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Balanced Scorecard 1 Nick Evans Director of Partnerships Report revised on 18 January 2010 SectionPage no Finance & Clinical Activity2 Efficiency3 Quality.

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Presentation on theme: "Balanced Scorecard 1 Nick Evans Director of Partnerships Report revised on 18 January 2010 SectionPage no Finance & Clinical Activity2 Efficiency3 Quality."— Presentation transcript:

1 Balanced Scorecard 1 Nick Evans Director of Partnerships Report revised on 18 January 2010 SectionPage no Finance & Clinical Activity2 Efficiency3 Quality & Patient Satisfaction4 Workforce5 Appendix 1 – Finance and clinical activity trend graphs6 Appendix 2 – Efficiency trend graphs7 Appendix 3 – Quality and patient satisfaction trend graphs9 Appendix 4 – Workforce trend graphs10 AprilMayJuneJulyAugSeptOct NovDecJanFebMar

2 Balanced Scorecard 2 Finance and Activity Trend graphs – Appendix 1 Further information in Trust Board Papers:  Monthly finance report Data available in Finance report to board

3 Balanced Scorecard 3 Efficiency WatfordSt Albans Month actual Elective length of stay3.6 days3.3 days Non elective length of stay (including zero lengths of stay) 3.7 days Zero length of stay for non elective20% Preoperative bed days9423 Bed occupancy83%67% ICU occupancy71% Theatre utilisation (% session time used) 84%69% Day case rate75%78% Trend graphs: Appendix 2 Further information in Trust Board Papers:  NHS Indicators quarterly scorecard for the Trust CHKS benchmark TrustCHKS Peer Group Elective length of stay3.1 days2.9 days Non elective length of stay (including zero lengths of stay) 4.4 days4.5 days Zero length of stay for emergency29% NHS Indicators scorecard – Q (latest available) National ranking (out of 167) Productivity opportunity Length of stay14£5,399,000 Day case surgery rates130£200,000 Reducing preoperative bed days34£5,000,000 Reducing do not attends (DNAs)71£878,000

4 Balanced Scorecard 4 Quality and Patient Satisfaction External reporting Annual Plan 09/10 Month actualEnd of year forecast Care Quality Commission RatingExcellentGood NHS EoE Governance RatingScore of less than 12.7 (Nov) Score of less than 1 PCT – CQUIN reporting Patient focusAnnual Plan 09/10 CHKSCHKS Peer Group Dr Foster (overall mortality rate 1 year) Hospital standardised mortality ratio (CHKS) (Jul-Dec 09) Less than Hospital standardised mortality ratio (Dr Foster)Less than ( ) Emergency readmissions within 28 days4.2%3.7% Trend graphs: Appendix 3 Further information in Trust Board Papers: Monthly NHS EoE Governance return, Monthly performance report, Monthly infection control report, Annual Picker survey report (and follow up reports) Patient focusAnnual Plan 09/10 Month actual Year to date End of year forecast Number of Serious Untoward Incidents211 Emergency readmissions within 28 days8.0%6.6% Same day cancellation of elective surgeryLess than 0.8%31 = 1.1%269 = 0.9% Cancelled operations treated within 28 days100%96.8%97.0% Number of complaints % of complaints managed in line with guidance100%

5 Balanced Scorecard 5 Workforce Annual Plan 09/10Month actualEnd of year forecast Total head count (Whole time equivalent) Turnover % (Whole time equivalent) Less than 10%12.7%10% Vacancy rate %7.1%7.5%7.1% Sickness rates %Less than 3.5%4.8%3.5% Total paybill£13.22m£12.89m Bank as a % of paybill5.2% Agency as a % of paybill3% by 2010/114.9%3% Overtime as a % of paybill0.28% Consultant appraisal rate100% Workforce overall appraisal rate70%Oct.08– Sep.09 48% Mandatory training70%Oct.08– Sep.09 38% Trend graphs: Appendix 4 Further information in Trust Board Papers: Annual Staff Survey Report, Quarterly workforce report

6 Balanced Scorecard 6 Appendix 1 – Finance and growth trend graphs

7 Balanced Scorecard 7 Appendix 2 – Efficiency trend graphs

8 Balanced Scorecard 8 Appendix 2 – Efficiency trend graphs - continued

9 Balanced Scorecard 9 Appendix 3 – Quality and Patient Satisfaction trend graphs

10 Balanced Scorecard 10 Appendix 4 – Workforce trend graphs


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