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Salford Royal NHS Foundation Trust: Annual Report and Accounts 2017/18

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Salford Royal NHS Foundation Trust: Annual Report and Accounts 2017/18 Salford Royal NHS Foundation Trust Annual Report and Accounts 1 April 2017 to 31 March 2018 Salford Royal NHS Foundation Trust Annual Report and Accounts 1 April 2017 to 31 March 2018 Presented to Parliament pursuant to Schedule 7, paragraph 25(4)(a) of the National Health Service Act 2006 © 2018 Salford Royal NHS Foundation Trust Contents 1 Performance Report Page 6 Performance Overview Page 7 Introduction to Salford Royal NHS Foundation Trust Page 7 Performance Overview from the Chairman and Chief Executive Page 10 Performance Analysis Page 14 Delivery of the 2017/18 Annual Plan Page 15 Looking forward to 2018/19 Page 33 Quality Report 2017/18 Page 35 2 Accountability Report Page 126 Directors Report Page 127 Remuneration Report Page 136 Staff Report Page 151 Compliance with NHS Foundation Trust Code of Governance Page 163 Governance and organisational arrangements Page 165 Membership Page 165 Council of Governors Page 168 Board of Directors Page 173 NHS Improvement’s Single Oversight Framework Page 178 Statement of Accounting Officers Responsibilities Page 180 Annual Governance Statement Page 181 3 Independent Auditor’s report Page 190 4 Annual accounts for the period 1 April 2017 to 31 March 2018 Page 199 5 Salford Royal NHS Foundation Trust - Annual Report and Accounts 2017/18 1 Performance Report 6 Salford Royal NHS Foundation Trust - Annual Report and Accounts 2017/18 1 Performance Report Performance report Performance Overview The purpose of this Performance Overview is to provide a brief introduction to Salford Royal NHS Foundation Trust. This includes a glimpse back at our history and an outline of the purpose and activities of the organisation, including a brief description of the business model and organisational structure. In addition, the Chief Executive and Chairman’s perspective of performance during the year is provided, including the key issues and risks to the delivery of our principal objectives. An introduction to Salford Royal NHS The majority of acute services are provided at Foundation Trust the main Salford Royal site and Salford Royal also provides: Salford Royal NHS Foundation Trust (Salford Community healthcare services across Salford Royal) is a statutory body, which became a public bene!t corporation on 1 August 2006. We are an Specialist services at The Maples Neuro- Outstanding Trust; the !rst Trust in the North of rehabilitation Centre in Boothstown England to achieve the highest rating given by Renal dialysis services at satellite units in the Care Quality Commission. Wigan, Bolton and Rochdale Salford Royal is an integrated provider of hospital, Elective orthopaedic services at the community, social and primary care services, Manchester Elective Orthopaedic Centre including the University Teaching Trust. Our team (MEOC) on the Tra"ord General Hospital site of over 7,000 sta" provide local services to the Outpatient neurology and dermatology clinics City of Salford and specialist services to Greater across Greater Manchester and into Cheshire Manchester and beyond. Through its supply chain Mental health inpatient services at the partners, Salford Royal provides mental health Meadowbrook Unit, on the main Salford Royal services to adults and older adults in Salford. We Site, and community mental health services provide over one million hospital and community across Salford contacts for patients and service users across: Adult Social Care services are delivered in partnership Emergency and elective inpatient services with Salford City Council to maintain a diverse and Day case services sustainable market of social care providers who Outpatient services meet the needs of Salford citizens. This includes Diagnostic and therapeutic services Residential Care, Supported Tenancies and Learning Disability and Home Care services all across Salford. Adult and children’s community services Salford Royal has a clinical divisional management Adult social care assessment and care planning structure to coordinate and deliver high quality services services for speci!c patient and service user Mental health inpatient and community population groups. These include: services for adults and older Adults Division of Salford Health and Social Care/ Integrated Care Division Division of Surgery and Neurosciences Division of Clinical Support Services and Tertiary Medicine 7 Salford Royal NHS Foundation Trust - Annual Report and Accounts 2017/18 1 Performance Report Salford Royal has four core values which are a From the 1 April 2017, the Northern Care focus for how our sta" and volunteers work with Alliance NHS Group (NCA) was launched, bringing each other and care for patients. These shared