The document summarizes responses from finance directors in the English NHS to a survey about financial challenges. Key points include:
- The NHS deficit for the first quarter of 2015/16 was unprecedented at £930 million. The majority of trusts and some CCGs are forecasting year-end deficits.
- The main drivers of worsening finances are underachievement of savings plans and increasing agency costs for trusts, and rising acute and prescribing costs for CCGs.
- Finance directors think maintaining quality will be difficult beyond 2015/16 given financial pressures. Additional funding is needed but some services may need to change to achieve sustainability.
- Directors call for public debate on funding and services, certainty on promised funding,
Talk Business Arkansas, in conjunction with the Arkansas State Chamber of Commerce and consulting group CEG Partners, released its first “Business Leaders Confidence Survey” in December 2013, highlighting statistics related to Arkansas businesses' expectations for the first half of 2014.
With the NHS as the main area of public interest in the run-up to the 2015 general election, the Health Foundation and Ipsos MORI have conducted just under 1,800 interviews with adults across Great Britain to understand what the public thinks about the issues that are shaping debate on the NHS.
USS Value Based—Navigating Old Obstacles in the New WorldPYA, P.C.
A proud supporter of the American Health Lawyers Association (AHLA), PYA joined legal counselors, compliance officers, government representatives, and other attendees October 4-6, at the 2017 Fraud and Compliance Institute, held at the Renaissance Harborplace Hotel, Baltimore, MD. PYA Principal Carol Carden co-presented “USS Value Based—Navigating Old Obstacles in the New World,” with Robert G. Homchick, a partner with Davis Wright Tremaine. The presentation explored: alternative payment models, value-based payments under program waivers, fraud and abuse laws, and IRS rules, as well as valuation and commercial reasonableness of value-based payments.
Talk Business Arkansas, in conjunction with the Arkansas State Chamber of Commerce and consulting group CEG Partners, released its first “Business Leaders Confidence Survey” in December 2013, highlighting statistics related to Arkansas businesses' expectations for the first half of 2014.
With the NHS as the main area of public interest in the run-up to the 2015 general election, the Health Foundation and Ipsos MORI have conducted just under 1,800 interviews with adults across Great Britain to understand what the public thinks about the issues that are shaping debate on the NHS.
USS Value Based—Navigating Old Obstacles in the New WorldPYA, P.C.
A proud supporter of the American Health Lawyers Association (AHLA), PYA joined legal counselors, compliance officers, government representatives, and other attendees October 4-6, at the 2017 Fraud and Compliance Institute, held at the Renaissance Harborplace Hotel, Baltimore, MD. PYA Principal Carol Carden co-presented “USS Value Based—Navigating Old Obstacles in the New World,” with Robert G. Homchick, a partner with Davis Wright Tremaine. The presentation explored: alternative payment models, value-based payments under program waivers, fraud and abuse laws, and IRS rules, as well as valuation and commercial reasonableness of value-based payments.
Transforming the Provider Market: What Pennsylvannia Hospitals Can Learn from...James Case
The Maryland hospitals have gone through an unprecedented transformation in how their payments and operations are regulated. This transformation was not taken lightly and can serve as a guide for hospitals outside the State of Maryland as they look to take on additional financial risk in value-based contracts.
IMPLEMENTATION OF A SUCCESSFUL HEALTH MANAGEMENT STRATEGYHuman Capital Media
Cherokee County, Georgia, Board of Commissioners together with their consultant, Insurance Office of America, began the process of developing a health management strategy, or HMS, for their self-funded employee benefits program. The county’s plan was bundled with a national carrier and had been in the red financially for many years. The objectives were to reduce spend in the health plans without reducing coverage nor increasing employee premiums. Further, it was the county’s desire to maintain the current network of providers, to improve engagement with their health plan members and to improve the overall perception of the employee benefits program. The county’s final goal was to then develop a long-term strategic plan for their employee benefits program. Developing and deploying an HMS is an integral part of the solution because it is designed to allow for the bolt-on application of new, creative, risk-management-type vendors who could add value to the plan while lowering spend for the county. This was achieved by unbundling services from the carrier and implementing six new best-in-class vendors enhancing coverage where all but one was voluntary in nature, meaning the health plan members didn’t have to use them.
