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WRITTEN QUESTION TO THE MINISTER FOR HEALTH AND SOCIAL SERVICES BY DEPUTY G.P. SOUTHERN OF ST. HELIER
ANSWER TO BE TABLED ON TUESDAY 15th MARCH 2011
Question
Will the Minister confirm that in her departmental review of progress on CSR, the Project Management Office shows a "red light" because of a lack of resources from the end of February 2011 due to a staff member leaving and temporary resource staff returning to the UK requiring additional resources to be identified and funded?
What progress, if any, has been made on appointing qualified staff and funding these post(s) given that the 2012/13 CSR is described as stalled' and resources were described as needed by 1st March 2011?
Will the Minister produce a costed list of what elements, including redundancy/job losses, of her 2011 CSR have been delivered and which have not, along with the reasons why not?
Answer
The CSR Programme Management Office (PMO) was rated as RED at the end of February due to a lack of capacity to continue to coordinate 78 projects that make up the CSR programme. The PMO has four officers, only one of which is a permanent staff member who has commitments in other areas. Two temporary members of staff have completed their contracts. One was provided free of charge by an external agency and has returned to the UK after a 4 week secondment. This leaves the PMO with one full time programme manager and a deputy manager. This is insufficient staff to run a PMO with as complex and diverse portfolio as HSSD.
The 2012/ 13 projects are largely service redesign initiatives. These require detailed work up and analysis and subsequent careful implementation. The capacity, and in some cases skill sets to undertake this work, are not currently available within HSSD and therefore a bid for additional resource from the restructuring fund has been made to the central CSR team. This bid is to go to the Council of Ministers on 24 March.
Performance of the 2011 projects to the end of February is currently being analysed. Performance to the end of January is summarised overleaf:
* (Some staff opting for Voluntary Redundancy (VR) had not left the organisation as of end of January 2011, hence some delay on realising the savings.) ** (Savings achieved by alternative prescribing scheme)
|
| January 2011 | ||||
Ref | Project Description | Month Target | Savings Made | Variance | Annual Target (000) | PROJECT STATUS |
S1 | Restructure Env. Health/Health Protection | 4,300 | 4,300 | 0 | 51 | ACHIEVED 2 VRs |
S2A | Reprofile business management | 5,800 | 2,600 | -3,200 | 70 | PARTIALLY ACHIEVED * 1VR |
S2B | Reduce selected non pay costs | 800 | 800 | 0 | 10 | ACHIEVED |
S3 | Reprofile Sports Injury Clinic | 500 | 0 | -500 | 6 | UNDER REVIEW |
S4A | Reconfiguration of blood analysers | 800 | 0 | -800 | 10 | ACHIEVED |
S4B | Division of pathology management duties | 700 | 700 | 0 | 8 | ACHIEVED |
S5A/B | Reconfiguration within Pharmacy | 6,200 | 6,200 | 0 | 74 | ACHIEVED 2 VRs |
S6 | Conversion of theatre porter to HCA | 1,700 | 1,700 | 0 | 20 | ACHIEVED |
S7A | Reduce minor operations sessions to 2/wk | 1,100 | 900 | -200 | 13 | ACHIEVED |
S7B/C | Amendment to minor consumables | 400 | 400 | 0 | 5 | ACHIEVED |
S7D | Discontinue Day Surgery Unit Out Of Hours Service | 700 | 700 | 0 | 8 | ACHIEVED |
S8A/B/ C | Reconfigure Physiotherapy Services | 12,700 | 12,500 | -200 | 153 | ACHIEVED 3VRs |
S9 | Remove alcohol and drugs post | 4,600 | 4,600 | 0 | 55 | ACHIEVED |
S10 | Redesign services at Valerie Band House | 3,800 | 0 | -3,800 | 45 | PARTIALLY ACHIEVED |
S11 | Remove CAMHS team leader post | 4,600 | 4,600 | 0 | 55 | ACHIEVED |
S12 | Follow NICE guidance for the prescribing of drugs | 1,700 | 1,700 | 0 | 20 | ACHIEVED** |
S13 | Review SLA with 3rd sector providers | 1,300 | 1,300 | 0 | 15 | ACHIEVED |
S14A | Reduce electronics charges | 2,500 | 2,500 | 0 | 30 | ACHIEVED |
S14B/C | Improve annual leave management | 2,000 | 2,000 | 0 | 23 | ACHIEVED |
S14D | Cease involvement with ed. schemes | 300 | 300 | 0 | 3 | ACHIEVED |
S14E | Ambulance systems administration | 200 | 200 | 0 | 2 | ACHIEVED |
S15A/B | Review Consultant prescribing | 15,700 | 15,700 | 0 | 188 | ACHIEVED |
S16 | Nurse bank/ workforce IT systems | 2,800 | 0 | -2,800 | 34 | NOT ACHIEVED UNDER REVIEW |
S17 | Standardisation of infusion pumps | 4,200 | 0 | -4,200 | 50 | DELAYED BUT UNDERWAY. |
S18A | Job cost project management | 8,300 | 0 | -8,300 | 100 | NOT ACHIEVED UNDER REVIEW |
S18B | Centralise Estates management | 800 | 800 | 0 | 10 | ACHIEVED |
S18C/D/ E | Reduction of posts and overtime in Estates | 20,200 | 20,000 | -200 | 242 | ACHIEVED 2 VRs |
S19A | Close the sewing room | 8,300 | 2,100 | -6,200 | 100 | ACHIEVED 2 VRs* |
S19B | Amalgamate 2 kitchens at St Saviour's | 6,300 | 0 | -6,300 | 75 | PARTIALLY ACHIEVED |
S20 | Procurement P2P Project | 62,500 | 0 | -62,500 | 750 | ON TARGET TO DELIVER |
S21 | Management restructure | 33,300 | 25,900 | -7,400 | 400 | ACHIEVED 4 VRs |
S22 | Recurrent reduction in 3rd party SLAs | 11,700 | 12,100 | 400 | 140 | ACHIEVED |
S23A/B | Reconfigure Cremation Services | 1,200 | 1,200 | 0 | 15 | ACHIEVED |