A P NE UBLIC MEETING - RJAH · 2020-05-11 · U:\Trust Board & Committees\Public Trust...
Transcript of A P NE UBLIC MEETING - RJAH · 2020-05-11 · U:\Trust Board & Committees\Public Trust...
U:\Trust Board & Committees\Public Trust Board\2011-12\January 2012\Agenda - January.doc
Russell Hardy ���� 4358 Chairman
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1.0 Apologies: Professor Iain McCall
2.0 Minutes of the previous meeting held on 1st December 2011 Paper 1
3.0 Matters Arising
4.0 Declarations of Interest
SSTTRRAATTEEGGYY 5.0 NHS Outpatient Survey Paper 2/
Presentation
PPEERRFFOORRMMAANNCCEE 6.0 Month 9 Integrated Performance Report Paper 3
7.0 Q3 Infection Control Report Paper 4
8.0 Q3 Monitor Return Paper 5
GGOOVVEERRNNAANNCCEE,, QQUUAALLIITTYY AANNDD SSAAFFEETTYY 9.0 Board Assurance Framework Paper 6
10.0 Monitor Consultation on the Compliance Framework for 2012 Paper 7
11.0 FT Annual Reporting Requirements Paper 8
12.0 Board Business Programme Paper 9
13.0 Report from Board Sub Committees
� Quality and Safety – 8th December 2011 � Business Risk and Investment – 14th December 2011
� Audit – 15th December 2011
Paper 10 Paper 11 Paper 12
14.0 Annual Report for Safeguarding Children and Young People Paper 13
15.0 FT Bulletin Paper 14
16.0 Update on FT Membership Paper 15
17.0 Any Other Business: None notified
18.0 Questions from the Public
19.0 Date and time of next meeting: 9.30 a.m. on 1st March 2012, The Board Room, RJAH Orthopaedic Hospital NHS Foundation Trust, Oswestry
Questions from the Public on Agenda items – time limit of 15 minutes There will be an opportunity for the public to ask questions on agenda items. These should be limited to two questions per person and the time in total for each person should be limited to five minutes. If topics are likely to exceed this, they should be the subject of discussions between the hospital management and the individual concerned or there should be a formal request agreed by the Trust Board or the item to be included on the next agenda. If questions are detailed and require information that is not instantly available, the hospital will respond to the question within ten working days.
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To resolve, in accordance with Trust Standing Orders, that representatives of the press and other members of the public be excluded from the remainder of this meeting having regard to the confidential nature of the business to be transacted, publicity on which would be prejudicial to the public interest.
(Section 1(2) Public Bodies (Admission to Meeting) Act 1960)
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20.0 Minutes of the previous meeting held on 1st December 2011 Paper 16
21.0 Matters Arising
22.0 Chief Executive’s Report Paper 17
23.0 Outline 2012/13 Plan Paper 18
24.0 Minutes from Board Sub Committees:
� Quality and Safety – 8th December 2011 � Business Risk and Investment – 14th December 2011
� Audit – 15th December 2011
Paper 19 Paper 20 Paper 21
25.0 Update on Legal Claims Paper 22
26.0 Any Other Business
27.0 Date and Time of Next Meeting: 1st March 2012 following the Public Board of
Directors meeting
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Russell Hardy ���� 4358 Chairman
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PPRREESSEENNTT:: Russell Hardy, Chairman Wendy Farrington Chadd, Chief Executive
David James, Director of Operations
John Grinnell, Director of Finance Nicki Bellinger, Interim Director of Nursing
Professor Iain McCall, Medical Director Glen Lawes, Non Executive Director
Peter Jones, Non Executive Director
Richard Clarke, Non Executive Director
IINN AATTTTEENNDDAANNCCEE:: Ruth Tyrrell, Associate Director of HR Margaret Surrage, Head of Board Governance (Trust Secretary)
Janet Cox, Minutes Secretary
PPAARRTT OONNEE –– PPUUBBLLIICC MMEEEETTIINNGG
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01/12/1.0 AAPPOOLLOOGGIIEESS There were no apologies.
01/12/2.0 MMIINNUUTTEESS OOFF TTHHEE PPRREEVVIIOOUUSS MMEEEETTIINNGG
The minutes of the previous meeting were agreed as an
accurate record.
01/12/3.0 MMAATTTTEERRSS AARRIISSIINNGG
The Chairman went through the actions which were either actioned or diaried for future agendas.
01/12/4.0
DDEECCLLAARRAATTIIOONNSS OOFF IINNTTEERREESSTT There were no additional Declarations of Interest to record.
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The Chief Executive gave a presentation on the 2012/13 Operating Framework which had been launched by David
Nicholson, Chief Executive at the Department of Health and
his team on 24th November 2011. The document had been circulated to the Board of Directors on email and in hard copy.
She explained that the Operating Framework had four key themes:
� Putting patients first and getting the basics right
� Building the new system
� Increased pace on QIPP � Maintaining strong performance
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She added that the issues for RJAH would be continued focus on waiting times; finances; CQUIN opportunities and detail
around the 2012/13 plan.
Peter Jones, Non Executive Director mentioned a report about
care for older people and was there any acknowledgement about inequalities between regions as the West Midlands
region was at the ‘bottom of the pile’. The Chief Executive confirmed that this was recognised and is a wider issue. She
added that the national view is that older people aren’t
necessarily treated well and that this is an area which the Clinical Commissioning Groups will focus on.
The Board of Directors noted the information contained within the presentation.
01/12/6.0 UUPPDDAATTEE OONN IIMM&&TT SSTTRRAATTEEGGYY Andrew Smith, Head of IM&T updated the Board of Directors
on progress with the IM&T Strategy. He explained what progress had been made with the following areas:
� EPR � Direct Access DXA reporting
� Community Rheumatology Service � Scanned Medical Records
� Theatre System
� Website development � Self “check in” kiosks
� Patient internet (WiFi) � Business Planning Software
� Electronic transmission of discharge summaries direct to GP systems
� Intranet replacement
� Data Warehouse and reporting system � Information Governance
The Chairman asked whether RJAH had a different philosophy to other hospitals. The Head of IM&T confirmed that the
Trusts in the local area all have similar ideas.
Peter Jones, Non Executive Director asked whether
transcription was done via voice recognition or manually. The Medical Director said that voice recognition had been
implemented in the Radiology Department.
Richard Clarke, Non Executive Director asked whether
consideration had been given to replacing Microsoft with
Opensource and the equivalent of Sharepoint. The Head of IM&T said that various options had been looked at but there
are a number of constraints that would prevent the change at this point but that it maybe reviewed again in the future.
Richard Clarke, Non Executive Director said that by changing
significant savings could be achieved. The Head of IM&T responded that this was a national agreement which was paid
for centrally.
Peter Jones, Non Executive Director asked whether the Trust
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had a data warehouse. The Head of IM&T said that there
was one implemented but it was not fully populated with data although some data from the PAS and Theatre systems had
started to be input. Peter Jones, Non Executive Director
suggested that contact be made with Stoke PCT as they have got an advanced data warehouse and it maybe helpful to
meet with them to share learning. The Head of IM&T said that visits to University Hospitals Birmingham and Coventry
had been arranged but he would consider this suggestion.
Glen Lawes, Non Executive Director asked whether the
delivery of cost improvements was as the projects progress or
whether these were at the end. The Head of IM&T responded that it was a mixture as some of the projects are being
implemented in different phases and some individual phases are delivering cost improvements whilst others will be at the
end of the implementation of all the phases.
The Director of Operations said that the ability to look at
some of the data already available was very useful operationally.
Peter Jones, Non Executive Director asked whether the different internal systems were able to ‘talk’ to each other and
with the implementation of the data warehouse would
everything be in the same place. The Head of IM&T said that the data warehouse can produce reports across all specialties
but some inter-connectedness still had to happen ‘system to system’ at a more detailed level. Peter Jones, Non Executive
Director then asked whether the external systems were
connected as it was important for the Trust to be able to ‘talk’ to other hospitals. The Head of IM&T said that the local
health economy had implemented the PCTi solution but this does not include social care at this point.
The Director of Finance commented that a lot of progress had been made during the year on catch up work as some parts of
the systems had stagnated. He added that the next stage is
more developmental and there will be a need to focus on this to ensure that the efficiency programmes move forward.
The Chairman said that it would be helpful to find out from users of the systems their thoughts on these improvements.
He added that from the patient perspective, the introduction
of free wi-fi had been a great improvement and they were very pleased with this development. He suggested that for
the next update to the Board of Directors, the thoughts of users of the system be included.
The Medical Director commented that a big step forward will be when the EPR is the only system which is run. The
Chairman asked when this was likely to happen. The Head of IM&T said that there were two elements to this : the scanning
of historical records and the creation of forms so that data can be entered onto EPR in the future. He added that the
plan was to get the technology to start scanning in a
controlled area and then roll it out further when this has proven successful. It is likely that this will happen within the
next 6 months. The Chairman said that getting user feedback
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and understanding the benefits of this would be useful.
The Chief Executive said that the Executive Team have been
discussing the changes as some are incremental and some
will require change in how the Trust works and functions. She added that the Executive Team have not yet decided how
these changes will be implemented i.e. sudden or incremental change. In addition some roles may be affected where tasks
have been done manually and she cautioned that not everyone may think change is a good idea. The Head of
IM&T said that the phasing of the future improvements may
well change as the change management process is key to making the IT and financial changes work.
Richard Clarke, Non Executive Director commented that the problem with drip feeding change is that people develop ‘work
arounds’ which makes things difficult to manage and drive
efficiency. He suggested that the ‘big bang’ approach maybe the best way as he had found that this had been more
successful in his experience. The Medical Director agreed with this, providing that the technology was ready and able to
cope.
Glen Lawes, Non Executive Director said that it was
advantageous to the hospital that it was able to choose an appropriate system to ensure we remain a leading hospital, as
the system was not being imposed.
The Chairman thanked the Head of IM&T for his update.
The Board of Directors noted the presentation.
PPEERRFFOORRMMAANNCCEE
01/12/7.0 MMOONNTTHH 77 IINNTTEEGGRRAATTEEDD PPEERRFFOORRMMAANNCCEE RREEPPOORRTT The Chief Executive introduced the Month 7 performance
report explaining that overall October had been a positive
month. She said that activity levels had shown improvement as a result of the efficiency measures introduced which would
be discussed in more detail later in the agenda. She added that the focus remains on delivering Commissioner
requirements for the rest of the year which is key as the
negotiations for 2012-13 will commence shortly. She concluded her introduction by highlighting that an assessment
of each domain by the lead Director has now been included in the report for information.
Domain 1 Patient safety The Medical Director reported that overall performance
remains strong for this domain and highlighted the following:
� Infection Control overall is rated as amber owing to
the demanding target although there had been no instances of MRSA Bacteraemia or Clostridium Difficile
in month.
� There had been one surgical death in October which had been fully investigated and found that the care
provided was not at fault. The full report will be presented and reviewed at the Quality and Safety
Committee.
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� Patient falls are rated as red owing to an increase in
October. All have been reviewed in detail and no common themes have been identified. Regrettably
some patients are still not following medical advice
with regards to mobilisation and a new system to explain about the risk of falls will be introduced when
patients are admitted. The Medical Director commented that he was disappointed with this
increase as a lot of effort had been made to reduce this.
� The CQUINs are all on target with the exception of
the pre-operative waiting time in the Theatre suite. Work is continuing to ensure this is achieved.
Peter Jones, Non Executive Director suggested that the patient falls may have a commonality of the ward and age of
the patients involved. The Medical Director reiterated that the
falls are across different wards.
Peter Jones, Non Executive Director asked whether the 30 day re-admission rate data was reviewed. The Medical Director
confirmed that these are reviewed with Commissioners. He then suggested that it would be helpful to include in the
commentary that all re-admissions are investigated. This was
agreed.
Glen Lawes, Non Executive Director asked whether the insurers have any input into the form that patients will be
completing regarding falls. The Medical Director explained
that all patients are rated as low, medium or high for the risk of falls and the introduction of the form is to ensure that there
is a mechanism in place to monitor the information patients have been given.
The Chairman asked what the metric on pressure ulcer assessments was identifying. The Medical Director responded
that the metric is showing that every patient is assessed on
admission to the hospital. The Chief Executive added that the Cluster have asked the Interim Director of Nursing to give a
presentation to the other Trusts as the RJAH is held as an exemplar Trust in its treatment of pressure sores.
The Chairman suggested that pressure sore data be included in the report.
Domain 2 Patient experience The Interim Director of Nursing reported that performance
within this domain overall is excellent and highlighted that:
� Patient Satisfaction is at 96%
� There had been 10 complaints against a target of 9.
� There had been a slight increase in delayed discharges. Close working with the Social Services
team is continuing to ensure these are minimised.
The Director of Operations reported that:
� All core English and Welsh waiting time targets were
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achieved including the English 18 week referral to
treatment target, the 95th percentile and cancer access targets.
� The Trust is not meeting the Department of Health’s
median waiting times guidelines but plans are in place to improve performance.
Glen Lawes, Non Executive Director commented that the
median wait times trend has been reducing. The Chief Executive responded that the real issue for the Trust is that
the median is close to the 18 week RTT.
The Chairman said that it maybe useful to include a
comparison to the patient satisfaction of private providers in the report if this data can be obtained.
Domain 3 Efficiency The Director of Operations reported that overall performance
within the domain is improving and said that this was a key area of challenge for the Trust. He highlighted the following
areas:
� Activity on the scorecard has been divided to ensure
clarity between the Medicine and Surgery Divisions.
� Surgical activity is ahead of plan and in line with the financial plan.
� Outpatient Medicine activity is on plan but Inpatient activity is below plan as a result of the service
redesign within Metabolic Medicine.
� Additions to the Outpatient waiting list have reduced in month but the Outpatient waiting list has increased
partly due to the North Wales transfers and high demand within spines, upper limb and foot and ankle
sub specialties. The Inpatient waiting list reduced as a result of the improved Inpatient activity.
� The Day Case rate has increased to 52%
� Utilisation of Theatre sessions remained strong. � Cases per session have improved to 2.27 against a
target of 2.4. � The overall average length of stay remained within
target at 2.49 although the average length of stay for
hip and knee patients are both above target. � Bed occupancy is low at 81% against the target of
87%.
Richard Clarke, Non Executive Director asked for an
explanation as to how the cases per session target of 2.4 had been decided and whether this was realistic. The Director of
Operations responded that as this number of sessions had had previously been achieved it was therefore felt that this
was realistic. Richard Clarke, Non Executive Director then asked whether this would achieve delivery of the IBP – the
Director of Operations confirmed that it would. Richard
Clarke, Non Executive Director queried whether the increased theatre throughput had had any impact on the backlog from
earlier in the year. The Director of Operations responded that this would be discussed later on the agenda.
Glen Lawes, Non Executive Director commented that the issue
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of complications which influence the extended length of stay
has been highlighted previously and asked whether the model needs to be reviewed. The Director of Finance responded
that there were a number of metrics which drive this and it
would be wrong to look at one in isolation.
Glen Lawes, Non Executive Director then asked whether the payment differential between standard and best practice
which was detailed in the Operating Framework was applicable to RJAH. The Director of Finance confirmed that
the Trust was already on best practice tariff for hips and
knees, having been part of the trial previously. He added that this brings in the quality and outcome aspect into tariff setting
and the RJAH is well positioned to take advantage of this. The Chief Executive added that if the Day Case levels do not
increase next year, this will be one area where the Trust may
be penalised.
Domain 4 Resources The Director of Finance reported that performance within the domain remains strong as the Trust continues to track ahead
of its overall financial plans. He highlighted the following:
� A £26k surplus was recorded for October and
cumulatively the Trust is now recording a £1m surplus which to date is ahead of plan.
� Income exceeded plan in month as a result of increased private patient activity and above average
casemix for NHS activity.
� The cash position is £7m which his £3m ahead of plan.
� The Financial Risk Rating remains at Level 4. � The year end position of a £1.3m surplus is forecast
to achieve.
The Associate Director of Human Resources reported that:
� Staff sickness had increased to 3.68% in October.
� 532 staff had received the flu vaccination. � Staff appraisal had reduced slightly but the Trust
remains in the upper quartile for the West Midlands.
Peter Jones, Non Executive Director congratulated the Trust
on increasing private patient activity. He added that he did not underestimate how difficult it will be to reduce the length
of stay whilst having a richer casemix and patients with more
co-morbidities.
The Medical Director said that there were still areas for improvement and one of the areas to focus on is the early
discharge.
The Chairman suggested that EBITDA (Earnings Before
Interest, Taxes, Depreciation and Amortization) should be included in the report in the future. The Director of Finance
agreed to consider this suggestion.
The Board of Directors noted the October (Month 7)
integrated performance report.
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GGOOVVEERRNNAANNCCEE,, QQUUAALLIITTYY AANNDD SSAAFFEETTYY
01/12/8.0 RREEPPOORRTT OONN MMAANNDDAATTOORRYY TTRRAAIINNIINNGG
The Associate Director of Human Resources updated the Board of Directors on the progress being made against the
Trust targets for statutory and mandatory training for 2011-12. She explained that statutory training is the training which
the Trust is required to undertake by law and includes training such as annual fire training, health and safety and manual
handling. Mandatory training covers those areas which the
Trust wants staff to undertake. She added that since April 2011, when the e-learning modules had been introduced, over
5300 modules have been completed.
The Chairman commented that it would be helpful for future
updates to include the amount of modules completed. The Associate Director of Human Resources agreed to look into
this suggestion.
The Board of Directors noted the information contained in the report.
AASSSSOOCCIIAATTEE
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AANNNNUUAALL RREEPPOORRTTIINNGG MMAANNUUAALL FFOORR 22001111//1122
The Director of Finance reported that Monitor has recently
issued a consultation document on the proposed changes to the Annual Reporting Manual and the Foundation Trust
Network (FTN) have asked members for their views in order to submit a joint response. He said that there were five areas
that the FTN had highlighted as significant :
1. The new requirement which brings FTs within the scope of the DH resource accounts, which gives rise to new approaches on the capitalisation thresholds for fixed assets; and recharges within mandated agreement of transactions and balances;
2. Treatment of government grants and donated assets; 3. Accounting for carbon reduction commitment
transactions;
4. References to the SIC (Statement of Internal Control) being replaced by references to the Annual Governance Statement;
5. The arrangements for external assurance of quality reports (a further consultation is anticipated on the content of Monitor’s quality reports once the DH has made clear their requirements for quality accounts, including any mandated indicators).
He then explained that the first four areas were either not
applicable to the Trust or had already been addressed. However the fifth area was the area which had the most
material affect on the Trust as this would require the Trust to
have the Quality Report ready for audit by mid April 2012 to allow for it to be submitted in line with the deadline of 31st
May 2012 to Monitor.
The Board of Directors approved that the Trust responds via
the FTN and approved the response as outlined in the report.
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01/12/10.0 MMAAJJOORR IINNCCIIDDEENNTT PPLLAANN
The Interim Director of Nursing presented the updated major incident plan which covers both internal and external
responses to disasters and is required to be revised regularly.
She explained that the RJAH remains a decanting hospital for other hospitals within the area with SaTH receiving primary
casualties. She added that the full version of the major incident plan outlines the Trust’s responsibilities and uses
action cards to guide staff through what to do and when during an incident. She concluded by confirming that an
exercise had been held earlier in the year to test the
robustness of the plan and this will be followed up by a second exercise before the end of the financial year.
The Board of Directors approved the information contained
within the Major Incident Plan.
01/12/11.0 WWIINNTTEERR PPLLAANN 22001111//1122
The Interim Director of Nursing presented the 2011/12 winter plan which had been rewritten to take account of the new
guidance standards. She explained that the Trust is part of
the local network which takes orthopaedic patients from SaTH to enable SaTH to admit acute patients. She added that there
are daily conference calls between the organisations to ensure full understanding of where escalation levels are at. She
added that the plan has been written with the co-operation of
SaTH and no issues are anticipated.
The Chairman asked that the Board of Directors are informed when the winter plan is enacted. The Chief Executive
confirmed that an email would be circulated in the event of this happening.
The Board of Directors approved the 2011-12 Winter Plan.
01/12/12.0 FFTT BBUULLLLEETTIINN
The Chief Executive presented the latest edition of the FT Bulletin for information. She explained that a summary of any
actions required will be produced by the Head of Board Governance (Trust Secretary) and will be presented to the
Board alongside the Bulletin.
The Board of Directors noted the FT Bulletin.
01/12/13.0 AANNYY OOTTHHEERR BBUUSSIINNEESSSS There was no additional business to discuss.
01/12/14.0 QQUUEESSTTIIOONNSS FFRROOMM TTHHEE PPUUBBLLIICC
There were no questions from the public.
01/12/15.0 DDAATTEE OOFF NNEEXXTT MMEEEETTIINNGG::
Thursday 26th January 2012 at 9.30 a.m. in The Board Room.
CCHHAAIIRRMMAANN’’SS CCLLOOSSIINNGG RREEMMAARRKKSS
The Chairman thanked everyone for their contribution and closed the public session of the meeting.
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TTRRUUSSTT BBOOAARRDD MMEEEETTIINNGG
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Action Lead
Responsibility
Progress
0011//1122//66..00 UUPPDDAATTEE OONN IIMM&&TT
• Views of service users to be included in future
updates.
Director of
Finance
Diaried for November
2012.
0011//1122//77..00 IINNTTEEGGRRAATTEEDD PPEERRFFOORRMMAANNCCEE RREEPPOORRTT
• Investigation of all re-admissions to be included in
the commentary.
• Pressure sore data to be included in report.
• EBITDA to be included in the commentary.
Medical Director
Interim Director
of Nursing
Director of
Finance
Completed.
Completed.
Completed.
0011//1122//88..00 RREEPPOORRTT OONN MMAANNDDAATTOORRYY TTRRAAIINNIINNGG
• Number of modules completed to be included in the
report.
Associate Director
of Human Resources
Under review.
0011//1122//99..00 CCOONNSSUULLTTAATTIIOONN OONN PPRROOPPOOSSEEDD AAMMEENNDDMMEENNTTSS TTOO
TTHHEE NNHHSS FFTT AANNNNUUAALL RREEPPOORRTTIINNGG MMAANNUUAALL FFOORR 22001111//1122
• Response to be sent to the FTN.
Head of Board Governance
(Trust Secretary)
Completed.
Paper 02
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BBOOAARRDD OOFF DDIIRREECCTTOORRSS
2266TTHH JJAANNUUAARRYY 22001122
Russell Hardy ���� 4358 Chairman
Executive Responsible Nicki Bellinger, Interim Director of Nursing
Paper prepared by (if different from above)
Picker Institute
Category of Item Strategic Direction and
Development
�
Performance and Governance �
Context Previous Board discussion
Link to National Policy
Link to Trust’s Strategic Objectives
�
Risk if no action taken
Executive Summary
The Picker Institute Outpatient Survey has again highlighted a very positive position regarding patient care and experience at the
Trust’s Outpatient Department. There were 49 questions where the Trust performed better than others and only 2 questions where
the Trust scored worse. An action plan has been drafted and
actions are being implemented.
Subject/Title NHS Outpatient Survey
Nature of Report For Information �
For Discussion �
For Approval
Received or approved by
Legal Implications
Recommendation The Board of Directors are requested to note the summary paper.
Acronyms and Abbreviations
Outpatient Survey 2011
ROBERT JONES AND AGNES HUNT ORTHOPAEDIC AND DISTRICT HOSPITAL NHS TRUST
NOVEMBER 2011
Executive Summary
Copyright 2011 Picker Institute Europe. All rights reserved. Trust ID: RL1 UKOUT2011/09
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 1
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 2
Introduction This document summarises the findings from the National Outpatient Survey, carried out by Picker Institute Europe, on behalf of Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust. The Care Quality Commission report is due for publication in February 2012. A total of 850 outpatients from your Trust were sent a questionnaire. 844 patients were eligible for the survey, of which 509 returned a completed questionnaire, giving a response rate of 60%.
Your results at a glance
Have we improved since the 2009 survey? A total of 62 questions were used in both the 2009 and 2011 surveys. Compared to the 2009 survey, your Trust is:
Significantly BETTER on 5 questions
Significantly WORSE on 2 questions
The scores show no significant difference on 55 questions
How do we compare to other trusts in the 2011 survey? The survey showed that your Trust is:
Significantly BETTER than average on 49 questions
Significantly WORSE than average on 2 questions
The scores were average on 23 questions
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 3
Understanding your results Survey results highlight areas that need improvement to provide a better service for your outpatients. When deciding upon the improvements you would like to make there are a number of ways of looking at the results to choose which issues to focus on first.
