The Getting to Good Programme is the key delivery programme for the organisations priorities this year. The aim and focus for Phase 2 of the Getting to Good Programme is to embed improvements, create ownership and deliver sustainable change to support the organisation in achieving an overall Care Quality Commission (CQC) rating of ‘Good’ by 2023.
Getting to Good incorporates nine Getting to Good Programmes and 26 underlying projects, each of which is led by an Executive Director. The accountability for improvement and embedding the change remains with the Executive Director and is overseen through their own governance arrangements. Oversight is provided through the weekly Operational Delivery Group (ODG) which is responsible for tracking and monitoring progress to ensure delivery and achievement of successive milestones and maintain an accurate understanding of how the project is advancing according to the initial project plan.
Each of the nine Getting to Good Programmes of work are supported by colleagues from the Programme Management Office (PMO), Service Improvement Team, Communications, Performance Team and NHS England/Improvement (NHSE/I). This meeting is chaired by the SaTH Programme Director and updates from the ODG, report into the Executive Directors meeting, which is chaired by the SaTH Chief Executive and reported through to the Board of Directors by the Finance Director.
The nine Getting to Good Programmes and their 26 underlying projects are detailed in the table below. Each project has a set of objectives and measures, outlined in their individual PMO plan on a page. In addition, there are two other programmes of work which are jointly being led across the Integrated Care System and are detailed in the table below.
Furthermore, each programme described below has its own governance and assurance process. Getting to Good and Hospital Transformation governance processes are within SaTH. The Integrated Care System programme is via the Shropshire, Telford and Wrekin Integrated Care System.