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TB2012.67

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

Trust Board Meeting: Thursday 5th July 2012

TB2012.67

Title Review of Trust Business Plan 2011/12

Status A paper for information.

History 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 26th April 2012.

Board Lead(s) Mr Andrew Stevens, Director of Planning and Information

Key purpose Strategy Assurance Policy Performance

Oxford University Hospitals TB2012.67

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

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.



Update on progress towards delivery of the Trust’s Objectives

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 Emergency/acute services/care pathways in conjunction with partners, including:

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.

- Working with Community Health Oxfordshire (CHO) to achieve greater vertical integration of community services

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




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

- 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

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.

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

Director of Clinical Services

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

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

Surgery and Oncology

Business case for Horton Satellite Dialysis Unit approved. Refurbishment of space completed on time. First treatment scheduled for 23rd 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.




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)

Neurosciences, Trauma & Specialist Surgery

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

● Vascular – implement business case to become a centre for Vascular Surgery (subject to outcome of public consultation)

Cardiac, Vascular & Thoracic

As of 31st 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




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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.

● Stroke – continue development of Oxford as a Hyperacute Stroke Centre

Emergency Medicine, Therapies and Ambulatory

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

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

Children’s & Women’s

Full Business Case completed and approved by Trust Management Executive at its meeting on 12th April. Approved by Trust Board on 3rd May 2012 and submitted to SHA in preparation for their approval shortly thereafter.

● Cancer – implement integrated Head and Neck Cancer service at the Churchill

Neurosciences, Trauma & Specialist Surgery

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




Update

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

Critical Care, Theatres, Diagnostics & Pharmacy

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

2b Achieve consolidation of the Trust’s catchment population

All Divisions 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.

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

Cardiac, Vascular & Thoracic

Implementation has commenced.

2c Develop and strengthen the Trust’s All Divisions plus The Trust has laid a foundation for a clinical network




Update

involvement in all Clinical Networks

Medical Director 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.




Update

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

● Develop business case for Paediatric Cardiac Services network care in collaboration with University Hospital Southampton NHS Foundation Trust

Children’s & Women’s

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.




Update

● Agree Performance Compacts for the Divisions and corporate Directorates as the foundation for earned autonomy

Director of Finance

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

● Cultivate excellent relationships with GPs and commissioners

Director of Planning and Information

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.

● 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


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)

3b Deliver continued and measurable improvements in patient safety, patient experience and the effectiveness of services (including

All Divisions plus Medical Director and Chief Nurse

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




Update

access), working through the new clinically led organisation

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.

● 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,

All Divisions 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




Update

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

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 re-design (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.

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

Chief Nurse 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.




Update

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

Chief Nurse 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.

● Achieve national standards for access to services:

- Referral to treatment times

- Cancer waiting times

- A&E standards

All Divisions as applicable

- 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.

● Improve turnaround times for Critical Care, Theatres,

Continued improvement during 2011/12.




Update

clinical support services Diagnostics & Pharmacy

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.

● Modernise Breast Services Surgery & Oncology

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.

3c Compliance with CQC outcomes and achievement of improved NHSLA status drawing on new assurance and governance standards

Director of Assurance

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




Update

CNST in September and mid-November respectively. Post-project 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.

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


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.

● Implement CQC action plan and deliver compliance in all outcomes


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.

● Agree plan to improve NHS Litigation Authority (NHSLA) status


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

3d Plan and deliver a sustainable future for the Horton General Hospital

Horton Vision initiative being taken forward. Linked to development of the Integrated Business Plan and Long Term Financial Model. Full participation in the Community




Update

Partnership Network.

● 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

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




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.




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

Chief Executive Joint governance arrangement agreed within the Joint Working Agreement now being established.

New name adopted.

● Finalise arrangements for the Joint Research Office

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

Medical Director

● Secure the renewal of Biomedical Research Centre/Unit status

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




Update

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.

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

Chief Nurse supported by Medical Director and Director of Workforce

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




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agreement for collaboration agreed in draft).

● Develop an Education and Training Strategy

Chief Nurse supported by Medical Director and Director of 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.

