Board Assurance Framework董事会保证框架.pptVIP

Board Assurance Framework 2012-2013 Strategic Objective: Working with strategic partners to provide high quality, cost effective services that are valued and recognised by patients, commissioners and the wider population Strategic Risk: 1a - Failure to meet the scale of efficiency savings included in the contract value resulting in inadequate surplus to progress to Foundation Trust, or for reinvestment into services ?Date added ?CQC ref Owners Initial risk (Likelihood x Consequence) Date reviewed Risk following review (LXC) Mar-11 Reg 10 (Outcome 16) GMA/HL 15 (3x5) April 2012 15 (3x5) Strategic Objective: Working with strategic partners to provide high quality, cost effective services that are valued and recognised by patients, commissioners and the wider population Controls Gaps in Controls Mitigating Actions Positive Assurance Gaps in Assurance LCH have formalised contract negotiations and contract adjustments with LPCT LCH have resolved activity recording issues, recognised by LPCT and accepted that taking on additional activity from this baseline is an efficiency Block contract mechanism Quality KPIs to be developed to ensure that high standards of patient safety and effectiveness of care and good patient experience are maintained. (Aug 11) Completed and monitored via the performance report Deliver 2011/12 agreed Commissioning for Quality and Innovation (CQUIN) and all contractual key performance indicators (KPIs) (March 12) Engage with Commissioners to agree capacity demand management model and development of balanced contractual mechanisms to maintain or improve quality. Negotiate fixed baseline with Commissioners.. Alignment of IBP with Commissioning intentions/Clinical Commissioning Group requirements to be undertaken at the Service Improvement Group. On-going - Specific meeting to discuss commissioning intentions with Clinical Commissioning Groups set up for Dec 2011. Outcome that commissioners recognise that they will need to invest i