appendix a, part 2 - home - axon resourcing · 7 – appendix a, part 2 . 2 1. ... (cc, nrsr,...

DRAFT Annual Plan 2014/2015

Principal Objectives & KPI’s

7 – Appendix A, part 2

2

1. Pursuing Quality Improvement to become the safest organisation in the NHS

Board Away Day SDS Theme ‘Become a global leader on quality’

Principal

Objectives

Executive

Lead Objectives & Key Performance Indicators

2014/15

Future years (Draft QI Strategy

incorporating response to Francis/Berwick & SDS McKinsey Output)

1.1 Maintain relative risk of mortality to be

within the top 10% of acute Trusts in the NHS

Elaine Burke Safe

Demonstrate compliance with IHI mortality review process

• Review all deaths within 3 working days • Review all complex deaths within 25 days • Develop action plans around common themes and system errors with clear assignment of responsibilities and timeframes HSMR Relative risk SHMI • Mortality Reviews

Maintain position in top 10% Continued learning from Mortality reviews Consistency across the week

1.2 Improve

the reliability

of care to be the safest organisation in the NHS Deliver the Quality

Improvement Strategy : Safe & Clean

Elaine Burke Benchmark & Improve performance against clinical outcome measures

Dr Foster

NCASP Cancer Audits National Audit Programme Renal Registry Spinal TANGO PMP Programmes Skull base audit Review injection outcomes

TARN NICE Guidelines

Umbrella quality schemes across Salford

Develop benchmarking internationally

Litigation rates

Deliver reliable care & Reduce avoidable harm Deliver the ‘Safety Thermometer’ Standards

95% of patients receive harm free care Falls

Pressure Ulcers VTE CA-UTI Develop integrated Falls strategy

95% reliability in the agreed care bundles

Community acquired pneumonia care bundle

3

Principal Objectives

Executive Lead

Objectives & Key Performance Indicators 2014/15

Future years (Draft QI Strategy incorporating response to Francis/Berwick & SDS McKinsey

Output)

Heart failure care bundle Hip and knee care bundle

Myocardial infarction care bundle AQ bundles (Stroke/SINAP/Sentinel) Intentional rounding Structured ward rounds Infection bundles Sepsis 6

Surgical site infection Dementia & Delirium

Harm Free Collaboratives

Sepsis Collaborative Dementia Collaborative

Theatres WHO Checklist/5 steps to safer surgery Learning Board Days Since Adverse Incidents Briefing using OP SAFE Acronym Governance Away Days

Our Culture Our Commitment Pledge

Medication safety Prescribing error rate

EQUIP Audit

Reduce Readmissions

Review pathways to avoid readmission Outpatient f/u clinics Nurse f/u

Medication f/u texts

Consistently high standards of care across 7 days

• National standards Safety at night • Minimum staff levels Develop business cases to support appropriate 7 day cover Robust cover for Trauma lists Weekend Angiography

ACM in-reach into A&E

Outreach Physician on ANU/C1 Staff staffing levels – hospital wards, Intermediate care, Joint arrangements with CMFT for ENT Consultant cover

Leadership and culture (Doctor involvement, duty of candour, communication and staffing)

Focus on community (Community nursing, collaboration with GP’s and integration)

Capability and measurement (Analytics, real time data, Human Factors, TICKLE, Consultant level data, demand and capacity planning)

Development of learning systems (Listening to & supporting staff,

4


Executive Lead



Output)

integrated governance, coaching, prospective thinking)

Collaborative projects supporting key themes

Demonstrate compliance with the ‘Salford Standard’

Patients to be seen & clerked <1hr in A&E & PANDA. All emergency patients to be reviewed by a Consultant <12 hrs of admission Operational Policies (CC, Nrsr, Anaesthesia, Surgery) Radiology specials staff, resident with further on-call tier

Train new junior cadre in EWS, safe handover, end of life care including care of the dying pathway and ceilings of care

Unified clerking document ED/EAU/SAU & agreed surgical handover document Neurosurgery to lead/deliver emergency list Mandatory PTWR document utilisation

Work towards achieving compliance with the Greater Manchester Standards (2012/3) for Emergency Surgical care (including NCEPOD) • Emergency surgical assessments& surgical opinion 24/7

• High risk patients are discussed with the consultants • Consultant Surgeon & Anaesthetic presence in theatre • medical patients have access to surgical opinion 24/7 • Emergency access to theatre as a priority over elective cases

