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Luton & Dunstable Hospital Annual Report and Accounts 2019-2020

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Luton & Dunstable Hospital Annual Report and Accounts 2019-2020 Luton & Dunstable University Hospital NHS Foundation Trust NHS Foundation Hospital University & Dunstable Luton Luton and Dunstable University Hospital NHS Foundation Trust Annual Report & Accounts 2019-2020 2019-2020 & Accounts Annual Report Annual Report & Accounts 2010-2011 Luton & Dunstable University Hospital Annual Report NHS Foundation Trust Lewsey Road Luton LU4 0DZ Telephone 01582 49 11 66 and Accounts www.ldh.nhs.uk for the period April 2019 to March 2020 Luton and Dunstable University Hospital NHS Foundation Trust Annual Report & Accounts for the period April 2019 to March 2020 incorporating Quality Account Presented to Parliament pursuant to Schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 © 2020 Luton and Dunstable University Hospital NHS Foundation Trust Contents INTRODUCTION 3 GOVERNANCE REPORT 49 About this Report 5 Board of Directors 50 Chief Executive and Chair Statement 6 Committees of the Board of Directors 58 Audit and Risk Committee 59 STRATEGY 7 Council of Governors 62 2020/21 Strategic Approach 8 Foundation Trust Membership 67 Maintaining our Performance 10 Corporate Objectives 2020/21 11 FINANCIAL PERFORMANCE REPORT 71 Performance 2019/20 12 Review of Financial Performance 72 Remuneration report 74 OPERATIONAL PERFORMANCE REPORT 15 Fundraising and Charitable Donations 75 Principal activities of the Trust 16 Review of Operational Performance 18 ANNUAL GOVERNANCE STATEMENT AND Regulatory Quality CQC Performance 19 ACCOUNTS 81 Regulatory Performance Ratings 20 Statement of the Chief Executive’s Responsibilities 82 Education and Performance 22 Annual Governance Statement 2019/20 83 Independent Audit Opinion 91 OUR PATIENTS, OUR STAFF AND OUR PARTNERS 27 Foreword to the Accounts 98 Our Patients 28 Statement of comprehensive income 99 Our Staff 32 Statement of financial position 100 Equality and Diversity 39 Statement of changes in equity 101 Working with Our Partners 48 Statement of cash flows 102 L&D: L&D: Introduction INTRODUCTION About this Report 5 Chief Executive and Chair Statement 6 3 ANNUAL REPORT & ACCOUNTS 2019/20 & ACCOUNTS REPORT ANNUAL L&D: About this Report INTRODUCTION The report follows best corporate practice reporting on the Trust’s strategy and performance against the objectives. The report presents information on national targets and financial performance and also gives a review of the quality of services. The report is structured as follows: Introduction Statements from the Chairman and the Chief Executive Strategy The Trust strategic vision, performance against 2019/20 objectives and the corporate objectives for 2020/21 Operational Performance Report Includes performance against national targets Our Patients, Our Staff and Our Partners Includes other information about patient care, staff, Equality and Diversity and working with partners Governance Report Includes details of the Board of Directors, Council of Governors and Foundation Trust membership Financial Performance Report Includes performance against financial targets and any risks for the future Annual Governance Statement and Annual Accounts Includes the Annual Governance Statement and the annual accounts 5 Chief Executive and Chair Statement Last year was a highly significant year in the history of issues across the patch. The digital strategy remains this Trust. We finally received approval from the Prime central to this programme and we as a larger Trust will Minister for the capital funding for the most significant have a considerable voice in the supportive actions to redevelopment of the site since its inception, and we took achieve this aim. the final decision to merge with Bedford Hospital. The L&D held two large scale engagement events But as you can imagine, the year that we are reporting with staff and we asked our staff to support our on has been considerably altered by the worldwide redevelopment aspirations and provide some feedback COVID-19 pandemic. The L&D, the NHS and the country on the merger with Bedford Hospital. We intend to extend have been significantly affected by its impact both these to be multi-site but may have to think differently emotionally and the delivery of care services. In this we and do some virtual engagement in light of the current have been humbled by the way in which our community situation. has supported the hospital in volunteering, in providing services and in their generosity of food and other We must also pay tribute to the Governors who provisions. This repeats the generosity shown by many have supported and challenged us in all the major sectors of the community to various capital schemes developments over the year and to the hospital over the year. Volunteers who give of their time so generously and freely in order to add the additional support to our Although the end of the year was significantly services and patients. unprecedented, for most of the year the Trust continued its strong