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 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
Presentation Title Chairman’s Welcome 36pt Arial Bold and Opening Address Sub heading 24pt Arial Alan McCarthy, Chairman An Associated University Hospital of Brighton and Sussex Medical School
Presentation Title Annual Accounts 36pt Arial Bold Paul Simpson, Chief Financial Officer Sub heading 24pt Arial An Associated University Hospital of Brighton and Sussex Medical School
Trust Financial Performance
Trust reference Costs
Summary of Trust Financial Strategy
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.
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 one-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.
Presentation Title END 36pt Arial Bold Sub heading 24pt Arial An Associated University Hospital of Brighton and Sussex Medical School
Presentation Title Looking to the Future 36pt Arial Bold 2013/14 Sub heading 24pt Arial Michael Wilson, Chief Executive An Associated University Hospital of Brighton and Sussex Medical School
Looking to the Future - Performance – everyone plays a part An Associated University Hospital of Brighton and Sussex Medical School
Looking to the Future – Forming Partnerships: Radiotherapy Unit An Associated University Hospital of Brighton and Sussex Medical School
Looking to the Future – Forming Partnerships: BOC Respiratory Centre
Looking to the Future – Improving our patients’ experience: New Theatres
Looking to the Future – Improving our patients’ experience: Birthing Unit
Looking to the Future – Improving our patients’ experience: Comet ward at Crawley
Looking to the Future – Improving our patients’ experience: R esearch and Development New
Looking to the Future – Integrated Community Care An Associated University Hospital of Brighton and Sussex Medical School
Looking to the Future – Safety, Quality, Patient Experience and Patient Outcomes An Associated University Hospital of Brighton and Sussex Medical School
Looking to the Future – Foundation Trust 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. Slide 21
Presentation Title END 36pt Arial Bold Sub heading 24pt Arial An Associated University Hospital of Brighton and Sussex Medical School
Getting discharge right Presentation Title 36pt Arial Bold Joe Chadwick-Bell, Director of Operations Sub heading 24pt Arial An Associated University Hospital of Brighton and Sussex Medical School
Why are ‘well’ patients still in hospital? 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. Slide 24
What we are doing to improve the discharge process • 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 Slide 25
Surrey Rapid Improvement Programme • 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 Slide 26
Working together to achieve • 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 Slide 27
Integrated Discharge Team • 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 on-going care with nursing or therapy support Slide 28
Presentation Title END 36pt Arial Bold Sub heading 24pt Arial An Associated University Hospital of Brighton and Sussex Medical School
Presentation Title Open Questions 36pt Arial Bold Alan McCarthy, Chairman Sub heading 24pt Arial An Associated University Hospital of Brighton and Sussex Medical School
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