4d 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)

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.




Update

● Develop a plan to establish a system working with all partners across Oxfordshire and the Thames Valley

Medical Director and Director of Planning and Information

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.

● Deliver a stakeholder strategy Director of Planning and

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




Update

Information 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

All Divisions supported by Director of Finance

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

2012/13 plan of £50m in place.

● Deliver Financial Plan All Divisions and Corporate Directorates

The Trust delivered a £7.603m surplus.




Update

● Deliver Cost Improvement Programme

All Divisions and Corporate Directorates

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

● Downsize commensurate with commissioner Quality, Innovation, Productivity and Prevention (QIPP) delivery

Director of Clinical Services

QIPP only partially delivered. In particular, numbers of Delayed Transfers of Care (DTOCs) did not fall and, therefore, relevant downsizing was not possible.

5c Implement the Electronic Patient Record (EPR) programme and deliver patient care and service improvements and cultural changes, drawing on the experience of the NOC


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.

● Implement the Electronic Patient Record


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

Plans for roll-out of clinical functionality being progressed.

5d Establish financial regimes and systems that meet FT requirements

Director of Finance

● Achieve surplus to underpin FT Director of Surplus of £7.603m delivered in 2011/12. This is 1% of




Update

application Finance supported by all Divisions and Corporate Directorates

turnover.

Estimated year-end financial risk rating is 2.8.

● Remove the residual cumulative deficit generated in 2005/06 and 2006/07

Director of Finance supported by all Divisions and Corporate Directorates

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

● Deliver improvements in the liquidity ratio

Director of Finance

Improvement in liquidity days of 4 days in-year.

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

Director of Finance

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

5e Develop supporting strategies – to include:




Update

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)

FT Programme Director and relevant Directors

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

Estates utilisation strategy Director of Development and the Estate

See below (5f)

Workforce strategy – Agree a workforce plan that aligns with the Clinical Services and Financial strategies


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.




Update

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


IT strategy being updated as part of the Integrated Business Plan and Long Term Financial Model.

Data quality framework further developed and embedded.

5f Explore all potential commercial opportunities, particularly in relation to the utilisation of the physical estate and possibilities for private patients and other developments

Director of Development and the Estate

Director of Clinical Services re private patients

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




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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 Development and the Estate

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.

● Agree a Private Patient Strategy Director of Clinical Services

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

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


Integration took place on 1 November 2011.

● Ensure harmonisation of policies and procedures within the agreed


Policy revision will form a key part of the work to take the Trust to level 2 of the NHSLA risk management standards.




Update

governance frameworks for the new Trust

An on-going programme of revision to all other policies is now in place following the establishment of Oxford University Hospitals NHS Trust.

● Ensure smooth transition for all NOC staff into the new Trust – within the corporate departments and to the seventh Division


Completed.

● Celebrate a successful integration and the new brand and identity


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



ABBREVIATIONS

ACE Appropriate/Acceptable Care for Everyone AHSC/N Academic Health Science Centre/Network BRC/U Biomedical Research Centre/Unit CCG Clinical Commissioning Group CHO Community Health Oxfordshire CIP Cost Improvement Programme CLO Clinically Led Organisation CNST Clinical Negligence Scheme for Trusts CPD Continuing Professional Development CQC Care Quality Commission CQUIN Commissioning for Quality and Innovation DGH District General Hospital ED Emergency Department EMU Emergency Multidisciplinary Unit EPR Electronic Patient Record FT Foundation Trust FY Financial Year HSMR Hospital Standardised Mortality Ratio ICU Intensive Care Unit JV Joint Venture JWA Joint Working Agreement KPI Key Performance Indicator NHSLA National Health Service Litigation

Authority NIHR National Institute for Health Research PCT Primary Care Trust PROMS Patient Reported Outcome Measures QIPP Quality, Innovation, Productivity and

Prevention SHA Strategic Health Authority SpR Specialist Registrar TME Trust Management Executive TTOs (Medication) to take out VTE Venous Thromboembolism

trust board meeting: thursday 5th july 2012 tb2012 · trust board in june 2011. ... cardiovascular...

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