report to the board of barnsley hospital nhsft · 2012-10-22 · statement of financial position...

REF: 12/10/P/7a

REPORT TO THE BOARD OF BARNSLEY HOSPITAL NHSFT

SMT:\Board\Templates & Agenda\07a_Integrated Board Report_1.doc

SUBJECT: MONTHLY INTEGRATED TRUST BOARD REPORT – REPORT PERIOD MONTH 6

DATE: OCTOBER 2012

PURPOSE: To provide an overview of the Trust’s performance in terms of quality, activity, workforce, finance and the transformation programme for September 2012.

Board Assurance Framework :

BAF Key risk

To provide positive Assurance against the following Trust business objectives: 1a, 1b, 2c, 3c, 5b.

RECOMMENDATIONS: The Board of Directors is asked to receive and consider the contents of the report.

AUTHOR:

Janet Ashby, Director of Finance and Information David Peverelle, Chief Operating Officer Liz Libiszewski, Director of Quality & Performance Hilary Brearley, Director of Human Resources and Organisational Development Elaine Jeffers, Actiong Director of Transformation

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CORE IMPLICATIONS

i) Business Plan Objectives The report is intended to show progress against delivery of the Trust’s business plan and highlight any issues of concern.

ii) Public and Patient Involvement None directly, although much of the quality data reflects public and patient feedback.

iii) Communication The Trust’s continuing good performance and delivery, and support for its patients and staff is vital to its reputation.

iv) Risk Issues (including reputation) Inherent within the report.

v) Sustainability Considered.

vi) Legal Nil.

vii) Resources Inherent within the report.

NHS Constitution: In determining this matter, the Board should have regard to the Core principles contained in the Constitution of:

• Equality of treatment and access to services • High Standards of excellence and professionalism • Service user preferences • Cross community working • Best Value • Accountability through local influence and scrutiny

1

Monitor targets

2

Monitor Exception

3

Performance

5

Performance exceptions

7

Quality

9

Exceptions

10

Key Arrows represent the change between the current and previous month position

Deterioration in performanceImprovement in performanceDeterioration in performanceImprovement in performanceNo Change in performance

AHP Allied Health Professions ANP Advance Nurse Practitioner COPD Chronic Obstructive Pulmonary Disease CQUIN Commissioning for Quality and Innovation CSSD Central Sterile Services Department CSU Clinical Service Unit DNA Did Not Attend ED Emergency Department EPR Electronic Patient Record FCSE Finished Consultant Episode FFCE First Finished Consultant Episode KPI Key Performance Indicator LOS Length of Stay PAS Patient Administration System PROMS Patient Reported Outcome Measures RTT Referral to Treatment SAU Surgical Administration Unit VTE VenousThrombo-Embolism YTD Year to Date

Workforce

12

Exceptions

Green

= on target Improvement in performance

Amber

= under performance (within 5% of target)

Deterioration in performance

Red

= fail (>5% target) No change in performance

Financial Performance Summary

KEY ISSUE RAG Trend Financial Performance Summary

Financial

Reporting Indices

The Trust’s overall financial risk rating at month 6 is a 3 as planned. Capital expenditure is 57% of plan triggering one adverse measure of forward financial risk.

Statement of

Comprehensive Income

The overall position for month 6 is a £403,000 surplus, against plan position of £271,000 surplus. There are significant variances between planned income and costs as a consequence of the non-recurrent funding of escalation wards and the transformation programmes.

Income

Contract income £1,284,000 ahead of plan at month 6. Other Income £773,000 ahead of plan at month 6. This includes £220,000 additional R&D income which is matched by costs.

Efficiency

Programme

Achievement at month 6 is £1,821,000, which is £1,534,000 behind plan overall. The split of this underperformance is £349,000 against identified schemes and £1,185,000 transformational programme. The phasing on transformation is mitigated by contingency and other reserves. The main slippage on planned CIP’s are around the admin review which is linked to the Workforce transformation programme.

Pay

Total pay expense is showing an adverse variance of £2,147,000. This is predominantly attributable to the unplanned agency spend within the medicine CSU’s; some of which is mitigated by vacancies and the non-recurrent funding of escalation wards and the transformation programmes.

Statement of

Financial Position

Deferred income is £7.8 million above plan, due to additional financing from NHS Barnsley. £5 million of this is within the NHS Trade receivables figure of £6.2 million hence the underlying variance is £3.6 million favourable as opposed to the reported £1.4 million adverse.

