TB2012.67 Trust Board Meeting: Thursday 5 July 2012

TB2012.67

Trust Board Meeting: Thursday 5 th July 2012

TB2012.67

Title

Status

History

Review of Trust Business Plan 2011/12

A paper for information.

This paper presents an update on the delivery of the objectives in the Trust Business Plan 2011/12 agreed by

Trust Board in June 2011.

This paper was supported by the Trust Management

Executive on 26 th April 2012.

Board Lead(s)

Key purpose

Mr Andrew Stevens, Director of Planning and Information

TB2012.67_Review of 2011-12 Trust Business Plan Objectives Page 1 of 30

Oxford University Hospitals TB2012.67

Summary

1 As part of the 2011/12 Trust Business Plan the Trust Board agreed a set of corporate objectives under each of the Trust’s Strategic Objectives.

2 The Division or Director responsible for each objective has provided an update on progress towards delivery.

3 These updates are presented in table format in the paper that follows.

4 Good progress has been made against the majority of objectives. Where work remains, objectives have been included in the 2012/13 Trust Business Plan.

Recommendation

The Board is asked to receive this report which is for information.

TB2012.67_Review of 2011-12 Trust Business Plan Objectives 2

Oxford University Hospitals

Update on progress towards delivery of the Trust’s Objectives

TB2012.67

Responsible

Division/Director

Update

SO1 To provide high quality general acute healthcare services to the population of Oxfordshire

1a Provide care closer to home and explore closer integration between acute and primary care, specifically in relation to the emergency and urgent care pathways

Director of

Clinical services

● Improve services/care pathways in conjunction with partners, including:

- Working with Community Health

Oxfordshire (CHO) to achieve greater vertical integration of community services

Emergency

Medicine,

Therapies and

Ambulatory

The Trust is participating in a number of groups concerned with developing and delivering initiatives to provide care closer to home (Urgent Care Taskforce, North Oxon

Integrated Urgent Care, Whole System Pilot for the Hospital at Home in the North, ACE [Appropriate/Acceptable Care for Everyone] Programme Board).

The Children’s Emergency pathway is being developed to support ambulatory care.

The Clinical Director for Emergency Medicine and Therapies is a member of the ACE Programme Board whose work streams include redefining the role and function of Oxford

Health’s Community Hospitals with which the Trust is



-

●

●

Developing interface medical services (such as the Emergency

Multidisciplinary Unit) that reduce readmissions, reduce acute length of stay and provide support to primary care teams in management of appropriate patients outside acute hospitals

Work with partners to reduce the number of delayed transfers of care

Work with partners on initiatives to deliver care “closer to home”, e.g. the expansion of satellite dialysis provision

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Responsible


Update working more closely. The ACE programme has launched a consultation on the integration of health and social care service into Localities.

The Trust is engaging with the Oxfordshire GP Consortium

Localities and is participating in the Long Term Conditions and Self Care Group.

The Abingdon Emergency Multidisciplinary Unit (EMU) continues to contribute to reduced emergency admissions to the John Radcliffe.

Director of

Clinical Services

Surgery and

Oncology

ACE Programme Board.

Work with Oxford Health NHS Foundation Trust (as above).

Business case for Horton Satellite Dialysis Unit approved.

Refurbishment of space completed on time. First treatment scheduled for 23 rd April 2012. Official opening planned for

June 2012.

Increased commissioned levels of activity for local/home delivery of chemotherapy delivered with widening access to home delivered chemotherapy. Plans to increase home delivery of suitable treatments during 2012/13.



Responsible


Update

SO2 To provide high quality specialist services to the population of Oxfordshire and beyond

2a Respond to national guidance on the centralisation of specialist care and support services, including:

All Divisions

●

●

Trauma – agree business case to become regional Trauma Centre and implement (subject to outcome of public consultation)

Vascular – implement business case to become a centre for Vascular

Surgery (subject to outcome of public consultation)

Neurosciences,

Trauma &

Specialist Surgery

Cardiac, Vascular

& Thoracic

Oxford University Hospitals became a designated Major

Trauma centre on 2 nd April 2012, beginning a phased resource implementation to ensure the Trauma unit is up to full capacity by October 2012. There are still discussions ongoing with some peripheral PCTs regarding funding, but these are not of a material nature.

