View June's Board Pack - Royal Bournemouth Hospital

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THE ROYAL BOURNEMOUTH AND CHRISTCHURCH HOSPITALSNHS FOUNDATION TRUSTBOARD OF DIRECTORSMeeting Date and Part:10 June Part ISubject:Core BriefSection:InformationExecutive Director with overallresponsibility:Tony Spotswood, Chief ExecutiveAuthor of Paper:Tracey Hall, Head of CommunicationsSummary:The Core Brief distributed within theTrust in May 2011Standards for Better Healthdomain:N/AAction required by Board ofDirectorsNote for information
Core BriefMayFrom: Tony Spotswood, Chief Executive2011Your voices heardThe Trust recently held a 12-week public consultationon its draft Annual Plan. The Plan set out proposalsfor improving patient outcomes and achievingefficiency savings, including looking at patientpathways and estate options.There was particular interest in the two options forChristchurch Hospital, which we asked you to voteon. The first was to retain current services and usethe remaining space for services such as an NHSdentist, nursing home, GP and pharmacy. Thesecond option was to move all services to the RoyalBournemouth site and use all of the Christchurchsites for the community services mentioned togetherwith a larger nursing home facility.Over 1,500 copies of the plan were sent to staff, thepublic and local groups, including all local authorities,LINks, community and patient groups and healthpartners. The Trust also held a range of meetingswith various staff, community groups and healthpartners as well as three public meetings. Largenotice boards setting out the options for ChristchurchHospital were displayed widely across Christchurch.The Trust received a fantastic response. In total2,174 people used the voting slips. 2,142 voted foroption 1 (98.5%) while 32 voted for Option 2. Lettersand emails were also received either giving optionone as their preferred option or writing in with theirgeneral views.The following were the main issues causing youconcern:l The future of Christchurch Hospital and ensuringservices remain on the site.l Ensuring sufficient care in the community(particularly following a stroke).l Sufficient support for patients once they have lefthospital (social care).l It was generally felt that the concept should not bereferred to as an ‘older people’s village’. The term‘health village’ will be used for the interim.l A key issue is the need for closer integration ofcommunity and hospital services.l There was a plea from the public to ensure theexcellent Dermatology Service and the MacmillanUnit remained at Christchurch.Both members of the public and some Christchurchcouncillors praised the consultation process and theopportunity to hear our plans and be able to commenton them.Next stepsThe Draft Annual Plan will be updated to reflect thecomments received.Regarding Christchurch Hospital, the work ondeveloping a detailed business case will begin,influenced by the detailed comments received.It is expected that this will be produced by theautumn. The Plan will centre on progressing Option1, which includes maintaining existing outpatientdiagnostic and day hospital services andcomplementing these will be GP surgery, NHSdentistry, nursing home and other communityprovision.The remainder of the plan will now be progressed,and regular updates will be provided.For a full copy of the summary log on towww.rbch.nhs.uk or if you would like to be addedto our mailing list to receive regular updatesplease contact us at comments@rbch.nhs.ukor 01202 704271.Tony Spotswood,Chief Executive6 Is our Transformation Programme an appropriate response to the need to find savingsand improve care? (Section 4)7 What are your views on the approach set out in “organising for clinical excellence”?(Section 5)8 In the section “Better use of buildings”, do you have a preference for Option 1 orOption 2 and do you have any comments on the consequences of either option?(Section 6)9 In developing new models of care (Section 7), do you have any comments to add?DraftAnnual Planfor PublicConsultation2011/12ents to add?
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ContentsSummary....................
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Figure 1: HRG, procedure and diagno
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Key areas for improvements15 The ke
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Detailed reportIntroduction22 The P
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31 The remaining 100 FCEs were sele
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40 The HRG error rate at the Trust
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The net value of the HRGs that chan
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Follow up of previous year’s reco
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only mentioned in the discharge sum
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