Critical care input is available 24/7 Work to close gaps – 63% compliance at self-assessment Review surgical on-call arrangements

Radiology • Access to appropriately staffed 24/7 plain films, ultrasound, CT & MRI. • Access in emergency to plain film, ultrasound, CT & MRI <30mins • Where immediate treatment plan requires it images to be reported <30mins • Access to interventional radiology 24/7 Pathology

Access to Consultant led Pathology (all subspecialtiess) 24/7

Work towards achieving the Major Trauma Standards • Consultant on call available <30 mins 24/7 • Resident middle grade 24/7

• Consultant in theatre<30mins 24/7 • Immediately available fully staffed & equipped theatre

• Demonstrable plans to make a 2nd theatre available • CT Head to Pelvis available within 60 mins • CT & plain film to be reported within 1 hour • Robust Image sharing/viewing capability with other centres • Adequately staffed lab 24/7 with blood/blood products • Regional Haemorrhage policy

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Executive Lead



Output)

• 24/7 access to Haematology advice • Rehabilitation Planning to start <24 hrs

• Rehabilitation Prescription for every patient • Support TARN submissions

Work towards achieving Specialist Commissioner Standards Intestinal Failure Pain Management

Cancer service specifications

Improve Pathways Trauma pathway Spinal Fracture Pathway

Spinal Trauma pathway to Southport POP (Preoperative optimisation/work up/assessment) CPEX bespoke facility

Post operative optimisation (right place/step down) ERAS Implement Acute abdomen pathway (Hot clinic & Virtual ward. Ring fenced

surgical assessment beds Move LA Cases out of theatre to injection centre/procedure room Implement pathways for Abscess/Lap chole, Appendix, Hernia

Admit regional referrals to neurosciences (within 48 hours) Timely access to Neurorehabiliation

Demonstrate rigorous Governance systems supporting safety for patients & staff Clinical Standards

NAAS/CAAS/TAAS Integrated governance – SUI/Risk/SIARC learning

Reduce Clinical Negligence, Litigation, Claims Reduce harmful events for staff Use the adverse incident/Serious incident reporting system to develop a culture

of reporting harm, with analysis of themes, undertaking root cause analysis and implementing action plans

Undertake Executive safety walk round Learning Boards

Benchmarking

Leadership and culture (Doctor involvement, duty of candour,

communication and staffing) Focus on community (Community nursing,

collaboration with GP’s and integration) Capability and measurement (Analytics,

real time data, Human Factors, TICKLE, Consultant level data, demand and capacity planning)

Development of learning systems (Listening to & supporting staff,

integrated governance, coaching, prospective thinking)

Collaborative projects supporting key

themes Safe use of technology/using

technology for safety

Use electronic health record to be continually building information about what treatments patients receive, to do further research and analysis on outcomes and adherence to best practice care

6


Executive Lead



Output)

Clean Reduce healthcare acquired infections including surgical site infections MRSA c Diff MSSA E Coli CA-UTI

Central line bloodstream infections Sepsis Artificial Airway Associated Pneumonia EVD/Craniplasty/Shunt infections

Hip replacement infections Knee replacement infections Repair to neck of femur infections

Long bone infections

1.3 Improve patient experience to maintain indicators in

the top 20% nationally

Deliver the Quality Improvement

Strategy : Personal

Elaine Burke Personal Deliver the Patient Experience Strategy & continue the work of the Patient Experience collaborative Improve Engagement & Openness with Patients & Families

Maintain patient experience indicators in top 20% nationally • Patient Surveys • Patient Experience trackers • ‘Family & Friends’ Test

• Patient Reported Experience Measures (PREM's) • Hospital & Community Nursing Accreditation & Assessment System

Hospital empowering loved-ones & patients (HELP) End of life care Nutrition Intentional rounding • Complaints/PALs feedback • Shared decision making • What matters to you most (individualised care)

• Customer Care • Communicating with patients • Shadow coaching

Experience based design & co-design with patients Development of Care Partners Patient & Family shadowing

Collect “big data” on customers to understand their Learning from customer services in hotels/airlines

Build patient networks so that patients can access information/share information

Provide high quality efficient, patient-centred services by Engaging patients when designing new

services to understand what their true needs are Engaging patients in “co-

production”/expert patient programmes

Patient and carer experience (shared decision making, individualised care, coaching & customer care and communication)

