Corporate Objectives 2015/16 Delivery Plan and Monitoring
St George’s Healthcare NHS Trust: the next decade
ST GEORGE’S HEALTHCARE NHS TRUST:THE NEXT DECADE
This document sets out the proposed corporate priorities (in line with the discussions at the Board Strategy Seminar in February 2015), and key actions and milestones that the Trust will take to ensure these are delivered.
The priorities identified by the Board for 2015-16 are:•The strategic plan•Additional capacity•Quality•Financial viability•Workforce and leadership•Research
These are the priority objectives that the Board will oversee delivery of, with quarterly reporting of progress. There are further objectives that need to be delivered in 2015-16, that will be monitored by the relevant Board Sub-Committees, in line with the governance arrangements detailed on the following slide (previously presented to the Board in February 2015).
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Delivery of our 15/16 Annual Plan and Objectives
We will use a number of different mechanisms to ensure that we are able to track progress against the annual objectives. These are:
• Reporting to the Trust Board quarterly on the corporate priorities for 2015-16
• The monthly scorecard for the Trust Board to monitor delivery against quality, finance, workforce and operational targets
• Detailed review of key plans through the relevant Board sub -committees/ EMT:
• Quality and Risk Management: QRC• Workforce and Education: Workforce
Committee• IT: EMT• Estates: EMT• Business Development: Commercial Board • Research: Research Committee • Communications: Trust Board
• Quarterly reviews with the clinical divisions• Clinical Divisions monitoring their own plans at Division and Directorate
levels via DMB and DGB
Governance: Reviewing progress
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Redesign care pathways to keep more people out of hospital 1
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Objective Actions Lead
Q1 Q2 Q3 Q4
Implement the new model of care in community adult health services (CAHS)
Fully operationalise CAHS Post mobilisation evaluationIdentify quality and performance indicators to measure impact of change and monitor service delivery
Director pf Delivery and Improvement/ Divisional Chair CS Division
Complete the redesign of services for frail older people
Continue to work jointly on Frailty Model across both Divisions and link to overall Discharge Improvement programme work. Handover St George’s @ beds (Nightingale) to MC Division.
Work jointly with commissioners via the SRG to identify required frailty provision for local populationIdentify and implement HARI model and OP clinics at the Nelson. Link CAHS into Frailty Model at both prevention of admission and supporting discharge to NHS or social care route
Develop pathway as required
Director pf Delivery and Improvement/ Divisional Chair MC Division
Bid to provide Community Services to the residents of Merton
Submit PQQ Submit ITT if successful at PQQ stage
If identified as preferred provider for services, begin delivery of mobilisation plan
Director of Strategy/ Divisional Chair CS Division
Redesign care pathways to keep more people out of hospital 2
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Objective Actions Lead
Q1 Q2 Q3 Q4
Support the delivery of the Wandsworth joint health and well being strategy
TBC TBC TBC TBC Director of Strategy/ Divisional Chair CS Division
Develop and implement new models of care and further develop the St. George’s network as per 5YFV
TBC TBC TBC TBC Director of Strategy/ Director of Delivery & Improvement/ Divisional Chair CS Division
Redesign and reconfigure our local hospital services to provide higher quality care 1
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Objective Actions Lead
Q1 Q2 Q3 Q4
Delivering additional capacity in line with clinical need
Nightingale 2nd Floor 20 beds
Cardiology 7 bedsHybrid theatre
SAU 8 bedsCDU3 9 bedsNeurosciences (Thomas Young) 16 bedsNeurosciences (neruo gym) 7 bedsNICU 4 bedsCICU 3 beds
Director of Estates & Facilities/ Director of Delivery and Improvement
Women and Children’s Hospital
Complete enabling work/ actions for the 5th Floor redevelopment
Commence work on the 5th Floor redevelopment
Develop the strategy further with stakeholders
Board approval of OBC for Women and Children’s project
Director of Strategy
Private Patients Unit
Preferred bidder letter signed
Board approval of business case
Finalise service level agreement with HCA
Commence building work
Director of Finance, Performance and Informatics
Renal OBC approved by Trust Board
FBC approved by Trust Board
Enabling works completed Commence PPU building work
Director of Strategy / Director of Finance, Performance & Informatics
Redesign and reconfigure our local hospital services to provide higher quality care 2
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Objective Actions Lead
