Quality, Innovation, Productivity & Prevention (QIPP)

To measure how well we are working towards our objects, the Trust monitors progress through regular review of the Board Assurance Framework (BAF) measuring performance the Department of Health Quality, Innovation, Productivity & Prevention (QIPP) programme, as the guiding principle to help the NHS deliver its quality and efficiency commitments. Below is a summary of examples of our performance drawn from the 2012/13 BAF: 

Improve the experience and satisfaction of our patients, carers, partners and staff.

  • Patient and staff survey results for 2012/13 show better outcomes than results for 2011/12.
  • Patient care complaints reduced by 10 per cent.
  • All CQC Essential standards met
  • Less than 10 mixed sex breaches in 2012/13.
  • Nutrition and meal times project rolled out to all wards by September 2012.

Improve our clinical effectiveness and the safety and outcomes of our patients.

  • Board approved Quality Account submitted within deadline.
  • 80 per cent compliance against all Hospital Antibiotics Prudent Prescribing Indicators; achieved in full from December 2012.
  • Achieved Hospital Standardised Mortality Ratios of 101 by end March 2013.
  • Across the year emergency readmissions averaged 6 per cent but had been reduced to 4 per cent by the end of the year.

Continuously develop and implement our business plan.

  • Integrated Trust Business Plan approved by April 2012.
  • Clinical Directorate Business Plans agreed by April 2012.
  • Corporate Enabler (IM&T / Estate / PIDS) Business Plans agreed by May 2012.
  • NHS outcomes framework plans in place by end June 2012 – reviewed and incorporated in our activity as appropriate.

Redesign our workforce so we have people with the right skills and capabilities in the right places to deliver our Business Plan.

  • Board capability and development plan completed by July 2012.
  • Workforce strategy completed by June 2012.
  • Organisational development Plan completed by July 2012.
  • Benchmarking with peers, especially around performance report and quality of services we deliver.

Improve the value for money we offer and generate a surplus.

  • Year to date surplus that is either equal to or at variance to plan by no more than 3 per cent of forecast income.
  • Forecast surplus that is either equal to or at variance to plan by no more than 3 per cent of income.
  • Surplus at year end of £500k or at variance to plan by no more than 3 per cent of income.
  • Underlying breakeven position.

Develop our estate and technology infrastructure to improve the quality and value of the services we provide to our patients.

  • Capital estate building business cases approved by June 2012. All capital was committed and spent for 2012/13.
  • IT business cases approved by July 2012. Ongoing rollout of Integrated Service Information System (ISIS).
  • Capital programme 80 per cent complete by December 2012. Over 80 per cent of 2012/13 capital was fully committed before the end of December 2012.

Improve our services and achieve our objectives by creating and working within robust strategic commercial partnerships.

  • Partnerships contributing £250K savings.
  • Evidence of clinical influence on non-pay spend by March 2013.
  • Pathology Consortia Memorandum of Understanding signed by May 2012.
  • All key partnerships met their stated objectives and terms of reference.

Develop our relationships with key stakeholders to improve our patient services and collectively deliver a sustainable local health system.

  • All Service Level Agreements (SLAs), including Local Authority Public Health and Isle of Wight Clinical Commissioning Group (CCG) contracts, completed on time.

Develop our Foundation Trust application in line with the timetable set out in our agreement with the Strategic Health Authority (SHA) .

  • Programme Board, approved programme plans and governance structures were in place.
  • First draft Integrated Business Plan (IBP) submitted to SHA by 30 June 2013.
  • Completed IBP and appendices with long term financial model submitted to SHA by 31 January 2013.
  • Public consultation completed by 31 January 2013.
  • Historical due diligence (HDD) completed by 31 January 2013.
  • All work required by Trust to effect transfer of assets completed to plan.
  • Membership recruitment campaign launched at Board meeting in March 2013.
  • Readiness review meeting with South Central SHA Board undertaken.

Develop our organisational culture, processes and capabilities to be a thriving FT dedicated to our patients.

  • Board Governance Assurance Framework (BGAF) and Quality Governance Framework self assessment and third party assessment reviews undertaken.
  • Three organisational ‘FT journey days’ held involving cross section of leaders and staff across the organisation.
  • Revised Executive Director structure in place.
  • Implement staff engagement programme – the ‘BIG Discussion’ undertaken giving all staff across the organisation the chance to engage in discussions about the future direction of, and issues affecting the organisation.

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