As of 31 st March 2012 Phase 1 of the Regional Vascular

Surgery Development has been delivered. There are outstanding issues that have been escalated to the

Cardiovascular Network Chief Executive for resolution as far as possible these include:

 Commissioning between East Bucks and the OUH for vascular surgery for 2012/ 13. Repatriation of patients to Heatherwood and Wexham Park Hospitals NHS

Foundation Trust following treatment at the OUH will incur additional costs on tariff for commissioners. This issue is being debated with a view to finding a



●

●

●

TB2012.67

Responsible


Update resolution such as that reflected in the ‘stroke package’.

 Capital availability for phase 2 and 3 – Capital is required for the development of a hybrid theatre for endovascular activity.

 Work continues across the network between clinicians, managers and commissioners to confirm clinical pathways. These pathways are included as part of the final Service Level Agreements between providers.

Efforts continue to be focused on the achievement of the key stroke quality indicators.

Stroke – continue development of

Oxford as a Hyperacute Stroke

Centre

Emergency

Medicine,

Therapies and

Ambulatory

Children’s &

Women’s

Neonatal – Agree affordable solution for the expansion of neonatal services and commence implementation

Cancer – implement integrated

Head and Neck Cancer service at the

Churchill

Neurosciences,

Trauma &

Specialist Surgery

Full Business Case completed and approved by Trust

Management Executive at its meeting on 12

Approved by Trust Board on 3 rd th April.

May 2012 and submitted to

SHA in preparation for their approval shortly thereafter.

Following review and public consultation the Board has agreed relocation to the Churchill as the preferred option.



●

2b

●

2c

Pathology – ensure the Trust has a robust plan in response to the Carter review of pathology services

Achieve consolidation of the Trust’s catchment population

Responsible


Update

Critical Care,

Theatres,

Diagnostics &

Pharmacy

All Divisions

Implement the business case to repatriate adult cardiac surgery from London providers

Cardiac, Vascular

& Thoracic

Develop and strengthen the Trust’s All Divisions plus

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The strategy/service model for Pathology/Laboratories is being defined under the guidance of Derek Roskell and

Runjan Chetty.

Neurosciences, Trauma & Specialist Surgery: Market assessment work has been completed and forms an integral part of the Division’s 12/13 business plan.

Surgery & Oncology - Linking with Milton Keynes and Great

Western Hospitals FTs to develop oncology services

Children’s &Women’s – The Division has actively participated in the partnership visits with local DGH partners in order to support consolidation and network developments.

Cardiac, Vascular & Thoracic - The Cardiac Rhythm

Management Services business case approved at the end of

March 2012 will increase the catchment population served by the OUH tertiary Electro Physiology service.

Implementation has commenced.

 The Trust has laid a foundation for a clinical network


Oxford University Hospitals involvement in all Clinical

Networks

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Responsible


Medical Director

Update that involves all the acute hospital trusts in Thames

Valley and beyond. There have been visits to trusts at

Cheltenham & Gloucester, Swindon, Reading, Milton

Keynes, Warwick High Wycombe & Stoke Mandeville.

Others are planned for Northampton and Wexham Park.

Visits have been well received without exception. The visits have led to further exploration of partnership opportunities with each trust, depending on their individual needs and concerns. These partnerships can form the basis for the creation of an integrated clinical network that seeks to characterise illnesses within its population, to standardise treatment strategies and to reduce variations in outcomes.

 The philosophy underlying the clinical network has been to support as much specialist treatment as possible locally, such as in radiotherapy and paediatric surgery.

The process of repatriation of referrals from London is gaining momentum and will require careful capacity management to secure it. The Trust has also demonstrated its commitment to providing specialist services by assuring necessary investment for the establishment and expansion of crucial network services such as Vascular Surgery and Intervention, Trauma and

Neonatal ICU.



● Develop business case for Paediatric

Cardiac Services network care in collaboration with University

Hospital Southampton NHS

Foundation Trust

Responsible


Update

Children’s &

Women’s

 The trust is introducing new consultant working practices (consultant-of-the-week) that will make it more responsive to external referrals for specialist services.

Paediatric Network with University Hospital Southampton

NHS FT continues to develop well. This comprises three elements a) cardiac service, b) neurosurgery and c) critical care. The third of these is embryonic and work is ongoing to progress further development linked to Paediatric ICU retrieval standards.

