3.2 Key elements of our 3.2.1 Operational and financial resilience Within the current strategic and financial context and, given the size and nature of the services (largely acute) that GHNT FT delivers, ensuring operational and financial resilience and future sustainability is a necessity and will be a focus of plans for the next twelve months and into the longer term. This is especially important given the increasing pressures being placed upon services, experiences of demand in previous months and also the new rules for funding capacity to manage winter surge. Work includes: A comprehensive non–elective improvement programme involving: Improving pathways for care of the frail elderly; discharge planning; Assessment and management of patient flow through emergency services; Supporting functions (pharmacy; discharge lounge), and Improving hospital discharge; Robust analysis of the capacity required to meet demand now and in the future, including bed review; Programme of productivity improvement and delivery of efficiency plans Pro-active workforce planning: innovative solutions to building capacity (see workforce section) Continued cross-system working through the Local System Resilience Group, redesign of urgent care pathways and supporting redesign of alternatives to hospital care. 3.2.2 Reduction variation and seven day working The Trust has undertaken a comprehensive base–line assessment across all of its services and has identified the following five standards to progress in 2015/16: Standard 1: Patient experience; • Standard 2: Time to first consultant review • Standard 4: Shift handovers • Standard 9: Transfer to community, primary and social care • Standard 10: Quality Improvement. • Lead clinicians have been closely involved in arriving at these priorities 3.2.3 Transformation, integration and community services Our plans continue to prioritise service transformation, working in collaboration with partner agencies across the local health economy to deliver service models that will provide right place; right time care, as close to home as possible, meaning that patients will come to hospital only when they need to. Priorities that are all reflected in this year’s commissioning intentions include: Urgent and ambulatory care services;
3.2 Key elements of our 3.2.1 Operational and financial resilience Within the current strategic and financial context and, given the size and nature of the services (largely acute) that GHNT FT delivers, ensuring operational and financial resilience and future sustainability is a necessity and will be a focus of plans for the next twelve months and into the longer term. This is especially important given the increasing pressures being placed upon services, experiences of demand in previous months and also the new rules for funding capacity to manage winter surge. Work includes: A comprehensive non–elective improvement programme involving: Improving pathways for care of the frail elderly; discharge planning; Assessment and management of patient flow through emergency services; Supporting functions (pharmacy; discharge lounge), and Improving hospital discharge; Robust analysis of the capacity required to meet demand now and in the future, including bed review; Programme of productivity improvement and delivery of efficiency plans Pro-active workforce planning: innovative solutions to building capacity (see workforce section) Continued cross-system working through the Local System Resilience Group, redesign of urgent care pathways and supporting redesign of alternatives to hospital care. 3.2.2 Reduction variation and seven day working The Trust has undertaken a comprehensive base–line assessment across all of its services and has identified the following five standards to progress in 2015/16: • Standard 1: Patient experience; • Standard 2: Time to first consultant review • Standard 4: Shift handovers • Standard 9: Transfer to community, primary and social care • Standard 10: Quality Improvement. Lead clinicians have been closely involved in arriving at these priorities 3.2.3 Transformation, integration and community services Our plans continue to prioritise service transformation, working in collaboration with partner agencies across the local health economy to deliver service models that will provide right place; right time care, as close to home as possible, meaning that patients will come to hospital only when they need to. Priorities that are all reflected in this year’s commissioning intentions include: Urgent and ambulatory care services;
Op%20Plan%20summary%20for%20publicationv2%20May%202015%20%283%29.docx