Summary Business Plan 2009-2010

8/9/2019 Summary Business Plan 2009-2010

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Summary Business Plan 2009/10

Our staff:

at the heart of our success


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Progress last yearDuring 2008/9 we have made substantial progress againstour stated strategic aims:

G Improved control of MRSA and Clostridium difficile(C.diff) and achieved a hospital standardised mortalityratio in the top ten in England.

G Submitted successful bids to be a major trauma centreand to provide the full range of acute stroke services.

G Progressed towards establishing networks in paediatricsand urology.

G As south west Londons largest cancer centre, work hasstarted on a detailed strategy to further strengthen ourcancer services.

G Worked towards establishing an academic health sciencesand social care network in south west London.

G Improved the structure for the delivery of postgraduatemedical training.

G Received approval for our outline plans for theredevelopment of the Tooting site from NHS London.

Tough financial and clinical challenges lie ahead in 2009/10but there are also exciting opportunities for more positivechanges that will improve services and facilities at the Trust.

The big challenges for 2009/10The Trusts financial position will remain a dominant factor

over the coming year.If we are to be in a position to apply for FT status in 2010 wewill have to improve our financial position to the tune of50million around 11 per cent of our total budget togenerate a surplus of 4.5million by the end of 2009/10. Wewill also be expected to generate projected surpluses of6.7million in 2010/11 and 7.8million in 2011/12 to meetcommitments to discharge historic debts.

The stakes are high, but the prize of having control over ourown destiny is well worth fighting for.

For the first time ever we have used a bottom-up approachto develop our business plan, involving all clinical specialtiesin the development of service plans to help achieve theTrusts six strategic aims.

from David Astley, Chief Executive

When I joined St Georges just over two yearsago my priority was to ensure the Trust gotitself onto a firm financial footing so that itcould retain control of its own destiny andcontinue to provide expert healthcare servicesto the people of Tooting and beyond.

Management set budgets but it is the staffwho must deliver on them. Thanks to yourdedication and team work I am delighted toreport that we are on course to meet ourtarget for the financial year 2008/09, and will

even record a small surplus so a big thankyou to you all. Your efforts mean the Trust isnow operating more efficiently, helping us tobalance the books without compromisingpatient care.

But this is no time to rest on our laurels.2009/10 will present our greatest challengeyet as we look to move towards FoundationTrust (FT) status. This summary business plan

has been prepared to help staff understandthe progress we have made and the futuredirection of travel. There will certainly besome tough choices ahead but if we meetthe challenges, and with your continuedsupport I have no reason to believe that wewont, then we will secure the long-termfuture of St Georges.

Our staff: at the heart of our success

Introduction

S u m m a r y B u s i n e s s P l a n 2 0 0 9 / 1 02


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These are:

G To be the provider of choice.

G To strengthen and expand our flagship specialist servicesand network hubs.

G To develop an academic health sciences network in southwest London.

G To ensure financial sustainability.

G To be an exemplary employer with career anddevelopment opportunities which attracts, motivates andretains employee talent.

G To provide an excellent physical environment, fit for thedelivery of modern healthcare.

We plan to meet our tough financial targets through acombination of income generation and changes in the way

some resources are used. These include:G Generating 23million through increased income .

- Reducing length of patient stays to increase bedthrough-put. The new Acute Medical Unit which isplanned to be open for winter 2009/10 should helpachieve this. More intensive care beds will also beprovided.

- Extra theatre capacity is to be made available byproviding planned evening theatre sessions, completion ofa second obstetric operating theatre, and by utilising sixunused operating sessions in the two operating theatres

leased by Moorfields on the St Georges site.

- Tariff rates for contracts will also be reviewed to ensurewe get the right level of funding.

G Saving 5million through improved use of medicalsupplies.

G Savings 1million from a review of the way werecord and code the work that we do.

G Savings on staff pay by better management of timeand the reduction of agency costs.

- This will include electronic staff rostering, a move tohelp reduce staff sickness levels and reduce our turnoverof staff.

Improvement of services and building projects .The pressure on finances will not impinge on our ambitionsto develop services and make improvements in patient care.If St Georges is to have a secure future as a leading Londonteaching hospital, we need to focus on developing clinicalexcellence and improving the way we run some services.

These positive changes will include:

G Trauma Centre development : St Georges bid tobecome a major Trauma Centre at the heart of a clinicalnetwork serving 2.9million people met the clinical criteriaset by Healthcare for London and the proposals wereapproved by the Joint Committee of Primary Care Trusts.The public consultation process outcome will beannounced in June 2009, but in the meantime the Trust ispreparing to have the appropriate infrastructure in placeby April 2010.