SO3 To be a patient-centred organisation providing high quality and compassionate care – “delivering compassionate excellence”

3a Promote a new culture including the agreement of the staff engagement strategy during 2011/12 and the consolidation of the newly named organisation’s brand and identity

Director of

Workforce

Director of

Planning &

Information

Values exercise completed and new Trust values approved

January 2012. Delivering Compassionate Excellence through

Staff Engagement programmes now comprises four main commissioned strands; Values into Action, Staff Survey,

Listening into Action and Patient Experience Group.

New visual brand developed as part of the NOC integration and the joint working with the University of Oxford. Wider brand development being taken forward as part of the

Foundation Trust application.



●

●

●

3b

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Responsible


Update

Director of

Finance

Performance compacts were agreed with the Divisions and are reviewed quarterly.

Agree Performance Compacts for the Divisions and corporate

Directorates as the foundation for earned autonomy

Cultivate excellent relationships with GPs and commissioners

Continue to improve communication with staff, ensuring that each member of staff understands their contribution to the delivery of the Trust’s strategic objectives through their annual personal objectives and appraisal

Deliver continued and measurable improvements in patient safety, patient experience and the effectiveness of services (including

Director of

Planning and

Information

Director of

Workforce

All Divisions plus

Medical Director and Chief Nurse

Links being developed with the Clinical Commissioning

Group (CCG). Strategy workshops held between CCG and

Divisional and Executive Directors. Regular scheduled liaison meetings held with CCG leads for North Oxfordshire. Full participation in QIPP groups.

Over 4,300 staff replied to staff survey with Local Action planning now taking place. Led by Divisional and

Directorate leads the plans, indicating local priorities

(including appraisal), will be reviewed by Workforce

Committee. Work continues on the review of appraisal and personal development plans and communication approaches.

(NB links with 3a above)

 A revised structure for the clinical governance, patient safety and assurance functions has been developed and, following full consultation, implemented.

 Divisional quality systems are becoming embedded with



● access), working through the new clinically led organisation

Deliver quality standards, including those set out in the Quality Account for 2011/12 covering patient safety, effectiveness and experience (e.g. reductions in readmissions, improvements in VTE assessments,

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Responsible


Update different models to suit particular circumstances.

Improved understanding of divisional and corporate roles and responsibilities.

 Improvement in the standard of quality reporting over the year (both to and from the Clinical Governance

Committee) with ongoing work to facilitate the effective delivery of quality-related data from clinical areas to the data warehouse for effective reporting.

 Agreement on a standardised process for mortality review across the Trust, currently being implemented within services and directorates.

 Clinical Audit Committee established and fully operational

 Patient Safety Committee terms of reference drafted and first meeting held.

 Patient Safety Framework to be compiled as part of the overarching Quality Strategy.

All Divisions

TB2012.67_Review of 2011-12 Trust Business Plan Objectives

The ORH and NOC set different standards for 2011/12.

The standards were met for pressure ulcer reduction (ORH), improving medicines safety (ORH), quality improvement through PROMS (NOC), screening for dementia and delirium in emergency admissions (ORH) and patients with learning

11


● reductions in HSMR, care of vulnerable patients, improvements in communications and end of life care, and human factors training for staff)

Engage with patients to establish what really matters to them, identifying opportunities for improvements and ensure they have input into proposed service developments

TB2012.67

Responsible


Update

Chief Nurse disabilities (ORH). Infection control targets were met across the two trusts with the exception of one case of clostridium difficile above maximum level set at the NOC.

Standards were partially met for safer care in theatres (NOC), mortality reduction (ORH), enhanced clinical pathway redesign (NOC), improved radiology times (NOC), improving communication (both) and end of life care (ORH).

Standards were not met for VTE (100% at the NOC, 87% at the JR, Churchill and Horton against a target of 90%) and discharge within 2 hours of decision to discharge (NOC) where work is ongoing to improve the discharge process.

More information is available in the Trust’s Quality Account for 2011/12.

First event held in April.

Second event held in March, postponed from October, where

50 members of the public attended and participated in group discussions which were led by members of staff. The public were appraised of action from last event and invited to participate in providing responses to a range of themed questions to help develop the content of the Quality Account for 2012/13.



●

●

●

Increase and improve methods for capturing and analysing feedback from patients and carers on the care they receive

Achieve national standards for access to services:

-

-

-

Referral to treatment times

Cancer waiting times

A&E standards

Improve turnaround times for

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Responsible


Chief Nurse

Update

All Divisions as applicable

Discussion about methodologies identified the need for technical input into producing a specific briefing on the way forward. Subsequently a local CQUIN has now been agreed for 2012/2013 to take forward a project to implement electronic patient feedback. In addition a review of the

Hospaedia bed side system was held on 19 January to explore the potential of using the system for capturing patient feedback. The commercial implications for this piece of work continue to be explored.

