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NLG(15)501

DATE OF MEETING 24 November 2015

REPORT FOR Trust Board of Directors – Public

REPORT FROM Wendy Booth, Director of Performance Assurance & Tr ust Secretary and Marcus Hassall, Director of Finance

CONTACT OFFICER As above

SUBJECT Trust Sustainability Plan

BACKGROUND DOCUMENT (IF ANY) None

REPORT PREVIOUSLY CONSIDERED BY & DATE(S) Resources Committee – 20 November 2015

EXECUTIVE COMMENT (INCLUDING KEY ISSUES OF NOTE OR, WHERE RELEVANT, CONCERN AND / OR NED CHALLENGE THAT THE BOARD NEED TO BE MADE AWARE OF)

The report provides the Sustainability Plan Reporti ng Dashboard and Tracker at M7. The Executive Summary section of th e dashboard summarises current progress and risks to delivery a nd mitigating actions. The report also provides the revised reporting Dash board

HAVE THE STAFF SIDE BEEN CONSULTED ON THE PROPOSALS?

N/A

HAVE THE RELEVANT SERVICE USERS/CARERS BEEN CONSULTED ON THE PROPOSALS?

N/A

ARE THERE ANY FINANCIAL CONSEQUENCES ARISING FROM THE RECOMMENDATIONS?

NO

IF YES, HAVE THESE BEEN AGREED WITH THE RELEVANT BUDGET HOLDER AND DIRECTOR OF FINANCE, AND HAVE ANY FUNDING ISSUES BEEN RESOLVED?

N/A

ARE THERE ANY LEGAL IMPLICATIONS ARISING FROM THIS PAPER THAT THE BOARD NEED TO BE MADE AWARE OF?

NO

WHERE RELEVANT, HAS PROPER CONSIDERATION BEEN GIVEN TO THE NHS CONSTITUTION IN ANY DECISIONS OR ACTIONS PROPOSED?

YES

WHERE RELEVANT, HAS PROPER CONSIDERATION BEEN GIVEN TO SUSTAINABILITY IMPLICATIONS (QUALITY & FINANCIAL) & CLIMATE CHANGE?

YES

THE PROPOSAL OR ARRANGEMENTS OUTLINED IN THIS PAPER SUPPORT THE ACHIEVEMENT OF THE TRUST OBJECTIVE(S) AND COMPLIANCE WITH THE REGULATORY STANDARDS LISTED

Ensures compliance with the requirements of good fi nancial governance and Monitor Enforcement Undertakings

ACTION REQUIRED BY THE BOARD The Board is asked to note the report & consider an y additional actions required

Sustainability Programme 2015/16 Dashboard

Reporting Period: Month 7

Report Date: 18 November 2015

CONTENTS

1. All Workstreams - Finances 3

2. Medical Staffing Controls 5

3. Nurse Staffing Controls 7

4. Operations 10

5. Non-Pay & Procurement 12

6. Pay Framework 13

7. Central, Corporate & Commercial 14

8. Estates & Facilities 15

9. Contracting & Service Development 16

3,800 1,567 1,586 (458)

3,450 1,604 398 (1,245)

1,300 425 658 (100)

2,600 1,246 1,304 284

1,067 551 512 (640)

1,010 364 74 1,097

1,873 1,091 1,381 (74)

700 269 679 (117)

15,800 7,116 6,592 -1,253

•

••

•

The month 07 delivery compares to a month 06 delivery £1.035m of which £818k (79%) was recurrent and £217k (21%) of non-recurrent delivery.

The data predicts full year delivery of £13.301m (£2.499m deficit). It should be noted that the predicted overall savings has increased this month. This figure does not include the forecast delivery of

recovery actions to be added.

The Trust commissioned PWC to undertake a mid-year review. The key outcomes are the need for an increased number of dedicated project managers, the recruitment of an SPG Lead, the need to

embed a culture of strong informatics and further training to support better understanding of robust programme management amongst the workstreams.

-524

2,884

(1,205)

233

59

Month 07 reported data shows the Sustainability Programme delivering £6.592m versus a YTD plan of £7.116m (92% achievement). The in month savings of £1.314m are broken down to £1.11m (84%)

recurrent savings and £204k non-recurrent savings (16%).

125

Revised Delivery

Projection

(£'000)

3,342

-2,499

370

2,970

993

583

14,547

(120)

282

(52)

(840)

585

2,205

1,200

Forecast Variance

to Revised Plan

(£'000)

1. All Workstreams - Finances

Forecast Variance

to Original Full

Year Plan (£'000s)

(627)

(1,851)

2015/16 Full

Year Plan

(£'000s)

YTD Plan

(£'000s)

YTD

Delivery

(£'000s)

Estates & Facilities

Pay Framework

Central Corporate & Commercial

Contracting & Service Development

YTD

Variance

(£'000s)

19

(40)

(291)