G Stroke service development: St Georges hasdeveloped a national reputation for excellence in strokecare thanks to developing a specialist stroke unit. TheTrust intends to build on this by becoming a hyper-acutestroke unit. Public consultation is running alongside theTrauma Centre consultation.

G Wolfson Redevelopment: The neuro-rehabilitation unitat the Wolfson Hospital in Wimbledon has beenearmarked for redevelopment to provide additionalcapacity and improvements in services.

GIntroduction of

i CLIP:The new clinical informationsystem will be implemented during 2009/10.

We will work tirelessly to giveoutstanding care to all our patients.We will enhance our position as a leading

specialist teaching hospital at theforefront of healthcare, with excellence

in service, teaching and research.

Our vision

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G Improvements in childrens and maternity services:Both specialities have been identified by the HealthcareCommission as areas where St Georges has been under-performing . A Maternity Service Task Force has alreadyimplemented improvements to services including theappointment of two additional consultant posts in thedelivery suite and reducing the ratio of patients tomidwives to 1:35; plans are in place to reduce this ratiofurther in 2009/10. More action is still required on

appropriate use of caesareans, postnatal pathways anddelivery costs. In childrens services key senior staff havealso developed an action plan for improving services whichwill be implemented in 2009/10. St Georges is alsoworking closely with Epsom and St Helier UniversityHospitals on how we can best provide services for womenand children. Four working groups have been set up forobstetrics and gynaecology, midwifery, paediatrics andpaediatric nursing.

G Urgent Care Review: The high levels of attendances atA&E and the level of emergency admissions to the Trust

continue to cause considerable challenges in meetingtargets. An action plan to improve the way urgent care isprovided at St Georges is already in place. Acute medicineintake has been redesigned with new consultant and

junior staff rotas. Other measures include a pilot ofweekend therapy services, a review of dischargearrangements and additional investment for emergencynurse practitioners.

G Establishing an Academic Health and Social CareNetwork (AHSN): We have already agreed to create anAHSN with St Georges University of London,

Wandsworth and Sutton PCTs and St Helier UniversityTrust and Kingston Hospital. In 2009/10 well work outthe finer details to establish the structures and processesto bring the ASHN into being and bid to become a healthInnovation and Education Cluster.

G More action to reduce hospital-acquired infections:This is an area where we are already performing extremelywell - but there is no room for complacency. St Georges isperforming within national targets, with the number ofMRSA and C.diff cases having fallen by 74 per centcompared to last year. Specific actions for 2009/10 will

include screening of all elective patients for MRSA as pernational guidance. We will also continue with measuresput in place in 2008/9 including performing root cause

analysis of MRSA and C.diff , formally investigating everydeath, maintaining compliance with the hygiene codeand carrying out regular saving lives audits.

G Improvements in the recruitment process : Skilled staffare crucial to delivering the Trusts business plan. In2009/10 we will be targeting student nurses and initiatingan overseas recruitment service. For example, in spring2009 we will be launching a recruitment drive for criticalcare and theatre nurses in the United Arab Emirates. Wewill also review support and development opportunitiesavailable to improve nurse retention.

G Investing in a transformation plan . A TransformationTeam has been put in place at St Georges to oversee andsupport the programme of change. Its job is to supportservice delivery projects. Key areas for the TransformationTeam in 2009/10 will include efficient ways of working inthe outpatient department, theatre efficiency and latestarts, and reductions in length of stay, as well ascompliance with the European Working Time Directive.

Looking aheadSt Georges main mission remains the same: to provide localhospital services to the local population and specialisthospital services to the people of south west London, thesouth east of England and the UK.

Our strategy is beginning to bear fruit; we are being seenby NHS London as a Trust that can deliver change and raisestandards of patient care. The public consultation onproposals to change stroke and trauma services is just oneexample of how we are being seen as a Trust with acan do attitude.

To achieve these aims we need your commitment. Bybecoming more productive and improving our financialposition we will be in a position to enter the FT assessmentprocess and demonstrate that St Georges is a financiallyviable organisation with a secure long-term future.

Our valuesG Treat all people with respect and dignity;

G Deliver care in partnership with others;

G Continually strive for clinical excellence;

G Ensure probity and transparency in spending publicmoney;

G Be an exemplary employer;

G Be committed to excellence in education, trainingand research; and

G Be open and honest with each other and thoseoutside the organisation.

S u m m a r y B u s i n e s s P l a n 2 0 0 9 / 1 0 4Published by the Communications Unit at St Georges Healthcare NHS Trust.

Tel: 020 8725 5151 Email: [email protected] Website: www.stgeorges.nhs.uk

Summary Business Plan 2009-2010

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