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South Warwickshire NHS Foundation Trust Annual Report and Accounts
South Warwickshire NHS Foundation Trust Annual Report and Accounts for 2014/15 South Warwickshire NHS Foundation Trust Annual Report and Accounts for 2014/15 Presented to Parliament pursuant to Schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 2 Content Introduction: pages 3-5 Section 2: Directors’ Report pages 69-90 Chief Executive’s message Chairman’s message - Directors’ Statement - Appointments and Roles Section 1: Strategic Report pages 6-68 - Board Profiles and Register of Interest - About the Trust - Executive Leadership Structure - Trust Structure - Disclosure of Corporate Governance Arrangements - Service Profile / Principal - Board Statements Activities - Board Committees - Strategy - Board and Committee - 2014/15 objectives Membership - Business Review - Directors’ Remuneration and Review of 2014/15 Pension Benefits objectives Trust performance Section 3: Council of Governors and against national Membership pages 91-112 targets Quality - Council of Governors Structure - Governor Profiles Key Developments in - Map of Constituencies 2013/14 - Meetings of the Council of Financial Performance Governors Review - Sub-committees of the Council of - Risks and Uncertainties Governors - Trends and Factors affecting the - Trust Membership Trust - Partnerships, Stakeholders and Section 4: Quality Report pages 113- Key Strategic Relationships 218 - Corporate Activity Data Part 1: Statement on Quality Part 2: Priorities for Improvement and Serious Untoward Assurance Statements Incidents Part 3: Review of Quality Performance Information Governance Section 5: Statement of Accounting Patient Experience Officers’ Responsibilities and Annual Workforce Governance Statement pages 219- Social, Community and 233 Human Rights Current Developments Section 6: Summary of Financial Environmental and Statements & Auditor’s Statement Sustainability pages 234-242 3 Chief Executive’s Message The end of another financial year provides an opportunity to reflect and to re- focus. -
NHS Foundation Trusts 29 APRIL 2003 in the Health and Social Care (Community Health and Standards) Bill Bill 70 of 2002-3
RESEARCH PAPER 03/38 NHS Foundation Trusts 29 APRIL 2003 in the Health and Social Care (Community Health and Standards) Bill Bill 70 of 2002-3 Part I of the Bill makes provision for a new type of NHS organisation in England, to be known as an NHS Foundation Trust. The Bill provides for these bodies to be regulated by a new non-ministerial department, to be called the Independent Regulator for NHS Foundation Trusts, and to have a new sort of constitution that would include a directly elected board of governors. Other Parts of the Bill will be covered in separate Library publications. Jo Roll SOCIAL POLICY SECTION HOUSE OF COMMONS LIBRARY Recent Library Research Papers include: 03/21 The Northern Ireland Assembly Elections Bill [Bill 74 of 2002-03] 13.03.03 03/22 Iraq: developments since UN Security Council Resolution 1441 13.03.03 03/23 The Convention on the Future of Europe: proposals for a 18.03.03 European Constitution 03/24 The Female Genital Mutilation Bill [Bill 21 of 2002-03] 19.03.03 03/25 The Waste and Emissions Trading Bill [Bill 66 of 2002-03] 19.03.03 03/26 Unemployment by Constituency, February 2003-03-20 19.03.03 03/27 The Licensing Bill [HL] [Bill 73 of 2002-03] 20.03.03 03/28 Ballistic Missile Defence 26.03.03 03/29 The Sustainable Energy Bill [Bill 20 of 2002-03] 26.03.03 03/30 The Crime (International Cooperation) Bill [HL] 28.03.03 [Bill 78 of 2002-03] 03/31 The Crime (International Cooperation) Bill [HL]: 'Hot Surveillance' 28.03.03 [Bill 78 of 2002-03] 03/32 Parliamentary Questions, Debate Contributions and Participation -
NHS Vale of York Clinical Commissioning Group Financial Performance Report
