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2015/16 Corporate Priorities
Q2 Milestone Monitoring
Presented by:
Johanna Moss Director of Strategy and Business Development
Board of Directors 22nd October 2015
Date produced:
16th October 2015
Action for Board:
For information
For consideration
For decision
Item 10
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Corporate Priorities 2015/16 – Q2 Monitoring
This report provides an update to the Trust Board on progress against the Q2 milestones for the 13 corporate priorities for 2015/16. A refreshed monitoring
format is included in this report and it would be helpful to get feedback from Board members on the format and content.
The key to the RAG ratings is as follows:
Action completed in quarter planned
Actions not fully completed in quarter but plans in place to complete in next quarter
Actions no complete in quarter and high risk of non-completion in next quarter
Priority Area Transformation: Implementing key work streams that will deliver significant improvements in patient experience and operational effectiveness.
Executive Lead Ruth Russell
Summary of Progress this Quarter RAG Good progress has been made this quarter with transformational change projects in glaucoma and uveitis. The theatre improvement programme is also making progress, but additional resources are required to support this project and to drive change. The nature of this resource will be defined and the funding agreed to accelerate progress across the rest of the year. Across the programme, least progress has been made with the booking centre review and a dedicated service improvement resource has now been appointed to support this work.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Reducing the amount of time our patients wait when they visit the hospital in high priority areas;
Glaucoma – End to end pathway mapping exercise across all MEH sites, identifying best practice and benchmarking us against ourselves and others.
Funding agreed to support pathway mapping exercise across all glaucoma clinics at City Road. Provider identified, programme agreed, timetable to be finalised.
Glaucoma – define work streams and the resources required to support them and to deliver their objectives, including an operational plan for the roll out of the stable monitoring service.
Project steering group established with regular monthly meetings, work streams defined and managerial and clinical leaders identified. Specification and feasibility study for the roll
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out of the virtual clinic model across one floor of Caton Street complete. Funding secured to support phase one of the outpatient improvement project at St George’s – due to commence Mid-October 2015.
Agree stratification strategy. Complete – patients will be stratified into four agreed categories and care pathways planned accordingly.
Work stream initiation meetings for the pre-planning of care and the model of care development.
Work stream initiation meetings have taken place in both of these areas.
Review and revise clinic outcome form. Clinic outcome form revised to acknowledge stratification strategy.
Develop service performance dashboard. Draft service performance dashboard developed – requires further refinement in consultation with P&I.
Business case finalised and agreed. Business case finalised and presented to the ME and the TMB. Some aspects of case approved unconditionally, others are subject to further review.
Improving theatre efficiency throughout the network
Engage all sites in validating the output of the baseline utilisation assessment conducted at the end of 2014/15 and confirm work streams derived from the assessment findings.
Programme of work focused on City Road theatres. Work streams confirmed.
Confirm leads and the resource required to support the programme, establish steering group, agree measures including theatre utilisation, the percentage of theatre lists at City Road starting on time and turnaround time between cases, agree monitoring arrangements.
Resources required to support the programme in the process of being defined. Theatre metrics developed to provide accurate and auditable performance data for theatres. KPIs include; theatre utilisation (Q2 result 91%), and theatre start times (commenced in September – result 71.4% of sessions started within 15 minutes of their published start time). Successful introduction of materials management processes.
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Complete review of the staffing structure in theatres and begin recruitment to service-specific roles.
Review of staffing structure complete. Team leaders’ roles and other extended roles introduced. Staff consultation commenced.
New SOP for theatres in use across all MEH surgical services.
SOPs developed in draft form, not yet in use across all surgical services.
Improving administrative processes at all points along the patient pathway including booking processes to reduce the incidence of appointments being cancelled and rescheduled, and the management of medical records to minimise the number of missing notes;
Undertake second stage review to develop a strategy for the future of the trust’s booking function.
Present learning from the RTT18 recovery programme to the TMB, including actions required to mitigate residual risks.