290

410

Workstreams

Medical Staffing

Nurse Staffing Controls

Operations

Non Pay & Procurement

504 1,099 1,821 2,901 4,197

5,604 7,116

8,800 10,494

12,202 13,982

15,800

13,301

- 2,000 4,000 6,000 8,000

10,000 12,000 14,000 16,000

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

£'0

00

s

Monthly Cumulative Savings Delivery Against Plan

Total deliveredPlanForecast

532 558 670 699 956 818 1,110 126 241 192 157

112 217 204

504 594 722

1,080 1,295 1,407 1,512

1,684 1,695 1,708 1,780 1,818

-

1,000

2,000

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

£'0

00

s

Monthly Savings Delivery Against Plan

Delivered NR

Delivered R

Plan

Page 3

PROGRAMME WORKSTREAMDELIVERY

RAGPROGRAMME WORKSTREAM

DELIVERY

RAG

Medical Staffing Policies RED Catering Price Review RED

Job Planning AMBER Car Parking Income GREEN

Capacity & Demand AMBER Property Management GREEN

Rota Coordination & Management GREEN HSA Project GREEN

Redesign, Recruitment & Retention RED Management and Admin GREEN

E-Roster Efficiency GREEN Portering Project AMBER

Agency Spend Controls RED Car Parking and Security Contract AMBER

Nurse Recruitment & Retention AMBER Energy Partnership GREEN

Outpatients Redesign AMBER Facilities Stock Project GREEN

Theatres Redesign RED Logistics and Transport Service Review RED

Northside Reconfiguration RED

Waste Contract Controls GREEN

Clinical Administration Review AMBER SGH Park & Ride GREEN

AHP Reconfiguration - Community GREEN Food Waste GREEN

AHP Reconfiguration - Radiographer

(Diagnostic Redesign)RED WRVS Takeover GREEN

AHP Reconfiguration - Pathlinks GREEN Discretionary Spend Controls GREEN

Operations Procurement AMBER Capital Financing Costs GREEN

Pathlinks Procurement GREEN Legal Costs GREEN

Drugs Saving GREEN Printing Costs GREEN

Travel expenditure AMBER Mobile Phone Costs GREEN

Incremental pay progression GREEN Storage Costs RED

TOPS Service Expansion RED Postage RED

Private Patients GREEN Corporate Cost Reduction GREEN

Overseas Visitors GREEN

Orthopaedic Repatriation GREEN

Ophthalmology Repatriation AMBER Retail Catering Development RED

Gynae Repatriation AMBER Reprographics Business Development RED

Repatriation of services GREEN Advertising and Sponsorship Income RED

Service development (HLHF) AMBER Donated Income Development AMBER

Tele-medicine (Dermatology) AMBER DPoW Land Sale Project RED

NURSE STAFFING

CONTROLS

MEDICAL STAFFING

CONTROLS

ESTATES & FACILITIES

2. All Workstreams - SPG Delivery RAG Ratings

Emergency Critical Care / Unplanned

Care RedesignAMBER

GREEN

PAY FRAMEWORK

CONTRACTING &

SERVICE DEVELOPMENT

NON-PAY &

PROCUREMENT

CENTRAL, CORPORATE

& COMMERCIALResidential Accommodation Business

Development 1 - Riverside

OPERATIONS

Page 4

•

•

•

•Reporting Period: Month 7

•

Report Date: 18 November 2015

£ 3800kRevised

Projected £ 3342k

YTD Plan: £ 1566.8k

YTD Delivery: £ 1586.2k

Forecast: £ 3173.1k

Job Planning KPI

Although rated amber the job planning work requires close tracking as failure to deliver will present

significant risk to the overall programme.

Original Full Year Plan:

Clinical Excellence Award have not delivered anticipated savings in year. Work continues to

review budgets and processes around CEA's to strengthen the governance arrangements.

Job Planning KPI

2. Medical Staffing Controls

Commentary:

The workstream is slightly ahead of plan in delivery of savings with positive variance of £19.4k.

The in-month savings have continued to fall below plan at month 07.

The full year forecast has reduced from £3.22m to £3.17m.

209 221 181 205 207 277 2860

50

100

150

200

250

300

350

400

450

500

£'0

00

s

Medical Staffing Controls Monthly Delivery Against Plan

Actual Plan

7.2% 10.2% 9.4% 8.9% 8.1% 11.1%0%

2%

4%

6%

8%

10%

12%

14%

Reduction in on the day cancellations to 5% - Theatr es

Actual Plan

AMBER

9.5% 8.5%6.7%

5.2%5.5%

5.6%

6.3%6.7%

7.0% 7.1%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

Reduce % of DNA's - Ophthalmology only

Actual Plan

GREEN

Page 5

Rota Management KPI

2. Medical Staffing Controls cont.

Redesign, Recruitment & Retention KPI Redesign, Recr uitment & Retention KPI

Redesign, Recruitment & Retention KPI

42%30%

81%

63%47%

37%26%

0%

20%

40%

60%

80%

100%

30% leavers complete exit questionnaires

Actual Plan

GREEN

2 4 6 7 9 12 140

2

4

6

8

10

12

Net increase in number of Consultants recruited (cu m.)

Actual Plan

GREEN

0 1 5 5 0

-1

0

-2

0

2

4

6

8

10

12

Net increase in number of Middle Grades recruited ( cum.)

Actual Plan

RED

100% 100% 100% 100% 100% 100% 100%

0%

20%

40%

60%

80%

100%

Projected gaps in rota are available six weeks in a dvance to agency

Actual Plan

GREEN

Page 6

•

•

•

•

•

£ 3450k

£ 2205k




Rostering Improvement KPI Rostering Improvement KPI

3. Nurse Staffing Controls

Commentary:

There has been an increase in the percentage of bank shifts used compared with agency and this

improvement is on target.

Full Year Plan:

For the 7th month in a row the workstream has significatly under-delivered and shows a delivery of

£398k against a plan of £1.6m - a negative YTD variance of £1.2m.

The current full year forecast is £1.85m behind plan. This forecast has improved in month from

£1.25m at month 6.

Revised Projected Delivery

Nursing Vacancy rate has decreased in month - The worksteam needs to fully understand the

reasons why staff are leaving and to plan and implement effectively to retain staff.

The monthly recruitment to target has been missed for the first month however recruitment

activities recently undertaken should improve the performance in the months to come.

38 52 52 52 66 69 69

0

50

100

150

200

250

300

350

400

450

£'0

00

s

Nurse Staffing Controls Monthly Delivery Against Pl an

Actual Plan

78% 56% 66% 65% 89% 90% 80% 91%0%

20%

40%

60%

80%

100%

Pe

rce

nta

ge

KPI34 - All rosters have been created 6 weeks before off duty commences

Actual Plan

RED

78% 100% 72% 96% 100% 97% 97% 98%0%

20%

40%

60%

80%

100%

KPI35 - All rosters have been approved 4 weeks befor e off duty commences

Actual Plan

RED

Page 7

Retention & Recruitment KPI Retention & Recruitment KPI

Retention & Recruitment KPI Retention & Recruitment KPI

3. Nurse Staffing Controls cont.

9.0% 10.0% 10.1% 10.5% 10.7% 9.6% 8.0%0%

2%

4%

6%

8%

10%

12%

Reduction in Nursing vacancy rate (%)

Actual Plan

RED

10

3 4

149

3529

3 4 4 47

26

50

15 15

30

15

00

10

20

30

40

50

60

Recruit nurses according to plan per month

Actual Plan

AMBER

46 21 43 61 44 51 480

10

20

30

40

50

60

70

80

90

100

Nu

mb

er

of

Da

ys

Reduction in recruitment process time - offer to in- post

Actual Plan

GREEN

7% 5% 7% 6% 6% 7% 6%0%

1%

2%

3%

4%

5%

6%

7%

8%

Reduce Nursing sickness rate to national level and below (%)

Actual Plan

RED

Page 8

Retention & Recruitment KPI Agency Spend Controls KPI

3. Nurse Staffing Controls cont.

14.0% 15.2% 15.2% 16.2% 16.2% 15.9% 15.6%0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

Reduce Nursing turnover rate (%)

Actual Plan

RED

64% 73% 73% 80% 83%0%

20%

40%

60%

80%

100%

Increase in % of bank shifts used compared to agenc y

Actual Plan

AMBER

Page 9

••

•

•

•

•

£ 2079.3k

£ 1200k

YTD Plan: £ 424.7k

YTD Delivery: £ 658k


Outpatients Redesign KPI

Positive YTD variance of £233.4k.

The over delivery against forecast is due to non-recurrent saving as a result of the clinical admin

review.

The KPI's for this workstream have failed to meet their target this month and this is being

investigated by the workstream teams.

Detailed next step plans for theatres and outpatients are being work up for the remainder of the

year.

Full Year Plan:


4. Operations

Commentary:

In the Outpatient project in Ophthalmology the percentage of DNA's remains below target however

the trend is increasing.

There has been further deterioration in the Theatres workstream, the negative YTD variance has

increased for the second month.

