Trust Board Febuary 2010 - Sandwell & West Birmingham Hospitals

Issues relating to data collection and reporting continue to be discussed at Programme Delivery Group
and actions agreed/undertaken with some improvement.
Service Redesign Activity :
The Strategic Model Of Care Steering (SMOCS) Groups continue to present their three key
deliverables (Clinical Strategy, Overall Model of Care and Priorities for Service Redesign) to the Clinical
Group. The current position with regard to these is:
• Approved: Maternity and Newborn, Planned Care, Dementia, Long Term Conditions, End of
Life, Children’s Services. Staying Healthy, Acute Care
• For approval in March after amendments: Mental Health
Within the Trust the approved SMOCS are being considered by the RCRH Implementation Board and
also circulated to members of the Clinical Management Executive. They will then be added to the
Trust’s intranet.
Exemplar Projects – Final Review: The final review process for the exemplar projects has been
completed with a clear outcome for each project having been identified and approved by the RCRH
Strategy Group along with a set of recommended actions to deliver the agreed outcome i.e. project
closure and/or transfer into the new workstreams or Care Pathway Review . The Programme Delivery
Group is monitoring these actions.
New Service Redesign Workstreams: These are being established. An initial meeting of the Urgent
and Emergency Care Workstream took place on 21 st December 2009. A Workshop on Intermediate
Care took place on 25 th January 2010 following which the Intermediate Care Workstream is being
established. The RCRH Programme Manager met with John Adler at the end of January to initiate the
work of the Demand Management – Referrals/Outpatient workstream.
Review of the Programme – Work continues on the revised Overall Programme Plan. The Programme
will present the outcomes of the review to the Joint Health Overview and Scrutiny Committee in
February.
Affordability and Activity and Capacity Model Update: Considerable and significant work has been
undertaken in the last few weeks on the issue of securing agreement to a projected level of affordability
and activity to 2017/18 and the impact on the financial position of the two PCTs and SWBH. In
developing this, the emphasis has been on trying to achieve a balanced position for each organisation,
without rendering them incapable of delivering services because of substantial cuts in infrastructure or
staffing. It has been a complex and difficult process of modelling, forecasting and negotiation.
Members of the finance and capacity group met with Chief Executives in January and agreed an
approach including a set of changes to Version 5.0 of the Activity and Capacity Model that will then
move this to Version 5.1 of the model which will be the framework within which future redesign will be
undertaken. This will provide the basis for a highly efficient acute hospital, operating at national best
practice levels. The main changes include:
• The levels of historical growth will be moderated in the model to take account of the
expected impact of improved healthy lifestyle services.
• Confirmed planning assumption that by 2013/14, the quantum reduction assigned to
decommissioning procedures of limited value will be achieved, either through implementing
the changes or by alternatives.
• All organisations will review the proposed catchment population changes to identify areas
and volumes which could remain as part of the SWBH catchment. The rationale for this is
that the adoption of better management of long term conditions in primary care would result
in more patients being maintained in the local health economy and therefore less likely to
access care elsewhere.
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