Building an effective organisation
The First Objective
Recognises the importance of governance and effective procedures and decision making in high functioning healthcare organisations. This will better ensure that decisions are made in a timely way, using appropriate information and that the right people have been involved to ensure the right decisions are made first time. The Three Year Plan document in full, is available here.
Board Effectiveness
An effective and efficient Board is essential in order to best steer the organisation through the challenges in performance and decision making that have led to the organisation being placed in Special Measures escalation.
Risk Management
An effective risk management process will reduce the number of overdue and draft risks, which has direct links to improved patient care and experience.
Operating Model
For our organisation to be effective, it needs an operating model (structure) that enables both the day-to-day leadership and management of services and improvement to take place systematically, including service delivery approaches that support and enable sustainability into the longer term. Improving the effectiveness of our operating model will better align operational delivery with strategic requirements.
Performance and accountability framework
The framework supports performance improvement through a partnership approach of openness and innovation, and by engendering a commitment at all levels of the organisation to improve. Delivery against key national and local performance indicators, special measure expectations and against activity and financial metrics will be improved. Successful delivery will lead to better outcomes for patients and our staff, and ensure that all involved understand their roles, responsibilities, and accountabilities.
Value and sustainability
Improving value and the sustainability of services means that the limited resources available to us will go further to allow delivery of more care to the residents of North Wales.
Legislative improvements
Robust adherence to both HSE and Civil Contingencies Act legislation will reduce the risk of avoidable harm and improve the overall effectiveness and confidence of the organisation.
Workforce planning
Developing further skills in workforce planning will reduce the number of significant gaps in our workforce by allowing a prioritised approach to current vacancies, develop future models of care, and to minimise the dependency upon expensive agency staff often available on an inconsistent basis. These changes will improve patient experience in-year, and will ensure that the changes we make are more likely to succeed and deliver the best outcomes.
Quality management system
We are making progress, working with staff to explore the best way of implementing a robust Quality Management System with which to support and assure quality-focused decision making. This approach to quality will lead to improved reliability, improvements in sustainability, better experience and improvement in clinical outcomes.
Welsh language
Ensure that the Welsh language needs of patients, public and staff are met and that our workforce can develop their language skills within the workplace.
Decarbonisation
Consistent improvements in our carbon emissions focusing on buildings and energy, procurement, transport, travel, healthcare and corporate carbon management. As part of a commitment to reduce its carbon footprint we will aim towards using a fully renewable energy supply, as well as replacing all existing lighting with LED lighting by 2025.