Improve Patient Information Improve the availability of condition & procedure specific patient information

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2. Safely reducing costs by £20m

Board Away Day SDS Theme : ‘Apply our distinctive quality-management capabilities to drive efficiency in our operational performance’

Principal Themes

Executive

Lead Objectives & Key Performance Indicators 2014/15

Future years (SDS McKinsey Output)

2.1 Improve

productivity and cost

improvements to improve margins

Ian

Moston Income

• Efficiency deliver contract activity & service developments Ensure Service Level Agreements, contracts & leases accurately reflect services

received / provided Delivery of 2013/14 outturn activity including planned growth

Delivery of CQUIN target to secure payments of £7.3m. (£1.4m National, £0.8m Gtr Mcr, £2.3m Local, £2.6m Specialist services)

Deliver of schemes associated with Better Care Fund schemes Delivery of service models to secure best practice tariff Secure income for service developments

Implementation of the Greater Manchester Hyper Acute Stroke model Neurorehabilitation beds

Capacity to meet the impact of Trafford A&E changes

Neuropsychology Urology capacity (Consultant appointment) Orthopaedic capacity (Foot & Ankle Consultant appointment)

Early supported discharge for stroke Increase activity/income in SRS, R&D, Homecare drugs/admin, Private Patients Neuro Legal Surgery

Income

Alliance agreement -2099 hospital admissions (48 beds) over

4 years NW sector Surgical centre Healthier Together reconfiguration CAREUK activity? SRS Income

Tariff Work with Commissioners in review of tariffs to reflect changing service models Impact of tariff changes

Pay & Price pressures CNST adjustments Tariff deflation (4%)

Impact of Education tariffs Renegotiate marginal tariff. Review GPOOH costs and income

Move away from Block contracts New currencies (Assessment/Virtual

wards/telemed/ Assessment tariffs Pain Management

Joint ventures

Costs - People • Review & benchmark workforce plans • Reduce premium workforce costs Safe Staffing levels Pay awards/costs Review of admin support

Costs Salary sacrifice? Change to shift patterns

8

Principal Themes

Executive Lead



Reduce WLI costs Reduce On Call costs Reduce us of Bank & agency/locum staff Review admin support in surgical Neurosciences

Job Planning (all staff groups) Benchmark all support functions and agree improvements

Costs – Productivity/flow • Theatre Improved Utilisation & turnaround times

Template redesign/increased throughput Move LA Cases out of theatre to injection centre/procedure room Beds Reduce Length of stay

Close beds Outpatients Telemedicine

Nurse led clinics Back Office Functions Partnering with Other NHS organisations Running Back Office Functions on behalf of Others Improve utilisation of Theatres, beds & Outpatients • Improve patient flow

• Improve profitability • Develop more collaborative working to identify cost reductions across Divisions,

within the Health Economy & between Trusts

Review back office functions/Outsourcing services

Increased throughput (~20%), reducing LOS, DC rates, theatre productivity

Increased staff & asset utilisation

Apply QI/lean/six sigma capability to productivity

Clinically appropriate care, reducing over investigation and over treatment

Improved community care efficiency (e.g., contacts/nurse)

Realise the benefits of the EPR system;

Patient Flow, A&E, Prescribing, Critical Care Optimisation, Community Services

Close 48 beds associated with integrated care over 4 years

Focus across full patient pathway, to reduce the current 180 medically fit

patients in hospital Rethink physical assets to streamline

flow

Consider how to use step down facilities LOS ward-by-ward/bed pools Introduce alternative models for

outpatient clinics e.g. phone/email

Develop group consultations

Costs – Non Pay • Reduce costs of procurement & Work with SBS Procurement Team Reduce accommodation costs Reduce Penalties associated with readmissions Improve pharmacy cost allocation

Increase remote dispensing Support early discharge TTO's

Reduce costs of Prosthetics/Implants/Procedure pack/SAP stapling, Hip/knee implants, trocars, Power tool consumables

Reduce Waste

Service Line Reporting Improve SLR methodology Implement trading accounts in Radiology, Pathology, AHP’s.