Green

Green

Green

Red

Red

Green

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KEY ISSUE RAG Trend Financial Performance Summary

Cash

The cash position at the end of month 6 is £20.9 million, £7.1 million ahead of plan. Operating cash is equivalent to 50 days at month 6, and the overall liquidity metric is 45 days.

Capital

Capital expenditure is £2,315,000 year to date, £1,727,000 lower than plan. This relates to Patient Flow, the window replacement which has been delayed due to adverse weather conditions and the CHP project which is 2 months behind plan.

Green

Green

Transformation Programmes

Highlight Report

October 2012

1. Progress 1.1 Summary of Progress

1.1.1 The Trust is taking forward eight ambitious transformation programmes

that are scheduled as three year rolling programmes. 1.1.2 Each programme has taken time to be defined, scoped and established.

At the same time the Trust has reconfigured its management arrangements for its clinical teams, with Clinical Directors being newly appointed.

1.1.3 The majority of programmes are risk assessed as amber in October. All

programmes are now progressing and action is in place to ensure the management rigour for each, together with the identification and application of clearer achievement milestones. A ‘hands on’ approach is ensuring that progress is being made. The Milestone Plan will be updated regularly to ensure the Highlight Report reflects an accurate position for Trust Board.

1.1.4 It has been agreed by the Transformation Board that a Gateway Review

will be carried out for each of the Transformation Programmes. This will incorporate key checks to determine whether the programme remains on track to deliver the agreed outcome measures overall and will enable each Executive Lead to re-profile the next phase of work if required.

1.1.5 There have been considerable changes across the Trust since the

initiation of the Transformation Programme as a whole identifying the need to re-focus on further improvements and early wins.

1.1.6 To ensure that each programme receives the maximum support to

achieve the agreed deliverables the following action will be taken:

a) A Gateway Review will be carried out for the Urgent Care, Elective Care and Workforce Transformation Programmes during the week commencing 22ndOctober. Actions and recommendations identified will be agreed with each of the Executive Leads and monitored through the progress status report by the Transformation Board. The Outpatient, Consistency in Care, Strategic Service Review, Non-clinical support and Estates and IT programmes will be subject to a Gateway Review during November.

b) An Action Plan will be drafted for each of the Urgent Care, Elective

Care and Workforce Programmes following the initial Gateway Review process and presented to the Transformation Board on 6th November with the Action Plans for the remaining programmes

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being presented by no later than the Transformation Board on 4th December.

1.1.7 However, it is recognised that the resource supporting the Project

Management Office is stretched so consideration is needed as to how best to strengthen the team and increase capacity to meet the needs of the programme. A report outlining recommendations is being presented to the Transformation Board on the 23rd October.

1.1.8 Section 1.2 gives an overview and outlines progress to date of each of

the eight transformation programmes, highlighting overall progress and where there are current risks and concerns around specific aspects of the programme.

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2. PROGRAMME OVERVIEW Key:

Green Programme on track and identified milestones and deliverables achieved

Amber Slippage on milestones and/or deliverables but action being taken to bring programme back on track

Red Programme not on track and milestones/deliverables not achieved. No actions identified for recovery

URGENT CARE PATHWAYS

Overall Programme progress (RAG rated)

AMBER Executive Lead

Heather McNair

Exception Report & remedial action

The Primary Care workstream is currently behind schedule. Specific resource has been identified to re-scope the workstream and will be monitored via the monthly progress update report to the Transformation Board in November. The Deputy Chief Operating Officer (Urgent Care Project Lead) has left the Trust. An advert for a replacement has been produced but the gap poses a significant risk to the delivery of the programme. An interim arrangement has now been agreed between the Programme Lead and the Chief Operating Officer.

Comment Good progress has been made within the Urgent Care Programme with milestones achieved as per the Project Milestone Plan. The planned expansion of the Acute Medical Unit (AMU) has been completed and an improved patient flow process implemented. Further work to agree an appropriate in-reach model to AMU from sub-speciality areas is being progressed with the Emergency Medicine CSU Clinical Director. The Virtual Ward workstream is established with £225,000 of benefits confirmed to date. An initial report has been produced and is currently being evaluated. Three further pathways are being initiated this month: Fractured Neck of Femur, Chronic Obstructive Pulmonary Disease (COPD) and Fever in Children. Further work is identified for the ‘111’ and triage arrangements in the Emergency Department, which will identify further improvement needed in A&E. This programme will undergo a Gateway Review in the week commencing 22nd October and a remedial Action Plan with recommendations to ensure delivery remains on track will be agreed with the Executive Lead and presented to the Transformation Board on 6th November.

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STRATEGIC SERVICE REVIEW



David Peverelle


Comprehensive external assessment of each service vision to be conducted. CDs have been requested to identify a suitable method of validation using a ‘critical friend’ and national/local benchmarking data where relevant.

