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Wednesday 25th February 2009

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... to the Weak/Weak rating in October 2008, the Trust implemented a Programme ... Determine a sustainable delivery model for 2009/10 ... – PowerPoint PPT presentation

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Title: Wednesday 25th February 2009


1
Item No 3.1
Hertfordshire County Council County Health
Scrutiny Committee Standards for Better Health
Topic Group
  • Wednesday 25th February 2009

2
Background - 2007/08 Healthcare Commission
Ratings
3
Performance Improvement Plan
4
Performance Improvement Plan Core Services
5
Performance Improvement Plan Existing National
Targets
Actual performance for Cat A8 2007/08
75.09 3 points. This would have delivered a
score of Almost Met
  • Commentary
  • The Trust has taken a robust measures to improve
    performance.
  • Remodelled service delivery through
    implementation of front loaded model and
    mobilisation of RRVs
  • Implemented Special Measures Gold Cell at Trust
    HQ, Silver Cells in NSC and Essex. Escalated to
    REAP level 3 over Christmas and New Year
  • Implemented outputs from increased management
    information e.g. Lightfoot, ORH reports. Resulted
    in Dynamic Deployment, tethered cars etc.
  • Implemented weekly monitoring to PCTs and NHS EoE

6
What did we do?
7
Implementation of 7 Key Work Streams
  • In response to the Weak/Weak rating in October
    2008, the Trust implemented a Programme
    Management Office (PMO) to deliver 7 key work
    streams (each headed by an Executive Director)
  • Two objectives
  • Ensure the Healthcare Commission Annual Health
    Check Rating for 2008/09 delivers a minimum score
    of
  • Quality of Service FAIR
  • Use of Resources FAIR
  • Develop the infrastructure and building blocks
    required to ensure the Trust is prepared for the
    1st April 2009 to deliver the Trusts objectives
    in 2009/10

8
7 Key Work Streams
  • Deliver Key Operational Targets
  • Improve Financial Management
  • Deliver the 2009/10 Business Plan
  • Improve Financial Reporting
  • Improve Risk Management Governance
  • Ensure Value for Money
  • Improve Communication Engagement

9
Work Streams Objectives
10
Weekly Monitoring SHA PCTs
  • Weekly performance report to SHA highlighting
  • Key operational financial targets both
  • Year to Date and
  • Forecast Out-turn
  • Analysis of reported performance
  • Variance analysis
  • Corrective actions being implemented
  • Risk assessment on delivery of 7 work streams
  • Signed off by Executive Team

11
Risk Assessment of 7 Key Work Streams
12
Performance Improvement Plan Cat A8
Performance Nationally
13
Performance Improvement Plan East of England
Cat A8 Cat B Cumulative Performance
Christmas New Year
Christmas New Year
14
2008/09 Healthcare Commission Self Assessment
15
2008/09 HCC Self Assessment
16
2008/09 HCC Quality of Service Self
AssessmentCore Targets Predicted Overall Score
PARTLEY MET
16
  • Comp Compliant, In Ass Insufficient
    Assurance, NM Not Met, N/A Not
    Applicable

17
2008/09 Self Assessment Existing National
Targets C19 Access
During December 2008 and January 2009, the Trust
was ranked in the top 4 nationally for Cat A8
18
2008/09 Self Assessment C19 Access
COMPLIANT
  • 24/48 hr primary care access (GMS)
  • OOH National Quality Requirements
  • Call Connect/national ambulance targets for call
    pick up, identification of life threatening
    conditions and response
  • Cat A 8 / 19 minutes
  • Cat B 19 minutes
  • Cat C locally agreed (45 minutes)
  • Stroke, MI, Asthma, Stroke (FAST), thrombolysis,
    PCI

18
19
2008/09 Self Assessment C22ac Public Health
Partnerships COMPLIANT
  • All audits and surveys sent to Expert Strategic
    Clinical Group for monitoring and actions
  • Trust public health lead sits on this group
  • Links with Directors of Public Health
  • Local cancer networks engaged to improve patient
    pathways
  • Stroke pathway

19
20
2008/09 Self Assessment New National Targets
Clarification required re scoring matrix and
definition of indicators which make up the
targets.
21
Conclusions
  • Deliver, as a minimum, a Fair/Fair HCC score
  • Future direction
  • Knowledge Management / Business Intelligence
    (ePCR)
  • Directory of Service (DoS)
  • Single Point of Contact (SPoC)
  • Ruthlessly monitor and drive delivery, holding
    individuals to account
  • Report weekly to the SHA
  • Prioritise our objectives and embed risk
    management
  • Implement a robust performance management
    framework
  • Enhance financial management accountability
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