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3. Supporting high performance and improvement

SDS Themes ‘Engage patients to improve quality and efficiency’

‘Staff are able to deliver the highest standards’

Principal Themes

Executive



3.1 Improve Staff

Contribution to Corporate Objectives and Values

Paul

Renshaw Embed use of the Contribution Framework Agree how outcomes from the contribution framework are implemented

Agree a reward strategy for 2015/16 onwards Implement any revised bonus structures within the RemCo review Develop leaders to drive high performance Embed changes to Consultant CEA awards

Reward appropriate behaviours and allow adjustment of those not in line with core

values by Developing value based performance

management system Linking performance to pay and rewards?

3.2 Improve Employee Well

Being

Paul

Renshaw

Agree & implement a strategy that ensures we improve the health & wellbeing of our staff

Reduce sickness absence to below 3.6% by 2015/16 Reduce reported instances of bullying and harassment

3.3 Develop

Workforce Plans

Paul

Renshaw Agree an affordable 5 year workforce strategy to ensure we have an

sufficient staff with the right skills Safe staffing levels/7 day working

Succession planning Talent Management Develop our own staff including new & extended roles Develop rotational posts for staff to make posts more attractive Align Learning & development strategy & develop capability in specialist areas Reduce staff turnover Agree an ideal set of t&c’s for the future & consider a small trial of these.

Develop our own staff

Develop new roles Review T&C’s

Review shift patterns Develop joint working arrangements with

other organisations

3.4 Improve Culture & Engagement

Paul

Renshaw Implement the Communications Strategy Ensure communication is effective by checking coverage and understanding Support learning within and between organisations Apply for the Times Top 100 places to work

Improve the culture in theatres

3.5 Implement the Membership & Public Engagement Strategy

Paul

Renshaw • Representative Membership • Membership numbers • Engagement activity

10

4. Improving care & services through Integration & Collaboration

Board Away Day SDS Themes ‘Build a great integrated-care organisation, providing population-based care’

‘Lead reconfiguration of "core" acute services across the NW GM sector’ ‘Cement and grow our outstanding specialist services’

‘Work in true partnerships’

Principal Themes

Executive



4.1 Develop Integrated Care in Salford

Simon

Neville Fully implement the new integrated care model for older people and associated contractual arrangements Promotion and increased use of Local Community Assets Establishment of Multi-Disciplinary Groups

Development of an Integrated Contact centre Embed model in Swinton & Eccles Roll out across the city Develop standards for care provision Develop the shared care record

Implement Alliance agreement Integrated working between ED/EAU/CHMP/GP’s & MDG’s

Full-service healthcare excellence for the local population, potentially taking greater control of primary care & maybe integrating with adjacent services such as

social care Improved population health outcomes

especially for people with LTCs Fewer admissions at front-end, better

discharge & LOS at back-end

Implement our "supply chain organisation" vision

Alliance agreement -2099 hospital admissions (48 beds) over 4 years

Explore different governance models e.g. ACO

Leveraging distinctive EPR platform to improve end-to-end patient journeys

Make use of technology to support patients and community clinicians to deliver care remote from hospital setting,

Developing a single Public Sector Asset

Strategy to rationalise & secure best value utilization

Improving coordination & integration of care for specific services e.g. cancer care, renal care, neurology

Develop single front door to hospital with full integration with GP & OOH services/frail elderly services & support to

Develop Integrated Care Pathways Develop Community Nursing Services Collaborate with GP’s Review Community Nursing Model IMC Social care pathways SEP integration

Integrated teams and FACS response CHMP and SRFT development of pathways Cardiac rehabilitation model Explore merging rehab care PR & cardiac rehabilitation Lung Cancer project

Anticoagulation

Home IV service for Bronchiectasis

Explore with partners further opportunities to integrate health and social care for the wider adult population Undertake a review of opportunities to integrate services across partner

organisations by June 2014

11

Principal Themes

Executive Lead



Work with Haelo to improve population health in Salford

nursing/care homes Expanding the acute physician triage

model Supporting paramedics to stream and manage patients in primary/community care settings Exploring use of community diagnostics access needs review

Position services to compete with CAREUK when contract expires

4.2 Integration &

Collaboration within the NW

Sector

Simon

Neville Surgery Provide Leadership to HT Programme/development of North West sector surgical

centre Develop service model/capacity for Emergency & complex surgery with Wigan &

Bolton & consider impact Pennine work Renal SRFT @ WWL Renal clinic Radiology Explore joint working in Radiology Sterile Services Drive improvements in provision of surgical equipment through the SLA

