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Enhancing Healthcare Performance for Better Quality and Efficiency

Learn about Hertfordshire County Council's efforts to improve healthcare services and meet national targets through robust measures and strategic planning.

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Enhancing Healthcare Performance for Better Quality and Efficiency

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  1. Wednesday 25th February 2009 Item No 3.1 Hertfordshire County Council County Health Scrutiny Committee Standards for Better Health Topic Group

  2. Background - 2007/08 Healthcare Commission Ratings

  3. Performance Improvement Plan

  4. Performance Improvement Plan – Core Services

  5. Performance Improvement Plan – Existing National Targets * Actual performance for Cat A8 2007/08 = 75.09% = 3 points. This would have delivered a score of “Almost Met” • Commentary: • The Trust has taken a robust measures to improve performance. • Remodelled service delivery through implementation of front loaded model and mobilisation of RRVs • Implemented Special Measures – Gold Cell at Trust HQ, Silver Cells in NSC and Essex. Escalated to REAP level 3 over Christmas and New Year • Implemented outputs from increased management information e.g. Lightfoot, ORH reports. Resulted in Dynamic Deployment, tethered cars etc. • Implemented weekly monitoring to PCTs and NHS EoE

  6. What did we do?

  7. Implementation of 7 Key Work Streams In response to the Weak/Weak rating in October 2008, the Trust implemented a Programme Management Office (PMO) to deliver 7 key work streams (each headed by an Executive Director) Two objectives : Ensure the Healthcare Commission Annual Health Check Rating for 2008/09 delivers a minimum score of: Quality of Service FAIR Use of Resources FAIR Develop the infrastructure and building blocks required to ensure the Trust is prepared for the 1st April 2009 to deliver the Trust’s objectives in 2009/10

  8. 7 Key Work Streams Deliver Key Operational Targets Improve Financial Management Deliver the 2009/10 Business Plan Improve Financial Reporting Improve Risk Management & Governance Ensure Value for Money Improve Communication &Engagement

  9. Work Streams – Objectives

  10. Weekly Monitoring – SHA & PCTs • Weekly performance report to SHA highlighting: • Key operational & financial targets both: • Year to Date; and • Forecast Out-turn • Analysis of reported performance • Variance analysis • Corrective actions being implemented • Risk assessment on delivery of 7 work streams • Signed off by Executive Team

  11. Risk Assessment of 7 Key Work Streams

  12. Performance Improvement Plan – Cat A8 Performance Nationally

  13. Performance Improvement Plan – East of England Cat A8 & Cat B Cumulative Performance Christmas & New Year Christmas & New Year

  14. 2008/09 Healthcare Commission Self Assessment

  15. 2008/09 HCC Self Assessment

  16. 2008/09 HCC ‘Quality of Service’ Self AssessmentCore Targets Predicted Overall Score – “PARTLEY MET” Comp – Compliant, In Ass – Insufficient Assurance, NM – Not Met, N/A – Not Applicable 16

  17. 2008/09 Self Assessment – Existing National Targets – C19 Access During December 2008 and January 2009, the Trust was ranked in the top 4 nationally for Cat A8

  18. 2008/09 Self Assessment – C19 – Access COMPLIANT • 24/48 hr primary care access (GMS) • OOH National Quality Requirements • Call Connect/national ambulance targets for call pick up, identification of life threatening conditions and response: • Cat A – 8 / 19 minutes • Cat B – 19 minutes • Cat C – locally agreed (45 minutes) • Stroke, MI, Asthma, Stroke (FAST), thrombolysis, PCI 18

  19. 2008/09 Self Assessment – C22a&c – Public Health Partnerships COMPLIANT • All audits and surveys sent to Expert Strategic Clinical Group for monitoring and actions • Trust public health lead sits on this group • Links with Directors of Public Health • Local cancer networks engaged to improve patient pathways • Stroke pathway 19

  20. 2008/09 Self Assessment – New National Targets * Clarification required re scoring matrix and definition of indicators which make up the targets.

  21. Conclusions Deliver, as a minimum, a Fair/Fair HCC score Future direction: Knowledge Management / Business Intelligence (ePCR) Directory of Service (DoS) Single Point of Contact (SPoC) Ruthlessly monitor and drive delivery, holding individuals to account Report weekly to the SHA Prioritise our objectives and embed risk management Implement a robust performance management framework Enhance financial management & accountability

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