Inaugural members event 11 February 2009

Transcription

1 Inaugural members event 11 February 2009

2 Graham Ellis Chairman Anne Eden Chief executive Ian Garlington Director of property services Tracey Underhill Patient services manager

3 Buckinghamshire hospitals who are we? Comprises of Amersham, Stoke Mandeville and Wycombe Each hospital has complementary facilities and skills that ensure each has a vital role in our future Stoke Mandeville centre for trauma and emergency surgery home to the national spinal injuries centre Wycombe excellence in planned surgical and medical care with emergency medical specialties eg heart attacks, strokes and respiratory conditions Amersham centre for skin conditions including cancer, outpatient and diagnostics

4 Buckinghamshire Hospitals is improving Financial balance for the past three years Clean bill of health from the Healthcare Commission Some of the lowest infection rates in the country Better performing maternity service Short waiting times CARF accreditation Annual Health Check moved up from weak to fair for quality of services maintained good rating for use of resources

5 Pick up a copy of our review of the year to find out more about some of our achievements

6 Current status It s a busy time for the whole NHS Encouraging the public to get the right treatment in an appropriate setting Health economy continue to work with the PCT Improving our estates, environment and access Improving the patient experience Continuing with our NHS Foundation Trust application

7 Background Why become an NHS Foundation Trust? Able to establish stronger connections with local communities, patients and staff through membership and a Council of Governors Members can get involved with plans for the future They are still firmly part of the NHS still provide NHS services to NHS patients still have to meet national quality standards But have more freedom from central government control Retain any financial surplus to reinvest in locally-agreed priorities eg new state-of-the-art equipment

8 How will it work? Continue to be run day-to-day by Board of Directors Council of Governors established chaired by Chairman of the Board support overall direction of the Trust represent views of members Membership formed aiming for minimum of 8,000 public and 4,000 staff members staff automatically opt-in newsletters focus groups projects elect governors to the Council your opportunity to have your say about the future of local health services

9 How will it be run? with your help Guidance and steering Members Council of Governors Board of Directors Stand as governor Elect governors Give views to/from governors Give opinion on future direction, proposals, change Appoint Chair and NEDs Receive annual report and accounts Guide strategic direction and plans Hold Board of Directors to account Operationally manage the Trust Set strategy, plans and budgets Assume liability Assess risk Measure progress Account to the Council of Governors Accountability

10 Public consultation Just completed 12 week public consultation process Reviewed all feedback received Looked at: minimum ages for members and governors remain at 16 and 18 respectively numbers of public governors increase total to 14 (one extra governor each for Wycombe and Aylesbury) numbers of staff governors increase total to 5 (one extra governor for nurse, midwife and healthcare assistants) public governors have a larger majority

11 Public constituency Public Area Population Minimum Numbers Governors Aylesbury Vale 166,000 (30.7%) Wycombe 162,000 (30%) Chiltern 89,000 (16.5%) 50 2 South Bucks 62,000 (11.5%) 50 2 Rest of England local Leighton Buzzard 36,000 local Tring 14,000 61,000 (11.5%) 50 2 local Thame 11,000 specialist England All Total local 540,

12 Staff constituency Staff class Registered medical practitioners and dentists Registered nurses, registered midwives and health care assistants Other clinical staff including all allied health professionals, scientists and assistants All other staff including administration, volunteers and independent contracted staff Staff numbers wte Minimum members Governors Total

13 Partner constituency

14 Next steps Integrated business plan and LTFM complete Our plans for next five years shared with and agreed by PCT Next stage Board to Board with SHA this week Due diligence started Aim for Monitor Board to Board late Spring/Summer Aim for earliest date for Foundation Trust licence in 2009

15 Membership and engagement Membership recruitment is going strong thank you over 4,700 public members over 5,000 staff members Building a representative membership ethnicity membership reflects population Utilising our membership newsletter today s event the first in a series Ongoing engagement is important to us we have spent time developing our vision and strategy to understand what patients really want from their local hospitals we now want to build on this

16 Listening to patients what are their needs? we ran three In your shoes events each with 20 patients and 20 staff provided an opportunity for staff to put themselves in the shoes of the patient found out what worked well, what could be improved and what our priorities should be Patients and staff working in groups and pairs to review patient stories, identify ways to resolve issues and to build on positive experiences

17 Key themes Quality and continuity of care Privacy and personal dignity Attitude of staff Clarity of communication Speed vs unexplained delays Food A clean, healthy environment Parking and access

18 What did we do? Listened Short-term Fed back to relevant departments so they could develop ways to improve their service access parking and transport nutrition appointed specialist nurse, key objective in 2009, new approaches to food provision (steamplicity) admin processes reviewing our booking system Looked at the areas that worked well to identify what others could learn from them Long-term Feedback collated and prioritised Five patient promises were agreed and strategy developed

19 Taking in your shoes one step further Patient experience tracker Electronic survey in ten areas Provides real-time results, allowing immediate improvements Questions directly relate to the feedback from in your shoes 9,814 sets of feedback so far Equates to 45,000 50,000 questions answered 82.3% felt they were treated with respect and dignity whilst in our hospitals 83.1% said our staff were friendly, approachable and sensitive to our needs

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21 Taking in your shoes one step further Lean service redesign programme based on what the patient or carer would value most redesigning processes to ensure high-quality care is delivered, within a service that runs smoothly and efficiently number of programmes already in place across the hospital outpatient booking process lower back pain service trauma and plastics service recruitment process Welcome membership involvement in the future

22 Our vision To be the first choice hospitals for the people of Buckinghamshire and beyond, because in a Buckinghamshire hospital the needs of the patient always come first We see becoming an NHS Foundation Trust as a real opportunity to help deliver on our vision and five patient promises

23 Our five patient promises Clean and safe hospitals A caring, helpful and respectful attitude Respect for their time Comfortable facilities, good access The best clinical care These promises have driven our strategic direction Everything is focussed on delivering these promises

24 Our strategy Bucks hospitals for Bucks people Drive the efficiency and quality of local acute services endoscopy services bowel cancer screening Growth of specific specialist services for reinvestment spinal injuries adolescents Beds/Berks borders Repatriation of local acute care ICU angioplasty Financial stability through system reform right place, right care, right professional, right price Need to earn choice (public, patients, GPs, PCTs and staff)

25 NHS Foundation Trust status would allow us to: Get ahead and deliver sooner rather than later Forge deeper relationships with the communities we serve through our Council of Governors Retain any financial surplus to reinvest in our priorities, eg emergency and critical care Be more responsive to the health needs of our population Strengthen partnerships and joint working Increase our staff s contribution to decision-making Build on our strategy where the needs of the patient always come first Continue working with patients and the public (our members)

26 Plans for 2009 and beyond We know that we need to continue improving Our estates are a big focus for the coming year access to our sites (including car parking) assist people when visiting our sites ensuring people are using car parks appropriately providing alternatives to the car shuttle bus secure facilities working with local councils to improve transport links green transport plan being developed physical environment ensuring privacy and dignity, single sex accommodation making the most of our modern buildings infection control Improving our admin processes Telephone/choose and book

27 Any questions?

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