1 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19

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1 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19 1 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19 Links included within this Annual Report Annual Quality Statement (AQS) link: Annual Quality Statement Annual Governance Statement/ Accountability Report (AGS) link: Accountability Report including Annual Governance Statement Financial Accounts and Statements Link: Audited Accounts 2018-19 Welsh language version of Annual Report link: Swansea Bay University Health Board (note available after 23.3.19) Web site address link: Swansea Bay University Health Board Email address: [email protected] 2 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19 Annual Report 2018/19 Contents Foreword Pages 4 - 6 About Abertawe Bro Morgannwg University Health Board Pages 7 - 16 Overview Pages 17 - 19 Primary and Community Services Pages 20 - 26 Mental Health and Learning Disabilities Services Pages 26 - 27 Achievements in 2018/19 Pages 28 - 45 Our People Pages 46 - 52 Performance Analysis Pages 53 - 67 Sustainability Report Pages 68 - 76 Long Term Expenditure Page 77 Finance Report Pages 78 - 89 3 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19 Chair and Chief Executive Foreword The Board This has been a year of new beginnings with We are delighted to present this, our final Annual changes at executive and non-executive level but, Report as Abertawe Bro Morgannwg University with all but one vacancy now filled, we have a stable Health Board. You will see from the pages that follow and talented Board to guide the organisation through we are incredibly proud of the progress that has been the next year and beyond. There have been many made during 2018/19, but we are also realistic about staff engagement events during the past year which the challenges that remain. not only ensures the Board are more visible across Boundary Change all areas but helps members of the Board truly A significant change during the year has been the understand the organisation. This has proved Bridgend boundary realignment with the heath invaluable with increased understanding and insight commissioning responsibility for the population of about the challenges, achievements, issues and Bridgend transferring to Cwm Taf Morgannwg innovative practice in all Service Delivery Units. University Health Board. Whilst this has been ‘all Strategy consuming’ for many members of staff, whether they Key developments during the year include setting out moved to a new organisation or remained with the our ambitions and, importantly, how we will achieve newly named Swansea Bay University Health Board, them in our approved Organisational Strategy, Better the transition took place remarkably smoothly. Most Health, Better Care, Better Lives. Alongside this importantly, there was minimum disruptions to the and, indeed, an enabler, is our refreshed Clinical populations served by Swansea Bay University Services Plan. This describes how we will transform Health Board and Cwm Taf Morgannwg University wellness in primary and community services to Health Board. That is testament to the enormous underpin change in the major hospitals allowing them effort and diligence of countless staff. to dedicate their expertise to those most in need their care. 4 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19 Performance an area where more progress is needed both within Whilst the Health Board remains in targeted the emergency department and across the whole intervention status, there is a renewed sense of system. With regard to mental health services, the confidence and optimism in ourselves and from Health Board routinely delivers at target levels for Welsh Government in our ability to deliver on assessments, interventions and advocacy contact. performance and financial sustainability. Progress is also being made in access to primary Government is extremely supportive of the plans and care services, for example the number of practices actions we are putting in place, and shares our offering appointments between 5pm and 6.30pm, five desire to make progress towards a lower level of days a week has increased from 76% to 88%. escalation and monitoring, thus allowing more Our Staff freedom for innovation and improvement. Our staff are our greatest asset, we are delighted In terms of our performance, we are definitely in a that the staff survey results demonstrate an better place. Waiting times have reduced over the improvement in our engagement score as well as a last year, particularly for cancer patients and, in other reduction in turnover of 0.8% when compared with areas at the end of 2018/19 the number of patients the previous year. waiting more than 36 weeks was at its lowest point Our values, Caring for Each Other, Working since the start of 2014. There have been Together and Always Improving, remain hugely improvements in stroke services with increased important to the Health Board. They were developed numbers of patients being admitted directly onto a through extensive engagement and continue to stroke ward within four hours and, the