THROUGH 2011 AND BEYOND…. A briefing for staff

 Explain what’s happening locally and nationally  How it may impact on us and our patients  Share our financial challenges  How we intend to respond – our plan on a page  Consider our plans and actions  How do we all contribute  Listen/discuss! Purpose of Briefing

 Public spending has to reduce because of the recession. NHS has been protected from cuts, but won’t get any new money for next four years  BUT Increasing demands on health care - aging population - increase in long term conditions - increased technology - public expectations  So NHS needs to find £20 billion of existing money to cover the costs of these demands  Need different approach and solutions - GP Commissioning to engage clinicians in decision making - increased self care and care nearer to home National Context

 Derbyshire’s share of national problem means we will have a gap of £260 million by 2015  As 51% of health spend is on hospitals, we (and Chesterfield) will be expected to find a large proportion of the savings needed to cover this gap  Savings will come from: –Doing the same work for less money –Doing more work for the same money –Not doing some work at all Local Context

Are there any issues or points about national and local content you want to raise?

Impact on DHFT  NHS prices have been reduced so our income is down by £20 million for 2011/12  The PCT wants to stop work coming in, so we will lose a further £6 million  This means our income is down by £26 million this year, with similar numbers expected in 2012/13 and 2013/14

How are we responding?  We are currently spending £72,000 every day more than we are earning  Urgent action is needed to make sure our finances are stable  We must also ensure that we protect the quality and safety of our services to patients  BUT, we have taken out £28 million out of our budget over the last 3 years, so there is not much left we can do simply to save money  So we need to transform services

Transformation Plans  Doing the same for less - staff spend per WTE and productivity - remove waste by reducing sickness and absence Increase theatre utilisation - improve space utilisation - how we buy and use our supplies/consumables  Doing different things or things differently - implement e-case note - improve discharge e.g. Jonah scheme - streamline pathways e.g. diabetes and respiratory care - Reduce length of stay e.g. enhance surgical recovery scheme  Demand management - reduce unnecessary tests - stop doing things of limited clinical value

PUTTING PATIENTS FIRST  Use timely patient and carer feedback to improve services  Develop and implement a patient experience strategy  Improve equality of access to meet diverse needs RIGHT FIRST TIME  Develop quality and safety strategy  Improve care pathways for long term conditions  Improve patient flow and discharge INVESTING OUR RESOURCES WISELY  Deliver our transformation plan  Ensure fit for purpose IT systems  Develop and implement Service Line Management  Live within our resources  Make our London Road Community Hospital and site fit for purpose Plan on a Page Annual Plan Objectives

DEVELOPING OUR PEOPLE  Align our staff and management structures to support integrated care  Engage staff in service transformation  Develop our leaders  Ensure a fit for purpose workforce ENSURING VALUE THROUGH PARTNERSHIPS  Understand our role in the changing NHS  Develop new partnerships with other hospitals and primary care  Jointly agree a service strategy with partners  Help patients stay as healthy as they can BUSINESS AS USUAL  Deliver our contracts  Retain and sustain Compliance Standards  Improve our performance every year  Contribute to our community as responsible corporate citizens Plan on a Page

What areas will you and your team be involved in?

 Protect frontline jobs where possible - our pay bill is £262m – 62% of our total revenue this year.  Review fixed term posts  Reduce use/cost of agency staff  Redesign of some functions - Records management  Develop e-solutions  Enhance vacancy control Workforce Implications (1)

 Reduce study leave expenditure  Voluntary reduction of hours  Reduce lost time rates  Support redeployment  Review workforce establishment  Last resort – reduce staff numbers Workforce Implications (2)

Can you think of other areas of waste and waiting where we can improve patient care and reduce costs? What are your suggestions and ideas for transformation? Do you have any other questions or comments about our journey through 2011 and beyond? Over to you…