Outpatients Redesign KPI

60 60 78 118 88 130 1250

20

40

60

80

100

120

140

160

180

200

£'0

00

s

Operations Workstream Monthly Delivery Against Plan

Actual Plan

14.0% 14.0% 14.0% 15.2% 15.1% 15.3% 24.7%0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Reduce the percentage of Hospital Cancellations- Ophthalmology only

Actual Plan

RED

9.5% 8.5%6.7%

5.2%5.5%

5.6%

6.3%6.7%

7.0% 7.1%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

Reduce % of DNA's - Ophthalmology only

Actual Plan

GREEN

Page 10

Outpatients Redesign KPI Theatres Redesign KPI

Theatres Redesign KPI Theatres Redesign KPI

4. Operations cont.

7.2% 10.2% 9.4% 8.9% 8.1% 11.1% 9.5%0%

2%

4%

6%

8%

10%

12%

Reduce percentage of patients cancelled on the day of surgery in total

Actual Plan

RED

4.7% 5.8% 6.5% 4.8% 4.7% 7.5% 6.9%0%

1%

2%

3%

4%

5%

6%

7%

8%

Reduce percentage of patients cancelled on the day of surgery due to non-clinical reasons

Actual Plan

RED

2.5% 4.4% 2.8% 4.0% 3.7% 4.2% 2.6%0%

1%

2%

3%

4%

5%

Reduce percentage of patients cancelled on the day of surgery due to clinical reasons

Actual Plan

GREEN

12 6 20 10 26 17 140

5

10

15

20

25

30

Reduce PALS from 14 per month to 7 that relate to appointment - Ophthalomology only. 33% Reduction

Actual Plan

RED

Page 11

•

•

•

•

£ 2600k

£ 2884k




5. Non-Pay & Procurement

Commentary:

Positive YTD variance of £58.5k as a result of over performance from Drugs Savings

Although slightly delayed, Pathlinks Procurement will deliver a higher than planned FYE, resulting

in the slippage at M07 being recovered in year.

Drugs Savings is over delivering at M07 (£123.1k) and is expected to continue this trend for the

remainder of the year.


Challenges within the orthopaedics schemes has contributed towards the YTD slippage of £40.2k

for Operations Procurements

Full Year Plan:68 101 139 173 233 220 369

0

50

100

150

200

250

300

350

400

£'0

00

s

Non-Pay & Procurement Monthly Delivery Against Plan

Actual Plan

Page 12

•

•

£ 1010k

£ 370k

YTD Plan: £ 364.3k


Forecast: £ 170.4k

The Travel Expenditure project has not delivered the expected savings to date as the number of

travel expenses has increased. Work to understand the reasons for the increase is needed to

ensure appropriate mitigations are taken.

Commentary:

Negative YTD variance (£290.8k) – due to abandonment of non-AfC contracts. A small value has

been delivered in the incremental pay project but this is as a result of the national pay award

changes affecting band 8+.

6. Pay Framework

Full Year Plan:


1 3 3 6 18 21 210

20

40

60

80

100

120

140

160

£'0

00

s

Pay Framework Monthly Delivery Against Plan

Actual Plan

Page 13

•

•

•

£ 1873.1k

£ 2970k




Legal costs is over delivering YTD with a positive variance of £53.6k

Storage costs, postage costs, retail catering, DPOWH land sale and the reprographics business

development projects all have year end forecasts of zero as these projects are no longer expected

to deliver any savings this financial year


Full Year Plan:

7. Central, Corporate & Commercial

Commentary:

Positive variance YTD of £290.2k – Reporting an improvement due to the embedding of Corporate

YTD underspends into the forecast. Potential for further delivery through Plan B proposals.

150 234 210 153 192 212 2310

50

100

150

200

250

£'0

00

s

Central Corporate & Commercial Monthly Delivery Aga inst Plan

Actual Plan

Page 14

•

•

•

•

£ 1066.9k

£ 993k

YTD Plan: £ 551.3k




Three new projects were added to the programme during month 06 which are either in

implementation or development stage (SGH park & ride, food wastage and WRVS takeover).

Full Year Plan:

Logistics and transport service review and the northside reconfiguraiton projects all have year end

forecasts of zero as these projects are no longer expected to deliver any savings this financial

year

Potential risk to Energy Partnership Contract financial delivery if guaranteed savings associated

with contract are not realised

Commentary:

Negative variance to YTD plan of £39.6k due to slippage within catering price review, portering,

and the car parking and security contract projects

8. Estates & Facilities

16.113866676.320476667101.150976726.16542667119.2515767

-43.29750333

-60

-40

-20

0

20

40

60

80

100

120

140

42095 42125 42156 42186 42217 42248 42278 42309 42339 42370 42401 42430

£'0

00

s

Contracting & Service Development Monthly Delivery Against Plan

Actual Plan

57 62 59 79 83 83 890

20

40

60

80

100

120

£'0

00

s

Estates & Facilities Monthly Delivery Against Plan

Actual Plan

Page 15

•

•

•

•

•

£ 700k

£ 583k

YTD Plan: £ 268.8k


Forecast: £ 824.7k


Full Year Plan:

The full year forecast has improved at month 07 to £824.7k which is a positive variance of

£124.7k.

Positive YTD variance of £410k.

TOP service at GDH continues to not generate the expected income.

There has been sustained over performance of the Overseas project from having the new controls

in place.

The private patient's project has started to deliver income ahead of forecast.

Commentary:

9. Contracting & Service Development

74 67 140 70 183 23 1230

20

40

60

80

100

120

140

160

180

200

£'0

00

s

Contracting & Service Development Monthly Delivery Against Plan

Actual Plan

Page 16

NORTHERN LINCOLNSHIRE AND GOOLE NHS FOUNDATION TRUST

SUSTAINABILITY PROGRAMME DASHBOARD

REPORTING PERIOD 18/11/2015

1. EXECUTIVE SUMMARY / KEY MESSAGES - MONTH 7 2. MONTHLY SAVINGS DELIVERY AGAINST PLAN

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Totals

QIA SUMMARY Plan 504 594 722 1,080 1,295 1,407 1,512 1,684 1,695 1,708 1,780 1,818

Delivered (R) 532 558 670 699 956 818 1,110

QIA’s Completed and Signed 35 Delivered (NR) 126 241 192 157 112 217 204

QIA’s Awaiting MD / CN Signoff 2 Total delivered 657 799 862 856 1,068 1,035 1,314 - - - - - 6,592

QIA’s N/A Exemption (Approved by MD & CN) 53 Forecast Recurrent - 1,119 1,169 1,213 1,254 1,268

QIA's Over Due 0 Forecast Non-Recurrent - 128 143 137 140 140

Date of next CN & MD Sign off meeting 22nd Oct 2015 Total Forecast 1,246 1,311 1,350 1,394 1,408 6,709

Total 13,301

3. FINANCIAL PROGRESS AGAINST CURRENT YEAR TO DATE PLAN AND FORECAST SPG COMMENTS:

4. PROGRESS AGAINST GATEWAY - FORECAST DELIVERY

FULL YEAR PLAN TOTAL

(£000)

YTD PLAN TOTAL

(£000)

YTD DELIVERY TOTAL

(£000)

SPG COMMENTS:

GATEWAY 0 1 2 3 4 TOTAL

No. of Schemes - 3 5 11 42 61

5. DELIVERY VARIANCE AGAINST PLAN BY PROGRAMME SPG COMMENTS:

6. PROGRESS ON NON-FINANCIAL KPI'S

PROGRAMME WORKSTREAMINTENDED TREND

MOVEMENT

TREND

at M7*PROGRAMME WORKSTREAM

INTENDED TREND

MOVEMENT

TREND

at M7*

Contracting & Service

Development

Medical Staffing

Controls

Nursing Staffing

ControlsOperations Estates & Facilities

Non-pay &

ProcurementPay Framework

Central, Corporate &

CommercialJob Planning → →

Rostering

Improvement→

Workstream Variance to YTD Plan 410 19 (1,205) 233 (40) 59 (291) 290

↑ ↓

Percentage YTD Delivery against YTD Plan 252.7% 101.2% 24.8% 155.0% 92.8% 104.7% 20.2% 126.6%

↑ ↓

Workstream Forecast Variance to full year plan 125 (627) (1,851) (120) (52) 282 (840) 585

Rota

Management &

Control

→ ↓

In year plan 700 3,800 3,450 1,300 1,067 2,600 1,010 1,873

Rostering

Improvement↓ ↓

Percentage Full Year Forecast against Plan 118% 84% 46% 91% 95% 111% 17% 131%

→ ↓

↑ ↓

Theatre Redesign ↓

Medical Staffing

Controls

Rota

Management &

Control

↑ ↑

Hours monitoring - achieve 75%

return rate on each rota per

speciality

*NB: The trend is based on six months of data, accuracy of reporting will improve month on month. Full

detail of KPI performance can be seen in the KPI Tracker tab

Redesign,

Recruitment &

Retention

KPI DESCRIPTION

KPI35 - All rosters have been

approved 6 weeks before off duty

begins

Reduction in Nursing vacancy rate

(%)

Agency Spend

Controls

Recruit nurses according to

plan per month

Nursing Staffing

Controls

Recruitment and

RetentionNet increase in number of

Consultants recruited

Reduce the percentage of Hospital

Cancellations

(only monitoring Ophthalmology

at Present)

Reduce Nursing turnover rate (%)

Reduce Nursing sickness rate to

national level and below (%)

Outpatients

Redesign

Reduce percentage of patients

cancelled on the day of surgery

due to non-clinical reasons

KPI DESCRIPTION

Compliance Job Planning

target end May (100%

appropriate Consultants)

Reduce the number of PALS

related to appointments


at Present)

KPI's Green Rated

Increase in % of bank shifts

used compared to agency

Medical Staffing

Operations

Nursing Staffing

Controls

The programme at M7 has cumulatively delivered £6.59m against a plan of £7.12m (92%). In month the programme has delivered £1.314m; £1.11m of which was on a recurrent basis and £204k on a non-recurrent basis.

Projected gaps in rota are

available six weeks in

advance to agency

Reduce % of DNA's


Presently)

The gateway assessment shows that the largest proportion of projects are in gateway 4 (Benefits Realisation) (76%) these have a forecast full year delivery value of £12.01m. The SPG is supporting project teams to further develop or deliver those projects in

gateway 1-3 to go through to gateway 4 (benefits realisation); these have a value of £1.28m. At M7 there is a forecast £2.49m delivery gap to full year plan.

WORKSTREAM'S FULL YEAR FORECAST TOTAL (£000) REVISED DELIVERY PROJECTION TOTAL

(£000)

At M7 the YTD Delivery is £524k behind plan; £1.19m shortfall of recurrent savings but £663k additional non-recurrent savings. The workstream's forecast against full year plan is reporting a £2.49m short of plan, this forcast has improved since M6.

(524)

(2,499)

Total

30% leavers complete exit

questionnaire

Reduction in recruitment

process time - offer to in

post.15,800

92.6%

KPI's Red Rated

Comments:

Nursing Staffing Controls

Negative variance to YTD plan by (£1.2m) - The full year forecast is £1.85m behind plan. This forecast is reliant on the successful recruitment and retention programme and compliance with the recent Monitor framework on agency controls. It should be noted that the full year forecast has improved in month

as a result of the agency spend controls and recruitment activities.

Estates & Facilities

Negative variance to YTD plan by (£40k) – Three new projects have been added to the programme were added in month 6 which have either been implemented or are in scoping.

Pay Framework

Negative YTD variance (£291k) – due to abandonment of non-AfC contracts. A small value has been delivered in the incremental pay project but this is as a result of the national pay award changes affecting band 8+. The Travel Expenditure project has delivered three months of expected savings to date.

Medical Staffing

Positive variance to YTD plan of £19k – Full year forecast improved in month to £3.8m. Capacity and demand starting to fall behind the planned increase in savings trajectory as WLI payments have increased. Job planning remains high risk particularly in Surgery as the proposed plans require more clarity on

when reductions will commence although there has been good progress in Medicine. The planned increase in Deanery fill rate did materialise but savings were minimal due to an increase in non-training grade vacancies. Non-training recruitment schemes beginning to show signs of failure as planned

recruitment doesn’t materialise. Increment controls requiring further intensive review to ensure consistency in approach.

Operations

Positive YTD variance of £233k. A successful implementation of the Clinical Admin Review will be paramount to the workstream achieving its forecast in the next period there will be an independent review of the implementation plan to provide greater assurance on delivery. The OPD project has entered a

second phase with a reviewed focus and weekly meetings.

Contracting & Service Development

Positive YTD variance of £410k - TOP service at GDH continues to not generate the expected income and repatriation of service has not delivered as expected, although there has been consistent over performance by the Overseas project from having the new controls in place. The private patient's project has

seen the first month of financial delivery. The full year variance is predicted to be £700k ahead of plan, which is an improvement from previous months.

Central, Corporate and Commercial

Positive variance YTD plan by £k – Reporting an improvement due to the embedding of Corporate YTD underspends into the forecast. Potential for further delivery through plan B proposals.

Non-pay & Procurement

Positive YTD variance (£290k) as a result of Pathlinks Procurement and some Drug savings. Operations engagement is key continued delivery.

84%

SUSTAINABILITY PROGRAMME DASHBOARD

FINANCIAL YEAR 2015-2016Oct-15 LAST UPDATED

> Month 07 reported data shows the Sustainability Programme delivering £6.59m versus a YTD plan of £7.12m (92% achievement). The in month savings of £1.3m are broken down to £1.11m (84%) recurrent savings and £204k non-recurrent savings (16%), this compares to M06 delivery in FY15-16 of

£818k (79%) recurrent savings and £217k (21%) of non-recurrent delivery. Section 5 below breaks down how this has been delivered via each workstream and gives a summary of full year predicted savings based on current performance.

> The data predicts full year delivery of £13.301m (£2.499m deficit). It should be noted that the predicted overall savings has increased this month.

> The SPG continues to work with workstream and project leads to complete and review the Quality Impact Assessments (QIAs), of the current projects only 1% are still to have their QIAs signed off by the CN and MD. A meeting has been scheduled for the 04th December 2015 to conduct a three

month review of the Full QIA Trackers.

> Each workstream has their own detailed KPI reports that are reviewed in Workstream meetings to help understand progress in implementation of plans. A summary of workstream KPIs are shown in section 6 separating out on track (green) and off track (red).

