January 2012 - Sandwell & West Birmingham Hospitals

More documents

Recommendations

Info

SWBTB (1/12) 283 ALIGNMENT TO OBJECTIVES AND INSPECTION CRITERIA: Safe High Quality Care, An Effective Organisation, Strategic objectives Good Use of resources Annual priorities NHS LA standards CQC standards, financial balance Clear governance and accountability CQC Essential Standards Quality and Safety Auditors’ Local Evaluation IMPACT ASSESSMENT (Indicate with ‘x’ all those that apply in the second column): Financial Business and market share Clinical Workforce X X X X Environmental Legal & Policy Equality and Diversity Patient Experience X Communications & Media Risks PREVIOUS CONSIDERATION: PMB November 2011 Page 2
SWBTB (1/12) 283 (a) Sandwell and West Birmingham Hospitals NHS Trust Service Line Management Strategy Refresh November 2011 1.0 Introduction 1.1 Service Line Management (SLM) is a method of organising how a trust works in order to run its business in an effective way. Organisational structures are based on business units with the capability and authority to make strategic and tactical decisions based on sound clinical, quality, safety, and financial information, informed by a good understanding of costs at the patient level. Monitor has recommended that foundation trusts (FT) and those working towards FT status adopt SLM to ensure that a business management focus is directed towards how they deliver high quality services to patients. 1.2 More importantly, it is considered that by organising the Trust workforce into distinct business units led by clinical and management teams, the clinicians will be more responsible and accountable for patient care by having control of the resources which they use on behalf of those in their care. Patient care and performance management is driven by quality outcomes as well as financial performance. 1.3 This Trust is aiming to become an FT in the near future. It is therefore considered that even more focus should be made on embedding SLM in the organisation. 2.0 Background 2.1 SLM has been gradually introduced over the past three years. There has been considerable work and progress developing an integrated governance system called the Quality Management Framework (QMF) which is being devolved to the Divisions. This is being used as a basis for the performance management of quality, finance, and activity. 2.2 A report was submitted to the Trust Board in January 2010 by the Medical Director, which outlined the progress of the implementation of SLM and the QMF. It also identified the governance arrangements around how the work would be progressed and what key tasks were pivotal in developing SLM. This was overseen by a high level SLM Steering Group. 2.3 A review of progress towards achievement of SLM was carried out in August 2011 using the Monitor self assessment toolkit. Whilst there has been significant progress in some areas, such as performance management and organisation structure, information management, service line reporting and planning were identified as having a greater distance to travel to contribute to significant implementation of SLM against the Monitor assessment toolkit. 1
Page 1 and 2:
SWBTB (1/12) 264 AGENDA Trust Board
Page 3 and 4:
12 Minutes from the meeting of the
Page 5 and 6:
SWBTB (12/11) 263 4 Update on actio
Page 7 and 8:
strengthened in the forthcoming mon
Page 9 and 10:
advised that the tariff adjustment
Page 11 and 12:
outine review of feedback posted on
Page 13 and 14:
preparation of the annual report sh
Page 15 and 16:
SWBTB (12/11) 263 (a) Next Meeting:
Page 17 and 18:
SWBTB (1/12) 265 TRUST BOARD DOCUME
Page 19 and 20:
SWBTB (1/12) 265 (a) ` REGISTER OF
Page 21 and 22:
Page 23 and 24:
Sandwell & West Birmingham Hospital
Page 25 and 26:
SWBTB (1/12) 276 ALIGNMENT TO OBJEC
Page 27 and 28:
SWBTB (1/12) 276 (a) Summary of our
Page 29 and 30:
SWBTB (1/12) 276 (a) "Nothing could
Page 31 and 32:
SWBTB (1/12) 276 (a) The following
Page 33 and 34:
SWBTB (1/12) 276 (a) highly about t
Page 35 and 36:
SWBTB (1/12) 276 (a) Outcome 05: Me
Page 37 and 38:
SWBTB (1/12) 276 (a) records were c
Page 39 and 40:
SWBTB (1/12) 276 (a) Information fo
Page 41 and 42:
ALIGNMENT TO OBJECTIVES AND INSPECT
Page 43 and 44:
SWBTB (1/12) 275 (a) Community Risk
Page 45 and 46:
SWBTB (1/12) 275 (a) There is a ver
Page 47 and 48:
SWBTB (1/12) 275 (a) 2. Total Agenc
Page 49 and 50:
SWBTB (1/12) 275 (a) 3.2 Nursing Qu
Page 51 and 52:
SWBTB (1/12) 275 (a) Increasing the
Page 53 and 54:
SWBTB (1/12) 275 (a) 6) Development
Page 55 and 56:
SWBTB (1/12) 275 (b) SWBTM (1/12) 2
Page 57 and 58:
SWBTB (1/12) 275 (b) SWBTM (1/12) 2
Page 59 and 60:
SWBTM (1/12) 236 (a) SWBTB (1/12) 2
Page 61 and 62:
SWBTM (1/12) 236 (a) SWBTB (1/12) 2
Page 63 and 64:
SWBTM (1/12) 236 (a) SWBTB (1/12) 2
Page 65 and 66:
SWBTM (1/12) 236 (a) SWBTB (1/12) 2
Page 67 and 68:
SWBTM (1/12) 236 (a) SWBTB (1/12) 2
Page 69 and 70:
SWBTM (1/12) 236 (b) SWBTB (1/12) 2
Page 71 and 72: March 2011 - August 2011 (Trust res
Page 73 and 74: SWBTB (1/12) 284 TRUST BOARD DOCUME
Page 75 and 76: SANDWELL AND WEST BIRMINGHAM HOSPIT
Page 77 and 78: SUMMARY PROFILE OF COMPLAINTS FIGUR
Page 79 and 80: SWBTB (1/12) 284 (a) 5. Number of F
Page 83 and 84: SWBTB (1/12) 267 (a) Financial Perf
Page 85 and 86: Variance (£000) Variance (£000) S
Page 95 and 96: SWBTB (1/12) 274 ALIGNMENT TO OBJEC
Page 99 and 100: SWBTB (1/12) 266 (a) ANNUAL PLAN 20
Page 103 and 104: Trust Objectives 2011/12 SWBTB (1/1
Page 119 and 120: Report ID: SWBH 02b Overview Status
Page 121: SWBTB (1/12) 283 TRUST BOARD DOCUME
Page 125 and 126: SWBTB (1/12) 283 (a) 4.0 Progress t
Page 127 and 128: SWBTB (1/12) 283 (a) The NHS Leader
Page 129 and 130: SWBTB (01/12) 268 TRUST BOARD DOCUM
Page 131 and 132: SWBTB (1/12) 268 (a) Report to the
Page 133 and 134: SWBTB (1/12) 268 (b) Appendix 1 Org
Page 135 and 136: staff and skills. Diagnostic activi
Page 137 and 138: organisation as a whole and its cri
Page 139 and 140: 7. Conclusion This strategy outline
Page 141 and 142: 3. MEMBERSHIP Non Executive
Page 143 and 144: SWBTB (1/12) 286 ALIGNMENT TO OBJEC
Page 145 and 146: SWBTB (1/12) 286 (a) The Department
Page 147 and 148: SWBTB (1/12) 286 (a) OUTLINE BUSINE
Page 149 and 150: SWBTB (1/12) 286 (a) Cluster Direct
Page 151 and 152: SWBTB (1/12) 286 (a) physicians and
Page 153 and 154: SWBTB (1/12) 286 (a) availability o
Page 155 and 156: SWBTB (1/12) 286 (a) Table 4 - Reco
Page 157 and 158: SWBTB (1/12) 286 (a) The evaluation
Page 159 and 160: SWBTB (1/12) 286 (a) appropriate ti
Page 161 and 162: SWBTB (1/12) 286 (a) Table 5: Ambul
Page 163 and 164: SWBTB (1/12) 286 (a) These costs ar
Page 165 and 166: SWBTB (1/12) 286 (a) It could be ar
Page 167 and 168: SWBTB (1/12) 286 (a) commissioners
Page 169 and 170: SWBTB (1/12) 286 (a) In making this
Page 171 and 172: SWBTB (1/12) 286 (a) Appendix 1 ACU
Page 173 and 174:
SWBTB (1/12) 286 (a) Appropriately
Page 175 and 176:
SWBTB (1/12) 286 (a) Provide a two
Page 177 and 178:
SWBTB (1/12) 286 (a) Ap
Page 179 and 180:
SWBTB (01/12) 269 ALIGNMENT TO OBJE
Page 181 and 182:
SWBTB (1/12) 269(a) 2.3 Creating a
Page 183 and 184:
SWBTB (1/12) 269(a) 4.0 Timeline 5.
Page 185 and 186:
Page 187 and 188:
SANDWELL AND WEST BIRMINGHAM HOSPIT
Page 189:
APPENDIX 1 - RCRH Activity Summarie
Page 193 and 194:
2011/12 trajectories and ongoing pr
Page 197 and 198:
SWBTB (1/12) 278 FT PROGRAMME BOARD
Page 199 and 200:
SWBTB (1/12) 278 (a) FT Programme D
Page 201 and 202:
MINUTES the New Year. In terms of t
Page 203 and 204:
MINUTES respectively. 7 Programme r
Page 205 and 206:
MINUTES It was reported that a self
Page 207 and 208:
SWBAC (12/11) 068 Mr White reported
Page 209 and 210:
SWBAC (12/11) 068 Implementation ac
Page 211 and 212:
SWBAC (12/11) 068 Mrs Hunjan asked
Page 213 and 214:
SWBAC (12/11) 068 ACTION: Mr White
Page 215:
SWBAC (12/11) 068 The date and time
show all

January 2012 - Sandwell & West Birmingham Hospitals

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?