To ensure that our work is directly aligned to the Integrated Care Strategy and the Five Year Joint Forward Plan, the Integrated Care Board has developed six corporate objectives, supported by associated priority areas and success measures.

Objective 1: Quality and Outcomes

Protect patient safety and improve quality, outcomes, access and experience of care

Priority areas What success looks like

Implement the fragile/vulnerable services framework, building on provider collaboration opportunities

All fragile services identified and mitigating action plans implemented

Support both local authorities to deliver their Children and Young People (CYP) Strategic Plans and improvement actions, and work with health partners to improve community paediatric health services

Improve/maintain Ofsted ratings/ reports

Improve health compliance on statutory responsibilities

Improve quality of care in urgent care services Improved performance on emergency care indicators
Improve quality of mental health services Agreement and implementation of action plans following CQC reviews
Delivery of clean, safe care to minimise the risks of Health Care Acquired Infections (HCAI) Improved performance on HCAI Thresholds

Objective 2: Finance

Develop an agreed plan for trajectory to financial balance

Priority areas What success looks like

Establishing a credible medium term financial strategy, that lives within the financial allocation

Medium Term Financial Strategy (MTFS) agreed and signed off by all boards by March 2024

Delivering actions to achieve the 2023/24 financial plan

Financial plan achieved by March 2024

Objective 3: Health Inequalities

Reduce health inequalities through targeted action

Priority areas What success looks like

Support Primary Care Network (PCN) and district collaboratives to implement bottom up and place-based plans

Case studies reported showing reductions in health inequalities in priority areas in line at PCN level by March 2024
Improve dental access, particularly for children New contracts procured, resulting in increased access rate reported in the Dental Access Survey
Reduce inequalities in elective care waiting lists Reductions in health inequalities reported on elective care waiting lists by March 2024
Implementing a Population Health Management strategy, incorporating CORE 20 Plus 5 System-wide population health management strategy agreed and being implemented by March 2024

Objective 4: Operational Delivery

Achieve priority performance targets outlined in the annual operating plan

Priority areas What success looks like

Improve performance in urgent care

76% Emergency Department (ED) Performance by March 2024

Category 2 Ambulance Response <30 minutes by March 2024

Less than 2% to spend >12 hours in ED

Improve performance in elective care

Eliminate 78 week waits by July 2023

Eliminate 65 week waits by March 2024

Improve performance in cancer

Reduce 62 day waits to 261 by March 2024

Achieve 75% against the Faster Diagnostic Standard (FDS) by March 2024

Improve performance in diagnostics

Achieve 95% diagnostic 6 week wait standard by March 2024
Improve performance in mental health and learning disability services

Achieve 62% dementia diagnosis rate by March 2024

Increase to >5,000 Improving Access to Psychological Therapies (IAPT) contacts by Q4

Learning Disability annual health checks by GPs at 85% of registered list by end of Q4

Reduce inpatient care rate for children with learning disabilities and autism to below 12 per million by end of Q4

Increase number of women accessing specialist maternity mental health services to >780 by March 2024

Increase the number of children receiving at least 1 contact to >12,100 by March 2024

Improve access to primary care

Increase to >512,000 appointments in general practice by March 2024

Increase to >268,000 Units of Dental Activity (UDA) by end of Q4

Virtual wards

Increase availability of virtual wards to 176 by March 2024.

Achieve 80% occupancy rate of virtual wards by March 2024.

Objective 5: System Development

Implement the strategic system development priorities set out within the Joint Forward Plan

Priority areas What success looks like
Shift focus and funding to prevention and best value care in the right setting

Specific programmes implemented, showing a measurable impact on outcomes through investing upstream

Effective comms and engagement strategy to support delivery

Point Prevalence Audit results showing more care in the right setting

Improve next phase alignment of community services and Primary Care Networks (Fuller review recommendations) Plan agreed and being implemented
Maximise impact of provider collaboration

Improved performance in areas benefiting from shared best practice

Implementation of actions from fragile services framework

Develop and agree a strategy to maximise the impact of NHS on wider social and economic wellbeing

Strategy developed, agreed by all partners (March 2023) and being implemented from April 2024
Develop and agree system workforce strategy (succession planning, talent management) Strategy developed, agreed by all partners and being implemented by October 2023
Identify opportunities for back-office consolidation Agreed workplan agreed between partners by October 2023, ready for implementation from March 2024
Develop and agree system risk management approach Approach to System Risk Management agreed and being implemented from December 2023
Implement robust arrangements for strategic and operational planning Revised arrangements implemented successfully, leading to improved performance in priority areas.
Develop system digital, data and technology (DDaT) strategy to enable frontline service transformation.

Improved data quality and timeliness

Reduced risk and incidence of cyber-security

Objective 6: ICB Corporate Development

Develop the skills and capabilities within the ICB as a corporate body

Priority areas What success looks like

Build capability to ensure that the ICB operates effectively, including new responsibilities

Successful implementation of Office for West Midlands ICB’s commissioning collaboration

Effective delivery of dental improvement plan

Effective arrangements for business continuity and emergency planning

Make progress towards the ICB running cost reduction target On track to achieve running cost reduction by March 2024
Improve performance in staff satisfaction and engagement

Staff satisfaction survey results improved at next NHS staff survey

Equality, diversity and inclusion (EDI) performance measures at next NHS staff survey

Embed robust governance and assurance across the ICB

Assurance received from auditors on arrangements being implemented

Fully embed assurance oversight arrangements