DOCSLIB.ORG

NHS Trust Development Authority 2019/20 Annual Report and Accounts

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
NHS Trust Development Authority 2019/20 Annual Report and Accounts NHS Trust Development Authority 2019 Annual 20 Report Health and high quality care for all, now and for future generations HC 1058 NHS Trust Development Authority Annual Report and Accounts 2019/20 Presented to Parliament pursuant to Schedule 15, paragraph 6(3) of the National Health Service Act 2006. Ordered by the House of Commons to be printed 28 January 2021. HC 1058 © Crown copyright 2020 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at www.gov.uk/official-documents Any enquiries regarding this publication should be sent to us at: NHS England and NHS Improvement, Quarry House, Quarry Hill, Leeds, LS2 7UE. ISBN 978-1-5286-1896-0 CCS0320351288 01/21 Printed on paper containing 75% recycled fibre content minimum Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office Contents A view from Baroness Dido Harding, Chair .................................................... 7 About NHS Trust Development Authority ....................................................... 9 Performance Report .......................................................................................... 11 Chief Executive’s overview ................................................................................. 12 How we measure performance ......................................................................... 14 Performance Overview ..................................................................................... 15 How we supported the wider NHS .................................................................... 23 Chief Financial Officer’s Report .......................................................................... 31 Our priorities for 2020/21 .................................................................................. 33 Accountability Report ....................................................................................... 35 Corporate Governance Report ........................................................................... 37 Board Committees ............................................................................................ 46 Statement of Accounting Officer’s responsibilities .............................................. 60 Governance Statement ..................................................................................... 61 Remuneration and Staff Report ......................................................................... 82 Annual Accounts ............................................................................................... 111 Notes to the financial statements ...................................................................... 116 Appendices ........................................................................................................ 135 Appendix 1: How we have delivered against the Government’s Accountability Framework to the NHS ......................................... 136 Appendix 2: Meeting our Public Sector Equality Duty ......................................... 140 Appendix 3: Reducing health inequalities ........................................................... 143 Appendix 4: Working in partnership with people and communities .................... 147 Appendix 5: Sustainability ................................................................................. 151 Appendix 6: Glossary ....................................................................................... 153 A view from Baroness Dido Harding, Chair Within our NHS Constitution there is one section which is particularly striking. It reads: “[the NHS] works at the limits of science – bringing the highest levels of human knowledge and skill to save lives and improve health. It touches our lives at times of basic human need, when care and compassion are what matter most.” Coronavirus has tested the NHS in ways that were unimaginable last year, when my foreword described the task ahead to deliver our Long Term Plan, but they are perhaps encapsulated by that remarkable constitution. In facing up to COVID-19, I believe we have shown both the strength and value of our NHS as well as the vison we’ve set for its future. It is hard not to become emotional when considering what has happened in the past year as we’ve met this challenge unlike any other in our history. Alongside fear and anxiety for loved ones and the difficulties of new restrictions and rules, have been logistical challenges needing to be met to provide the best possible healthcare we can, on the frontline of the service and as NHS England and NHS Improvement. This is not, of course, just the organisational difficulties in providing safe services in our hospitals, clinics, care homes and communities. It’s also the sacrifices made by staff, in some cases living away from their families or putting themselves in harm’s way to provide compassionate care and to keep people safe. The public too has bolstered our response to COVID-19 in countless ways, but most significantly by understanding what we needed to do and helping us to do it. With us, our patients have learned new technology which has allowed us to provide remote care, kept away while we adapted our buildings and approaches, and changed their lives to help protect the NHS so our staff could treat those most in need. I can assure you that did not go unnoticed and we are enormously grateful. With support from the entire nation, the NHS has transformed