As at February 2012 (latest available data) referral to treatment time targets were being met.

As at February 2012 (latest available data) the Cancer waiting time targets were being met.

The year to date average for the A&E 4 hour standard up to November 2011 was 95.63% (target ≥ 95%). The implementation of EPR has temporarily disrupted the reporting of accurate figures after this date.

Critical Care,

Theatres,

Continued improvement during 2011/12.



●

3c clinical support services

Modernise Breast Services

Compliance with CQC outcomes and achievement of improved

NHSLA status drawing on new assurance and governance standards

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Responsible


Diagnostics &

Pharmacy

Update

Radiology turnaround times achieved and sustained, whilst also ensuring that there are equal waits across all sites. PCT removed all special measures in September 2011.

Turnaround time KPIs agreed and monitored for diagnostic tests for Trust patients, priorities agreed for Emergency

Department and assessment areas.

Pharmacy: Turnaround times for TTOs have shown a marked improvement during the year and have been sustained. Long term sustainability will be maintained with the introduction of modern robotics and service redesign in 2012/13.

Surgery &

Oncology

Director of

Assurance

Sentinel lymph node service started in Dec/Jan 2011/12. A substantive oncoplastic breast surgeon was appointed in

April 2012.

Expansion of sentinel lymph node service progressing.

Capacity increase in radiology/nuclear medicine delayed due to recruitment difficulties. Expected to be at full capacity by

July 2012.

The Trust has action plans in place to ensure continuing compliance with CQC outcomes.

The Trust achieved level 1 in its assessments against the

NHSLA’s acute risk management standards and Maternity



●

●

●

3d

Review the Trust’s proposed governance framework as part of the development of the application for

Foundation Trust status

Implement CQC action plan and deliver compliance in all outcomes

Agree plan to improve NHS

Litigation Authority (NHSLA) status

Plan and deliver a sustainable future for the Horton General Hospital

Responsible


Update

Director of

Assurance

Director of

Assurance

Director of

Assurance

TB2012.67

CNST in September and mid-November respectively. Postproject evaluations have been undertaken for both of these assessments to inform the project plans for attainment of level 2. Work continues with standard leads to revise and implement policies.

Work has progressed to further develop the Board Assurance

Framework and risk registers. A review of the Board and its subcommittees is in progress, and supporting strategies to strengthen the Trust’s risk management, quality, and assurance arrangements are in development.

Action plans are in place for outcomes where compliance issues have been identified and are monitored by the Clinical

Governance Committee. The Trust’s project to integrate CQC monitoring with the compliance software HealthAssure is underway.

Project plans are in place for acute and maternity workstreams to achieve level 2 in 2013.

Horton Vision initiative being taken forward. Linked to development of the Integrated Business Plan and Long Term

Financial Model. Full participation in the Community



●

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Enhance the quality, efficiency and sustainability of services at the

Horton General Hospital, including the re-modelling of adult medical and surgical services and the provision of a flexible, robust core medical function that supports other specialty work, developing the

Horton Vision

Responsible


Update

Partnership Network.

All Divisions,

Director of

Planning and

Information and

Director of

Clinical Services

Cardiology services at the HGH have been strengthened by the second consultant cardiologist post on that site. A number of service improvement initiatives are ongoing, one of which is a rotation of staff between sites which improves the

Continuing Professional Development of cardiac physiology staff and integration with the larger department.

The most recent service improvement report recommended an improvement in the outpatient environment which will enhance the cardiology diagnostics service on the Horton site.

It is planned for these changes to be delivered within

2012/ 13.

Surgery & Oncology - Undertaking a review of emergency surgical services chaired by the Director of Clinical Services.

Children’s &Women’s – The Division has completed the implementation of the 24/7 consultant resident service for paediatrics and the changes to the Horton Gynaecology

Service. A well-established group has supported an initial options appraisal for obstetric services and supported challenges in junior medical staffing across obstetrics and gynaecology. This includes the appointment of Clinical



Responsible


Update

Research Fellows to support the service.

Neurosciences, Trauma & Specialist Surgery – Evidenced and significant reduction in Banbury fracture clinic waits following Clinically Led Organisation implementation.

