Presentation Title Annual General Meeting 36pt Arial Bold 17 - - PowerPoint PPT Presentation

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Presentation Title Annual General Meeting 36pt Arial Bold 17 September 2013 Sub heading 24pt Arial An Associated University Hospital of Brighton and Sussex Medical School Agenda Chairmans Welcome and Opening Address Alan McCarthy,

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Presentation Title 36pt Arial Bold

Sub heading 24pt Arial

Annual General Meeting

17 September 2013

An Associated University Hospital of Brighton and Sussex Medical School

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Agenda

  • Chairman’s Welcome and Opening Address

Alan McCarthy, Chairman

  • Presentation and Adoption of the Annual Accounts for 2012/13

Paul Simpson, Chief Financial Officer

  • Looking to the Future: 2013/14 and beyond

Michael Wilson, Chief Executive Officer

  • Getting discharge right

Joe Chadwick-Bell, Director of Operations

  • Open questions
  • Closing Remarks

Alan McCarthy, Chairman

An Associated University Hospital of Brighton and Sussex Medical School

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Presentation Title 36pt Arial Bold

Sub heading 24pt Arial

Chairman’s Welcome and Opening Address

Alan McCarthy, Chairman

An Associated University Hospital of Brighton and Sussex Medical School

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Presentation Title 36pt Arial Bold

Sub heading 24pt Arial

Annual Accounts

Paul Simpson, Chief Financial Officer

An Associated University Hospital of Brighton and Sussex Medical School

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Trust Financial Performance

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Trust reference Costs

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Summary of Trust Financial Strategy

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Ratio of non-elective activity to elective

  • Non-elective activity provides

a lower contribution than elective activity, and a part of this activity is paid at 30%. The Trust is an outlier in comparison with its peer group.

  • Therefore the Trust needs to

rebalance the ratio. The plan sees assumptions around less non-elective work and repatriated elective work.

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Summary - Finance 2012/13

  • Agreed a break even plan and a £10million cost improvement and efficiency plan.

We successfully delivered both, as well as our continued extensive capital building programme.

  • The underlying position was better than expected and the Trust repaid some of the
  • ne-off funding.

Forward Plan

  • This is no change to the plan – the Trust must balance the ratio of non-elective to

elective work by reducing the former and repatriating the latter, while being more productive and delivering savings.

  • In 2013/14 we have significantly reduced our outsourcing of elective work. Non-

elective activity remains high although agreements over additional community capacity will help reduce this activity, as well as help to manage winter pressures.

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Presentation Title 36pt Arial Bold

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END

An Associated University Hospital of Brighton and Sussex Medical School

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Presentation Title 36pt Arial Bold

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Looking to the Future 2013/14

Michael Wilson, Chief Executive

An Associated University Hospital of Brighton and Sussex Medical School

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An Associated University Hospital of Brighton and Sussex Medical School

Looking to the Future - Performance – everyone plays a part

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Looking to the Future – Forming Partnerships: Radiotherapy Unit

An Associated University Hospital of Brighton and Sussex Medical School

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Looking to the Future – Forming Partnerships: BOC Respiratory Centre

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Looking to the Future – Improving our patients’ experience: New Theatres

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Looking to the Future – Improving our patients’ experience: Birthing Unit

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Looking to the Future – Improving our patients’ experience: Comet ward at Crawley

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Looking to the Future – Improving our patients’ experience: Research and Development New

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Looking to the Future – Integrated Community Care

An Associated University Hospital of Brighton and Sussex Medical School

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Looking to the Future – Safety, Quality, Patient Experience and Patient Outcomes

An Associated University Hospital of Brighton and Sussex Medical School

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Foundation Trusts have to deliver on national targets and quality standards like the rest of the NHS, but they can decide how they achieve this. Looking to the Future – Foundation Trust

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END

An Associated University Hospital of Brighton and Sussex Medical School

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Presentation Title 36pt Arial Bold

Sub heading 24pt Arial Joe Chadwick-Bell, Director of Operations

An Associated University Hospital of Brighton and Sussex Medical School

Getting discharge right

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Why are ‘well’ patients still in hospital?

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Around 100 patients per day who no longer require acute medical or surgical or care. This group of patients are delayed for reasons including:

  • Completion of complex discharge documentation
  • Awaiting assessments
  • Awaiting funding decisions
  • Placement
  • Family delays and choice

Delays are a whole system issue. Delays impact patient care and experience – both for the individual and those waiting for a bed to become available.

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What we are doing to improve the discharge process

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  • Established enhanced clinical site team
  • Developed Trust-wide professional standards
  • Discharge documentation processes shared with wards,

supported by training

  • Discharge liaison nurse and social worker to join daily Multi-

disciplinary teams, pilot in 4 wards in September

  • Multi-disciplinary team based in Emergency Department and

Assessment Areas

  • Multi-disciplinary team based on wards
  • Patient passport to document the discharge journey
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Surrey Rapid Improvement Programme

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  • Recognise discharge planning is a complex whole health

system issue

  • Working with other hospitals, social and community care to

improve the flow of patients out of hospital

  • Common issues identified across whole health system
  • Sharing good practice
  • Agreed standards
  • Move to a ‘discharge to assess’ model
  • Chief Executive sponsored initiative
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Working together to achieve

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  • Positive multi-disciplinary teams in accident and Emergency,

and Assessment wards

  • Improved patient information and expectations
  • Continuing Health Care processes
  • Reducing patient transport delays
  • Community providers ‘pull’ people out of the acute hospitals
  • Create capacity for short term intermediate support in the

community and grow 72 hour clinical support provision

  • Surrey wide discharge strategy and standards
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Integrated Discharge Team

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  • 7 day, 365 days per year service
  • Single point of contact
  • Work flexibly across organisational boundaries to assess

patients and facilitate discharges

  • Reduces paperwork through single referral documents
  • Discharging patients quickly from the acute hospital beds to
  • n-going care with nursing or therapy support
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Presentation Title 36pt Arial Bold

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END

An Associated University Hospital of Brighton and Sussex Medical School

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Open Questions

Alan McCarthy, Chairman

An Associated University Hospital of Brighton and Sussex Medical School