NHS Vale of York Clinical Commissioning Group Financial Performance Report Report produced: January 2016 Financial Period: April - December 2015 Summary of Key Financial Measures Year to Date Forecast Outturn Target Actual Variance RAG Target Actual Variance RAG Indicator £000 £000 £000 rating £000 £000 £000 rating Achieve planned surplus 2,959 132 -2,826 A 3,945 -7,351 -11,296 R Programme expenditure does not exceed 329,983 330,428 -445 R 429,695 437,956 -8,261 R programme allocation Running costs expenditure does not exceed running 5,701 5,124 577 G 7,602 6,692 910 G costs allocation Risk adjusted surplus 3,945 -7,351 -11,296 R QIPP delivery (see section 5) Better Payment Practice Code (Value) 95.00% 99.58% 4.58% G 95.00% >95% 0.00% G Better Payment Practice Code (Number) 95.00% 97.19% 2.19% G 95.00% >95% 0.00% G Cash balance at month end is within 1.5% of monthly 464 16 448 G drawdown CCG cash drawdown does not exceed maximum 437,321 437,321 0 G cash drawdown Note – The first 3 metrics correspond to those reported in Note 42 of the Annual Accounts, and represent the statutory duties of the CCG. The full finance dashboard is presented in Appendix 1 Key Messages - The CCG is currently classed as an organisation in turnaround due to the deteriorating financial position. - The CCG is forecasting a year end deficit of £7.35m, which is £11.30m below plan. This position includes several significant variances which are detailed in section 3. -
NHS (England) in Crisis
#Our Yes. You’re absolutely right to be worried about its future. NHS (England) in crisis • A&E – it’s an emergency – missed targets, ambulances queuing • Mental health – it’s a catastrophe – beds, clinics and service in community all cut • Hospital bed shortage – beds in England slashed 50% in 30 years, population rises 17%, 2nd worst bed ratios per head of population in Europe by 2014 • Acute staff shortages – low pay/student loans for nurses drive applications down by 23%, GPs retiring early due to work pressures, junior doctors leaving medicine/emigrating due to new contract, Brexit sees people leave, immigration salary limits stop people coming • NHS budget cut by £26bn by 2020-21 – and that’s not a one-off cut. It resets the baseline for every year that follows • The Virgin Care vultures – private service provider contracts carry on rising – outsourcing jobs, hitting working conditions and services Think this is bad? ALL of these factors are set to get worse Who’s to blame? ‘Bed-blocking’ old people? Obese smokers & drinkers? Migrants & ‘health tourists’? OR is it that we really “can’t afford” the NHS? • Care funding – 8% cuts • Every era has had its • ‘Health tourism’ = just • By 2013, UK spends since 2009-10 health challenges – this 0.3% of NHS budget 8.5% GDP on health – • Over-65s up 18% is no different • 12% of NHS staff are rest of EU average 10.1% • Care homes closing • The NHS cares for all as migrants • By 2016, 12 European • Self-payers making up its first principle • Bevan’s view – migrants countries spending more £2bn funding shortfall pay through consumer per person on health & and other taxes social care None of the above. -
Hunting for a Sustainable
! Overview' 'With the renewed confidence that only a majority government can bring, Jeremy Hunt has laid out his vision for the NHS for the next 25 years in a landmark speech at the King’s Fund. Boldly calling the Conservatives the “true party of the NHS”, Mr Hunt unveiled his wide-ranging plans to improve the quality of health services. ! Hunting for a Key'points'from'the'speech'include'the'Secretary'of'State’s'plan'to:' ' sustainable & ! Shift&power&from&a&bureaucratic&to&a& ! Merge&Monitor&and&the&NHS&Trust& NHS democratic&system&that&empowers& Development&Authority&into&one&body:& patients.&& NHS&Improvement.&Ed&Smith& Written&by: & ! Make&the&NHS&“the&world’s&largest& (previously&NHS&England’s&Deputy& learning&organisation”.& Chairman)&will&chair&the&new&NHS& Rostislav Babjak ! Impose&new&contracts&on&NHS& Improvement.&& Published:& consultants&requiring&them&to&work& ! Set&up&a&new&Independent&Patient& 16 July 2015 weekends.&& Safety&Investigation&Service.& ! Encourage&the&NHS&to&exploit&the& ! Establish&an&“international&buddying& & opportunities&provided&by&new& programme”&to&enable&hospitals&to& technologies,&which&could& learn&more&about&patient&safety&from& ! transform&patient&care.&Internet& hospitals&around&the&world.&& ! entrepreneur&Martha&LaneFFox&has& ! been&appointed&to&develop&ideas&for& ! Make&more&information&available&to& ! digital&innovation&in&the&NHS.& patients,&including&the&launch&of&a&new& ! ! Publish&avoidable&death&figures&for& electronic&booking&service&that&will& include&information&about&hospital& ! hospital&trusts&in&order&to&continue& ratings&and&waiting×&in&2016.&& ! making&the&NHS&more&open&about& ! its&mistakes.& ! ! & ' ! Summary' ' ! Hunt’s speech has attracted support from both the public and various NHS leaders. -