Provide Leadership to HT programme Greater patient care volumes to “load our

factory” – to: Fill the capacity that will be freed up by

greater efficiency in core operations Use scale to operate efficiently and at

high quality Support to partner organisations to

secure their futures, as vital local healthcare providers

4.3 Integration & Collaboration within Greater

Manchester &

beyond

Simon

Neville

Strengthen SRFT position in the provision of specialist services Functional neurosciences Neuro-rehabiliation Implement the hyper acute Stroke model

Spinal services

Renal Dialysis & outreach services Dermatology including Paediatric Dermatology, MOH’s surgery & SRFT at

Stockport Intestinal Failure including home TPN Metabolic Medicine Transitional services for adolescents Cancer surgery

Outreach outpatient services

Spinal centre for Greater Manchester Outreach spinal revision clinics Neuro-rehabilitation provider for Greater

Manchester

Dermatology centre for Greater

Manchester Specialist Pain centre for Greater

Manchester

Implement the Hyper Acute Stroke Model A&E Capacity Additional beds

Medical staffing model

Repatriation model

Open Oldham Dialysis Unit to open Q1 2014/2015

12

Principal Themes

Executive Lead



Develop services in partnership with CMFT Develop model to transfer Elective Orthopaedics work to Trafford

Transfer 10 beds Neuro-rehabilitation beds from SRFT to TGH Take management responsibility for 30 IRU beds at TGH Transfer Gynae Oncology to CMFT/Christie Develop a model for the provision of Immunology (Clinical & Laboratory services) Develop a model for the provision of Intervention/Vascular Radiology at SRFT Paediatric Dermatology

Develop joint ENT services(7 day working/on-call Prosthetic lab)

Develop services in partnership with Christie Transfer Gynae Oncology to CMFT/Christie from 1st April 2014 SRFT In-reach inpatient pain service to Christie.

Extra cranial SRS Additional PET capacity at SRFT

Long term fixed PET scanner at SRFT Additional LINAC at SRFT under Christie

@SRFT

Develop services in partnership with Pennine Trust SRFT@ Pennine neurosurgery

Review of Dialysis model in other units?

Develop services in partnership with Stockport FT SRFT @ Stockport Dermatology service to commence April 2014

SRFT@ Stockport Neurology

Develop services in for East Cheshire CCG SRFT@ East Cheshire Epilepsy clinic

Inclusion in the greater Manchester Stroke model

Develop Trauma Services

Develop Orthopaedic Spoke for Pelvic reconstruction with WWL Develop Plastics support with South Manchester

Provide capacity for Trauma f/u in CMFT maxillofacial clinic

Develop Spinal rehabilitation capacity in

Greater Manchester

Cancer Services Respond to Urology Tender

Respond to UGI Tender Work in partnership with screening centres to agree a delivery model for Breast

surgery Support the NW sector Bowel Screening Programme – deliver 3 Scope

sessions/week from Jan 2015 Expansion of SRS Increase capacity for MOH’s surgery

Develop business case for a SRFT PET scanner

Explore opportunities to develop Cyber knife surgery (SRS) for abdomen & pelvis

Develop services for Manchester CCG Community based Pain management

Develop Community based Pain Management

Develop hosted services to improve quality and innovation in the NHS (QUEST) Leadership network

Measurement Improvement programme Building capability

Develop Management support arrangements with other Trusts Buckinghamshire Deliver the financial agreement and associated outcomes

13

Principal Themes

Executive Lead



East Lancashire Explore the offering to East Lancashire to ensure mutual benefit

Explore the benefits of a managed network Explore specific opportunities in respect of back office functions

4.4 Service Development, Redesign &

Innovation

Simon

Neville Develop capacity planning methodology Inpatients Outpatients

Community services Support services

Run the hospital at 85% occupancy not 95%

Improved Logistics

Deliver the Outpatient Improvement Plan Reducing DNAs to less than 10%/text reminders Review of New to follow-up ratios

Roll out managed bookings

Improve customer service through the patient engagement collaborative Reduce waiting times in clinic Implement new Technology(Patient Portals/E-Consultation) Run Rapid Improvement Events

Patient portals Telemedice

Deliver the Radiology Strategy

Explore Joint Venture with Atlas Develop home reporting Develop Business case for 4th MR Scanner

Further MR capacity

Develop business cases for Service Developments Develop Renal self care models Develop Metabolic medicine satellite services (Newcastle/Bradford)

Expand Chronic Fatigue services

Expansion of Sleep services/Thoracic ultrasound Develop and expand GIPU Expand Weight Management services Fracture Clinic redesign Develop NIV model and service Palliative care cover to MDT’s

Increase cell salvage Develop Functional Neuropsychology Develop Neurophysiology capacity Develop Thermal threshold services in Neurophysiology Revisit the Elective Gynaecology Business case with Commissioners including

diagnostic cancer MDT. Move from El to OP service.