Compare results over time - have you improved since the 2009 survey? The National Outpatient Survey usually runs every 2-3 years. It was last conducted in 2009. Looking at trends over time helps to focus attention on improvements and on those areas where performance might be slipping. Comparisons to your data prior to 2009 to present are available in the full report.
The Trust has improved significantly on the following questions:
2009 2011
Outpatients Department not clean 1 % 0 %
Hand-wash gels not available or empty 12 % 8 %
Did not have enough time to discuss medical problem with other health professional 21 % 13 %
Did not receive copies of all letters sent between hospital doctors and family doctor (GP) 46 % 22 %
Overall - would not recommend this Outpatients Department to family and friends 1 % 0 %
The Trust has worsened significantly on the following questions:
2009 2011
Patients unable to get suitable food or drink 5 % 11 %
Staff did not clearly explain test results 22 % 31 %
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 4
Compare results with others Picker Institute Europe ran the outpatient survey for 74 trusts nationwide in 2011. Your results are shown alongside the others to help you make comparisons against the average for all trusts where the Picker Institute implemented the survey. They will help you to focus on areas where your performance is poor compared to others and where there is plenty of scope for improvement, as well as highlighting your successes.
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 5
Your results were significantly better than the ‘Picker average’ for the following questions:
Trust Average
Appointment changed to later date by hospital 17 % 23 %
Not given name of person that appointment would be with 16 % 28 %
Appointment not with person told it would be with 14 % 21 %
Could not find a convenient place to park 8 % 35 %
Courtesy of receptionist was fair, poor or very poor 3 % 7 %
Patient waited for longer than they were told, or were not told how long the wait would be 58 % 69 %
Patient not told why they had to wait 57 % 67 %
Nobody apologised for the delay when waiting to be seen 38 % 47 %
No suitable magazines or newspapers provided in the waiting area 21 % 32 %
Toilets at the Outpatients Department not clean 2 % 5 %
No leaflets or posters about hand washing 4 % 6 %
Patients unable to get suitable food or drink 11 % 20 %
Staff did not clearly explain what would happen during test 18 % 24 %
Did not get clear answers to questions about test results 22 % 30 %
Not fully told before treatment what would happen 11 % 22 %
Risks and/or benefits not fully explained before treatment 13 % 26 %
Questions not fully answered before treatment 6 % 20 %
Not clearly told how treatment had gone 14 % 26 %
Did not have enough time to fully discuss health or medical problem with doctor 13 % 23 %
Doctor did not know enough about medical history 9 % 15 %
Doctor did not fully explain reasons for treatment/ action 11 % 21 %
Doctor did not fully listen to what patient had to say 12 % 18 %
Doctor did not always give clear answers to questions 17 % 26 %
Did not have full confidence and trust in doctor 8 % 17 %
Did not completely discuss worries or fears with doctor 19 % 31 %
Did not have enough time to discuss medical problem with other health professional 13 % 25 %
Other member of staff did not fully explain reasons for treatment/ action 15 % 21 %
Other member of staff did not listen fully to what patient had to say 14 % 18 %
Other member of staff did not always give clear answers to questions 14 % 23 %
Did not have full confidence and trust in other member of staff 12 % 16 %
Other member of staff did not know enough about medical history 11 % 15 %
Did not completely discuss worries or fears with other health professional 24 % 34 %
Do not always see the same doctor or member of staff 43 % 59 %
Staff talked in front of patient as if they weren't there 9 % 12 %
Not given complete privacy when discussing condition / treatment 8 % 13 %
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 6
Not given complete privacy when being examined or treated 3 % 9 %
Staff contradicted one another 6 % 12 %
Not fully involved in decisions about care or treatment 18 % 27 %
Staff did not ask patient what was important to them in managing their condition or illness 8 % 11 %
Patient not fully told purpose of new medications 7 % 17 %
Reason for change to existing medication not fully explained [8] % 17 %
Did not receive copies of all letters sent between hospital doctors and family doctor (GP) 22 % 41 %
Not given any written or printed information about condition/treatment but would have liked it
15 % 19 %
Not told fully about what danger signals to watch for 23 % 32 %
Reason for visit not dealt with completely to patients satisfaction 19 % 25 %
Overall - Outpatients Department not at all/fairly organised 30 % 38 %
Overall - not always treated with respect or dignity 7 % 12 %
Overall - care rated as fair or poor 2 % 5 %
Overall - would not recommend this Outpatients Department to family and friends 0 % 3 %
Your results were significantly worse than the ‘Picker average’ for the following questions:
Trust Average
Not given choice of appointment time 70 % 60 %
Unable to immediately find a place to sit in waiting area 7 % 4 %
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 7
Setting priorities for action Examining areas where your Trust’s performance is above average and you have demonstrated improvements since 2009 provides a valuable opportunity to share good practice.
The Trust has positive results on the following questions:
Average 2009 2011
Did not have enough time to discuss medical problem with other health professional
25 % 21 % 13 %
Did not receive copies of all letters sent between hospital doctors and family doctor (GP)
41 % 46 % 22 %
Overall - would not recommend this Outpatients Department to family and friends 3 % 1 % 0 %
In addition, focusing on the questions where your Trust’s score is lower than average and performance has slipped since 2009 should help you to identify key priorities for service improvement.
The Trust has poor results on the following questions:
Average 2009 2011
There were no questions where performance was both below average and had worsened since the last survey.
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 8
Areas where patients report most problems Questions where more than 50% of respondents reported room for improvement are listed below. Focusing on these areas could potentially improve the experience for a large proportion of your patients. N.B. Questions where less than 50 patients answered the question have been highlighted with [-]
Trust Average
Other patients could overhear discussions with receptionist 70 % 72 %
Not given choice of appointment time 70 % 60 %
Patient waited for longer than they were told, or were not told how long the wait would be
58 % 69 %
Patient not told why they had to wait 57 % 67 %
Not fully aware what would happen during appointment 56 % 54 %
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 9
Making the best use of your survey results: Moving beyond measurement We are dedicated to helping you make practical and effective use of your survey results and can provide the following support at no additional cost as part of your survey package:
• An on-site presentation of your survey data to staff or board members. Alternatively we can meet with you and your team to talk you through your results and answer any questions that you may have.
• Additional data analysis such as breakdown by ethnicity or specialty. This can help to target improvements in the areas where they are needed most.
• Regional workshops to practically support you in interpreting your results and prioritising areas for action. These sessions offer a valuable opportunity to network and share good practice with other organisations. To further support you in effectively using your patient experience data, our improvement team offer a range of tailored and practical approaches which include:
• A review of your current approaches to patient experience data collection, reporting and improvement work
• Staff training and development programmes
• Process improvement and implementation support
• Workshops and deliberative events for staff and patients If you need further assistance with understanding your results, or would like to discuss any of the above options, please contact Amy Tallett or another member of the survey team at Picker Institute Europe (Tel: 01865 208100), who will be happy to help you. Full contact details are listed overleaf.
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 10
Contacting Picker Institute Europe For more information about your survey report please contact the Project Manager, Amy Tallett, or another member of the Picker Institute Survey Team.
Picker Institute Survey Team: Amanda Attwood Stephen Bough Matt Cadby Bridget Hopwood Jenny King Tim Markham Nick Pothecary Amy Tallett
Outpatient Survey 2011 Robert Jones And Agnes Hunt Orthopaedic And District Hospital NHS Trust Copyright 2011 Picker Institute Europe. All rights reserved. Page 11
BBOOAARRDD OOFF DDIIRREECCTTOORRSS
2266TTHH JJAANNUUAARRYY 22001122
Russell Hardy ���� 4358 Chairman
Executive Responsible John Grinnell, Director of Finance
Paper prepared by (if different from above)
Helen Ashcroft, Business Planning Manager Craig Macbeth, Deputy Director of Finance
Category of Item Strategic Direction and
Development
Performance and Governance �
Context Previous Board discussion
Link to National Policy �
Link to Trust’s Strategic Objectives
�
Risk if no action taken
Executive Summary
The Trust’s month 9 Performance Report is detailed in the attached paper.
Received or approved by
Legal Implications None
Recommendation It is recommended that the Board note: • The performance at December 2011 (Month 9).
Subject/Title December (Month 9) Integrated Performance Report
Nature of Report For Information
For Discussion �
For Approval �
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U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
Balanced Scorecard Trust Board
2011 / 2012 Month - 09
VISION
To be the leading centre for high quality, sustainable Orthopaedic and related care, achieving excellence in both experience and outcomes for our
patients
Period Key Metric Actual Year to date Change Forecast
Dec-11 Infection Control Overall g a same a
Dec-11 Serious Incidents g g same g
Dec-11 Never Events g g same g
Dec-11 Deaths g a same g
Dec-11 Medicine Management g g same g
Dec-11 Patient Falls r a worse g
Dec-11 Pressure Ulcer Assessments g g same g
Dec-11 CQUIN Overall a a worse g
Nov-11 30 day Readmission Rates to RJAH for all specialties g g same g
Patient Safety
Overall Performance
Period Key Metric Actual Year to date Change Forecast
Dec-11 Monitor Risk Rating - Finance g g same g
Dec-11 Monitor Risk Rating - Quality Governance g a better a
Overall Performance
External Perception
Period Key Metric Actual Year to date Change Forecast
Dec-11 Patient Satisfaction g g same g
Dec-11 Number of Complaints g g same g
Dec-11 Access to Bone Tumour Services g g same g
Dec-11 Access to Services (RTT) - Welsh g g same g
Dec-11 Access to Services (RTT) - English g g same g
Dec-11 Reportable Cancellations g g same g
Dec-11 Delayed Discharges a g same g
Patient Experience
Overall Performance
Period Key Metric Actual Year to date Change Forecast
Dec-11 Income and Expenditure g g same g
Dec-11 CIP Delivery a g worse g
Dec-11 Capital Expenditure a a worse g
Dec-11 PSPP g a better g
Dec-11 Liquidity Ratio g g same g
Dec-11 Sickness Absence r a worse a
Dec-11 Staff Turnover g g same g
Dec-11 Staff Appraisal r a same g
Resources
Overall Performance
Period Key Metric Actual Year to date Change Forecast
Dec-11 Activity - Surgery g a worse g
Dec-11 Activity - Medicine r r same r
Dec-11 New to Follow Up Ratio (Consultant Led Activity) g g same g
Dec-11 Demand Against Contract r r same a
Dec-11 Daycase Rates g g same g
Dec-11 Admission on Day of Surgery g g same g
Dec-11 Theatre Efficiency a g worse g
Dec-11 Average Length of Stay - Overall g g same g
Dec-11 Average Length of Stay - Hips and Knees r r same a
Dec-11 Bed Occupancy - Adult Orthopaedic Wards r r worse g
Efficiency
Overall Performance
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
BOARD OF DIRECTORS
INTEGRATED PERFORMANCE REPORT
DECEMBER 2011
1. Introduction
1.1 This paper presents the Trust’s performance at the end of December 2011, the ninth
month of the 2011/12 financial year and the end of quarter 3.
1.2 The 2011/12 performance report details performance against the core standards set nationally by Monitor, the Department of Health and Care Quality Commission, locally
agreed CQUIN quality improvement targets and internally driven improvement
targets.
1.3 The scorecard and performance report format and metrics have been developed using the Trust’s electronic planning and performance system (interplan) and reflect
the format agreed by the Board in the May 2011 Trust Board paper ‘2011/12 Trust
Balanced Scorecard’.
1.4 Domain 5, of this report looks at the external perception of the Trust and includes further details of performance against Monitor’s compliance framework for quarter 3
which supports the Trust’s quarterly self declarations to Monitor.
2. Chief Executive’s overview
2.1 December was another strong month in terms of performance and the scorecard overall shows a positive position. Our activity levels reduced as planned over the
Christmas period however overall they remain on track with our revised trajectory as
we move into the final quarter of the financial year.
2.2 We continue to perform well across the scorecard particularly in the areas of patient safety, resource management and effectiveness whilst an improving picture is evident
within the efficiency domain. It should be noted that a number of indicators including
patient falls, theatre efficiency and delayed discharges have been adversely affected by the expected lower activity rates over Christmas however underlying performance
has not worsened.
2.3 Overall performance is reflecting positively in financial terms and we should note that the fourth quarter of the year will see a greater throughput in activity terms as part
of our overall planned profile.
3. November performance overview
3.1 Domain 1 – Patient safety
3.1.1 Patient safety: Directors assessment – Overall performance within this domain
during December was strong with all targets forecast to be achieved by the year end and reported as green with the exception of C. Difficile which is amber.
3.1.2 Infection control & screening - There were no cases of hospital acquired MRSA
bacterium in December and no cases of C. Difficile.
In year the Trust has had two cases of C. Difficile against a ceiling target of two. As
this is a Monitor key measure the infection control metric is therefore reported for the year to date and forecasted forward as ‘amber’ to reflect the risk associated with this
position.
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U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
3.1.3 Serious incidents – Two serious incidents occurred in December, one related to a
fracture which occurred as a result of a patient fall and the second to an incidence of physical and verbally abusive behaviour. Both incidents have been investigated
thoroughly and actions taken as appropriate.
3.1.4 Deaths – There were two patient deaths during December one medical and one
surgical. Both Deaths have been fully reviewed and no issues found.
The number of deaths in the ‘year to date’ KPI although marked as amber is not considered an overall concern as a majority of the deaths which have occurred in the
year to date have been expected following the patient’s admission to medical wards
for deteriorating long term conditions and co-morbidities.
3.1.5 Medicines management – There were 8 medication incidents in month which resulted in a change to Patient’s planned treatment but no patient harm. This
represented 0.63% of the total Trust inpatient activity. Each incident has been fully
investigated by the Medicines Management Co-ordinator.
3.1.6 Patient falls – The % of patient falls increased in December to 2.79% of inpatient activity against a target of 1.60% and its therefore reported as red ‘in month’ within
the scorecard. It should be noted that this % has been inflated by the lower activity rate in month. In total there were 17 falls in month compared to 15 in November
which is in line with historic levels. A number of patients (3) fell due to not following
the medical advice given to them.
Further emphasis will be placed on reducing the incidents of falls in the last quarter in order to bring performance back below the target ceiling. The impact of the recently
implemented additional patient information at preoperative assessment and revised
advice at the point of admission will also assist to deliver this metric by year end.
When benchmarked against other Hospitals across the Region the Trust is shown to be performing strongly against the falls metrics and has been asked to present at a
forthcoming West Midlands Quality Review Service, Good Practice Sharing Event.
3.1.7 Pressure ulcer assessment – The Trust continues to maintain its performance
with regards to pressure ulcer assessments undertaking 99.42% of pressure ulcer assessments against a target of 99%. In month there were no grade 3 or 4 pressure
ulcers which would require external reporting.
3.1.8 CQUINs – The Trust has now undertaken the quarter three audits of progress
towards delivering the 2011/12 CQUIN targets. Performance against the CQUIN metrics overall remains on track to deliver the year end improvements. There are
three areas of risk of non delivery that work is being focussed on:
The rescheduling of outpatient appointments
The introduction of a telephone reminder system for patient appointments
An area of medicines management improvement that is at risk due to low
numbers of patients skewing performance against the agreed KPI.
On this basis the ‘year to date’ performance is highlighted as amber however with
continued focus and commissioner engagement we are still optimistic that with that the CQUIN will be delivered by the year end.
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U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
3.1.9 30-Day readmission rates to RJAH for all specialties – The percentage of
readmissions decreased in December. 0.94% of patients treated in November were re admitted to the Trust within 30 days against a target of 1.3%. The outpatient
wound clinic continues to contribute towards this improving performance.
3.2 Domain 2 - Patient experience
3.2.1 Patient experience: Directors commentary – Performance within this domain is
excellent with all key metrics reported in the scorecard forecast to achieve by the year end including all key access targets.
3.2.2 Patient satisfaction – 96.23% of patients rated the Trust as excellent or good in December, exceeding the Trust’s 95% satisfaction target.
3.2.3 Complaints - There were 8 complaints in December against a target ceiling of 9
representing 0.07% of activity. Five of the complaints related to operational issues
including staff attitude, long waits in the outpatient department and a clinic cancelation. The remaining three complaints related to quality of care and included a
theatre cancellation, treatment in the Menzies Unit, and treatment received in Orthotics. There were no overall trends within departments noted between the
complaints received.
3.2.4 Access to services (waiting times) – All core English and Welsh waiting times
targets were achieved in December including the English 18 week referral to treatment targets, the 95th percentile, the Welsh 26 weeks waiting time targets and
cancer access targets.
Focus remains on improving performance against median waiting time targets. In
December median waits for admitted patients reduced for the second month in a row in line with planned activity levels.
3.2.5 Delayed discharges – Delayed discharges increased in November to 6.41%,
against a target ceiling of 4.23%. It should be noted that the overall percentage of
delayed discharges was adversely affected by the reduced activity during the Christmas period, in total there were 5 patients delayed which was a reduction from 6
in November 2011. The metric is reported as amber ‘in month’ however performance is expected to improve in January as activity levels increase.
3.3 Domain 3 - Efficiency
3.3.1 Efficiency: Directors Commentary – The delivery of efficiencies within the Trust
has improved through December, focus will remain on this domain to ensure this momentum is maintained in the final quarter of the year.
3.3.2 Activity - Surgery – Overall surgical inpatient activity exceeded that planned in month which is a continuation of our improved performance levels. The total
outpatient numbers, including new, follow up and preoperative assessments were below the revised plan but are expected to increase in January.
3.3.3 Activity Medicine – Medicine activity remained below that planned at the start of
the year against the Metabolic Service Line following the redesign of the service
model; it is therefore reported as red within the balanced scorecard.
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U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
3.3.4 Demand against contract – Additions to the outpatient waiting list reduced in
month to 1,903 in part due to the Christmas period. The outpatient waiting list increased due to the reduced in month plan of activity whilst the inpatient waiting list
remained stable.
Due to the size of the outpatient waiting list and in year high demand for our services
this metric is reported as red ‘in month’ and for the ‘year to date’ with an amber ‘forecast’ based on commissioner discussions and overall increasing capacity in the
final quarter of the year.
It should be noted that the additions to the outpatient waiting list data and RAG for
April to November has been updated following an internal data audit.
3.3.5 Daycase rate – During December the percentage of patients treated as a daycase increased to 52.96%.
3.3.6 Utilisation of available sessions – Theatre session utilisation rates decreased slightly in December to 93.13% against a target of 95% and are therefore reported
as amber ‘in month’ within the scorecard. Performance against this metric was expected to reduce in December and the sessions not utilised were used to undertake
a ‘deep clean’ over the Christmas period. It is expected performance will be back above target in January.
3.3.7 Cases per session – During December the Trust achieved an average of 2.48 cases per session against a target of 2.4 cases an increase on the previous month. This
improvement was assisted by the increased level of daycases.
3.3.8 Average length of stay hips and knees: – Overall average length of stay
(including daycases) remained within the target of 2.5 days at 2.22 days in December.
The average length of stay for both hip and knee patients decreased in month to 4.63
and 5.29 days respectively however remaining higher than the target ceiling of 4.5
days. It is therefore reported as ‘red’ within the scorecard for both the in month actual and year to date. During Quarter 4 focus will remain on increasing our use of
the estimated date of discharge tools and evaluating where patients do not achieve their estimated date of discharge.
3.3.9 Bed occupancy – The percentage bed occupancy decreased in December to
76.42% against a target occupancy of 87% which was as anticipated given the
planned lower activity levels.
3.4 Domain 4 – Resources
3.4.1 Resources: Directors Commentary - Performance within this domain remains strong as we continue to track ahead of our overall financial plans.
3.4.2 Finance overall – As expected, December generated a loss driven by lower activity
levels associated with the Christmas holiday period. EBITDA tracked to plan and the overall net loss for the month was £0.17m. Cumulatively both EBITDA and net
surplus remain ahead of plan; our overall net surplus now stands at £1.11m.
3.4.3 Income exceeded plan in month by £0.16m linked to the delivery of the additional
activity plan. We are now within reach of our original plan and will continue to increase activity in the remaining quarter of the year as we look to fulfil our
additional contractual commitments which remain outside of the financial plan.
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U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
3.4.4 Expenditure - Pay costs came in 2% ahead of plan linked to additional surgical capacity put in place to deliver the additional activity. Cumulatively we remain within
the planned pay budget although this is likely to face increasing pressure in the final quarter of the year.
Non pay over spent by 3% driven by high cost drugs (backed by income) and the profiling of reserves in month. Cumulatively we remain within the planned non pay
budget.
3.4.5 Cost improvements of £0.27m were made in month. This was beneath planned levels due to slippage of schemes relating to outpatient repatriation and increased
OJP worked in anaesthetics and outpatients. A number of new schemes are set to
commence in Quarter 4 and as activity also steps up we will look to identify further efficiencies linked to volume. We still anticipate the planned level of savings being
delivered in full.
3.4.6 Cash balances stayed static in month at £7.18m. A reduction had been expected
linked to the capital programme but the planned payments were not made until early January. As our activity levels increase further and the capital programme moves
towards conclusion we will see our cash balances return to planned levels by the end of the financial year.
3.4.7 Capital expenditure for the month was £0.44m and below the revised trajectory.
The programme is still however expected to be completed in full by the end of the
financial year.
3.4.8 Financial risk rating –The Trust's overall forecast risk rating remains unchanged at level 4 confirming that the Trust is performing at low financial risk.
3.4.9 Year end forecast - We have reached an agreement with our three main Commissioners regarding an end of year position; this will incorporate the
delivery of additional work in the final quarter of the year. Additionally we are finalising a technical adjustment in respect of the treatment of donated assets.
Both of these issues will be built into a revised forecast as part of next month’s
report.
3.4.10 Sickness rates – Sickness absence rates increased to 4.05% against the 2011/12 year end target of 3.00%. This is therefore reported as ‘red’ within the scorecard in
month and amber for the ‘year to date’ and ‘forecast’. Absence due to colds & flu, ENT and Musculo skeletal issues increased in month. Based on previous years trends
it is expected that sickness levels will decrease over coming months, however
achieving the year end target will be challenging.
3.4.11 Staff Appraisal - Performance decreased in December to 68.12% of staff having received an appraisal within a 12 month rolling period. Performance therefore
remains below target and as such is reported as ‘red’ in month and ‘amber’ for the
year to date within the balanced scorecard. A number of appraisals are just missing the 12 month deadline, as highlighted by a review of appraisals undertaken within a
14 month period which showed 82% of staff having had an appraisal in that timeframe. An escalation process is in place to senior management to address staff
who have not undertaken an appraisal within the required timeframe and with a concerted focus it is forecast the target will be met by year end.
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3.5 Domain 5 – External perception
3.5.1 The Trust continues to maintain all external targets. The Quality Governance forecast
is highlighted as ‘amber’ to reflect the ongoing risk of delivering the C. Difficile target
as detailed within section 3.1.2.
3.5.2 Appendix 1 of this paper details the Compliance Framework service targets for the third quarter which will be reported to Monitor at the end of January 2012.
3.5.3 The submission will highlight that the Trust was fully compliant with all of Monitor’s
‘targets and indicators’ including C. Difficile, MRSA, Cancer waiting times, RTT 95th
percentile waiting times and Learning Difficulties during quarter 3. The submission will however highlight the ongoing risk to the Trust of the low C. Difficile target in
quarter four.
3.5.4 Further details regarding this submission are included within the Trust Board paper
“Quarter 3 Monitor Return”.