Board of Directors - Open
Board of Directors - Open Date: 12 August 2020 Item Ref: 05 TITLE OF PAPER Chief Executive’s Report TO BE PRESENTED BY Jan Ditheridge ACTION REQUIRED The Board are asked to consider the impact and opportunity of the letter from Sir Simon Stevens and Amanda Pritchard regarding the third phase of the NHS response to CoVid on our strategic priorities and risks. The Board are asked to approve the recommendation re Executive lead for Inequalities. The Board are asked if there are any other issues that arise from the letter from Sir Simon Stevens and Amanda Pritchard we should consider. The Board are asked to consider the National Guardian Freedom to Speak Up Index Report 2020 and if they feel confident where and how we are addressing the issues it raises for us. The Board are asked to consider the NHS People Plan 2020/21, and where we may want the People Committee to focus attentions as an organisation, given our risks and challenges and as a contributor to our health and care system. The Board are asked to consider the direction of travel of the Accountable Care Partnership; and to understand the key priorities and how they relate to our own transformation programme. The Board are asked to acknowledge the Board role changes, consider any opportunities or risks within the changes and join me in thanking individuals for their contributions and wish them well where they have changed or moved into different roles. OUTCOME To update the Board on key policies, issues and events and to stimulate debate regarding potential impact on our strategy and levels of assurance. -
Clinical Commissioning Group Governing Body Members: Role Outlines, Attributes and Skills
Clinical commissioning group governing body members: Role outlines, attributes and skills October 2012 Clinical commissioning group governing body members: Roles outlines, attributes and skills First published by the NHS Commissioning Board Authority: July 2012 Published by the NHS Commissioning Board: October 2012 This supersedes the version published in July 2012 This version incorporates The National Health Service (Clinical Commissioning Groups) Regulations 2012 S.I. 2012/16311. 1 http://www.legislation.gov.uk/uksi/2012/1631/contents/made 2 [Page left intentionally blank] 3 Contents 1. Introduction .............................................................................................................. 5 2. Core role outline – for all governing body members ................................................. 7 3. Additional information for each specified member.................................................. 10 GP or other healthcare professionals acting on behalf of member practices ............. 12 Chair of the governing body ....................................................................................... 13 Lay member on the governing body – with a lead role in overseeing key elements of financial management and audit ................................................................................ 15 Lay member on the governing body – with a lead role in championing patient and public involvement ..................................................................................................... 17 Clinical member on -
Oversight of NHS-Controlled Providers: Guidance February 2018