Trauma substantive SpR tier and Ortho-geriatrician in place, including medical fellow ward cover.

Overnight service reduction (20:00-08:00) configuration supported pending Oxfordshire health economy approval.

Emergency Medicine Therapies & Ambulatory – Medical beds (-10) have been reduced in line with delivery of CIP and single sex accommodation. The Division will continue to actively participate in the formulation of development to better support the delivery of surgery and trauma, building on the medical management input provided currently.

Radiology: Critical Care, Theatres, Diagnostics & Pharmacy

Division working with clinical divisions to remodel day case services at the Horton. Will need to respond to overarching

Horton strategy going forward in respect of diagnostic and critical care services.

Pharmacy: Review and option appraisal under way for the pharmacy service - to conclude in 2012/13.



Responsible


Update

SO4 To be a partner in a strengthened academic health sciences system with local academic, health and social care partners

4a Work towards a shared strategic agenda with the University of

Oxford

Chief Executive Joint Working Agreement (JWA) and Trade Mark Licence agreed with the University of Oxford. JWA arrangements implemented.

●

●

Finalise and formalise the arrangements for strengthening the partnership

Finalise arrangements for the Joint

Research Office

Chief Executive Joint governance arrangement agreed within the Joint

Working Agreement now being established.

New name adopted.

Medical Director The Joint Research Office (JRO) is now established in refurbished space on the Churchill Hospital site. The groups within the JRO need to further develop effective working arrangements to expand and accelerate clinical research activity, coordinated by the Director of Research &

Development and a Clinical Research General Manager.

4b

●

Achieve Biomedical Research Centre

(and Unit) renewal in partnership with the University of Oxford

Secure the renewal of Biomedical

Research Centre/Unit status

Medical Director

Medical Director The BRC and the BRU were successful in the new NIHR competition in August 2011. Both BRC and BRU were awarded a significant increase in funding (£95m and £10m



4c Design and deliver an education and training strategy, working with key partners including the University of

Oxford, Oxford Brookes University, the Thames Valley Postgraduate

Deanery and other key partners that will meet the local and national requirements for well trained and educated staff for all areas of the

NHS

Responsible


Update

Chief Nurse supported by

Medical Director and Director of

Workforce

TB2012.67 over 5 years, respectively), with additional NIHR funding for research in dementia of £2.5m. The funding will enable the

BRC and BRU to address new areas of strategic importance to develop translational research capability between the Trust and University.

The Trust learning and development framework has been drafted and agreed by the Trust education and training committee who have been engaged in its creation. This draft framework sits beneath a wider Workforce Strategy which is now being developed. A prioritised work programme to deliver the framework has been developed.

A review of Statutory and Mandatory training has been completed and a new Trust policy and framework agreed with the Trust Management Executive. Implementation of the new competence based approach to Statutory and Mandatory training is underway. This will be supported with a new

Learning Management System to support new learning and assessment methods combined with a suite of enhanced management and employee information.

Partnership agreement in place with Oxford University.

Arrangements for mirroring a partnership agreement with

Oxford Brookes University at discussion stage (heads of



●

4d

TB2012.67

Responsible


Update agreement for collaboration agreed in draft).

Develop an Education and Training

Strategy

Establish the Oxford Academic

Health Sciences System with partners in the NHS (GPs/primary care, Oxford Health, PCT) and higher education (University of

Oxford, Oxford Brookes University)

Chief Nurse supported by


Workforce

Framework being implemented which:

 Provides high quality educational and clinical supervision

 Complies with medical educational Quality Assurance processes

 Provides a process for effective governance of medical education

 Manages the business of delivering the Deanery contract for medical education

 Reviews and provides appropriate education opportunities for all doctors in training

Work on the framework and achievement of the objectives will continue throughout 2012/3.

Initial strengthening of relationship with the University of

Oxford has been followed by building of wider partnership across the health and social care system. Proposals for establishment of an Oxford Academic Health Partnership being developed.



●

●

Develop a plan to establish a system working with all partners across

Oxfordshire and the Thames Valley

Deliver a stakeholder strategy

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Responsible


Update


Planning and

Information

Director of

Planning and

The clinical network discussions with potential partners have always included discussions relating to research and learning networks and can form the basis to create an AHSN with a population of around 5 million. The Trust has visited other trusts, such as Basingstoke, Worcester and Bedford, where it traditionally has had few clinical ties and discussed the wider concept of a research and learning partnership.