Collaborate with CCG to take on EPO Homecare patients Develop Homecare Services Develop Digital Moulding in Oral Surgery

Review setting of Orthodontic clinics Develop Psychology Oncology services/Support to the Chronic fatigue service

3 year plan to move into Community

CBT Clinics in the community

Develop service development/business planning process

Develop an innovation pipestream

14

5. Demonstrate Compliance with Mandatory

Standards

Principal Themes

Executive


Future years

5.1 Achieve Clinical & Quality Standards

Pete

Turkington • NHSLA Standards

• Monitor Infection Control Quality Targets

• CQC Standards New inspection format

National CQUIN Standards Friends & Family Test

Safety Thermometer Dementia & delirium

Greater Manchester CQUIN Standards Patient Safety – lessons learned once Ambulatory Care Clinical effectiveness – deteriorating patients hospital

Clinical effectiveness – deteriorating patients community

Local CQUIN Standards • 7 day working Acute medicine & A&E 7 day working Surgical emergencies

Admission avoidance – surgical opinion Clinical communication Advanced care planning Acute – EPaCCS Advanced care planning Community – District Nurse checklist Paediatric Long term conditions – asthma/constipation MDT assessment for Children Medicines safety thermometer

Medicines reconciliation at discharge COPD Integrated care bundle Self care Fracture clinic

5.2 Financial Standards

Ian Moston • Monitor Financial rating • I&E

• Surplus

• EBITDA • Capital • CIP

5.3 IM&T Standards

Ian Moston • Information Governance Standards • Mandatory returns System availability Help desk responsiveness

ICD10/11 in 2015 New ISN/standards (Common CUI Aug 2015)

15

Principal Themes

Executive Lead


Future years

5.4 Access Standards

Simon

Neville Monitor Access Targets • 18 weeks

• 6 week diagnostic wait • Cancer 14, 31 & 62 days • A&E/Ambulance Transfer

Local Access Standards • Cancelled Operations • Choose & Book Slots/Named Consultant • Delayed transfer of care

• Emergency readmissions

5.5 Workforce

Standards

Paul

Renshaw • Staff Survey

• Sickness Absence • EWTD • Equality & Diversity • Mandatory training

• Appraisal

5.6 Building and Facilities Standards

Simon

Neville • Health & Safety Standards • PLACE assessments

16

6. Enabling Strategies Board Away Day SDS Themes

‘Use technology, IT and information to support all themes’

Principal Themes

Executive


Future years

6.1 Deliver the Research &

Development Strategy

Define the remit and scope of the role of Research in Salford within MAHSC, AHSN, LCRN Develop a new strategy, building on ETHOS and 5 year plan for Salford R and D

in conjunction with our partners and in alignment to the plans for the Trust & CC Develop understanding of the value & contribution of R&D activity to the

organisation Conduct an impact assessment and evaluation of the public engagement and patient and public involvement in research activity.

Growth in R&D revenue (National Institute of Health Research, Grants, Research Capability Funding & Revenue generated from Commercial Clinical Trials.

Review Governance arrangements

Relocate R&D staff out of CSB Review supporting infrastructure Review supporting financial processes Dementia clinical trials partnership

Further strengthening reputation and proposition through more aggressive research agendas and attracting top

international clinical talent to Salford in chosen specialties

Continue to build world-class quality research and management agenda e.g. Register all patients on arrival for clinical trials and agreement to use data as for research purposes

Formalise reasearch links (eg Pain

Management)

6.2 Under &

Post Graduate Teaching

Pete

Turkington Deliver Undergraduate Medical Education

Deliver Post Graduate Medical Education Health Education North West new tariff funding model/Recharge spoke hospitals Develop multidisciplinary trauma teaching Demonstrate compliance with Deanery Standards

Deliver Student Nursing/clinical placements Fulfil the SHA Learning Contract Demonstrate transparency of funding streams into Divisional budgets

Develop new models of teaching to reflect

service reconfigurations

6.3 Deliver the Hospital Redevelopmen

t/Estates Strategy

Simon

Neville • Demolition of CSB & enabling schemes • Angiography – replacement of 2 rooms HCU – additional 9 beds to co-locate Cardiology beds

Fracture clinic 4th MR/Pad for van

Additional stroke beds Theatre Upgrade programme • Ward Upgrade programme Replacement of the Pharmacy Robot

Additional capacity (A&E/assessment/beds/theatres)

Hot/cold split.

