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South Warwickshire NHS Foundation Trust Annual Report and Accounts for 2017/18 2

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South Warwickshire NHS Foundation Trust Annual Report and Accounts for 2017/18 2 1 South Warwickshire NHS Foundation Trust Annual Report and Accounts for 2017/18 2 South Warwickshire NHS Foundation Trust Annual Report and Accounts for 2017/18 Presented to Parliament pursuant to Schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 ©2018 South Warwickshire NHS Foundation Trust 5 Contents Performance Report NHS Improvement’s Single Oversight Overview: pages 6-27 Framework: page 72 • Chairman’s Message Remuneration Report: pages 73-77 • Chief Executive’s Message • About the Trust • • Trust Structure Directors’ Remuneration and Pension • Service Profile / Principal Activities Benefits • 2018/19 Objectives Staff report: pages 78-95 • Partnerships, Stakeholders and Key Strategic Relationships • Staff Survey • Risks and Uncertainties • Workforce information • Trends and Factors affecting the Trust • Social, Community and Human Rights • Key Developments in 2017/18 Performance Analysis: pages 28-49 Council of Governors and Membership: pages 96-112 • Review of 2017/18 objectives • Council of Governors Structure • Trust performance against national targets • Governor Profiles • Activity for the Trust over the last three • Map of Constituencies years • Meetings of the Council of Governors • Financial Performance Review • Sub-committees of the Council of • Current and Future Developments Governors • Environmental and Sustainability • Trust Membership • Quality • Patient Experience Quality Report Pages 113-200 Accountability Report Accounting Officer’s Responsibilities Statement and Directors’ Report: pages 50-71 Annual Governance Statement: • Directors’ Statement pages 201-214 • Appointments and Roles • Board Profiles and Register of Summary of Financial Statements • Interest and Auditor’s Statement: • Executive Leadership Structure page 215 • Disclosure of Corporate Governance Arrangements • Board Statements • Board Committees • Board and Committee Membership 6 Performance Report • Overview • Performance Analysis 7 Overview The purpose of the Overview is to give the user a short summary that provides them with sufficient information to understand the organisation, its purpose, the key risks to the achievement of its objectives and how it has performed during the year. 8 The Board of Directors has prepared this annual report to provide a fair, balanced and understandable analysis of the Trust. This includes the strategy moving forward as well as a review of last year’s progress. After making enquiries, the directors have a reasonable expectation that the NHS foundation trust has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the accounts. The accounts have been prepared under a direction issued by NHS Improvement (previously known as Monitor) under the National Health Service Act 2006. Approved by the Board of Directors and signed on their behalf: Glen Burley, Chief Executive Date: 23/05/18 9 Chairman’s message It has been another demanding year for our Trust. The combined challenges of limited funding, a tough winter and making the necessary improvements to ensure we remain a Trust our community is proud of should not be underestimated. Given this backdrop I believe the Trust has performed extremely well, continuing to deliver safe, effective and compassionate care whilst achieving a good financial surplus. Throughout 2017/18, there were a number of particularly noteworthy achievements for the Trust, including opening our new Cancer and Eye hospital in Stratford upon Avon, expanding our Out of Hospital services to ensure we are a leader in providing integrated services for our communities, meeting the majority of the national operational targets, continuing to work in partnership with Wye Valley NHS Trust and receiving the news that we were rated 'Good' by the Care Quality Commission. All of these exceptional achievements have been made possible thanks to the talent and goodwill of all of our staff, for which we should all be grateful. It is also in no small part due to the quality of the Executive team we have at the Trust under Chief Executive, Glen Burley’s leadership. Despite 2017 being an excellent year it is essential that we remain relentless in our endeavours to improve the way we do things to ensure we deliver better outcomes for the communities we serve. At the heart of our strategy of 'Helping you to Help yourself' are the beliefs of collaborative working, integration of services and attracting and retaining the best people we can. Only through focusing on each of these areas will we be able to cope with the challenges of a rising and ageing population, managing long term health conditions and limited funding. The Trust's Board of Directors is acutely aware of the scale of challenges we face and are working with partners across health and social care to ensure we continue to