ary

ca

re.

P0

34

1/0

0S

ocia

l C

are

In

form

atics P

roje

ct

(SC

IP)

Th

e p

urp

ose

of

this

pro

ject

is t

o d

ete

rmin

e t

he

fe

asib

ility

, id

en

tify

and

prio

ritise

ca

nd

idate

opp

ort

unitie

s a

nd

de

ve

lop a

n o

utlin

e r

oad

ma

p f

or

the

deve

lopm

ent

of

sta

nd

ard

s in

AS

C f

or

the

in

cre

ase

d c

olle

ctio

n a

nd

sh

arin

g o

f clie

nt

leve

l d

ata

.

P0

29

4/0

0N

atio

na

l T

ariff

Syste

m (

NT

S)

Th

e N

atio

na

l T

ariff

Syste

m (

NT

S)

pro

gra

mm

e w

ill p

rovid

e n

atio

na

l so

lutio

ns t

ha

t im

ple

me

nt

the

na

tio

na

l p

aym

ent

syste

m a

s d

efin

ed

by N

HS

En

gla

nd

an

d M

on

ito

r.

Th

is w

ill b

e a

ch

ieve

d v

ia im

ple

me

nta

tio

n o

f a

natio

na

l syste

m a

nd

en

ab

ling p

rod

ucts

wh

ich

in

itia

lly p

rovid

e c

ore

Pa

yme

nt

by R

esu

lts (

Pb

R)

functio

na

lity

for

ho

sp

ita

ls p

rovid

ing N

HS

ca

re.

Ove

r th

e lo

ng

er

term

it

will

deliv

er

em

erg

ing n

atio

na

l p

olic

y r

equ

ire

me

nts

and

me

et

ad

ditio

na

l b

usin

ess r

equ

ire

me

nts

of

use

rs.

P0

18

1/0

0S

outh

Acu

te P

rogra

mm

e1

8 N

HS

org

anis

atio

ns a

re p

art

icip

atin

g in

th

e S

outh

Acu

te P

rogra

mm

e w

ork

ing a

s s

ix c

olla

bo

rative

gro

up

s.

Tru

sts

with

in e

ach

co

llabo

rative

are

pro

cu

ring

co

mm

on C

om

me

rcia

l o

ff t

he

Sh

elf (

CO

TS

) clin

ica

l

syste

ms.

Th

ese

clin

ica

l syste

ms a

re b

ein

g s

ele

cte

d t

o m

eet

ea

ch

gro

up

s lo

ca

l re

qu

ire

me

nts

and

in

clu

de

fu

ll in

teg

rate

d E

lectr

onic

He

alth

Re

co

rds,

Clin

ica

l P

ort

al, E

lectr

onic

Do

cu

me

nt

Ma

na

ge

me

nt

(ED

M)

an

d

eP

rescrib

ing s

olu

tio

ns.

It is a

nticip

ate

d t

ha

t a

ll o

f th

e g

roup

s w

ill h

ave

sig

ne

d c

ontr

acts

by

the

en

d o

f M

ay 2

01

5.

P0

18

2/0

0S

outh

Am

bula

nce

Pro

gra

mm

eT

o p

rocu

re c

linic

al so

lutio

ns f

or

the

So

uth

ern

Am

bula

nce

Tru

sts

wh

ich

do

no

t cu

rre

ntly h

ave

th

ese

so

lutio

ns u

nd

er

the

BT

LS

P s

olu

tio

n.

P0

18

3/0

0S

outh

Co

mm

unity

and

Child

Hea

lth

Pro

gra

mm

e

To

pro

cu

re c

linic

al so

lutio

ns f

or

the

So

uth

ern

Com

mu

nity

and

Child

Hea

lth

Tru

sts

wh

ich

do

no

t cu

rre

ntly h

ave

th

ese

so

lutio

ns u

nd

er

the

BT

LS

P s

olu

tio

n.

P0

03

3/0

0P

AC

S E

xit P

rogra

mm

eD

eve

lopm

ent

an

d d

ep

loym

ent

of

the

PA

CS

(P

ictu

re A

rch

ivin

g A

nd C

om

mu

nic

atio

n S

yste

m).

