BSUH Stakeholder Forum Friday 19 th May 2006 “The Trust’s Financial Position and Implications for Healthcare” Peter Coles, Chief Executive David Dumigan, Finance Director Brighton and Sussex University Hospitals NHS Trust Brighton and Sussex University Hospitals NHS Trust

Financial position of BSUH Causes of the deficit – efficiency savings not delivered e.g. reduced length of stay, too many delayed transfers of care, not enough day cases cost pressures not fully funded or planned e.g. pay awards to doctors and nurses and other health staff, expensive drugs and the use of new technologies poor cost control and budget management infrastructure and duplication of services e.g. old buildings requiring maintenance, services at both Brighton and Haywards Heath

Further issues into the future Transfer of services into the community Transfer of services into the community Requirements for further efficiency savings (2.5% p.a. £6m) Requirements for further efficiency savings (2.5% p.a. £6m) improved quality to meet national targets and be ready for Payment by Results and Patient Choice improved quality to meet national targets and be ready for Payment by Results and Patient Choice New developments need to be properly planned e.g. new Children’s Hospital (£4m), new technologies and drug regimes New developments need to be properly planned e.g. new Children’s Hospital (£4m), new technologies and drug regimes Competition from other providers e.g. Mercury Treatment Centre (loss of income £8m) Competition from other providers e.g. Mercury Treatment Centre (loss of income £8m) Reducing the time taken for the ‘patient journey’ Reducing the time taken for the ‘patient journey’

Plans to ‘Turnaround’ the health care system in Brighton and Mid-Sussex Plans currently being developed to improve patient care and provide an efficient health service; Plans currently being developed to improve patient care and provide an efficient health service; –engaging doctors more fully in the management of the Trust –Systematic improvements in patients experiences (invest to save) –reduced length of stay (and therefore close beds) –increased day cases (and therefore close beds) –24/7 operation of support services –reducing duplication of services across sites –benchmark services to test ‘best value’ –more actively manage staff sickness

What help is required by BSUH from stakeholders Work with partner health and social services agencies to enable integrated community and hospital seamless service 24/7 – speedier discharge and reduce inappropriate referrals Work with partner health and social services agencies to enable integrated community and hospital seamless service 24/7 – speedier discharge and reduce inappropriate referrals DoH/SHA to facilitate restructuring of Balance Sheet (historic deficit) so that this millstone is removed DoH/SHA to facilitate restructuring of Balance Sheet (historic deficit) so that this millstone is removed Strategic options (not yet identified) may need public consultation and carefully handled communication Strategic options (not yet identified) may need public consultation and carefully handled communication