Comment This programme has taken time to be established due to the Clinical Directors being new into their role. They required coaching regarding the scoping exercise to determine the current position of each programme. Although the initial scoping proforma has been developed and scoping is underway further work is required to obtain the required baseline to provide an overview assessment. A workshop to scope the understanding around the purpose and drivers for the Strategic Service Review was held on September 21st Workshops for each CD to present their service vision were held on 6th and 12th of October with further sessions planned for 9th and 16th November. A communication and engagement strategy is being agreed with each Executive Programme Lead in conjunction with the Acting Director of Transformation and the Associate Director of Communication to ensure both internal and external stakeholders are fully included within Transformation Programme Workstreams. Local partner agencies have received a briefing on each of the Transformation Programmes and the planned workstreams Evolving local and regional CCG and service structures/commissioning arrangements are currently being established. Informal approaches to these are being led by the CEO and supported by the Exec team and CDs. Discussions are underway re potential strategic clinical alliances/joint working with Rotherham and Doncaster Hospitals led by the CEO, MD and DOF.

NON CLINICAL SUPPORT



Janet Ashby


No exceptions to report

Comment This programme is on track to deliver against agreed milestone points.

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A benchmarking of back office functions has been undertaken. Results have higlighted four priority areas which are currently undergoing a detailed review.

1.1 Further analysis of the benchmarking review is underway in conjunction with department leads including Information, Governance, Occupational Health and Learning & Development. Departments are being asked to produce a summary of findings including an analysis of cost breakdown, a detailed comparison to other benchmarked Trusts and a summary of other factors such as income, SLAs and statutory roles.

1.2 The clinical coding review is progressing to schedule; an external review of clinical coding was undertaken during June / July and options for the future service provision for coding presented to the Transformation Board in September. Options being pursued include the recruitment of senior staff into the coding team and further development of a “joint venture” option with external suppliers. Interim arrangements for senior staff are being put in place pending permanent recruitment and further dialogue on joint venture options is underway. An improved team will be in place for November and procurement for external support could start from January 2013.

1.3 The IT review is ongoing with regular updates going to Transformation Board. The future IT service model will be presented to Trust Board in December 2012.

1.4 An external review of the Surgical Services Department (SSD) has been concluded with recommendations presented to the Transformation Board. The tender for Bradford was unsuccessful and the feedback is being evaluated to assist in the success of future tenders.

IT & ESTATES


GREEN Executive Lead

Janet Ashby


The replacement of the Trust Patient Administration System (PAS) is a Red Risk on the Transformation Programme Risk Register due to the delay with the procurement process. Dialogue is currently underway to ensure a robust interim solution following the termination of maintenance support on the current system in 2014. (Details are included with the Risk Report).

Comment The IT and Estates Programme is delivering against agreed outcome measures and financial targets. The estates space utilisation review and recommendations are on track for submission to the Transformation Board in November. If the recommendations are accepted a three month consultation process will be required.

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ELECTIVE CARE PATHWAYS



David Peverelle


Due to changes in Orthopaedic capacity (Outpatient and Theatres) and the rate of surgical site infections, proposals to provide a 5 day ward facility have been delayed. A review of orthopaedic capacity and theatre scheduling is being undertaken, with a view to rearranging the possibility of achieving the 5 day elective ward target. This will form part of the Gateway Review. The work being undertaken with the theatre scheduling will facilitate the move towards operating on complex patients earlier in the week to support the closure of elective surgical beds at weekends.

Comment The pathway re-design work is making good progress to date. Following two extensive workshops, three current elective pathways have been identified for improvement work, the principles of which will be extended across a number of elective pathways; the Enhanced Recovery Pathways (ERP) for Hips, Knees and Colorectal Cancer. An initial pathway workshop for Hip and Knee ERP was held on 21st September and an Action Plan produced. The Productive Operating Theatre workstream is supporting the previous work undertaken within Theatres but is focussing specifically on theatre scheduling to ensure that operating time is maximised. A stakeholder event is planned for 9th November that will produce an Action Plan to reconfigure theatre schedules. A key objective will be to schedule complex cases at the start of the week to reduce the need for weekend admission. The Action Plan will be monitored through the monthly Elective Care status update report at the Transformation Board. An additional area of focus for the programme is the relocation of the Planned Investigation Unit (PIU) from Endoscopy/Day Theatres to ward 16. This will ensure that the environment and process within Endoscopy will comply for the forthcoming Joint Agency Group (JAG) Accreditation. The Elective Care Programme will undergo a Gateway Review during the week commencing 22nd October with an Action Plan and recommendations to be presented to the Transformation Board on 6th November. Some savings have been achieved to date, however the key challenge going forward will be undertaking the pathway reviews, organising and implementing the agreed changes, the lead time to implementation, and benefits reduction particularly to secure cost savings.