We continue to embed the recommendations of the first stage review, such as agreed triage processes and the management of two-week-wait referrals. Some stage one actions have still to be completed and the stage two review has only been discussed via the clinical management structure review work on “quick wins”. A service improvement manager has now been appointed to take this work forward at a faster pace.
Deliver the relevant objectives of the clinical records department recovery plan.
Good progress against the relevant objectives of this plan.
Monitor performance against the agreed outcome measures.
The number of missing notes during quarter two was 0.5% of all health records required. The number of temporary notes created continues to come down as tracking of records continues to improve.
Approval of the case for digital tracking of records.
Further feasibility study carried out to define the requirements of a digital tracking system. Cross-directorate work continues on the business case.
Commence tender process for the records storage contract.
See below – actions now combined.
Develop a strategy for the longer term management and storage of records, including weeding, archiving and destroying where appropriate.
Discussions taking place with providers from within the NHS framework regarding the storage and management of health records.
Progressing plans to implement six day
working where appropriate.
Develop action plan and milestones. TMB has agreed an action plan for an initial piece of strategy work on the issue. This will initial work will be discussed by TMB and the Board in November.
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Priority Area Theatre Refurbishment: Execute the City Road theatres maintenance plan efficiently and safely, with as little disruption to our patients and staff as possible.
Executive Lead Ruth Russell
Summary of Progress this Quarter RAG
The theatre refurbishment programme in theatres five and six has been completed this quarter, despite a two week delay due to the discovery of asbestos contamination. The last phase of the project i.e. the refurbishment of theatres seven and eight, commenced at the end of September and the whole programme is on course to be completed by the end of November. There have been no quality and safety concerns associated with the project to date, and the directorate is recovering its activity position.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Execute the City Road theatres maintenance plan efficiently and safely, with as little disruption to our patients and staff as possible
Complete the refurbishment programme for theatres five and six, and re-commission these theatres.
Phase three of the project complete despite a two week delay due to the discovery of asbestos contamination.
Commence the refurbishment programme for theatres seven and eight.
The refurbishment of theatres seven and eight commenced at the end of September.
Quality, activity and income targets achieved. There have been no quality and safety concerns associated with the project to date and the directorate is recovering is income position.
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Priority Area Ocular Oncology: Conclude the safe transfer of the management of the ocular oncology service from Barts Health to Moorfields, ensuring that the service is operationally and financially sustainable.
Executive Lead Ruth Russell
Summary of Progress this Quarter RAG
The ocular oncology service transferred to Moorfields at the end of June 2015. The quality and performance of the new service are being measured against two performance matrix; one based on our contract and the other on a suite of internal key performance indicators. Performance against both matrix is reported and discussed at monthly performance meetings involving all members of the multi-disciplinary team and representation from NHS England. Progress to date has focused on establishing strong clinical leadership, tightening up administrative processes, establishing an effective relationship with Bart’s Health where the surgical activity still takes place, and monitoring patients through the patient pathway.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Conclude the safe transfer of the management of the ocular oncology service from Barts Health to Moorfields, ensuring that the service is operationally and financially sustainable.
Transfer the ownership of the service to Moorfields, with outpatient activity taking place exclusively at Moorfields City Road and surgery being undertaken at Bart’s under an agreed service level agreement (SLA).
Ownership of the service transferred to Moorfields at the end of June 2015.
Introduce a performance matrix to monitor the new service.
Two performance matrix in place and utilised, as outlined above.
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Priority Area Quality and Safety: Continue to drive improvements in quality and safety across the organisation by implementing the 20 key objectives set out in the trust’s Quality Plan
Executive Lead Tracy Luckett & Ian Tombleson
Summary of Progress this Quarter RAG
Progress has been made in a number of areas, particularly in CQC readiness. Work has commenced on a number of patient information initiatives including the introduction of several patient information documents. The work to introduce the accessible information standard has been delayed in part due to awaiting the appointment of head of communications. This work will be progressing in Q3. Overall this section for Q2 is green/ amber.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Preparing for a visit to Moorfields Q1 objective revisited: Establish the accessible information standard implementation group (ASIG).