> 99% of QIA's have been reviewed and signed off, declared exempt or are awaiting sign off at the next meeting

> Two QIAs have been completed by the project teams and are awaiting CN & MD Sign off

> Nine of the projects have full QIA trackers that are reviewed quarterly by CN & MD and monthly by the project teams. These projects are Medical Staffing; Redesign, Recruitment & Retention, Job

Planning/Capacity & Demand and Policies, Nursing Staffing Control; Recruitment & Retention, Agency Spend Controls and Roster improvement, Clinical Administration Review and Portering Review

> The Nursing Staffing Controls Workstream have agreed to reassess their QIA checklists and tracker as the team feel the previous assessments do not reflect the current direction of the workstream

15,800 7,116 6,592 13,301 14,547

- 67

38

1,181

12,014

2,499 15,800

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

0 1 2 3 4 GAP to plan Total

£'0

00

In year forecast delivery value

14,998

6,646 5,460

11,429 13,301

802

469 1,132

1,872

1,246 2,499 1,253

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

Full Year Plan YTD Plan

Recurrent/Non Recurrent

YTD Delivery

Recurrent/Non Recurrent

Workstream's

Full Year Forecast R/NR

Revised Delivery Projection

£'0

00

Non Recurrent Recurrent

Gap to Plan

(2,000)

(1,500)

(1,000)

(500)

0

500

1,000

Contracting & Service Development Medical Staffing Controls Nursing Staffing Controls Operations Estates & Facilities Non-pay & Procurement Pay Framework Central, Corporate & Commercial

£'0

00

Workstream Variance to YTD Plan Workstream Forecast Variance to full year plan

Gateway

0 - Idea

1 - Scoping

2 - Project Development

3 - Project Implementation

4 - Benefits Realisation

5 - Project Closure

532 558 670 699

956 818

1,110 126 241

192 157

112 217

204

1,119 1,169 1,213 1,254 1,268

128 143 137

140 140

504 594

722

1,080

1,295 1,407

1,512

1,684 1,695 1,708 1,780 1,818

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

Delivered (R) Delivered (NR) Forecast Recurrent Forecast Non-Recurrent Plan

Recovery

Action

NORTHERN LINCOLNSHIRE AND GOOLE NHS FOUNDATION TRUST - SUSTAINABILITY PROGRAMME FY15-16 TRACKER

PROGRAMME WORKSTREAM PROJECT ID PROJECT EXECUTIVE LEAD PROJECT LEAD SPG TEAM DELIVERY RAG

RATING

KEY COMMENTS / ACTIONS ARISING FROM EXEC LEAD /

WORKSTREAM LEAD MEETINGS

R N/R TOTAL TOTAL R N/R TOTAL R N/R TOTAL R N/R TOTAL R N/R TOTAL R N/R TOTAL R N/R TOTAL

Medical Staffing Policies MS01 Medical Staffing Policies Lawrence Roberts Jane Heaton RED

Reduced savings achieved for back pay of

thresholds. CEA process not likely to produce

predicted savings

450.0 0.0 450.0 0.0 262.5 0.0 262.5 154.1 0.0 154.1 (108.4) 0.0 (108.4) 162.2 0.0 162.2 (287.8) 0.0 (287.8) 0.0 0.0 0.0

Job Planning MS02 Job Planning Lawrence Roberts Karen Griffiths AMBER

Work underway to release PA's from target areas

through job planning reviews. Full savings target

not likely to be achieved

480.0 0.0 480.0 342.9 135.4 0.0 135.4 112.5 0.0 112.5 (22.8) 0.0 (22.8) 294.1 0.0 294.1 (185.9) 0.0 (185.9) 342.9 0.0 342.9

Deep Dives - Capacity &

DemandMS03 Capacity & Demand Lawrence Roberts Kate Conway AMBER

Reliant on outpatients and theatres workstreams

delivery780.0 0.0 780.0 406.9 296.6 0.0 296.6 267.7 0.0 267.7 (28.9) 0.0 (28.9) 522.4 0.0 522.4 (257.6) 0.0 (257.6) 406.9 0.0 406.9

Rota Management &

ControlMS04

Rota Coordination &

ManagementLawrence Roberts Kate Conway GREEN

Off-platform use reducing. Advanced rota

preparation improved 600.0 0.0 600.0 0.0 350.0 0.0 350.0 696.0 0.0 696.0 346.0 0.0 346.0 1,335.2 0.0 1,335.2 735.2 0.0 735.2 0.0 0.0 0.0

Redesign, Recruitment &

RetentionMS05

Redesign, Recruitment &

RetentionLawrence Roberts Jane Heaton RED

Consultant recruitment ahead of target. Middle

Grade recruitment off track. Deneary fill rate

significantly improved. Savings from current

recruitment not as high as expected

1,490.0 0.0 1,490.0 1,270.0 522.3 0.0 522.3 355.8 0.0 355.8 (166.5) 0.0 (166.5) 859.2 0.0 859.2 (630.8) 0.0 (630.8) 1,270.0 0.0 1,270.0

TOTAL MEDICAL STAFFING CONTROLS 3,800.0 0.0 3,800.0 2,019.8 1,566.8 0.0 1,566.8 1,586.2 0.0 1,586.2 19.4 0.0 19.4 3,173.1 0.0 3,173.1 (626.9) 0.0 (626.9) 2,019.8 0.0 2,019.8

NS01 E-Roster Efficiency Karen Dunderdale Derek Conlon GREEN

Controls and escalation processes in place with

monthly KPI tracking. YTD Delivery ahead of plan.

Risks to delivery identified and manager at weekly

meeting

630.0 0.0 630.0 24.1 364.6 0.0 364.6 398.5 0.0 398.5 33.9 0.0 33.9 749.2 0.0 749.2 119.2 0.0 119.2 24.1 0.0 24.1

NS02 Agency Spend Controls Karen Dunderdale Helen Clark RED

Some delays in recruitment noted, increasing

vacancy rate is affecting the potential for reduced

agency spend. Daily control meetings now in place

with ops teams and bank office to mitigate agency

spend.

2,820.0 0.0 2,820.0 0.0 1,239.2 0.0 1,239.2 0.0 0.0 0.0 (1,239.2) 0.0 (1,239.2) 849.5 0.0 849.5 (1,970.5) 0.0 (1,970.5) 0.0 0.0 0.0

NS03Nurse Recruitment &

RetentionKaren Dunderdale Angie Davies AMBER

No value, but workstream is an enabler for Agency

spend workstream. Exec Lead recognises the need

for further planning of retention element

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

TOTAL NURSE STAFFING CONTROLS 3,450.0 0.0 3,450.0 24.1 1,603.8 0.0 1,603.8 398.5 0.0 398.5 (1,205.4) 0.0 (1,205.4) 1,598.7 0.0 1,598.7 (1,851.3) 0.0 (1,851.3) 24.1 0.0 24.1

OP01 Outpatients Redesign Karen Griffiths Tracey Broom AMBER

Non-financial KPI's deteriorating within

ophthamology. YTD delivery ahead of forecast. Will

monitor KPI performance

56.9 0.0 56.9 45.1 22.0 0.0 22.0 17.6 0.0 17.6 (4.4) 0.0 (4.4) 43.8 0.0 43.8 (13.1) 0.0 (13.1) 45.1 0.0 45.1