22

OUTPATIENTS



Jugnu Mahajan


Although scoping work has been undertaken to determine a suitable outpatient model progress has been delayed due to the absence of a Programme Manager. This has now been resolved and rapid progress is expected.

Comment Progress against the Outpatient Transformation Programme has been delayed due to an inability to recruit a suitable Programme Manager. This post has now been filled and rapid progress is expected to bring the programme back in line. A thorough review of the programme took place on Monday 15th October where clear actions will be identified and agreed. Progress has been made in determining an appropriate patient flow through outpatients that will be enhanced by the installation of patient self check-in kiosks. The business case has been accepted by the Investment Board and is currently undergoing procurement of a suitable system. Significant gains are being signalled from the initial review to enable quick wins and efficiencies to be initiated from November. A revised plan of activities will be issued in October and an ambitious but carefully planned delivery schedule with clear outcomes will be established and signed off at the Transformation Board.

WORKFORCE Overall Programme progress (RAG rated)


Hilary Brearley


It is recognised that the current spend on locum and agency staff is unsustainable. Measures have been put in place to control the spend and to understand the drivers for contingency staff. This is being performance managed by the Chief Operating Officer, Medical Director and Chief Nurse. The implementation of an electronic Job Planning process will clearly identify where there are gaps or other anomolies in the Medical Workforce configuration. Potential solutions will be needed in order to progress quickly.

Comment The Workforce Programme is dependant to some degree on progress within other Transformational Programmes to determine the most appropriate workforce to meet the needs of the business. The Admin, Nursing & AHP Workforce Reviews have been initiated. A

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report from the Admin Review will be presented in to the transformation Board in December The initial Medical Workforce Review is now complete. The procurement of an electronic medical job planning system is under discussion with a workshop planned with Clinical Directors for Friday 16th November. The initial sickness absence review has been concluded and an Action Plan is now in place for completion by November. Proposals for a Senior Manager salary structure will be discussed at Transformation Board in November. Sub regional discussions regarding local alternatives to Agenda for Change Terms and Conditions are in early stages. The Workforce Transformation Programme will undergo a Gateway Review during the week commencing Monday 22nd October with an Action Plan and recommendations to the Transformation Board on 6th November.

CONSISTENCY IN CARE



Jugnu Mahajan


No exceptions to report

Comment Progress has been made against workstreams identified within this Transformation Programme. The overall programme manager is now in post to coordinate the workstreams. A collaborative partnership is required with the Workforce Programme to identify best clinical practice and management processes and this will be instigated throughout October. Although no specific cost savings have been identified for this programme it is recognised that now workstreams are progressing in relation to staffing grades/rotas and job planning a greater degree of efficiency and therefore cost benefit realisation is expected. To respond to enhanced access to diagnostics the 2nd CT Scanner will be installed and operational by the end of the calendar year The Hospital@Night service is progressing: a test was conducted on 11th October with the clinical and supporting teams. Further recommendations were submitted on 16th October to the Transformation Board.

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3. FINANCIAL OVERVIEW 3.1 Summary of Progress

Efficiency Plan by Theme

Annual Identified Transfom Identified Identified Identified Transform Transform Transform Total Total TotalPlan Plans Plan M6 Plan M6 Actual M6 Variance M6 Plan M6 Actual M6 Variance M6 Plan M6 Actual M6 Variance£'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Workforce 2,804 1,273 1,531 606 406 -200 100 158 58 706 564 -142Outpatients 585 35 550 18 18 0 34 44 10 52 62 10Elective 401 101 300 40 20 -20 21 27 6 61 47 -14Urgent Care 1,075 225 850 102 102 0 226 238 12 328 340 12Consistency in Care 0 0 0 0 0 0 0 0 0 0 0 0Non Clinical Support 1,055 656 399 314 259 -55 18 45 27 331 304 -28Strategic Review of Services 605 605 0 94 94 0 0 0 0 94 94 0Estates & IT 690 95 595 48 48 0 34 50 16 82 98 16General Efficiencies 785 785 0 387 313 -74 0 0 0 387 313 -74TOTALS 8,000 3,775 4,225 1,608 1,259 -349 433 562 129 2,041 1,821 -220

4. TRUST BOARD CONSIDERATIONS/FEEDBACK MEASURES PROGRESSED

Work stream Date Reference Comment Action& Response

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Risk IDRisk Owner / Author

Date Logged Risk Managed By Risk Domain Risk Level Risk Description

Impact Description

Original Likelihood

(1-5)

Original Impact (1-

5)

Original Risk

ScoreMitigation Action

Action Owner

Planned Action Completion Date

TPR0014 Janet Ashby

22/05/12 IM&T and Estates Business Objectives / Projects

Programme The probability of over-running project timescales, may result in the expiry of the legacy system contract prior to the new system being live. There is a risk that the legacy system will be unsupported by the software supplier. In the event of system breakdown, local IT staff may be unable to bring the system on-line.