TL, IT and JM have discussed and this group will meet in the 3
rd quarter involving the
interim head of Communications.
Agree project plan and milestones for ASIG. See above.
Develop a detailed plan for patient letters and identify the core event letters that need to be produced by PAS.
The improving patient letters project has commenced and the following progress was achieved in this quarter.
Following a review of all letters generated by PAS, a number of key letters have been revised and rolled-out (August 2015): – First appointments – Cancelled appointments – Follow-up appointments – Re-bookings following a DNA – Notification to GP of a patient DNA – Notification to GP that a patient is being discharged back into their care
Development and publication of a revised outpatient questionnaire to accompany new letters
A draft suite of maps to accompany new letters for all Moorfields locations
Development and publication of a new Welcome to Moorfields booklet
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to accompany letters, pulling together a range of useful information for patients
Develop and agree guidelines for good letter writing.
Editorial committee have reviewed a draft policy and final editing is underway.
Complete the core suite of information videos. Information videos currently in progress: corneal cross-linking (at sign-off stage) and anaesthesia (script approved by editorial committee and filming/editing in progress) Work has commenced on collating a list of video requirements and this work will be taken forward by the editorial committee.
Routinely publish information about clinical outcomes of the Trust’s website (in addition to the information in the Board reports).
Completed subject to Communications team loading onto the website.
Having appointments, care and treatment at Moorfields;
Implement changes to dress code and uniform policy for frontline, non-clinical staff and reinforce dress code for all staff.
Dress code policy has been updated, awaiting section on theatre attire.
Present interpreting services proposals to ME and TMB.
Implemented telephone interpreting service at 3 pilot sites – awaiting evaluation prior to agreeing a forward plan.
Develop an ECLO strategy in conjunction with the RNIB.
An ECLO has been appointed to Moorfields East (the only Directorate without support so far). Further work has commenced, in conjunction with the RNIB reviewing the ECLO provision for the rest of the organisation.
Introduce the symbiotic system to facilitate infection control audit reporting.
Scoping and development work has been completed and the system will go live in Q3.
Collate data from fieldwork, stakeholder interviews and other findings and recommendations to inform the project and develop and introduce a model for ophthalmic nursing.
Fieldwork has been collated and the majority of stakeholders have been engaged. This workstream is on track.
Roll out MCA training throughout the organisation. This is being rolled out prioritising medical consultants and senior clinicians.
After a visit to Moorfields;
Develop a patient feedback management policy including the management of patient surveys, feedback received via social media
Patient Experience and Engagement Strategy in draft and awaiting feedback.
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and closing the loop i.e. sharing and learning from patient feedback and complaints.
Complete the development of a policy which will describe how clinic letters should be drafted and distributed to patients in a timely way.
As above under good letter writing policy.
Continue to prepare for the forthcoming CQC inspection, anticipated in 2015, with an ambition to achieve a rating of at least “Good”.
Managers’ handbook available. A phased approach is being taken to the production of the managers handbook, which is being released in sections (in the form of support packages and guidance) over the coming months. This will be done strategically to support each phase of inspection readiness - from action planning to preparing for the onsite inspection. This will in turn make information relevant to the work underway, and more digestible. These will be completed in Q3 but on-going support will continue into Q4.
Self-assessments retuned and analysed. Complete.
Complete site by site/local performance reviews.
Several reviews have taken place and these will continue during Q3 and possibly Q4.
Commence local improvement action plans. These plans have commenced.
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Priority Area Project Oriel: Progress the development of our new joint facility with the IoO
Executive Lead John Pelly
Summary of Progress this Quarter RAG
The key driver is securing a new site and for this we are beholden to the preferred site owners (Camden & Islington MH FT). They are making very slow progress and their SOC sign-off date is at large. A high level intervention is needed to bring this to a satisfactory conclusion. Sale proceeds split needs finalising to give both partners a greater degree of certainty as to likely receipt so this can be factored into the affordability model. UCL need demonstrate a willingness to conclude this debate. Fundraising need a sire secured in order to be able to leverage the donor market.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Securing a site for the new building SOC completed for the preferred site including MEH as a shortlisted option.