Q1 Q2 Q3 Q4
Implement all Merton CCG requirements at the Nelson Health Centre
Begin service delivery and negotiate additional service developments to be included at the site; set up redesign groups; implement cardiology redesign
Scope out and agree redesign for respiratory, gastroenterology and ophthalmology services
Implement phase 1 changes; identify additional redesign areas for year 2
Implement final year 1 redesign changes
Director of Delivery and Improvement/ Director of Strategy/ Divisional Chair CS Division
Continue to work closely with the SW London Collaborative Commissioning Programme and take a leadership role in the Acute Provider and Out of Hospital projects
Delivery of the Acute Providers proposal for future provision of acute services to the SWLCC Board
Trust Board to approve the outcomes of the proposal
Communication with key stakeholders
Plan for implementation
Implementation CEO/ Director of Strategy
Consolidate and expand our key specialist services
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Objective Actions Lead
Q1 Q2 Q3 Q4
Cardiology expansion TBC TBC TBC TBC Director of Strategy / Divisional Chair MC Division
Deliver redesigned cancer services in partnership with MacMillan
Programme Board to agree the priorities for delivery in 2015-16 from long-list
TBC TBC TBC Director of Strategy / Medical Director
Neurosciences Expansion Additional physical capacity delivered
Professor of Neurology in post
Appointment of senior lecturer in neurosurgery Deliver activity target – TBC by Sean Briggs
Director of Delivery and Improvement/ Divisional Chair STNC Division
Develop and implement a rehabilitation strategy
Establish a 6 bedded spinal rehabilitation service in partnership with the Royal National Orthopaedic Hospital, Stanmore
Establish Divisional Rehabilitation Strategy Group
Cohort existing spinal beds together as pilot
Evaluation of pilot spinal unit and report to commissioners
Decision by commissioners re. support for 6 bedded unit
Director of Delivery and Improvement/ Director of Strategy
Provide excellent and innovative education to improve patient safety, experience and outcomes
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Objective Actions Lead
Q1 Q2 Q3 Q4
Implement the Trust components of the joint education strategy with SGUL once approved
Joint education strategy to be approved
TBC in line with joint strategy
TBC TBC Director of HR and OD/ Medical Director
Further develop the commercial education workstream
TBC TBC TBC TBC Director of HR and OD/ Medical Director
Drive research and innovation through our clinical services
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Objective Actions Lead
Q1 Q2 Q3 Q4
Continue to increase the number of patients recruited into NIHR studies
TBC TBC TBC TBC Medical Director
Ensure the Trust is in a position to make a successful bid for NIHR Clinical Research Facility funding
Establish Steering Group
Steering Group to approve action plan
Implementation of action plan
Medical Director
Increase collaborations between SGUL Institutes and Trust clinical directorates through the development of further CAGs:CardiologyNeurosciences
Establish steering group to oversee operational delivery of Cardiology CAG
CAG Chief of Cardiology appointed
Cardiology CAG fully operationalNeurosciences CAG established
Director of Strategy
Increase underlying recruitment trends on NIHR commercial recruitment from 2014/15 recruitment year by 5%
TBC TBC TBC TBC Medical Director
Develop additional commercial income streams
NIPT testing for Down’s Syndrome in place
Commercial strategy approved
Director of Strategy
Improve productivity, the environment and systems to enable excellent care 1
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Objective Actions Lead
Q1 Q2 Q3 Q4
Implement electronic document management and electronic referral system for all new out-patient registrations at St. George’s
Complete recruitment to in house scanning bureau
All newly registered outpatient records scanned for St. George's campus activityAll GP referrals triaged electronicallyChoose and book referrals incorporated in the electronic triage system
Tertiary referrals incorporated into the electronic triage system
Director of Finance, Performance and Informatics
Complete the deployment of electronic prescribing, drug administration and clinical documentation to inpatients, theatres and the emergency department on the St. George’s Hospital site
Complete exit from the BT contract for Cerner services
Identify, agree and enable approach to delivery of new maternity reporting requirements
Medical Device integrationRiO Mobile working deployed in Battersea
Completion of nursing whiteboards deployment
Complete electronic clinical documentation, e-prescribing and drug administration to wards, theatres, and emergency department on St. George's campus
Cerner Code upgrade live