The Trust is forming a ‘partnership’ with Oxford Health and

Oxfordshire County Council to provide more vertical integration of care in the hospital and in the community. The

Trust is also exploring novel learning strategies that can be applied to a larger learning network. The Trust has also opened discussions with Thames Valley Health Innovation and Education Cluster (HIEC) to facilitate the anticipated recommendations of the AHSN Sunset Review.

The Trust is now waiting for the details of the final AHSN announcement before honing its strategy and proposal.

Current discussions with acute hospital providers have revealed an acknowledgement by them of the central role of

OUHT in any AHSN.

Draft stakeholder strategy developed. Being updated in light of NOC integration and Foundation Trust application.



Responsible


Information

Update

Linked to and integrated with patient and staff engagement strategies.

SO5 To meet the challenges of the current economic climate and the changes in the NHS and become a resilient, flexible and successful Foundation Trust

5a Work with partners in the local health community to ensure that services are financially sustainable

Director of

Clinical Services and Director of

Planning and

Information

Full participation in the QIPP groups.

Alignment of the development of the clinical services strategy with the financial parameters of the local health economy and commissioner QIPP / commissioning strategies.

5b

●

Increase productivity and delivery of CIPs year on year in line with the agreed financial strategy and within the agreed performance framework/compacts

Deliver Financial Plan

All Divisions supported by

Director of

Finance

All Divisions and

Corporate

Directorates

2011/12 plan of £58m (7.5%) delivered at £56m.

2012/13 plan of £50m in place.

The Trust delivered a £7.603m surplus.



●

●

5c

●

●

5d

Deliver Cost Improvement

Programme

Downsize commensurate with commissioner Quality, Innovation,

Productivity and Prevention (QIPP) delivery

Implement the Electronic Patient

Record (EPR) programme and deliver patient care and service improvements and cultural changes, drawing on the experience of the

NOC

Implement the Electronic Patient

Record

Establish financial regimes and systems that meet FT requirements

Achieve surplus to underpin FT

Responsible


Update

All Divisions and

Corporate

Directorates

Director of

Clinical Services

Director of

Planning and

Information

Director of

Planning and

Information

Director of

Finance

Director of

As above. 95% of 2011/12 plan delivered.

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QIPP only partially delivered. In particular, numbers of

Delayed Transfers of Care (DTOCs) did not fall and, therefore, relevant downsizing was not possible.

EPR Programme benefits realisation and implementation plan imports lessons from the NOC and seeks to maximise impact of EPR as a catalyst for transformational change.

Implementation of phase one of the electronic patient record took place on 3 December 2011

Plans for roll-out of clinical functionality being progressed.

Surplus of £7.603m delivered in 2011/12. This is 1% of



●

●

●

5e

Responsible


Update application Finance supported by all

Estimated year-end financial risk rating is 2.8.

Divisions and

Corporate

Directorates

Remove the residual cumulative deficit generated in 2005/06 and

2006/07

Deliver improvements in the liquidity ratio

Improve the understanding of financial performance through the further development of service line reporting and patient level costing

Develop supporting strategies – to include:

Director of

Finance supported by all

Divisions and

Corporate

Directorates

Director of

Finance

Director of

Finance

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£7.6m in 2011/12 reduced cumulative deficit to £7.9m. A planned surplus in 2012/13 will further reduce this.

Improvement in liquidity days of 4 days in-year.

Quarterly profitability statements are in place and a new patient level costing system is being developed.



Capital Plan – Agree 5 year capital programme integrated with:

Clinical Services Strategy

FT application

Agreed investment programmes for areas of significant expenditure (imaging, laboratories, theatres and critical care)

Estates utilisation strategy

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Responsible


Update

FT Programme

Director and relevant Directors

Development of capital programme taken forward as part of the Integrated Business Plan and Long Term Financial Model.

Workforce strategy – Agree a workforce plan that aligns with the

Clinical Services and Financial strategies

Director of

Development and the Estate

Director of

Workforce

See below (5f)

Workforce strategy developed in conjunction with key stakeholders and first draft signed off by Workforce

Committee prior to submission to the SHA in line with

Tripartite Formal Agreement requirements.

Workforce plan completed as part of the Operating Planning process. Workshops, led by the Centre for Workforce

Intelligence, held to improve workforce planning process.



