actions for the new transformation programme Phase one of the outpatient improvement programme at St George’s underway. This is not started. A new strategic building approach is in discussion. Phase one of the outpatient improvement programme at St George’s completed. This is not started. A new strategic building approach is in discussion Proposal for the development of one floor of Caton Street as a virtual / optometry-led glaucoma clinic costed and agreed. Not on schedule to be reviewed as part of the new transformation programme. Caton Street development on schedule. Not on schedule to be reviewed as part of the new transformation programme. Number of patients identified for virtual clinic increasing and information developed to help patients to understand this initiative. Virtual clinic working and number increasing month on month. Number of patients identified for the virtual clinic model optimised. Virtual clinic model now up and running. Scaling up plans yet to be developed. Will be part of the transformation programme. Floor walker pilots underway at St George’s and at City Road. Floor walker pilot started. Identify the opportunity / capacity for parallel clinics walker now in place Agree patient pathways to facilitate stratification, and understand demand. Uveitis pathway stratification not started. Set up a dedicated clinic for anterior uveitis. Uveitis pathway stratification being worked up. Not complete. Develop a method sheet to facilitate a higher rate of discharge for appropriate patients. Glaucoma discharge work underway Establish new clinic profiles for dual consultant clinics. Glaucoma review being undertaken and discharges being done at the Croydon site. This work
needs to be rolled out across the organisation and will become part of the outpatient transformation programme Review and update scrutiny forms to acknowledge stratified clinics. Not started in Q3. Business case implementation complete. Not taken forward. This action will be assessed as part of the transformation programme and included if relevant to the programmes work. Identify resources required to support pre-planning of care and review clinic templates accordingly. Not started – will be part of the transformation programme. Establish the role of clinic co-ordinator, and the principle of clean start Not started – will be part of the transformation programme. Introduce performance dashboard. Not started. Work started with information team to develop. This will extend into next financial year. Business case implementation Not started. Improving theatre efficiency throughout the network Complete staff consultation , finalising the employment of staff within specific roles Process of staff engagement undertaken Introduction of new processes for the admitted pathway Complete Complete feasibility study for reallocation of admitted pathways and present to the TMB Ensure practice development facilitator in place to provide daily training and mentorship strategy for theatre staff Complete In liaison with teams improve the theatre session start times
identifying first patient to start the list updated and disseminated to all theatre staff Processes all updated and standard operating processes updated and disseminated. Complete Conduct review of theatre timetable to re-plan sessions and commence the process for introducing service specific theatres. This process has started and been mapped out. Yet to be implemented Complete review for the emergency admitted pathway Improving administrative processes at all points along the patient pathway including booking processes to reduce the incidence of appointments being cancelled and rescheduled, and the management of medical records to minimise the number of missing notes; Implement action plan developed in line with the second stage review and the outcome of the TMB presentation, Action plan started. Outpatient meeting started. Continue to implement action plan developed in line with the second stage review and the outcome of the TMB presentation Will be incorporated into the outpatient transformation programme. Also a restructure of admin processes will be undertaken as part of the clinical review structure to bring them under one leadership. Agree and define outcome measures to be used to measure the success of this work including the number of outpatient appointments subject to hospital initiated cancellation and rescheduled appointments as a percentage of the total number. Will be incorporated into the outpatient transformation programme. Also a restructure of admin processes will be undertaken as part of the clinical review Successfully deliver agreed performance targets, including <3% of outpatient appointments subject to hospital initiated cancellation (against 3.8% in As above
structure to bring them under one leadership. 2014/15, and <12% of appointments rescheduled (against 15.9% in 2014/15). Deliver the relevant objectives of the clinical records department recovery plan. Started. Deliver the relevant objectives of the clinical records department recovery plan. Initial objectives complete. Now moving to outsourcing option part of review Monitor performance against the agreed outcome measures Started. Monitor performance against the agreed outcome measures, and achieve year-end targets including <0.5% of the number of records used being temporary, (as compared to 0.7% in 2014/15) 0.3% temporary rate hence complete Implementation of the digital tracking of records project. Not started. Complete the implementation of the Digital tracking of records project Still ongoing. Finalising the business plan. Award records storage contract. Not awarded. Continue the delivery of the longer term strategy. Ongoing Commence the delivery of the longer term strategy. Ongoing. Progressing to implement six day working where appropriate. TBC in line with the objectives of the action plan and the agreed performance milestones. Ongoing. TBC in line with the objectives of the action plan and the agreed performance milestones. Ongoing