how it works, how we support our workforce and colleagues, how we learn, how we innovate. Achievements we thought would take years, have taken, in some cases, mere days. But the cost has been high - colleagues, patients, friends and loved ones have died and their loss is immeasurable. There are no easy ways to express the awe and gratitude I’ve felt from seeing the commitment and sacrifices made at every level across our NHS, from cleaners to chief executives, labs to distribution hubs, clinics to care homes. You continue to be the very best ambassadors of our NHS. Perhaps the reaction from the public says it better – not just the heart-warming clapping at 8pm we saw earlier this year but the numbers who, inspired by your example, have come forward to join, and in some cases rejoin, the ranks of our NHS. ANNUAL REPORT 2019/20 | 7 We head into the next year with trepidation but also determination to continue the restoration of services impacted by COVID-19, while pushing on with the work we’ve committed to in our Long Term Plan. Some of that has accelerated rapidly through our response to the COVID-19 outbreak, such as providing access to online consultation to GPs - 90% of practices now have access to online consultation while 99% offer video consultation capability. Our redesign of outpatient care, to avoid the need 30 million face-to-face hospital outpatient visits by 2023/24, similarly accelerated so that the use of video consultation in secondary care achieved universal coverage in England in just four weeks. In 2019/20, more people than ever before were referred urgently with suspected cancer - 2.4 million compared with 2.2 million in 2018/19, and 1 million in 2010/11. Of them, 167,000 patients started treatment, a 2% increase on the previous year. While this report has been finalised, our efforts to support cancer services affected by COVID-19 to recover and encourage people with possible symptoms who haven’t come forward to do so have gathered pace. A new campaign to bolster these launches shortly. The importance of our work in addressing health inequalities, supporting vulnerable groups, and tackling the common causes of premature mortality, including diabetes and obesity, has also been thrown into a stark light during. An update of what began during 2019/20 is contained within this report and will continue to be a priority. Finally, I’d like to thank everyone at NHS England and NHS Improvement, including our board members and non-executive directors, who have worked tirelessly over the past year. In unprecedented times, your passion and professionalism in leading and supporting the service have been incredible. Baroness Dido Harding, Chair of NHS Improvement 8 ANNUAL REPORT 2019/20 | About NHS Trust Development Authority NHS Improvement is responsible for overseeing NHS foundation trusts, NHS trusts and some independent providers. We support them to give patients consistently safe, high quality, and responsive care within local integrated care systems that are financially sustainable. By holding providers to account and, where necessary, intervening, we help the NHS to meet its operational goals and its longer term strategy. NHS Improvement is the operational name for the organisation that brings together Monitor, and the NHS Trust Development Authority (NHS TDA). NHS TDA’s role is to provide support, oversight and governance for (non-foundation trust) NHS trusts and also to provide support to other providers with a view to improving the quality and financial sustainability of NHS services. The Government’s 2019/20 accountability framework1 brought together the annual mandate to NHS England and the annual remit for NHS Improvement. This framework prioritised delivery of the first year of the NHS Long Term Plan and addressed issues associated with the United Kingdom’s exit
Load more

Recommended publications
  • Reporting and Rating NHS Trusts' Use of Resources
    Summary of consultation responses: Reporting and rating of NHS trusts’ use of resources March 2018 Contents 1. Introduction and overview ................................................................................... 3 2. Key themes of the consultation .......................................................................... 7 2.1 Introduction ........................................................................................................ 7 2.2 A transparent and streamlined approach to working together ........................... 8 What you said ....................................................................................................... 8 What we will do .................................................................................................... 9 2.3 A clear approach to displaying and communicating the new assessments and ratings .................................................................................................................... 11 What you said ..................................................................................................... 11 What we will do .................................................................................................. 12 2.4 Fair, proportionate and consistent rules for combining the Use of Resources rating with CQC’s existing quality ratings ............................................................... 13 What you said ..................................................................................................... 13 What we will do .................................................................................................
