ST
HEALTHCARE
NHS TRUST:
St GEORGE’S
George’s Healthcare
NHS Trust:
the next
THE decade
NEXT DECADE
Corporate Objectives 2015/16
Delivery Plan and Monitoring
Delivery of our 15/16 Annual Plan and
Objectives
This document sets out the proposed corporate priorities (in line with the
discussions at the Board Strategy Seminar in February 2015), and key actions and
milestones that the Trust will take to ensure these are delivered.
The priorities identified by the Board for 2015-16 are:
•The strategic plan
•Additional capacity
•Quality
•Financial viability
•Workforce and leadership
•Research
These are the priority objectives that the Board will oversee delivery of, with
quarterly reporting of progress. There are further objectives that need to be
delivered in 2015-16, that will be monitored by the relevant Board SubCommittees, in line with the governance arrangements detailed on the following
slide (previously presented to the Board in February 2015).
2
Governance: Reviewing progress
We will use a number of different mechanisms to ensure that we are able
to track progress against the annual objectives. These are:
• Reporting to the Trust Board quarterly on the corporate priorities for
2015-16
• The monthly scorecard for the Trust Board to monitor delivery against
quality, finance, workforce and operational targets
• Detailed review of key plans through the relevant Board sub -committees/
EMT:
• Quality and Risk Management:
QRC
• Workforce and Education:
Workforce Committee
• IT:
EMT
• Estates:
EMT
• Business Development:
Commercial Board
• Research:
Research Committee
• Communications:
Trust Board
• Quarterly reviews with the clinical divisions
• Clinical Divisions monitoring their own plans at Division and Directorate
levels via DMB and DGB
3
Redesign care pathways to keep more people out of hospital 1
Objective
Actions
Lead
Q1
Q2
Q3
Implement the
new model of care
in community
adult health
services (CAHS)
Fully operationalise CAHS
Post mobilisation evaluation
Identify quality and performance
indicators to measure impact of
change and monitor service delivery
Complete the
redesign of
services for frail
older people
Continue to work jointly
on Frailty Model across
both Divisions and link to
overall Discharge
Improvement
programme work.
Handover St George’s @
beds (Nightingale) to MC
Division.
Work jointly with commissioners via
the SRG to identify required frailty
provision for local population
Identify and implement HARI model
and OP clinics at the Nelson. Link
CAHS into Frailty Model at both
prevention of admission and
supporting discharge to NHS or
social care route
Develop pathway
as required
Director pf
Delivery and
Improvement/
Divisional Chair
MC Division
Bid to provide
Community
Services to the
residents of
Merton
Submit PQQ
Submit ITT if successful at PQQ
stage
If identified as
preferred
provider for
services, begin
delivery of
mobilisation plan
Director of
Strategy/
Divisional Chair
CS Division
4
Q4
Director pf
Delivery and
Improvement/
Divisional Chair
CS Division
Redesign care pathways to keep more people out of hospital 2
Objective
Actions
Lead
Q1
Q2
Q3
Q4
Support the
delivery of the
Wandsworth joint
health and well
being strategy
TBC
TBC
TBC
TBC
Director of
Strategy/
Divisional Chair
CS Division
Develop and
implement new
models of care and
further develop
the St. George’s
network as per
5YFV
TBC
TBC
TBC
TBC
Director of
Strategy/
Director of
Delivery &
Improvement/
Divisional Chair
CS Division
5
Redesign and reconfigure our local hospital services to provide
higher quality care 1
Objective
Actions
Lead
Q1
Q2
Q3
Delivering
additional
capacity in line
with clinical
need
Nightingale 2nd
Floor 20 beds
Cardiology 7
beds
Hybrid theatre
SAU 8 beds
CDU3 9 beds
Neurosciences (Thomas Young)
16 beds
Neurosciences (neruo gym) 7
beds
NICU 4 beds
CICU 3 beds
Women and
Children’s
Hospital
Complete
enabling work/
actions for the
5th Floor
redevelopment
Commence
work on the 5th
Floor
redevelopment
Develop the strategy further with
stakeholders
Board approval of
OBC for Women
and Children’s
project
Director of
Strategy
Private Patients
Unit
Preferred bidder
letter signed
Board approval
of business
case
Finalise service level agreement
with HCA
Commence
building work
Director of
Finance,
Performance and
Informatics
OBC approved
by Trust Board
FBC approved
by Trust Board
Enabling works completed
Commence PPU
building work
Director of
Strategy / Director
of Finance,
Performance &
Informatics
Renal
Q4
6
Director of Estates
& Facilities/
Director of
Delivery and
Improvement
Redesign and reconfigure our local hospital services to provide
higher quality care 2
