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NHS Birmingham and Solihull Cluster Primary Care Trusts 2012-13 Annual Report and Accounts

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NHS Birmingham and Solihull Cluster Primary Care Trusts 2012-13 Annual Report and Accounts NHS Birmingham and Solihull Cluster Primary Care Trusts 2012-13 Annual Report and Accounts Birmingham East and North Primary Care Trust Heart of Birmingham Primary Care Trust Solihull Primary Care Trust South Birmingham Primary Care Trust You may re-use the text of this document (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit www.nationalarchives.gov.uk/doc/open-government-licence/ © Crown copyright Published to gov.uk, in PDF format only. www.gov.uk/dh 2 NHS Birmingham and Solihull Cluster Primary Care Trusts 2012-13 Annual Report Birmingham East and North Primary Care Trust Heart of Birmingham Primary Care Trust Solihull Primary Care Trust South Birmingham Primary Care Trust 3 ANNUAL REPORT & ACCOUNTS 1 April 2012 – 31 March 2013 This document represents the Annual Report and Accounts (including Operating and Financial Review) of NHS Birmingham and Solihull for the 12 month period 1 April 2012 to 31 March 2013. June 2013 1 WELCOME FROM CLUSTER CHAIR JENNI ORD It is my privilege to welcome you to this final annual report for the Birmingham and Solihull Cluster. The report sets out how our plans for 2012-13 have been met and describes performance overall. It also provides some illustrations of how our services have been tailored to meet patient needs. The report is an important part of our legacy to the new healthcare commissioning system as it tracks the considerable achievements of the PCTs and hands on an excellent foundation for the future. While there will be no formal presentation of this report to an annual general meeting this year, I do commend this report to you as it serves to recognise the work done by the PCT Cluster on behalf of patients. Our focus as a Cluster in 2012-13 has been to meet existing demands for services, ensuring that these are of the right quality, and to support the transfer of responsibilities for commissioning healthcare services to a number of new organisations. It has been a year in which enormous effort and dedication has been called for from staff, clinical colleagues and partners. It has meant that the changes required of us have been delivered to time with no detriment to patient services. I want to thank everyone who has played their part and made such a difference during this challenging time. The important contribution made by individuals, teams and the organisation as a whole is characterised by the two Chief Executives who have led the Cluster during the year – Denise McLellan and Wendy Saviour. Their Director colleagues, and especially the new team that arrived in October, have really had to hit the ground running to meet all the demands in such a limited period of time. Thanks are also due to our patients, people who represent them, and our local communities. They have helped shape our plans as a Cluster and some further developments that will be taken forward by clinically-led commissioning groups. Despite the amount of change our service performance has held up well. There has been pressure on urgent care services over this severe winter but it has been encouraging to see the amount of collaboration across the wider health system in responding to these growing demands. 2 It is also good to report that the quality of our services and our financial position have remained sound. All this has been done in the context of the bigger issues facing us – the need for savings and the growing costs of healthcare, set against the backdrop of an ageing population and rising birth rates, especially in Birmingham. Developing the new system will continue to present a tough challenge for our successors. It has been pleasing to see how well our local Clinical Commissioning Groups have been doing already. Their efforts to find better ways of working and consulting and involving local people in exploring how services might change are particularly encouraging. Finally, I want to wish everyone well wherever the future might take them. Some people are moving on to new opportunities and challenges outside the NHS. Others have a part to play in the new organisations tasked with taking forward our legacy and working with the vibrant communities of Birmingham and Solihull to shape an NHS service to be proud of. REPORT FROM BIRMINGHAM AND SOLIHULL CLUSTER CHIEF EXECUTIVE WENDY SAVIOUR It is a pleasure to be able to say that, despite what has been an enormously challenging year for the Birmingham and Solihull PCT Cluster – made up of the Birmingham East and North, Heart of Birmingham, Solihull and South Birmingham Primary Care Trusts (PCTs) – we have managed to achieve a great deal. The focus during 2012-13 has been to prepare and establish new NHS organisations in the area – especially our four Clinical Commissioning Groups (Birmingham Cross City, Birmingham South Central, Sandwell and West Birmingham, and Solihull), the Central Midlands Commissioning Support Unit, and the local Area Team of NHS England – to take on their responsibilities from 1 April 2013, and to ensure the effective transfer of Public Health service functions to local authorities. 