The Planning and Performance Management Arrangements That Impact on Public Health Wales

The Planning and Performance Management Arrangements That Impact on Public Health Wales

Public Health Wales / Planning and Performance Management
Planning and Performance Management
2010/11
Author:Mark Dickinson, Director of Planning and Performance
Date:8 April 2010 / Version:0b
Purpose and Summary of Document:
This paper summarises the current position in relation to planning and performance management arrangements for Public Health Wales, with an emphasis on the planning and performance management activity that will need to take place within 2010/11.
Date: 08/04/10 / Version: 0b / Page: 1 of 6
Public Health Wales / Planning and Performance Management

1Introduction

The planning and performance management arrangements that impact on Public Health Wales are continuing to develop. In particular:

  • The new planning and performance management frameworkswithin NHS Wales, necessary following the recent restructuring of the service, are being implemented and continue to be refined
  • Specific arrangements between Public Health Wales and our WAG sponsors, which are intended to be compatible with the overall NHS Wales frameworks, have been developed and will be implemented and refined
  • Internal planning and performance management arrangements are being developed, within the Public Health Wales Transition Programme Framework

This paper summarises the current position in relation to the above arrangements, with an emphasis on the planning and performance management activity that will need to take place in Public Health Wales within 2010/11.

2Planning

2.1Overview

Public Health Wales is engaged in (and will continue to be engaged in) the development of different categories of strategies and plans:

  • Public Health Wales strategies and plans, developed within the NHS Wales planning framework and intended to be submitted to WAG and shared with other stakeholders
  • Internal strategies and plans designed to ensure that Public Health Wales is fit for purpose
  • Strategies and plans that are owned primarily by other stakeholders, but where Public Health Wales is required to (or desires to) make a significant contribution

Each of the above categories is considered further below.

2.2‘External’ Public Health Wales Strategies and Plans

Most of the required planning documentation within this category is specified in the NHS Wales Annual Operating Framework (AOF) for 2010/11. The content of the AOF has subsequently been expanded by additional WAG guidance.

Public Health Wales has already developed:

  • an Outline Operational Plan 2010/11 (submitted to WAG)
  • a formal Response to the AOF Requirements 2010/11 (to be submitted to WAG)
  • an initial Integrated Workforce Plan* (to be submitted to WAG)

*It should be noted that the current Integrated Workforce Plan has been produced to comply with WAG timescales. However, the organisation’s workforce requirements can only be specified in a meaningful way once key decisions have been made about strategy and organisational design

The primary outstanding requirement is for the development of a Five Year Service Workforce and Financial Framework (SWFF). The SWFF will be reviewed and rolled forward each year, so that it is always looking five years into the future, with plans for the following year being set out in more detail. In effect, the SWFF incorporates the content of a Business Plan.

It is intended that each organisation in NHS Wales will develop a SWFF that is compatible with, and which supports the implementation of, an overall WAG Five Year Strategic Statement (awaited). The SWFF will also need to reflect the organisation’s contribution to:

  • the achievement of the AOF
  • the various NHS Wales Five Year National Programmes(see below)
  • achieving the aims of WAG’s public health strategic framework, Our Healthy Future
  • achieving financial balance
  • NHS Wales integrated workforce planning

It is proposed that the Public Health Wales SWFF should also incorporatethe organisation’s:

  • vision and values
  • overall strategic intent and direction
  • key priorities

The Public Health Wales Board have held initial discussions in relation to developing Public Health Wales’ vision & values, strategic direction and key priorities. Paper 5:11 makes proposals for how this work will be taken forward.

The WAG planning timetable specifies that:

  • an initial SWFF for 2010-15 should be produced and submitted to WAG by June
  • a more developed SWFF for 2011-16 (with detailed plans for 2011/12) should be produced over the period September to December 2010, before being approved by the Board and submitted to WAG in January 2011

The timetable for the development of the Public Health Wales SWFF for 2011-16 fits well with the proposed development of the organisation’s overall strategy and the expected appointment of all Board members. Providing a fully developed SWFF for 2010-15 by June will, however, pose considerable difficulties and this will need to be discussed with WAG colleagues.

Each year’s SWFF will need to be formally approved by the Public Health Wales Board.

2.3‘Internal’ Public Health Wales Strategies and Plans

Public Health Wales will need to develop a wide range of internal strategies and plans on specific subjects (e.g. Information Management and Technology, Equality and Diversity etc.). In the immediate short term, most of these strategies and plans are within the scope of the various projects within the Transition Programme Framework.

2.4Contribution to the Plans and Strategies of Stakeholders

Public Health Wales will be required to contribute specialist public health advice to the development of:

  • Each of the NHS Wales Five Year National Programmes (with a specific leadership role in relation to the Promotion and Prevention programme)
  • Each of the seven LHB Public Health Local Service Plans (in support of the Directors of Public Health, as specified in the AOF)
  • Each of the seven LHB Local Public Health Strategic Frameworks, supporting Our Healthy Future(in support of the Directors of Public Health, as specified in the AOF)
  • Each of the 22 NHS/local authority Health Social Care and Wellbeing Strategies (in support of the Directors of Public Health)
  • Each of the 22 NHS/local authority Children and Young People’s Strategies (in support of the Directors of Public Health)

In addition, other requirements may arise in year.

3Performance Management

Public Health Wales will be subject to two linked performance management frameworks:

  • An external performance management framework operated by WAG within the wider NHS Wales performance management arrangements
  • An internal performance management framework designed to improve performance and provide the Board with appropriate assurance in relation to the ongoing performance of each element of the organisation

Each of these frameworks is considered further below.

3.1External Performance Management

An external performance management framework for Public Health Wales has been approved within WAG and is being implemented. The key features of this framework are:

  • ThePublic Health Wales Establishment Order 2009, which outlines the key services to be provided by the Trust
  • ALong Term Agreement (currently in draft) between WAG and Public Health Wales, specifying the overarching relationship, providing a framework for the allocation of funding and providing a basis for performance monitoring
  • A series of Programme Level Agreements (under development) describing discrete areas of work of Public Health Wales, together with relevant performance metrics
  • The Service, Workforce and Financial Framework (SWFF) (see above)
  • The NHS Wales Annual Operating Framework
  • The accountability arrangements for the Chair and Chief Executive of Public Health Wales to the Minister for Health and Social Services and Director General of Health and Social Services, respectively
  • Aframework for reporting and review,featuring formal six monthly review meetings to be chaired by theDirector General of Health and Social Services
  • A set of strategic, tactical and operational measures (to be developed)

3.2Internal Performance Management

An internal performance management framework is to be developed within the Transition Programme Framework. This will build on and/or link to:

  • The priorities identified within the SWFF (see above)
  • The balanced score cards, used successfully in the predecessor bodies and in Public Health Wales for the second half of 2009/10
  • The performance metrics within the Programme Level Agreements agreed with WAG (see above)
  • The strategic, tactical and operational measures to be included within the external performance management framework (see above)
  • Other measures to be developed including in relation to stakeholder satisfaction

Date: 08/04/10 / Version: 0b / Page: 1 of 6