January 2012 - Sandwell & West Birmingham Hospitals

SWBTB (1/12) 283 (a)
2.4 In September 2011, the Trust launched the Organising for Excellence strategy. This
strategy described and brought together in a single framework all of the existing systems,
projects, service transformation, and Quality & Safety strategies currently being delivered,
developed or proposed for the Trust. Organising for Excellence sets out the direction of
travel for the next few years with the aid of a series of quality, organisational, and systems
maps.
2.5 SLM has been identified in this document as a key programme of work and an enabler
for achievement of the Trusts strategic objectives, specifically ‘Safe, high quality care’, ‘good
use of resources’ and ‘being an effective organisation’.
3.0 Vision
3.1 The Service Line Management Steering Group continues to adhere to a common
understanding of the purpose of the SLM :
Service Line Management entails the empowerment of individual directorates
or service lines and providing them with the instruments and information they
need to run and manage their services and to respond rapidly to the changing
needs of our patients and commissioners. SLM will also provide the
organisation at large with a comprehensive understanding of its activities and
evidence‐based assurance about the quality and safety of the services we
provide. The successful establishment of Service Line Management will enable
us to use our resources wisely and to become a true learning organisation.
3.2 The SLM Steering Group proposes, pending formal agreement with the whole executive
team, that SLM should be progressed and that by the end of March 2013 the Trust should
have achieved at least level 3 using Monitor’s self assessment tool. With that in mind,
additional investment of time and resources will need to be committed.
3.3 The area where most work will be required will be in the financial and information
systems so that progress can be made in the following key areas:
Aligning the data gathered in respect of quality, safety, activity and finance with the
newly emerging SLM structures
The development of systems that ensure that all of the data gathered is accurate
and complete
The introduction of patient level costing (PLICS)
The deployment of analysis and reporting tools that inform decision making at every
level
The creation of budgets based on service lines that accurately reflect costs, income,
and expenditure
3.4 The SLM work will take an integrated approach to organisation structure and will ensure
careful synergy with the Organisational Development plan, the Transformation Plan, and the
Trust outline business case for FT.
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