Private Patient Transition - Steering Group Meeting #3

Private Patient Development 2023

Transition Programme Steering Group Meeting #3

Steering Group Meeting #3 - Agenda

• Action log review

• Programme Status Report

• Workstream progress reports

• Team engagement and knowledge transfer

• Risks & issues

• Decision log

• AOB

Steering Group Meeting #3 – Action Log Review

5/6/23 #1 Delegated authority for workstreams relating to Recruitment & resourcing from Bridget O’Kelly to HRBP

David

Hawkins

5/6/23 #1 Resourcing transition SLA relating to finance and patient pathway coordinators to be discussed in detail to address roles and responsibilities

Marcus Taylor Confirmation sent to HRBP of decision and invitation to join Steering Group meeting.

Introduction meeting held 7th June with SG deck shared.

Marcus Taylor Meeting set up for 7th June (WP,EL,MT,IS) to review in detail.

Meeting completed with outputs

1. Task mapping for WTE with multiple areas of responsibility to measure transition suitability

2. Engagement with HRBP regarding mat leave requirement relating to role in transition plan

3. Engagement with HRBP regarding talent retention

4. Communication planning for people management functionality through and across an SLA

5. Follow up meeting planned

Follow up meeting held 6th July to discuss outputs and recommendations.

Decision completed on resource allocation and 3rd party commercial task completion

4/7/23 Complete

17/7/23 #2 Marketing literature review from perspective of diversity and inclusion

Marcus Taylor Are representative groups appropriately featured in the marketing communications

 Review current stock photography for inclusion rating

 Update following review

17/7/23 #2 Validation of the practising privileges policy

Marcus Taylor BHPL Board members to have oversight and assurance on implementation of new BHPL policy document

 Share policy for review and assurance – policy shared and proposed for off line ratification

7/8/23

17/7/23 #2 Communication framework principles to be approved by BHT Comms Team

Marcus Taylor Preparation of framework of communication principles to be followed for launch and post launch internal communications

 Guidance from BHT Comms team to stand down any proposed internal comms and soft launch due to current challenges and risks

 Only specific direct communications to be implemented

17/7/23 #2 FAQ document required for launch comms Marcus Taylor Preparation of FAQ for launch and post launch internal communications

 No longer required

Programme Status Report

The programme is made up of 9 workstreams comprising of 70 individual milestones with a planned completion date of 30th September 2023 (or earlier)

As of 8th August 2023 the status of the Transition Programme is Green with 44% of milestones completed and one workstreams showing amber status (details included in workstream update) No escalations are required at present 08/08/2023

Transition Programme – Top Level Workstreams

Workstream Status

Board Assurance

Financial & Commercial Transition

CQC Regulatory Approval

Marketing & External Engagement

Recruitment of BHPL / BPHC resources

Operational Mobilisation

Operational Contract & Service Level Agreements

Private Patient Office - process improvement exercise

Narrative

Medical Advisory Committee membership invitations and Chair & Deputy Chair recruitment communication prepared

Auto enrolment invitations for BPHC practising privileges prepared

EMC update paper to be completed for September meeting showing elements of service provision to be delivered post transition

Financial transaction and business process being established in BHPL, knowledge transfer sessions completed and gantt chart prepared to monitor progress.

Managed services flow diagrams being prepared to evaluate revenue flow and income/expenditure options

Bank account for BHPL approved and awaiting mandate signatories completion.

Work stream work paused to phase 2 of business plan post transition

Showcase flip-book on promotional materials prepared and shared with stakeholders.

Internal soft launch communication plan stood down by BHT communication team.

Enquiry management, Stakeholder CRM and Patient Digital Admin Solution implementation continues with completion date of 15 th September.

Website data security and information governance approval from BHT IT services progressing

Sales & Marketing Lead started of 7th August

BHPL Private Patient coordinator recruitment commenced for post transition activities

See detailed workstream update slide

Service level agreement progressing with finance, commercial and operational focus. Management services solution proposed and impact assessment being discussed.