This is a CandI product, indications are that we will be included but SOC is not yet issued and sign-off date is in some doubt.
Complete the initial review of the Stratford site plan and make decision re whether to proceed to the next stage.
Complete ready for review at TMB on 27th October.
Complete the initial review of the hybrid plan and make decision re whether to proceed to the next stage.
Initial scoping complete, on hold whilst corporate financial review underway.
Maximising the return from the sale of the City Road site
Prepare marketing due diligence data for the City Road site. prepared.
Complete to the appropriate level for this point in time.
Agree UCL sale proceeds. 90% complete. Needs UCL to “come to the table”.
Design development;
Design brief signed off by internal project boards.
Complete except education (no MEH lead in place). UCL have queried some minor points on Main Entrance brief.
Launching the fundraising campaign.
Engage with major donor prospects. This is ongoing but is hampered by lack of secured new site.
Engage with consultants. Individual consultants continue to be engaged to build the pool of prospects and to help facilitate introductions.
Engage with volunteer leaders, planning 1-2 intimate volunteer hosted events.
Planning and engagement continues but is largely dependent on new site being secured.
Develop campaign materials – portfolio. This is ongoing and will evolve with the campaign, once it gets properly underway.
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Priority Area Electronic Medical Record: Continue the development of our electronic medical record system
Executive Lead Charles Nall
Summary of Progress this Quarter RAG
The project is running a quarter late. This is primarily due to clinical consultation over the summer to ensure agreement to strategic options, and engagement in system specification and benefits definition. Technical pathway and estimated costs will report shortly (ETA 2.10.2015). Resourcing this project remains the key short term priority with a search on for suitable advises. MEH resource has been identified and practicalities are being addressed to free this up.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Agreeing and delivering a commercial and technical solution to ensure a strong future foundation for the application
Finalise business case. Now in Q3.
Business case approval by management committees, the Trust Board and the Membership Council.
Now in Q3.
Ensuring its applicability in all Moorfields sites and services
Rectify technology and product factors. Rectification of technology underway, only partial rectification of product was ever possible given limited desire to invest in what may become an obsolete investment.
Commencing implementation of the planned clinical and operational benefits of the system.
Commence implementation of digitalisation strategy and benefits realisation plan.
Awaits earlier steps.
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Priority Area The Moorfields Way: Continue the development and implementation of the Moorfields Way (TMW)
Executive Lead Sally Storey
Summary of Progress this Quarter RAG
Progress on implementing The Moorfields Way has been strong, with the formal launch of the commitments and behaviours, accompanied by a new appraisal process, and publicity material including posters for staff areas, postcards and lanyards. The Q2 Staff friends and Family Test included questions asking whether staff had heard of TMW, whether it was beginning to make a difference, and if they had examples. 92% of respondents said they had heard of TMW, 26% said they were noticing a difference and there were over 100 comments relating to positive examples.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Integrating the commitments and behaviours into key organisational processes and systems, including appraisals and recruitment;
Roll out appraisal process across the whole trust.
The new appraisal process incorporating TMW has been launched.
Develop and test commitments-based recruitment process.
A bank of questions, and scenario-based examples, for recruiting managers to use has been developed.
Making appropriate connections to other relevant organisational initiatives such as the transformation programme, Care Quality Commission (CQC) readiness planning, and learning and development programmes;
Publish programme of training supporting TMW, including leadership development, conducting difficult conversations and role modelling.
A full suite of development programmes is published on Insight and includes different levels of leadership and management development, conducting difficult conversations and bespoke coaching support. Actors have been used with team to provide scenario training based on real examples. A bid for Special Trustees funding to extend this training has been submitted.
Identify support required for CQC readiness. The L&D team are working closely with the compliance team as well as departmental managers to build TMW into CQC preparation.
Re-launch employees of the month incorporating TMW.