Oversight of NHS-controlled providers: guidance February 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that are financially sustainable. Contents 1. Summary ................................................................................... 2 2. Our oversight of NHS-controlled providers ................................ 3 Annex A: NHS-controlled provider licence conditions .................... 7 1 | > Contents 1. Summary The NHS provider licence is a key part of NHS Improvement’s regulatory and oversight system (in this document, references to NHS Improvement are to Monitor and the NHS Trust Development Authority, TDA). Following the Health and Social Care Act 2012 (the Act), Monitor consulted on the first set of provider licence conditions for NHS foundation trusts and independent providers in 2013 and started issuing licences to foundation trusts in April 2013. Independent providers have been required to hold a licence since April 2014. Although NHS trusts are not legally required to hold a licence, in practice NHS Improvement applies the key conditions of the licence to NHS trusts, in line with the principles of the Single Oversight Framework (SOF) for NHS trusts and foundation trusts (collectively referred to as NHS providers). Following consultation between 13 September and 12 October 2017, we are extending our oversight of NHS-controlled providers, as outlined in section 2. 2 | > Oversight of NHS-controlled providers: our policy position 2. Our oversight of NHS- controlled providers 2.1 Why oversee NHS-controlled providers? NHS foundation trusts’ principal purpose is to provide goods and services for the purposes of the NHS in England. They are not-for-profit, public benefit corporations created to devolve decision-making from central government to local organisations and communities. -
UNDERSTANDING the NEW NHS a Guide for Everyone Working and Training Within the NHS 2 Contents 3
England UNDERSTANDING THE NEW NHS A guide for everyone working and training within the NHS 2 Contents 3 NHS ENGLAND INFORMATION READER BOX Introduction 4 Directorate ◆ The NHS belongs to us all Medical Operations Patients and information Nursing Policy Commissioning development Foreword (Sir Bruce Keogh) 5 Finance Human resources NHS values 6 Publications Gateway Reference: 01486 ◆ NHS values and the NHS Constitution Document purpose Resources ◆ An overview of the Health and Social Care Act 2012 Document name Understanding The New NHS Structure of the NHS in England 8 Author NHS England ◆ The structure of the NHS in England Publication date 26 June 2014 ◆ Finance in the NHS: your questions answered Target audience Running the NHS 12 ◆ Commissioning in the NHS Additional circulation Clinicians working and training within the NHS, allied ◆ Delivering NHS services list health professionals, GPs ◆ Health and wellbeing in the NHS Description An updated guide on the structure and function of Monitoring the NHS 17 the NHS, taking into account the changes of the Health and Social Care Act 2012 ◆ Lessons learned and taking responsibility ◆ Regulation and monitoring in the NHS Action required None Contact details for Dr Felicity Taylor Working in the NHS 20 further information National Medical Director's Clinical ◆ Better training, better care Fellow, Medical Directorate Skipton House NHS leadership 21 80 London Road SE1 6LH ◆ Leading healthcare excellence www.england.nhs.uk/nhsguide/ Quality and innovation in the NHS 22 ◆ High-quality care for all Document status This is a controlled document. While this document may be printed, the The NHS in the United Kingdom 24 electronic version posted on the intranet is the controlled copy. -
Origins and Establishment of NICE (C. 1997 – 2002)
Origins and Establishment of NICE (c. 1997 – 2002) NICE, originally the National Institute for Clinical Excellence, is now the National Institute for Health and Care Excellence Edited by Paul Atkinson and Sally Sheard Department of Public Health Policy and Systems University of Liverpool 1 © Department of Public Health Policy and Systems, University of Liverpool. All rights reserved. This material is made available for personal research and study only. We give permission for this file to be downloaded for such personal use. For reproduction or further distribution of all or part of this file, permission must be sought from the copyright holder. Published by: Department of Public Health Policy and Systems, University of Liverpool, 2020. 2 Origins and Establishment of NICE (c. 1997 – 2002) Transcript of a Witness Seminar held online on 18 June 2020 Acknowledgements: The convenors would like to thank the witnesses for their contributions. 3 Contents Introduction………………………………………………………………………………p1 Contributors…………………………………….……………………………………….p4 Areas for Discussion……...