Develop a formal process to learn from incidents, incorporating the duty of candour and the being open policy. Strengthened the procedure by introducing a formal reporting structure within the serious incident process and recruitment of quality partners Evaluate the impact of the additional reporting processes the dedicated of quality partners Not achieved because of CQC preparation Begin the implementation of the new model for ophthalmic nursing. Scoping and stakeholder involvement continued and planned completion by Q4 Review completed document and recommendations to key stakeholders Draft document completed – aim to agree recommendations in Q1 16/17 Audit the effectiveness of the new MCA training and its impact on the quality of patient care. MCA training continued throughout Q3- agreed to delay the re-audit until Q1 Review effectiveness and impact of training and agree work plan to implement recommendations Recommendations progressing well. Improved understanding of MCA – re- audit due Q1-2 After a visit to Moorfields; TBC Continue to prepare for the forthcoming CQC inspection in May 2016, with an ambition of achieving a rating of at least “Good”. Appoint two quality partners. Two quality partners now appointed (the second in Q4) Continue to roll out improvement plans. Good progress made Continue to roll out local improvement plans. Good progress made Iterative assessments Good progress made Ongoing site/local assessments Good progress made Continuing refinement of organisational performance available Good progress made and CQC self-assessment submitted in Q4 Refined organisational view of performance available Good progress made
certainty on securing preferred site Maximising the return from the sale of the City Road site Receive the SPD and assess implications. LB Islington have not issued this yet. Probably awaiting Mayoral election result. Make the decision to proceed and to procure advisors. MEH has advisors on board who have performed very well. A review to be undertaken before moving to next stage. Agree contract with UCL/IoO for the joint sale of the City Road site, the acquisition of a new site and the development of the new facility. Sale proceeds not yet agreed. Design development; Design brief signed off by TMB and the Trust Board. Complete at a point in time. Will be refreshed nearer the time of going to market. TBC Launching the fundraising campaign. Engage with major donor prospects. Ongoing, some excellent meetings held with significant prospects. Engage with donor prospects. Ongoing, some excellent meetings held with significant prospects. Identify an additional 200 new major donor prospects. 353 new major donor prospects identified during the course of the year. Engage with consultants. Continued focus on engaging with consultants (particularly those not currently engaged with MEC). Engaged with consultants Worked closely with c50 consultants during 2015-2016 of whom over 20 were new connections with little previous engagement with MEC. Engage with volunteer leaders and host first volunteer event. Planning for major gift prospect reception in March 2016 at the RICS and 1:1 meetings with a select number of potential volunteer leaders. Host volunteer reception. Held a reception on 3 March for major donor prospects at RICS with over c100 individuals in attendance with a good mix of those who have supported us previously and others for whom this
strong future foundation for the application Draft OBC presented to S&I committee March 2016. Outline Business case approval by management committees and the Trust Board. Put on hold pending arrival of new CIO Outline Business case approval by management committees and the Trust Board. Update presented to TMB January 2016. OBC presentation to TMB and Board deferred to April 2016 due to Capital position and affordability gap. Ensuring its applicability in all Moorfields sites and services Rectify factors on satellite sites. Implemented strategy to back up image devices to City Road. Reviewed options for satellite site links. Replace servers and migrate servers to host server Kit received and installation commenced on 5 sites and due to complete 1st week of May subject to local site server room access issues being resolved. Third party engaged to review infrastructure. Wider Area Network strategy to be reviewed in 16/17 Commencing implementation of the planned clinical and operational benefits of the system. Review and monitor the implementation of the digitalisation strategy and the EMR benefits realisation plan. OpenEyes V 11 delivered. Version 12 development commenced. EMR benefits realisation plan put on hold pending arrival of new CIO Review and monitor the implementation of the digitalisation strategy and the EMR benefits realisation plan. OpenEyes Version 12 delivered and deployed in pilots. Development and support outsourced to third party. Version 13 development commenced.
