SHC 1585 Final Appendices

115 Pages·2005·5.14 MB·English

Salisbury Health Care
NHS Trust
Application NHS Foundation Trust Status
Service Development
Strategy
Service Development Strategy

List of Appendices

Appendix A Activity and Income by Specialty
Appendix B List of Specialties & Departments
Appendix C Board Profiles
Appendix D SWOT Analysis
Appendix E Directorate Service Development Plans
Appendix F Five Year Capital Programme
Appendix G Three Year Trust Accounts
Appendix H Non-Recurrent Income
Appendix I Unregulated Income
Appendix J Cost Improvement Programme Achievements (3 Years)
Appendix K Reference Cost Analysis
Appendix L Payment by Results Tariff Analysis
Appendix M Trust Benchmarking Exercise
Appendix N Budgeted Levels of Activity
Appendix O Trust Total Income
Appendix P Projected Income by PbR Exercise (October 2005)
Appendix Q Basecase Summary PbR Information
Appendix R Application of funds
Appendix S Basecase Financial Assumptions
Appendix T Manpower Planning
Appendix U Estimates of Laundry Income
Appendix V Capital Programme, 2005/6
Appendix W Cost Improvement Programme, 2005/6
Appendix X Cost Improvement Programme, 2006/7 to 2010/11
Appendix Y Financial Analyses – Basecase
Appendix Z List of Protected and Unprotected Assets - Building
Appendix AA List of Protected and Unprotected Assets – Land
Appendix AB Scenario Inflation Assumptions
Appendix AC Activity Summary Information – Medium Scenario
Appendix AD Financial Modelling – Medium Scenario Assumptions
Appendix AE Financial Analysis – Medium Scenario
Appendix AF Activity Summary Information – Low Scenario
Appendix AG Financial Modelling – Low Scenario Assumptions
Appendix AH Manpower Planning – Low Scenario
Appendix AI Financial Analysis – Low Scenario
Appendix AJ Activity Summary Information – High Scenario
Appendix AK Financial Modelling – High Scenario Assumptions
Appendix AL Manpower Planning – High Scenario
Appendix AM Financial Analysis – High Scenario
Appendix AN Normalised Earnings
Appendix AO Finance Committee – Terms of Reference
Appendix AP Risk Management Analysis
Appendix AQ Risk Methodology
Appendix AR PCT Letters of Support
Salisbury Health Care NHS Trust Appendix A
Actual Attendances 2004/05
Final Version as at 28/06/05
Daycase IP Elective IP Emergency Out Patient Total
Follow Up
Ref Specialty Spells Spells Spells New Atted. Attend £
100General Surgery 1,949 983 2,178 4,678 6,109 9,664,971
101Urology 1,991 681 382 1,849 2,665 3,420,025
110T&O 1,099 1,344 1,270 6,433 13,105 11,770,778
120ENT 343 341 170 4,062 4,761 1,645,888
130Ophthalmology 1,711 116 37 6,332 17,873 2,895,847
140Oral Surgery 818 163 129 2,826 5,569 1,806,284
143Orthodontics 239 1,391 154,958
156Spinal Injury 29 1,016 0
160Plastic Surgery 1,205 1,545 1,474 4,102 10,182 7,964,622
166Plastics & Burns 0
171Paediatric Surgery 110 120 31,122
180A&E 1 1,780 1,821,066
190Anaesthetics 129 1 29 6 76,086
300General medicine 2,033 128 6,269 3,579 9,998 16,885,452
301Gastroenterology 23 1 8 0 49 35,922
302Endocrinology 6 198 857 138,215
303Clinical Haematology 1,742 108 105 478 2,612 1,550,791
307Diabetic Medicine 142 809 75,843
311Clinical Genetics 7 17 0
314Rehab 186 268 0
315Palliative medicine 0
320Cariology 561 39 5 616 255 701,217
330Dermatology 270 1 3 3,044 4,436 758,152
361Nephrology 82 545 0
370Clinical Oncology 1,986 44 51 158 978 1,954,310
400Neurology 2 508 600 8,278
410Rheumatology 169 8 1 1,219 4,005 754,003
420Paediatrics 23 47 1,848 1,297 3,359 2,549,371
421Paediatric Neurology 0 26 0
426NICU 0
430Elderly medicine 2 58 197 345 1,057 1,409,344
501Obstetrics 1 3 4,595 2,112 3,381 3,887,872
502Gynaecology 997 424 629 2,490 2,455 2,590,907
506Infertility 1 1 221 153 1,665
560Midwifery 371 76 0
700Learning Disabilities 0
711Child & Adolescent Psy. 46 255 0
800Radiotherapy 172 2 3 257 462 271,054
810Radiology 191 144 65 666,394
822Chem. Path 54 253 0
950Nurse Therapy 7,531 7,021 0
Critial Care - Includes Radnor/NICU/Burns & Spinal 10,577,150
Ward Attenders 1,093,238
Other Non PBR 16,462,931
CLENContact Lens Optician 82 109 0
MOIXNC - Moire Fringe 39 24 0
MPHMedical Physics 278 138 0
OPTMOptometry 345 34 0
ORCOrthotics 1,789 1,858 0
VASVascular Assessment 603 107 0
Not Defined 6 1 0
All Other 0
Non- Attributed 0
Total 17,415 6,183 21,208 58,772 108,995 103,623,757
check
103,623,757
Appendicies.xls
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Appendix B