The Trust would no-longer have an accessible PAS.

3 5 15 In discussion with Peter Dyke of CfH to facilitate an agreed contract going forward.

Locally develop options for alternative provision of PAS support.

Agree options at PAS project board. 14/11/12

Jason Bradley

14/11/2012

BHNFT Transformation Programme Red Risk Log

1) URGENT CARE …> 240w 31.1) Virtual Ward …40w 3

1.1.1) Implementation 8w 2d 5.5h1.1.2) Improvements Feedback/Change control actions 14w1.1.3) Cost Benefit realised £225k 1.1.4) Additional Benefits realised1.1.5) Virtual Ward Evaluation Report1.1.6) Virtual Ward Enhanced Services Development 18w 1d

1.2) Transforming Urgent Care Workstream 54w1.2.1) Primary Care Stream in the Emergency Department 38w 2d

1.2.1.1) Plan1.2.1.2) Stakeholder Meeting1.2.1.3) Implement Improvements 38w 2d

1.2.2) …Ambulatory Care Pathways - Observation Ward1.2.2.1) Tender/Agreement1.2.2.2) Contractor on site1.2.2.3) Implementation

1.2.3) AMU Expansion 15w 3d1.2.3.1) Implemented 1d1.2.3.2) Review & further considerations 15w 2d

1.3) Clinical Care Pathways - Preperation …> 144w 41.3.1) …Agree procurement routes and tasks for short term 1w1.3.2) …Theatres Interface and physical patient flow charted and 1w1.3.3) …Outpatients interface, charted physical patient flow & 1w1.3.4) SITREPS review and recommendations for improvement 1w1.3.5) Community Interworking /partnership 26w 4d1.3.6) Community Partnership Framework agreement1.3.7) Procure short term services - in place 1w1.3.8) Implement medical model for short term services 1w1.3.9) Long/Medium term service model

1.3.10) Review funding - Local Authority Reablement scheme 2w1.3.10.1) Agree scheme plan 2w

1.3.11) …Social market campaign to inform and advise local 1w1.3.12) Hospital at night operational mandates/protocols agreed1.3.13) Pathway 1 - COPD 55w

1.3.13.1) Care Pathway Mapping definition start1.3.13.2) Kick off Lean/Pathway review of process 9w 1d1.3.13.3) Patient Experience 4w 2d1.3.13.4) A&E Receiving 41w 2d

1.3.13.4.1) Plan 2w1.3.13.4.2) Initial 111 Review and Discussions1.3.13.4.3) Develop 111 & model of Local Triage 16w1.3.13.4.4) Commence NHS 111 pilot 23w 2d

1.3.14) Pathway - Elderly Care Kings Fund 51w 4d1.3.14.1) National Kick off Meeting Milton keynes1.3.14.2) Care Pathway Plan and Activities in Barnsley 8w 4d1.3.14.3) Agreed Way forward via Trust Board1.3.14.4) Local Implementation Framework/Development 43w

1.3.15) Pathway 2 - Children's Fever < 1w 3.5h1.3.15.1) Mapping of process < 1w 3.5h

1.3.16) Pathway 3 - Trauma Hip < 1w 1.75h1.3.16.1) Mapping of process < 1w 1.75h

1.3.17) Additional Care Pathway Developments 1d1.4) Gateway Review 1w

2) STRATEGIC SERVICES 124w 3d2.1) Phase 1 -Strategic Services Activity Plan 7w 4d

2.1.1) Scoping/Analsysi and 7w 4d2.1.1.1) Stakeholder Map Developed2.1.1.2) Regional Understanding & analysis 5w2.1.1.3) Workshop 1 Internal Review2.1.1.4) CD Workshop - Presentation of CSU Strategy2.1.1.5) CD Workshop 2.1.1.6) CD Workshop2.1.1.7) CD Workshop 2.1.1.8) Follow on analysis, comments and feedback 1w 4d2.1.1.9) External Workshop 2 External Challenge