    [Show full text]
  • Clinical Negligence Cases in the English NHS: Uncertainty in Evidence As a Driver of Settlement Costs and Societal Outcomes
    Health Economics, Policy and Law (2021), page 1 of 16 doi:10.1017/S1744133121000177 ARTICLE Clinical negligence cases in the English NHS: uncertainty in evidence as a driver of settlement costs and societal outcomes Alexander W. Carter1* , Elias Mossialos1,2 , Julian Redhead3 and Vassilios Papalois3,4 1Department of Health Policy, London School of Economics & Political Science, London, UK, 2Institute of Global Health Innovation, Imperial College London, London, UK, 3Imperial College Healthcare NHS Trust, London, UK and 4Department of Surgery & Cancer, Faculty of Medicine, Imperial College London, London, UK *Corresponding author. Email: [email protected] (Received 1 May 2020; revised 15 March 2021; accepted 17 March 2021) Abstract The cost of clinical negligence claims continues to rise, despite efforts to reduce this now ageing burden to the National Health Service (NHS) in England. From a welfarist perspective, reforms are needed to reduce avoidable harm to patients and to settle claims fairly for both claimants and society. Uncertainty in the estimation of quanta of damages, better known as financial settlements, is an important yet poorly char- acterised driver of societal outcomes. This reflects wider limitations to evidence informing clinical negli- gence policy, which has been discussed in recent literature. There is an acute need for practicable, evidence-based solutions that address clinical negligence issues, and these should complement long-stand- ing efforts to improve patient safety. Using 15 claim cases from one NHS Trust between 2004 and 2016, the quality of evidence informing claims was appraised using methods from evidence-based medicine. Most of the evidence informing clinical negligence claims was found to be the lowest quality possible (expert opinion).
    [Show full text]
  • 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.
    [Show full text]
  • Developing a Patient Safety Strategy for the NHS Proposals for Consultation
    Developing a patient safety strategy for the NHS Proposals for consultation December 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that are financially sustainable. Contents The purpose of this consultation ..................................................... 2 Background ..................................................................................... 3 What is patient safety? .......................................................................................... 3 Who are the national patient safety team? ............................................................ 3 Where are we now? .............................................................................................. 4 Our challenges ...................................................................................................... 5 Our proposed aims and principles .................................................. 7 A just culture .......................................................................................................... 7 Openness and transparency ................................................................................. 8 Continuous improvement ...................................................................................... 8 What we are proposing ................................................................. 10 Context ................................................................................................................ 10 Insight .................................................................................................................
    [Show full text]
  • HEE Business Plan 2019/20
    Health Education England Health Education England Business Plan 2019/20 Developing people for health and healthcare www.hee.nhs.uk Contents Foreword .....................................................................................................................4 Introduction .................................................................................................................6 Section 1 - HEE Strategic Goals and Core Responsibilities .......................................7 Section 2 - HEE Action Plan 2019/20 ........................................................................12 Section 3 - Financial Requirements ..........................................................................24 Section 4 - Strategic Context ....................................................................................26 Section 5 - About HEE ...............................................................................................27 Section 6 - Enablers of Change ................................................................................32 Section 7 - Strategies and Subsidiary Plans ............................................................34 Section 8 - Information Strategy .............................................................................36 Section 9 - Performance Reporting ..........................................................................37 Section 10 - Contact Information .............................................................................40 3 Foreword Foreword from our Chairman and Going
    [Show full text]
  • Agency Staff in the NHS
    This is a repository copy of Agency staff in the NHS. White Rose Research Online URL for this paper: https://eprints.whiterose.ac.uk/150202/ Book Section: Grasic, Katja (2016) Agency staff in the NHS. In: Curtis, Lesley and Burns, Amanda, (eds.) Unit Costs of Health and Social Care 2016. Personal Social Services Research Unit, University of Kent at Canterbury , p. 7. Reuse Items deposited in White Rose Research Online are protected by copyright, with all rights reserved unless indicated otherwise. They may be downloaded and/or printed for private study, or other acts as permitted by national copyright laws. The publisher or other rights holders may allow further reproduction and re-use of the full text version. This is indicated by the licence information on the White Rose Research Online record for the item. Takedown If you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing [email protected] including the URL of the record and the reason for the withdrawal request. [email protected] https://eprints.whiterose.ac.uk/ Unit Costs of Health and Social Care 2016 7 Agency staff in the NHS Katja Grasic Introduction The quality of care and safety of patients in NHS hospitals depend on having an adequate number of skilled healthcare professionals. Growing shortages of qualified clinical and non-clinical staff have led to increasing reliance on agency staff to resolve staffing shortfalls and ensure safe staffing numbers. This has engendered a rapid growth in agency expenditure, and contributed to deficits in hospital budgets (King’s Fund, 2015a).