3rd party revenue collection can no longer form part of transition due to information governance concerns from BHT Finance

Patient digital admin solution configuration continues with completion date expected 15 th September. Performance targeting introduced with effect from 17 th August

Speciality launch programs ongoing activities

• Cardiology wellness and health screening services

Speciality Launch programmes

• Spinal services development (including robotic procedures) & JV with Royal Buckinghamshire

• Priory Marlow hospital adolescent disorders JV

• Clinical Psychology outpatient services

Operational Mobilisation

Milestone

Theatre schedule for 2023

Narrative Progress

Elective theatre schedule for all specialities logged with BHT theatre management

100%

Radiology capabilities and capacity in place for FY23/24

PP activity & resourcing requirement in place – meeting completed with Isobel Day 7 th July 2023 identifying capacity planning approach and alignment to Radiology strategy

MRi static capability feasibility options appraisal being considered with BHT, potential for BHPL solution rejected. PP capacity to be sourced externally via Practise Plus

Interventional radiology capacity to recommence at SMH following refurbishment

0%

Preoperative assessment service dedicated for PP in place

Minor refurb, signage & equipping complete – partial completion, further engagement session held with property team 10th July, no further progress noted at site inspection on 10th August 30%

Nursing 0.5 WTE resource in place.

Complex care post operative pathway developed and in pilot for 4 weeks

Dedication of WYC theatre to Private Patients

Cardiology diagnostics package for self pay & insurer early intervention

New Consultant theatre & consulting lists connected for 2023

Access to ICU & HDU services included in to pathway flow diagram

Pre-operative anaesthetic service solution completed with support from Divisional business manager 100%

Following maintenance and refurbishment works to theatre suite identify the available capacity to dedicate sessions for private patients utilisation to support year 2 & 3 of business plan. Supported by CCO, COO & Divisional Director

Theatre recovery programme (GIRFT) business case supported for emergency capex proposal 5%

Introduction of diagnostic and wellbeing screening service to increase utilisation of PPU location at WYC. Engagement with GP to lead service alongside cardiologist consultants 30%

As per Clickup - Business Development Plan 100%

PPU @ Wycombe

Team Engagement and Knowledge transfer

1. Team engagement has been completed with private patient coordinators including meetings and 1-1 sessions.

2. Team building session booked for 17th August including lunch and get to know each other across BHT and BHPL

3. Knowledge transfer session completed between BHPL & BHT Finance

4. Knowledge transfer session completed between BHPL & BHT insurer contracts and commercial

5. Future state planning commenced for finance activities and reporting

6. Engagement with and involvement of BHT Corporate HRBP

Risk & Dependencies

Business commercial performance behind target

Winter escalation removes access to PPU

Availability of theatre and radiology staff to resource elective PP lists at WYC & SMH

Close scrutiny and monitoring of performance. Improvement in management information and dashboard performance informatics

Application of escalation protocol methodology

Engagement with CMO, Divisional Director & HR. Update resource planning protocols, raise awareness of shift availability, internal comms programme, audit NHSB P shifts published, cultural & behavioural responses

Poor quality metrics impact on BHT reputation and CQC relationship

Close monitoring of patient satisfaction using digital systems and assurance models and dashboard. Close alignment to Trust safety systems and governance structure

Increase in referrals is un-manageable when marketing & web goes live

Staggered launch programme, ongoing capacity assessment. Continuous engagement on available resourcing

Lack of high-quality management and financial information

Development work with Information & Informatics teams

Insurers require full re-negotiation of contracts and pricing agreements

Close engagement and relationship with insurer account managers

Steering Group Meeting

#3 - Decision Log

Due to current Trust focus on clinical restructure, A&E performance improvement and national pay disputes guidance and instruction was to pursue a low-key communication approach, with focused groups being shared information and external stakeholder engagement to be the priority.