Ove

rarc

hin

g p

rog

ram

me

to

ma

na

ge

th

e P

AC

S s

ub-p

rog

ram

me

s.

P0

07

0/0

0C

alc

ula

tin

g Q

ualit

y R

epo

rtin

g

Se

rvic

e (

CQ

RS

)

Th

e C

alc

ula

tin

g Q

ualit

y R

epo

rtin

g S

erv

ice

(C

QR

S)

is u

se

d t

o c

alc

ula

te,

rep

ort

and

ap

pro

ve

qu

alit

y o

utc

om

e-r

ela

ted

ach

ieve

me

nt

an

d p

aym

ents

to G

P p

ractice

s a

nd

NH

S E

ngla

nd

Are

a T

eam

s.

CQ

RS

has

repla

ce

d t

he

QM

AS

syste

m w

hic

h w

as p

revio

usly

re

sp

on

sib

le f

or

ca

lcu

latin

g a

nd

re

port

ing Q

ualit

y O

utc

om

es F

ram

ew

ork

(Q

OF

) p

aym

ents

. A

re

pla

ce

me

nt

syste

m (

for

QM

AS

) w

as r

equ

ire

d t

o p

rovid

e in

cre

ase

d

fle

xib

ility

to m

eet

the

po

licy o

utlin

ed

in

th

e H

ealth

and

So

cia

l C

are

Act.

P0

01

4/0

0G

P2

GP

To

de

live

r th

e n

atio

na

l im

ple

me

nta

tio

n a

nd

ro

ll-o

ut

of

a c

om

pute

rise

d s

yste

m t

o m

ana

ge

th

e t

ran

sfe

r o

f p

atie

nt

reco

rds b

etw

een

GP

pra

ctice

s w

hen

pa

tie

nts

ch

an

ge

th

eir G

P,

co

ve

ring

ele

ctr

onic

re

co

rds

tra

nsfe

rs b

etw

een

GP

pra

ctice

s.

P0

28

1/0

0G

ene

ral P

ractice

Extr

actio

n S

erv

ice

(GP

ES

)

Th

e G

ene

ral P

ractice

Extr

actio

n S

erv

ice

(G

PE

S)

is a

ce

ntr

ally

ma

na

ge

d s

erv

ice

th

at

extr

acts

in

form

atio

n f

rom

gen

era

l p

ractice

IT

clin

ica

l syste

ms f

or

a w

ide r

ang

e o

f p

urp

ose

s.

It a

lso

fo

rms p

art

of

the

ne

w

pro

ce

ss f

or

pro

vid

ing p

aym

ents

to G

Ps a

nd

clin

ica

l co

mm

issio

nin

g g

rou

ps (

CC

Gs).

Pa

ge

1 o

f 2

07 (

b) P

rogr

amm

e D

efin

ition

s

Page 158 of 159

P0

20

7/0

0H

ea

lth

& J

ustice

In

form

atio

n

Se

rvic

es

He

alth

and

Ju

stice

In

form

atio

n S

erv

ice

s (

HJIS

) fo

cu

se

s o

n t

he

fu

ture

in

form

atio

n s

erv

ice

s r

equ

ire

d t

o s

upp

ort

the

sta

tuto

ry r

esp

on

sib

ilitie

s o

f N

HS

En

gla

nd

(H

ea

lth

& J

ustice

) in

th

e d

ire

ct

pro

vis

ion a

nd

co

mm

issio

nin

g o

f h

ea

lth

ca

re f

or

all

pla

ce

s o

f d

ete

ntio

n,

an

d S

exu

al A

ssa

ult R

efe

rra

l C

entr

es,

in E

ngla

nd

.

P0

03

7/0

0O

ffe

nd

er

He

alth

IT

To

de

plo

y a

clin

ica

l syste

m t

o a

ll p

riso

ns in

th

e S

outh

and

Lo

nd

on

so

th

at

the

y ca

n lin

k u

p w

ith

exis

tin

g d

ep

loym

ent

pla

ns in

NM

E t

o f

orm

a n

atio

na

l n

etw

ork

. T

he s

yste

m c

hose

n T

PP

Systm

On

e,

pro

vid

es a

sin

gle

pa

tie

nt

reco

rd w

hic

h is a

llow

ing p

atie

nts

in

form

atio

n t

o b

e t

ran

sfe

rre

d w

hen

th

ey a

re m

ove

d a

rou

nd

th

e p

riso

n e

sta

te. T

hus p

rovid

ing c

ontin

uity o

f ca

re a

nd

im

pro

vin

g h

ea

lth

ca

re f

or

priso

ne

rs a

s w

ell

as

wo

rkin

g e

nviro

nm

ent

for

sta

ff.

