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Annual Report and Accounts 2019/20 University Hospitals Bristol NHS Foundation Trust Annual Report and Accounts 2019/20 University Hospitals Bristol NHS Foundation Trust Annual Report and Accounts 2019/20 Presented to Parliament pursuant to Schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 © 2020 University Hospitals Bristol NHS Foundation Trust 4 | University Hospitals Bristol NHS Foundation Trust | Annual Report and Accounts 2019/20 Contents 1. Chairman’s Statement ....................................................................................... 7 2. Chief Executive’s Statement ............................................................................. 9 3. Performance Report ......................................................................................... 11 3.1 Overview ........................................................................................................................... 11 3.2 Performance Analysis ....................................................................................................... 21 3.3 Finance Review ................................................................................................................ 25 4. Sustainability Report ....................................................................................... 30 4.1 Overview ........................................................................................................................... 30 4.2 Policies .............................................................................................................................. 30 4.3 Performance ..................................................................................................................... 32 4.4 Modelled Carbon Footprint ............................................................................................... 35 5. Accountability Report ...................................................................................... 37 5.1 Directors’ Report ............................................................................................................... 37 5.2 An Overview of Quality ..................................................................................................... 49 5.3 Remuneration Report........................................................................................................ 52 5.4 Staff Report ....................................................................................................................... 60 5.5 NHS Foundation Trust Code of Governance .................................................................... 76 5.6 Statement of the Chief Executive’s Responsibilities as the Accounting Officer of University Hospitals Bristol NHS Foundation Trust..................................................................... 84 5.7 Annual Governance Statement ......................................................................................... 85 Appendix A – Biographies of Members of the Board of Directors Appendix B – Contact Details Appendix C - Annual Accounts 2019/20 Appendix D - Independent Auditor’s Report to the Board of Governors University Hospitals Bristol NHS Foundation Trust | Annual Report and Accounts 2019/20 | 5 6 | University Hospitals Bristol NHS Foundation Trust | Annual Report and Accounts 2019/20 1. Chairman’s Statement In August, the Care Quality Commission (CQC) rated the Trust ‘Outstanding’ for the I’ve now spent two full years with the Trust second time in a row. This is testament to the and I continue to feel honoured to work hard work of all of our staff. The CQC closely with so many enthusiastic people, recognised that staff across the Trust are who are wholeheartedly dedicated to our committed to continuously improve the quality patients and our community and, in recent of our services. This innovation has been months, shown how they are willing to put evident in our response to exceptional aside fears for their own health to help others pressures on our system over the past few battle the effects of Covid-19 infection months in particular, and I’m proud of the way we continue to focus on improving the As Trust Chair, part of my role is to ensure services we provide to our communities. we have a clear strategic direction and that we continue to innovate in order to improve Since September, I have been Chair at healthcare. In 2019/20, we launched our new Weston Area Health NHS Trust (WAHT), as five year strategic plan: Embracing Change, well as at UH Bristol. I have been struck by Proud to Care. The strategy was developed the energy, enthusiasm and professionalism over 14 months, in collaboration with staff, of staff in both trusts as they embrace the patients, their families and carers, governors, changes the merger has to offer. Significant local people and partners. planning for a successful merger took place across the year, to create a combined Our vision for the next five years is to grow organisation of over 13,000 staff aiming to our specialist hospital services, working more deliver exceptional local services for local closely with our partners to provide more people and specialist services across the joined-up local healthcare services. I’ve been South West and beyond. Following approval hugely impressed with the way in which we by the Secretary of State of Health and Care, continue to work with our counterparts across we became University Hospitals Bristol and health and social care to further strengthen Weston NHS Foundation Trust on 1 April our relationships and work together more 2020. efficiently. This is essential to ensuring we continue to provide our communities with the The Council of Governors have played a vital best healthcare. role throughout the merger process in ensuring the views of our patients, staff, We also want to be recognised for our members and public were heard, and the final expertise in research and education, approvals demonstrate that these have been continuing with our Digital Hospital well considered in our plans. Programme to introduce new technologies to drive improvement in our hospitals and Through the year, we have been actively support our staff to use their own talent for engaged with the wider sustainability and innovation. transformation partnership that involves all health care providers, commissioners and the In May, we launched our new workforce local authorities in the local area, to develop diversity and inclusion strategy. This is at the plans for greater integration of services for heart of how we demonstrate our local people. understanding of our staff and communities and it is something that the Board is Together with the Trust Board and governors, monitoring closely. I am pleased that we have I have been impressed by the tremendous made some notable progress. Our reverse efforts of our staff at this difficult time. The mentoring scheme has gathered pace and executive team continues to lead the our commitments set out in the diversity and response to the Coronavirus (Covid-19) inclusion strategy are being scrutinised in the pandemic, and I’d like to thank them and all Trust’s people committee. There is always of our colleagues who continue to work more we can do and we need to remain tirelessly to provide outstanding care to the accountable to our staff and patient forums in communities we serve in the face of order to understand the needs of all of our exceptional challenges. staff and communities. Thank you. University Hospitals Bristol NHS Foundation Trust | Annual Report and Accounts 2019/20 | 7 Jeff Farrar QPM, OStJ Chairman June 2020 8 | University Hospitals Bristol NHS Foundation Trust | Annual Report and Accounts 2019/20 2. Chief Executive’s Statement NHS rainbow badge scheme as a way of demonstrating our commitment to provide an Our mission as a Trust is to deliver open, non-judgmental and inclusive exceptional care, teaching and research environment for all, no matter how people every day. 2019/20 has brought the define themselves. The Trust also hosted its unprecedented challenge of responding to second regional Black History Month event to the Coronavirus pandemic but our staff have celebrate the contribution of black and continued to show their commitment to minority ethnic staff in the NHS. delivering excellent patient care even in the The second of the leadership priorities I set most difficult circumstances. I want to for the year was to be the safest hospital trust commend them for their resilience, their with the best patient experience. Our national bravery and their professionalism at all times. patient survey results confirmed that we While impact of the pandemic has generally provide among the best patient overshadowed much of what went before, it is experience in England, in both adult and important to register some fantastic children’s services. I never fail to be achievements in the course of the year. I was impressed with the way our staff look after absolutely delighted that the Trust was rated those who need our services with care, Outstanding by the CQC in August for the compassion, dignity and respect. An in-year second time in a row. This clearly initiative building on these qualities was demonstrates that our staff are very special ReSPECT (Recommended Summary Plan for people, doing an exceptional job to provide Emergency Care and Treatment). ReSPECT the best possible care for those who need our involves a conversation that helps to plan a services. I was thrilled that their hard work person’s clinical care in the event of a future was recognised in
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