performance in ensuring patients can access In all this is great thanks to a dedicated workforce who our services quickly either through our emergency have been considerably challenged already this year and pathway, as elective outpatients or as a cancer referral. who we acknowledge in our vision statement as central We also met our required Control Total, delivering a to our future success in serving our local population. The surplus of £10.7m (nearly 3% of our turnover). This opportunity to merge with Bedford Hospital and present financial performance has been achieved by good plans for an Acute service block are in total recognition operating efficiency (we have the NHS record lowest of their efforts. ‘weighted average unit’ – this is the measure used by the Model Hospital to measure productivity). During the year we concentrated much of our efforts on laying solid foundations to enable us to continue our future success. We were successful in receiving funding for the L&D redevelopment in August 2019 and this has paved the way for the Trust to pick up the plans to merge with Bedford Hospital. This was successfully delivered in April 2020, despite being in the middle of the COVID-19 pandemic, and both sites have been working closely together as a single Trust immediately which has been David Carter an unexpected positive from such a challenging situation. Chief Executive Teams have been responsive, worked differently, put in 6 place rapid organisational change and supported their colleagues and patients to maintain safety while working. ANNUAL REPORT & ACCOUNTS 2019/20 & ACCOUNTS REPORT ANNUAL I have been immensely proud of the teams throughout this time and see positive signs for the future as an integrated, larger organisation. We have continued to engage actively with the Integrated Care System as we see this as a major part of the solution to achieve a more sustainable local health economy and stem the rising demand for our services. We put in place a Bedfordshire Care Alliance, which David Carter chairs, to support the strategic direction of service Simon Linnett planning to identify and resolve the cross site working Chair L&D: Strategy STRATEGY 2020/21 Strategic Approach 8 Maintaining our Performance 10 Corporate Objectives 2020/21 11 Performance 2019/20 12 7 ANNUAL REPORT & ACCOUNTS 2019/20 & ACCOUNTS REPORT ANNUAL 2020/21 Strategic Approach This section of the annual report provides a summary our people at the heart of the strategic vision has been of the strategic plans for the Trust. The approach for an emerging theme in our discussions regarding the 2020/21 has been shaped by the response and recovery merger with Bedford Hospital and workforce was one of from the COVID-19 pandemic. However, the challenges the primary drivers. We believe the merged Trust, with remain the same with the added burden of managing greater scale, offering more opportunities, is a more COVID-19. attractive employer. Against this changing environment the Trust’s strategy This has led to the development of our vision statement: has a number of different drivers: • we have a highly deprived young urban population To attract the best people, in Luton with a life expectancy of one year less than the average for England, and a dispersed, ageing, value and develop them so that more affluent population in Bedfordshire and North the teams they work in deliver Hertfordshire; outstanding care to our patients • the continued population growth, twice the national average, will have 150,000 (20-25%) more people This vision statement is based on the idea that we will living in the Bedfordshire, Luton, Milton Keynes deliver outstanding care through a sequence of events Integrated Care System (BLMK ICS) area by 2032, – we will recruit the best people, we will develop and and we are part of the Oxford/Cambridge Arc which nurture them when they are here, and we will support has the aspiration of 1m new houses across the them to create high performing teams. Outstanding care Arc by 2050; will not be delivered without this sequence. Following the acquisition of Bedford Hospital NHS Trust by the Luton • we have a national reputation for our delivery of and Dunstable University Hospital NHS Foundation Trust, emergency care but there is increasing recognition, a key integration piece has been to develop a shared set locally and nationally, that the future of emergency of values. care is much more integrated between organisations and needs to be more focussed on the complete The vision complements the structures upon which the emergency pathway; Trust is built - a commitment to service line management and a belief that high quality services are only possible • we are in an area of the South East which has through decision making close to the frontline and the the most acute workforce challenges and we are accountability and responsibility that is devolved in line disadvantaged by being positioned just beyond the with this autonomy. To enable this type of approach to area which receives outer London weighting; flourish, the development of clinical leadership is key.
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