Area |
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| Expectations for a green rating |
Background |
| QIPP vision |
| Quality visions outlined clearly. Quality and productivity agenda linked. |
Financial |
| Forecast allocation versus activity |
| Analysis/summary of historic financial position. Understanding of risks associated with delivery. 2010-11 used as baseline. 2010-11 primary care trust allocations consistent with departmental calculations. Forecast to 2013-14. Size of challenge to 2013-14 set out. Estimated size of challenge is in line with departmental assumptions. |
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| Activity |
| Evidence of current and forecast activity by primary care trusts. Clear, reasonable and explicit assumptions set out (taking into account cost pressures and known and agreed commissioning intentions). Need to demonstrate demographic change has been taken into account when looking at future potential pressures. |
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| Productivity |
| Productivity improvements identified and analysis undertaken - input volume analysis detailed (pay and non-pay). |
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| Input unit costs |
| Details/analysis of implication of plans on future staffing requirements and estates. Analysis of overall staff pay outlined. Clear pay assumptions set out. Capital costs set out. Information provided on estates rationalisation. |
Opportunities |
| Opportunity areas identified |
| Analysis/summary of outline efficiency areas set out clearly. Financial benefit of each opportunity estimated. Opportunities based on clear, reasonable and explicit assumptions. Size of opportunities matches the size of financial challenge. Interdependencies between services (and how they are provided) are identified. |
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| Quality impact |
| Quality outcome/impact has been considered for each opportunity. Spend should be linked to quality outcomes. Outcome metrics should form part of the QIPP scorecards that some are proposing to develop - e.g. through Quality Observatories. |
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| Link to innovation and productivity |
| Evidence of consideration to innovation/productivity for each opportunity area. |
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| Linkage to national workstreams |
| Links to national workstreams - evidence of engagement/ input into national workstreams. |
Implementation |
| Milestones |
| Key milestones for delivery of each opportunity identified. |
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| Financial phasing |
| Estimated financial phasing of opportunities set out. |
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| Key performance indicators |
| Key quality/performance indicators to track benefits and improvements detailed (or a plan on how to do this). |
Implementation structure |
| Clear accountability and delivery structure |
| Clear plan and structure of how QIPP plan/workstreams will be delivered, e.g. sub-regional/cluster local health economy (or pan public sector) groups set-up to deliver certain initiatives. Clear details about how accountability/ governance will work. Roles and responsibilities are clearly defined. Clear leadership and dedicated resource at strategic health authority to deliver QIPP. Monitoring and reporting processes outlined. |
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| Skills/capacity in place |
| The plan demonstrates there are appropriate skills/ capability and capacity to deliver the workstream changes at pace. If skills/capability and capacity not in place then clear recognition of further support required from the centre/national level to support delivery. Any support requirements clearly outlined. |
Engagement |
| Engagement with NHS and other partners |
| The plan should provide detail of engagement with commissioners, providers, clinicians, management, patients and service users. Outline any plans to support commissioners/providers in QIPP delivery. Details of any current or future engagement plans with workforce. Plans in place for engagement with other partners. |
Risks and issues |
| Risks and issues identified |
| Identified key implementation risks and issues, particularly in relation to workforce and system configurations. They should also address any potential local health community difficulties. For each risk, potential consequences and actions to manage risks identified. Responsible owners to monitor and manage the risk identified. Any areas where national/departmental support is potentially required to help manage risk is identified, and what this help might look like. |