    [Show full text]
  • Health Education England Annual Report and Accounts 2020-21
    Annual Report and Accounts 2020-21 Health Education England (Executive Non-Departmental Public Body) www.hee.nhs.uk We work with partners to plan, recruit, educate and train the health workforce. HC 266 Health Education England (Executive Non-Departmental Public Body) Annual Report and Accounts 2020-21 Presented to Parliament pursuant to Paragraph 26 (4) of Schedule 5 of the Care Act 2014 Ordered by the House of Commons to be printed on 15 July 2021 HC 266 © Crown copyright 2021 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at www.gov.uk/official-documents Any enquiries regarding this publication should be sent to us via www.hee.nhs.uk ISBN 978-1-5286-2444-2 CCS0221001382 06/21 Printed on paper containing 75% recycled fibre content minimum Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office About Health Education England Health Education England exists for one reason only: our vision is to help improve the quality of life and health and care services for the people of England by ensuring the workforce of today and tomorrow has the right skills, values and behaviours, in the right numbers, at the right time and in the right place. Our purpose as part of the NHS, is We serve … to work with partners to plan, recruit, educate and train the health workforce.
    [Show full text]
  • NHS England and NHS Improvement Is the Umbrella Body That Oversees Healthcare
    “No society can legitimately call itself civilised if a sick person is denied medical aid because of lack of means” 1962 hospital 1990 internal 2012 Lansley 2019 long plan market reforms term plan NHS is 1974 health 2000 NHS 2014 5-year born authorities plan forward view • Medicines & Healthcare products • NHS Blood and Transplant Regulatory Agency • NHS Business Services Authority • Public Health England • NHS Resolution • NHS Counter Fraud Authority Commissioners Central Support and Improvement Regulators • NHS England/NHS Improvement • National Institute of Health and Care Excellence • Care Quality Commission • Health Education England • NHS England/NHS Improvement • NHS Digital • Human Fertilisation and Embryology Authority • Human Tissue Authority • Health Research Authority ▪ The Department for Health and Social Care is the government department responsible for funding and coming up with policies to do with healthcare in the UK. ▪ NHS England and NHS Improvement is the umbrella body that oversees healthcare. It is an independent body, which means that the Department for Health cannot interfere directly with its decisions. ▪ Clinical Commissioning Groups (CCGs) are responsible for commissioning healthcare for their local area. They are run by GPs, nurses and consultants who assess local health needs and commission the services to meet them. They are in charge of around 60% of the NHS budget. ▪ NHS Foundation Trusts and NHS Trusts provide the care that the CCGs commission. They include hospital, ambulance, mental health, social care
    [Show full text]
  • Dear Dido I Am Writing to You to Confirm NHS Improvement's Current Objectives and the Schedule of Meetings Through Which You W
    Philip Dunne MP Minister of State for Health Richmond House 79 Whitehall London SW1A 2NS Baroness Dido Harding Tel: 020 7210 4850 Chair, NHS Improvement Wellington House 133-155 Waterloo Road London, SE1 8UG 21 December 2017 Dear Dido I am writing to you to confirm NHS Improvement’s current objectives and the schedule of meetings through which you will be held to account for delivery. NHS Improvement’s objectives from now until 2020 are aligned with the health sector’s Shared De- livery Plan which outlines the Government’s priorities for health and care services. In delivering these objectives NHS Improvement is expected to continue to take a health-economy wide approach to ensuring clinically and financially sustainable health services which improve overall health outcomes and reduce health inequalities. NHS Improvement will also need to estab- lish and foster close and effective working relationships with NHS England, Health Education Eng- land (HEE), other national NHS bodies, and with the provider sector in order to drive improvements throughout the sector. Key to NHS Improvement’s success will be its delivery of a balanced NHS budget whilst driving improvements in the efficient use of resources and increasing productivity in NHS providers. To achieve this, the support provided by NHS Improvement to the provider sector must continue to be tailored to the needs of the sector and to the very specific, differing needs of the organisations that it comprises. We will continue to hold you to account through a series of formal meetings. At mid-year and end- of-year Ministerial accountability meetings will be held.
