1.      Improve Clinical Effectiveness and the outcomes of care

To achieve clear lines of accountability for clinical effectiveness, in order for the Chief Executive to meet accounting officer responsibilities for quality.

To clarify with the Board the scope, range and level of detail on clinical effectiveness and clinical outcomes to enable the Board to play its role in performance review of quality of care of the organisation.

To prepare and ensure appropriate resources for the CHI Clinical Governance review, and an action plan both pre and post the review.

Performance management review with corporate directors resulting in a report to Board on revised accountabilities to Chief Executive.

A report to the Board on use of benchmarking data  and workplan from Exec Directors for ongoing review

CHI Steering Group,chaired by the Chief Executive.

August 2002

July 2002

April 2002

Paul Jones

Marie Grant

Janet Hunter

Marie Grant

2. Place patients and carers at the heart of services.

To establish a phased implementation of the User Involvement Strategy approved in 2002 to enable key stakeholders to be engaged in the planning, review and customer feedback on service delivery.

Improvement in customer quality assessment

User Involvement Action Plan

Decision on PALS by Trust Board.

Action Plan based on latest Picker Institute Report.

Use of Patient Line to

seek more immediate assessments

August 2002

July 2002

August 2002

Nov 2002-March 2003

Marie Grant

Marie Grant

Marie Grant

3. Enhance the potential of staff to contribute to better care

A systematic integration of the various initiatives under Improving Working Lives, Equality and Diversity, New Deal and recruitment and retention, to allow a better focus on new ways of working and enhancing staff potential

Improving Working Lives Action Plan and monitoring.

New Deal compliance action Plan.

Link of individual and team objectives to NHS Plan needs.

To review the current devolved management structure and how this responds to the move to managed care, clinical networks, management of resources across boundaries, and an outward looking organisation.

August 2002

Sept 2002

Colin Watts

Colin Watts

4.      Deliver on the NHS Plan and national targets

To ensure the Trust delivers on the NHS Plan “must do’s “in 2002/03 and prepares for the NHS Plan targets in future years.

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Comprehensive Performance Score Card to track all must do’s against Target and report action to Board.

Emergency Care Action and Escalation Plan.

Elective Care capacity plan 2002/03.

NSF Collaborative Action Plans for CHD,Cancer,  Elderly.

Estate Environmental Action Plan.

IM&T Action Plan

July 2002

Phase1 July 2002

June 2002

ongoing

Sept 2002

Sept 2002

Janet Hunter

All Exec Directors

Marie Grant

Janet Hunter

Janet Hunter

Douglas Ward

Ian Perkin

5. Improve organisational performance

6.      Promote closer collaboration with  St George’s Hospital Medical School and the Joint Faculty of Health and Social Care Sciences with Kingston University

7.Contribute to external partnerships aimed at improving care

8. Improve the Trust’s ability to respond to tomorrow’s demands

To complete a robust financial recovery plan, showing how the Trust will achieve financial balance in 2002/03, and forward look plans for the next three years.

To ensure best practice is disseminated, and a changed culture of doing things differently and with best value as a major driver linked to the recovery plan.

.

To develop a range of initiatives building on the Follett Report and the concept of a Clinical Academic learning network, to enhance training,education and research for tomorrows NHS needs.

To develop a systematic range of collaborations with health and social care partners both internally and across the SWLondon sector, and with Surrey and Sussex.

Ensure capacity plans meet immediate needs and address demands for next 4 years.

Ensure service planning involves all the stakeholders-internal and external, to develop a joint service direction, with emphasis on what St George’s core business needs to be.

Commission New Atkinson Morley Wing

and plan sale of  AMH Site

Integrated Financial Recovery Plan, with emphasis on best value, and service change to facilitate achieving of cost efficiences

Use of comparative costs and undertaking of best practice reviews and value for money studies

Joint Strategic and Operational groups on service, space, support services, and joint appraisal

Workforce Plan and new ways of engaging with local community to enhance existing and future opportunities

Appropriate level of support to a range of clinical networks with joint intiatives with external organisations with clear terms of reference

Modernisation Plan with priorities for developing shared joint protocols

Capacity Plan model, Finance Model and Estates Model  input to SWLondon Franchise Plan.

Strategic Service Reviews and joint vision development for SWLondon HA under the auspices of SWLondon Franchise Plan, and input from specialist service commissioners.

Transfer Steering Group and commissioning team

Phase1 2002/03 June 2002

Phase 2 2003/04 and beyond

July 2002

ongoing

August 2002

Autumn 2002

Autumn 2002

August 2002

Phase 1 July 2002 Phase2 Oct 2002

Workshop Aug/Sept 2002

Franchise Plan Sept 2002

Ongoing

Ian Perkin

Janet Hunter

Colin Watts

Colin Watts

Janet Hunter

Janet Hunter

Janet Hunter

Douglas Ward

Ian Perkin

Janet Hunter

Douglas Ward