2.1.1.10) Follow on analysis, comments and feedback 1w2.1.1.11) …Transformation Board recommendations Presented an2.1.1.12) Trustboard Recommendations Presented & Agreed

2.2) Phase 2 - Stakeholder Engagement 23w 3d2.2.1) Plan 11w 4d2.2.2) Engagement 11w 4d

2.3) Phase 3 93w 1d2.3.1) Service Reconfiguration & Development 93w 1d

3) NON CLINICAL SUPPORT SERVICES 14w 2d3.1) Phase 1 - To 31st March 2013 14w 2d

3.1.1) IT3.1.1.1) IT Transactional Services

3.1.1.1.1) Options Appraisal 3.1.1.1.2) IT Service Spec Defined

Task Effort

Marie RowlandJackie Howarth

Jackie HowarthJackie HowarthJackie Howarth

Jackie Howarth

Mandy Philbin; Lead2 - Lean/ProcessMandy Philbin; Lead2 - Lean/Process

Mandy Philbin; Lead2 - Lean/ProcessMandy Philbin

Mandy Philbin

Mandy PhilbinMandy Philbin

Mandy Philbin

Mandy PhilbinMandy Philbin

Mandy Philbin; Liz Gombocz - Lean/processMandy Philbin; Liz Gombocz - Lean/process

Viv NicholsonViv Nicholson

Viv NicholsonViv Nicholson

Elaine JeffersElaine Jeffers


Liz Gombocz - Lean/process; Mandy Philbin

Liz Gombocz - Lean/process; Lynda Cunliffe


Elaine Jeffers

Elaine JeffersElaine JeffersElaine Jeffers


Janet AshbyJanet Ashby

Qtr 2 2012 Qtr 3 2012 Qtr 4 2012 Qtr 1 2013 Qtr 2 2013 Qtr 3 2013 Qtr 4 2013 Qtr 1 2014 Qtr 2 2014 Qtr 3 2014 Qtr 4 2014 Q

3.1.1.1.3) Future IT Model Proposal to Trust Board3.1.1.2) IT Systems Management

3.1.1.2.1) Review all IT Applications in order of priority3.1.2) Clinical Coding

3.1.2.1) External Clinical Coding Review3.1.2.2) Options Paper

3.1.3) CSSD Review 3.1.3.1) Consultant engaged to review3.1.3.2) Review Completion & Recommendations

3.1.4) Overall Department Reviews for savings efficiencies 14w 2d3.1.4.1) Review Summary and findings to Transformation board3.1.4.2) External benchmarking completed 3.1.4.3) Department Profiles - priorities 5w 1d3.1.4.4) Update to Trust Board3.1.4.5) …Implementation Plan - Incorporating agreed 2w3.1.4.6) Review of remaining services 7w 1d3.1.4.7) All Departments Reviewed with recommendations

4) IT & ESTATES Phase 1 to 31st March 2013 …112w 24.1) IT 89w 4d 7h

4.1.1) PAS /EPR 89w 3d 7h4.1.1.1) …Outline Business Case & Procurement Decision -4.1.1.2) FBC to Transformation Board4.1.1.3) FBC to Trust Board4.1.1.4) Options paper CD24.1.1.5) CD2 Phase 2 25w 2d4.1.1.6) ITT 14w 3h4.1.1.7) ITT Responses 4w 2d 1h4.1.1.8) Contract Award4.1.1.9) PAS Deployment 45w 4d 3h

4.1.2) IM&T Strategy 1d4.1.2.1) Presented to Trust Board 4.1.2.2) IM&T Infrastructure 4.1.2.3) BAU 1d4.1.2.4) Implement SystemOne Viewer A&E & AMU 4.1.2.5) Expand wireless network4.1.2.6) Wireless Phones 4.1.2.7) Mobile Working4.1.2.8) Review Support arrangements for mobile devices 4.1.2.9) Review other device options - HOSPICOM & BYOD

4.2) ESTATES Phase 1 - 31st March 2012 22w 3d4.2.1) Commercial Funding Opportunities4.2.2) Space Utilisation Review4.2.3) Consultation process 12w4.2.4) …Software Review and Procurement Room Booking, Asset 10w 3d4.2.5) Software Implementation4.2.6) Residential Accommodation Review/Proposal Trust Board4.2.7) Upgrade & Renewal of 'O' Block - proposal & plan 4.2.8) External Staff SLA Review & Recommendations

5) ELECTIVE CARE Phase 1 - 31st march 2013 13w 2d5.1) …Workshop 12th July - Review of current performance & Agreed5.2) Benchmarking Versus other Trusts Discussion5.3) Elective Bed Reconfiguration 4w