P0

30

1/0

0F

em

ale

Ge

nita

l M

utila

tio

n P

reve

ntio

n

– D

ata

and

Syste

ms B

usin

ess C

ase

De

ve

lopm

ent

Th

e o

bje

ctive

of

this

docu

me

nt

is t

o d

efin

e a

nd

au

tho

rise

th

e w

ork

packa

ge

to

pro

du

ce

a f

easib

ility

stu

dy o

n in

form

atio

n c

olle

ctio

n a

nd

sh

arin

g b

y th

e N

HS

on F

em

ale

Ge

nita

l M

utila

tio

n (

FG

M).

Th

e w

ork

packa

ge

will

deliv

er

an

asse

ssm

ent

of

the

fe

asib

ility

of

ach

ievin

g t

he

fo

llow

ing o

bje

ctive

s:

- H

ow

ca

n t

he

NH

S s

upp

ort

the

mu

lti-a

ge

ncy o

bje

ctive

of

pro

tectin

g a

nd

ca

ring

fo

r th

ose

cu

rre

ntly a

ffe

cte

d b

y, o

r a

t im

min

en

t risk o

f, F

GM

;

- H

ow

ca

n t

he

NH

S s

upp

ort

the

lo

ng

te

rm h

ea

lth

edu

ca

tio

n a

nd

he

alth

pro

mo

tio

n c

om

pon

en

ts o

f a

mu

lti-a

ge

ncy s

tra

teg

y o

n t

he

era

dic

atio

n o

f F

GM

An

asse

ssm

ent

of

feasib

ility

will

be f

orm

ula

ted

in

a f

inal d

ocu

me

nt

wh

ich

will

co

nta

in a

stu

dy in

ve

stig

atin

g m

ultip

le o

ptio

ns f

or

ach

ievin

g t

he

ob

jective

.

Th

e o

ptio

ns w

ill c

onsid

er

tho

se

re

quire

me

nts

, risks a

nd

be

ne

fits

re

leva

nt

to t

he

ob

jective

s,

sta

rtin

g f

rom

a ‘d

o n

oth

ing’ sta

te, to

one

wh

ich

fu

lly a

dd

resse

s t

he

ob

ligatio

ns o

n t

he

NH

S a

nd

he

alth

ca

re

pro

fessio

na

ls a

s o

utlin

ed

in

th

e m

ulti-a

ge

ncy p

ractice

gu

idelin

es o

n F

GM

.

All

the

op

tio

ns t

og

eth

er

will

id

en

tify

a c

om

mo

n s

et o

f re

qu

ire

me

nts

, ag

ain

st

wh

ich

ea

ch

in

div

idua

l o

ptio

n w

ill b

e a

sse

sse

d.

Ea

ch

op

tio

n w

ill a

lso

sp

ecify t

he

estim

ate

d r

eso

urc

es,

in te

rms o

f tim

e, co

st

an

d

ma

teria

ls,

req

uire

d t

o r

ealis

e th

e o

ptio

n.

P0

05

5/0

0M

ate

rnity

and

Child

ren

s D

ata

se

tsT

o c

olle

ct

an

d r

epo

rt o

n d

ata

fo

r m

ate

rnity,

ch

ild h

ealth

and

ad

ole

sce

nt

me

nta

l h

ea

lth

se

rvic

es.

