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Annual Report and Accounts 2019-2020

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Annual Report and Accounts 2019-2020 ANNUAL REPORT AND ACCOUNTS 2019-2020 This page is intentionally blank Page 2 of 112 Sussex Partnership NHS Foundation Trust Annual Report and Accounts 2019-2020 Presented to Parliament pursuant to Schedule 7, paragraph 25(4) (a) of the National Health Service Act 2006 Page 3 of 112 © 2020 Sussex Partnership NHS Foundation Trust Page 4 of 112 Contents 1. Performance Report Page 6 2. Accountability Report Page 44 3. Accounts Page 112/1 Page 5 of 112 1. Performance Report 1.1 Overview This section of the Annual Report provides an overview of key achievements and challenges during 2019/20. Introduction I want to start by saying thank you to everyone at Sussex Partnership for your commitment, compassion and care for the patients, carers, families and local communities. Everywhere I go across our services in Hampshire and Sussex, I see clinical and non-clinical staff consistently going the extra mile to provide high quality services. I'm so proud that over this time our entire team has continued to focus on our key organisational values. By putting people first, being future focused, embracing change, working together and making sure everyone counts, we are able to make a difference to the lives of the vulnerable people under our care. Without these values that our staff thrive upon, we would not be able to provide a joined up approach which ultimately benefits the patient and provide them with the support they need. There have been so many examples of our staff carrying out innovative and positive practises, some of which you will be able to read about in this document. At the same time, we must acknowledge that Sussex Partnership has experience some unprecedented and challenging times. Covid-19 As I write this piece for the Annual Report, the UK is in the midst of the Covid-19 pandemic. Covid-19 has threatened our personal safety, disrupted our daily routines, uprooted our lives and shaken our world. There is much from which we can draw strength about how we have responded. Acts of kindness abound, all around, in a way that is moving, inspiring and a source of hope for how we live our lives. This crisis has brought neighbours and communities together. It has created a sense of authentic connection that has seemed sadly lacking in our society People have mobilised to meet the needs of people with courage, compassion and commitment. Across the NHS we have pulled together, adapted and made rapid changes to services to meet the needs of our local communities in these most testing times. The NHS could not do this without the support of the voluntary sector, social care and all public services. It is a privilege to work for the NHS and I hope more people choose a career with us and across the caring sector on the back of this. It has also taught us that we need to pay as much attention to social care as we do the NHS – our care homes are as important as our hospitals. Page 6 of 112 For those of us working within specialist mental health services, our focus has remained throughout on making sure that people who need our help in a crisis continue to receive it. Our clinical teams have cared for patients who are in hospital with a learning disability and/or mental illness who have contracted the virus. Supporting our clinicians to provide care under these challenging circumstances to keep patients and themselves safe has been our priority. Our response to Covid-19 has involved: Providing safe hospital care in line with Public Health England guidance, including use of the Personal Protective Equipment advised for mental health and learning disability settings. Keeping connected with people under the care of our community teams by telephone or using digital technology where possible (clinical staff have undertaken 10,000 virtual consultations in the last nine weeks), and face-to-face where necessary. Providing easy access to 24/7 urgent care and support through our mental health rapid assessment hubs and our Mental Healthline (which has been expanded to respond to members of the public, including NHS and social care staff, experiencing Covid-19 related mental health difficulties). Working safely, slow the spread and reduce risk of transmission of Covid-19 through effective infection and prevention control across all our services and workplaces, and by making sure we make appropriate changes to our buildings and working practices. Caring for our local communities across Hampshire and Sussex by responding to emerging evidence about those who may be particularly at risk from Covid-19, such as people from Black and Minority Ethnic (BAME) backgrounds, and by preparing for a possible future increase in need for specialist mental health support. Continuing to support remote working where possible to maintain social distancing, using feedback from staff about how this has worked in recent weeks to inform future working practices - over 1,000 staff responded to our survey about this and other aspects of our response to Covid-19. Working with our partners across health, social care, police, third sector and voluntary organisations to promote health and wellbeing within our communities. In doing all of this, our focus is on continuing to provide safe, high quality care to people - and their family and carers - as well as self-care support, advice and information. Page 7 of 112 We have made it our mission to keep staff well informed about the latest developments and Government advice. Putting people first is one of our key organisational values, and that is what we have tried to do during the challenging and uncertain times regarding Covid-19. Our executive team have been holding regular webinars to update staff with information such as when to work from home, when to use PPE, as well as answering live questions from staff within the Trust. I want to put on record how proud I am of each and every one of our staff. You have done an incredible job in helping us continue caring for patients, families and carers. It is really important we stay focused on managing the immediate challenges of Covid-19. At the same time, we need to plan for the future. This means being ready to respond to the longer-term social and economic impact of the pandemic and how this will affect mental health and wellbeing across our local communities. Care Quality Commission On 7 June 2019, the Care Quality Commission (CQC) rated Sussex Partnership 'good' overall, with a rating of 'outstanding' for patient care. We were last rated ‘good’ in January 2018, having previously been assessed as ‘requires improvement’ in September 2016. As Chief Executive, this makes me delighted for the team I lead, who I know work tirelessly each and every day to look after vulnerable people and their families. I am proud to be part of an organisation providing outstanding care. I am also proud to work alongside colleagues who come to work committed to helping people with their mental health and wellbeing who are committed to the values of the NHS. I am proud the CQC has noted the compassion and kindness of our staff and the efforts they make to involve patients and families in decisions about their care. The fact the CQC heard from patients and families about feeling respected and valued is both heartening and testament to the commitment of our staff. At a time when health and care services are facing significant and sustained pressure, it is so important to recognise people for the important, valuable work they do every day on behalf of the patients, families and local communities we serve. We value the CQC’s role in helping us improve care and treatment for the patients, families and local communities we serve. We know we have more to do, in partnership with others, to continue improving services for patients and families. In their assessment of the Trust’s services, the CQC said: The senior leaders worked well together and had a clear understanding of issues inside and outside of their line of responsibility and how these impacted on each other. The lead governor was outstanding and an excellent role model to the governors. She clearly understood her role and the impact of this on the trust, as well as developing local networks to promote more integrated systems working. Page 8 of 112 Medicines safety was effectively integrated into the governance structure of the trust. The chief pharmacist led the development of the medicines optimisation strategy, providing annual updates to the board on achievements and challenges. Staff assessed and managed risk. They minimised the use of restrictive practices and followed good practice with respect to safeguarding. Staff discussed risks and safeguarding concerns during regular handovers. Ward managers were able to adjust the staffing levels based upon the acuity on the wards. Since April 2018 the trust had been successful in adding 100 people to its experts by experience database and offered supervision and training to support them in their role. There was good evidence that the trust was implementing the triangle of care across its services which meant closer working with carers and a more holistic view of the needs of people using the service. Patients and carers gave positive feedback about the care received. Staff treated patients with compassion and kindness, respected their privacy and dignity and understood the individual needs of patients. They actively involved patients, families and carers in care decisions. People using services were supported through good multidisciplinary team working. They provided a range of treatments suitable to the needs of the patients and in line with national best practice guidance.
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