Learning Objectives/Session Takeaways:
Innovative health management strategy designs for self-funded plans.
Change management: buy-in from key stakeholders, reccurring education and strategic communications to plan members.
Top talent: Authentic teamwork and partnership are key.
Adapting revenue policies to health needs and expenditure projections - Tamas...OECD Governance
This presentation was made by Tamas Evetovits and Sarah Thomson, WHO, at the 4th meeting of the Joint DELSA/GOV-SBO Network on Fiscal Sustainability of Health Systems, held in Paris on 16-17 February 2015.
Slides from The Cornish Account event held on 2nd July 2014 at Heartlands, Pool.
To view video content please copy and paste the below links into your browser:
Video clip 1 https://www.youtube.com/watch?v=fiV0XNwTONw
Video clip 2 https://www.youtube.com/watch?v=5nOvGR6KtXc
Video clip 3 https://www.youtube.com/watch?v=ZsOQHhrOR9Q
Video clip 4 https://www.youtube.com/watch?v=7VV0MIAP7s4
Video clip 5 https://www.youtube.com/watch?v=Fl-qChgBVMk
Video clip 6 https://www.youtube.com/watch?v=Xc3mnnAHYBI
Video clip 7 https://www.youtube.com/watch?v=07UGwI2N2BY
Video clip 8 https://www.youtube.com/watch?v=GpwkeFnnsgY
Video clip 9 https://www.youtube.com/watch?v=x-guc9b86tE
Video clip 10 https://www.youtube.com/watch?v=qV5CXUhX-RI
Video clip 11 https://www.youtube.com/watch?v=cTuYHtU8Jg4
Video clip 12 https://www.youtube.com/watch?v=GRzUEV4Fu8Y
Video clip 13 https://www.youtube.com/watch?v=3GRr5P_O-lI
Akash Desai of the Philadelphia Department of Public Health (PDPH) presented on health insurance premium/cost-sharing assistance at the December 2016 meeting of the Ryan White Planning Council.
A cash balance plan shares some similar to a traditional pension plan. Similar to traditional pension plans, a cash balance plan provides employees with the option of a lifetime income.
The difference between pensions and cash balance plans is a cash balance creates an individual account for each employee enrolled with a specified lump sum. Establishing a cash balance plan offers potential tax savings for employers.
Find out of a Cash Balance Plan is right for your business.
Transforming the Provider Market: What Pennsylvannia Hospitals Can Learn from...James Case
The Maryland hospitals have gone through an unprecedented transformation in how their payments and operations are regulated. This transformation was not taken lightly and can serve as a guide for hospitals outside the State of Maryland as they look to take on additional financial risk in value-based contracts.
IMPLEMENTATION OF A SUCCESSFUL HEALTH MANAGEMENT STRATEGYHuman Capital Media
Cherokee County, Georgia, Board of Commissioners together with their consultant, Insurance Office of America, began the process of developing a health management strategy, or HMS, for their self-funded employee benefits program. The county’s plan was bundled with a national carrier and had been in the red financially for many years. The objectives were to reduce spend in the health plans without reducing coverage nor increasing employee premiums. Further, it was the county’s desire to maintain the current network of providers, to improve engagement with their health plan members and to improve the overall perception of the employee benefits program. The county’s final goal was to then develop a long-term strategic plan for their employee benefits program. Developing and deploying an HMS is an integral part of the solution because it is designed to allow for the bolt-on application of new, creative, risk-management-type vendors who could add value to the plan while lowering spend for the county. This was achieved by unbundling services from the carrier and implementing six new best-in-class vendors enhancing coverage where all but one was voluntary in nature, meaning the health plan members didn’t have to use them.
Learning Objectives/Session Takeaways:
Innovative health management strategy designs for self-funded plans.
Change management: buy-in from key stakeholders, reccurring education and strategic communications to plan members.
Top talent: Authentic teamwork and partnership are key.
Adapting revenue policies to health needs and expenditure projections - Tamas...OECD Governance
This presentation was made by Tamas Evetovits and Sarah Thomson, WHO, at the 4th meeting of the Joint DELSA/GOV-SBO Network on Fiscal Sustainability of Health Systems, held in Paris on 16-17 February 2015.
Slides from The Cornish Account event held on 2nd July 2014 at Heartlands, Pool.