Objective
Actions
Q1
Lead
Q2
Q3
Q4
Implement all Merton
CCG requirements at
the Nelson Health
Centre
Begin service delivery and
negotiate additional service
developments to be
included at the site; set up
redesign groups; implement
cardiology redesign
Scope out and agree
redesign for
respiratory,
gastroenterology
and ophthalmology
services
Implement phase
1 changes;
identify additional
redesign areas for
year 2
Implement final
year 1 redesign
changes
Director of
Delivery and
Improvement/
Director of
Strategy/
Divisional
Chair CS
Division
Continue to work
closely with the SW
London Collaborative
Commissioning
Programme and take a
leadership role in the
Acute Provider and
Out of Hospital
projects
Delivery of the Acute
Providers proposal for
future provision of acute
services to the SWLCC
Board
Communication
with key
stakeholders
Plan for
implementation
Implementation
CEO/ Director
of Strategy
Trust Board to approve the
outcomes of the proposal
7
Consolidate and expand our key specialist services
Objective
Actions
Lead
Q1
Q2
Q3
Q4
Cardiology expansion
TBC
TBC
TBC
TBC
Director of
Strategy /
Divisional Chair
MC Division
Deliver redesigned cancer services
in partnership with MacMillan
Programme Board to
agree the priorities for
delivery in 2015-16
from long-list
TBC
TBC
TBC
Director of
Strategy /
Medical
Director
Additional
physical capacity
delivered
Professor of
Neurology
in post
Appointment
of senior
lecturer in
neurosurgery
Deliver
activity target
– TBC by Sean
Briggs
Director of
Delivery and
Improvement/
Divisional Chair
STNC Division
Decision by
commissioner
s re. support
for 6 bedded
unit
Director of
Delivery and
Improvement/
Director of
Strategy
Neurosciences Expansion
Develop and implement a
rehabilitation strategy
Establish a 6 bedded spinal
rehabilitation service in
partnership with the Royal National
Orthopaedic Hospital, Stanmore
Establish Divisional
Rehabilitation
Strategy Group
Evaluation of
pilot spinal unit
and report to
commissioners
Cohort existing spinal
beds together as pilot
8
Provide excellent and innovative education to improve patient
safety, experience and outcomes
Objective
Actions
Lead
Q1
Q2
Q3
Q4
Implement the
Trust components
of the joint
education strategy
with SGUL once
approved
Joint education
strategy to be
approved
TBC in line with
joint strategy
TBC
TBC
Director of HR
and OD/
Medical
Director
Further develop
the commercial
education
workstream
TBC
TBC
TBC
TBC
Director of HR
and OD/
Medical
Director
9
Drive research and innovation through our clinical services
Objective
Actions
Lead
Q1
Q2
Q3
Q4
Continue to increase the number
of patients recruited into NIHR
studies
TBC
TBC
TBC
TBC
Ensure the Trust is in a position to
make a successful bid for NIHR
Clinical Research Facility funding
Establish
Steering Group
Steering Group to
approve action
plan
Implementation
of action plan
Medical
Director
Increase collaborations between
SGUL Institutes and Trust clinical
directorates through the
development of further CAGs:
Cardiology
Neurosciences
Establish
steering group
to oversee
operational
delivery of
Cardiology CAG
CAG Chief of
Cardiology
appointed
Cardiology CAG
fully operational
Neurosciences
CAG established
Director of
Strategy
Increase underlying recruitment
trends on NIHR commercial
recruitment from 2014/15
recruitment year by 5%
TBC
TBC
TBC
NIPT testing for
Down’s
Syndrome in
place
Commercial
strategy approved
Develop additional commercial
income streams
10
TBC
Medical
Director
Medical
Director
Director of
Strategy
Improve productivity, the environment and systems to enable
excellent care 1
Objective
Actions
Lead
Q1
Q2
Q3
Implement electronic
document management and
electronic referral system for
all new out-patient
registrations at St. George’s
Complete
recruitment to in
house scanning
bureau
All newly registered
outpatient records
scanned for St. George's
campus activity
All GP referrals triaged
electronically
Choose and book referrals
incorporated in the
electronic triage system
Tertiary referrals
incorporated into
the electronic
triage system
Complete the deployment of
electronic prescribing, drug
administration and clinical
documentation to inpatients,
theatres and the emergency
department on the St.
George’s Hospital site
Complete exit
from the BT
contract for Cerner
services
Medical Device
integration
RiO Mobile working
deployed in Battersea
Identify, agree and
enable approach
to delivery of new
maternity
reporting
requirements
Completion of nursing
whiteboards deployment
Complete
electronic clinical
documentation, eprescribing and
drug
administration to
wards, theatres,
and emergency
department on St.
