Organisational Performance Improvement We continue to identify efficiencies in order to avoid duplication and release resources to invest in service priorities. We will continue to work with colleagues across our organisation to enable investment in new areas while meeting the challenges of diminishing financial resources, and we continue to implement a range of organisational performance improvement programmes (OPIP), supported by a team to improve our efficiency and effectiveness. NHSScotland Improvement Priorities 2015/16 Care LDP Activities, Planned Impact and 2015/16 SMART Targets and Care Care Years Health Primary and Antenatal Safe Prevention Integration Inequalities FINANCE TRANSFORMATION Finance (A4249, A4246, A4248), Medical Directorate Operational Support (A4793, A4891) IMPACT: - A realigned corporate finance function with an internal shared service team supported by better integrated systems for financial decision making and control. TARGET(S): - (1) A new corporate finance team and operating model; (2) a review of current financial information and data collection systems; (3) quarterly NHS Board activity reports; (4) a mechanism to incorporate Turas trainee management system data into financial planning, forecasting and analysis; (5) a finance element of the new Digital service desk to deal with finance and procurement queries; (6) items caught in the PECOS/Cedar procurement and finance systems cleared within four working hours, and (7) weekly analysis reports on service delivery against standards to identify areas of concern. OPIP TEAM AND DIRECTORATE IMPROVEMENT TARGETS OPIP (A4303, A4302), Pharmacy (A3947), Medical Directorate Operational Support (A4792) IMPACT: - Improved organisational performance by supporting, monitoring and analysing directorate impact plans to improve processes and achieve efficiencies.
Organisational Performance Improvement We continue to identify efficiencies in order to avoid duplication and release resources to invest in service priorities. We will continue to work with colleagues across our organisation to enable investment in new areas while meeting the challenges of diminishing financial resources, and we continue to implement a range of organisational performance improvement programmes (OPIP), supported by a team to improve our efficiency and effectiveness. NHSScotland Improvement Priorities 2015/16 LDP Activities, Planned Impact and 2015/16 SMART Targets Health Inequalities and Prevention Antenatal and Years Care Safe Care Primary Care Integration FINANCE TRANSFORMATION Finance (A4249, A4246, A4248), Medical Directorate Operational Support (A4793, A4891) IMPACT: - A realigned corporate finance function with an internal shared service team supported by better integrated systems for financial decision making and control. TARGET(S): - (1) A new corporate finance team and operating model; (2) a review of current financial information and data collection systems; (3) quarterly NHS Board activity reports; (4) a mechanism to incorporate Turas trainee management system data into financial planning, forecasting and analysis; (5) a finance element of the new Digital service desk to deal with finance and procurement queries; (6) items caught in the PECOS/Cedar procurement and finance systems cleared within four working hours, and (7) weekly analysis reports on service delivery against standards to identify areas of concern. OPIP TEAM AND DIRECTORATE IMPROVEMENT TARGETS OPIP (A4303, A4302), Pharmacy (A3947), Medical Directorate Operational Support (A4792) IMPACT: - Improved organisational performance by supporting, monitoring and analysing directorate impact plans to improve processes and achieve efficiencies.
Item%208aii%20Local%20Delivery%20Plan%202015-03-12.docx