Appendix B List of Specialties

Surgery Ambulatory Care and Child
General Surgery Health
Urology Ophthalmology
Plastic Surgery* ENT
Burns* Paediatrics
Cleft Lip and Palate* Obstetrics
Maxillo-facial Surgery Gynaecology
Wessex Rehabilitation Centre CAMHS
NICU
Critical Care Outpatients
A&E Day Surgery
Trauma and Orthopaedics Endoscopy
ITU/HDU
Operating Theatres Clinical Support
Anaesthetics Radiology
Spinal Injuries((cid:161)) Histopathology
Biochemistry
Medicine Laboratory Haematology
General Medicine Microbiology
Elderly Care Genetics(cid:161)
Gastroenterology Speech and Language
Cardiology Therapy
Endocrinology Medical Photography
Respiratory Medicine Pharmacy
Dermatology Medical Physics
Rheumatology
Medical Oncology (vi) Cancer
Clinical Haematology
Genito-Urinary Medicine (cid:191)Regional
Palliative Care (cid:161)Supra-regional
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Appendix C

Appendix C - Trust Board Directors

EXECUTIVE TEAM

Frank Harsent – Chief Executive – in position since June 2001

(cid:131) Experience (cid:131) Executive Director since March 1993
(cid:131) Chief Executive for over 10 years
(cid:131) 2 previous Chief Executive posts

(cid:131) Qualifications (cid:131) PhD in Corporate Governance in the NHS from Durham University in 2004
(cid:131) MBA from the London Business School in 1994
(cid:131) Member of the Institute of Healthcare Management

Malcolm Cassells – Finance Director – in position since March 1986

(cid:131) Experience (cid:131) Executive Director for nearly 20 years
(cid:131) Secondment as Interim Director of Resources for National Police Training
(cid:131) Governor of Salisbury College

(cid:131) Qualifications (cid:131) Chartered Accountant (CIPFA)
(cid:131) MBA from Bath University in 1990
(cid:131) Member of the Institute of Healthcare Management

Alistair Flowerdew – Medical Director – in position since April 2004

(cid:131) Experience (cid:131) Consultant in General Surgery since 1990
(cid:131) Clinical Director at West Dorset Hospital for 7 years
(cid:131) Member of a number of committees for Royal College of Surgeons

(cid:131) Qualifications (cid:131) Qualified in Medicine in London in 1975
(cid:131) Fellow of the Royal College of Surgeons in 1981
(cid:131) Masters degree from Southampton University in 1987
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Appendix C