The employee of the month nomination process has been developed to incorporate TMW commitments.
Directorate and department level action planning, tailored to their specific needs and linking to staff survey action plans.
Implement action plans, prioritising areas of concern within the staff survey.
Departmental action planning is being fully supported by the L&D and HR teams.
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Priority Area Education: Progress the implementation of the Education Strategy
Executive Lead Sally Storey
Summary of Progress this Quarter RAG
Elements of the education strategy that are not dependent on a Director of Education, including the continued development of an extensive range of internal programmes to meet identified needs, development and marketing of external offerings, closer working between the L&D, nurse education and post-graduate education teams, and the implementation of Insight as a one stop shop for all education activity, are progressing well. Progress in other areas, such as the development of an overarching business plan, the formalisation of external strategic partnerships, and the integration of the three separate teams, continues to be hampered by the absence of a Director. A decision to seek charitable funding for a part time role for two years has resulted in a bid being put forward to the Special Trustees, and a decision is expected in November. Should charitable funding for the role not prove possible, this corporate priority will be revisited.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Recruiting a new director of education; Appoint a director of education on the basis agreed.
A funding application is to be considered by the Special Trustees at their meeting in November 2015.
Creating an integrated education directorate;
Clarify and consult on the functions and resources to be incorporated within an integrated directorate.
Some discussions have taken place but conclusions have not been reached as yet.
Confirm premises available for an integrated function.
Centralised premises are unlikely until the new hospital, but the planned move of the general L&D function to Kemp House will bring this team nearer colleagues in nurse education and post-graduate medical education.
Formalising the strategic partnership with the IoO;
Prepare heads of agreement (reliant on the director of education).
Awaiting Director of Education.
Developing an education business plan; Implement short term objectives including the introduction of the Higher Education Qualification in optometry, due to take place in this quarter.
Progress on key developments such as the higher optometry and ophthalmic nursing programmes are not affected by the absence of a Director, and the wide range of programmes the trust offers to external learners continues.
Identify high-level elements required in the plan.
Formal business plan awaiting the Director.
Agreeing the education requirements for the new building.
Refine and confirm requirements (reliant on director of education).
Analysis of current needs has been completed.
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Priority Area St Georges : Progress planning for the re-provision of Moorfields’ facilities at St Georges
Executive Lead Steven Davies
Summary of Progress this Quarter RAG
During the quarter the Trust Board and Membership Council approved the business case for our future estate provision at the St Georges hospital site following detailed discussions with St Georges NHS Foundation Trust (SGH FT). The corresponding decision by SGH FT was originally planned to be taken at their September or October Board meetings, which did not happen. Engagement is ongoing with directors at SGH FT as to the reasons for this and to ascertain the next steps in their decision making process. Further engagement will take place internally to establish other short term options for relieving space pressure at our SGH site.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Agreeing a revised relocation plan with St George’s hospital management
Management Executive / TMB decision. Business case approved at Man Exec / TMB.
Strategy and Investment Committee/Trust Board/Membership Council Decision.
Business case approved at S&I/Board/Council.
New loan application if required. Existing loan finance deemed sufficient.
Construction contract, revised SLA and revised lease agreed with SGH management team.
Some progress made on historic leases but not yet signed. Progress on new leases and construction contract not progressed.
Creating and implementing a delivery plan Finalise project execution plan. Further engagement with SGH FT required to finalise execution plan.
Agreeing and implementing a solution for our short-term space requirements.
To be defined following outcome of the business case.
Short term solution was not thought to be required as part of the business case. Given delay in SGH FT decision, further meetings will now take place internally to consider available options.
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Priority Area Moorfields East: Progress the establishment of a surgical hub in the East of London
Executive Lead Jo Moss
Summary of Progress this Quarter RAG
The building has been sized predicated upon activity modelling and costed. Preferred location identified and land owners engaged. Needs corporate finance to be confirmed before proceeding.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Concluding the options appraisal and finalising the business case;
Develop and agree Benefits realisation plan. Very little progress, as we don't have a preferred option yet.