4 Recommendation
4.1 It is recommended that the Board:
Note the performance for December (Month 9)
John Grinnell Director of Finance, Contracting and Performance
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U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Safety
Infection Control Overall
Hospital Acquired MRSA
0
1
2
3
4
5
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 0.00 0.00
gMay-11 0.00 0.00
gJun-11 0.00 0.00
gJul-11 0.00 0.00
gAug-11 0.00 0.00
gSep-11 0.00 0.00
gOct-11 0.00 0.00
gNov-11 0.00 0.00
gDec-11 0.00 0.00
Jan-12 0.00
Feb-12 0.00
Mar-12 0.00
Patient Safety
Infection Control Overall
Hospital Acquired C Difficile
0
1
2
3
4
5
6
7
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 1.00 0.00
gMay-11 1.00 0.00
gJun-11 1.00 1.00
gJul-11 2.00 1.00
gAug-11 2.00 1.00
gSep-11 2.00 1.00
gOct-11 2.00 1.00
gNov-11 2.00 2.00
gDec-11 2.00 2.00
Jan-12 2.00
Feb-12 2.00
Mar-12 2.00
Patient Safety
Serious Incidents
0.0
0.4
0.8
1.2
1.6
2.0
2.4
2.8
3.2
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 1.00 0.00
gMay-11 1.00 1.00
gJun-11 1.00 0.00
gJul-11 1.00 1.00
gAug-11 1.00 1.00
gSep-11 1.00 1.00
aOct-11 1.00 3.00
gNov-11 1.00 0.00
aDec-11 1.00 2.00
Jan-12 1.00
Feb-12 1.00
Mar-12 1.00
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U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Safety
Never Events
0.0
0.2
0.4
0.6
0.8
1.0
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
rApr-11 0.00 1.00
gMay-11 0.00 0.00
gJun-11 0.00 0.00
gJul-11 0.00 0.00
gAug-11 0.00 0.00
gSep-11 0.00 0.00
gOct-11 0.00 0.00
gNov-11 0.00 0.00
gDec-11 0.00 0.00
Jan-12 0.00
Feb-12 0.00
Mar-12 0.00
Patient Safety
Deaths
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 1.00 0.00
gMay-11 1.00 0.00
aJun-11 1.00 4.00
gJul-11 1.00 1.00
gAug-11 1.00 0.00
aSep-11 1.00 4.00
gOct-11 1.00 1.00
gNov-11 1.00 0.00
aDec-11 1.00 2.00
Jan-12 1.00
Feb-12 1.00
Mar-12 1.00
Patient Safety
Medicine Management
Medication Errors - Total Numbers
4
8
12
16
20
24
28
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 15.00 12.00
gMay-11 15.00 15.00
gJun-11 15.00 12.00
aJul-11 15.00 18.00
gAug-11 15.00 7.00
gSep-11 15.00 8.00
gOct-11 15.00 12.00
gNov-11 15.00 9.00
gDec-11 15.00 8.00
Jan-12 15.00
Feb-12 15.00
Mar-12 15.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Safety
Medicine Management
Medication Errors as % of activity
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
1.8
2.0
2.2
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 1.25 1.02
gMay-11 1.25 1.19
gJun-11 1.25 1.02
aJul-11 1.25 1.49
gAug-11 1.25 0.62
gSep-11 1.25 0.61
gOct-11 1.25 0.89
gNov-11 1.25 0.63
gDec-11 1.25 0.63
Jan-12 1.25
Feb-12 1.25
Mar-12 1.25
Patient Safety
Patient Falls
0.8
1.2
1.6
2.0
2.4
2.8
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%Period Target Actual Performance
aApr-11 1.60 1.75
rMay-11 1.60 2.07
aJun-11 1.60 1.76
aJul-11 1.60 1.62
gAug-11 1.60 1.40
gSep-11 1.60 1.55
rOct-11 1.60 2.35
aNov-11 1.60 1.86
rDec-11 1.60 2.79
Jan-12 1.60
Feb-12 1.60
Mar-12 1.60
Patient Safety
Pressure Ulcer Assessments
86
88
90
92
94
96
98
100
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 99.00 99.30
gMay-11 99.00 99.52
gJun-11 99.00 99.83
gJul-11 99.00 100.00
gAug-11 99.00 100.00
gSep-11 99.00 99.40
gOct-11 99.00 100.00
gNov-11 99.00 99.86
gDec-11 99.00 99.42
Jan-12 99.00
Feb-12 99.00
Mar-12 99.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Safety
CQUIN Overall
VTE Risk Assessments
55
60
65
70
75
80
85
90
95
100
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 90.00 98.56
gMay-11 90.00 98.09
gJun-11 90.00 98.12
gJul-11 90.00 99.77
gAug-11 90.00 99.88
gSep-11 90.00 99.79
gOct-11 90.00 99.69
gNov-11 90.00 99.91
gDec-11 90.00 99.06
Jan-12 90.00
Feb-12 90.00
Mar-12 90.00
Patient Safety
30 Days Readmission Rates to RJAH for all specialties
0.4
0.6
0.8
1.0
1.2
1.4
1.6
1.8
2.0
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%Period Target Actual Performance
rApr-11 1.30 1.54
gMay-11 1.30 1.02
gJun-11 1.30 0.96
rJul-11 1.30 1.83
gAug-11 1.30 1.16
gSep-11 1.30 1.17
gOct-11 1.30 1.18
gNov-11 1.30 0.94
Dec-11 1.30 no data
Jan-12 1.30
Feb-12 1.30
Mar-12 1.30
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Experience
Patient Satisfaction
95.0
95.5
96.0
96.5
97.0
97.5
98.0
98.5
99.0
99.5
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 95.00 99.48
gMay-11 95.00 98.03
gJun-11 95.00 99.19
gJul-11 95.00 98.01
gAug-11 95.00 99.09
gSep-11 95.00 98.76
gOct-11 95.00 96.12
gNov-11 95.00 97.82
gDec-11 95.00 96.23
Jan-12 95.00
Feb-12 95.00
Mar-12 95.00
Patient Experience
Number of Complaints
2
4
6
8
10
12
14
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 9.00 3.00
gMay-11 9.00 8.00
gJun-11 9.00 6.00
gJul-11 9.00 7.00
gAug-11 9.00 6.00
aSep-11 9.00 14.00
aOct-11 9.00 10.00
gNov-11 9.00 2.00
gDec-11 9.00 8.00
Jan-12 9.00
Feb-12 9.00
Mar-12 9.00
Patient Experience
Access to Bone Tumour Services
2 week cancer referral target
82
84
86
88
90
92
94
96
98
100
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 93.00 100.00
gMay-11 93.00 100.00
gJun-11 93.00 100.00
gJul-11 93.00 100.00
gAug-11 93.00 100.00
gSep-11 93.00 100.00
gOct-11 93.00 100.00
gNov-11 93.00 100.00
gDec-11 93.00 100.00
Jan-12 93.00
Feb-12 93.00
Mar-12 93.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Experience
Access to Bone Tumour Services
Cancer 1 month wait
65
70
75
80
85
90
95
100
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 96.00 100.00
gMay-11 96.00 100.00
gJun-11 96.00 100.00
gJul-11 96.00 100.00
gAug-11 96.00 100.00
gSep-11 96.00 100.00
gOct-11 96.00 100.00
gNov-11 96.00 100.00
gDec-11 96.00 100.00
Jan-12 96.00
Feb-12 96.00
Mar-12 96.00
Patient Experience
Access to Bone Tumour Services
Cancer 2 month wait
0
20
40
60
80
100
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%Period Target Actual Performance
gApr-11 85.00 100.00
gMay-11 85.00 100.00
gJun-11 85.00 100.00
gJul-11 85.00 100.00
gAug-11 85.00 100.00
gSep-11 85.00 100.00
gOct-11 85.00 100.00
gNov-11 85.00 100.00
gDec-11 85.00 100.00
Jan-12 85.00
Feb-12 85.00
Mar-12 85.00
Patient Experience
Access to Services (RTT) - Welsh
26 week RTT (Admitted)
86
88
90
92
94
96
98
100
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
aApr-11 95.00 94.27
gMay-11 95.00 99.22
gJun-11 95.00 97.17
gJul-11 95.00 97.78
gAug-11 95.00 96.79
gSep-11 95.00 97.98
gOct-11 95.00 96.36
gNov-11 95.00 99.64
gDec-11 95.00 97.99
Jan-12 95.00
Feb-12 95.00
Mar-12 95.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Experience
Access to Services (RTT) - Welsh
26 week RTT (Non-Admitted)
96.0
96.5
97.0
97.5
98.0
98.5
99.0
99.5
100.0
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
aApr-11 98.00 96.40
gMay-11 98.00 98.85
gJun-11 98.00 99.76
gJul-11 98.00 99.05
gAug-11 98.00 99.50
gSep-11 98.00 99.33
gOct-11 98.00 99.51
gNov-11 98.00 99.34
gDec-11 98.00 100.00
Jan-12 98.00
Feb-12 98.00
Mar-12 98.00
Patient Experience
Access to Services (RTT) - English
18 weeks RTT Admitted
90
91
92
93
94
95
96
97
98
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%Period Target Actual Performance
gApr-11 90.00 92.21
gMay-11 90.00 95.64
gJun-11 90.00 93.60
gJul-11 90.00 93.25
gAug-11 90.00 93.03
gSep-11 90.00 93.99
gOct-11 90.00 93.77
gNov-11 90.00 95.51
gDec-11 90.00 94.30
Jan-12 90.00
Feb-12 90.00
Mar-12 90.00
Patient Experience
Access to Services (RTT) - English
18 weeks RTT Admitted 95th percentile
17
18
19
20
21
22
23
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 23.00 21.30
gMay-11 23.00 17.98
gJun-11 23.00 19.75
gJul-11 23.00 19.81
gAug-11 23.00 21.85
gSep-11 23.00 20.88
gOct-11 23.00 19.85
gNov-11 23.00 17.99
gDec-11 23.00 19.63
Jan-12 23.00
Feb-12 23.00
Mar-12 23.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Experience
Access to Services (RTT) - English
18 weeks RTT Admitted Median
11
12
13
14
15
16
17
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
rApr-11 11.10 16.28
rMay-11 11.10 15.31
rJun-11 11.10 16.14
rJul-11 11.10 15.92
rAug-11 11.10 16.07
rSep-11 11.10 16.50
rOct-11 11.10 16.50
rNov-11 11.10 15.57
rDec-11 11.10 14.60
Jan-12 11.10
Feb-12 11.10
Mar-12 11.10
Patient Experience
Access to Services (RTT) - English
18 weeks RTT Non-Admitted
95.0
95.5
96.0
96.5
97.0
97.5
98.0
98.5
99.0
99.5
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%Period Target Actual Performance
gApr-11 95.00 98.63
gMay-11 95.00 97.22
gJun-11 95.00 98.12
gJul-11 95.00 97.87
gAug-11 95.00 97.56
gSep-11 95.00 96.84
gOct-11 95.00 98.42
gNov-11 95.00 98.02
gDec-11 95.00 98.21
Jan-12 95.00
Feb-12 95.00
Mar-12 95.00
Patient Experience
Access to Services (RTT) - English
18 weeks RTT Non-Admitted 95th percentile
15.2
15.6
16.0
16.4
16.8
17.2
17.6
18.0
18.4
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 18.30 17.08
gMay-11 18.30 17.33
gJun-11 18.30 17.46
gJul-11 18.30 17.61
gAug-11 18.30 17.59
gSep-11 18.30 17.74
gOct-11 18.30 17.49
gNov-11 18.30 17.63
gDec-11 18.30 17.47
Jan-12 18.30
Feb-12 18.30
Mar-12 18.30
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Experience
Access to Services (RTT) - English
18 weeks RTT Non-Admitted Median
4.4
4.8
5.2
5.6
6.0
6.4
6.8
7.2
7.6
8.0
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
rApr-11 6.60 7.04
rMay-11 6.60 7.35
rJun-11 6.60 7.24
rJul-11 6.60 7.40
rAug-11 6.60 7.23
rSep-11 6.60 7.21
rOct-11 6.60 7.13
rNov-11 6.60 7.40
rDec-11 6.60 7.40
Jan-12 6.60
Feb-12 6.60
Mar-12 6.60
Patient Experience
Access to Services (RTT) - English
18 weeks RTT Incomplete 95th percentile
16
18
20
22
24
26
28
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 28.00 23.78
gMay-11 28.00 20.70
gJun-11 28.00 21.27
gJul-11 28.00 22.58
gAug-11 28.00 23.78
gSep-11 28.00 22.62
gOct-11 28.00 22.35
gNov-11 28.00 24.88
gDec-11 28.00 26.65
Jan-12 28.00
Feb-12 28.00
Mar-12 28.00
Patient Experience
Access to Services (RTT) - English
18 weeks RTT Incomplete Median
7
8
9
10
11
12
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
rApr-11 7.20 8.62
rMay-11 7.20 9.10
rJun-11 7.20 8.38
rJul-11 7.20 9.17
rAug-11 7.20 10.55
rSep-11 7.20 10.10
rOct-11 7.20 9.75
rNov-11 7.20 9.61
rDec-11 7.20 10.11
Jan-12 7.20
Feb-12 7.20
Mar-12 7.20
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Patient Experience
Reportable Cancellations
0.4
0.6
0.8
1.0
1.2
1.4
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 0.80 0.79
gMay-11 0.80 0.57
gJun-11 0.80 0.49
gJul-11 0.80 0.54
gAug-11 0.80 0.50
gSep-11 0.80 0.54
gOct-11 0.80 0.61
gNov-11 0.80 0.60
gDec-11 0.80 0.67
Jan-12 0.80
Feb-12 0.80
Mar-12 0.80
Patient Experience
Delayed Discharges
0
1
2
3
4
5
6
7
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%Period Target Actual Performance
aApr-11 3.50 3.90
gMay-11 3.50 3.40
aJun-11 3.50 3.60
gJul-11 3.50 0.80
gAug-11 3.50 1.50
gSep-11 3.50 2.10
gOct-11 3.50 3.25
aNov-11 3.50 4.23
aDec-11 3.50 6.41
Jan-12 3.50
Feb-12 3.50
Mar-12 3.50
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Resources
Sickness Absence
2.6
2.8
3.0
3.2
3.4
3.6
3.8
4.0
4.2
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 3.00 2.93
gMay-11 3.00 2.75
gJun-11 3.00 2.70
aJul-11 3.00 3.39
aAug-11 3.00 3.08
gSep-11 3.50 3.42
aOct-11 3.50 3.68
aNov-11 3.50 3.82
rDec-11 3.50 4.05
Jan-12 3.50
Feb-12 3.50
Mar-12 3.00
Resources
Staff Turnover
6.5
7.0
7.5
8.0
8.5
9.0
9.5
10.0
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%Period Target Actual Performance
gApr-11 10.00 8.78
gMay-11 10.00 8.69
gJun-11 10.00 8.10
gJul-11 10.00 7.50
gAug-11 10.00 7.53
gSep-11 10.00 7.72
gOct-11 10.00 7.69
gNov-11 10.00 7.51
gDec-11 10.00 7.57
Jan-12 10.00
Feb-12 10.00
Mar-12 10.00
Resources
Staff Appraisal
60
64
68
72
76
80
84
88
92
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
aApr-11 90.00 78.20
aMay-11 90.00 78.34
aJun-11 90.00 82.94
aJul-11 90.00 84.32
aAug-11 90.00 84.55
aSep-11 90.00 78.72
aOct-11 90.00 76.20
aNov-11 90.00 74.75
rDec-11 90.00 68.12
Jan-12 90.00
Feb-12 90.00
Mar-12 90.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Efficiency
Activity - Surgery
Surgical Division Activity - Inpatient Contract
850
900
950
1000
1050
1100
1150
1200
1250
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
rApr-11 994.00 966.00
gMay-11 1,007.00 1,014.00
aJun-11 1,081.00 916.00
rJul-11 1,094.00 912.00
rAug-11 969.00 915.00
gSep-11 1,031.00 1,033.00
gOct-11 1,056.00 1,058.00
gNov-11 1,109.00 1,121.00
gDec-11 1,028.00 1,055.00
Jan-12 1,095.00
Feb-12 1,096.00
Mar-12 1,122.00
Efficiency
Activity - Surgery
Surgical Division Activity - Outpatient Contract
4400
4800
5200
5600
6000
6400
6800
7200
7600
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 5,306.00 5,544.00
gMay-11 5,372.00 6,295.00
gJun-11 5,770.00 6,254.00
aJul-11 5,837.00 5,491.00
gAug-11 5,580.00 6,319.00
gSep-11 5,912.00 6,740.00
gOct-11 6,045.00 6,372.00
gNov-11 6,045.00 6,798.00
aDec-11 5,647.00 5,274.00
Jan-12 5,978.00
Feb-12 5,978.00
Mar-12 6,111.00
Efficiency
Activity - Medicine
Medicine Division Activity - Inpatient Contract
100
120
140
160
180
200
220
240
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
rApr-11 210.00 128.00
rMay-11 212.00 149.00
rJun-11 228.00 156.00
rJul-11 231.00 177.00
rAug-11 204.00 127.00
rSep-11 218.00 162.00
rOct-11 223.00 154.00
rNov-11 223.00 185.00
rDec-11 207.00 121.00
Jan-12 220.00
Feb-12 220.00
Mar-12 225.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Efficiency
Activity - Medicine
Medicine Division Activity - Outpatient Contract
600
700
800
900
1000
1100
1200
1300
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
aApr-11 912.00 901.00
gMay-11 924.00 997.00
gJun-11 992.00 1,241.00
gJul-11 1,004.00 1,080.00
gAug-11 890.00 1,100.00
gSep-11 947.00 1,129.00
aOct-11 969.00 967.00
gNov-11 969.00 1,074.00
aDec-11 901.00 811.00
Jan-12 958.00
Feb-12 958.00
Mar-12 981.00
Efficiency
New to Follow Up Ratio (Consultant Led Activity)
1.6
1.8
2.0
2.2
2.4
2.6
2.8
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 2.30 2.13
gMay-11 2.30 2.18
rJun-11 2.30 2.61
aJul-11 2.30 2.34
gAug-11 2.30 1.93
gSep-11 2.30 1.98
gOct-11 2.30 2.17
gNov-11 2.30 2.02
gDec-11 2.30 2.26
Jan-12 2.30
Feb-12 2.30
Mar-12 2.30
Efficiency
Demand Against Contract
Additions to Outpatient Waiting List
0
500
1000
1500
2000
2500
3000
3500
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 2,000.00 2,151.00
aMay-11 2,000.00 2,319.00
aJun-11 2,000.00 2,523.00
rJul-11 2,000.00 3,190.00
aAug-11 2,000.00 2,384.00
rSep-11 2,000.00 2,714.00
aOct-11 2,000.00 2,359.00
aNov-11 2,000.00 2,322.00
gDec-11 2,000.00 1,903.00
Jan-12 2,000.00
Feb-12 2,000.00
Mar-12 2,000.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Efficiency
Demand Against Contract
Outpatient Waiting List (Consultant Led Activity Only)
0
1000
2000
3000
4000
5000
6000
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
rApr-11 3,250.00 3,943.00
rMay-11 3,250.00 4,101.00
rJun-11 3,250.00 4,645.00
rJul-11 3,250.00 4,939.00
rAug-11 3,250.00 5,216.00
rSep-11 3,250.00 5,224.00
rOct-11 3,250.00 5,642.00
rNov-11 3,250.00 5,208.00
rDec-11 3,250.00 5,730.00
Jan-12 3,250.00
Feb-12 3,250.00
Mar-12 3,250.00
Efficiency
Demand Against Contract
Inpatient Waiting List Total
0
500
1000
1500
2000
2500
3000
3500
4000
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 3,250.00 3,490.00
gMay-11 3,250.00 3,470.00
aJun-11 3,250.00 3,582.00
aJul-11 3,250.00 3,582.00
aAug-11 3,250.00 3,581.00
rSep-11 3,250.00 3,780.00
aOct-11 3,250.00 3,730.00
aNov-11 3,250.00 3,732.00
aDec-11 3,250.00 3,544.00
Jan-12 3,250.00
Feb-12 3,250.00
Mar-12 3,250.00
Efficiency
Daycase Rates
38
40
42
44
46
48
50
52
54
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 44.00 46.19
gMay-11 44.00 48.13
gJun-11 44.00 49.94
gJul-11 45.00 46.84
gAug-11 45.00 48.84
gSep-11 45.00 50.52
gOct-11 46.00 51.93
gNov-11 48.00 50.05
gDec-11 48.00 52.96
Jan-12 50.00
Feb-12 52.00
Mar-12 53.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Efficiency
Admission on Day of Surgery
66
68
70
72
74
76
78
80
82
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
gApr-11 72.00 73.67
gMay-11 72.00 74.04
gJun-11 72.00 72.81
gJul-11 72.00 74.40
gAug-11 72.00 74.65
gSep-11 72.00 75.56
gOct-11 72.00 76.16
gNov-11 74.00 80.25
gDec-11 74.00 79.60
Jan-12 76.00
Feb-12 78.00
Mar-12 80.00
Efficiency
Theatre Efficiency
Theatre Efficiency
84
86
88
90
92
94
96
98
100
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%Period Target Actual Performance
aApr-11 95.00 92.21
gMay-11 95.00 95.54
aJun-11 95.00 85.74
aJul-11 95.00 90.22
aAug-11 95.00 85.86
gSep-11 95.00 97.12
gOct-11 95.00 95.95
gNov-11 95.00 95.55
aDec-11 95.00 93.13
Jan-12 95.00
Feb-12 95.00
Mar-12 95.00
Efficiency
Theatre Efficiency
Cases Per Session
2.10
2.15
2.20
2.25
2.30
2.35
2.40
2.45
2.50
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
Apr-11 2.40 no data
May-11 2.40 no data
Jun-11 2.40 no data
aJul-11 2.40 2.14
aAug-11 2.40 2.17
aSep-11 2.40 2.21
aOct-11 2.40 2.27
aNov-11 2.40 2.31
gDec-11 2.40 2.48
Jan-12 2.40
Feb-12 2.40
Mar-12 2.40
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Efficiency
Average Length Of Stay - Overall
1.8
2.0
2.2
2.4
2.6
2.8
3.0
3.2
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
gApr-11 2.60 2.60
gMay-11 2.60 2.54
gJun-11 2.60 2.23
gJul-11 2.60 2.41
gAug-11 2.60 2.53
gSep-11 2.60 2.26
gOct-11 2.60 2.49
gNov-11 2.56 2.31
gDec-11 2.52 2.22
Jan-12 2.48
Feb-12 2.44
Mar-12 2.40
Efficiency
Average Length of Stay - Hips and Knees
Average Length of Stay Hips
4.0
4.4
4.8
5.2
5.6
6.0
6.4
6.8
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
aApr-11 4.50 4.79
rMay-11 4.50 4.70
rJun-11 4.50 4.63
rJul-11 4.50 4.55
rAug-11 4.50 5.40
rSep-11 4.50 5.53
rOct-11 4.50 4.92
rNov-11 4.45 4.71
rDec-11 4.40 4.63
Jan-12 4.35
Feb-12 4.30
Mar-12 4.25
Efficiency
Average Length of Stay - Hips and Knees
Average Length of Stay Knees
4.0
4.4
4.8
5.2
5.6
6.0
6.4
6.8
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
Nu
mb
er
Period Target Actual Performance
rApr-11 4.50 5.19
rMay-11 4.50 5.35
rJun-11 4.50 5.65
rJul-11 4.50 4.80
rAug-11 4.50 4.86
rSep-11 4.50 5.72
rOct-11 4.50 5.72
rNov-11 4.45 5.32
rDec-11 4.40 5.29
Jan-12 4.35
Feb-12 4.30
Mar-12 4.25
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
2011/12 Month - 09
Balanced Scorecard - Trust Board
Efficiency
Bed Occupancy - Adult Orthopaedic Wards
0
20
40
60
80
100
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov
-10
Dec
-10
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov
-11
Dec
-11
Jan-
12
Feb-1
2
Mar
-12
%
Period Target Actual Performance
rApr-11 87.00 76.65
rMay-11 87.00 74.50
rJun-11 87.00 77.99
rJul-11 87.00 76.02
rAug-11 87.00 80.45
rSep-11 87.00 80.00
rOct-11 87.00 81.00
aNov-11 87.00 84.54
rDec-11 87.00 76.42
Jan-12 87.00
Feb-12 87.00
Mar-12 87.00
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
A) Key Facts 2011-12
B) Executive Summary
C) Monitor Risk Assessment/Ratio's D) Recommendations
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
Recommendations:
The Board is asked to NOTE:
The Month 9 Financial Position.
As expected , December generated a loss driven by lower activity levels associated with the Christmas holiday period. EBITDA tracked to plan and the overall net loss for the month was £0.17m. Cumulatively both EBITDA and net surplus remain ahead of plan; our overall net surplus now stands at £1.11m.
We have reached an agreement with our three main Commissioners regarding an end of year position; this will incorporate the delivery of additional work in the final quarter of the year. Additionally we are finalising a technical adjustment in respect of the treatment of donated assets. Both of these issues will be built into a revised forecast as part of next months report.
Income exceeded plan in month by £0.16m linked to the delivery of the additional activity plan. We are now within reach of our original plan and will continue to increase activity in the remaining quarter of the year as we look to fulfil our additional contractual commitments which remain outside of the financial plan.