Director of Finance, Performance and Informatics
Improve productivity, the environment and systems to enable excellent care 2
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Objective Actions Lead
Q1 Q2 Q3 Q4
Develop and implement an Outpatient Strategy
Establish OP Strategy Board
Agree the optimal service model including delivery of OP flow and process
Agree model of care and 5 year strategy
Director of Strategy / Divisional Chair CWDTCC Division
Ensure each Division has a prioritised programme of local and national clinical audit activity which is registered with the Clinical Audit Team
TBC TBC TBC TBC Chief Nurse(QIP)
Introduction of a new dementia and delirium team and dementia leads
TBC TBC TBC TBC Chief Nurse(QIP)
Provide transparency on outcomes by publishing consultant level activity data, clinical quality measures and survival rates from all nationally agreed audits
TBC TBC TBC TBC Medical Director (QIP)
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Objective Actions Lead
Q1 Q2 Q3 Q4
Roll out the Friends and Family Test to day surgery, outpatients and community services
Successful roll out to OP and Day Surgery. Reports to PEC, EMT and Board
Roll out to community services
All areas are compliant with FFT rollout and reports updated to every QRC and PEC
Chief Nurse(QIP)
Prevent deterioration through a focus on acting quickly for patients who have sepsis
Resuscitation data to identify areas where cardiac: peri arrest rate highAudit of NEWS in electronic notesLink with the ITU outreach team to identify teams requiring additional supportHarm free training includes SBAR escalation and handovers
Circulation of SBAR pads in clinical areasFeedback of NEWS audit results
Chief Nurse (QIP)
Introduction of a medication safety thermometer
Finalise work with pilot areasFacilitation with each clinical team to identify the most significant harms in their areasHarm Free trainingDevelop monthly feedback to ward areas in a user friendly and consistent format.
Roll out within one Division.Pilot feedback mechanisms with clinical teams. Provide patient information through video and written comms.
Roll out across remaining Divisions Develop monthly feedback to ward areas in a user friendly and consistent format.
Evaluate harm reduction and further actions needed
Chief Nurse (QIP)
Improve productivity, the environment and systems to enable excellent care 3
Develop a highly skilled and engaged workforce championing our values 1
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Objective Actions Lead
Q1 Q2 Q3 Q4
Implement an organisational development programme that supports the Divisional governance review findings
Work with divisions to identify effective team working and where there is a need for team support.
Identify a coherent programme of team support that can be delivered by workforce and development department , including LiAise manager, staff support unit, HRMs and leadership development team.
Where required identify and commission external programmes of support.
Evaluation of programme
Director of HR and OD/ Director of Corporate Affairs
Develop leadership behaviours to deliver high quality
Establish an agreed St George’s leadership styleDevelop timescale, scope and cost of programme
Secure process for accreditation and assessmentAgree content of programmeCommence tender for programme provider
Establish programme of delivery
Evaluate programme delivered to date
Director of HR and OD
Developing a flexible workforce who can work across boundaries
TBC TBC TBC TBC Director of HR and OD
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Objective Actions Lead
Q1 Q2 Q3 Q4
Ensure the right number of skilled members of staff are available to provide the best possible quality of care
Ensure implementation of care certificate for all new HCAs
Review the opportunity to set up a learning zone facility and identify any actions required
Review preceptor programmeReview induction programmeReview current activity and develop a learning and development plan based on contribution from professional leaders, annual business plans, and needs assessment drawn from appraisals.
Director of HR and OD
Develop a highly skilled and engaged workforce championing our values 2
Securing financial viability
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Objective Actions Lead
Q1 Q2 Q3 Q4
Ensure that tariff payments agreed with commissioners optimise income to the organisation
Director of Finance, Performance and Informatics
Delivery of the CIP programme Director of Finance, Performance and Informatics
Complete review of the existing IBP and LTFM. Implementation of the recommendations will be overseen by the Service Review Board
CEO
Refresh the current Trust strategy to determine whether the strategy remains appropriate in the current external environment; and/or whether the objectives to deliver the strategy remain appropriate
Director of Strategy