To view video content please copy and paste the below links into your browser:
Video clip 1 https://www.youtube.com/watch?v=fiV0XNwTONw
Video clip 2 https://www.youtube.com/watch?v=5nOvGR6KtXc
Video clip 3 https://www.youtube.com/watch?v=ZsOQHhrOR9Q
Video clip 4 https://www.youtube.com/watch?v=7VV0MIAP7s4
Video clip 5 https://www.youtube.com/watch?v=Fl-qChgBVMk
Video clip 6 https://www.youtube.com/watch?v=Xc3mnnAHYBI
Video clip 7 https://www.youtube.com/watch?v=07UGwI2N2BY
Video clip 8 https://www.youtube.com/watch?v=GpwkeFnnsgY
Video clip 9 https://www.youtube.com/watch?v=x-guc9b86tE
Video clip 10 https://www.youtube.com/watch?v=qV5CXUhX-RI
Video clip 11 https://www.youtube.com/watch?v=cTuYHtU8Jg4
Video clip 12 https://www.youtube.com/watch?v=GRzUEV4Fu8Y
Video clip 13 https://www.youtube.com/watch?v=3GRr5P_O-lI
Akash Desai of the Philadelphia Department of Public Health (PDPH) presented on health insurance premium/cost-sharing assistance at the December 2016 meeting of the Ryan White Planning Council.
A cash balance plan shares some similar to a traditional pension plan. Similar to traditional pension plans, a cash balance plan provides employees with the option of a lifetime income.
The difference between pensions and cash balance plans is a cash balance creates an individual account for each employee enrolled with a specified lump sum. Establishing a cash balance plan offers potential tax savings for employers.
Find out of a Cash Balance Plan is right for your business.
Deloitte UK Restructuring Sector Outlook 2016 - Adult Social Care in Troubled...Thorsten Lederer 托尔斯滕
The Adult Social Care sector in the UK is in difficulty. The sector is experiencing the perfect storm of an ageing UK population which is increasing demand for services at the same time as it tries to respond to five years of real term funding cuts, significant wage inflation and increasing regulation. Worthwhile reading.
The Deloitte CFO Survey: 2013 Q4 resultsDeloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
With low levels of uncertainty, improved access to finance and greater confidence in the Bank of England's policies, Chief Financial Officers (CFOs) are gearing up for expansion, investment and hiring in 2014.
The Deloitte CFO Survey, launched in 2007, is a quarterly survey of Chief Financial Officers and Group Finance Directors of major UK companies. Over 300 CFOs, mainly from FTSE 350 companies, have joined the CFO Survey panel. The Survey captures shifts in UK CFOs' opinions on valuations, risks and financing and has become a benchmark for gauging financial attitudes of major corporate users of capital.
The Deloitte CFO Survey has been widely quoted in the media and is firmly established with policymakers. The Bank of England has cited the CFO Survey several times in its publications such as the quarterly Inflation Report and the monthly Trends in Lending report. The findings have also been quoted in the minutes of the Bank's Monetary Policy Committee meetings.
This presentation was made by Vlasta KOVACIC MEZEK, Slovenia, at the 5th Meeting of the joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held on 4-5 February 2016 at the OECD Conference Centre in Paris.
The Deloitte CFO Survey: 2014 Q1 resultsDeloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
Record risk appetite: Greater confidence about growth in the UK and euro area is supporting corporate investment.
This is the 27th quarterly survey of chief financial officers and group finance directors of major companies in the UK.
The Q1 2014 survey took place between 6th and 24th March.
126 CFOs participated, including the CFOs of 27 FTSE 100 and 45 FTSE 250 companies. The rest were CFOs of other UK-listed companies, large private companies and UK subsidiaries of major companies listed overseas. The combined market value of the 80 UK-listed companies surveyed is £570 billion, or approximately 26% of the UK quoted equity market.
The Deloitte CFO Survey is the only survey of major corporate users of capital that gauges attitudes to valuations, risk and financing.
John Appleby, Chief Economist for The King's Fund, talks us through the productivity challenge facing the NHS, and discusses our new publication Improving NHS productivity: More with the same not more of the same.