Pay costs came in 2% ahead of plan linked to additional surgical capacity put in place to deliver the additional activity. Cumulatively we remain within the planned pay budget although this is likely to face increasing pressure in the final quarter of the year. Non pay over spent by 3% driven by high cost drugs (backed by income) and the profiling of reserves in month. Cumulatively we remain within the planned non pay budget.
Cost improvements of £0.27m were made in month. This was beneath planned levels due to slippage of schemes relating to outpatient repatriation and increased OJP worked in anaesthetics and outpatients. A number of new schemes are set to commence in Quarter 4 and as activity also steps up we will look to identify further efficiencies linked to volume. We still anticipate the planned level of savings being delivered in full.
Cash balances stayed static in month at £7.18m. A reduction had been expected linked to the capital programme but the planned payments were not made until early January. As our activity levels increase further and the capital programme moves towards conclusion we will see our cash balances return to planned levels by the end of the financial year.
Performance against our 30 day creditor payment target was 96% in month and 94% on a cumulative basis demonstrating recent operational improvements.
Capital expenditure for the month was £0.44m and below the revised trajectory. The programme is still however expected to be completed in full by the end of the financial year.
Our overall forecast risk rating remains unchanged at level 4 confirming that the Trust is performing at low financial risk.
UnitAnnual
Plan
Month
Plan
Month
Actual
Month
Variance
Month
% Var
YTD
Plan
YTD
Actual
YTD
Variance% Var YTD Risk
Annual
Forecast
Annual
Forecast
Risk
Income £m 81.81 6.47 6.63 0.15 2% 61.07 61.05 -0.02 0% 81.81
Expenditure - Pay £m -45.55 -3.82 -3.89 -0.07 -2% -34.12 -34.09 0.03 0% -45.55
Expenditure - Non-pay £m -30.65 -2.48 -2.56 -0.08 -3% -22.74 -22.68 0.06 0% -30.65
EBITDA £m 5.62 0.18 0.18 0.00 2% 4.21 4.29 0.07 2% 5.62
Finance Costs £m -4.32 -0.36 -0.35 0.01 -3% -3.24 -3.17 0.07 -2% -4.32
Net Surplus £m 1.30 -0.18 -0.17 0.02 -8% 0.97 1.11 0.14 14% 1.30
CIP delivered £m 3.07 0.31 0.27 -0.05 -15% 2.17 2.16 -0.01 -1% 3.07
Capital Expenditure £m 5.58 0.52 0.44 -0.08 -15% 3.15 2.75 -0.40 -13% 5.58
Cash £m 3.02 4.50 7.18 2.68 59% 4.50 7.18 2.68 59% 3.02
BPPC % 95% 95% 96% 1% 1% 95% 94% -1% -1% 95%
Annual
PlanYTD Plan
Annual
ForecastRisk Rating
EBITDA Margin 6.9% 6.9% 6.9% 3
EBITDA Achieved 100% 100.0% 100.0% 5
Return on Assets (ROA) 5.0% 5.2% 5.0% 4
I&E Surplus Margin 1.6% 1.6% 1.6% 3
Liquidity Ratio (Days) 28 40 28 4
Overall risk rating 4 4 4 4
101.7%
7.0%
YTD Actual
4
39
1.8%
5.6%
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
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Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
E) Income and activity analysis
Inp
ati
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utp
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The surgical activity recovery plan was successful in
delivering an additional 73 cases during the month
with an average case mix. This earned the Trust an
additional £228k
The above was however dampened by a further
reduction in Metabolic Medicine inpatient activity
with a loss of 95 episodes from plan. Overall
Medicine division income fell short of plan by £62k.
Outpatient activity for the month was the lowest recorded so far this
year although this was in line with the original plan.
Activity is expected to increase in the final quarter of the year in line
with the increased activity plan.
Private Patient income exceeded plan by £21k in month and has
now generated an additional £168k for the Trust on a cumulative
basis.
Other income was also above plan as a result of high RTA claim
notifications.
Private Patients Income
0
0.1
0.2
0.3
0.4
0.5
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
This Year P lan Last Year Actual This year Actual
Other Income
0.0
0.2
0.4
0.6
0.8
1.0
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
This Year Plan Last Year Actual This year Actual
Outpatients - Activity
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
Attendances
This Year P lan Last Year Actual This year Actual
Outpatients - Income
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
This Year P lan Last Year Actual This year Actual
Inpatients - Activity
0
200
400
600
800
1000
1200
1400
1600
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
Sp
ells
This Year Plan Last Year Actual This year Actual
Inpatients - Income
0.0
0.5
1 .0
1 .5
2 .0
2 .5
3 .0
3 .5
4 .0
4 .5
A p r M a y Ju n e Ju ly A u g S e p O c t N o v D e c Ja n F e b M a r
£m
This Year Plan Last Year Actual This year Actual
Inpatients - Income per Spell
2.6
2.7
2.8
2.9
3.0
3.1
3.2
3.3
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£000s
This Year P lan Last Year Actual This year Actual
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
F) Commissioner Performance G) Cost Improvement Programme
December was a good month for contract delivery with further recoveries of under performance made across our commissioner base.
Following discussion with our main Commissioner, Shropshire, we have agreed an out-turn position of around £26.8m which is £0.5m under the original plan. This reduction is to meet revised Commissioner requirements and will support an increased activity plan in 2012/13.
Both BCU (North Wales) and Powys continued to over achieve against base contract but both are covered by supplementary agreements to perform additional activity.
Whilst the above table shows a net cumulative under performance across all commissioners of £0.1m against the original plan, the activity plan for the final quarter of the year is expected to deliver an over performance of around £1m above the original plan.
Additional cost improvements of £266k were made in month to bring our cumulative total for the year to £2,158k which is marginally beneath plan. The most significant variances from plan are detailed below:
Operational Efficiency - slippage of the SaTH outpatient and bed closure schemes continued in month although they are set to deliver some savings in the final quarter. It is anticipated that the shortfall from this slippage will be more than compensated by the contribution earned from the additional activity planned for Quarter 4. An additional scheme to recognise the contribution from increased Private Patient activity has been added this month.
Tactical/Miscellaneous - Additional schemes relating to diagnostics maintenance agreements have been recognised in month.
A contingency for slippage was factored into the original plan. This allows for the non delivery of identified schemes up to a value of £204k (6%). £130k of this has been offset from plan so far year to date.
CommissionerAnnual
Plan £m
YTD
Plan £m
Actual
£m
Variance
£m
Risk
Rating
Shropshire County 27.3 20.4 19.5 -0.9
Betsi Cadwaladr 13.1 9.8 11.0 1.2
Powys 5.5 4.1 4.5 0.4
Telford & Wrekin 5.1 3.8 3.8 0.0
Specialised Commissioners 7.2 5.5 5.5 0.0
Other England Contracted 10.1 7.5 7.3 -0.2
Other Wales Contracted 0.8 0.6 0.5 -0.1
Non Contracted Activity 2.5 1.8 1.7 -0.1
Exclusions and other 0.7 0.4 0.0 -0.4
Grand Total 72.3 53.9 53.8 -0.1
Annual Plan
SchemesPlan Actual Variance Plan Actual Variance
£000s £000s £000s £000s £000s £000s £000s
Improving Operational Efficiency 964 132 53 -79 570 444 -126
Workforce Productivity 970 83 71 -12 719 730 11
Realising the benefits of technology 156 23 7 -16 107 73 -34
Improved Contributions 70 6 8 3 53 54 2
Back office function productivity 414 42 43 1 295 265 -29
Estates rationalisation/sustainability 141 12 12 0 106 106 0
Tactical/Miscellaneous 562 36 72 35 453 487 34
Contingency against slippage -204 -20 20 -130 130
Total 3,073 314 266 -48 2,171 2,158 -13
In Month Year to Date
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
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KEY PAY METRICS
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
PA
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H) Pay Expenditure related Key Drivers/Financial Assumptions
Pay costs came in £0.07m over plan primarily due to the surgery extended working arrangements that are set to continue for the remainder of the year. Whilst there was an increase in overtime worked, bank and agency spend continued to be well controlled.
Budget reserves of £38k were allocated in month to fund cost pressures; £14k was allocated to Medicine division to fund an additional enhanced recovery post in Physio. Additionally unexpected costs associated with paediatric cover have also been funded at £16k. Surgery had one additional post funded at £14k linked to service redesign in Theatres. Additional surgery posts are likely to be funded in the final quarter linked to the delivery of additional activity.
Pay Expenditure - Plan vs Actual
3.00
3.20
3.40
3.60
3.80
4.00
4.20
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
This Year P lan Last Year Actual This Year Actual
Pay Expenditure/Spell - Plan vs Actual
2.0
2.4
2.8
3.2
3.6
4.0
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
This Year P lan Last Year Actual This Year Actual
Out of Job Plan Expenditure - Plan vs Actual
0.00
0.05
0.10
0.15
0.20
0.25
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
This Year P lan Last Year Actual This Year Actual
Out of Job plan Expenditure/spell - Plan vs Actual
0
20
40
60
80
100
120
140
160
180
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£0
00s
This Year P lan Last Year Actual This Year Actual
Overtime Expenditure - 2010/11 vs 2011/12
0
10
20
30
40
50
60
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£000
s
This Year Plan Last Year Actual This Year Actual
Clinical agency and bank spend
0
20
40
60
80
100
120
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£000s
This Year Plan Last Year Actual This Year Actual
Non-Clinical Agency/Bank Expenditure
0
20
40
60
80
100
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£000s
This Year Plan Last Year Actual This Year Actual
Monthly Average
Pay Expenditure per WTE - Plan vs Actual
2.00
2.50
3.00
3.50
4.00
4.50
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£0
00
This Year P lan Last Year Actual This Year Actual
WTE - Plan vs Actual
0
250
500
750
1,000
1,250
1,500
1,750
Apr May June July Aug Sep Oct Nov Dec Jan Feb MarThis Year P lan Last Year Actual This Year Actual
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
I) Non-Pay Expenditure related Key Drivers/Financial Assumptions
KEY NON-PAY METRICS
DR
UG
SIM
PL
AN
TS
NO
N-P
AY
EX
PE
ND
ITU
RE
Non pay over spent by £0.08m in month but is still £0.06m underspent year to
date.
The main drivers for the in month position are high cost drugs (backed by
income) and the profiling of reserves (utilisation of under spend from earlier
periods.)
Reserves of £198k were allocated in month for:
Price inflationary pressures
Patient transport contract alignment
IT investments
Training and recruitment
Implants underspent against budget in month by £93k driven by the case mix of surgical operations completed.
Cumulatively implant spend is now £331k under plan which is supporting the delivery of the Cost Improvement Programme.
Drug costs were also above plan in month by £7k and have cumulatively exceeded budget by £80k.
This position has been driven by an increase in the use of high cost antibiotic drugs the costs of which are recoverable from Commissioner contracts.
Non-pay Expenditure - Plan vs Actual
1.00
1.50
2.00
2.50
3.00
3.50
4.00
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
This Year P lan £m Last Year Actual £m
This Year Actual £m
Non-pay Expenditure per Spell - Plan vs Actual
1000.00
1500.00
2000.00
2500.00
3000.00
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£
This Year P lan (£/Spells) Last Year Actual (£/Spells)
This Year Actual (£/Spells)
Implants Expenditure - Plan vs Actual
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90
1.00
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
This Year P lan £m Last Year Actual £m
This Year Actual £m
Implants Expenditure per Orthopaedic Spell - Plan
vs Actual
400
600
800
Apr M ay June July Aug Sep Oct Nov Dec Jan Feb M ar
£
This Year P lan (£/Spells) Last Year Actual (£/Spells)
This Year Actual (£/Spells)
Drugs Expenditure - Plan vs Actual
0.06
0.07
0.08
0.09
0.10
0.11
0.12
0.13
0.14
0.15
0.16
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
This Year Plan £m Last Year Actual £m This Year Actual £m
Drugs Expenditure per Spell - Plan vs Actual
70
80
90
100
110
120
130
Apr June Aug Oct Dec Feb
£
This Year Plan (£/Spells) Last Year Actual (£/Spells)
This Year Actual (£/Spells)
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
J) Balance Sheet Items Analysis
Cash balances stayed static in month at £7.18m. A
reduction had been expected linked to the capital
programme but the expected payments were not made
until early January.
Our cash balances are now £2.68m ahead of plan. The
drivers for this can be summarised as follows:
a) Commissioner payment profile - we continue to receive
a favourable payment profile of contract income compared
to activity delivery. As at the end of December this has
provided a cash benefit of £1.7m.
b) Capital payments slippage £0.7m.
c) Debtors have reduced from planned levels. This is
because the plan had been set on last years trajectory
that included over performance against contracts that has
not been a feature of this year.
As our activity levels increase further and the capital
programme moves towards conclusion we are expecting
our cash to return to planned levels by the end of the
financial year.
Surplus cash continues to be invested in line with the
parameters of our Treasury Management policy.
Performance against our target to pay bills within 30 days
was 96% during the month. Cumulatively performance
remains at 94% compliance which is marginally beneath
the 95% target.
Additional resources have been allocated to our payments
team to support the achievement of the required 95% by
the end of the financial year.
The overall age profile of our creditors decreased during
the month with the percentage of creditors older than 90
days reducing to 4.29%.
Debtors older than 90 days remain above the 5% threshold used by Monitor
as part of their forecast financial risk metrics. Performance has been measured
to include sums owing from CRU (Compensation Recovery Unit) and without;
the Trust is unable to influence the collection timeline of income owing from
the CRU.
Debtor days reduced across all categories in the month.
Current year cash - Plan vs Actual
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
Plan This Year Actual £m
Creditor Days - Plan vs Actual
5
10
15
20
25
30
35
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
Days
Plan Last Year Actual This Year Actual
Percentage of Creditors > 90 days
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Apr May June July Aug Sep Oct Nov Dec
%
% value of trade & other payable over 90 days
Percentage of Debtors > 90 Days
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12
Month
Perc
en
tag
e
Total receivables Total Less CRU
DebtorDays Dec 10 - Dec 11
0
10
20
30
40
50
60
70
Dec Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
Month
Days
non clinical nhs clinical recharges
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
K) Capital Programme
L) Service Line Performance M) Key Financial Risks
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
The Service Line Reporting for Quarter 2 is shown in the table above. Whilst this shows an overall deterioration to the bottom line, it should be noted that this is mostly driven by a technical accounting change relating to donated asset depreciation as shown under the technical
adjustments line. From an operational perspective, key points to note are as follows:
Joint Surgery
An increase in Lower Limb activity has driven an increased surplus for the Joint Surgery service lines although this has been tempered by a decline in performance of both Sports Injury & Upper Limb both linked to reduced activity.
Spinal Services
Spinal Surgery continued to benefit from improved locally negotiated tariffs but Spinal injuries generated further losses linked to a re-base of overhead distribution.
Paediatric Services
The improved performance resulted from a refinement to the methodology for apportioning Therapy costs across service lines. The ORLAU service line also continues to perform well.
Medicine
Increased activity through the Care of the Elderly Service line following the opening of two additional beds on Sheldon Ward has increased income and reduced losses for this service line. The refined Therapy cost allocation has also benefitted the Medicine service lines.
Trading Directorate
An increase in Private Patient activity has driven the improved performance.
Our in month capital spend was £0.44m and lower than the planned value of £0.51m. This was due to lower than expected backlog and theatre cooling upgrade expenditure in month.
The table above details the status of our main capital schemes. It shows £2.8m of schemes have been completed to date against the revised plan of £3.2m. This equates to 87% of our year to date plan and so is above the Monitor risk metric threshold of 75%.
Our top financial risks are routinely reviewed and updated each month. The most significant ones that may effect the delivery of our financial plan are detailed below:
1) Failure to deliver the CIP in full although this is mitigated by schemes being identified for the year in excess of the target required.
2) Non achievement of contracted levels of activity leading to loss of income and contribution to establishment overheads. This is currently an area of attention and a recovery plan has been implemented.
Current year Cap Ex - Plan vs Actual
0.00
1.00
2.00
3.00
4.00
5.00
6.00
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
£m
Cumulative Revised P lan This Year Actual £m
ProjectAnnual Plan £000s
Year to date Plan £000s
Completed £000s
Forecast Outturn £000s
Progress
Hospital redesign scheme 3,503 2,033 1709 3507 Construction underway.Estates Backlog 907 639 610 907 OT & Rehab rewire completedMedical Equipment 180 72 72 180 Remaining spend to be agreedIT Replacement 200 123 146 200 Awaiting final agreed scheme X-Ray Refurbishment 200 0 0 200 Awaiting final agreed scheme Orthotics Manufacturing upgrade200 17 12 2 Expected to slip into 2012Theatre Cooling System 0 80 2 250 Brought forward from 2012/13 backlogOther Capital 300 187 199 337 Movement Centre relocation completeNHS Capital
Expenditure5,490 3,151 2,750 5,583
Capital Projects 2011/12
SLR Quarter 2 2011/12
2011-12 Q1 2011-12 Q2
£000s £000s
Surplus/(Loss) Surplus/(Loss)
Joint Surgery / Bone Tumour 404 570
Spinal Services -319 -284
Paediatric Services 152 218
Medicine -123 -82
Trading Directorate 57 82
Technical adjustment 244 -175
Total 415 329
Paper 03
U:Drive\Trust Board & Committees\Public Trust Board\2011-2012\January 2012\Paper 3 Month 9 Integrated Performance Report
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
N) Income and Expenditure Statement
ANNUAL
PLAN PLAN ACTUAL VAR % VAR PLAN ACTUAL VAR % VAR
NHS Clinical Income 72,300 5,717 5,800 83 1% 53,952 53,822 -130 0%
Non NHS Clinical Income 3,757 278 396 119 43% 2,802 3,286 484 17%
Research & Development 699 58 83 25 42% 524 545 21 4%
Education & Training 1,524 124 126 3 2% 1,155 1,155 0 0%
Other Income 3,533 297 221 -76 -26% 2,640 2,247 -394 -15%
Operating Income, Total 81,814 6,474 6,626 152 2% 61,073 61,055 -18 0%
Pay Costs -45,545 -3,818 -3,886 -69 2% -34,121 -34,092 29 0%
Drugs -5,060 -417 -493 -76 18% -3,780 -3,957 -176 5%
Clinical Supplies -15,910 -1,208 -1,228 -20 2% -11,982 -11,723 259 -2%
Non Clinical Supplies -2,133 -175 -182 -7 4% -1,653 -1,701 -49 3%
Other Operating expenses -7,547 -678 -655 23 -3% -5,323 -5,296 28 -1%
Non pay costs, Total -30,651 -2,478 -2,557 -79 3% -22,739 -22,676 62 0%
EBITDA 5,618 178 182 4 2% 4,213 4,286 73 2%
Interest Receivable 14 1 4 3 231% 11 19 9 84%
Interest Expense on loans and leases -37 -3 -3 0 -2% -28 -27 1 -2%
Depreciation and Amortisation -3,049 -254 -246 9 -3% -2,287 -2,230 57 -2%
PDC Dividend -1,246 -104 -104 0 0% -934 -934 0 0%
Non-Operating Expenses, Total -4,318 -360 -348 11 -3% -3,238 -3,172 66 -2%
Surplus/deficit before impairment 1,300 -182 -166 16 -9% 974 1,114 139 14%
Impairment of assets 0 0 0 0 0% 0 -50 -50 100%
Net Surplus/deficit 1,300 -182 -166 16 -9% 974 1,064 90 9%
IN MONTH YEAR TO DATE
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O) Balance Sheet
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
April 2011
November
2011
December
2011
In month
movement
£'000 £'000 £'000 £'000
Non Current Assets (life of more than one year)
Fixed Assets 46,043 46,318 46,531 213
Non Current Receivables 231 358 281 (77)
Total Non Current Assets 46,274 46,676 46,812 136
Inventories (Stocks) 1,535 1,515 1,509 (6)
Receivables 4,110 2,381 1,986 (395) Reduction in Partially Completed spells accrual
Cash at bank and in hand 3,859 7,193 7,176 (17)
Total Current Assets 9,504 11,089 10,671 (418)
Payables (Creditors) (6,456) (7,262) (7,149) 113
Borrowings (DH Loans & accrued
interest + finance lease commitments)(75) (73) (73) 0
Current Provisions for liabilities and
charges(262) (289) (289) 0
Total Current Liabilities (6,793) (7,624) (7,511) 113
NET CURRENT ASSETS
(LIABILITIES)2,711 3,465 3,160 (305)
TOTAL ASSETS LESS CURRENT
LIABILITIES48,985 50,141 49,972 (169)
Non Current Borrowings (DH Loans +
finance lease commitment)(402) (363) (360) 3
Non Current Provisions for liabilities and
charges(426) (391) (391) 0
Total Creditors due after more than
one year(828) (754) (751) 3
TOTAL ASSETS EMPLOYED 48,157 49,387 49,221 (166)
Public dividend capital 31,220 31,220 31,220 0
Income and expenditure reserve (2,910) (1,678) (1,844) (166) In month surplus
Capital Grant Reserve 326 326 326 0
Donated asset reserve 10,345 10,345 10,345 0
Revaluation Reserve 9,176 9,176 9,176 0
TOTAL TAX PAYER'S EQUITY 48,157 49,389 49,223 (166)
Taxpayers Equity
Current Assets
Current Liabilities
Non Current Liablities
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P) Cash Flow Statement
``
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Trust Finance Report for period ending 31st December 2011
Rolling Cashflow Forecast Dec-11
INCOME
Jan Feb March April May June July August Sept Oct Nov Dec Jan Feb Mar Apr May June July August Sept Oct Nov Dec
2011 2011 2011 2011 2011 2011 2011 2011 2011 2011 2011 2011 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012
Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Plan Plan Plan Plan Plan Plan Plan Plan Plan Plan Plan Plan
Clinical SLA Income 5,615 5,435 5,493 5,394 5,498 5,638 6,014 6,332 6,239 5,907 5,908 5,744 5,902 5,902 5,905 5,850 5,850 5,850 5,850 5,850 5,850 5,850 5,850 5,850
Clinical SLA Overperformance 234 567 1,068 60 215 320 262 203 -19
Clinical SLA Underperformance refunds -434 -39 -700
Other NHS Income 869 669 924 561 693 751 954 580 767 642 678 725 600 600 600 650 650 650 650 650 650 650 650 650
Non NHS Income 866 678 680 504 544 375 694 469 673 474 644 550 400 400 400 450 450 450 450 450 450 450 450 450
Recharges 125 125 125 125 125 125 125 125 125 125 125 125 125 125 125 125 125 125 125 125 125
Donated Capital 600
Total Cash receipts 7,584 7,349 7,731 6,605 7,075 7,209 8,049 7,709 7,785 7,148 7,355 7,144 7,027 7,027 6,930 7,075 7,075 7,075 7,075 7,075 7,075 7,075 7,075 7,075
EXPENDITURE
Payroll 2,219 2,197 2,098 2,195 2,229 2,250 2,179 2,144 2,170 2,172 2,246 2,221 2,225 2,225 2,225 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200
Tax,NI,SPN 1,551 1,547 1,489 1,561 1,539 1,549 1,596 1,514 1,468 1,521 1,492 1,556 1,531 1,530 1,530 1,520 1,550 1,550 1,550 1,550 1,550 1,550 1,550 1,550
Theatre rental 816
Non-Pay via Accs Payable (Trade) 1,662 2,330 2,712 2,677 2,000 2,175 2,259 2,325 2,101 1,748 2,552 2,927 2,650 2,650 2,650 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500
Non-Pay via Accs Payable (NHS) 542 411 1,125 629 487 718 481 654 521 554 513 423 650 650 650 650 650 650 650 650 650 650 650 650
Capital (NHS) 274 312 863 175 284 188 62 271 378 136 427 24 913 500 1,315 213 213 213 213 213 213 213 213 213
Capital (Donated) 9 0 45 200 200 200
Investments 1,000 1,000 -500 -500 0 -2,000 4,500 -500 0 0 0 -3,500 -500
Loan Repayment 25 25 25 25
Loan Interest 8 8 8 8
PDC Dividend 582 623 623 623
Total Cash Payments 7,257 7,797 8,447 7,237 6,039 6,880 4,577 11,408 7,610 6,131 7,230 7,151 8,169 4,255 8,726 7,083 7,113 7,113 7,113 7,113 7,769 7,113 7,113 7,113
CASH BALANCE
Opening Balance 2,193 2,520 2,072 1,356 724 1,760 2,089 5,561 1,862 2,037 3,054 3,179 3,172 2,030 4,802 3,006 2,998 2,960 2,922 2,884 2,846 2,152 2,114 2,076
Cash Movement 327 -448 -716 -632 1,036 329 3,472 -3,699 175 1,017 125 -7 -1,142 2,772 -1,796 -8 -38 -38 -38 -38 -694 -38 -38 -38
Closing Balance 2,520 2,072 1,356 724 1,760 2,089 5,561 1,862 2,037 3,054 3,179 3,172 2,030 4,802 3,006 2,998 2,960 2,922 2,884 2,846 2,152 2,114 2,076 2,038
Total cash including investments
Add short term investments 2,000 3,000 2,500 2,500 2,000 2,000 0 4,500 4,000 4,000 4,000 4,000 4,000 500 0
Total Cash Holding 4,520 5,072 3,856 3,224 3,760 4,089 5,561 6,362 6,037 7,054 7,179 7,172 6,030 5,302 3,006 2,998 2,960 2,922 2,884 2,846 2,152 2,114 2,076 2,038
Previous month forecast cash holding 3,480 3,703 3,200 4,185 4,384 4,499 4,584 6,317 5,463 5,650 6,350 6,321 5,678 5,035 3,058 3,050 3,012 2,974 2,936 2,898 2,204 2,166 2,128
Variance 1,040 1,369 656 -961 -624 -410 977 45 574 1,404 829 851 352 267 -52 -52 -52 -52 -52 -52 -52 -52 -52
Drivers for Variance from previous
months forecast
Capital expenditure -700k
ForecastActual
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Appendix 1 - Declaration of performance against healthcare targets and indicators
These targets and indicators are set out in the 2011-12 Compliance Framework
Definitions can be found in the "2011/12 Compliance Framework"
Month 9 Year to
dateThreshold/
agreed target
YTD Weighting
Achieved /
Not Met explanation
Clostridium Difficile -meeting the C.Diff objective 2 1.0 Achieved
MRSA - meeting the MRSA objective 0 1.0 Achieved
Cancer 62 Day Waits for first treatment (from urgent GP referral) >85% 1.0 AchievedReferral to treatment time, 95th percentile, admitted patients <23Wks 1.0 AchievedReferral to treatment time, 95th percentile, non-admitted patients <18.3Wks 1.0 AchievedCancer 31 day wait from diagnosis to first treatment >96% 0.5 AchievedCancer 2 week (all cancers) >93% 0.5 AchievedCompliance with requirements regarding access to healthcare for people with a learning disability N/A 0.5 Achieved
Risk of, or actual, failure to deliver mandatory services Yes/No 4.0 No
CQC compliance action outstanding Yes/No 2.0 No
CQC enforcement notice currently in effect Yes/No 4.0 No
Moderate CQC concerns regarding the safety of healthcare provision Yes/No 1.0 No
Major CQC concerns regarding the safety of healthcare provision Yes/No 2.0 No
Yes/No 2.0 No
Results left to complete 0Total Score 0.0
Override
RatingAMBER-GREEN Amended to reflect low C.Diff target
Indicative Governance risk rating AMBER-GREEN
Target or Indicator (per 2011-12 Compliance Framework)
Unable to maintain, or certify, a minimum published CNST level of 1.0 or have in place appropriate alternative arrangements
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1
BBOOAARRDD OOFF DDIIRREECCTTOORRSS 2266TTHH JJAANNUUAARRYY 22001122
Russell Hardy 4358 Chairman
Executive Responsible Nicki Bellinger, Interim Director of Nursing Paper prepared by (if different from above)
Category of Item Strategic Direction and
Development
Performance and Governance Context Previous Board discussion Link to National Policy National Requirement Link to Trust’s Strategic
Objectives
Risk if no action taken Executive Summary
Quarter 3 infection prevention and control and cleanliness report outlines the performance of the Trust against the registration requirements. Activity to support these requirements is outlined in the report, and is on trajectory against the annual work programme.