Tracey Nutter – Director of Nursing – in position since April 2003

(cid:131) Experience (cid:131) Registered nurse for 25 years
(cid:131) Has worked in Newcastle, London and Southampton

(cid:131) Qualifications (cid:131) MSc and BSc (Hons) in Health Services Management from Manchester University
(cid:131) Diploma in Professional Studies of Nursing
(cid:131) Further Education Teaching Certificate
(cid:131) Certificate in Oncology Nursing

Peter Hill – Director of Operations – in position since April 2001

(cid:131) Experience (cid:131) Executive Director for over 4 years
(cid:131) Has worked in Essex, USA, Newcastle and London
(cid:131) Extensive knowledge of operational management of a DGH

(cid:131) Qualifications (cid:131) MBA from the Open University
(cid:131) Registered Nurse
(cid:131) NHS Leadership Programme for Executive Directors
(cid:131) King’s Fund Sustaining High Performance Programme
(cid:131) Currently studying for a Certificate in Performance Management

Alan Denton – Director of Human Resources – in position since 1994

(cid:131) Experience (cid:131) Over 20 years HR working with 16 years in the NHS
(cid:131) Trained job evaluator

(cid:131) Qualifications (cid:131) Chartered Fellow of the Chartered Institute of Personnel and Development
(cid:131) MA in HR Management from Thames Valley University
(cid:131) HND in Business Studies
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Appendix C

NON-EXECUTIVE DIRECTORS

Luke March – Chairman – Appointed Chairman in January 2005

(cid:131) Experience (cid:131) Over 30 years commercial experience including Director of TSB Bank, Corporate Governance Director of BT, Chief
Executive of Mortgage Code Compliance Board and, currently, Compliance Director of Royal Mail Group
(cid:131) Non-Executive of NHS Boards since 1988, most recently Vice Chairman of East London and the City Health Authority
and of Barts and The London NHS Trust

(cid:131) Qualifications (cid:131) Honours Law degree at Durham University
(cid:131) Cabinet office Top Management Programme

David Quayle – Vice Chairman and Chair of Clinical Governance – Appointed NED in November 1999

(cid:131) Experience (cid:131) Senior staff and command appointments in Army, followed by second career as Estate Agents Ombudsman
(cid:131) Public interest member of financial regulatory board and charity trustee

(cid:131) Qualifications (cid:131) BA (Hons) in Animal Physiology, Army technical and general staff training (including instructor)

Ruth Blakelock – Appointed NED in 2000

(cid:131) Experience (cid:131) Lifetime career in family mediation and alternative dispute resolution as a practitioner, manager and professional
practice consultant. Lay member and assessor for the Mental Health Tribunal. Locally involved as a parish councillor,
school governor and chairman of governors. Previous career in agricultural education in Africa!

(cid:131) Qualifications (cid:131) MA Cantab (Geography)
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Appendix C

Ian Davies – Audit Committee Chair – Appointed NED in 2001

(cid:131) Experience (cid:131) Audit Partner in large firm, and NED of several private and Plc companies. NHS Trust Director since 1993

(cid:131) Qualifications (cid:131) Chartered Accountant and MBA

Ron Burrows – Appointed NED in 2000

(cid:131) Experience (cid:131) 25 years in senior management appointments in commercial and public operations. Have been Director of Training,
Director of Operations and Director of Finance in aerospace and education sectors

(cid:131) Qualifications (cid:131) Professional management training, post-graduate qualifications in aerospace and education (RAF Group Captain)

Barry Bull – Appointed NED in January 2005

(cid:131) Experience (cid:131) 40 years in business, 30 at Board level, with 25 in Unilever as Senior General Management and Commercial
experience in a wide range of industries, including healthcare, charities and business consultancy

(cid:131) Qualifications (cid:131) BSc (Hons) Geography
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Appendix D – SWOT Analysis

