PUBLIC
PAPER
CG 02/14
Report to the Meeting of the Council of Governors
19 March 2014
Oxford Health NHS Foundation Trust 2-Year Operational Plan
For:
Comments
The Oxford Health NHS Foundation Trust 2-Year Operational Plan is being presented to the
Council of Governors as a draft, prior to submission to Monitor on 4th April 2014, to comply with
the Annual Planning Review process for 2014/2015.
The document is intended to reflect the Trust’s main business plan for the next 2-years.
Information included accurately reflects the strategic framework and the Trust’s business plan that
is currently being finalised and was discussed at the recent Governors’ seminar (11th February) as
well as circulated for comments in the Governor Update 07/2014 on 18th February.
The main sections of the plan contain an executive summary following by detail of our
operational plan – the short-term challenges, detail of quality plans, operational requirements and
capacity, productivity, efficiency and cost improvement and financial plan. The final appendices
contain any information that is not intended for publication.
The key principles of the Trust’s Operational Plan are summarised as follows:
Oxford Health Foundation Trust will continue to take a leading role in transforming healthcare.
The process of re-modelling our services will shortly be completed and the work of realising the
benefits of these changes and deliver the highest possible value to patients is beginning. Our
work as core members of the Academic Health Science Centre (AHSC), the Thames Valley-wide
Academic Health Science Network (AHSN) and as hosts of the Collaboration for Leadership in
Applied Health Research and Care (CLAHRC) will enable us to rapidly translate innovation and
research into practice.
Our operational plans for FY15-FY16 aim to organise care around the patients’ needs, improving
local access and offering 24/7 access to our services. The foundation of our organisation will be
our clinical, managerial and academic teams, and we will be connected throughout the
organisation by our values – to be caring, safe and excellent – and drive for our shared vision of
outstanding care, delivered by outstanding people.
We will deliver coordinated local care as part of the whole system working with other providers of
health and social care to ensure that patients receive the right expertise at the right time. We will
also ensure that our impacts in terms of outcomes and not just activities are systematically
measured and reported. The development of our information systems will contribute to improved
systematic measurement and reporting of these impacts, support us to share learning and strive
for continuous improvement. Additionally, the implementation of the next generation of our
Electronic Health Record will reduce the administrative burden on our clinical staff allowing them
to maximize the time they have with patients.
Throughout the world health and social care systems are struggling with rising costs and uneven
quality and our plans are designed with this in mind. We must work together with providers,
purchasers and patients to replace today’s fragmented system with a system where services are
designed to meet the needs of patients, concentrated in the right locations and delivering high
value care.
Oxford Health NHS FT non-NHS Services
Within this plan we would like to draw particular attention to page 20 that describes the
continued development of non-NHS services in order to generate additional income that can be
reinvested back into services and contribute to cost improvement. Article 19.6 of the Trust’s
constitution states: “Where a forward plan contains a proposal that the Trust carry on an activity
of a kind mentioned in 19.5.1 (“activities other than the provision of goods and services for the
purposes of the health service in England that the Trust proposes to carry on”) the Council of
Governors must:
19.6.1 determine whether it is satisfied that the carrying on of the activity will not to any
significant extent interfere with the fulfillment by the Trust of its principle purpose or the
performance of its other functions; and
19.6.2 notify the Trust of its determination.”
Oxford Health NHS FT (OHFT) successfully began the development of commercial services in
2013. The mandate of the service is to generate additional income to enable further investment in
NHS services, to contribute to cost improvement initiatives and to drive innovation.
Investment and support for the service was on the basis of a low risk option - with initial
appointment for one year, providing time to evaluate OHFT’s ability to succeed in generating
profitable income and coordinate its safe implementation. The service has begun generating
additional income and is now developing a longer term strategic plan to grow and develop
services and opportunities.
As part of the OHFT constitution the Council of Governors is asked to “determine whether it is
satisfied that the carrying on of the activity will not to any significant extent interfere with the
fulfilment by the Trust of its principle purpose or the performance of its other functions”. If the
Trust’s income from non-NHS sources was to rise by more than 5% of its total income the Council
of Governors would be required to approve this in line with clause 19.7 of the Trust’s constitution.
That is not required at this stage.
The purpose of this report is to provide supporting evidence and assurance to the Council of
Governors that the continuation of this service will not detract from OHFT’s primary purpose of
providing high quality healthcare free at the point of delivery. Since July 2013 OHFT has been
developing commercial services including:
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Consultancy
Specialist training
Smallscale private clinical services (setting up dentistry)
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Corporate health and well being services and other corporate support services
Links with international healthcare systems
The Trust has ensured that all non-NHS ventures have not interfered with the Trust’s fulfilment of
its principle purpose through careful management of all presenting opportunities. For example, a
recent international visit from China was carefully planned to avoid conflict for staff with service
contracts meetings (with commissioners).
A brief overview of services rendered are listed below:
Consultancy:
Training:
Clinical Services:
International Work:
Bristol CCG
PEPPCare, Health and Wellbeing, MyDiabetes
Private Oral Surgery, ECR PICU Bed
Hong Kong, China, South Korea.
Considerable support has also been offered to The Whiteleaf Centre, in terms of value
engineering and obtaining value for money through the design, build and commissioning
process. The return has been a functional new facility, flexible and adaptable for all services, and
within budget, all this despite the addition of a Resource Centre after the initial design and cost
had only allowed for inpatient wards.
Sustainability and performance of core services remains the focus of all services and the
commercial services department endorses this. In 2013, an opportunity to develop occupational
health services for private income was delayed in order to support the service developing its core
function, this is now planned to be reviewed in 2014 once the service has demonstrated
sustainability of its core provision for Oxford Health NHS FT. This is one example of how
commercial services are supporting the improvement and development of core NHS services.
With expansion of these programmes planned for FY14/15 and development of more
opportunities a systematic process will continue to be implemented which scrutinises all
opportunities in terms of market appetite, impact on services, financial viability and achievability.
Working with relevant services and drawing on the support of Trust experts (eg. Finance, Legal,
Contracts, and Clinical) to rigorously check and identify those opportunities worth pursuing.
Since July 2013, £70k (net) income has been secured which has directly fed into the Trust CIPs
target and avoided further pressure on our clinical services.
The plan of activity of activity for FY14/15 include:
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Development of Extra Contractual Referrals (ECR) Rehabilitation Beds
Growth of Private Oral Surgery
Development of PEPPCare
Further Consutlancy Services – eg. development of Emergency Multidiciplinary Unit’s
(EMUs)
Development of Occupational Health Services
Development of Diabetes Training
Further development of International work – partnership, consultancy, training.
A model for reinvestment is also being developed to enable contributing services to access a
portion of the profits generated for enhancing NHS core services.
A presentation was delivered to the Board of Governors on the 11 th February 2014 to provide an
update on activity to date and answer any questions in relation to work undertaken and planned
future activity. The presentation was circulated in the Governor Update 07/2014 on 18 th February.
This report seeks support for continued commercial activity in the interest of developing services,
improving care and providing additional income for sustainability.
Recommendation
The Council of Governors is asked to note the OHFT 2-Year Operational Plan and provide any
comments for consideration to sarahf.wilson@oxfordhealth.nhs.uk no later than midday
Wednesday 19th March. Verbal comments will be collected at the Council of Governors meeting
on Wednesday 19th March.
The Council of Governors is asked to provide confirmation that it is satisfied that the
implementation of a Commercial Services Development programme will not significantly interfere
with its fulfillment of its principle purpose or performance of its functions.
Author and Title:
Daniel Leveson
Head of Strategy & Programmes