5.3.1) …Gynae reconfig - Reduced beds at the weekend - early 2w5.3.2) Orthopaedic - 5 Day Ward 2w5.3.3) Bed Modelling Review / Report review/actions

5.4) Enhanced Recovery programme 2w 2d5.4.1) Initial Workshop5.4.2) Hips Knees Care Pathway 2w 2d5.4.3) Colorectal Start Pathway5.4.4) SDA Activity Audit 5.4.5) SDA Findings including PIU information

5.5) PIU Relocation to Ward (check space) 2d5.5.1) Move completion5.5.2) JAG acreditation 1d5.5.3) Endoscopy Review and Agree on improvements 1d

5.6) Productive Theatres 5w 3d5.6.1) Ormis functionality knowledge & training Update/staff5.6.2) Effective use of theatres, Theatre capacity 5w 3d5.6.3) Staff Rotas realigned 5.6.4) Scheduling Arrangements Agreed5.6.5) Scheduling changes implemented/completed5.6.6) Review pre-assessment (gynae to preassesment)5.6.7) Review of Preassessment 5.6.8) …Productive Theatre Metric agreed(send finance paper to Lind5.6.9) PLICS/SLR Scope/Work/Impact assessment

5.7) WHO Safety Checklist -Review 5.8) Best Practice Tariff - Maximising Revenue

5.8.1) Fractured Neck of Femur Review/Care5.8.2) Best Practice Tariff Hernia Pathway reviewed5.8.3) Discharge to outpatients for specialities reviewed/actions

5.9) Discharge - reduction in elective readmissions 1w5.9.1) Link to Outpatients & agreed process/procedures5.9.2) Gateway Review 1w

6) OUTPATIENTS 36w 3d6.1) Phase 1 36w 3d

6.1.1) Agree scope6.1.2) Resources agreed and in place for analysis6.1.3) Prepare Review Document & Recommendations6.1.4) Day Review of Outpatients plus days follow up 2d6.1.5) Collate data/all information relating to Outpatients held 2d6.1.6) …Conduct wider Analysis and Reports for agreed scope 2w 2d6.1.7) Conclude Report Jugnu 's Exec Team and discussion6.1.8) …Jugnu Exec Team Review/Clinical Review of Proposal and6.1.9) Recommendations Re Outpatients to Transformation Board

6.1.10) Plan for Outpatients6.1.11) Self Service Spec Agreed 6.1.12) Self Service proposal to Transformation Board6.1.13) ITT Self Service 6w 2d6.1.14) Evaluation 8w

Janet Ashby

Janet Ashby






Janet Ashby

RozJason

JasonProcurement

Roz; Procurement

JasonJason

JasonJason

JasonJasonJasonJasonJason

Lorraine ChristopherLorraine Christopher

Lorraine ChristopherLorraine Christopher

Lorraine ChristopherLorraine ChristopherLorraine Christopher

Lorraine Christopher

Lynda Cunliffe

Lynda CunliffeLynda Cunliffe

Lynda Cunliffe

Lynda CunliffeLynda Cunliffe; Liz Gombocz - Lean/process

Lynda Cunliffe; Liz Gombocz - Lean/processLynda Cunliffe

Lynda Cunliffe

Lynda CunliffeLynda CunliffeLynda Cunliffe



Lynda CunliffeLynda CunliffeLynda Cunliffe


Liz Gombocz - Lean/process

Information Analyst

Jugnu MahajanPauline Jones

ProcurementProcurement

6.1.15) Award6.1.16) Implementation Plan6.1.17) Configuration 5w6.1.18) Deployment 5w 1d6.1.19) Quick Wins Implementation Start6.1.20) Space Utilisation Review complete6.1.21) QIPP Targets Specified 6.1.22) Measures of success Spec 4d6.1.23) Implement 8w

7) WORKFORCE …178w 37.1) Phase 1 …177w 3

7.1.1) Nursing 30w 2d 7h7.1.1.1) Analysis of current workforce and planned activity 8w 3d 7h7.1.1.2) Benchmarking of staffing levels against other trusts 4w 3d7.1.1.3) Nursing Review Completed7.1.1.4) Research paper on ANP workforce 4w 1d7.1.1.5) Research Summary to Transformation Board7.1.1.6) Skillmix Review 13w7.1.1.7) Introduction of Apprentices scheme

7.1.2) Medical 30w 2d7.1.2.1) Introduction of Electronic Job Planning 26w7.1.2.2) …Benchmarkng of medical staffing levels against other7.1.2.3) Measures to reduce agency & locum spend 4w 2d