George's campus
11
Q4
Director of
Finance,
Performance
and
Informatics
Cerner Code
upgrade live
Director of
Finance,
Performance
and
Informatics
Improve productivity, the environment and systems to
enable excellent care 2
Objective
Actions
Lead
Q1
Q2
Q3
Develop and implement an
Outpatient Strategy
Establish OP
Strategy Board
Agree the optimal
service model including
delivery of OP flow and
process
Ensure each Division has a
prioritised programme of local
and national clinical audit
activity which is registered
with the Clinical Audit Team
TBC
TBC
Introduction of a new
dementia and delirium team
and dementia leads
TBC
Provide transparency on
outcomes by publishing
consultant level activity data,
clinical quality measures and
survival rates from all
nationally agreed audits
TBC
Q4
Agree model
of care and 5
year strategy
Director of
Strategy /
Divisional Chair
CWDTCC Division
TBC
TBC
Chief Nurse
(QIP)
TBC
TBC
TBC
Chief Nurse
(QIP)
TBC
TBC
TBC
Medical Director
(QIP)
12
Improve productivity, the environment and systems to
enable excellent care 3
Objective
Actions
Q1
Roll out the Friends and
Family Test to day
surgery, outpatients
and community
services
Lead
Q2
Q3
Q4
Successful roll out
to OP and Day
Surgery. Reports
to PEC, EMT and
Board
Roll out to
community services
All areas are
compliant with
FFT rollout and
reports updated
to every QRC
and PEC
Prevent deterioration
through a focus on
acting quickly for
patients who have
sepsis
Resuscitation data to identify areas
where cardiac: peri arrest rate high
Audit of NEWS in electronic notes
Link with the ITU outreach team to
identify teams requiring additional
support
Harm free training includes SBAR
escalation and handovers
Circulation of SBAR
pads in clinical
areas
Feedback of NEWS
audit results
Introduction of a
medication safety
thermometer
Finalise work with pilot areas
Facilitation with each clinical team
to identify the most significant
harms in their areas
Harm Free training
Develop monthly feedback to ward
areas in a user friendly and
consistent format.
Roll out within one
Division.
Pilot feedback
mechanisms with
clinical teams.
Provide patient
information
through video and
written comms.
13
Chief Nurse
(QIP)
Chief Nurse
(QIP)
Roll out across
remaining Divisions
Develop monthly
feedback to ward
areas in a user
friendly and
consistent format.
Evaluate harm
reduction and
further actions
needed
Chief Nurse
(QIP)
Develop a highly skilled and engaged workforce championing our
values 1
Objective
Actions
Lead
Q1
Q2
Q3
Q4
Implement an
organisational
development
programme that
supports the Divisional
governance review
findings
Work with
divisions to
identify effective
team working and
where there is a
need for team
support.
Identify a coherent programme
of team support that can be
delivered by workforce and
development department ,
including LiAise manager, staff
support unit, HRMs and
leadership development team.
Where required
identify and
commission
external
programmes of
support.
Evaluation of
programme
Director of
HR and
OD/
Director of
Corporate
Affairs
Develop leadership
behaviours to deliver
high quality
Establish an
agreed
St George’s
leadership style
Develop timescale,
scope and cost of
programme
Secure process for accreditation
and assessment
Agree content of programme
Commence tender for
programme provider
Establish
programme of
delivery
Evaluate
programme
delivered to
date
Director of
HR and OD
Developing a flexible
workforce who can
work across boundaries
TBC
TBC
TBC
TBC
Director of
HR and OD
14
Develop a highly skilled and engaged workforce championing our
values 2
Objective
Ensure the right
number of skilled
members of staff
are available to
provide the best
possible quality of
care
Actions
Lead
Q1
Q2
Q3
Q4
Ensure
implementation
of care certificate
for all new HCAs
Review the
opportunity to set
up a learning zone
facility and
identify any
actions required
Review preceptor programme
Review induction programme
Review current activity and develop
a learning and development plan
based on contribution from
professional leaders, annual
business plans, and needs
assessment drawn from appraisals.
15
Director of
HR and OD
Securing financial viability
Objective
Actions
Q1
Lead
Q2
Q3
Q4
Ensure that tariff payments agreed
with commissioners optimise
income to the organisation
Director of Finance,
Performance and
Informatics
Delivery of the CIP programme
Director of Finance,
Performance and
Informatics
Complete review of the existing IBP
and LTFM. Implementation of the
recommendations will be overseen
by the Service Review Board
CEO
Refresh the current Trust strategy to
determine whether the strategy
remains appropriate in the current
external environment; and/or
whether the objectives to deliver
the strategy remain appropriate
Director of Strategy
16