County Council to participate in the Oxfordshire Care Alliance and that information around this had been shared with them. i The Board noted the report. BOD Performance Report 66/18 a The Director of Strategy & Performance presented the report BOD 50/2018 on performance against the Single Oversight Framework for March 2018 (Month 12). The Trust had met or exceeded 90% of the 943 performance indicators reported in March; the number of reportable indicators varied each month (depending upon the frequency of the reporting expected e.g. quarterly or monthly) but the Trust continued to achieve 90% compliance overall. However, there were areas of compliance, some of which were persistent, which were being analysed to identify root causes for resolution. Areas of underperformance were set out in the report and although both areas had been themes for the Trust for a while, they were also both indicators which were underperforming at a national level: (i) workforce pressures and difficulties in recruitment and retention; and (ii) clients in settled (as opposed to ‘stable’) accommodation the difference between the two definitions still – required resolution between the CCG and regulators but the Trust had achieved its locally contracted targets. b In relation to performance indicators for the Section 75 Agreements with Oxfordshire County Council and Buckinghamshire County Council, the Trust had achieved 91% compared to 92% compliance in the previous report, against Month 11 (reporting being one month in arrears). c The Directorate had improved in performance Older People’s having achieved 80% compliance in March up from 77% compliance in February and January but not quite up to the 82% compliance in December and November. He highlighted that demand for services in the directorate had been excessive for the past 6 months, with pressures continuing in particular for Out of Hours (OOH) and Continuing Health Care services. He explained that a team which may have capacity for 160 referrals was constantly receiving closer to 190 referrals. However, patients had remained safe whilst under OOH care. The OOH service had previously forecast compliance with all indicators by May 2018; a review of the OOH service by the Executive was scheduled for May.
i County Council to participate in the Oxfordshire Care Alliance and that information around this had been shared with them. The Board noted the report. BOD 66/18 a b c Performance Report The Director of Strategy & Performance presented the report BOD 50/2018 on performance against the Single Oversight Framework for March 2018 (Month 12). The Trust had met or exceeded 90% of the 943 performance indicators reported in March; the number of reportable indicators varied each month (depending upon the frequency of the reporting expected e.g. quarterly or monthly) but the Trust continued to achieve 90% compliance overall. However, there were areas of some of which were persistent, which were being analysed to identify root causes for resolution. Areas of underperformance were set out in the report and although both areas had been themes for the Trust for a while, they were also both indicators which were underperforming at a national level: (i) workforce pressures and difficulties in recruitment and retention; and (ii) clients in settled (as opposed to ‘stable’) accommodation – the difference between the two definitions still required resolution between the CCG and regulators but the Trust had achieved its locally contracted targets. In relation to performance indicators for the Section 75 Agreements with Oxfordshire County Council and Buckinghamshire County Council, the Trust had achieved 91% compliance, compared to 92% compliance in the previous report, against Month 11 (reporting being one month in arrears). The Older People’s Directorate had improved in performance having achieved 80% compliance in March up from 77% compliance in February and January but not quite up to the 82% compliance in December and November. He highlighted that demand for services in the directorate had been excessive for the past 6 months, with pressures continuing in particular for Out of Hours (OOH) and Continuing Health Care services. He explained that a team which may have capacity for 160 referrals was constantly receiving closer to 190 referrals. However, patients had remained safe whilst under OOH care. The OOH service had previously forecast compliance with all indicators by May 2018; a review of the OOH service by the Executive was scheduled for May.
62i_BOD_Mins_25-April-2018-v.1b.docx