Reporting and Review Process Sample Clauses

Reporting and Review Process. This will involve monitoring overall progress against: • delivery of the strategic objectives in the integrated commissioning plans, • delivery of the contracts as detailed in Schedule 4 • identifying the reasons for any under-performance of service providers.

Reporting and Review Process. Regular meetings should be held between the Host Partner and the service provider to review the latter’s performance. The Host Partner shall monitor services having regard to national, regional and local key performance indicators, including: • Performance assessment framework indicators • National performance indicators • Audit and inspection recommendations • Self-assessment Statement actions • Relevant operational plan indicators • South Yorkshire Integrated Care board targets • Relevant core and Care Quality Commission standards • Patient and Customer feedback The pooled fund manager will be responsible for producing quarterly reports to the BCF Executive Group and Health and Wellbeing Board on a quarterly basis. The pooled fund manager will be responsible for producing an annual report to the BCF Executive Group and Health and Wellbeing Board. The BCF Executive Group will be responsible for ensuring the timeline to ensure the data is collected, reported, authorised by the health and wellbeing Board, and submitted to the NHS England on their specified reporting dates, these being one day after the dates specified in section 9.1.

Reporting and Review Process a) Overall progress against delivery of the outcomes in the Integrated Commissioning Plans. b) Overall progress against delivery on the contracts and identification of reasons for under performance.

Reporting and Review Process. 6.2.1 Regular meetings should be held between the Host Partner and the provider to review performance. 6.2.2 The Host Partner will monitor services as part of a basket of measures that contribute to the delivery of key outcomes, having regard to national, regional, and local key performance indicators such as:  Best Value Performance indicators  Performance Assessment Framework indicators  National Performance Indicators  Public Service Agreement targets (LPSA)  Audit and inspection recommendations  Self-Assessment Statement actions  Relevant Operational Plan indicators  NHS Operating Framework targets  Vital Signs indicators. 6.2.3 These key indicators form part of a basket of performance measures. Activity and Financial indicators will be another part of the complete basket. 6.2.4 The basket of performance indicators will be monitored and reported to the Tameside Strategic Partnership Committee using, wherever possible, existing performance reports generated within either the Council or the NHS GM, and making it clear where the areas of good performance and those of concern are, using for example a simple traffic light scheme with exception reporting on the key issues. 6.2.5 The performance of all providers should be reported on a regular basis by the relevant Host Partner to the Health and Wellbeing Board.

Reporting and Review Process. 9.1. Regular meetings should be held between the Host Partner and the service provider to review the latter’s performance. 9.2. The Host Partner shall monitor services having regard to national, regional and local key performance indicators, including: i. Performance assessment framework indicators ii. National performance indicators iii. Audit and inspection recommendations iv. Self-assessment Statement actions v. Relevant operational plan indicators vi. NHS clinical commissioning board targets vii. Relevant core and Care Quality Commission standards viii. Patient and Customer feedback 10.1 The pooled fund manager will be responsible for producing quarterly reports to the BCF Executive Group and Health and Wellbeing Board on or before 27th May, 2016, 26thAugust 2016, 25th November 2015 and 24th February 2016, using the attached template (Table 1).

Reporting and Review Process. 6.3.1 Regular meetings should be held between the Host Partner and the Provider to review performance. 6.3.2 The Lead Commissioner will monitor Services, as part of a basket of measures that contribute to the delivery of key outcome, having regard to national, regional and local key performance indicators including: 6.3.2.1 National ASCOF Measures; 6.3.2.2 BCF Indicators (where relevant); 6.3.2.3 Audit and inspection recommendations; 6.3.2.4 Relevant Operational Plan indicators; and 6.3.2.5 NHS Operating Framework targets. 6.3.3 These key indicators form part of a basket of performance measures. Activity and Financial indicators will be another part of the complete basket. 6.3.4 The basket of performance indicators will be monitored and reported to the Integrated Commissioning Board using, wherever possible, existing performance reports generated within either the City or the CCG, and making it clear where the areas of good performance and those of concern are, i.e. using a simple traffic light scheme with exception reporting on the key issues. Any other contractual key indicators will be added to the list of indicators. These will be for where the City has set specific key indicators for Services Contracts where the City is the Lead Commissioner. 6.3.5 The performance of all Providers should be reported, on a regular basis by the relevant Partner to the Integrated Commissioning Board.

Reporting and Review Process. 9.1. Regular meetings should be held between the Host Partner and the service provider to review the latter’s performance. 9.2. The Host Partner shall monitor services having regard to national, regional and local key performance indicators, including: i. Performance assessment framework indicators ii. National performance indicators iii. Audit and inspection recommendations iv. Self-assessment Statement actions v. Relevant operational plan indicators vi. NHS clinical commissioning board targets vii. Relevant core and Care Quality Commission standards viii. User and carer feedback data. 9.3. Significant over/under performance against the service contract will be reported to the Integrated Commissioning Unit and an action plan shall be provided by the appropriate Head of Commissioning, who will address the performance issue in accordance with the provisions of the relevant contract SCHEDULE 6‌ 1. These terms of reference and governance arrangements set out how the Bexley Integrated Commissioning Board (‘the ICB’) will be administered and managed. They record the agreed working arrangements between partners. 2. Role of the Board and Decision Making 2.1. In January 2012 the Bexley Health and Well-Being Shadow Board agreed there should be a Bexley Integrated Commissioning Unit. The Unit is overseen by the Integrated Commissioning Board, (ICB). The ICB reports via the governance arrangements of BCCG and the Council to the Health and Wellbeing Board, (HWBB). The terms of reference of the HWBB are set out in Appendix 3 to this Schedule. 2.2. The role of the ICB is to deliver jointly commissioned integrated services and develop joint commissioning activities to deliver more cost effective solutions. The ICB will also oversee the practical delivery of agreed priorities and report progress to the Partners. 2.3. The ICB may be directed by the HWBB via the governance arrangements of BCCG and the Council to undertake commissioning projects and may initiate reports to the Health and Well-being Board when appropriate/as required.