Royal Liverpool and Broadgreen Hospitals NHS Trust 2013/14 Plan

1. Royal Liverpool and Broadgreen Hospitals NHS Trust2013/14 Plan 5th April 2013

2. Royal Liverpool - Review of 2012/13 (1) • Highlights of 2012/13 • Delivered on all mandated performance targets • Delivered financial plans • Achievement of NHSLA level 3 • Full compliance with standards following two unannounced CQC inspections • Da Vinci Robot • Reduced los for urology elective cases • First robotic colorectal cases

3. Royal Liverpool - Review of 2012/13 (2) • Highlights of 2012/13 cont. • Pilot site for friends & family test • Stroke services – performance in top five nationally • MTCC accreditation • MTCC performance – TARN data supports high performing level 1 trauma unit

4. Royal Liverpool - Plans for 2013/14 (1) • Plans for 2013/14 • Deliver all mandated performance targets • Enhance patient experience & developing system for real time feedback • Embed National Quality Dashboard – from board to ward • Deliver financial plan • Achieve financial close for new hospital

5. Royal Liverpool - Plans for 2013/14 (2) • Plans for 2013/14 • Progress successful FT application • Maintain successful MTC collaboration • Develop & build upon partnerships

6. NHS Trust 2013/14 improvement priorities template Annex A For too long, significant variation in the quality of care has existed in the NHS, meaning patients in some parts of the NHS Trust sector receive world class care in a particular service while patients in other parts of the system don’t. Tackling that variation won’t just lead to improvements in care provided across the NHS Trust sector; all the evidence suggests it would also make the way we deliver care more efficient. We want to support NHS Trusts to close the gap on variation, create the conditions where highly performing Trusts can share best practice with poorer performing organisations, bring the best national expertise to bear on issues which require further support and ensure the local expertise we provide directly through our Delivery and Development teams is on hand to help NHS Trusts when they need it. As part of this, we expect every NHS Trust to identify five key areas of delivery where there is a significant variation from the top performers in the NHS and to set out an improvement plan to bridge that gap in the coming year.

7. NHS Trust 2013/14 improvement priorities template Annex A For too long, significant variation in the quality of care has existed in the NHS, meaning patients in some parts of the NHS Trust sector receive world class care in a particular service while patients in other parts of the system don’t. Tackling that variation won’t just lead to improvements in care provided across the NHS Trust sector; all the evidence suggests it would also make the way we deliver care more efficient. We want to support NHS Trusts to close the gap on variation, create the conditions where highly performing Trusts can share best practice with poorer performing organisations, bring the best national expertise to bear on issues which require further support and ensure the local expertise we provide directly through our Delivery and Development teams is on hand to help NHS Trusts when they need it. As part of this, we expect every NHS Trust to identify five key areas of delivery where there is a significant variation from the top performers in the NHS and to set out an improvement plan to bridge that gap in the coming year.

8. NHS Trust 2013/14 improvement priorities template Annex A For too long, significant variation in the quality of care has existed in the NHS, meaning patients in some parts of the NHS Trust sector receive world class care in a particular service while patients in other parts of the system don’t. Tackling that variation won’t just lead to improvements in care provided across the NHS Trust sector; all the evidence suggests it would also make the way we deliver care more efficient. We want to support NHS Trusts to close the gap on variation, create the conditions where highly performing Trusts can share best practice with poorer performing organisations, bring the best national expertise to bear on issues which require further support and ensure the local expertise we provide directly through our Delivery and Development teams is on hand to help NHS Trusts when they need it. As part of this, we expect every NHS Trust to identify five key areas of delivery where there is a significant variation from the top performers in the NHS and to set out an improvement plan to bridge that gap in the coming year.

9. NHS Trust 2013/14 improvement priorities template Annex A For too long, significant variation in the quality of care has existed in the NHS, meaning patients in some parts of the NHS Trust sector receive world class care in a particular service while patients in other parts of the system don’t. Tackling that variation won’t just lead to improvements in care provided across the NHS Trust sector; all the evidence suggests it would also make the way we deliver care more efficient. We want to support NHS Trusts to close the gap on variation, create the conditions where highly performing Trusts can share best practice with poorer performing organisations, bring the best national expertise to bear on issues which require further support and ensure the local expertise we provide directly through our Delivery and Development teams is on hand to help NHS Trusts when they need it. As part of this, we expect every NHS Trust to identify five key areas of delivery where there is a significant variation from the top performers in the NHS and to set out an improvement plan to bridge that gap in the coming year.

10. NHS Trust 2013/14 improvement priorities template Annex A For too long, significant variation in the quality of care has existed in the NHS, meaning patients in some parts of the NHS Trust sector receive world class care in a particular service while patients in other parts of the system don’t. Tackling that variation won’t just lead to improvements in care provided across the NHS Trust sector; all the evidence suggests it would also make the way we deliver care more efficient. We want to support NHS Trusts to close the gap on variation, create the conditions where highly performing Trusts can share best practice with poorer performing organisations, bring the best national expertise to bear on issues which require further support and ensure the local expertise we provide directly through our Delivery and Development teams is on hand to help NHS Trusts when they need it. As part of this, we expect every NHS Trust to identify five key areas of delivery where there is a significant variation from the top performers in the NHS and to set out an improvement plan to bridge that gap in the coming year.

11. NHS Trust 2013/14 development priorities template Annex B The planning process will identify the support that NHS Trusts may require to achieve their goals. Organisations will have access to a wide range of potential support in the new system, from the NHS Leadership Academy, the new Improvement Body clinical networks and senates, and the NHS TDA itself. To establish a fuller and clearer understanding of the support each NHS Trust would find most beneficial we are asking each Trust to identify a small number (3-6) of high priority support and development needs. These might include things the NHS TDA can offer directly, such as networking, peer support and access to expertise; or they may include things that the NHS TDA can help Trusts to access elsewhere in the system. Please complete the template below to identify these needs.