Subject/Title Quarterly Infection Prevention, Control and Cleanliness Report – Quarter 3
Nature of Report For Information For Discussion For Approval
Received or approved by
Legal Implications
Recommendation The Board of Directors approve the attached report
Acronyms and Abbreviations
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BBOOAARRDD OOFF DDIIRREECCTTOORRSS 1111TTHH JJAANNUUAARRYY 22001122
QQUUAARRTTEERR 33 RREEPPOORRTT FFOORR IINNFFEECCTTIIOONN PPRREEVVEENNTTIIOONN AANNDD CCOONNTTRROOLL AANNDD
CCLLEEAANNLLIINNEESSSS
EEXXEECCUUTTIIVVEE SSUUMMMMAARRYY 1.0 Introduction Through the monthly Board performance report, the Board are briefed on the mandatory bacteraemia results and any key issues emerging from those results. Over and above the mandatory reporting, the Board are required to receive a quarterly Board report from the Director of Infection Prevention and Control (Director of Nursing and Governance), to ensure that the Board are briefed at a high level on any trends or issues that identify best practice or any gaps in assurance from which further work or actions are required. This report includes a high level summary of the key issues in Infection prevention and control as well as cleanliness. 2.0 Key Issues for Quarter 3 MRSA
Bacteraemia MSSA
Bacteraemia C Difficile E- coli
Bacteraemia Commenced June
2011
Month No. of Cases No. of Cases No. of Cases No. of Cases October 0 0 0 0 November 0 0 1 4 December 0 0 0 1 Through the balanced score card approach the Board receive the monthly performance against the reportable mandatory bacteraemia.
Rationale for commencing E- coli reporting June 2011
The Department of Health (DH) has asked NHS acute Trusts to report episodes of Escherichia coli bacteraemia to the HPA through the established enhanced mandatory surveillance Data Capture System (DCS); with effect from 1 June 2011. This is following a year-on-year increase in Gram-negative bacteraemia as reported by the HPA via the voluntary surveillance system and an ARHAI recommendation to commence E. coli bacteraemia surveillance.
The purpose of the enhanced surveillance is to gather information on the phenomenon of increasing reports of Gram-negative bacteraemia and particularly E. coli bacteraemia. This information will allow more accurate determination of possible interventions to prevent avoidable bacteraemias.
There were four cases of E- coli bacteraemia during November, these rates are in line with national figures.
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There was one case of C- difficle reported in November on Ludlow Ward. A Root Cause Analysis (RCA) highlighted that the patient received two post operative doses of prophylactic antibiotics, which could have contributed to the cause. The ward followed the C-difficle policy and the patient responded to treatment. 3.0 Annual Infection prevention and Control work plan
The Infection Control Committee reviewed the programme of work on 17th October
2011 and considerable progress continues to be made and remains on target to be completed within the timeframe.
A summary in the main report outlines the performance in Infection Control.
4.0 Recommendation The Trust Board are asked to approve the quarterly progress reports against the annual plan for:
Infection prevention and Control Report Nicki Bellinger Interim Director of Nursing
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QQUUAARRTTEERR 33 IINNFFEECCTTIIOONN PPRREEVVEENNTTIIOONN CCOONNTTRROOLL AANNDD CCLLEEAANNLLIINNEESSSS RREEPPOORRTT
1.0 Introduction The Board are required to receive a quarterly Board report from the Director of Infection Prevention and Control (Director of Nursing and Governance), to ensure that the Board are briefed at a high level on any trends or issues that identify best practice or any gaps in assurance from which further work or actions are required. 2.0 Infection Control Committee 2.1 The Board agreed an annual Infection prevention and Control programme of work for
2011/2012. The activities outlined in that plan up to Quarter 3 have been undertaken and the plan is therefore on target.
3 Cleanliness 3.1 Measured cleanliness has been maintained above the National calculated target (86.4%)
and Trust target (94.0%) over the second quarter period, achieving an overall average for the quarter of 97.4%, this score is within 0.1% of the previous quarters score.
Trust Audit Scores
78
80
82
84
86
88
90
92
94
96
98
100
28/0
3/20
11
04/0
4/20
11
11/0
4/20
11
18/0
4/20
11
25/0
4/20
11
02/0
5/20
11
09/0
5/20
11
16/0
5/20
11
23/0
5/20
11
30/0
5/20
11
06/0
6/20
11
13/0
6/20
11
20/0
6/20
11
27/0
6/20
11
04/0
7/20
11
11/0
7/20
11
18/0
7/20
11
25/0
7/20
11
01/0
8/20
11
08/0
8/20
11
15/0
8/20
11
29/0
8/20
11
05/0
9/20
11
12/0
9/20
11
19/0
9/20
11
26/0
9/20
11
03/1
0/20
11
10/1
0/20
11
17/1
0/20
11
24/1
0/20
11
31/1
0/20
11
07/1
1/20
11
14/1
1/20
11
21/1
1/20
11
28/1
1/20
11
05/1
2/20
11
12/1
2/20
11
19/1
2/20
11
Audit Week (Monday)
Per
cen
tag
e S
core
National Target Trust Target RJAH Score
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3.2 Measured standards in Theatres have continued to be maintained above the National
Target of 98%:
Month Average Score April 11 99.33%May 11 99.29%June 11 98.99%July 11 98.65%August 11 98.58%September 11 98.72%October 11 99.12%November 11 98.85%December 12 99.10%
4.0 Infection Prevention and Control Training
General Statutory Training Course
October 49
November 32 General Statutory Training Course on
E Learning for non clinical staff December 37
Total 194
October 32
November 22 General Statutory Training Course on
E learning for clinical staff December 22
Total 76
October -
November - General Statutory Training Course
for Consultants December 14
Total 14
4.1 The feedback from training delivery in Quarter 3 has continued to remain positive as
reported in the previous reports. The training has raised an awareness for consultants of the local targets set for the Trust.
4.2 Infection Control & Cleanliness Link Nurse/Working group Meetings Link Nurse AttendanceOctober 19November 18 December 16 The infection control link meetings have amalgamated with the infection control and cleanliness working group. This has proved successful as the ward/departmental links can discuss any issues/concerns with key personnel from both facilities and estates.
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5.0 Audit In Quarter 3, the identified planned clinical audits have been undertaken. These include audit tools from the ICNA (Infection control nursing association) which include:
Departmental waste handling and disposal, Safe handling and disposal of sharps, Environment, Ward/departmental kitchens, Management of patient equipment Isolation precautions High Impact Intervention audit tool kit Hand hygiene audits
5.1 Audit results Quarter 3 Saving Lives Ownership has been transferred to clinical areas via the saving lives initiative and results are displayed on the ward. The ward managers have received training to enable them to be able to support their teams and to produce action plans of the key areas when compliance is less than 90%. The infection control nurse continues to support clinical staff in undertaking audits. 5.2 Year to date compliance on High Impact Interventions
High Impact Intervention – Quarter 3
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ludlo
w
Clwyd
Powys
HDU
Theat
re/A
naes
thet
ics
Recov
ery
POAU
Gladsto
ne
Wre
kin
SIU o
p's
Kenyo
n
Ercall
Sheldo
nAlic
e
ORLAU
MENZIE
SOP'S
AVERAGE
October
November
December
The audit results demonstrate that in Quarter 3 the average for all areas was maintained at 95% and above. Although Menzies and Theatres/Anaesthetics have lower scores than the other areas, they have raised their scores considerably over the past months and continue to improve. Nil returns were received from Gladstone and Wrekin ward during November and December. This has been raised with the Ward Manager and the Matron for Spinal Injuries.
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5.3 Hand Hygiene Audit A key objective of the Trust is to promote a clean culture and to ensure that hand hygiene and infection prevention and control is embedded in the management agenda and the accountability of all staff. The importance of hand hygiene is considered a priority and the need for its emphasis in the health care setting is recognised.
Of the 952 audits carried out in quarter 3 the overall score was 95%. The average score each month continues to rise with October demonstrating a score of 94% with an increase to 97% for November and 99.7% for December. The overall score for the Doctors was 92% for the Quarter, which is a continued improvement from previous scores.
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5.4 ICNA
• Carried out on a monthly, rolling programme basis
The monthly ICNA environmental audits continue to achieve above 93%. A report is generated and distributed to ward/departmental managers highlighting outstanding issues that require action. 6.0 Surgical Site Surveillance (SSI) and Wound Clinic Providing data to the national SSI process enables the Trust to benchmark on a national basis with other Trusts and promote the low Infection rates within the Trust. The process uses nationally agreed criteria from which the definition of a Surgical Site Infection is formed. The national requirement for the auditing of SSI in arthroplasty patients is one quarter per calendar year. In recent years audits had been carried out to meet the minimum national standard but the Trust has the resources to compile a full complement of quarterly audits. During Quarter 3 spinal surgery was included as a surveillance category.
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The Infection Control Nurse liaises with Consultants concerning any wound infections. The data for Quarter 2 has been verified and these results have been published.
Total Knee replacement surgical site Infections
Quarter 2 National Average
Activity of 4 infections from 352 Procedures 1.1% 0.9%
Total Hip replacement surgical site infections
Quarter 2 National Average
Activity of 3 infections from 346 Procedures 0.86% 1.0%
Spinal surgical site infections Quarter 2 National Average
Activity of 1 infection from 155 procedures 0.6% 1.3%
There were 7 reported cases of surgical site infections in hip and knee replacements. This shows an increase from previous quarters with total knee replacements slightly above the national average for Quarter 2. Following a root cause analysis there was no correlation between:-
o Surgeons o Organisms isolated o Theatres o Wards
However over the year, RJAH infection rates remain below the national average. 6.1 Wound Clinic The wound clinic continues to prove successful from a patient and consultant prospective in preventing patient readmissions and delayed discharges with a total of 130 visits since opening in August. Of the 130 visits, 21 patients required further treatment and 10 patients required re-admission. 7.0 MRSA Swabbing process & New Isolates MRSA swabbing for all admissions continues and is monitored internally to ensure that the Trust remains compliant to the national requirement for reducing preventable Hospital acquired Infections. Quarter 3 % screening compliance October 100% November 99.83% December 99.90% The MRSA screening compliance continues during quarter 3. This has been achieved by a more robust reporting system from the wards to the information department. 8.0 Outbreaks There have been no recorded outbreaks during quarter 3 9.0 Conclusion RJAH is constantly striving for low infection rates. Currently the Trust is below the national average for Healthcare associated Infections. 10.0 Recommendations The Trust Board are asked to note the progress outlined in the Quarter 3 report and approve the report. Nicki Bellinger
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Interim Director of Nursing (DIPC)
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Russell Hardy ���� 4358
Chairman
BBOOAARRDD OOFF DDIIRREECCTTOORRSS
2266TTHH JJAANNUUAARRYY 22001122
Executive Responsible Wendy Farrington Chadd, Chief Executive
Paper prepared by (if different from above)
Helen Ashcroft, Business Planning Manager Craig Macbeth, Deputy Director of Finance
Category of Item Strategic Direction and
Development
Performance and Governance �
Context Previous Board discussion
Link to National Policy �
Link to Trust’s Strategic Objectives
�
Risk if no action taken
Executive Summary
This paper provides assurance to the Trust Board in relation to
the key targets and declarations required by Monitor for the
Quarter 3 performance return.
Received or approved by
Legal Implications None
Recommendation It is recommended that the Board approve: • The content of the Quarter 3 (Month 9) submission to
Monitor.
Subject/Title Quarter 3 Monitor Return
Nature of Report For Information
For Discussion �
For Approval �
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TRUST BOARD
MONITOR QUARTERLY RETURN
QUARTER 3 - JANUARY 2012
1. Introduction
1.1 As a Foundation Trust the organisation is required to provide Monitor with quarterly
returns detailing the Trust’s performance against the national targets and core
standards as outlined in Monitor’s Compliance Framework.
1.2 The return for the third quarter is due on the 31st of January 2012 and will detail performance to the end of December 2011, the ninth month of the 2011/12 financial
year.
1.3 This paper presents the Board with the details of the targets against which the Trust
is measured and provides assurance of the Trust’s position in relation to these targets as to the end of December 2011.
1.4 The content of the quarterly return is drawn from the Board’s monthly performance
scorecard which covers the majority of the Compliance Framework requirements.
2. Monitor quarterly return format and targets
2.1 The Monitor Quarterly return is split into four sections:
• Overarching declarations of achievement
• Compliance Framework targets and indicators (service performance)
• Details of Governor elections
• Financial position indicators
2.2 Overarching declarations
2.2.1 There are three overarching declarations against which the Trust must confirm its compliance. These are:
• In year Finance declaration:
“The Board anticipates that the Trust will continue to maintain a financial risk
rating of at least 3 over the next 12 months”
• In year Quality Board statement:
“The Board is satisfied that, to the best of its knowledge and using its own
processes and having had regard to Monitor’s Quality Governance Framework (supported by Care Quality Commission information, its own information on
serious incidents, patterns of complaints, and including any further metrics it chooses to adopt), its NHS Foundation Trust has, and will keep in place,
effective arrangements for the purpose of monitoring and continually
improving the quality of healthcare provided to its patients”
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• In year governance declaration:
“The Board confirms that all targets and indicators have been met (after
application of thresholds) over the period and that sufficient plans are in place to ensure that all known targets and indicators which will come into
force during 2011-12 will also be met” and “Details of any elections held
(including turnout rates) and any changes in the Board or Board of Governors are included in that quarter’s return”.
2.3 Compliance Framework targets and indicators
2.3.1 Monitor’s return requires the Trust to confirm its service performance against the
main Compliance Framework targets relevant to the Trust as set out below.
• Clostridium Difficile – requirement to have no more than 2 C. Difficile cases during the financial year 2011/12
• MRSA - requirement to maintain a zero MRSA rate
• Maintenance of all national cancer targets including:
� Maximum one month wait from diagnosis to treatment
� Maximum waiting time of 31 days for second or subsequent treatments for
all cancers
� Maximum waiting time of 31 days from diagnostic to first treatment for all
cancers
� Maximum 62 day wait for first treatment either from urgent GP referral to
treatment or from Consultant screening to treatment
� All cancers 31 day wait from diagnosis to first treatment
� Maximum waiting time of 2 weeks from urgent GP referral to first
outpatient appointment for all urgent suspected cancer referrals
• Referral to treatment times for admitted patients of 23 weeks (95th percentile) –
18 weeks
• Referral to treatment times for non-admitted patients of 18.3 weeks (95th
percentile) – 18 weeks
• Learning Difficulties – achievement of the 6 criteria for meeting the needs of people with learning difficulties
2.4 Details of any Governor elections 2.4.1 The Trust must confirm details of any Governor’s elections which have taken place in
the reporting quarter alongside turnout rates. Details of any changes to the Board are not reported in the return instead uploaded on an ‘as and when’ basis through the
year.
2.5 Financial position indicators 2.5.1 The Trust must report on a series of indicators Monitor have developed as early
warning indicators of financial risk. There are 10 indicators in total focusing predominantly on liquidity performance of the Trust.
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3. RJAH assurance processes
3.1 The Trust Board is assured of compliance with the quarterly submissions via the
existing reporting structures in place, supporting the sign off of the Trust
declarations. These include the integrated balanced scorecard, reports made directly to the Board and those reviewed by delegated sub committees of the Board.
3.2 Details of the Trust’s financial and compliance framework targets are reported
monthly via the integrated balanced scorecard whilst quality governance assurance is provided via the monthly performance report, the work of the Quality and Safety
Committee and through the Board Assurance Framework. In addition regular
feedback is received via Directors reports and from non executive patient safety walkabouts.
3.3 Any exceptions to the targets would be formally reported via normal reporting routes
and in addition highlighted in a quarterly submission preview paper such as this
provided to the board in advance of the Quarterly submission deadline.
3.4 Further assurance can be gained from the recent Board self assessment process which concluded that the board and its processes were fit for purpose. A Board
development programme is being signed off by the Board under a separate agenda item.
4. The quarter 3 submission
4.1 The Quarter 3 submission will detail performance to the end of December 2011 and
will be uploaded to Monitor on the 31st of January 2012.
4.2 The Board declarations will be signed off by the Chief Executive Officer following
approval by the Trust Board via this paper.
4.3 Main points to note within the quarter 3 submission are:
4.4 Financial position declaration & indicators
4.4.1 Evidence to assure the Board that the Trust has met its financial targets for quarter 3
is contained within the Trust’s integrated performance paper.
4.4.2 The Trust is continuing to achieve an overall financial risk rating level of 4 as per its
plan and forecasts to do so to the year end.
4.4.3 No change from the Q2 position for the ‘early warning’ financial indicators with us continuing to flag as an exception against two of the ten tests applied. As last quarter
these are the percentage of Capex spend vs. plan and the percentage debtors over
90 days. Neither of these metrics represents any underlying issues and both have been discussed directly with Monitor who have confirmed they are satisfied with the
Trust’s position. Following the quarter 2 return the Trust were required to submit a revised capital plan trajectory.
4.5 Compliance Framework targets and quality indicators
4.5.1 Aligned with the monitoring of the financial position indicators the compliance framework targets are reported to the Trust Board on a monthly basis via the
integrated performance paper.
4.5.2 All compliance framework targets including infection control, cancer and referral to
treatment (RTT) 95th percentile waiting times and learning difficulties targets have been met for Quarter 3.
Paper 05
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4.5.3 Whilst the Trust has met its predicted C. Difficile target for the quarter it has now
reached its target ceiling of 2 for the whole financial year. As such it is proposed that we continue to highlight with Monitor a risk of the indicator not being achieved by the
year end. This is consistent with the Board corporate risks and aligned to Monitor’s
annual assessment of the Trust. Assuming all other indicators continue to perform to plan this would trigger a score of 1.0 against the compliance framework
(Amber/Green).
4.5.4 The Trust has maintained a level 2 performance for all Monitor key requirements included in the Information Governance Statement of Compliance in the Department
of Health’s Information Governance Toolkit.
4.5.5 The Trust has not received any Care Quality Commission (CQC) reviews and has no
CQC actions outstanding.
4.6 Details of Governor elections & Board changes 4.6.1 The Trust has a full complement of Executive Directors in place and through the
recent Board self assessment is assured that it has the required management capacity, capability and experience in place necessary to deliver the Annual Plan and
that the management structure can deliver the forward plan.
4.6.2 As previously reported there will be two Executive Director appointments over the
coming quarter; the permanent appointment of a Director of Nursing and Director of Operations, both of which have been reported to Monitor by the Chief Executive
Officer.
4.6.3 There have been no Governor elections or changes during the last quarter.
4.6.4 The register of conflicts of interest is maintained by the Head of Financial Governance
for both the Board and Members’ Council which is updated on an annual basis and no material conflicts of interest exist at this time.
5 Recommendations
5.1 On the basis of the information supplied to the Trust Board via routine monitoring
processes and the information within this paper it is recommended that the Board agree:
• The Quarter 3 submission to Monitor and in particular highlighting the
potential risk to the achievement of the C. Difficile target indicator.
• That the Chief Executive signs the relevant declarations within the return on
behalf of the Trust Board.
Wendy Farrington Chadd
Chief Executive
Paper 06
BBooaarrdd ooff DDiirreeccttoorrss
2266tthh JJaannuuaarryy 22001122 Russell Hardy ���� 4358
Chairman
Executive Responsible Wendy Farrington Chadd, Chief Executive
Category of Item Strategic Direction and Development
Performance and Governance �
Context Previous Board discussion The Q2 BAF was discussed at the October Board
Link to National Policy
Link to Trust’s Strategic Objectives
Risk if no action taken
Executive Summary
The BAF addresses the high level risks to the Trusts objectives. One new risk has been added, which concerned
the NHS Restructuring. The CIP risks have also been clarified to differentiate the current year risk from the future year’s
risk.
Subject/Title Board Assurance Framework
Nature of Report For Information
For Discussion �
For Approval �
Received or approved by
Legal Implications
Recommendation That the Board notes the Board Assurance Framework.
Acronyms and
Abbreviations
BAF: Board Assurance Framework BRIC: Business Risk and Investment Committee CIP: Cost Improvement Programme
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Paper 06
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Since the Board Assurance Framework (BAF) was discussed at the October Board all of the
risks included in it have been discussed at the nominated Sub Committees.
There has been one new risk added to the BAF. At the request of the BRIC, a new risk has been included which concerns the impact which the restructuring of the NHS will have on the
Trust’s commissioning arrangements. This will be kept under continual review and the Chief
Executive will report developments to the Board as the new arrangements evolve.
The Risks posed by the CIP programme have been clarified and the in year and future year risks are shown separately. Whilst there remains a risk to the in year delivery of the CIP, the
residual risk has been reduced to 9 to reflect current performance and the plans in place for the remaining quarter.