3 It has been particularly important to support all staff from PCTs in Birmingham and Solihull, whether they have chosen to take up posts in the new organisations or to pursue other opportunities. The commitment and professionalism of our staff during the year has been remarkable, given the considerable personal and organisational uncertainty people working in the PCT Cluster have experienced. Despite this, staff have remained dedicated to maintaining and continuing to develop services for the benefit of patients. The Birmingham and Solihull PCT Cluster Board members and I are extremely grateful to all our colleagues for their resilience, commitment and professional approach over this period. We wish everyone the very best in their individual futures, whether that is within new NHS organisations or new sectors. The Cluster has successfully secured the PCTs’ legacy, producing formal handover documents for the new commissioning bodies and also more detailed information that will offer them practical support and assistance. The Cluster has also successfully transferred service contracts, staff, systems and processes. We have worked to resolve all outstanding issues before the end of the year. Inevitably a number remain unresolved but all have been appropriately transferred to relevant bodies. Throughout these changes we have remained focused on maintaining quality and safety across services in Birmingham and Solihull, and improving patient and public health and wellbeing. As part of the transition process we have nurtured existing relationships with partner bodies and have actively encouraged integration and collaboration to deliver better services for our population. We have made considerable progress on the basis of The Compact, a formal agreement set up in 2011-12 by health services and local government to work collaboratively across Birmingham and Solihull. In the reporting year The Compact has generated a range of targeted workstreams to improve the quality of services for patients, such as the frail elderly people’s care framework. During 2012-13 we have continued to develop innovative approaches where possible, particularly in tackling specific health and wellbeing issues such as sexual health and teenage pregnancy. A major challenge in the past year has been rising demand for urgent care services, which has put considerable pressure on the resources of the health system. Working closely with emergent CCGs and our providers, we have developed alternatives to Accident and Emergency, and improved services in Primary Care. 4 We have supported the establishment of acute medical clinics at the University Hospitals Birmingham NHS Foundation Trust, and anticipate that this will result in 5,814 fewer patients having to be admitted to hospital in the year. This initiative has already been successfully adopted by the Heart of England NHS Foundation Trust and is being considered for roll-out across acute care providers in Birmingham and Solihull. As the Birmingham and Solihull PCTs close, I believe the public we serve can be reassured that the quality and provision of services has been maintained and developed, while the change from existing organisations to new successor bodies has been handled well. I believe this legacy creates a strong basis on which Clinical Commissioning Groups, the Commissioning Support Unit, NHS England and local authorities can build. Once again, I would like to say a huge thank you to all those staff who delivered this firm foundation for the future development of better services for the patients and citizens of Birmingham and Solihull. ACHIEVEMENTS During 2012-13, the Cluster achievements included the following: • Three new health centres opened in Birmingham: o Attwood Green - a purpose-built six-storey building in a regeneration area of Birmingham City Centre 5 o Sparkbrook and Sparkhill Health Centres were opened in 2012 - Sparkbrook is a £12 million health and community centre opened on the site of a church struck by a tornado seven years before. The three-storey building will serve around 15,000 patients and houses three GP practices. • The Compact programme continued to lead on the transformation programme for Birmingham and Solihull. The Compact is an agreement between NHS and social care organisations across Birmingham and Solihull, under which there is a commitment to partnership working in order to deliver improved health and wellbeing for patients and the public. It means all NHS organisations - commissioners and providers - share collective leadership for the large areas of improvement. At a time of major change this has provided stability and collective leadership across organisations to help ensure a smooth transition. • There was a strengthened approach to safeguarding and children’s services, with a major redesign of frontline services, an increased emphasis on improving links with partners, and the development of a multi-agency safeguarding hub.
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