A G E N D A 1. APOLOGIES FOR ABSENCE Ian Metcalfe 2 ...
A G E N D A 1. APOLOGIES FOR ABSENCE Ian Metcalfe 2 ... A G E N D A 1. APOLOGIES FOR ABSENCE Ian Metcalfe 2 ...
KT asked whether there was any evidence of a wider appreciationof the issues with emergency activity among healthcare partnersin community. HL confirmed there were lots of discussions andthat there had been progress and they were working to allowdirect access to the out of hours GP service without anappointment by the end of May. She added that the Trust was stillworking with local GPs to increase their presence in ED Minors inaddition to ED Majors and also to ensure assessments for patientswith ongoing health and social care needs are carried outside ofthe hospital as more efficient.TS added that The King’s Fund had been commissioned toidentify the priorities locally and one of the recommendations waslikely to be that the acute trusts should manage communityhospitals in order to better align the incentives to move patientsout of an acute care setting into a more appropriate one.IM asked whether the performance issues with the 18 weekreferral to treatment targets were likely to continue while activitylevels remained high. HL replied that the Trust had prepared atrajectory for recovery and a capacity plan in order to achievecompliance in a clinically sustainable way between May andOctober in all specialities. She added that some breaches weredue to cancellations and complex pathways.(b) Financial Performance (Appendix F)SH presented the paper, noting that the year-end results weresubject to external audit. He reported that:• EBITDA had fallen due to a reduction in non-operatingexpenditure and a non recurrent increase in operatingexpenditure, the first related to the reduced capitalprogramme and a revaluation of the Trust’s asset base bythe District Valuer and the latter to the initial planning anddesign fees in relation to Christchurch Hospital;• the Trust had met the transformation plan for 2012/13 buthe expressed caution on the outlook for the coming year inparticular in the context of non-recurrent savings.He concluded that the 2012/13 performance had been excellentand there were no concerns relating to any Directorate.JS requested whether additional information on staff vacancylevels could be provided in the report to highlight areas wherevacancy levels were high. SH confirmed that the reporting relatedto unfilled clinical vacancies only and reported at an aggregatelevel across the Trust.SHBOD/Part 1MINS 10.05.13 PAGE 8 OF 16
(c)Stroke Performance (Presentation)Damian Jenkinson, Joseph Kwan and Clare Gordon joined themeeting.DJ commented that the concern shown by the Board and theCouncil of Governors both pleased and troubled him as heappreciated the priority and focus on the performance of theStroke Unit but was aware at the same time that the performancehad created some anxiety.DJ delivered his presentation, explaining that:• the targets for Stroke performance were measures of theprocess of care rather than clinical outcomes but it hadbeen demonstrated that the quality of the process waslinked to good outcomes;• patients’ survival and their ability to live independently washeavily influenced by their condition prior to their stroke;• 100% of patients should be directly admitted to the StrokeUnit and the recent dip in the Trust’s performance and themore recent recovery in performance;• the aspiration for 80% of patients to spend 90% of their stayon the Stroke Unit;• there was a pattern in terms of annual performance and theactions which had been taken had led to an improvementequating to a smaller dip in performance in 2012/13 thanthe previous year;• other performance measures relating to brain imaging andthrombolysis were provided with support from Radiologyand the Trust’s performance was close to the nationalaverage;• the introduction of a weekend service for TIA as it wasimportant to act quickly and prevent strokes in thesepatient;• both he and JK had worked weekends and this wasdelivering an excellent service, with imaging within 20minutes and the results within 25 minutes, although due tocoding issues they did not have data available yet;• the excellent, high quality service provided through EarlySupported Discharge (ESD) work which supported patientsoutside Hospital where they recover better;• the Stroke Unit was looking to expand the communityservice for patients who did not qualify for ESD due to theirmore complex needs;• the reduction in the number of beds when the Stroke Unitwas opened was due to the reduction in delays relating totransfer to Christchurch Hospital, ESD and increasedconsultant ward rounds and the Department of Health’sasset tool had been used to support these calculationswhich were still correct (although a different mix of bedsBOD/Part 1MINS 10.05.13 PAGE 9 OF 16
- Page 1 and 2: A meeting of the Board of Directors
- Page 3 and 4: THE ROYAL BOURNEMOUTH AND CHRISTCHU
- Page 5 and 6: In response to a question from KT a
- Page 7 and 8: how this was being rolled out throu
- Page 9: still challenged at times;• that
- Page 13 and 14: • nurse staffing was already bein
- Page 15 and 16: (b) Informatics Strategy (Appendix
- Page 17 and 18: (b)Monitor’s Guidance for NHS Pro
- Page 19 and 20: THE ROYAL BOURNEMOUTH AND CHRISTCHU
- Page 21 and 22: BOARD OF DIRECTORSMeeting Date and
- Page 23 and 24: Quality Impact Assessments 2013/14T
- Page 26 and 27: Example of completed QIATransformat
- Page 28 and 29: Board of Directors Part 114th June
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- Page 34 and 35: Trust Performance Dashboard - Quali
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- Page 40 and 41: BOARD OF DIRECTORSMeeting Date and
- Page 42 and 43: Board of Directors Part 114 June 20
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KT asked whether there was any evidence of a wider appreciationof the issues with emergency activity among healthcare partnersin community. HL confirmed there were lots of discussions andthat there had been progress and they were working to allowdirect access to the out of hours GP service without anappointment by the end of May. She added that the Trust was stillworking with local GPs to increase their presence in ED Minors inaddition to ED Majors and also to ensure assessments for patientswith ongoing health and social care needs are carried outside ofthe hospital as more efficient.TS added that The King’s Fund had been commissioned toidentify the priorities locally and one of the recommendations waslikely to be that the acute trusts should manage communityhospitals in order to better align the incentives to move patientsout of an acute care setting into a more appropriate one.IM asked whether the performance issues with the 18 weekreferral to treatment targets were likely to continue while activitylevels remained high. HL replied that the Trust had prepared atrajectory for recovery and a capacity plan in order to achievecompliance in a clinically sustainable way between May andOctober in all specialities. She added that some breaches weredue to cancellations and complex pathways.(b) Financial Performance (Appendix F)SH presented the paper, noting that the year-end results weresubject to external audit. He reported that:• EBITDA had fallen due to a reduction in non-operatingexpenditure and a non recurrent increase in operatingexpenditure, the first related to the reduced capitalprogramme and a revaluation of the Trust’s asset base bythe District Valuer and the latter to the initial planning anddesign fees in relation to Christchurch Hospital;• the Trust had met the transformation plan for 2012/13 buthe expressed caution on the outlook for the coming year inparticular in the context of non-recurrent savings.He concluded that the 2012/13 performance had been excellentand there were no concerns relating to any Directorate.JS requested whether additional information on staff vacancylevels could be provided in the report to highlight areas wherevacancy levels were high. SH confirmed that the reporting relatedto unfilled clinical vacancies only and reported at an aggregatelevel across the Trust.SHBOD/Part 1MINS 10.05.13 PAGE 8 OF 16
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