number of underpin all that we do. healthcare acquired infections is on an improving trajectory. Our unscheduled care system became Partnerships more stable during the year with fewer patients We are pleased to have been successful in a bid to waiting more than 12 hours in A&E and Welsh Government for transformation funding which improvements in ambulance handover times. This is will be used to provide better, collaborative primary 5 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19 and community services. This development is in line more stable position than it was when I became with a ‘Healthier Wales’, the Welsh Government plan chairman, and is most definitely on an improving for Health and Social Care, and will initially be trajectory. We effectively have a new board, as focussed in the Cwmtawe and Neath Cluster areas. strong as any I’ve seen, with a stable and effective 2019/20 will see the start of the roll-out across the team and a dynamic Chief Executive in Tracy, who whole Health Board area. has brought real leadership and grip to the organisation.” Working closely with our Local Authority and Third Sector partners is really important to us and has We believe our residents and patients deserve the huge potential to enhance provision to service users. best healthcare and well-being service and support The ARCH and Western Bay programmes, working possible and we will endeavour to provide safe, with academia and neighbouring Health Boards is compassionate, individualised services where and critical for innovation and improvement to flourish. when they are needed. We will work diligently with partners and communities to ensure we are actively The Chairman “Having announced my intention to stand down at the improving the health of our population. Board meeting in March 2019, I left the Health Board at the end of June 2019. It has been a tremendous honour to lead this organisation for 6 years. I have witnessed, through our staff, an amazing desire to provide the best possible care for our patients and their families. “I feel now is the time that I can hand over the reins as I believe this Health Board is in a safe and much 6 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19 About Us Abertawe Bro Morgannwg University Health Board University Health Board (ABMUHB) to Cwm Taf (ABMUHB) was established in October 2009 with University Health Board (CTUHB). responsibility for assessing the health needs, Following the transfer ABMUHB became Swansea commissioning, planning, well-being and delivering Bay University Health Board (SBUHB), responsible healthcare for the populations of Bridgend, Neath for delivery of healthcare and well-being services for Port Talbot and Swansea local authority areas. the populations of Neath Port Talbot and Swansea. As stated above, further to the Welsh Government The effective date of the transfer was 1 April 2019 announcement on 14 June 2018, delivery and therefore this annual report will provide a review for commissioning of healthcare services for the people the original AMBUHB area including Bridgend; the in the Bridgend County Borough Council (Bridgend forward look and plans will cover the new SBUHB CBC) area moved from Abertawe Bro Morgannwg area only. 7 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19 Our Services ABMUHB covers an estimated population of c.529,000 with a budget of £1.3bn (inc. misc income). The Health Board employs c.16,000 staff covering a wide range of services including: General Practitioners (GPs); Optician Services; Dental Services including three Orthodontists and three dentists with special interests; Pharmacy Services; Community based services; Hospital Services (four acute hospitals providing scheduled and unscheduled care), Mental Health facilities, Learning Disability (LD) bungalows and community hospitals (six community sites); Minor Injuries Units; Mental Health and Learning Disability Services; GP OOH Services (85,854 contacts during 2018/19); Tertiary Services. 8 Abertawe Bro Morgannwg University Health Board – Annual Report 2018/19 Governance Arrangements Ensure the necessary financial and human The Health Board is governed by a Board which resources are in place for the organisation to includes both Executive Directors and Independent meet its objectives; Members. During 2018/19, the Board Chairman was Review performance through effective scrutiny Andrew Davies and the Chief Executive was the and challenge across all areas of responsibility; newly appointed Tracy Myhill. Andrew Davies is Set the Health Board’s Purpose, Values and directly accountable to the Minister for Health and Behaviours (see below); Social Services and Tracy Myhill is accountable to Ensuring that its obligations to its stakeholders the Director General/ Chief Executive for NHS Wales are understood and met. and the Chairman The Board is accountable for effective delivery of healthcare and well-being services for the local population. It does this by providing leadership to the organisation within a framework of prudent and effective controls which enables risk to be assessed and managed.
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