The risk posed by the challenging C-Difficile target remains the highest risk facing the Trust. There have now been two cases of C-Difficile, which is the number which the Trust may not
exceed. The Trust will remain extremely vigilant for the rest of the year and considers that a residual risk of 16 remains appropriate.
Recommendation
That the Board notes the risks which are included in the BAF, the steps taken to mitigate them and the sources of assurance
Wendy Farrington Chadd Chief Executive
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Board Assurance Framework Quarter 3
Version: 1.0 Last updated:
Link to IBP
Delivery of services as
demand for our services
increases
Increased referrals due
to failure of demand
management schemes
by commissioners
Director of
Operations
Demand for service exceeds contractual expectations
Cause: Increased referrals through patient choice
Effect: Breach of access targets. Failure to meet contractual
obligations.
I = 4 L = 4
16
40 Implementation of Hip & Knee scores
Implementation of new spinal pathway
Triaging of referralsImproved use of Locums
Out of Job plan sessions with surgeons and anaesthetists have been secured
Improved use of Saturday lists
Capacity has been increased by locum appointments
BRIC / Executive Team Monthly performance report to Trust Board Activity delivery in 2010/11 I = 4 L = 3
12
Delivery of services as
demand for our services
increases
Director of
Operations
Failure to optimise capacity, which could lead to a shortfall in meeting
contractual and RTT obligations
Cause: Delay in the introduction of consultant job plans covering 6 day
operating, with appropriate staff support
Effect: Breach of access targets.
Failure to meet contractual obligations
I = 4 L = 4
16
1189 Improved use of Locums
Out of Job plan sessions with surgeons and anaesthetists have been secured
Improved use of Saturday lists
Capacity has been increased by locum appointments
BRIC / Executive Team Monthly performance report to Trust Board Activity delivery in 2010/11 I = 4 L = 3
12
Maintain C-Difficile
target
Key Monitor
performance indicatorDirector of
Nursing &
Governance
Target set for C-Difficile in 2011/12.
Cause: The DoH have set extremely challenging targets of less than or
equal to 2 cases for this year (2011/12). As at December 2011 two
cases have been reported.
Effect: Due to the nature of patients admitted, potentially this is
unachievable. New testing is much more sensitive, which may result in
a higher level of positive results.
I = 4 L = 5
20
1,161 Policies and Procedures are in place.
Staff are reminded of the Policies and procedures around Infection Control and to contact
the Infection Control Sister if clarification is needed.
Continual monitoring takes place
Additional staff Infection Control training provided by the Infection Control Team.
Increased infection control processes at pre-op.
Introduction of a new pre-op questionnaire.
Surgeons have received additional notice around C-Difficile procedures.
Quality & Safety Committee/
Executive Team
Monthly performance report to Trust Board Target met in 2010/11. (ceiling 7 cases, actual 2 cases) I = 4 L = 4
16
To redesign the patient pathway to facilitate improved patient outcomes and increased productivity
Continue to develop
and improve the patient
pathway, and flow
through the hospital
Revised patient
pathways / length of
stay reduction
Director of
Operations &
Director of
Nursing /
Director of
Nursing and
Governance
Implementation of new patient pathways could result in disruption to
patient services or adversely impact on quality or safety.
Cause: Failure of internal governance or change management
processes.. Failure to recruit appropriately skilled staff.
Effect: Potential quality and safety breaches. Risk to business
continuity including the delivery of some key services. Inability to
deliver demand requirements. Risk to CIP delivery
I = 4 L = 4
16
1,127 Process for incident reporting;
Formal process for introducing new procedures;
HR Strategy and succession plans;
Training and development strategy;
Internal key principles to pathway improvements agreed and project group formed;
Steering group to lead implementation;
Working operational group.
Governance processes to manage identification of guidance.
Monitoring of patient safety measures.
Principle agreements in place for change.
Quality & Safety Committee/
Executive Team
QIPP Work Plans.
Monthly performance report to the Board.
Quarterly divisional reviews.
Steering Group to monitor progress.
Patient Experience KPI's, as reported to the Trust Board,
continue to be rated "green".
I = 4 L = 2
8
Monitor the national
economic climate and
the impact this may
have on local
commissioners
Economic Climate
pressures/ local
commissioner financial
pressures.
Director of
Finance
Financial challenges of the Economic Climate.
Cause: Reduction in Public Sector expenditure. Financial pressure on
the Trusts key commissioners. Financial problems experienced by other
providers in the Local Health Economy.
Effect: Inability of PCT/LHB to afford underlying growth in activity,
which could result in difficulties recovering payment for over
performance. Loss of income through increased demand management
measures. Requirement for increased cost reduction or higher
efficiency gains if income is reduced in any year.
I = 4 L = 4
16
858 The Trust, in collaboration with the SOA, is in communication with the DoH re PBR/
Operating Framework issues.
Plan assumes a reduction in funding over the next 5 years.
The Operating Framework key requirements are within the parameters of the IBP.
North Wales commissioners have confirmed the Trusts position as a strategic partner in
their review of Orthopaedic Services. 2 year financial agreement in place with BCU
(2011/12 to 2012/13)
BRIC / Executive Team Monthly performance report to the Board.
Robust contract monitoring procedures in place.
Monthly contract meetings with Commissioners.
Impact of financial climate built into baseline.
Debt position reported to the Board and in detail every
quarter at Audit Committee.
CIP assumes reduced funding reported monthly to Board.
Financial surpluses delivered.
Planned CIP over achieved.
Positive contractual negotiations and financial
agreements in place.
Long term sustainability model agreed with key English
commissioners aligned to Trust plans.
Downside scenarios as part of IBP demonstrate Trusts
financial viability.
Positive positioning from BCUHB seeing RJAH as
strategic partner.
FT authorisation demonstrates that Monitor have
assessed the Trust as being able to withstand the current
economic climate 2 year financial agreement in place
with BCU (2011/12 to 2012/13)
I = 4 L = 3
12
Emerging Risk Area. Emerging Risk Area. Chief Executive Impact of NHS restructuring on commissioning arrangements
Cause: "Liberating the NHS" reforms will restructure NHS
commissioning. The establishment of clusters and CCGs will cause
instability during transition
Effect: Need to rebuild commissioning relationships. ore complex
commissioning relationships.
I = 4 L = 4
16
1100 Transitional organisations are now in place for local, specialist and SHA clusters. New
relationships are being developed and this is seen as a key area of focus
BRIC / Executive Team Monthly Chief Executive updates to Trust Board. New risk area I = 4 L = 3
12
Principal Risks (and Cause & Effect) Risk RatingRisk Reg
RefMitigating Actions/Controls
Sub-Committee/ reporting
committeePositive Assurance in last 18 monthsSources of Assurance
To develop a vibrant and viable
organisation where people achieve their full potential and success leads to investment in
services for patients
Residual Risk
Score
17/01/2012
Lead DirectorStrategic Aim Principal Objectives
To be the provider of choice for patients
through the provision of safe, effective and high quality orthopaedic and related care.
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Board Assurance Framework Quarter 3
Version: 1.0 Last updated:
Link to IBP Principal Risks (and Cause & Effect) Risk RatingRisk Reg
RefMitigating Actions/Controls
Sub-Committee/ reporting
committeePositive Assurance in last 18 monthsSources of Assurance
Residual Risk
Score
17/01/2012
Lead DirectorStrategic Aim Principal Objectives
Continue to work with
colleagues at the
Strategic Orthopaedic
Alliance on the national
tariff, to ensure it
reflects true costs
National tariff volatility Director of
Finance
The risk of instability arising from fluctuations in the annual tariff.
Cause: Associated risk of instability arising from annual tariff
fluctuations. The impact could be compounded given the specialist
nature of the Trust.
Effect: The Trust would not be fully reimbursed for its activity, which
would result in a financial deficit.
I = 4 L = 4
16
1063 Working with colleagues in the Strategic Orthopaedic Alliance (SOA), the trust has agreed
prospective working arrangements with the DoH PBR Team, including a review of the Trusts
PLICs data. The
Trust participates in the National Sense check exercise to highlight any anomalies in the
tariff prior to it being issues. This had a positive impact on the 2011/12 tariff setting
exercise.
SLR/ PLICs allows detailed understanding of cost and income interrelationships.
Approaches to the DoH have been successful on previous occasions. Trust participating in
National Spinal Taskforce review including focus on appropriate specialist tariffs. 2012/13
tariff roadtest has now been released & is currently being assessed.
BRIC / Executive Team Previous successful discussions with SOA/PbR Team.
Meeting with D Flory to discuss future input SOA can have
with PbR team.
Input into tariff setting assumptions.
Downside risk of unstable tariff modelled in IBP.
Participation in the National Sense checking exercise,
resulting in a positive impact on the 2011/12 tariff setting
exercise.
Continual review of the position.
I = 4 L = 3
12
Maintain business
continuity
Business Continuity -
Local Health Economy
incident planning
Director of
Nursing &
Governance
Risk of failure of key Trust systems due to a major incident.
Cause: Catastrophic failure of key Trust systems due to major incident
or acute business continuity issues.
Effect: Potential impact on direct patient care delivery and safety of
staff. Trust systems (IT) fail leading to Trust key processes being
unable to support service delivery. Loss of activity for
a period of time and decreased through put and subsequent loss of
income and increased costs. Impact on Local Health Economy/ key
corporate objectives.
I = 5 L = 4
20
853 Major incident plan includes business continuity and pandemic flu plans developed with LHE.
Major incident and business continuity plans tested on an annual basis.
Department level plans and operational plans in place.
Systems and controls in place to manage a variety of scenarios.
IT disaster recovery plans in place to support electronic systems failure.
Identified Trust lead for major incident and pandemic emergency planning.
Major incident policy has been updated and presented to the December 2011Trust Board.
Quality & Safety Committee/
Executive Team
Regular testing of Trust level business continuity plans.
Departmental and operational plan in place.
Review of Trust plans to ensure remain up to date in light
of any new guidance received.
Updated plan taken to December 2011 Trust Board.
Presentation on the Business Continuity Plans in
preparation for winter pressures given to the Board
(December 2011). Desk
top major incident exercise carried out March 2011.
Significant assurance from an Internal Audit review of
Business Continuity and Disaster recovery (March 2011).
I = 5 L = 2
10
Maintain financial
stability in line with
the Annual Plan,
including the delivery
of CIPs
Undershoot on CIP
beyond 2011/12
Director of
Finance
Risk that the Trust fails to deliver the CIP programme in future years
Cause: Inability to deliver the CIP in future years as the efficiencies
required from the tariff become more challenging.
Effect: Failure to meet financial plan. Deterioration in risk rating.
Possible deferral of capital programme due to cash flow issues.
Potential impact on the quality of service provision.
I = 4 L = 4
16
979 There are detailed plans in place for 2012/13 & 2013/14. Realistic thenmes have been
identified for the subsequent two years.
The Trust has a strong track record of challenging CIP delivery.
The Trust has robust processes embedded for the sign off of CIPs by the relevant
managers.
The service line reporting and PLICs systems are providing more detailed information which
is enhancing the CIP/ QIPP programmes.
BRIC / Executive Team Monthly integrated performance report to the Board.
Regular updates to Executive Team.
Quarterly divisional reviews.
Audit Committee.
External audit.
Business Risk & Investment Committee.
SHA Financial Monitoring.
CIP Track record.
Divisional Performance Framework review meetings.
Divisional meetings minutes.
2009/10 CIP fully met.
Positive Internal and External Audits / Annual Accounts /
Annual Audit Letter.
Audit report providing significant assurance on Financial
Reporting.
FT authoristaion demonstrates that Monitor consider the
Trust to be financially stable
SLR reports.
Efficiency Strategy approved by the Board.
I = 4 L = 3
12
Maintain financial
stability in line with
the Annual Plan,
including the delivery
of CIPs
Undershoot on
2011/12 CIP
Director of
Finance
Undershoot on 2011/12 CIP.
Cause: Slippage in CIP schemes
Effect: Potential impact on outturn Potential impact on cash balance -
both of which could adversely affect the Monitor risk rating
I = 4 L = 4
16
1193 Alternative schemes have been identified to cover known slippage
Monthly & Quarterly divisional reviews include CIP progress. All
CIPs are agreed & signed off by managers Current CIP is being delivered in line with the
plan and forecast to be achieved at the year end. Trust Board is focussing on the key
productivity metrics which will achieve this.
BRIC / Executive Team CIP is reported to the Board on a monthly basis, with more
deytailed deep dives undertaken on request.
2011/12 CIP schemes agreed.
Positive Internal and External Audits / Annual Accounts /
Annual Audit Letter.
Audit report providing significant assurance on Financial
Reporting.
FT authoristaion demonstrates that Monitor consider the
Trust to be financially stable
SLR reports.
Efficiency Strategy approved by the Board.
I = 3 L = 3
9
Maintain business
continuity
NHS wide industrial
action was not
envisaged when IBP
was produced
Associate
Director of
Human Resources
Risk that the Trust will fail to maintain services to its patients
Cause: Inability to agree changes to NHS pensions at a national level.
Effect: Potential ongoing disruption to services, including targeted
action with key groups in the public sector.
Possible failure to meet targets or contractual obligations
I = 4 L = 4
16
1188 Existing contingency and Business Continuity plans are in place
SHA coordination of Business Continuity plans
National guidance has been issued
Associate Director of HR attendance at "Desktop" contingency planning exercise
Local industrial action protocol has been agreed.
Updated information on union membership has been agreed.
BRIC / Executive Team Monthly monitoring report to SHA
Exception reporting to Board of Directors
Activity delivered on 30th November Day of Action I = 3 L = 4
12
Reduce staff sickness
to 2% by 2015
Staff sickness absence Associate
Director of
Human Resources
Failure to manage absence and avoid causes of absence.
Cause:Sickness absence resulting in paid time off
Effect: Increased pressure on colleagues; cost of paid leave; potential
litigation and personal injury.
I = 4 L = 4
16
1004 Sickness Absence Management Strategy
Sickness Trigger points set and monitored monthly
HR performance management and support to Trust
OH service provision Health and Wellbeing Strategy
Constant monitoring and application of the Sickness Absence Management Strategy
Addressing main causes of absence (MSDs/ Stress/ Anxiety) through targeted action
BRIC / Executive Team Monthly performance report to Trust Board.
Quarterly detailed reports to BRIC.
Seeing reduction in overall sickness percentage and long
term issues eg: MSDs.
Launch of the Health and Wellbeing Strategy (Jan 2011).
Improvements in the Staff Survey 2010.
3.5% sickness target is on track to be acheived for
2011/12. Internal Audit review of sickness abscence
(June 2011) gave significant assurance
I = 4 L = 2
8
Acronyms and abbreviations
ALE IM&T Information Management and Technology QIPP Quality Improvement Programme
BAF Board Assurance Framework KPI Key Performance Indicators RJAH Robert Jones and Agnes Hunt Orthopaedic and District NHS Trust
BRIC Business Risk and Investment Committee KSF Knowledge Skills Framework RTT Referral to Treatment
CHC LHB Local Health Board SCPCT Shropshire County Primary Care Trust
CEO Chief Executive Officer LHE Local Health Economy SHA
CINCH LTFM Long Term Financial Model SLR
CIP MPET Multi Professional Education and Training levy SoS
CQC NHSLA NHS Litigation Authority OH
CQUIN OOH Out Of Hours
DIPC PALS Patient Advice and Liaison Service
ESR PEAT Patient Environment Action Teams
FT Foundation Trust PCT Primary Care Trust
HCAI Healthcare Acquired Infections PDR Personal Development Review
HDD Historic Due Diligence PPI Patient and Public Involvement
IIP Investors In People PROMS Patient Reported Outcome Measures
Community Health Council
Community Involvement in Care and Health
Auditors Local Evaluation
Director of Infection Prevention and Control
Strategic Health Authority
Service Line Reporting
Occupational Health
Secretary of State
Care Quality Commission
Commissioning for Quality and Innovation
Cost Improvement Plan
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BBOOAARRDD OOFF DDIIRREECCTTOORRSS
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Russell Hardy ���� 4358 Chairman
Executive Responsible John Grinnell, Director of Finance
Paper prepared by (if
different from above)
Margaret Surrage, Head of Board Governance (Trust
Secretary)
Category of Item Strategic Direction and Development
Performance and Governance
Context Previous Board discussion
Link to National Policy
Link to Trust’s Strategic
Objectives
Risk if no action taken
Executive Summary
The paper highlights the key changes which Monitor plan to
make to the compliance framework for 2012 and sets out the Boards proposed response to the consultation
Subject/Title Monitor Consultation on the Compliance Framework for 2012
Nature of Report For Information
For Discussion
For Approval
Received or approved by
Legal Implications
Recommendation That the Board approves the responses as set out in the paper to be submitted to the FTN to be included in their
collective response.
Acronyms and Abbreviations
FTN: Foundation Trust Network FRR: Financial Risk Rating CQC: Care Quality Commission
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22001122 Monitor have issued the latest update to their Compliance Framework for 2012/13 for consultation. Until the new licensing regime is introduced, the Compliance Framework remains at the core of Monitor’s regulatory framework. It is proposed that the Trust should respond via the Foundation Trust Network (FTN). 1.0 Summary of key changes The key changes are in the following areas
• changes to Monitor’s board statements;
• adjustments to the FRRs (Financial Risk Ratings) with regard to the treatment
of the cost of capital, income from donated assets and material one-off
income;
• a revision of how Monitor will incorporate the Care Quality Commission’s
(CQC) judgements in its governance scores; and
• the inclusion, as in previous years, of relevant priorities from the Operating
Framework.
2.0 Board Statements Monitor aims to “to streamline and simplify the board statements focusing on the areas of quality, finance and governance. This will reduce the overall number by eight, aiming to address any ambiguity or overlap and ensure greater consistency with the Authorisation”. This will result in the number of statements reducing from 24 to 16. The key points are
• Quality: Clarifies that boards must assess against the Quality Governance
Framework, not merely have regard to it
• Finance: 2 new statements, one of which used to be in the annual monitoring
template. They are that the organisation will maintain
o a Financial Risk Rating (FRR) of at least 3 and
o that the trust shall at all times remain a going concern.
• Governance: 3 amended statements and the merging of 14 statements into
7. (See Appendix 1)
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• Each statement is to be certified on an annual basis, with in year statements
on maintaining an FRR of 3 and on compliance with existing targets (as
already happens)
NB The Trusts Quality Strategy links to the Monitor Quality Governance Framework,
so the Trust already uses the key Monitor fields and this will be demonstrated in the
Annual Quality Report.
Proposed Response
The Trust welcomes the move to streamline the number of statements.
The Trust considers that the new finance statements will not prove to be
burdensome as they are in line with current reporting arrangements.
3.0 Adjustments to the FRRs This will introduce a flexibility to recognise the range of financing options to NHS Foundation Trusts. Technical guidance on the classification of the Income from donated assets. Proposal to exclude any “one off” advance or exceptional payment which could skew the FRR. Proposed Response
The Trust considers that the proposed changes represent a pragmatic solution to these technical issues. The Trust has identified a potential problem whereby the calculation of the ROCE (Return on Assets Employed) could be skewed by a large impairment. Further clarification of how this should be treated should be included in the guidance. 4.0 Care Quality Commission’s (CQC) judgements Monitor have set out two options on how CQC’s regulatory actions could be reflected in the Governance risk ratings (GRR).
Impact on governance rating CQC action
Option A Option B
Compliance action with minor impact
+0 (no impact) +0 (no impact)
Compliance action with moderate impact
+0 (no impact) +1.0 (minimum Amber-green)
Compliance action with major impact
+2.0 (minimum Amber-red) +2.0 (minimum Amber-red)
Enforcement action Red-rated and consideration for escalation for potential significant breach of the terms of Authorisation
Red-rated and consideration for escalation for potential significant breach of the terms of Authorisation
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Proposed Response
The Trust supports the view expressed by the FTN. (i.e. “The FTN agrees with Monitor that Option A is preferable. This is largely based on the need for the CQC to change its culture sufficiently to ensure a proportionate regulatory response, which it has not always achieved in the past. Therefore until we can be sure there is appropriate discrimination by CQC between minor and moderate impact it will be better for Monitor to be cautious”)
5.0 Operating Framework Priorities
These reflect the priorities as set out in the Operating framework. The most significant change being the “Referral to Treatment” measures. The metric has reverted back to measuring the percentage of patients, both admitted and non admitted seen in 18 week from referral to treatment and a new metric had been added for patients waiting on an incomplete pathway. The new metrics are shown in the table below.
Maximum 18 week waiting time
Score Monitoring frequency
Admitted patients 90% 1.0 Quarterly
Non-admitted patients
95% 1.0 Quarterly
Patients on an incomplete pathway
92% 1.0 Quarterly
The Trust will amend its performance report to reflect these metrics. The new metric on the incomplete pathway will present a risk to the Trust, as it is currently performing at slightly under this target. At December the performance was 88%. This is currently being monitored on a weekly basis. Proposed Response
The Trust is in agreement with the principle that the Compliance
Framework should reflect the Operating Framework.
6.0 Other Issue –Clostridium Difficile metric
The Trust would like to express its disappointment that there has been no
change to this metric, and would ask Monitor to consider a de minimis
limit similar to that adopted for MRSA. The current situation penalises
high performing Trust’s, who are set targets with no threshold for
variations.
7.0 Recommendation
That the Trust should forward the responses as listed above to the FTN for inclusion
in their collective response.
John Grinnell
Director of Finance
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Appendix 1
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Paper 08
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Russell Hardy ���� 4358 Chairman
BBOOAARRDD OOFF DDIIRREECCTTOORRSS
2266TTHH JJAANNUUAARRYY 22001122
Executive Responsible John Grinnell, Director of Finance
Paper prepared by (if different from above)
Margaret Surrage, Head of Board Governance (Trust Secretary)
Category of Item Strategic Direction and
Development
Performance and Governance �
Context Previous Board discussion
Link to National Policy Monitor Requirements
Link to Trust’s Strategic Objectives
Risk if no action taken
Executive Summary
This reports sets out the key changes in the Annual
Reporting requirements the Trust faces as a Foundation
Trust. It notes that the Annual report contains both the full
Financial and the Quality Accounts and all of these elements must be submitted to Monitor by May 31st
Subject/Title Foundation Trust Annual Reporting Requirements
Nature of Report For Information �
For Discussion
For Approval
Received or approved by
Legal Implications
Recommendation That the Board note the FT reporting requirements and
approve the revised approach to the Annual Report.
Acronyms and Abbreviations
Paper 08
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Russell Hardy ���� 4358 Chairman
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FFTT AANNNNUUAALL RREEPPOORRTTIINNGG RREEQQUUIIRREEMMEENNTTSS As a foundation trust, the Trust faces a number of changes to its Annual reporting regime.
The key changes are:
• The Quality Accounts, Annual Report and the Annual Accounts (in Full) will all be
combined into one document
• This has resulted in a significantly shortened timescale for the production of the
quality accounts and the annual report, as these will be required to be submitted to Monitor, along with the Accounts on May 31st
• The Annual report and accounts must be “laid before parliament”, they may not be
published before this has been done (end of June)
• There are a number of additional disclosures as laid out in the Governance
Framework
These changes will impact on the style and nature of the document; it will inevitably be a lot
longer than in previous years. (A review of an FT’s 2010/11 Annual report found that it ran to 144 pages, as opposed to the Trust's report which was 27 pages). It will also contain a lot
more detail about the Governors and Directors (see Appendix 2)
It is proposed that future Annual Reports will be more focussed on business matters and the mandatory reporting areas, rather than including photographs and additional interesting
items about the Trust.
There are two areas where reporting is voluntary, but encouraged as best practice;
• Sustainability
• Equality
It is proposed to include a brief report on sustainability and an overview of the Trusts actions
on equality, which will include a reference to the detailed equality report which will be
published on the Trust website.
A summary of the items which must be included in the Annual report is shown at Appendix 1, along with the two voluntary disclosures. A more detailed list of the items which are required
as part of the Foundation Trust Code of Governance is shown at Appendix 2.
Recommendation
That the Board note the FT reporting requirements and approve the revised approach to the Annual Report.
