OXFORDSHIRE LOCAL MEDICAL COMMITTEE Thursday 5 June 2008

1. OXFORDSHIRE LOCAL MEDICAL COMMITTEE Thursday 5 June 2008

2. Progress with our FT application • We have prepared an Integrated Business Plan (IBP) and long term financial model (LTFM) - covering the period 2008 to 2014 • We are about to begin FT consultation – mid June to mid September 2008 • Membership recruitment starting soon • Aim to achieve FT status by the end of 2008/9.

3. FT consultation • Two main issues for consultation: • Our strategic aims for the next five years • Our membership and governance proposals • Not consultation about whether we become a Foundation Trust, as this is national policy.

4. Our journey • Strategic review • Estates strategy • Performance improvement • Foundation Trust and Academic Health Sciences Centre

5. Vision for the ORH as a Foundation Trust ‘A successful Academic Health Sciences Centre, achieving international excellence in patient care, research and education and contributing to the health of current and future populations’

6. Our four strategic aims • To be the hospital of choice for patients by providing outstanding clinical and customer focused patient care that will be valued by our partners and the communities that we serve. • To be a world leading teaching hospital and Academic Health Sciences centre, with an international reputation for advancements in medicine and bio-medical research, able to offer specialist expertise and outstanding teaching and treatment facilities. • To achieve financial sustainability and long term growth by intelligent re-design of our hospital services abased on improved leadership, productivity and efficiency. • To be an excellent employer with flexible policies that will encourage the recruitment and retention of quality staff.

7. Our strategic objectives – clinical services • Defining services – To consolidate and advance the international status of the Trust’s defining services. • Emerging services - To identify, evaluate, prioritise and nurture emerging services • Core services – To provide high quality, efficient and innovative core services that meet the needs of local patients and the challenges of the local health community. • Specialist services – To continue to strengthen the Trust’s portfolio of specialist services and to consolidate and extend the catchment area from which patients for specialist services are drawn. • Platform services – To ensure that the development of platform services parallels and advances the strategy for clinical services, ensuring that platform services contribute to optimising the efficiency and customer care focus of the Trust.

8. Our strategic objectives – ‘cross-cutting’ • Academic Health Sciences Centre – To develop the Trust’s role as an academic medical centre of international standing. • Quality of care and safety – To provide demonstrably excellent clinical outcomes and indicators of patient safety. • Customer focused patient care – To improve the overall patient experience by offering excellent customer care. • Social responsibility – To maximise the Trust’s contribution to the health and wellbeing of the local community. • Organising for strategic advantage – To become a strategic, high performing and agile organisation supported by efficient and patient focused clinical processes, modern systems and business processes

9. Membership & governance proposals • The governance arrangements for Foundation Trusts are different from those of existing NHS Trusts • FTs have ‘membership schemes’ – open to patients, staff and the public • Members elect representatives to a ‘Members’ Council’, which will also include people from other organisations with an interest in healthcare • The Board of Directors will have overall responsibility for running the FT - the Chair of the Board of Directors will also Chair the Members’ Council.

10. ORH membership scheme • Strategy is to build up to a membership of 22,000 people within two years of having been licensed as an FT. • ORH has nearly 10,000 staff – so looking for 12,000 public members in due course. • Membership must be representative of the communities served (gender, age, race, socio-economic group etc) and must include ‘hard to reach’ groups.

11. ORH members’ Council • Elected public representatives from defined geographical areas • Elected staff representatives • Appointed representatives from other bodies: including PCT(s), universities, local government, voluntary sector

12. ORH Members’ Council proposals

13. Consultation questions • What one thing would you like us to achieve in our first three years as a Foundation Trust? • Have you any suggestions to help us to recruit members (and will you become a member yourself)? • Do you think our proposals for staff and public constituencies are right? • Have we proposed the right number of public, staff and appointed representatives on the Members’ Council? Are there other groups which should be represented on the Council? Are there other ways in which we should be consulting people? • Do you agree with the strategic plans we have described in this document To be the hospitals of choice for patients? To be world-leading teaching hospitals? To achieve financial sustainability and long-term growth? To be an excellent employer?

14. LMC question What three things would GPs like us to achieve in our first three years as a Foundation Trust? • Better discharge documentation? (Electronic Immediate Discharge Documentation EIDD project) • Better responsiveness and communication for GPs – being able to phone people at the ORH and to get a response? • Better responsiveness and communication for patients – improved ‘customer care’?