Due 912014Must use references from credited sources example .o.docxjacksnathalie
Due 9/1/2014
Must use references from credited sources example .org, .gov, .net
APA Format
12 Font Time Roman, doubled spaced
PowerPoint 10 slides plus speaker notes @ 150 words per slide
Fiscal Management in Healthcare Services01
As a member of the finance team, you have been asked to forecast the upcoming year’s operational budget for Krona Community Hospital.* See Excell form below for last year’s budget. After reviewing specific data, internal input, and external input from various sources, you find that the executive management team would like the budget to reflect the following:
· 10% increase in inpatient revenue
· 15% increase in outpatient revenue
· 5% increase in pharmacy revenue
· 15% increase in home health and hospital revenue
· 10% increase in payroll and benefits
Note: The budget should be formatted to reflect the percentage increase or decrease from last year’s budget.
Additionally, provide discussion on the following:
· How might you increase revenue in each of the areas? Think outside of the box, and perform research to determine current trends in those areas.
· Why would there be a need to increase payroll, particularly nurses’ salaries?
· Provide an explanation as to how the Krona Community Hospital may be able to achieve an increase in the revenue areas that the chief executive officer (CEO) wishes you to address.
*
KILLSIDE HOSPITAL OPERATING BUDGET FOR 20XX
Revenues
Inpatient
$ 25,000,000
Outpatient
15,000,000
Emergency Room
10,000,000
Laboratory
5,000,000
Pharmacy
1,500,000
Home Health and Hospice
1,500,000
Ambulance Services
950,000
Substance Abuse
250,000
Other
850,000
Subtotal
$ 60,050,000
Less Chartiy Care
18,000,000
Net Revenues
$ 42,050,000
Expenses
Payroll (including nursing salaries)
$ 12,500,000
Benefits
3,000,000
Contract Labor
100,000
Insurance
300,000
General Services (laundary, security, etc)
3,000,000
Depreciation
1,500,000
Interest Expense
300,000
Professional Services
10,000,000
Total Operating Expenses
$ 30,700,000
Net Income
$ 11,350,000
END PowerPoint
Begin Second
Due 9/1/2014
Must use references from credited sources example .org, .gov, .net
APA Format
12 Font Time Roman, doubled spaced
Quality Management
Length:
300 words
Details:
· In any personal experience or a real-life story found on the Internet, discuss senior management's role in successful quality improvement programs.
· In general, what is senior management’s specific role in these large-scale strategic quality programs? Cheerleader? Role model? Decision maker? Resource provider? What else?
· Why must firms adopt the roles that you identified? What would happen if they did not fill those roles
· How should senior and middle management derive the metrics that they want to use to both monitor and communicate performance?
END
...
Post Budget Economics Outlook - Peck Boon Soon, Head of Economics, RHB Resear...Eric Lee
Now that Malaysia's Budget 2015 has been announced, how do you foresee it affecting your investment strategy?
Our team of award-winning RHB Research economists and analysts share exclusive market insights at RHB Investment Bank's post-budget investment seminar @RHB Centre, Kuala Lumpur 18 October 2014:
Grant Thornton - Targets in sight: Approaches to delivering NHS cost improvem...Grant Thornton
This review, based on a survey of NHS finance directors, outlines their experience of CIPS to date and how they expect their CIPS to progress over the next three years.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
Health Education on prevention of hypertensionRadhika kulvi
Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
Telehealth Psychology Building Trust with Clients.pptxThe Harvest Clinic
Telehealth psychology is a digital approach that offers psychological services and mental health care to clients remotely, using technologies like video conferencing, phone calls, text messaging, and mobile apps for communication.
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
Explore our infographic on 'Essential Metrics for Palliative Care Management' which highlights key performance indicators crucial for enhancing the quality and efficiency of palliative care services.
This visual guide breaks down important metrics across four categories: Patient-Centered Metrics, Care Efficiency Metrics, Quality of Life Metrics, and Staff Metrics. Each section is designed to help healthcare professionals monitor and improve care delivery for patients facing serious illnesses. Understand how to implement these metrics in your palliative care practices for better outcomes and higher satisfaction levels.
