Trust Board papers November 2012 - Barking Havering and ...
Trust Board papers November 2012 - Barking Havering and ...
Trust Board papers November 2012 - Barking Havering and ...
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
Cost Improvement Programme Update September <strong>2012</strong><br />
Summary<br />
The CIP position shows year to date delivery of £4.3m against a target for the period of<br />
£6.5m, a shortfall of £2.2m. The forecast delivery is £17.7m of which £4.8m is<br />
considered to be at high risk as compared to £6.2m of schemes identified in Month 6;<br />
CIP mitigation plans to achieve the £17.7m forecast are now as follows:<br />
Blue Green Amber Red Total<br />
£000 £000 £000 £000 £000<br />
Draft Forecast Outturn Workstream 7,090 2,270 2,190 2,998 14,548<br />
Add/(Deduct):<br />
Repatriation JAK 2 tests ‐ Path; Non recurrent Diagnostics 10 10<br />
Further opportunities identified post ‐ M6 Diagnostics 66 66<br />
Medicines Management ‐ various Medicines Management ‐121 182 166 227<br />
Lucentis ‐ pass back 65% of income to commissioners Medicines Management ‐152 ‐152<br />
VAT on Utilities ‐ b/f start by 1 month to December Estates 30 30<br />
Rates assessment Estates 100 100<br />
Emergency Care Non‐pay 24 100 124<br />
Outpatients ‐ 140k deducted in Tracker; replaced by Outpatients 36 300 16 352<br />
Outpatients ‐ FURTHER POSTS Outpatients 37 37<br />
Theatres ‐ ITU skill mix Theatres 62 62<br />
AHP's Workforce ‐ AHP ‐26 100 74<br />
Neurosciences Workforce ‐ Medical 16 94 20 130<br />
Nursing ‐ Bed & Site team Workforce ‐nursing 8 8<br />
Annual Leave accrual Corporate 750 750<br />
Medicines Management Medicines Management 400 400<br />
Stroke Consultant release 5 PA's Workforce ‐ Medical 20 20<br />
Medical locums ‐ VAT Corporate 600 600<br />
Other ‐ Salary sacrifice (Car parking), Pharmacy VAT Corporate 66 ‐49 297 314<br />
Final M6 Forecast Outturn 7,090 2,365 3,453 4,792 17,700<br />
Key areas to focus to maximise run rate <strong>and</strong> in year delivery <strong>and</strong> turn red schemes<br />
green:<br />
• Continue to implement mechanisms for monitoring, <strong>and</strong> challenging budget<br />
holders against agreed plans<br />
• Provide strong project management <strong>and</strong> delivery support to Directorates <strong>and</strong><br />
Work streams<br />
• Validate Bank <strong>and</strong> Agency reductions as real cost containment, supporting the<br />
achievements of the control total<br />
• Ensure rapid escalation of risks <strong>and</strong> issues relating to CIP delivery.<br />
• Embed recently developed Executive SRO roles<br />
1