intranet supporting appraisals. Making appropriate connections to other relevant organisational initiatives such as the transformation programme, Care Quality Commission (CQC) readiness planning, and learning and development programmes; Develop TMW criteria/categories for the 2016 Moorfields’ Stars event. TMW successfully built in to Moorfields Stars for 2016. Support preparation for the CQC inspection. made and full support provided Support preparation for the CQC inspection. Links made and full support provided. Directorate and department action planning, tailored to their specific needs and linking to staff survey action plans. Implement action plans. Action plans developed and in progress. Review results of the 2015 survey and refresh action plans as necessary. 2015 survey shows some improvements. Plans in development for areas requiring further action Conduct 2015 national staff survey. Survey conducted. Priority Area Education: Progress the implementation of the Education Strategy Executive Lead Sally Storey Summary of Progress for Quarter 3 RAG Summary of Progress for Quarter 4 RAG Funding secured from Special Trustees. Discussions well advanced with the Institute of Ophthalmology with a view to establishing this as a post. Work on a joint JD and specification underway. Priority Area Detailed Q3 Objective Q3 Progress RAG Detailed Q4 Objective Q4 Progress RAG Recruiting a new director of education; Review of appointment made. Review extended to consider a joint appointment with the Institute of Ophthalmology Discussions about this being a joint appointment with the Institute of Ophthalmology well advanced. Reconsider appointment, if appointment not made / deferred. Funding for a part time role secured. Work on a JD and spec nearly complete.
Recruiting and retaining outstanding research talent; Cornea /ED post advert out. Advert scoped awaiting interview New MR research Fellow sessions in place. Completed x4. Increasing commercial trials and developing commercial partnerships. Oxford Biomedica GT Manufacture Nile St & Athena Vision Site requirements. OB moved to Guys for GT manufacture. Athena progresses Nile St. Cheisi potential UK referral site for Holoclar. Discussions nearing completion. Hope to have contracts sorted by April / May. Increasing patient access to research; Pushing recruitment to meet CRN target. Tracking to target. Genomics patient recruitment increase Looking to stay on target Tracking ahead of target. Demonstrating value to funders and research impact via improved communication output, especially but not limited to, translational research; Hiring editorial journalist to produce 3 case studies. Press release for London Project. .About 4 weeks behind schedule due to time taken to get researchers meeting time . Release occurred ahead of competitive PR. Promoting research excellence event Held on 29.02 for Sight attended. Developing the case for BRC and CRF renewal with UCL IoO formal review of academic position and future projections. Schedule external BRC meetings and internal alignment plans. IoO SIG groups to complete review work up via consultation Achieved and held in January Completed Dec 15 Submit BRC Pre Qualifying questionnaire part 1 of re-application. New themes announced and joint clinical and scientist leaders appointed. Submitted on time 14.02.16 Achieved
Pharmaceuticals manufacturing unit, implement the agreed restructuring of our pharmaceuticals commercial activities to deliver a commercially viable business. responsible for CCG implementation activities term future of the business. the Trust to evaluate them. External advisers appointed. Outline business case is being prepared for consideration by the Trust. Finalise product distribution agreements in retail optometry. Arrangements with specialist wholesalers established Review sales revenues and profit against agreed business plan. Products business achieved YTD sales revenues of £4,196K which were £739K or 15% below budget (£4,935) achieved YTD EBITDA of £198K which was £158K or 44% below of budget (£356K) Included in Trust financial reporting. Establish long term sales team plans for Ireland. Long term plans for activities in Ireland under review following the rejection of for the vast majority of products Formal board review of position against business plan, and the longer term future of the business. This will take place as part of the strategic options review over the next few months. Develop a business plan and review of new ophthalmic ointment products. Market opportunities reviewed but no new ointment products identified Review revenues and profit against agreed business plan. Board review of position against business plan. Products business achieved YTD revenues of £3,230K which were £173K or 5% below of budget (£3,403) achieved YTD EBITDA of £217K which was £97K or 31% below of budget (£314K)
Continued expansion of private patient services in the West End and at Moorfields Croydon/Purley, Ealing, Stratford and Northwick Park; Commence private patients’ services commenced in Ealing Hospital, including associated surgery. Multiple planned meeting dates with NHS General Manager have been cancelled at short notice. Continue to try to progress this. Commence private patients’ services commenced in Northwick Park Hospital, including associated surgery. Multiple planned meeting dates with NHS General Manager have been cancelled at short notice. Continue to try to progress this Working in collaboration with Moorfields Private consultants through the formed Advisory Group, and continuing to explore joint venture opportunities. The first meeting took place on the 5th November 2015 and was attended by 14 consultants, all of whom gave good feedback on the concept of the forum and felt it was important for information sharing and improved understanding of plans for private patients services. A further planned meeting with consultants (supported by the interim CEO and Trust Director of Finance) will take place on 5th April 2016 regarding JV opportunities and the future direction for Moorfields Private.