OP02 Theatres Redesign Karen Griffiths Claire Phillips AMBER

Theatres action plan in place to manager

performance. YTD Delivery below plan, further

detailed plan being worked up

140.0 0.0 140.0 226.0 48.6 0.0 48.6 17.8 0.0 17.8 (30.8) 0.0 (30.8) 26.8 0.0 26.8 (113.2) 0.0 (113.2) 226.0 0.0 226.0

OP03Emergency Critical Care /

Unplanned Care RedesignKaren Griffiths Peter Bowker AMBER

CCL negotiations around contract failed to reduce

cost of contract however mitigation agreed and has

been implemented with further options to be

explored to generate a saving

100.0 0.0 100.0 0.0 50.0 0.0 50.0 22.5 0.0 22.5 (27.5) 0.0 (27.5) 85.0 0.0 85.0 (15.0) 0.0 (15.0) 0.0 0.0 0.0

OP04Clinical Administration

ReviewKaren Griffiths ACOO's AMBER

Milestones on track, implementation plan set out

to introduce new model in October but is phased

between october and december so potential that

expected savings will fall short in october -

december

463.1 0.0 463.1 1,763.2 14.4 0.0 14.4 182.6 147.7 330.3 168.3 147.7 315.9 403.7 156.7 560.4 (59.4) 156.7 97.3 1,763.2 0.0 1,763.2

OP05AHP Reconfiguration -

CommunityKaren Griffiths Maureen Georgiou GREEN Implementation plan on track 150.0 0.0 150.0 0.0 87.5 0.0 87.5 87.5 0.0 87.5 0.0 0.0 0.0 150.0 0.0 150.0 0.0 0.0 0.0 0.0 0.0 0.0

OP06

AHP Reconfiguration -

Radiographer (Diagnostic

Redesign)

Karen Griffiths Tracey Broom AMBERImplimentation plan still in discussion with clinical

leads.153.6 0.0 153.6 40.2 66.3 0.0 66.3 42.8 0.0 42.8 (23.5) 0.0 (23.5) 73.3 0.0 73.3 (80.3) 0.0 (80.3) 40.2 0.0 40.2

OP07AHP Reconfiguration -

PathlinksKaren Griffiths Mick Chomyn GREEN 236.4 0.0 236.4 4.8 135.9 0.0 135.9 139.6 0.0 139.6 3.7 0.0 3.7 240.6 0.0 240.6 4.2 0.0 4.2 4.8 0.0 4.8

TOTAL OPERATIONS 1,300.0 0.0 1,300.0 2,079.3 424.7 0.0 424.7 510.4 147.7 658.0 85.7 147.7 233.4 1,023.1 156.7 1,179.8 (276.9) 156.7 (120.2) 2,079.3 0.0 2,079.3

Operations Procurement NP01 Operations Marcus Hassall Adam Jacklin AMBER Delivery risk identified for Orthopaedic schemes 853.0 0.0 853.0 197.6 465.8 0.0 465.8 425.6 0.0 425.6 (40.2) 0.0 (40.2) 769.7 0.0 769.7 (83.3) 0.0 (83.3) 197.6 0.0 197.6

Pathlinks Procurement NP02 Various Marcus Hassall Mick Chomyn GREEN No major issues with progress / delivery identified 1,375.8 0.0 1,375.8 403.7 638.9 0.0 638.9 614.6 0.0 614.6 (24.3) 0.0 (24.3) 1,456.4 0.0 1,456.4 80.6 0.0 80.6 403.7 0.0 403.7

Drugs Saving NP03 Various Marcus Hassall Mike Urwin GREENOver achievement of savings at M7 with trend

expected to continue371.2 0.0 371.2 318.6 140.8 0.0 140.8 263.9 0.0 263.9 123.1 0.0 123.1 655.4 0.0 655.4 284.2 0.0 284.2 318.6 0.0 318.6

TOTAL NON PAY & PROCUREMENT 2,600.0 0.0 2,600.0 919.9 1,245.6 0.0 1,245.6 1,304.1 0.0 1,304.1 58.5 0.0 58.5 2,881.5 0.0 2,881.5 281.5 0.0 281.5 919.9 0.0 919.9

EF01 Catering Price Review Jug Johal Keith Fowler RED

5% price lift of existing catering services although

savings calculated against a 10% price lift and

reduction in income indicate the project is likely to

under deliver

85.6 0.0 85.6 0.0 49.9 0.0 49.9 17.8 0.0 17.8 (32.1) 0.0 (32.1) 26.8 0.0 26.8 (58.9) 0.0 (58.9) 0.0 0.0 0.0

EF02 Car Parking Income Jug Johal Keith Fowler GREEN FYE of staff uplift 35.7 0.0 35.7 0.0 20.8 0.0 20.8 24.6 0.0 24.6 3.8 0.0 3.8 80.5 0.0 80.5 44.8 0.0 44.8 0.0 0.0 0.0

EF03 Property Management Jug Johal Simon Tighe GREEN Project implementation progressing well 50.0 0.0 50.0 16.7 22.2 0.0 22.2 0.0 0.0 0.0 (22.2) 0.0 (22.2) 13.9 0.0 13.9 (36.1) 0.0 (36.1) 16.7 0.0 16.7

EF04 Residential Price Review Jug Johal Simon Tighe This project has now been incorporated into CC08 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

EF05 HSA Project Jug Johal Keith Fowler GREENFYE of existing HSA1 scheme. HSA2 element has

now been implemented112.2 0.0 112.2 22.7 55.7 0.0 55.7 55.7 0.0 55.7 0.0 0.0 0.0 108.2 0.0 108.2 (4.0) 0.0 (4.0) 22.7 0.0 22.7

EF06 Management and Admin Jug JohalSimon Tighe / Keith

FowlerGREEN FYE of existing scheme 22.8 0.0 22.8 0.0 13.3 0.0 13.3 13.3 0.0 13.3 0.0 0.0 0.0 22.8 0.0 22.8 0.0 0.0 0.0 0.0 0.0 0.0

EF07 Portering Project Jug Johal Keith Fowler AMBER Slippage against delivery at M7 96.5 0.0 96.5 19.3 48.3 0.0 48.3 35.0 0.0 35.0 (13.3) 0.0 (13.3) 78.4 0.0 78.4 (18.1) 0.0 (18.1) 19.3 0.0 19.3

EF08Car Parking and Security

ContractJug Johal Keith Fowler AMBER

New contract tender completed and awaiting

confirmation of award and associated savings45.0 0.0 45.0 15.0 12.9 0.0 12.9 0.0 0.0 0.0 (12.9) 0.0 (12.9) 30.1 0.0 30.1 (14.9) 0.0 (14.9) 15.0 0.0 15.0

EF09 Energy Partnership Jug Johal Simon Tighe GREENProject now delivering savings after slippage

recovery467.5 0.0 467.5 0.0 272.7 0.0 272.7 324.8 0.0 324.8 52.1 0.0 52.1 551.4 0.0 551.4 83.8 0.0 83.8 311.6 0.0 311.6

4. BENEFITS REALISATION

FINANCIAL PLAN AND PERFORMANCE AGAINST PLAN (£'000)

PLAN YEAR TO DATE PROJECTION

FY15/16 PLAN (£'000) FY16/17 PROJECTED VALUE (£'000)