together over 17,000 sta", 2000 beds and serving values - Patient and Customer Focus, Continuous a population of over 1 million. Whilst Salford Improvement, Accountability, and Respect help us Royal and Pennine remain statutory bodies, the to work together to improve the organisation and respective Trust Boards delegated the exercise of ourselves. their functions to a Group Committees in Common (Group CiC), e"ectively managing both Trusts. As part of Salford Royal’s vision to provide safe Four ‘Care Organisations’ have been established and sustainable local health and care services, within the NCA - including Salford, alongside Salford Royal committed to developing a Oldham, Bury & Rochdale and North Manchester healthcare group which would enable the delivery each with responsibility for providing high quality of reliable, high quality care around a large and reliable care to the local communities they population catchment area. From April 2016, serve. Each Care Organisation and hospital site Salford Royal provided leadership and operational has its own Director Leadership Team led by a support to the Pennine Acute Hospitals NHS Trust Chief O#cer and consisting of a Medical Director, (Pennine) following its CQC Inspection in February Director of Nursing, and Finance Director. Together 2016. This arrangement was formalised under a they are accountable to the Group CiC for the day management agreement in April 2017, and paved to day running of the hospital services and, as the way for the establishment of the Northern applicable, primary, community, mental health and Care Alliance NHS Group (‘Group’ in this context social care services of the Care Organisation. These does not mean a ‘Group’ as de!ned for accounting new local arrangements place the emphasis for purposes; !nancial statements continue to be operational management where it matters - in prepared for each of the two statutory bodies). each hospital and locality. 8 Salford Royal NHS Foundation Trust - Annual Report and Accounts 2017/18 1 Performance Report Salford Royal’s Vision and Objectives Our Priorities 2017/2018 Saving lives, ... by delivering highly reliable care and services, Improving lives at scale, which are trusted, connected and pioneering. Northern Care Alliance NHS Group Salford Care Organisation Priorities The Northern Care Alliance NHS Group Core Purpose of the Alliance Maintain the position as a national leader in quality improvement, achieving a will be one of the largest NHS Our Mission Statement that binds us all standardised mortality rate in the top 10% of acute trusts organisations in the country. together is: Together, we will: “Saving lives, Improving lives” G serve a population of over 1 million people across Maintain patient and user satisfaction scores in the top 20% in national surveys We will deliver highly reliable care and services, at scale, our local communities which are trusted, connected and pioneering. G bring together over 17,000 staff The Alliance has 5 key roles which are not undertaken at G manage over 2,000 hospital beds across our Improve staff engagement by delivering workforce plans, planning capacity and the care organisation level. hospitals generating improvement ideas G Develops service strategy across the wider population G manage an operating budget of £1.3 billion. of 1million people The Alliance provides the benefits of scale but delivers G Agrees new/replacement buildings and equipment Reconfigure bed capacity, redesign flow and supporting processes including development this locally through multiple sites. of the 1st UK control centre G Agrees annual operational delivery plans with each We, together as an Alliance and with our partners, care organisation will use this scale to deliver better services and G Develops a standardised operating model on the basis Deliver the ICO transformation through a neighbourhood model, reviewing intermediate improved outcomes for our patients and other of evidence of best practice and rehabilitation care provision and progressing the local care organisation model benefits. G Organises spread of best care across multiple sites and locations. Deliver the key milestones of strategic programmes including major trauma, Healthier Together and cancer reconfiguration Our Priorities: Our services will be: Strategic Aims of G Evidence-based and of the the Alliance: G highest quality; Progress capital plans to support delivery of the strategic programmes Pursue quality improvement to G To develop world-class accountable care assure safe, reliable and G Highly reliable: high quality organisations in each locality whatever the day of the week compassionate care G To adopt best clinical practice and or hour of the day; G Deliver financial plans to assure standardise at scale, leading to consolidation Achieve A&E, referral to treatment, diagnostic G sustainability
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