staff meetings april 2012. agenda 1.how we are doing 2.beh clinical strategy
Post on 18-Dec-2015
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How did we do? 2011/12 in Summary1. Targets
• A&E 96% for the year• Infection control: 2 above target in MRSA, CDiff 33/60• 18 weeks: achieved• cancer treatment waits acheived
2. Of 4,000 patients who have provided feedback since January 2011 97% rate their care as good or excellent.
3. Statutory and Mandatory Training and Appraisal- we need to improve
4. Staff survey- this year’s results similar to last year
5. Patient survey- one improved area, mixed sex accommodation, rest same as 2010
6. Ended year with £2.2m surplus, £800k behind plan.
BEH creates two sites with complimentary emphases
Chase FarmPlanned Care
• Outpatients• Elective surgery/Cancer
services• Day surgery• Rehabilitation• UCC
– Paediatric Assessment Unit– Elderly Assessment Unit
• Enhanced Recovery
BarnetEmergency Care, Maternity &
Paediatrics
• A&E• Emergency surgery• Day surgery• Maternity (inc. Midwife Led
Unit)• Paediatrics• Outpatients• ITU & HDU
BEH Activity Shifts – Post Transfer
Barnet Hospital Chase FarmBCF Activity @
other sites
NMH Transfer
2010/11 Post BEH Change 2010/11 Post BEH Change 2010/11 Post BEH
In Patient
Medicine 26,341 28,667 2,326 14,999 5,804 -9,195 0
4,888
Surgery 22,566 22,039 -527 22,734 19,176 -3,558 0 2,855
Maternity 4,930 8,606 3,676 4,966 0 -4,966 421 2,889
Paediatrics 5,026 7,891 2,865 4,924 1,783 -3,141 60 2,002
Total 58,863 67,203 8,340 47,623 26,763 -20,860 481 12,634
Out Patient
First Attendance 82,444 82,444 0 77,268 77,268 0 21,624
0
Follow up Attendance 151,334 151,334 0 149,274 149,274 0 32,954 0
A&E
Attendances - Major 31,262 39,754 8492 29,351 1619 -27,732 0 14,572
Attendances - Minor + Walk in
46,894 50,863 3969 44,027 30,868 -13,159 0 6,993
Total 78,156 90,617 12,461 73,378 32,487 -40,891 0 21,565
Event
OBC Approval by NHS London April 2012
OBC approval of NMUH Business case by Treasury July 2012
FBC Approval by NHS London August 2012
FBC approval of NMUH Business case by Treasury November 2012
Works to increase capacity at BH begin September 2012
Works to expand capacity of BH for additional activity,
complete
October 2013
Transfer activity from CFH to BH and NMUH November 2013
EAU and UCC services at CFH begin November 2013
All CFH works complete and new OPD configuration begins
operation
October 2014
BEH Timeline
OBC Barnet Capital Works to support BEH ~ £18m
• Barnet Hospital– Relocation of Genito Urinary Medicine to allow conversion of template
for ward use – Works to A&E to include sufficient resus. and paediatric facilities; – Expansion of ITU/HDU capacity– Increase in single room accommodation – CT scanner – Changes to paediatric in- and out-patient areas – Remodelling of Women’s outpatients – New and remodelled maternity and neonatal facilities
Barnet Hospital
• Planning application submitted on 30th March 2012
• Transport Plans– Detailed Travel Survey– Identified need for increase parking and
improved management of existing– Space for additional spaces identified– Travel strategies being developed
OBC CFH Investment ~ £12m
• Refurbish the Maternity Block to create Modern Out Patient facilities
• Refurbish Highlands Wing to include new Elderly Assessment Unit
• Refurbish A&E to include UCC and PAU
Further CFH Investment- Stage 2
• Follow on Business case– Further modernisation of Highlands Wing– Relocation of Pathology and Pharmacy – Modernisation of infrastructure to significantly improve
site energy efficiency– Relocation of Admin and Support Services– Clearing of land for sale
• Plan to fully/partially fund through land sales
Chase Farm Hospital Potential Land Sales (Red, Yellow and Blue areas)The OBC Does not rely on land sales
BEH Workforce Changes Workforce changes: Strategy implementation will require some staff to relocate
from the Chase Farm Hospital site to Barnet Hospital and North Middlesex Hospital sites. The Trust aims to retain affected staff by redeploying into suitable vacancies where possible. Workforce plans are being developed to determine exact numbers and staff affected.
Financial implications: The strategy has around £30m of workforce reductions post BEH in 2013/14. We currently have 574 vacancies and 12% turnover.
Change management: The Trust will adopt robust change management principles in accordance with the Trust’s Policy, legislation and best practice including: – Timely and meaningful communication and consultation– Regular meetings with union representatives– Mechanisms to support staff through the change
Timeline for Workforce Changes
Action Timescales
Internal communication to all staff and union representatives on the implementation of the BEH Strategy via FAQs, staff bulletins, intranet and letters reflecting timelines and the impact on staff and services.
Ongoing
Identification of future staffing numbers at specialty, staff group and grade levels to meet BEH requirements
By Jul 2012
Development of detailed workforce change plans and proposed changes and staff consultation processes to be discussed with union representatives
By Dec 2012
Hold suitable vacancies From Feb 2013
Consultation papers to be issued. From Apr 2013
Commencement of redeployment of displaced staff From Jul 2013
Transfer of staff . By Nov 2013
Finally, on the Secretary of State’s Feasibility Study
• The SoS asked NHS London to undertake a feasibility study, on the creation of “Enfield Hospitals” that is merger of North Middlesex Hospital and Chase Farm Hospital
• A report was submitted in December
• SoS has accepted conclusion of NHS London that “there is little merit in pursuing this option”
• NHS London has said it will continue to support BCF and NM to develop further options for ensuring clinically and financially viable hospitals for this part of London
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