P0

37

2/0

0In

form

atio

n S

erv

ice

fo

r P

are

nts

at

Po

int o

f C

are

Th

e H

SC

IC C

ross-G

ove

rnm

ent

Pro

gra

mm

es t

ea

m h

as b

ee

n a

ske

d t

o in

itia

te a

nd

su

bse

qu

en

tly m

ana

ge

th

e d

eliv

ery

of

a p

roje

ct

to d

eve

lop in

form

atio

n s

harin

g b

etw

een

ma

tern

ity s

yste

ms a

nd

a c

entr

al

repo

sito

ry o

wn

ed

by P

HE

. T

he p

roje

ct

will

fa

cili

tate

PH

E in

pro

vid

ing a

n in

form

atio

n s

erv

ice

(h

igh q

ua

lity

dig

ita

l a

dvic

e)

at

po

int o

f ca

re (

ma

tern

ity)

fo

r n

ew

and

exp

ecta

nt

pa

ren

ts.

Th

is w

ork

is b

ein

g

co

mm

issio

ne

d,

an

d f

und

ed

, b

y P

HE

and

alig

ns w

ith

th

e P

HE

Mark

etin

g S

tra

teg

y (a

dd

ressin

g k

ey

pub

lic h

ea

lth

issu

es,

incre

asin

g q

ua

lity

and

co

st-

eff

ective

ne

ss a

nd

be

ing e

vid

en

ce

ba

se

d)

as w

ell

as b

ein

g a

dire

ct

min

iste

ria

l re

qu

ire

me

nt

(Da

n P

oulte

r) t

o p

rovid

e d

ire

ct

acce

ss t

o a

co

he

ren

t se

rvic

e a

t po

int o

f ca

re f

or

this

patie

nt

gro

up

.

P0

32

1/0

0P

ath

fin

de

rs o

n D

ME

(fo

rme

rly

Str

ate

gic

Ca

pa

bili

ty P

latf

orm

(S

CP

)

P1

)

A p

ub

lic c

om

mitm

ent

ha

s b

ee

n m

ade

to

extr

act

prim

ary

ca

re d

ata

fro

m G

P S

yste

ms in

ea

rly

201

4 a

nd

to

lin

k a

nd

dis

se

min

ate

th

at

da

ta in

an

on

ymis

ed f

orm

fro

m J

uly

201

4.

Th

is,

alo

ng

with

oth

er

sh

ort

term

co

mm

itm

ents

asso

cia

ted

with

pro

gra

mm

es,

inclu

din

g c

are

.data

, re

su

lts in

a r

equ

ire

me

nt

for

a n

ew

Inte

rim

Pla

tfo

rm t

o m

eet

the

re

quire

me

nts

of

NH

S E

ngla

nd

as L

ea

d C

om

mis

sio

ne

r a

hea

d o

f a

ny s

ignific

ant

inve

stm

ent

in th

e S

tra

teg

ic C

apa

bili

ty P

latf

orm

. T

he S

tra

teg

ic C

apa

bili

ty is p

lann

ed

to

be

th

e p

latf

orm

tha

t e

na

ble

s t

he

HS

CIC

to

ca

rry o

ut

its s

tatu

tory

re

qu

ire

me

nts

fo

r th

e p

roce

ssin

g a

nd

dis

se

min

atio

n o

f

data

in

a s

afe

an

d s

ecu

re e

nviro

nm

ent.

P0

01

0/0

0D

efe

nce

Me

dic

al S

erv

ice

s (

DM

S)

Su

pp

ort

De

fence

Me

dic

al S

erv

ice

s t

o d

eliv

er

the

fu

lly o

pe

ratin

g c

apa

bili

ty o

f th

eir P

ers

onn

el C

are

Re

co

rd S

yste

m P

rogra

mm

e (

DM

ICP

). T

his

in

clu

de

s in

teg

ratin

g w

ith

th

e s

erv

ice

s a

nd

syste

ms o

f th

e N

HS

,

pro

vis

ion o

f re

leva

nt

SM

E,

skill

s a

nd

pro

gra

mm

e r

eso

urc

e. In

th

is c

onte

xt

NH

S s

yste

ms in

clu

de

pa

tie

nt

reg

istr

atio

n,

sta

ff a

uth

en

tica

tio

n a

nd

pa

tie

nt

ch

oic

e to

ge

the

r w

ith

activity

rela

ted

ma

na

ge

me

nt

info

rma

tio

n.

Pa

ge

2 o

f 2

Page 159 of 159

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Transcript of Agenda - GOV.UK