Complete and submit business case. Options appraisal complete. Business case drafted but needs pre-engagement & consultation to be completed and this is on hold pending corporate financial review.
Establishing a financing plan; Finalise financial case, including financing arrangements, affordability assessment and financial impact of preferred option on trust finances.
Linked to corporate position, budget envelope awaited. Capital cost worked up, land cost being advised by owner.
Securing appropriate premises; TBC
Discussions initiated with preferred site owner.
Creating and implementing a delivery plan. TBC Until scope and affordability are confirmed we are unable to deliver a plan to deliver.
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Priority Area Research and Development: Maintain our excellence in R&D through continued progress in the implementation of the joint R&D strategy
Executive Lead Peng Khaw / Maria Hassard
Summary of Progress this Quarter RAG This quarter has been very focused on the research talent theme of the joint strategy. Ensuring the sustainability of intellectual horsepower will be a crucial feature of the forthcoming re-application process underpinned by the IoO review which is regarded as essential to refocus the business model of the IoO and create the alignments needed from preclinical science to academic clinical research and translation to the clinic. As a result the BRC manager role is being broadened in its scope to facilitate the crafting, consultation and deployment of the new structures.
Priority Area Detailed Q2 Objective Q2 Progress RAG Recruiting and retaining outstanding research talent;
Appoint to a new senior (professiorial) Joint Academic post to lead the translational impact and integration of research on site, with the key mission of positioning the joint site for the new BRC applications expected in 2016.
Prof Andew Dick, has taken up this position.
Increasing commercial trials and developing commercial partnerships. Enterprise.
Association for Research in Vision and Ophthalmology (ARVO) meetings to generate additional contacts and interest in developing corporate relationships in addition to academic one-to-one relationships.
Our Commercial Alliance Manager Julian Hughes has successfully engaged with the Quintiles Prime Site team and others, over the last quarter 4 trails have been forth coming. This has flagged a medical staffing constraint which is being tackled via two medical Champions Praveen Patel and Richard Lee. Whilst we are being successful there is internal work and resourcing needed to build medical capacity.
Draft Incubator Proposal. The incubator proposal has been suspended as the facility was too small for the Johnson and Johnson requirements. Athena Vision have yet to respond to the financial projections offered my MEH finance team. The IoO review will influence the
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requirement and direction of a potential incubator.
Innovation and Integration Appoint new Dep CD to Frank Larkin: Clinical Research Facility.
DH test Beds submissions for delivering innovation at scale.
Dr Richard Lee has been appointed as Deputy CD of the Clinical Research Facility to Mr Frank Larkin The test Best Application has been submitted
Informatics The eMedLab programme is an £8M Wellcome Trust bid for projects in digital health. PL will be leading on projects with the Head of Digital Health at UCL to explore options for specific pieces of work
This is tracking to schedule with the specific pieces of work now tied to the new work themes to reflect the IoO review. Staff are currently being consulted on leads for work packages.
Developing the case for BRC and CRF renewal with UCL IoO formal review of academic position and future projections.
Launch ‘Year of Light’ programme for BRC. Alignment of UCLP eyes and visions themes. Synergy with Joint Strategy. Recruiting to deliver a robust nursing support team for the CRF.
The year of light programme featured at the MEH AGM, is progressing well and will end at the winter solstice. The new themes for alignment across the UCLP arena will now also take the IoO review as a major part of delivering the Eyes and Vision Research strategy. There are weekly meetings to ensure the structures are consulted upon and worked up in such a way as to position the BRC CRF and wider Joint strategy for a successful re-application process. The CRF Nursing team has now recruited all its new staff. The team meet regularly with the Exec Director of Nursing for professional oversight and to optimise safety, quality, learning and performance. Day to day management remains via Dep Director of Research and Development.
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Priority Area Moorfields Pharmaceuticals: Implement the agreed restructuring of our pharmaceuticals commercial activities to deliver a commercially viable business.
Executive Lead Charles Nall / Alan Krol
Summary of Progress this Quarter RAG
Objectives achieved and financial objectives exceeded.
