Annual Report and Financial Accounts 2010/11
Business Review
The risk for each of these areas is failure to deliver which would affect the delivery of service to patients.
A more comprehensive list of risks is monitored through the Trust’s Assurance Framework, which is reported to the Healthcare Assurance Committee (HAC) and Audit Committee, both of which report directly to the Board of Directors.
During 2010 the change to the coalition government and subsequent change in health policy was a further cause of uncertainty. New policies on readmissions, competition, mixed sex accommodation and Emergency Department indicators have all featured as specific areas of focus in the second half of 2010/11, and for which plans are well developed. The wider change to embrace GP Commissioning is again welcomed and one the Foundation Trust is proactively engaging with through numerous meetings and improving GP dialogue (i.e. greater use of electronic communication between GPs and consultants).
4.2 Trends and factors affecting the future
Good and early planning has been key to the Trust’s excellent performance and this remains crucial going forward. The main factors affecting our future performance include:
l Much slower growth in NHS funding, potential absolute reductions in hospital funding, and the impact of reduced social services funding.
l Increasing quality requirements and patient expectations.
l New technologies, including drugs, changing how and where care is delivered. New treatments at RBCH and others moving into community settings are both reducing the need for inpatient beds.
l A variety of factors affecting the workforce including a pay freeze, reduced national training funds and posts, balanced by the wider economic picture and tougher jobs market. This means local training, development and motivation of staff are even more important.
These trends have affected the Foundation Trust in the past year, and are expected to continue for at least the next 12 to 24 months.
Given that all these trends were anticipated in previous Annual Plans, the successful delivery of the actions within those plans has been crucial in both starting and ending 2010/11 in a strong position, especially in terms of governance, (performance against key measures) and financial rating. These began, and ended the year as Green, for governance, and Excellent (4 out of 5) for financial risk rating (FRR). This exceeded our plan of 3 out of 5, largely due to over performance on internal transformation plans to deliver savings and quality improvements.
Further details of the 2010/11 Transformation Plan for better care and better value, are listed throughout the document, but include:
l Better inpatient care, reducing the length of time needed to stay in hospital.
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