S W O T
trengths eaknesses pportunity hreats Analysis
Strengths

Strength Description Evidence How Strengths will be Built On
S1 Operational and The Trust has an enviable track record of Trust has achieved financial balance in The Trust will carry forward its existing
financial delivery against NHS and DH every one of the 10 years since its high performance into FT status using the
management Performance Targets. inception. opportunities available to FT’s to the best
Strong record in delivering national possible advantage. The Trust will be
Financially the Trust has consistently targets. The Trust hit all NHS Key seeking to achieve the NHS Improvement
performed well. Targets and earned three stars in the Plan targets ahead of timescale subject to
NHS Performance Ratings for 2004/05. PCT funding.
We have a stable management team with The Trust received High Balanced
a change management capability Scorecard ratings in all three areas of The opportunities provided by the
currently working on focus: Clinical focus, Patient focus, membership scheme will offer the Trust
• The introduction of electronic patient Capacity and Capability focus. management team an added insight into
records and better bookings systems. patients’ requirements which will assist in
delivering a patient-focused service.
• Risk management and integrating this The Trust has delivered a number of

with Service Improvement plans and major infrastructure schemes in recent
The Trust's positive reference cost
Service Redesign. years (PFI scheme nearing completion,
position (see S2) below will enable the
some £7m of new building schemes,
• A PFI capital development coming on
Trust to secure financial benefits which
replacement PAS system)
stream early in 2006, a recently
can be re-invested to the best possible
opened endoscopy / cardiac suite and
use for patient benefit. The Trust's
a new cancer unit opening in 2005.
excellent track record in delivering
schemes will ensure that the funding is
used appropriately to secure maximum
value.

The Trust is well-placed to apply its
existing systems to the financial rigours
required of a FT.
S2 Reference costs The Reference Costs benchmarking Recently published national figures Maintaining a low reference cost position
exercise shows the Trust’s costs per will be essential for the Trust as PbR is
procedure to be below the national implemented to allow the Trust to secure

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Appendix D – SWOT Analysis

Strength Description Evidence How Strengths will be Built On
average. It is among the top 20 most maximum financial benefit to its
cost-effective providers in the NHS in favourable reference cost position. The
England. When the Payment by Results Trust is embarking on another cost
(PbR) tariff is introduced in 2005, the improvement plan this year to ensure this
Trust will benefit financially. position is maintained.
S3 Clinical / As with all other NHS providers, our Continued improvement The Trust will be looking to build on its
management intelligence on comparative clinical High quality of care. Our MRSA infection excellent clinical quality to ensure that
working performance needs development but rate is within the best performing quartile SDH remains the hospital of choice for
where comparable data is available of all NHS hospitals. local residents. The Dr Foster system will
Salisbury Health Care NHS Trust alert the Trust to areas in which to focus
performs well. Clinical governance report cards attention to ensure that quality of care
remains good.

Dr Foster clinical system benchmarks the
Trust's clinical performance. The Trust will be reviewing its clinical
performance in light of the Healthcare
Standards and is looking to extend its
clinical information systems to be able to
record more in the way of outcomes data.
The Trust is already beginning to work
with clinicians to work through which
clinical indicators might be publicised to
help patients assess the quality of care
provided by the hospital.
S4 Established The Trust has a well-established ‘core’ Analysis of referral patterns over time. Established catchment areas provide the
catchment areas catchment population of approximately foundation for the Trust to grow and
200,000 and wider catchment populations Whilst established the catchment develop. The Trust will be looking to
for specialist services: population does appear to be growing. ensure that patients from these areas
Increasing referrals from Kennet & West continue to see SDH as their hospital of
• Burns & Plastic Surgery, Cleft lip
Wiltshire. Even emergency admissions choice by maintaining high standards of
and palate, genetics and
from areas traditionally served by RUH care whilst seeking to make the
rehabilitation services are
Bath are increasingly coming to Salisbury. infrastructure more patient-friendly.
provided to a population of
The Trust will be looking to build on and
3,000,000.
extend its existing catchment area in a
• The Duke of Cornwall Spinal
sustainable way to ensure growth.
Treatment Centre serves a

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