CSB Replacement Helipad

Low tech procedure facility Colocation of services Theatre Upgrade programme Ward Upgrade Programme Swinton Gateway centre – transfer of

community services Work with asset management/design

partners to support leadership in

17

Principal Themes

Executive Lead


Future years

environmental space design and reconfiguration of assets to support better

patient flow SRFT PET scanner

6.4 Deliver the IM&T Strategy

Ian Moston Maintaining, Improving Infrastructure & System Upgrades PAS upgrade Upgrade DW/EPR (6.2/14.1)/Prodacapo Patient Flow Implementation

F&FT roll out Current EPR projects – A&E, Chemo, Community App, ED,CC,PP Optimise & consolidate current build ICM within SCM Upgrade & hot fix programme – all systems

Mobile phone project Data centre 2 Ascribe upgrade

DW hardware refresh and migration Medisec hardware upgrade Medisec roll out

Medisec hardware upgrade

Develop QI & Measurement Capability Develop data analysis/IT support

• Develop Real time & prospective quality & safety data • Consultant level data • Demand/capacity measures

Collect patient data to understand what patients appreciate

Better leverage patient data to help clinical decision making

Reduced variation across the organisation by continually reviewing efficiency and

quality metrics by Consultant/ward

Develop EPR & Clinical Systems EPR Prescribing Chemotherapy Stroke capture system • Diabetes Easycare Electronic measurement of 5 steps to safer surgery

EPR Anaesthetic optimisation EPR sunrise surgery module Explore molecular technology in

Microbiology Explore automation opportunities in

Histopathology Pathology results in offsite clinics

Digital slides - NHS Innovation pilot Pathology PAC's/Diagnostic Cloud

Outpatient Improvement • Outpatient appointment text reminder service

• Outpatient Self check in

Partner with other organizations to implement self-service IT system e.g.

patients to book appointments online/fill

in pre-appointments surveys Patients enter all their own data on past

medical history etc prior to consultation Develop self-management /reporting

systems

Supporting Back office Efficiencies

SMART workforce management system

18

Principal Themes

Executive Lead


Future years

• EDMS scanning Recruitment processes

Supporting Patient Flow/Clinical Efficiencies

• Electronic requesting, investigations & referrals • Elective surgical pathway • Electronic requesting pathology & radiology • Patient centre roll out • Enable Telemedicine pilots

In home surveillance

Telemedicine/video protocols available for patients on web-links

Community records on EPR Community mobile devises Tissue Viability Mobile working

Supporting Salford Integration/Primary Care Communication Integration

(Adult Social Care record) • GP Communication • GP Requesting Contact centre

Shared IT systems across partner organisations

Wigon/Bolton EPR

Supporting Horizontal Integration/Offsite Access

• SRFT @ Clinics Clinical access to data from other Trusts Access to SRFT systems offsite Improved offsite support Stockport Dermatology

Renal at Oldham Renal at Rochdale

Pennine Renal results to SRFT Trafford Renal results Wigan emergency lab CMFT Immunology

Greater Manchester GP Comms solution

6.5 Deliver the Corporate & Social Responsibility & Public

Health

Strategy

Simon Neville

Patient & Staff Health & Well Being Social Responsibility • Volunteering • Community engagement • Work Placements & Career opportunities

• Representative & Engaged Membership

• ‘Live Well Work well Strategy’

Public Health Standards Breast Feeding Reducing the number of people who smoke Child Obesity

Reducing the impact of alcohol related harm Promote healthy eating & life style

19

Principal Themes

Executive Lead


Future years

Sustainability & Environmental Impact Minimise Waste/Increase recycling

• Minimise Energy Use • Minimise Carbon emissions • Green travel plan • Procurement – promote use of local goods/fair trade

appendix a, part 2 - home - axon resourcing · 7 – appendix a, part 2 . 2 1. ... (cc, nrsr,...

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