MEDICAL

STAFFING

CONTROLS

NURSE STAFFING

CONTROLS

FY16/17

PLAN

(£'000)

FY15/16 YTD PLAN (£'000) FY15/16 YTD DELIVERY (£'000) FY15/16 YTD VARIANCE (£'000)FY15/16 FORECAST DELIVERY AT M7

(£'000)

FY15/16 FORECAST DELIVERY VARIANCE

(£'000)

Nursing Staffing Controls

OPERATIONS

NON PAY &

PROCUREMENT

Income Generation

Facilities Re-Design

Operations

ESTATES &

FACILITIES 1


RATING








FY16/17

PLAN

(£'000)


(£'000)


(£'000)

EF10 Facilities Stock Project Jug Johal Keith Fowler GREENOperationally managed project. Savings identified

and being progressed to plan10.3 0.0 10.3 0.0 6.0 0.0 6.0 6.0 0.0 6.0 0.0 0.0 0.0 9.9 0.0 9.9 (0.4) 0.0 (0.4) 0.0 0.0 0.0

EF11Logistics and Transport

Service ReviewJug Johal Keith Fowler RED

Logisitics and transport contract reviewed and

anticipated savings are not going to be realised15.8 0.0 15.8 11.2 4.5 0.0 4.5 0.0 0.0 0.0 (4.5) 0.0 (4.5) 0.0 0.0 0.0 (15.8) 0.0 (15.8) 11.2 0.0 11.2

EF12 Northside Reconfiguration Jug Johal Simon Tighe REDChange to implementation plan. Unlikely to

delivery any savings this financial year 2015/16 80.6 0.0 80.6 68.0 18.8 0.0 18.8 0.0 0.0 0.0 (18.8) 0.0 (18.8) 0.0 0.0 0.0 (80.6) 0.0 (80.6) 68.0 0.0 68.0

EF14 Waste Contract Controls Jug Johal Simon Tighe GREEN Re-negotiation of contract 44.9 0.0 44.9 0.0 26.2 0.0 26.2 32.3 0.0 32.3 6.1 0.0 6.1 53.0 0.0 53.0 8.1 0.0 8.1 0.0 0.0 0.0

EF15 SGH Park & Ride Jug Johal Ketih Fowler GREEN Consultation commenced 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 21.7 0.0 21.7 21.7 0.0 21.7 0.0 0.0 0.0

EF16 Food Waste Jug Johal Tara Filby GREEN Task and finish group established 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 7.9 0.0 7.9 7.9 0.0 7.9 0.0 0.0 0.0

EF17 WRVS Takeover Jug Johal Ketih Fowler GREEN Project implementation in progress and on track 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.2 0.0 2.2 2.2 0.0 2.2 10.8 0.0 10.8 10.8 0.0 10.8 0.0 0.0 0.0

TOTAL ESTATES & FACILITIES 1,066.9 0.0 1,066.9 152.9 551.3 0.0 551.3 511.7 0.0 511.7 (39.6) 0.0 (39.6) 1,015.3 0.0 1,015.3 (51.6) 0.0 (51.6) 464.5 0.0 464.5

TC01 Travel expenditure Jane Heaton Jane Heaton AMBER

Implementated new travel rate. Project now in

monitoring. YTD Delivery below forecast due to

delay in implementing project.

157.5 0.0 157.5 52.5 70.0 0.0 70.0 50.0 0.0 50.0 (20.0) 0.0 (20.0) 133.4 0.0 133.4 (24.1) 0.0 (24.1) 52.5 0.0 52.5

TC02Incremental pay

progressionJane Heaton Jane Heaton GREEN

YTD delivery benefiting from Nation Pay award

freezes on band 8+

Published management guidance as mitigation for

not being able to implement a policy

0.0 57.0 57.0 0.0 0.0 10.0 10.0 0.0 23.5 23.5 0.0 13.5 13.5 0.0 37.0 37.0 0.0 (20.0) (20.0) 0.0 0.0 0.0

TC03 New contracts AfC Jane Heaton Jane Heaton Project abandoned 795.5 0.0 795.5 2.5 284.3 0.0 284.3 0.0 0.0 0.0 (284.3) 0.0 (284.3) 0.0 0.0 0.0 (795.5) 0.0 (795.5) 2.5 0.0 2.5

TOTAL PAY FRAMEWORK 953.0 57.0 1,010.0 55.0 354.3 10.0 364.3 50.0 23.5 73.5 (304.3) 13.5 (290.8) 133.4 37.0 170.4 (819.6) (20.0) (839.6) 55.0 0.0 55.0

Pay Framework Terms & Conditions

Facilities Cost Control

2


RATING








FY16/17

PLAN

(£'000)


(£'000)


(£'000)

CC01Discretionary Spend

ControlsMarcus Hassall Michael Clements GREEN

Monitoring control processes in place across each

Directorate0.0 409.6 409.6 0.0 0.0 238.9 238.9 0.0 222.0 222.0 0.0 (17.0) (17.0) 0.0 439.1 439.1 0.0 29.5 29.5 0.0 0.0 0.0

CC02 Capital Financing Costs Marcus Hassall Nicola Parker GREEN All indicators on track 0.0 275.0 275.0 275.0 0.0 160.4 160.4 0.0 240.0 240.0 0.0 79.6 79.6 0.0 411.4 411.4 0.0 136.4 136.4 0.0 275.0 275.0

CC03 Legal Costs Marcus Hassall Wendy Booth GREEN

Tender to commence in Nov for legal services.

Increased monitoring on current legal spend

implemented. Project overdelivering at M7

83.3 0.0 83.3 41.7 48.6 0.0 48.6 102.2 0.0 102.2 53.6 0.0 53.6 186.9 0.0 186.9 103.6 0.0 103.6 41.7 0.0 41.7

CC04 Printing Costs Marcus Hassall Vacant GREENPrinting cost reductions are delivering saving

without need for intervention at M722.0 0.0 22.0 65.9 11.0 0.0 11.0 39.3 0.0 39.3 28.3 0.0 28.3 67.5 0.0 67.5 45.5 0.0 45.5 65.9 0.0 65.9

CC05 Mobile Phone Costs Marcus Hassall Steve Mattern GREEN All indicators on track 18.4 0.0 18.4 13.1 10.7 0.0 10.7 9.0 0.0 9.0 (1.8) 0.0 (1.8) 14.7 0.0 14.7 (3.7) 0.0 (3.7) 13.1 0.0 13.1

CC06 Storage Costs Marcus Hassall Tracey Broom RED

Project requires investment before savings can be

realised. No savings likely to be delivered during

2015/16

30.7 0.0 30.7 30.7 13.6 0.0 13.6 0.0 0.0 0.0 (13.6) 0.0 (13.6) 9.2 0.0 9.2 (21.5) 0.0 (21.5) 30.7 0.0 30.7

EF13 Postage Marcus Hassall Jo Avison RED

Original project abandoned. New project with

widened scope established but unlikely to deliver

savings this financial year

63.1 0.0 63.1 0.0 36.8 0.0 36.8 0.0 0.0 0.0 (36.8) 0.0 (36.8) 0.0 0.0 0.0 (63.1) 0.0 (63.1) 15.8 0.0 15.8