    [Show full text]
  • Health Education England's Written Evidence for 2021/22 March 2021
    NHS Pay Review Body Health Education England’s written evidence for 2021/22 March 2021 (LEAVE BLANK) March 2021 Page 2 of 15 1. Introduction 1.1. Health Education England (HEE) welcomes the opportunity to submit evidence to The NHS Pay Review Body (NHS PRB) as part of its national process of gathering evidence from interested parties to inform the recommendations for 2021/22. 1.2. HEE’s evidence provides an update on our key areas of responsibility, namely medical trainee recruitment and our range of initiatives to drive reform in postgraduate medical education. We have also included information on the impact of COVID-19 and the resultant and associated financial challenges. 1.3. Our evidence has been provided in the light of the broad strategy outlined in the NHS Long Term Plan and We are the NHS: People Plan for 2020/21. 2. Health Education England 2.1. HEE was created by the NHS reforms of 2012 which abolished Strategic Health Authorities (SHAs) and Primary Care Trusts (PCTs). The functions of these organisations were given to new bodies including the NHS Commissioning Board, Clinical Commissioning Groups, The Trust Development Authority, and to HEE. HEE was originally created as a Special Health Authority in 2013 and was formalised by the Care Act 2014 as a statutory Arm’s Length Body of the Department of Health and Social Care. 2.2. HEE is the NHS body that works with others to plan, educate and train the health workforce. To deliver this purpose, HEE: • seeks out, invests in and quality assures the best education and training for trainees, new roles and current professionals; intervening where quality, environment or supply are not meeting the needs of learners or the NHS; • ensures new evidence-based science, digital technology, skills and knowledge enhance both individual staff and multi-professional teams; • co-operates and collaborates with partners across health and education, respecting each other’s roles, expertise and responsibilities.
    [Show full text]
  • Information Governance Operating Model 2020-2022
    INFORMATION GOVERNANCE OPERATING MODEL 2020 - 2022 Corporate Information Governance, NHS England and NHS Improvement Information Governance Policy Team, NHSX NHS England and NHS Improvement Enabling a lawful and ethical culture for the use of information to deliver and improve our high-quality patient care Contents 1. Executive summary ......................................................................................................................................... 3 2. Introduction ....................................................................................................................................................... 4 3. IG responsibility scope .................................................................................................................................. 5 4. Joint working .................................................................................................................................................. 10 5. Corporate IG team ......................................................................................................................................... 11 6. IG Policy team (NHSX) .................................................................................................................................. 19 7. Governance framework ................................................................................................................................ 22 Appendix A – Corporate IG structure ..............................................................................................................
    [Show full text]
  • Achieving a Digital NHS Lessons for National Policy from the Acute Sector
    Research report May 2019 Achieving a digital NHS Lessons for national policy from the acute sector Sophie Castle-Clarke and Rachel Hutchings Acknowledgements We are grateful to everyone at the trusts we visited who participated in our interviews and focus groups and supported the organisation of our visits. We are also grateful to all of the individuals who participated in the scoping conversations and the policy workshop. Special thanks to the reviewers who provided comments on an earlier draft including Helen Buckingham (Director of Strategy and Operations, Nuffield Trust), Nigel Edwards (Chief Executive Officer, Nuffield Trust), Harry Evans (Researcher, The King’s Fund), John Farenden (Senior Programme Lead, Local Health and Care Record Programme, NHS England), Iain Fletcher (Senior Programme Lead for Blueprinting, Global Digital Exemplar Programme, NHS England), Lorraine Foley (Chief Executive, Professional Record Standards Body), James Freed (Chief Information Officer, Health Education England), Dr Charles Gutteridge (Chief Clinical Information Officer, Barts Health NHS Trust), Dr Sarah Scobie (Deputy Director of Research) and Ann Slee (Associate Chief Clinical Information Officer (Medicines) and e-prescribing lead, NHS England). With particular thanks to Rob Parker (Associate Chief Information Officer, NHS England) for his continued support and assistance with the project. Finally, we are grateful for the small contribution NHS England made to the funding of this project. Find out more online at: www.nuffieldtrust.org.uk/research Contents Foreword 2 Summary 3 Introduction 9 1 The role of national policy in achieving a digital health system 13 2 Configuring a digital workforce 31 3 Working with digital suppliers 49 4 Making use of data across the system 56 5 Funding and sustainability 65 6 Reflecting on the Global Digital Exemplar and Fast Follower programme 74 7 Concluding thoughts 86 Glossary 89 References 94 Achieving a digital NHS 1 1 2 3 4 5 6 7 Foreword Digitising the NHS has been an important goal of national policy for many years.
    [Show full text]