John Grinnell
Director of Finance
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Appendix 1
FT Annual Reporting Requirements
Minimum contents Notes Change from Trust
Requirements
Full set of Accounts As per accounting Manual Previously summary version
Directors report,
including management commentary
• Details of directors &
Trust’s principal
activities • Operating & Financial
review
• Enhanced Quality
governance reporting
• Directors statement
re disclosure to auditors
• Brief history of FT &
Statutory background • Directors interests
• Going Concern. (no
presumption of going
concern, director must “decide” &
declare)
No Change
No Change
New
No change
New
No change
New
Remuneration report • Details of Senior
persons remuneration
• Remuneration
policies etc
No Change
Disclosures as set out in code of governance
(See below for detail)
• Council of Governors
• Board of Directors
• Audit Committee
• Nominations
Committee • Membership
New
New No significant change
New
New
Quality report Full report to be included Separate guidance to be
issued
Previous report published separately
Assume similar to last year.
Staff Survey • Commentary –
approach to staff
engagement
• Focus on top &
bottom 4 scored answers
• Table of results
• Action plan
• Future priorities &
targets
New
New
New
New
Regulatory ratings • Monitor risk ratings
• Compare to planned
& actions in place to
rectify shortfalls
New
New
Paper 08
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Other disclosures in the
public interest (Best practice)
Required
• Info to/consultation
with employees
• Disabled/equal ops
policies • Health & safety,
Occupational health
• Better payments
practice code • Consultations
• Consultation with
local groups, inc
overview & scrutiny committee
• Other public/patient
involvement activities
• Management Costs
• Ill health retirements
• Details of “other
income” if significant • Sickness absence
data
• Compliance with
charging requirements re
provision of
information • SI’s re data
governance
No significant change
No significant change
No significant change
No significant change
No significant change
No significant change
No significant change
No significant change
No significant change
No significant change
No significant change
No significant change
No significant change
Statement of accounting
officer responsibilities
Model Statement provided No significant change
Annual Governance
Statement (SIC)
• To be included in full
• Include quality
governance (this is a
significant
requirement – it includes
� Board assurance on compliance with CQC
registration
� Board Assurance on accuracy of quality
report • Board review of the
effectiveness of
internal controls
New
New
No significant change
Voluntary Disclosures • Sustainability Report
• Equality Reporting
New
New
See overleaf for detail of the disclosures required by the Code of Governance.
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Appendix 2
Disclosures set out in Code of Governance
Council of Governors
How relates to Board of Directors
New
Governor details & interests New
Meetings & attendance by governors &
Directors
New
Steps taken to understand the views of governors & members
New
Board of Directors
Names of chair/NEDs appointment date,
length of appointment, which NEDs
considered to be independent, how NEDs may be terminated
New
Number of meeting & attendance New
Background of board members inc areas of expertise & experience
New
Statement about balance of board
membership
New
Performance evaluation of board, committees
& Directors
New
Declaration of interests New
Other Significant commitments of chair New
Audit Committee
Names, number of meetings, attendance at
meetings
More detail
Role No significant change
Statement if Governors do not accept AC recommendation re external auditors
New
Auditor independence New
Directors responsibility for preparing accounts & auditors statement of their
reporting responsibilities
No Change
Nominations Committee
Membership, number of meetings
attendance, role. Extra info if recruitment of Chair or NED not open advert or search
consultancy
New
New
Membership
Eligibility, boundaries New
Members numbers New
Summary of strategy, inc progress to targets. New
Paper 09
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Russell Hardy ���� 4358 Chairman
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Executive Responsible Russell Hardy, Chairman
Paper prepared by (if different from above)
Margaret Surrage, Head of Board Governance (Trust Secretary)
Category of Item Strategic Direction and
Development
�
Performance and Governance
Context Previous Board discussion
Link to National Policy
Link to Trust’s Strategic Objectives
�
Risk if no action taken
Executive Summary
This schedules the key business of the Board, including its
development sessions.
The dates of the Sub Committees are also included.
Subject/Title Board Business Programme
Nature of Report For Information
For Discussion �
For Approval �
Received or approved by
Legal Implications
Recommendation That the Board approve the Board Business Programme.
Acronyms and
Abbreviations
Paper 09
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Russell Hardy ���� 4358 Chairman
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BBOOAARRDD BBUUSSIINNEESSSS PPRROOGGRRAAMMMMEE
The Board Business Programme has been updated and expanded to include the Board Development Sessions and the dates of the Sub Committees.
Board Dates It has been necessary to make one change to the scheduled Board dates. This was in
response to the timetable for the submission of the Annual Report and Accounts which was issued by Monitor after the Board dates had been agreed. The Annual Report has to be
submitted before 9:00am on 31st May 2012, which is the date at which the Board would have
been reviewing them, so the Board meeting has been brought forward to 29th May 2012.
Sub Committees The Sub Committees have been scheduled to meet in the month following the end of the
quarter. This will enable them to support the quarter Monitor sign off process. It has not been possible to schedule this for April owing to Easter.
Special meetings of the Quality & Safety Committee and the Audit Committee have been scheduled for the morning of 29th May 2012 to enable them to review the Quality and Annual
Accounts respectively and then feedback to the Board of Directors later that afternoon.
Board Development Programme
The topic areas which had previously been agreed at the October meeting have been prioritised and scheduled.
Two worksheets are attached, one summarising the dates of the Sub Committees and the
Board Development sessions, and one setting out the Board programme in detail.
Recommendation
That the Board approve the Board Business Programme.
Russell Hardy Chairman
BOARD DEVELOPMENT SESSIONS Date
Board Strategy Day Jan 31st
SLR/PLICS April 27th
Risk Management June 29th
Governors & Members Sept 28th
Research, Audit & Outcomes Nov 30th
Board Strategy Day 2013/14 Jan 25th 2013
Sub Committees dates Date Time
Audit Committee April 19th 2:00pm
July 12th 2:00pm
October 11th 2:00pm
January 10th 2:00pm
Audit Committee - special meeting to approve Accounts May 29th 10:00am-11:00am
BRIC March 21st 10:00am
July 11th 10:00am
October 10th 10:00am
January 9th 10:00am
Q&S March 22nd 2:00pm
July 19th 2:00pm
Oct 18th 2:00pm
Jan 16th 2:00pm
Q&S - special meeting to approve the Quality Accounts May 29th 11:00am - 12:00
Charitable Funds Committee (After Trust Board) March 29th
June 28th
(November meeting not after Trust Board due to Governors meeting) November 20th
BOARD BUSINESS PROGRAMME 2011/12 and 2012/13
Jan Feb
Mar (Feb
meeting) Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2013 2013 2013
FORMAL TRUST BOARD (monthly) 26th 1st 29th 26th 29th pm 28th 26th 30th 27th 25th 29th - 24th 28th 28th
ANNUAL GENERAL MEETING (annual) 26th
Council of Governors meeting dates (quarterly) 23rd 31st 26th 29th 21st
BOARD DEVELOPMENT SESSIONS 31st 27th 29th 28th 30th 25th 29th
Sub Committees
Audit Committee - Regular 19th 12th 11th 10th
Audit Committee - Extraordinary (draft & final accounts) 19th
29th am
10:00: 11:00
Quality & Safety - Regular 22nd 19th 18th 16th
Quality & Safety - Extraordinary (quality accounts)
29th am
11:00to12:00
BRIC 21st 11th 10th 9th
Charitable Funds 29th 28th 20th
Nomination & Remuneration committee as & when required
BOARD DEVELOPMENT SESSIONS
Board Strategy Day
SLR/PLICS
Risk Management
Governors & Members
Research, Audit & Outcomes
FORMAL TRUST BOARD
External Reporting
Annual Plan (12/13)
Initial draft presented to Governors
Draft- (to include 12/13 budgets for Board approval)
Annual Plan (12/13) Board Approval
Annual Plan (12/13) Presentation to Governors
Annual Plan (12/13) Submission 31st May
Annual Accounts & Report (NB inc Quality Accounts)
Draft Annual Governance Statement (SIC)
Annual Accounts & Report & supporting documents - Board Approval
Annual Accounts Submission 9:00am May 31st
Monitor Returns
FT Q3 monitoring report (Submission date 31st Jan)
FT Q4 monitoring report (Submission date 30th April)
FT Q1 monitoring report (Submission date 31st July)
FT Q2 monitoring report (Submission date 31st Oct)
Strategic Direction & Development
Private Patients
Surgery- Divisional presentation
Strategic Direction Review
Diagnostics Divisional presentation
Medicine- Divisional presentation
Strategic Risk Review -
CIP/QIPP/SLR
Annual Operating/Compliance Framework
Supporting Strategies
Human Resources
Marketing
Strategy Updates
Marketing -
IM&T Strategy
Efficiency Strategy
Quality
Human Resources -
Review of Constitution -
Private Patients -
Standing Financial Instructions
Jan Feb
Mar (Feb
meeting) Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2013 2013 2013
Performance & Governance
Performance Balanced Scorecard
Board Assurance Framework & Corporate Risk Register
Board Sub-Committee Reports (Dates To Be Confirmed)
Sustainability report
FT Q3 monitoring report (Submission date 31st Jan)
FT Q4 monitoring report (Submission date 30th April)
FT Q1 monitoring report (Submission date 31st July)
FT Q2 monitoring report (Submission date 31st Oct)
Council of Governors Report
Staff Opinion Survey Results
Board annual performance review
Board Business Programme
Trust Seal
Register of Interest
Trust Board Terms of Reference
Quality & Safety
Medical Director's Report
Nurse Director's Report
Quality Accounts
Infection Control Report
Infection Control Committee Annual Report
Complaints and Feedback Report
Quality Strategy
Clinical Audit Annual Report
Consultant Appraisal Report
Research Business Plan Strategy Update
Inpatients Survey Results
Update on Legal Claims
Paper 10
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Peter Jones ���� 4358 Chairman
Executive Responsible Peter Jones, Non Executive Director/Chairman of Quality and Safety Committee
Paper prepared by (if
different from above)
Category of Item Strategic Direction and Development
Performance and Governance �
Context Previous Board discussion
Link to National Policy
Link to Trust’s Strategic
Objectives
Risk if no action taken
Executive Summary
The Quality and Safety Committee met on the 8th December 2011.
A summary of the key issues discussed is given in the Chairman’s
report.
Subject/Title Quality and Safety Committee Chairman’s Report
Nature of Report For Information �
For Discussion
For Approval
Received or approved by
Legal Implications
Recommendation That the Trust Board note the Chairman’s report.
Acronyms and Abbreviations TKR - Total Knee Replacement THR – Total Hip Replacement VTE – Venous Thromboembolism PROM’S – Patient Reported Outcome Measures
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Patient Story
• The Interim Director of Nursing shared a written patient story from a recent inpatient on Alice
Ward. Comments, which were overwhelmingly positive, from the patient were shared with the
Committee. The Interim Director of Nursing and Director of Operations had undertaken a ward visit following the patient’s negative comments regarding toilet/shower facilities for
parents, which had highlighted areas for improvement and which would be addressed.
Quality & Safety
• The Committee had a full discussion on the three recent serious incidents. The Committee
discussed the preventative actions, particularly concerning the adherence of patients to the
advice on the prevention of falls, to be taken to ensure similar incidents did not re-occur in the future.
• The Committee received a presentation from the falls lead. The falls lead explained what
measures had been introduced to ensure that patient falls are kept to a minimum including
introduction of a flowchart. As part of a wide ranging discussion on falls prevention, the Committee reviewed the flowchart and suggested how it could be refined to ensure actions
are followed up.
Clinical Effectiveness
• Patient Reported Outcome Measures (PROMs)
The Committee discussed the Data collected by the Outcome Centre. It was noted that this
information will be shared with individual surgeons.
• Dr Foster Report The Committee noted the publication of the report. As a specialist hospital, data relating to hips and knees is not included. However, the patient experience website does show that the
hospital responds well to patient feedback.
Routine Matters
• The Work Plan was reviewed and it was agreed that the Interim Director of Nursing would
update the Work Plan.
• The Medical Director presented the Clinical Audit Quarterly Report. The Committee
recommended that the TKR/THR VTE Audit be repeated as the changing practice at the time
of the audit had affected data collection and a number of variables identified during the audit had made it difficult for conclusions to be reached.
Peter Jones Non Executive Director/Chair of the Quality and Safety Committee
Paper 11
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Russell Hardy ���� 4358 Chairman
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Executive Responsible James Turner, Non Executive Director
Paper prepared by (if
different from above)
Category of Item Strategic Direction and Development
Performance and Governance �
Context Previous Board discussion
Link to National Policy
Link to Trust’s Strategic
Objectives
Risk if no action taken
Executive Summary
This report highlights the key business undertaken by the BRIC at its meeting on 14th December 2011.
The Committee approved a revised Self Assessment for 2010/11,
which is attached for information at Appendix 1. The minutes of the meeting are included with the papers for the
private session of the Board.
Subject/Title Report from the Chair of the Business Risk & Investment
Committee (BRIC)
Nature of Report For Information �
For Discussion
For Approval �
Received or approved by
Legal Implications
Recommendation The Trust Board are asked to • note the Chairman’s Report and the Self Assessment.
Acronyms and Abbreviations
Paper 11
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James Turner Non-Executive Director
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Risk
The Committee reviewed all of the Corporate and Strategic risks which had been allocated to the
BRIC. They were updated on the risks caused by the NHS restructuring and the actions taken to mitigate the risk of failing to optimise capacity.
Governance
The Committee:
• Received an update on the new main entrance project which included both the progress and
risks concerning the building work and the supporting operational policies. • Received the Internal Audit Reports on “IT General Controls” and “Working Capital and
Treasury Management”, both of which gave significant assurance.
• Approved its Self Assessment, which had been revised following discussion at the September
meeting. A copy is attached for information.
Regular Reports
The Committee noted the following reports: • Capital Programme. This included a discussion relating to a number of future schemes.
• Health & Safety report.
• IM&T. The Committee was also updated on the work to test for Wi-Fi black spots in the
patients’ wireless system and discussed the safeguards in place to ensure that its use did not
compromise patient privacy and dignity.
• Human Resources, which included an update on the recent industrial action and the risks
associated with any further action. • Treasury Management ( Investment Register).
• Work Plan.
James Turner
Non-Executive Director
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ISSUE YES
/NO COMMENTS
RECOMMENDATION
AGREED ACTION
Committee Governance
Does the Committee have written terms of reference that
adequately and realistically define
the Committee’s role?
Yes The Terms of Reference are reviewed annually. They were last approved in June
2010 and will be reviewed at the June 2011
meeting.
Have the terms of reference been
adopted by the Board?
Yes Following the meeting mentioned above,
these were approved by the Trust Board in September 2010.
Are the terms of reference
reviewed annually to take into
account governance developments
Yes See above
Has the Committee established a
plan for the conduct of its own work across the year?
Yes The annual work plan is agreed at the
beginning of the year and is reviewed at subsequent meetings
Are changes to the Committee’s
current and future workload discussed and approved at Board
level?
Yes This was included in the discussions
surrounding the board self assessment – but formal approval not sought
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ISSUE YES /NO
COMMENTS
RECOMMENDATION
AGREED ACTION
Does the Committee report
regularly to the Board?
Yes The Chairs provides a written report to the
Board meeting the following month and the minutes are also presented to the Board
once approved. The Board has agreed that committee minutes should be approved
“electronically” enabling the approved
minutes to be presented to the Board the following month
Are members, particularly those
new to the Committee, provided with training?
Yes Not specifically for this committee, but
there is a comprehensive Board development programme, much of which
has a direct relevance.
Does the Board ensure that members have sufficient
knowledge of the organization to
identify key risk areas
Yes As above. There have been specific Board development sessions on risk.
Does the Committee prepare an
annual report on its work and
performance in the preceding year for consideration by the Board?
Yes The first Annual report was prepared for
the June 2010 meeting, and the second for
the September 2011 meeting.
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ISSUE YES /NO
COMMENTS
RECOMMENDATION
AGREED ACTION
Business Risk
Has the Committee fulfilled its
obligations to the Audit
Committee to ensure that Business Risk management is
comprehensive and effective?
Yes The Committee has approved a report for
the Audit Committee which demonstrated
that it had effective & comprehensive risk management processes. The chairman of
the audit committee attended the BRIC to receive this report.
The Committee agreed a programme of
risk review which included both a comprehensive review of all of the risks
allocated to it and “deep dives” into specific risk areas.
Has the committee raised new
strategic risks or confirmed the treatment of previously
recognized risks.
Yes The BRIC has requested that additional
risks relating to the NHS reorganization and tariff instability be added to the register.
They have reviewed the risk scores &
confirmed or amended them as appropriate
Has the Committee identified risk
areas where further assurance has been required?
Yes In depth presentations were requested on
Contract management , NHS restructuring and the CIP
Has the committee reviewed
relevant strategies/policies
Yes The committee reviewed a number of
policies including:
Treasury management policy Estates Strategy
Human Resources Data Protection
Information governance forensics
Partnership governance
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Investment decision making
Has the Committee reviewed the
investment risks incurred by the Trust when investing its surplus
cash?
The Committee has reviewed the Treasury
management policy and receives regular reports on the Trusts’ investments
Business Investment
Has the Committee reviewed the Business cases for “significant”
investment proposals, & made
appropriate recommendations
Yes No significant investments were presented to the Committee during 2010/11. The
main project (the hospital redevelopment)
having been approved the previous year.
Has the Committee reviewed PPE’s of significant investments
within an appropriate timeframe?
Yes The new theatre was reviewed in October 2010, a year after the theatre became
operational in September 2009. The Torch Building was reviewed in June
2010; services were transferred to the building during November 2008 – January
2009.
Overview & Scrutiny .
Has the Committee received the
KPI’s it requires to perform this
role
Yes The Committee receives quarterly KPI’s
relating the Human Resources and Health
and safety; and Sustainability KPI’s every six months.
Have the reports from the
subcommittees and directors been received with sufficient detail &
timeliness for the Committee to perform this role.
Yes The reports have been received on a
quarterly basis.
Paper 12
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Russell Hardy ���� 4358 Chairman
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Executive Responsible Richard Clarke, Non Executive Director.
Paper prepared by (if
different from above)
Category of Item Strategic Direction and
Development
Performance and Governance �
Context Previous Board discussion
Link to National Policy
Link to Trust’s Strategic Objectives
Risk if no action taken
Executive Summary
This report highlights the key business undertaken by the Audit Committee at its meeting on 15th December 2011.
A brief update is also given on the appointment of the External Auditors for 2012/13
The Minutes of the meeting are included with the papers for the
closed session of the Board.
Subject/Title Report from the Chair of the Audit Committee
Nature of Report For Information �
For Discussion
For Approval
Received or approved by
Legal Implications
Recommendation The Trust Board are asked to note the Chairman’s Report.
Acronyms and Abbreviations
Paper 12
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Richard Clarke Non-Executive Director
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Governance The Committee
• Reviewed the risk which had been allocated to it from the Corporate Risk Register • Received a report on the progress made against the audits programme which was
set out in the data quality framework. Internal Audit Matters The Committee received the Internal Audit progress report. They reviewed two internal Audit Reports
• Financial reporting • Data Quality
Both of which gave significant assurance. Counter fraud Matters The Committee
• Received the Counter Fraud progress report. • Approved the updated Counter Fraud Policy.
Annual Accounts The Committee
• Received an update on the key technical issues which would impact upon the accounts.
• Approved the draft sign off timetable, pending further clarification on the date of the May Board of Directors meeting.
• Approved the Accounting policies, pending a further review when the draft accounts were presented to the Audit Committee.
Routine Reports The Committee received reports on
• Debtors greater than 90 days, noting that the reporting criteria had changed from “greater than six months” to reflect Monitor reporting requirements.
• Waivers and Losses. • Registers of Interests and Hospitality, and noted that there was only one declaration
which was still outstanding, and that the 2012 exercise would start in January.
• The Committee reviewed its Work plan for 2011/12.
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Confidential Session – Appointment of External Auditors Following the receipt of tender documents the list of tenders who would be asked to give a presentation to the panel was agreed. Private discussion with the Internal & External Auditors A meeting took place without any Trust management being present Update on the Selection of External Auditors Following the presentations, on 12th January 2012, to a panel, which comprised of the three audit committee members, the Director of Finance and Ron Pugh representing the governors, the panel reached a unanimous decision of which firm the Audit Committee should recommend that the Governors appoint at their meeting on February 23rd. Richard Clarke, Non Executive Director
Paper 13
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1
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Russell Hardy ���� 4358 Chairman
Executive Responsible Nicki Bellinger, Interim Director of Nursing
Paper prepared by (if
different from above)
Category of Item Strategic Direction and Development
Performance and Governance �
Context Previous Board discussion �
Link to National Policy
Link to Trust’s Strategic
Objectives
Risk if no action taken
Executive Summary
The Trust has statutory responsibility to prepare an Annual Report
for Safeguarding Children and Young People for 2011. This report covers the time period from April 2010 until March 2011. The
purpose of this report is to review actions from last year’s report, and to highlight priorities for the coming year.
Subject/Title Annual Report for Safeguarding Children and Young People
Nature of Report For Information
For Discussion �
For Approval �
Received or approved by
Legal Implications
Recommendation The Board of Directors are asked to note the report.
Acronyms and Abbreviations
Paper 13
Suzanne Marsden – Named Nurse for Safeguarding Children & Young people – Annual Report April 2011 U:\Trust Board & Committees\Public Trust Board\2011-12\January 2012\Paper 13 Annual Report for Safeguarding Children and Young People 2011.doc
2
Annual Report for Safeguarding Children and Young People
1st April 2010 – 31st March 2011
Paper 13
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3
1.0 Introduction
1.1 This is the statutory Annual Report for Safeguarding Children and Young People for 2011 as prepared by Suzanne Marsden, Named Nurse for Safeguarding children and Young
people. This report covers the time period from April 2010 until March 2011. The
purpose of this report is to review actions from last year’s report, and to highlight priorities for the coming year.
1.2 Safeguarding children and young people remains high on the national agenda and for all
departments within the Trust that come into contact with children.
The RJAH Trust Board has adopted the Shropshire Safeguarding Boards (SSCB) policy
and incorporates this into the Trusts own Safeguarding children and Young peoples policy.
This report will highlight the National context for safeguarding children and young people
whilst they are in hospital; The local context – including Update on the role of Named
Professionals working in the Trust, training, referrals made during this period with any trends, concerns, together with any recommendations for the coming year.
2.0 Background - National Context & Policy
2.1 The policy context for the statutory guidance is the overarching “Every Child Matters” framework for improving outcomes for children and young people, the “Working
Together to Safeguard children” – A guide to interagency working to safeguard and promote the welfare of children (DOH 2010), The Care Quality Commission (CQC)
standards regulation 11: outcome 7 and The Children’s NSF (2004).
2.2 National Institute for Health and Clinical excellence (NICE) and Social Care
Institute for Excellence (SCIE) have produced guidance regarding When to suspect child maltreatment (July 2009) and this document provides a summary of the clinical
features associated with maltreatment that may be observed when a child presents to healthcare professionals.
2.3 It is clearly evident that safeguarding children is everyone’s responsibility and as a Trust it is crucial that the appropriate procedures are put in place to improve outcomes for
children.
At an organisational level, these key features are having:
� senior managements commitment to the importance of safeguarding and
promoting children’s welfare;
� a clear statement of the Trust’s responsibilities towards children available for all staff;
� a clear line of accountability within the organisation for work on safeguarding and promoting the welfare of children;
� service development that takes account of the need to safeguard and promote
welfare and is informed, where appropriate, by the views of children and
families;
� staff training on safeguarding and promoting the welfare of children for all staff working with or in contact with children and families;
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4
� safe recruitment procedures in place;
� effective inter-agency working to safeguard and promote the welfare of children; and
� effective information sharing
� Updated statutory guidance on making arrangements to safeguard and promote
the welfare of children under Section 11 of the Children Act 2004.
3.0 Local Context
3.1 The role of the Named Doctor for Safeguarding Children
The Named Doctor post became vacant following the resignation of Dr Ros Quinlivan in
2010 and Mr Nigel Kiely Paediatric Orthopaedic Consultant has now undertaken this role with ½ PA protected time per week. The Named Doctor provides all staff groups across
the Trust with expert advice and support regarding safeguarding children issues.
The Role of the Named Nurse for Safeguarding Children The Named Nurse - Suzanne Marsden is the ward manager on Alice ward and she has 8
hrs per week protected time to undertake this role. The Named Nurse works closely with
the Named Doctor to ensure that the Trust meets its statutory responsibilities in safeguarding children as defined in Working Together to Safeguard Children, 2010 and
the Children Act (1989, 2004).
