Trust Board papers November 2012 - Barking Havering and ...

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