7.1.2.3.1) Analysis & Recommendations 4w 2d7.1.2.3.2) Monthly Reductions in spend begins

7.1.3) Absence 28w 2d7.1.3.1) Action Plan7.1.3.2) Staff consultation 7.1.3.3) Implementation Completion7.1.3.4) Working Group - Additional Clinical Services7.1.3.5) Action Plan 28w 2d

7.1.4) AHP 28w 4d7.1.4.1) …Recruitment of service manager for OT and Physio 4w7.1.4.2) …Mapping & skill mix of current AHP workforce, each 16w 3d7.1.4.3) Benchmark AHP staff levels against similar local trusts 4w 1d7.1.4.4) …Recommendations for AHP workforce improvements to 4w

7.1.5) Quick Wins Review of current and additional quick wins7.1.6) Admin & Clerical 11w 3d

7.1.6.1) Benefits Realisation Report (Digital Dictation)7.1.6.2) Admin Reviews completed & action plans generated 11w 3d

7.1.6.2.1) Report7.1.6.2.2) Plan7.1.6.2.3) Implementation 11w 3d7.1.6.2.4) Review of Implementation Progress

7.1.7) Agenda For Change 7.1.7.1) Regional Discussion re Agenda7.1.7.2) …Review of performance related pay for senior

7.1.8) HR Support, Guidance and Consultation 48w7.2) Gateway Review 1w

8) CONSISTENCY IN CARE - PHASE 1 342w8.1) Enhanced Diagnostics 40w 4d

8.1.1) Proposal 8.1.2) Options/Recommendations - Capacity Forecast 6w8.1.3) Detailed Plan8.1.4) CT Scanner dependancy & work with Stakeholders 1w8.1.5) Provide information to support 7 day working 2w 4d8.1.6) Staff Rota proposal to Transformation Board 8.1.7) Review WTE and staff Rota Costings for agreement 3w8.1.8) Implement 2nd scanner 22w 2d8.1.9) Site preparation and arrangements 5w 3d

8.2) Hospital at Night 77w 2d8.2.1) …Plan including people, actions, nursing scope, governance &8.2.2) Scope, Options 17w 1d8.2.3) Live Test - [email protected]) Other options to be considered/Analysis 25w 3d8.2.5) Procurement Arrangements 8.2.6) Implementation 34w 3d

8.3) …Review of Current Practices and Senior Medical Cover - Phase 223w 4d8.3.1) Scope Outline8.3.2) Team Meetings - Ongoing Staff consultations 60w8.3.3) Service provision Paper 7 Day working 8.3.4) Budget Forecast for 7 day working plans/rota's8.3.5) Funding Agreement to budget plan8.3.6) …Departmental Rota's - Review, Define, Agree 40w 2d8.3.7) Audit Review 24w 1d8.3.8) Workforce items/impact -New contracts tie in 9w 3d8.3.9) Dispute Resolution - 90 day period 18w

8.3.10) All medical CD's review - Stakeholder reviews 33w 1d8.3.11) Proposal including costing and detailed scope8.3.12) Recruitment Phase 1, Define Phase 21w 1d8.3.13) …Training/other items/Manuals/Clinical updates /Reference 17w 1d

Procurement

Nursing Project Lead - WorkforceNursing Project Lead - Workforce



Nursing Project Lead - Workforce

Cheryl ClementsCheryl Clements

Cheryl ClementsCheryl Clements

Karl HickmanKarl Hickman

Karl HickmanKarl Hickman

Karl Hickman

Helen DixonHelen Dixon

Helen DixonHelen Dixon

Hilary Brearley

Caroline Stringer

Hilary BrearleyHilary Brearley

Hilary BrearleyHilary Brearley

HR Support Team

David Houghton; Elizabeth PengellyDavid Houghton; Elizabeth Pengelly




David Houghton; Elizabeth Pengelly

Julie Petch; Programme Manager/Jugnu; Elizabeth PengellyJulie Petch; Programme Manager/Jugnu; Elizabeth Pengelly

Julie Petch; Programme Manager/Jugnu; Elizabeth PengellyElizabeth Pengelly

Elizabeth Pengelly

Programme Manager/Jugnu; Elizabeth PengellyProgramme Manager/Jugnu; Elizabeth Pengelly

Programme Manager/Jugnu; Elizabeth PengellyProgramme Manager/Jugnu; Elizabeth PengellyProgramme Manager/Jugnu; Elizabeth Pengelly





report to the board of barnsley hospital nhsft · 2012-10-22 · statement of financial position...

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