……………………………………….…………………...p5 Witness Seminar Transcript……………………………………………………….…..p7 4 Instructions for Citation This document has been published online. References to this Witness Seminar should refer readers to the online version, following the format below: [Witness name], in Origins and Establishment of NICE (c. 1997 – 2002), held online on 18 June 2020, published by the Department of Public Health and Policy, University of Liverpool, 2020, https://www.liverpool.ac.uk/population-health- sciences/departments/public-health-and-policy/research-themes/governance-of- health/witness-seminars/ [page number of reference]. 5 Introduction The incoming Labour government of 1997 committed itself to open an institution called NICE in the White Paper on the future of the NHS which it rushed out in December of that year. -
Letter from Simon Stevens to Matt Hancock on 18 November 2019
Skipton House 80 London Road To: The Rt Hon. Matt Hancock M.P. London SE1 6LH Secretary of State for Health and Social Care By email 18 November 2019 Dear Secretary of State, As you know, there is sustained concern across the NHS about the operational impact of pensions tax penalties on the availability of clinical staff. Staffing constraints and the nature of clinical contracts mean the NHS is arguably much more exposed to these impacts than other public services. While the various in-year flexibilities already announced are helpful, they are clearly not sufficient to prevent large numbers of senior clinicians reducing their sessional commitments, including in A&E departments, general practice and undertaking waiting list operations. The Academy of Medical Royal Colleges provided further evidence of this in their letter to you and the Chancellor dated 4 November 2019, which I attach. Given the deferral of the Budget and the calling of an election, it is now clear that a substantive answer to the tapered annual allowance issue is unlikely to be forthcoming until the new tax year, from April 2020. In the meantime there is an urgent operational requirement to remediate further the situation, so as to try and remove barriers to needed clinical staffing over the winter period. To that end, as you know, we have been working with your officials and HMT on an in-year mitigation. This will involve a commitment to make payments to certain clinical staff outside of the NHS pension schemes to restore the value of their pension benefits package, if they have elected to use the “Scheme Pays” facility to settle an annual allowance tax charge arising from of their pension saving in the NHS schemes in 2019/20. -
Special Issue November 2017 I Volume 1 Issue 9
Special Issue November 2017 I Volume 1 Issue 9 JOURNAL FOR DOCTORS AND DENTISTS Integrating Healthcare: - a new challenge for NHS! In this issue..... • Without the funding, devolution will fail • NHS Devolution: The devil is in the details • Creating more space for social care • Differential attainment and medical education -time for change • Stigma of mental illness: a blight on society • An interview with Sir Simon Wessely • PHP: A model of mental health care for doctors and dentists funding, devolution • Should cannabis be legalised in UK? British Association of Physicians of Indian Origin www.mdsuk.org Professional Support Without Compromise Employment Advice And Clinical Defence in one competitive package Employment Clinical Defence Advice & Representation GMC/GDC Regulatory Terms & Conditions of Service Professional disciplinary defence Grievance Procedures GMC/GDC Advice & representation Disciplinary Proceedings Defence against patient complaints Join today 24 Hour Advice Line 0300 30 32 442 Contents page no Foreword from the Editor 4 Dr Parveen Sharma Message from Mr Jon Rouse 4 -Chief O!cer for Greater Manchester Health and Social Care Partnership Dr Praveen Sharma EDITORIAL TEAM Editor Message from the President of BAPIO 5 - Dr Ramesh Mehta OBE Editor Dr Parveen Sharma Message from Her Majesty The Queen 6 Guest Editor Message from The RT Hon Damian Green MP 7 Dr Kailash Chand OBE - First Secretary of State and Minister for the Cabinet O!ce Managing Editor Message from Mr Andy Burnham 8 Buddhdev Pandya MBE -The Mayor of Manchester