Balanced Scorecard 1 Nick Evans Director of Partnerships Report produced on 12 November 2009 SectionPage no Finance & Clinical Activity2 Efficiency3 Quality & Patient Satisfaction4 Workforce5 Appendix 1 – Finance and clinical activity trend graphs6 Appendix 2 – Efficiency trend graphs7 Appendix 3 – Quality and patient satisfaction trend graphs9 Appendix 4 – Workforce trend graphs10 AprilMayJuneJulyAugSeptOct NovDecJanFebMar

Balanced Scorecard 2 Finance and Activity Trend graphs – Appendix 1 Further information in Trust Board Papers:  Monthly finance report *Monitor’s Compliance Framework finance rating uses a 1 to 5 scale. A “one” or “red” rating will mark the highest risk, and a “five” or “green” the lowest. **EBITDA-earnings before interest, taxes, depreciation, and amortization

Balanced Scorecard 3 Efficiency WatfordSt Albans Month actual Elective length of stay3.9 days2.7 days Non elective length of stay (including zero lengths of stay) 4.0 days Zero length of stay for non elective19% Preoperative bed days16320 Bed occupancy80%67% ICU occupancy65% Theatre utilisation (% session time used) 84%71% Day case rate76% Trend graphs: Appendix 2 Further information in Trust Board Papers:  NHS Indicators quarterly scorecard for the Trust CHKS benchmark TrustCHKS Peer Group Elective length of stay3.1 days2.7 days Non elective length of stay (including zero lengths of stay) 4.5 days4.1 days Zero length of stay for emergency29% NHS Indicators scorecard – Q4 2008/09 (latest available) National ranking (out of 167) Productivity opportunity Length of stay14£6,198,492 Day case surgery rates112£166,004 Reducing preoperative bed dates157£6,255,920 Reducing do not attends (DNAs)98£1,147,967

Balanced Scorecard 4 Quality and Patient Satisfaction External reporting Annual Plan 09/10 Month actualEnd of year forecast Care Quality Commission RatingExcellentGood NHS EoE Governance RatingScore of less than 12.6 (Sept09) Score of less than 1 PCT – CQUIN reporting Patient focusAnnual Plan 09/10 CHKSCHKS Peer Group Dr Foster (overall mortality rate 1 year) Hospital standardised mortality ratio (CHKS)Less than Hospital standardised mortality ratio (Dr Foster)Less than Emergency readmissions within 28 days Trend graphs: Appendix 3 Further information in Trust Board Papers: Monthly NHS EoE Governance return, Monthly performance report, Monthly infection control report, Annual Picker survey report (and follow up reports) Patient focusAnnual Plan 09/10 Month actual Year to date End of year forecast Number of Serious Untoward Incidents17 Emergency readmissions within 28 days6.5%6.4% Same day cancellation of elective surgeryLess than 0.8%27 = 0.8%202 = 0.9% Cancelled operations treated within 28 days100%96.3%96.5% Number of complaints % of complaints managed in line with guidance100%

Balanced Scorecard 5 Workforce Annual Plan 09/10 Month actualEnd of year forecast Total head count (Whole time equivalent) Turnover % (Whole time equivalent) Less than 10%13.25%10% Vacancy rate %7.1%8%7.1% Sickness rates %Less than 3.5%4.6%3.5% Total paybill£13.22m£13.19m Bank as a % of paybill6.2% Agency as a % of paybill3% by 2010/114.8%3% Overtime as a % of paybill0.05% Consultant appraisal rate100% Workforce overall appraisal rate70%Q2 Oct.08 – Sept.09 48% Mandatory training100%Q2 Oct.08 – Sept.09 38% Trend graphs: Appendix 4 Further information in Trust Board Papers: Annual Staff Survey Report, Quarterly workforce report

Balanced Scorecard 6 Appendix 1 – Finance and growth trend graphs

Balanced Scorecard 7 Appendix 2 – Efficiency trend graphs

Balanced Scorecard 8 Appendix 2 – Efficiency trend graphs - continued

Balanced Scorecard 9 Appendix 3 – Quality and Patient Satisfaction trend graphs

Balanced Scorecard 10 Appendix 4 – Workforce trend graphs