The Christie Foundation Trust Annual Report and Accounts 2021-22

The Christie NHS Foundation Trust Annual Report & Accounts 2021-22

monitored within the Integrated Quality and Performance Report and presented at the public Board of Directors meeting. We are working closely with other specialist oncology centres (Clatterbridge and The Royal Marsden) to identify and implement best practice across all Trusts to deliver efficiencies and commercial opportunities. In particular, the Trust is making use of the opportunities provided by the North West Radiotherapy Network to improve consistency of radiotherapy provision for patients across the network as well as a focus on staffing and machine efficiency and optimisation within each Trust. We continue to collaborate through the Costing Transformation Programme so that we have access to improved patient level data from other providers which we use to assess our use of resources and address any areas of variation. We are highly engaged in the Greater Manchester Health and Social Care Partnership transformation programme which has key work-streams aiming to deliver cost improvements across the health economy. GM has a large and varied programme of works and as these work streams progress over the subsequent years, we will benefit from scheme implementation. Specific areas of opportunity include pharmacy and back office functions; in particular, the Trust is progressing a new Pharmacy Supply Chain model with Trusts across GM that should lead to improved efficiencies from staffing and productivity improvements across organisations. We are also working proactively with partners in GM Cancer to

‘Delivering a Net Zero Health Service’ report under the Greener NHS programme. The Trust ensures that its obligations under the Climate Change Act and the Adaptation Reporting requirements are complied with. Review of economy, efficiency and effectiveness of the use of resources As Accounting Officer, I have responsibility for reviewing the effectiveness of the system of internal control to ensure that resources are used economically, efficiently and effectively. My review is informed by the work of the internal auditors, clinical audit and the Executive Directors within the NHS Foundation Trust who have responsibility for the development and maintenance of the internal control framework. Divisional and corporate departments are responsible for the delivery of financial and other performance targets via our performance management framework which includes monthly performance reviews with each service. Evidence is also shown in the strong track record we have of transforming our services to deliver service improvements and operational efficiencies. To ensure the patient is at the centre of our planning, we have configured our efficiency programme to reflect the end to end clinical pathways for our patients. These Cost Improvement Plans are only approved once the Executive Medical Director and Chief Nurse & Executive Director of Quality sign off the proposals as having no detrimental impact upon the quality of care provided to our patients. The accepted improvement schemes are reported and

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