Priority Area Detailed Q2 Objective Q2 Progress RAG
Following closure of the Moorfields Pharmaceuticals manufacturing unit, implement the agreed restructuring of our pharmaceuticals commercial activities to deliver a commercially viable business.
Secure product distribution agreements with main and short line wholesalers.
Main and short line wholesalers established to distribute product range.
Establish UDG as customer services centre for unlicensed products (specials).
Objective achieved.
Develop relationships with main community pharmacy groups for product supply.
Key account manager roles introduced and on-going interaction with four main community pharmacy groups – Boots, Lloyds, Well (formerly Co-op) and Rowlands.
Review sales revenues and profit against agreed business plan.
Products business
achieved YTD sales revenues of £2,131K which were £90K or 4% ahead of budget (£2,041K)
achieved YTD EBITDA of £201K which was £90K or 81% ahead of budget (£111K)
Board review of position against business plan.
Included in Trust financial reporting.
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Priority Area Private Patients: Continue the development and expansion of our private patient services
Executive Lead Maria Dimmock
Summary of Progress this Quarter Q2 performance figures have not yet been published, however, as at Month 5 – August 2015, overall contribution was £1.75m which is believe plan by £232k primarily due to a reduction in revenues from outpatient services. Inpatient and day case activity is up by 5% on the previous year. The business case for the Cayton Street Development was presented to both the Trust Board and Committee of Trustees and received approval for £4.3m capital investment. A Project Board and Project Team structure have been established for the delivery of the Cayton Street Project and timelines agreed for the tender document to be issued to interested parties by the 12
th October 2015 – Q3. Finalised bids, presentations and award of the contract are due for completion
by the end of Q3. The CQC Readiness Assessment has been completed and action plans developed for all Private Patient areas across clinical and administrative functions. Engagement with consultants continues to take place on an informal basis as well as formally through a consultation process on the Upper Wimpole facility in the West End to inform the short, medium and long term options for the services to be provided in this location. Also, consultants have attended recent communication forums for the Cayton Street Project to inform decisions on pathways and room layout.
Priority Area Q2 Objective Q2 Progress RAG Expanding the City Road outpatient facilities through the development of the Cayton Street building;
Sign off final plans and business case with an agreed plan for the phasing of capital expenditure to support the building renovation project.
Project Board and Project Team established. 1:200 and 1:50 drawings, Design Standards document and draft Tender document completed in accordance with project schedule. A separate finance group has been formed to report on the phasing of expenditure, chaired by the Trust’s Deputy Director of Finance.
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Continued expansion of private patient services in the West End and at Moorfields Croydon/Purley, Ealing, Stratford and Northwick Park;
Commence private patients’ services in the Ludwig Guttman Centre in Stratford, with associated surgery taking place at City Road.
Commencement of Stratford satellite service delayed as more work was required in Q2 to set up the Croydon/Purley service in the quarter. A site visit to Stratford took place in Q2 with the on-site manager and interest in the service has been expressed by 2 consultants who currently take private patients to competitor facilities. Meeting set with the Trust’s GM to progress this initiative in November 2015.
West End – a service review has taken place following a consultation with consultants about the service provision at this location. A phased action plan is being finalised for the short term issues of diagnostic capability; medium term investment in the configuration of the space and consulting room refurbishment and long term plans to relocate within the West End.
Green
Working in collaboration with Moorfields Private consultants through the newly formed Advisory Group, and continuing to explore joint venture opportunities.
Hold the first meeting of the Advisory Group and schedule meetings quarterly to engage consultants in the plans to invest in new and improved facilities, and in identifying new marketing opportunities. These meetings are also being used to communicate operational and governance- related imperatives.
Advisory Group meeting date to be set for end of October. Medical Director has agreed to Co-Chair meeting with the Moorfields Private Managing Director to raise the profile of the group and ensure good attendance. Managing Director has attended 2 LLP Board meetings to update them on the Cayton Street Project and the next phase of review of theatre utilisation and provision.