Corporate Directorates CC07 Corporate Cost Reduction Marcus Hassall Michael Clements GREENAll indicators on track and exceeding delivery

targets256.0 0.0 256.0 -81.3 172.0 0.0 172.0 0.0 499.2 499.2 (172.0) 499.2 327.2 0.0 828.2 828.2 (256.0) 828.2 572.2 (81.3) 0.0 (81.3)

CC08

Residential

Accommodation Business

Development 1 - Riverside

Marcus HassallCommercial Manager

(vacant)GREEN Delivering to plan 300.0 0.0 300.0 60.0 170.8 0.0 170.8 171.3 0.0 171.3 0.4 0.0 0.4 293.6 0.0 293.6 (6.4) 0.0 (6.4) 60.0 0.0 60.0

CC09

Residential

Accommodation Business

Development 2 -

Developments

Marcus HassallCommercial Manager

(vacant)This project has meeb incorporated into CC08 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

CC10Retail Catering

DevelopmentMarcus Hassall

Commercial Manager

(vacant)RED

No financial delivery expected in year due to delays

in implementation with external stakeholder50.0 0.0 50.0 150.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (50.0) 0.0 (50.0) 150.0 0.0 150.0

CC11Reprographics Business

DevelopmentMarcus Hassall Tracey Parker RED

Business case developed but delayed in being

approved. Savings not likely to be realised this

financial year 2015/16

25.0 0.0 25.0 25.0 4.2 0.0 4.2 0.0 0.0 0.0 (4.2) 0.0 (4.2) 0.0 0.0 0.0 (25.0) 0.0 (25.0) 25.0 0.0 25.0

CC12Advertising and

Sponsorship IncomeMarcus Hassall

Commercial Manager

(vacant)RED

Uncertainty on ability to deliver. Minimal financial

delivery at M730.0 0.0 30.0 50.0 17.5 0.0 17.5 7.0 0.0 7.0 (10.5) 0.0 (10.5) 7.0 0.0 7.0 (23.0) 0.0 (23.0) 50.0 0.0 50.0

CC13Donated Income

DevelopmentMarcus Hassall Paul Marchant AMBER

Financial delivery behind at M7. Plans in place to

progress project and recover savings250.0 0.0 250.0 250.0 145.8 0.0 145.8 90.8 0.0 90.8 (55.0) 0.0 (55.0) 200.2 0.0 200.2 (49.8) 0.0 (49.8) 250.0 0.0 250.0

CC14 DPoW Land Sale Project Marcus Hassall Jug Johal RED Uncertainty on completion date 0.0 60.0 60.0 0.0 0.0 60.0 60.0 0.0 0.0 0.0 0.0 (60.0) (60.0) 0.0 0.0 0.0 0.0 (60.0) (60.0) 0.0 0.0 0.0

TOTAL CENTRAL CORPORATE & COMMERCIAL 1,128.5 744.6 1,873.1 880.1 631.2 459.4 1,090.5 419.5 961.2 1,380.7 (211.6) 501.9 290.2 779.0 1,678.7 2,457.8 (349.5) 934.1 584.7 620.9 275.0 895.9

TOPS Service Expansion CS01 TOPS Service Expansion Pam Clipson Ashy Shanker REDFYE not delivering expected savings to M6 due to

referrals into service below forecast100.0 0.0 100.0 0.0 58.3 0.0 58.3 0.0 0.0 0.0 (58.3) 0.0 (58.3) 0.0 0.0 0.0 (100.0) 0.0 (100.0) 0.0 0.0 0.0

CS02 Private Patients Pam Clipson Kerry Carroll GREENMilestones complete. YTD delivery behind plan but

OSV project over delivering to mitigate60.0 0.0 60.0 30.0 18.0 0.0 18.0 36.3 0.0 36.3 18.3 0.0 18.3 28.9 0.0 28.9 (31.1) 0.0 (31.1) 30.0 0.0 30.0

CS03 Overseas Visitors Pam Clipson Kerry Carroll GREENMilestones complete. YTD Delivery ahead of

forecast at M6.40.0 0.0 40.0 30.0 12.0 0.0 12.0 202.0 0.0 202.0 190.0 0.0 190.0 226.1 0.0 226.1 186.1 0.0 186.1 30.0 0.0 30.0

CS04 Orthopaedic Repatriation Pam Clipson Kerry Carroll GREEN Milestones on track, YTD delivery head of forecast. 142.4 0.0 142.4 88.4 18.4 0.0 18.4 253.0 0.0 253.0 234.6 0.0 234.6 305.5 0.0 305.5 163.1 0.0 163.1 88.4 0.0 88.4

CS05Ophthalmology

RepatriationPam Clipson Kerry Carroll AMBER

Milestones on track, YTD delivery marginally behind

forecast22.2 0.0 22.2 13.8 2.9 0.0 2.9 0.0 0.0 0.0 (2.9) 0.0 (2.9) 0.0 0.0 0.0 (22.2) 0.0 (22.2) 13.8 0.0 13.8

CS06 Gynae Repatriation Pam Clipson Kerry Carroll AMBERMilestones on track, YTD delivery marginally behind

forecast25.4 0.0 25.4 15.8 3.3 0.0 3.3 0.0 0.0 0.0 (3.3) 0.0 (3.3) 0.0 0.0 0.0 (25.4) 0.0 (25.4) 15.8 0.0 15.8

CS07 Repatriation of services Pam Clipson Tracy Parker GREEN

Milestones completed but project reliant on

referrals converting to activity. YTD delivery behind

forecast.

300.0 0.0 300.0 0.0 150.0 0.0 150.0 187.9 0.0 187.9 37.9 0.0 37.9 264.1 0.0 264.1 (35.9) 0.0 (35.9) 0.0 0.0 0.0

CS08Service development

(HLHF)Pam Clipson Tracy Parker AMBER

Awaiting commissioning decsion, project plan in

place when contract agreed. Risks have been

escalated

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

CS09Tele-medicine

(Dermatology)Pam Clipson Tracy Parker AMBER

Proposal agreed behind plan resulting in a negative

YTD delivery variance, implementation plan on

going.

10.0 0.0 10.0 0.0 5.8 0.0 5.8 0.0 0.0 0.0 (5.8) 0.0 (5.8) 0.0 0.0 0.0 (10.0) 0.0 (10.0) 0.0 0.0 0.0

TOTAL CONTRACTING & SERVICE DEVELOPMENT 700.0 0.0 700.0 178.0 268.8 0.0 268.8 679.2 0.0 679.2 410.4 0.0 410.4 824.7 0.0 824.7 124.7 0.0 124.7 178.0 0.0 178.0

TOTAL 14,998.4 801.6 15,800.0 6,309.0 6,646.4 469.4 7,115.7 5,459.6 1,132.4 6,592.0 (1,186.7) 663.0 (523.7) 11,428.9 1,872.4 13,301.3 (3,569.5) 1,070.8 (2,498.7) 6,361.4 275.0 6,636.4

CENTRAL

CORPORATE &

COMMERCIAL

Central projects

Commercial projects

CONTRACTING &

SERVICE

DEVELOPMENT

Chargeable patient income

Healthy Lives, Healthy

Future, Goole

Activity and service

development

3

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