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 |
