1 / 7

Getting Better Together Update - June 2010

Getting Better Together Update - June 2010. Julie Burgess, Chief Executive. Getting Better Together. In 2009/10 the Trust delivered savings of over £10m, as planned Reduction in costs of £46.3m per annum required from 2012/13 to ensure financial viability

igor-morin
Download Presentation

Getting Better Together Update - June 2010

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Getting Better TogetherUpdate -June 2010 Julie Burgess, Chief Executive

  2. Getting Better Together In 2009/10 the Trust delivered savings of over £10m, as planned Reduction in costs of £46.3m per annum required from 2012/13 to ensure financial viability 2010/11- fundamental review of services to be undertaken and changes made to increase efficiency Focus on becoming a leaner organisation with strong clinical leadership and skilled staff who continue to deliver excellent care for patients

  3. Planning under way in these areas: Clinical services - patient journey; length of stay; theatres; outpatients Clinical workforce management Clinical support services - Pharmacy; Pathology; Rehabilitation; Radiology Back office services - Finance; Human Resources; IT and Procurement; Patient Records Estate management – making the most effective use of our sites and buildings Maximising the Trust’s income Cost improvement plans 7 Workstreams Launched

  4. Services delivered in line with recognised standards of clinical best practice Not admitting to hospital when care can be provided as a day case Patients spend less time in hospital and are discharged more promptly Expert treatment and care provide the best possible outcomes for patients Continued excellent infection control rates Benefits for Patients

  5. As services become more efficient fewer posts required - 470 posts have been identified as at risk Trust doesn’t want to lose experienced staff - aim is to redeploy people wherever possible Compulsory redundancy will be action of last resort In areas where the posts are at risk there are currently 320 vacancies Where possible, Trust has not replaced staff who have left over past few months and has reduced use of temporary staff Redeployment bureau set up to help staff find alternative employment in Trust or wider NHS Employee assistance programme provides telephone support 24/7 and one-one counselling sessions Implications for Staff

  6. Current position: 90-day staff consultations launched in Finance and Divisional Management on 27th May Staff briefings held to present proposed new structures Staff given information on how to obtain advice and support Next steps: Further areas will be affected Other staff groups will begin process as soon as new structures available for consultation Staff will feed back comment on new structures, suggestions considered and changes made to proposed structures New structures in place at the end of 90 days Displaced staff redeployed/helped to find alternative employment Staff Consultation

  7. Thank You Any questions?

More Related