2. Introduction
• These slides summarise responses to HFMA’s fourth NHS
financial temperature check survey of finance directors working
in the English NHS
• Results were collected during October 2015 from finance
directors working in clinical commissioning groups (CCGs) and
provider trusts
• HFMA’s first financial temperature check briefing was published
in June 2014
• Full briefings and infographics are available at:
www.hfma.org.uk/nhstemperaturecheck/
3. The response rate was high, covering over
half of trusts and two fifths of CCGs
The responses split by sector for the English provider trusts:
Organisation type Total number of
organisations
Number of
responses
Proportion of
responses
CCG 209 86 41%
Trust 240 123 51%
Type of trust Proportion of
respondents
Acute 25%
Acute and specialist 17%
Acute and community 15%
Mental health 15%
Community and mental health 11%
Specialist 8%
Ambulance 4%
Community 3%
Integrated 1%
Specialist, acute and community 1%
5. The size of the NHS deficit is unprecedented,
according to the latest figures
• There is a combined net deficit of £930m in the provider sector at the
end of the first three months of 2015/16. This is greater than the net
deficit reported for the whole of 2014/15 financial year
• NHS foundation trusts (FTs) reported a £445m deficit for the first three
months of the 2015/16 financial year, compared with a planned net
deficit of £354m. 118 of the 151 (78%) FTs reported a year-to-date
deficit
• The NHS trust sector reported an aggregate net deficit of £485m,
compared with a planned net deficit of £412m. 72 of the 90 (80%) NHS
trusts reported a deficit
• CCGs reported a combined overspend against their plans of £5m (less
than 0.1% of allocation) for the first four months of the 2015/16 financial
year.
6. The majority of trusts are forecasting a year-end
deficit for 2015/16
0%
10%
20%
30%
40%
50%
60%
70%
%offinancedirectors
Deficit Break-even Surplus
7. Acute trusts are finding it most difficult to
balance their books
Sector Deficit Break-even Surplus
Acute 100% 0% 0%
Acute and community 75% 0% 25%
Acute and specialist 85% 10% 5%
Ambulance 20% 60% 20%
Community 0% 0% 100%
Community and mental health 43% 7% 50%
Mental health 39% 6% 56%
Specialist 50% 30% 20%
8. The majority of CCGs are forecasting a year-end surplus
for 2015/16*. However, nearly half of CCG CFOs said their
2015/16 plan reduces their brought forward surplus
*CCGs work under a different financial regime to NHS trusts and their financial
performance is not comparable. CCGs are required to make a minimum surplus
of either 1% of allocation or the 2014/15 surplus, less any agreed drawdown.
0%
10%
20%
30%
40%
50%
60%
70%
%offinancedirectors
Deficit Break-even Surplus
9. The majority of finance directors are forecasting a year-end
position for 2015/16 that is worse than their 2014/15 outturn
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
CCG Trust
%offinancedirectors
Worse Same Better
10. In trusts the main drivers of the difference between plan
and outturn are an under-achievement of savings plans
and an increase in agency costs
0%
10%
20%
30%
40%
50%
60%
70%
80%
Under-achievement
of savings plans
Increase in agency
costs
Increase in fines,
challenges and
deductions
Increase in planned
clinician pay costs
Increase in planned
other pay costs
Increase in planned
non-pay costs
%offinancedirectors
11. In CCGs the main drivers of the difference between plan
and outturn are an increase in acute programme costs,
prescribing costs and an under-achievement of savings
plans
0%
10%
20%
30%
40%
50%
60%
70%
80%
Increase in planned
programme costs
on acute contracts/
services
Increase in planned
prescribing costs
Under-achievement
of savings plans
Increase in local
population
Change in morbidity
of local population
%offinancedirectors
12. Finance directors think their organisation’s 2015/16
financial plans are medium to high risk and the
proportion increases for 2016/17
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
CCG Trust CCG Trust
2015/16 2016/17
%offinancedirectors
High Medium Low
14. The majority of finance directors expect quality to be
maintained during 2015/16 - they are less confident
about 2016/17
0%
10%
20%
30%
40%
50%
60%
70%
80%
CCG Trust CCG Trust
2015/16 2016/17
%offinancedirectors
Quality will improve Quality will stay the same
Quality will reduce Don't know
16. Finance directors think they probably have sufficient levers
within their organisation to improve quality and financial
performance. However, trust finance directors are much less
confident about their ability to effect change in their local areas
0%
10%
20%
30%
40%
50%
60%
70%
80%
CCG Trust CCG Trust
in your organisation in your local area
%offinancedirectors
Yes - definitely
Yes - probably
No
Don't know
17. Do organisations in your area have sufficient financial
resources to implement the Five-year forward view
without extra support?