The Named Nurse represents the Trust at the Health governance Safeguarding
Committee in Shropshire on a quarterly basis and the County Named Nurse meetings bimonthly. The Designated nurse in Shropshire, Telford and Wrekin provides supervision
for the Named nurse and the aim is to make these meetings bimonthly to ensure effective support.
The Named nurse coordinates and delivers level one and two training for staff working in the Trust and provides all staff groups across the Trust with expert advice and support
regarding safeguarding children issues.
The role of the Executive Lead – Director of Nursing Vicky Morris was initially the Executive Lead for Safeguarding children and following her
resignation this role was taken over by Nicki Bellinger.
The Executive lead represents the Trust at the Shropshire Safeguarding Children Board
and Health Governance Safeguarding Committee in Shropshire on a quarterly basis and provides supervision for the named professionals. They also chair the Trust Safeguarding
Children and Vulnerable adults committee bimonthly.
3.2 Training During 2010/2011 80% of staff had been trained to level one and 98% to level two.
Following the new recommendations set out in the “Intercollegiate” document (2010), we now need to increase the number of clinical staff undertaking level two training. This
will be achieved by all clinical staff undertaking the NSPCC e-learning package. External
training provision continues to be provided for staff requiring levels three and four.
3.3 Referrals Thirteen children were highlighted as requiring Safeguarding support during 2010/2011.
These were dealt with in accordance with Trust Policy.
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5
3.4 Audit The Named nurse undertook an annual audit documentation audit in February 2010 and
this was shared with the Shropshire safeguarding Children Board (SSCB).
3.5 Service Review
In February 2011 the Care Quality Commission (CQC) and Ofsted inspected Safeguarding and Looked After Services in Shropshire and the RJAH Orthopaedic and District Hospital
were part of that review. The Trust did not have a site visit however, both the Named Doctor and Nurse attending a meeting with the review panel to present information
regarding safeguarding practice within this Trust. The final report was published on 25th
March and there were no significant concerns raised for the Hospital.
4 Recommendations for 2011 /12 and Conclusion
4.1 • To introduce the Level two E learning package for all clinical staff, this will
dramatically reduce the number of face to face teaching sessions proved by the
Named Nurse and will be more cost effective. • To train the remaining 20% of staff requiring Level One Basic awareness training.
• To ensure staff working with children continue to access level three developing
practice modules provided by Shropshire County Council.
• To improve information sharing with Executive lead – to provide a monthly /
bimonthly record of safeguarding cases in the Trust. • To book regular bimonthly supervision sessions between the Named Nurse and
Designated Nurse (Telford).
4.2 In conclusion, the Named Nurse, Named Doctor and Executive lead continue to strive to
maintain high standards of practice, procedure and continued improvement in service
relating to Safeguarding Children and Young People, requiring treatment in this Trust. Training remains as always high on the Trust agenda.
Update April 2011 – October 2011
Referrals Fifteen children were highlighted as requiring Safeguarding support during the period April –Sept 2011.
This is more than the whole of last year and at times has been extremely difficult to manage. Several of these cases have been complex cases and have involved attendance to case conference and Team
around the Child meetings Telford and Wolverhampton.
Safeguarding Record keeping Audit – undertaking in Sept, results currently being populated.
Safeguarding supervision – supervision for the named nurse increased to monthly during July, Aug
& September due to high ratio of complex safeguarding cases. Supervision was provided by the Designated Nurse.
Group Supervision provided on Spinal injuries department and a debrief and training session has been planned for the 5th October.
Paper 14
U:\Trust Board & Committees\Public Trust Board\2011-12\January 2012\Paper 14 FT Bulletin.doc
TTRRUUSSTT BBOOAARRDD
2266TTHH JJAANNUUAARRYY 22001122
Russell Hardy ���� 4358 Chairman
Executive Responsible Wendy Farrington Chadd, Chief Executive
Paper prepared by (if different from above)
Margaret Surrage, Head of Board Governance (Trust Secretary) Monitor
Category of Item Strategic Direction and
Development
�
Performance and Governance
Context Previous Board discussion
Link to National Policy
Link to Trust’s Strategic
Objectives
Risk if no action taken
Executive Summary
The December edition of the FT Bulletin published by Monitor is
attached for information.
A summary of progress of the key actions required by the Trust is detailed overleaf.
Subject/Title FT Bulletin
Nature of Report For Information �
For Discussion
For Approval
Received or approved by
Legal Implications
Recommendation The Trust Board are asked to note the FT Bulletin.
Acronyms and Abbreviations
Paper 14
U:\Trust Board & Committees\Public Trust Board\2011-12\January 2012\Paper 14 FT Bulletin.doc
TTRRUUSSTT BBOOAARRDD
2266TTHH JJAANNUUAARRYY 22001122
FFTT BBUULLLLEETTIINN ((1199HH
DDEECCEEMMBBEERR 22001111))
SSUUMMMMAARRYY OOFF KKEEYY AACCTTIIOONNSS AARRIISSIINNGG
Action Lead
Responsibility
Progress
AANNNNUUAALL PPLLAANN RREEVVIIEEWW SSUUBBMMIISSSSIIOONN
• Submission date 31 May
• Early submission of templates requested where
possible
Director of Finance
Annual Planning
timetable has been developed with a view to
submission on that date
PPRROOCCEESSSS FFOORR NNOOTTIIFFIICCAATTIIOONN OOFF DDIIRREECCTTOORR && GGOOVVEERRNNOORR
CCHHAANNGGEESS
This will now be updated using “on line forms” which can be
used throughout the year.
Head of Board
Governance
(Trust Secretary)
New process has been noted & will be used
when required
MMOONNIITTOORR AANNNNUUAALL SSTTAAKKEEHHOOLLDDEERR SSUURRVVEEYY To be completed by January 20th
Chief Executive
Complete
AACCCCOOUUNNTTIINNGG IISSSSUUEESS
Some supplementary submission dates given
Details of key Accounts contact requested
Director of
Finance/Deputy Director of
Finance
Dates already in
accounting timetable
Details have been submitted
CCOONNSSUULLTTAATTIIOONN –– CCOOMMPPLLIIAANNCCEE FFRRAAMMEEWWOORRKK 22001122
Closing date 24th February
Head of Board Governance
(Trust Secretary)
On the agenda for the
January Board
Consultations
FT Bulletin
19 December 2011
Issue 52
For information For action Monitor
publications
Welcome to the Deceber edition of Monitor’s FT Bulletin.
This bulletin is sent to NHS foundation trust chief executives, chairs, finance, medical and nursing directors and the Foundation Trust Network. Click on the links below to jump straight to the relevant sections of the bulletin.
• Annual plan review
submissions process
2012/13
• Reminder of process for
governor and director
Board changes
• Monitor annual survey of
NHS stakeholders
• Implementation of the
Alignment Project
• Quality Assurance
Department review of the
2010/11 audits of NHS
foundation trust
• Lessons learned from
Monitor’s review of
significant Transforming
Community Services
transactions
• Q2 performance of NHS
foundation trusts to 30
September 2011
• Monitor’s proposed new role
– The Bill
• Recently authorised trust
• Regulatory approach for the
transfer of PCT estate to
NHS foundation trusts
• Southend University
Hospital NHS Foundation
Trust found in significant
breach
• Patients waiting on planned
waiting lists
• Annual Reporting Manual
2011/12
• Licensing conditions
• Compliance Framework
2012
Events & development
programmes External
news/updates • FT Chairs Academy –
second cohort launching
on 17 January 2012
• SLM webinar with the
HFMA
• Save the date: SLM
conference March 2012
• Department of Health
payment by results
2012/13 road test package
Jump straight to a section using the quick links above
For information Monitor’s proposed new role – The Bill
Parts 3 and 4 of the Health and Social Care Bill, concerning Monitor and the future of Foundation Trusts, were debated in the House of Lords committee on Tuesday 13 and Thursday 15 December 2011. As expected, some strong views regarding Monitor’s proposed future role were put forward, especially from the opposition. Key areas of debate included: the role for competition within the health sector; the way Monitor will be accountable to the Secretary of State and how Monitor may handle potential conflicts between its FT and sector regulator roles. We expect the committee debates on the final parts of the Bill to finish before Christmas. Following this, the House of Lords report stage should start early in the New Year, where further debate will take place on potential changes to the Bill. For all latest news on our proposed new role visit our website. Recently authorised trust
At Monitor’s November Board meeting West Suffolk NHS Trust became the 141st NHS foundation trust.
Regulatory approach for the transfer of PCT estate to NHS foundation trusts
The Department of Health has set out its intention to transfer “service critical clinical infrastructure”
from PCTs to NHS trusts and NHS foundation trusts in its document PCT Estate: future ownership
and management of estate in the ownership of PCTs in England. We have considered our regulatory role in any potential transfer and have set out our proposed approach below. Whilst we recognise that foundation trusts are unlikely, at this stage, to have agreed which sites, if any, will be transferring, we wanted to set out our intended approach for clarity. Appendix F of Monitor's Compliance Framework sets out the process that Monitor undertakes in relation to transactions and the related thresholds for each approach. Monitor has considered the implications of these for PCT estate transfers and has concluded that: • where the transfer of PCT estate meets the threshold for material transactions, the foundation
trust will be expected to provide a board statement in line with current expectations; (Cont’d)
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For information Regulatory approach for the transfer of PCT estate to NHS foundation trusts (cont.)
• where the transfer of PCT estate meets the threshold for significant transactions a more detailed review will be required. Monitor will tailor this review to focus primarily on the impact of the acquisition on the financial risk rating (recognising that it is unlikely to impact on the governance risk rating). It is not anticipated that foundation trusts will be required to attend a Board to Board meeting with Monitor, nor obtain an independent accountants’ report on financial reporting
procedures, post transaction integration plan or working capital, but Monitor will retain discretion to require these on a trust-by-trust basis (in particular if a cash consideration is required). It is anticipated that such a review by Monitor will take approximately one calendar month to complete; and
• Monitor will continue to require trusts to complete a three-year financial model for significant transactions but will require only summary information in some areas (such as income) to lessen the time burden on foundation trusts of completing this model.
No action is required by foundation trusts at this stage. However, we would be grateful if you can keep your relationship team informed if and when you intend to acquire assets from the PCTs. For further information please contact Toby Lambert ([email protected]). Southend University Hospital NHS Foundation Trust found in significant breach
We have found that Southend University Hospital NHS Foundation Trust is in significant breach of the terms of its authorisation due to its failure to comply with the following terms:
• Governance (NHS foundation trust boards must ensure appropriate arrangements are in place to provide effective leadership and governance).
• Healthcare and other standards. The decision was triggered by the Trust’s ongoing failure to meet cancer and C.difficile targets and by CQC concerns which resulted in the Trust being red rated for governance by Monitor in the first quarter of 2011/12. Patients waiting on ‘Planned’ waiting lists
A recent review by the Department of Health of patients who had been waiting for hospital appointments found examples of patients waiting inappropriately and clinical outcomes being affected as a result. There are strong clinical governance and safety reasons why patients’ planned care should not be deferred and all NHS foundation trusts should treat patients at the right time and in order of clinical priority. A service that allows planned activity to be deferred because of pressure on active waiting lists is not in control of its total demand. As part of the Quality Governance framework both applicant trusts and foundation trusts should be committed to delivering the best clinical outcomes for patients.
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For information Annual Reporting Manual 2011/12
The consultation on the 2011/12 Annual Reporting Manual closed on 16 December 2011. We expect to publish the final manual by the end of January 2012 at the latest.
In the meantime, the draft manual and guidance are available here on our website.
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For action Annual plan review submissions process 2012/13
Monitor can confirm that there will be no change in the submission date for the APR for 2012-13 with all submissions due to Monitor on 31 May 2012. Given the two-day bank holiday in June 2012, Monitor would find it extremely helpful if any foundation trusts that have completed their templates prior to this date do submit them at the earliest opportunity. As mentioned in November’s bulletin, we are in the process of reviewing the templates that trusts will
need to complete for APR. At this stage our intention is to release the strategy template (i.e. the Word document) at the end of February 2012. We intend to release the financial template at the end of March 2012 to coincide with the release of the 2012/13 Compliance Framework, thereby reducing the need for late model “fixers”. We do not anticipate there being major changes from last year’s
financial model. If you do want to make comments on either of last year’s templates please email
Katherine Cawley ([email protected]). Reminder of process for governor and director Board changes It is part of Monitor’s statutory duties to publish a directory of foundation trusts on our website. This
directory includes the members of each trust’s board and their governors. As part of our Compliance
Framework, all foundation trusts are required to provide Monitor with these details.
Foundation trusts used to inform Monitor of director and governor changes via the quarterly monitoring forms (and annual plan process). In an effort to make both the process easier for foundation trusts and to ensure the directory is as up to date as possible, we have removed the director and governor updates from the quarterly monitoring sheet and replaced it with two online forms on our website. These forms should be used throughout the year to update your director and governor details, not just on a quarterly basis. Monitor annual survey of NHS stakeholders This year’s online survey of foundation trusts, NHS trusts, SHAs and PCTs went out last month. If you
haven’t already completed the survey you can find the link here. Your input is very important to us and we welcome all of your views.
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For action Implementation of the Alignment Project
The restatement of 2010/11 accounts is an exercise which foundation trusts are required to participate in as a result of the Alignment Project. All foundation trusts are reminded of the submission date for the restatement FTC: Friday 23 December 2011. The submission date for the agreement of balances and transactions date was Wednesday 14
December 2011. Any foundation trusts that have not yet made this submission will have been contacted by their relationship manager and are required to submit as a matter of urgency (in line with the requirements set out in Monitor’s letter to foundation trust finance directors dated Friday 2 December 2011). We are receiving feedback on the restatement FTC from foundation trusts over the course of the restatement exercise. Monitor considers it important to update the 2011/12 month 9 FTC as a result of this feedback and, has therefore made a decision to release this form to foundation trusts at a later date than the previously communicated 12 December 2011 deadline. It is anticipated that the month 9 FTC will be released before the end of December. We recently wrote to all foundation trust finance directors requesting them to provide contact names for the agreement of balances exercise and a key contact for the accounts preparation. The latter is being requested to enable more frequent and direct communication from Monitor to foundation trust finance teams over the course of 2011/12 accounts production to provide, for example, additional guidance or a response from us to foundation trusts’ feedback. We encourage all foundation trusts to provide appropriate contact details.
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Monitor publications Quality Assurance Department review of the 2010/11 audits of NHS foundation trusts
The Audit Code for NHS Foundation Trusts (“the Code”) makes provision for the review of the work of
auditors of foundation trusts. We commissioned the Quality Assurance Department (“the QAD”) of the
Institute of Chartered Accountants in England and Wales to undertake reviews on our behalf of the work of auditors in respect of nine audits of trust accounts for the year or period to 31 March 2011. A document of key findings has now been published on our website. Lessons learned from Monitor’s review of significant Transforming Community
Services transactions
We have published a short report which sets out some of the lessons learned from our risk evaluation of recent Transforming Community Services transactions. The report also summarises our requirements and signposts you to useful guidance. Q2 performance of NHS foundation trusts to 30 September 2011
We have published sector performance results for the second quarter of 2011/12. Overall, foundation trusts are performing well financially and there have been significant improvements in the total number of target breaches, which are down from the previous quarter. However, C.difficile remains a challenging target as does the delivery of CIPs.
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Licensing conditions engagement
The Health and Social Care Bill proposes that Monitor should license providers of NHS services. If the Bill is approved by Parliament, we will need to issue licences relatively quickly - in December 2012 for foundation trusts and April 2013 for other providers. Last month we published Developing the new NHS provider licence – a framework document which started initial engagement on the proposal for our provider licence once the Bill becomes law. The deadline for responses was 12 December 2011. We have now launched six documents that set out our early thoughts on proposed licence conditions and ask for your views on how they should be developed. The deadline for responses is Friday 23 January 2012. Our aim is to share our early working proposals for your scrutiny and review. We will listen to your responses and use them to inform our development work. There is no intention to anticipate or pre-empt Parliament’s role and authority in relation to the Bill. There is more information on our proposed new role here on the Monitor website.
Compliance Framework 2012
This consultation explains our proposals for developing the Compliance Framework in 2012. The Compliance Framework is at the core of Monitor's regulatory framework. We update it each year to reflect developments in health such as national targets and indicators. This year we do not consider that any of the proposed amendments represents a major change to the scope or character of the Compliance Framework. The consultation document can be found here. The closing date for responses is Friday 24
February 2012, 5pm.
Consultations
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FT Chairs Academy – second cohort launching on 17 January 2012
The second cohort of the FT Chairs Academy which Monitor and the Foundation Trust Network are co-sponsoring in conjunction with Cass Business School will launch on 17 January 2012 (a full day plus dinner). This will be a five-day programme over approximately eight months, hosted by a range of top speakers, including experienced leaders from the NHS and other sectors as well as leading academics. Topics to be covered include: • exploring the case for change; • influencing the changing landscape; • board effectiveness; • healthcare strategy and futures; and • partnerships in the local economy (including working effectively with governors).
The cost of the programme is £3,500. All chairs of NHS foundation trusts and NHS trusts are welcome and the programme is specifically tailored to meet the requirements of both new and very experienced chairs in leading foundation trusts through the challenges ahead. For more information or to enrol on the January programme, please contact Anika Bloomfield on [email protected] or visit the Cass website. Alternatively, for more information please contact Carolyn May at [email protected] or on 020 7340 2452. SLM webinar with HFMA: revised date The first webinar in our SLM series, scheduled for Wednesday 7 December on Lessons learned
from implementing Service-line Management, unfortunately experienced technical issues and was therefore not broadcast. Once again please accept our apologies for any inconvenience caused, as soon as we have a revised date for this session we will update our website. The first webinar will now be held on Wednesday 19 January between 4-5pm and will look at Robust SLR; ensuring a comprehensive finance and quality picture at service-line level
This session will focus on the importance of having timely and robust quality and financial information available at a service-line level. Dr David Rosser and Gus Heafield will highlight how robust information has supported both service efficiency and quality and safety improvements in their organisations, thus enabling improved performance at both service-line and trust level. Examples will be drawn from two trusts; one acute and one mental health. To register for the webinar click here. We will be sending information out about the next webinars in the series shortly.
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Save the date: SLM conference March 2012
Following the successful Monitor / HFMA conference Breaking down the barriers between finance
and clinical leadership held in May 2011, the HFMA and Monitor will be running another SLM conference on 20 March 2012. This conference will cover key SLM topic areas and will highlight the importance and benefit for organisations in adopting an SLM approach. Speakers will be drawn from around the country from a variety of organisations and will include CEOs, Medical Directors and Directors of Finance.
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Department of Health payment by results 2012/13 road test package
The road test exercise provides an opportunity for the NHS to test out the new tariff, and supports the planning process. As in previous years the main focus of the road test is to gather comments on the draft 2012-13 PbR guidance and PbR Code of Conduct. Full details are available from the Department of Health website.
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Paper 15
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BBOOAARRDD OOFF DDIIRREECCTTOORRSS
2266TTHH JJAANNUUAARRYY 22001122
Russell Hardy ���� 4358 Chairman
Executive Responsible Ruth Tyrrell, Associate Director of Human Resources
Paper prepared by (if
different from above)
Category of Item Strategic Direction and
Development
Performance and Governance �
Context Previous Board discussion �
Link to National Policy
Link to Trust’s Strategic
Objectives
�
Risk if no action taken
Executive Summary
This report provides an update on Foundation Trust membership
and representation, and identifies sections of the population that need to be targeted to secure a more representative membership.
Subject/Title Foundation Trust Membership Update
Nature of Report For Information �
For Discussion
For Approval
Received or approved by
Legal Implications None
Recommendation The Trust Board are asked to note the information contained within this paper.
Acronyms and Abbreviations
Paper 15
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BBOOAARRDD OOFF DDIIRREECCTTOORRSS
FFOOUUNNDDAATTIIOONN TTRRUUSSTT MMEEMMBBEERRSSHHIIPP UUPPDDAATTEE
2266TTHH JJAANNUUAARRYY 22001122
1. Background 1.1 This paper provides an update on membership numbers using a baseline just prior to authorisation
as a Foundation Trust in July 2011, and highlights areas where representative membership is
currently low and targets for growth.
A detailed analysis of membership numbers is given in appendix 1.
2. Membership recruitment 2.1 The current membership total (at January 2012) is 4354 which can be broken down as follows:
Staff 1156
Public 3198 Total 4354
The membership target for the end of 2011/12 is 4,290.
3. Membership Growth
3.1 Staff membership numbers remain consistent, with very few staff ‘opting out’ of membership.
3.2 Public membership has grown by 46 since July, however there are twice as many female members as male meaning men are underrepresented compared to the local population.
FT Public Membership Male/Female
0
1,000
2,000
3,000
4,000
Total M embership
M ale
Female
Total M embership 3,152 3,163 3,198
M ale 1,081 1,092 1,107
Female 2,071 2,071 2,090
Jul-11 Oct-11 Jan-12
3.3 The breakdown of membership by public constituency, shows, as expected that Shropshire provides the largest membership base, however compared to the local populations, Cheshire & Merseyside
and West Midlands are under represented.
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Jan-12
Cheshire & Merseyside 214
North Wales 599
Powys 362
Shropshire 1,512
West Midlands 330
Rest of England & Wales 117
Out of Trust Area 64
Total 3,198
Public constituency membership will be monitored from January 2012 on a quarterly basis.
3.4 Public membership by age shows a consistent pattern of membership, however compared to the local population, the 17-21 and 22-49 age groups are under represented.
FT Public Membership by Age
0
200
400
600
800
1,000
1,200
0-16
17-21
22-29
30-39
40-49
50-59
60-74
75+
Not stated
0-16 10 11 10
17-21 118 112 110
22-29 165 172 180
30-39 223 220 237
40-49 334 334 333
50-59 424 415 420
60-74 1,075 1,081 1,081
75+ 516 533 543
Not stated 287 285 284
Jul-11 Oct-11 Jan-12
3.5 Finally, although relatively small numbers of members are from Black and Minority Ethnic groups,
compared to the local population, these groups are representative of the population.
FT Public Membership by Ethnicity
0
500
1,000
1,500
2,000
2,500
3,000
White
BME
Not stated
White 2,517 2,534 2,543
BME 38 44 46
Not stated 597 585 609
Jul-11 Oct-11 Jan-12
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4. Membership Activities & Communication
4.1 Following authorisation as a Foundation Trust, the regular ‘connect’ newsletter continues to be
issued, membership events have been organised and the first full meetings of the Council of Governors have taken place as follows:
• 16 June Members event with Sue Sayles, Infection Control Nurse
• June 2011 Connect newsletter
• 24 November Council of Governors
• November 2011 Connect Newsletter
• 7th December Council of Governors
• December League of Friends Balloon Race (including sign up of new members)
5. Membership Strategy
5.1 The Trust will continue to seek to grow membership across all categories but particular emphasis should be placed on growing membership from under represented groups as follows:
• Men
• Cheshire & Merseyside and West Midlands
• Aged 17-49
A revised membership target together with future membership events will be discussed with Governors at the next Council of Governors meeting in February 2012.
6. Recommendation
6.1 The Board are asked to note the information contained within this paper.
Ruth Tyrrell
Associate Director of Human Resources
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Appendix 1
Key Index of 100 equivalent to ‘perfect match’
Index of < 100 equivalent to under represented Index of > 100 equivalent to over represented
RJAH FT Membership Analysis January 2012
Local area popn
% of Local area popn count Index Index Change
Age 8,596,387 100.00 3198
0-16 1,752,691 20.39 10 1 0
17-21 582,969 6.78 110 50 -2
22+ 6,260,727 72.83 2794 119 0
Not stated 0 0.00 284 0 0
Age 22+ 6,260,727 72.83 2794
22-29 876,503 10.20 180 55 2
30-39 1,076,529 12.52 237 59 4
40-49 1,250,969 14.55 333 71 -1
50-59 1,065,906 12.40 420 105 0
60-74 1,300,251 15.13 1081 223 -2
75+ 690,569 8.03 543 211 2
Gender 8,596,387 100.00 3198
Unspecified 0 0.00 1 0 0
Male 4,212,362 49.00 1107 70 0
Female 4,384,025 51.00 2090 128 0
Ethnicity 8,355,496 100.00 3198 0
White 7,745,862 92.70 2543 85 -1
Black or Black British 113,144 1.35 6 13 -1
Asian or Asian British 401,589 4.81 29 18 0
Mixed 94,901 1.14 5 13 0
Other Ethnic Groups 46,843 0.56 6 33 5
Not stated 0 0.00 609 0 0