deliver first class services. I would like to place on record my thanks to all at the Trust for their hard work. Without our exceptional workforce and dedicated volunteers, we would not be the organisation we are with the capabilities to make a positive difference to those depending on us. I would like to thank my Board of Directors and Council of Governor colleagues who collectively ensure we are a well led organisation. Russell Hardy, Chairman Date: 23/05/18 10 Chief Executive’s message The past year has been a truly remarkable one for the Trust. We have seen the successful realisation of a number of key indicators within our strategic plan. All of our teams have contributed to this success and should take great pride in the achievements that this report highlights. We continually strive to be the best we can be and over the past decade the Trust has grown, in both size and complexity. As well as having teams across the whole of Warwickshire, we also now deliver services in Coventry and Solihull. The Trust continues to share knowledge and new ways of working with other organisations, inviting them to see first-hand our team’s great work. Our formal partnership with Wye Valley NHS Trust is a great opportunity to share skills and learning with Herefordshire. In order to constantly improve the services we provide, it is important that we are able to develop our sites and invest in new state of the art equipment. As you can see from our annual accounts we have been in a strong position to re-invest, and during 2017/18 the most significant example of this was opening Stratford Hospital. The new hospital has enabled us to deliver more services to local populations and ease pressure on Warwick Hospital. Its impressive design and enhanced environment have been commended by patients and other key stakeholders. The hospital is a state-of-the-art facility and these high standards would not have been possible without the support of partners and fundraisers, which we are extremely grateful for. Every day patients and relatives contact me to praise our hardworking, caring and compassionate staff. This dedication and passion has once again been highlighted in the recent publication of the 2017 national staff survey. The results demonstrate how engaged and motivated our workforce is and once more the Trust stands out as one of the best employers in the NHS, which is core to our vision and values. Although as a Trust we have been able to celebrate some fantastic achievements, it has been a tough year for the NHS nationally and a challenge to meet the key performance standards. The most significant issue for the NHS this year has been the very challenging winter period, which has placed extreme pressures on services, in particular A&E. As a result of this we have not met the A&E four hour waiting times target and achieved a position of 91.5% against the 95% target. Whilst this was one of the best overall positions in the NHS, and certainly the best in the West Midlands, our aim is to improve this next year. To enable us to deliver against this target, we are developing our ‘Out of Hospital’ services. This year we were awarded the contract to be the lead provider of these services in Warwickshire for at least the next three years. This has been a great achievement for the organisation and a realisation of one of our strategic aims. We recognise how important it is for people to be treated in the right setting and often this is not in a hospital. At the heart of our strategy, vision and values is keeping people healthy and enabling them to maintain normal lives, supported by our hard working community teams. For me the perfect end to the year was the Care Quality Commission announcing they rated us as a ‘Good’ trust. It is rare to achieve this rating in our region and it is most definitely a reflection of the dedicated and talented people we employ. I hope that you enjoy reading this report. Glen Burley, Chief Executive Date: 23/05/18 11 About the Trust The Trust employes 4,901 members of staff and delivers services to half a million people across Warwickshire. In addition Young People and Family services are provided in Coventry and Solihull. • Ellen Badger Hospital – Continued rehabilitation and assistance with medicines management and reduced mobility is provided at this site which includes inpatient beds and a Day Hospital. At the beginning of 2018 the Trust created a new, enhanced in-patient facility at Ellen Badger Hospital. • Leamington Spa Hospital – This site offers rehabilitation services to adults, as well as a number of outpatient services. This hospital houses the Central England Rehabilitation Unit (CERU). Campion and Chadwick wards contain 42 beds to provide specialist neuro-rehabilitation for patients with acquired brain injuries. • Out of Hospital Services - Teams situated in clinics across Warwickshire provide Out of Hospital Services. Cape Road Clinic, Camp Hill Clinic and the Orchard Centre are some of the larger ones.
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