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No Don't know
%offinancedirectors
CCG
Trust
18. How confident are you that your organisation can deliver
productivity gains of 2% to 3% a year between now and
2020 to help close the expected £22bn funding gap?
0%
10%
20%
30%
40%
50%
60%
70%
Very Quite Not very Not at all Too early
to say
%offinancedirectors
CCG
Trust
19. The majority of finance directors are calling for the
£8bn additional funding promised by the government
by 2016/17
0%
10%
20%
30%
40%
50%
60%
70%
2015/16 2016/17 2017/18 2018/19 2019/20
%offinancedirectors
CCG
Trust
20. Are you confident that improvements to provider
productivity outlined in Lord Carter’s interim report can
save the NHS up to £5bn?
0%
10%
20%
30%
40%
50%
60%
Yes No Don't know
%offinancedirectors
CCG
Trust
21. Do you think the savings from the new care models will be
able to deliver the financial benefits required to meet the
estimated £17bn funding gap?
0%
10%
20%
30%
40%
50%
60%
70%
Yes No Don't know
%offinancedirectors
CCG
Trust
22. Can the NHS continue to deliver current levels of
quality* within the promised levels of increased
funding?
*Quality is defined as services that are patient-centred, safe, effective, efficient,
equitable and timely
0%
10%
20%
30%
40%
50%
60%
70%
80%
Yes Yes, but only if the
£8bn is
frontloaded
No
%offinancedirectors
CCG
Trust
23. Which actions should be used to reduce the deficit if
the NHS cannot continue to deliver the current levels of
quality within the promised levels of funding?
1.6
2.3
3.5
3.7
3.9
1. The Government needs to find more funding for health and
social care
2. The NHS should provide fewer, high quality services that
are affordable within current resources
3. The NHS should provide the same services, but at a lower
quality so that financial balance is achieved
4. The NHS should continue to provide the current level of
services, even if it means organisations continuing to report
deficits
5. The NHS should cease to provide universal care
regardless of ability to pay (e.g. Co-payments)
Average ranking (where 1 is the most preferred option, and 5 is the least)
24. Are there aspects of current service provision where the NHS
could withdraw services or change aspects that would ease
financial pressures without damaging the principles of
universal healthcare, free at the point of delivery?
0%
10%
20%
30%
40%
50%
60%
70%
80%
Yes No
%offinancedirectors
CCG
Trust
25. Actions to help bring the NHS back into
financial balance
To ease financial pressures finance directors are calling for:
• An honest public debate about how the NHS funded and what services
should be provided
• Certainty about the timing and whether there will be any conditions
attached to the pledged £8bn government funding
• Realistic efficiency targets for providers and adequate funding for new
demands and cost pressures to create headroom so that the focus is
on new care models and improving efficiency, rather than short-term
firefighting
• Strong system leadership to drive and support change across an area
and consistency across the different regulatory regimes
Editor's Notes
Based upon financial information reported by Monitor, the NHS Trust Development Agency (TDA) and NHS England.
FTs:Performance of the foundation trust sector 3 months ended 30 June 2015, October 2015, Monitor. www.gov.uk/government/uploads/system/uploads/attachment_data/file/466705/To_publish_-_Performance_of_the_NHS_Foundation_Trust_Sector-_3_monts_ended_30_June_-_report.pdf
NHS trust sector:Overarching financial position of NHS Trusts for the first quarter of 2015/16, October 2015, NHS TDA. www.ntda.nhs.uk/wp-content/uploads/2015/10/NTDA-Financial-Performance-1516-Q1-Press.pdf
CCGs: NHS England Board Paper PB.24.09.15/08, September 2015, NHS England www.england.nhs.uk/wp-content/uploads/2015/09/item8-board-29-09-15.pdf
Respondents were asked to prioritise statements about potential actions to take, if the NHS cannot continue to deliver current levels of quality within the promised levels of funding. The preferred action was given a score of one and the least palatable action a score of five. The mean ranking for each statement was calculated. The statement with the lowest mean is the one that was ranked most highly.