January 2012 - Sandwell & West Birmingham Hospitals

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Auditors’ Local Evaluation IMPACT ASSESSMENT (Indicate with ‘x’ all those that apply in the second column): The Right Care Right Here Programme sets out the Financial X future activity model for the local health economy including the transfer of activity into the community and to new PBC provider services. Business and market share Clinical Workforce Environmental X X The Right Care Right Here Programme sets the context for future clinical service models. The service redesign within the Right Care Right Here Programme will require development of the workforce to deliver redesigned services in a new way and in alternative locations. This will be overseen by the Workforce workstream within the Right Care Right Here programme. Legal & Policy Equality and Diversity Patient Experience Communications & Media X X The service redesign elements of the Right Care Right Here Programme will require equality impact assessments. Within the Right Care Right Here Programme there is a Communications and Engagement workstream. Risks PREVIOUS CONSIDERATION: Monthly progress reports to Trust Board 2
SANDWELL AND WEST BIRMINGHAM HOSPITALS NHS TRUST RIGHT CARE RIGHT HERE PROGRAMME: PROGRESS REPORT JANUARY 2012 INTRODUCTION The Right Care Right Here Programme is the partnership of SWBH, HoB tPCT, Sandwell PCT and Birmingham and Sandwell local authorities leading the development of health services within Sandwell and Western Birmingham. This brief paper provides a progress report for the Trust Board on the work of the Programme as at the end of December 2012. It summarises the Right Care Right Here Programme Director’s report and the RCRH Service Redesign Report that were presented to the Right Care Right Here Partnership Board in January. The work of the Right Care Right Here Programme and involvement of the Trust in this is also discussed on a monthly basis at the Trust’s Right Care Right Here Implementation Board meetings. PROJECT PERFORMANCE The RCRH Programme activity performance reports related to service redesign are included in Appendix 1 for information. They attempt to summarise overall progress with the Programme in key areas by providing data for the first seven months of 2011/12 and comparing it with actual performance in 2010/11, the trajectory in the RCRH Activity and Capacity (A&C) for 2011/12 and the targets in the A&C model for 2016/17. In summary activity trends for April-October 2011 show: Inpatient Activity: Our Acute Occupied Bed Days (OBDs; in Summary A, figure 1) continue to show a downward trend and are 7.9% below 2010/11 levels but 14% above the 2011/12 trajectory. This includes our emergency inpatient OBDs being 7.2% lower than last year but 17% above the 2011/12 trajectory and our elective inpatient OBDs being 8.3% below last year and 5% below the 2011/12 trajectory (Summary A, figures 4 and 5). Community OBDs (in Summary B, figure 3) are 10% below 2010/11 levels and 17% below the 2011/12 trajectory. The intermediate care/re-ablement beds opened at Rowley Regis Hospital in October but the activity from these beds is not yet included in the monitoring report. It is envisaged that this activity will increase the Community OBDs and assist in reducing our Acute OBDs. Emergency Department Attendances: Our Emergency Department (ED) attendances (in Summary A, figure 2) are 0.1% above the 2010/11 end of year level, and 8% above the 2011/12 trajectory. The Urgent Care Centre attendances (in Summary B, figure 2) continue to show a downward trend but are still 14% above 2010/11 end of year level and 91% above the 2011/12 trajectory. Outpatient Attendances: Our acute Outpatient Activity (in Summary A, figure 3) is 4.1% below the 2010/11 end of year level and 0.5% above the 2011/12 trajectory. Community Outpatient Activity (including our community and new Community Provider activity, in Summary B, figure 1) remains below the 2010/11 end of year level by 4.5% but is still 222% above the 2011/12 trajectory although still some way (46%) from the 2016/17 trajectory. Referrals to acute services have shown a further reduction and are now 12% below the 2010/11 level (in Summary B, figure 4). At this stage it therefore appears that across all three categories, our acute activity is showing a downward trend but with further work required to ensure maintenance of this trend, achievement of 3
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SWBTB (1/12) 264 AGENDA Trust Board
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12 Minutes from the meeting of the
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SWBTB (12/11) 263 4 Update on actio
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strengthened in the forthcoming mon
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advised that the tariff adjustment
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outine review of feedback posted on
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preparation of the annual report sh
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SWBTB (12/11) 263 (a) Next Meeting:
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SWBTB (1/12) 265 TRUST BOARD DOCUME
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SWBTB (1/12) 265 (a) ` REGISTER OF
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Sandwell & West Birmingham Hospital
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SWBTB (1/12) 276 ALIGNMENT TO OBJEC
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SWBTB (1/12) 276 (a) Summary of our
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SWBTB (1/12) 276 (a) "Nothing could
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SWBTB (1/12) 276 (a) The following
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SWBTB (1/12) 276 (a) Information fo
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ALIGNMENT TO OBJECTIVES AND INSPECT
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SWBTB (1/12) 275 (a) Community Risk
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SWBTB (1/12) 275 (a) There is a ver
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SWBTB (1/12) 275 (b) SWBTM (1/12) 2
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SWBTM (1/12) 236 (b) SWBTB (1/12) 2
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March 2011 - August 2011 (Trust res
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SANDWELL AND WEST BIRMINGHAM HOSPIT
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SUMMARY PROFILE OF COMPLAINTS FIGUR
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Variance (£000) Variance (£000) S
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SWBTB (1/12) 274 ALIGNMENT TO OBJEC
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SWBTB (1/12) 266 (a) ANNUAL PLAN 20
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Trust Objectives 2011/12 SWBTB (1/1
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Report ID: SWBH 02b Overview Status
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SWBTB (1/12) 283 (a) Sandwell and W
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SWBTB (1/12) 283 (a) The NHS Leader
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SWBTB (01/12) 268 TRUST BOARD DOCUM
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SWBTB (1/12) 268 (b) Appendix 1 Org
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January 2012 - Sandwell & West Birmingham Hospitals

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