5f

IT – Agree an IT strategy and continue the implementation of the data quality framework

Explore all potential commercial opportunities, particularly in relation to the utilisation of the physical estate and possibilities for private patients and other developments

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Responsible


Update

Director of

Planning and

Information

Director of


Director of

Clinical Services re private patients

IT strategy being updated as part of the Integrated Business

Plan and Long Term Financial Model.

Data quality framework further developed and embedded.

The Development Control Plan, which specifically identifies locations for commercial development, will form the basis of a wider public consultation document, once approved by the

Board. Specific developments include:

1.

Development of more ‘key worker’ and student accommodation (initial outline proposal from A2 being reviewed).

2.

An externally funded new main entrance utilising retail revenues to fund seed capital. Outline

Business Case has been approved, commercial close and Full Business Case programmed for Sept and

Oct respectively with a facility opening in Sept/Oct

2013.

3.

Options around a dedicated lab facility to provide services across Oxon, Bucks and Milton Keynes.

Commercially viable but dependent on a collaborative solution across the clinical network.

4.

Development of a revised traffic management



Responsible


Update strategy to support future planning applications.

Completed as part of Development Control Plan.

● Review the utilisation of the Estate and develop a strategy in response to findings

Director of


A detailed Development Control Plan has been completed.

This provides a high level utilisation assessment and future opportunities proposal. A detailed forensic analysis of retained space is now required to identify specific, internal opportunities and to allow repatriation of staff from low quality, peripheral buildings. In conjunction with a 6 facet survey, a detailed future estate strategy will be developed from both data sources; in specific response to the emerging clinical strategy.

Options for private practice being developed for consideration in 2012/13.

● Agree a Private Patient Strategy

SO6 To achieve the integration of the ORH and the NOC during 2011/2012, realising the benefits as set out in the business case

6a Achieve integration between the

ORH and the NOC

Director of

Planning and

Information

Integration took place on 1 November 2011.

● Ensure harmonisation of policies and procedures within the agreed

Director of

Clinical Services

Director of

Assurance

Policy revision will form a key part of the work to take the

Trust to level 2 of the NHSLA risk management standards.



●

● governance frameworks for the new

Trust

Ensure smooth transition for all

NOC staff into the new Trust – within the corporate departments and to the seventh Division

Celebrate a successful integration and the new brand and identity

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Responsible


Update

Director of

Workforce

An on-going programme of revision to all other policies is now in place following the establishment of Oxford

University Hospitals NHS Trust.

Completed.

Director of

Planning and

Information

Integration celebrations took place on all four sites. New brand and identity being developed. Integration positioned as part of the journey towards a successful Foundation Trust application and the establishment of a high-performing academic health partnership.



Conclusion

1.

Good progress has been made against the majority of objectives agreed in the

2011/12 Trust Business Plan. Where work remains, objectives have been included in the 2012/13 Business Plan.

Recommendations

2.

The Board is asked to receive this report.

Mr Andrew Stevens, Director of Planning and Information

Ailsa White, Corporate Planning Manager

Updates provided by those responsible for each objective

June 2012



ACE

AHSC/N

CCG

CHO

CIP

CLO

CNST

CPD

CQC

CQUIN

DGH

EMU

ABBREVIATIONS

Appropriate/Acceptable Care for Everyone

Academic Health Science Centre/Network

Clinical Commissioning Group

Community Health Oxfordshire

Cost Improvement Programme

Clinically Led Organisation

Clinical Negligence Scheme for Trusts

Continuing Professional Development

Care Quality Commission

Commissioning for Quality and Innovation

District General Hospital

Emergency Multidisciplinary Unit

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HSMR

ICU

JWA

KPI

NHSLA

NIHR

PCT

PROMS

QIPP

SHA

TME

TTOs

Hospital Standardised Mortality Ratio

Intensive Care Unit

Joint Working Agreement

Key Performance Indicator

National Health Service Litigation

Authority

National Institute for Health Research

Primary Care Trust

Patient Reported Outcome Measures

Quality, Innovation, Productivity and

Prevention

Strategic Health Authority

Trust Management Executive

(Medication) to take out


TB2012.67 Trust Board Meeting: Thursday 5 July 2012

Update on progress towards delivery of the Trust’s Objectives

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TB2012.67 Trust Board Meeting: Thursday 5 July 2012

Update on progress towards delivery of the Trust’s Objectives

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