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Annual Report and Accounts 2012/13

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Annual Report and Accounts 2012/13 Annual report and accounts 2012/2013 . Northern Lincolnshire and Goole Hospitals NHS Foundation Trust Annual Report and Accounts 2012/13 Presented to Parliament pursuant to Schedule 7, Paragraph 25(4) of the National Health Service Act 2006 1 . Contents 1 Forewords by the chairman and chief executive 4 About the Trust 4 • Our hospitals 4 • Our history 4 • What is a Foundation Trust 5 • Our services 6 Review of the year 6 • Medicine group, Scunthorpe and Goole 7 • Medicine group, Grimsby 8 • Surgery and critical care group 10 • Women’s and children group 11 • Community and therapy services group 14 • Directorate of diagnostics and therapeutics 19 • Path Links NHS Pathology 20 • Central operations group 22 Chief nurse directorate 28 Facilities directorate 32 Organisational development and workforce directorate 38 Clinical quality and assurance directorate 41 How the Trust is run 44 • Board of Directors 52 • Council of Governors 58 • Membership strategy 59 Annual Governance Statement 69 Head of internal audit opinion on the effectiveness of the systems of internal control 71 Financial reports and accounts 74 • Income and expenditure 79 • Remuneration report 82 • Regulatory ratings report 84 Independent auditor’s report to the Board of Governors of Northern Lincolnshire and Goole Hospitals NHS Foundation Trust 87 The Trust annual accounts 135 Annual Quality Account 2012/2013 Review of the year 1 . Chairman’s foreword It is always a great pleasure to write the introduction to the annual report not least because it provides an opportunity to thank, in public, the Trust’s staff for the commitment and the care that they deliver on a daily basis and which is so important to the safety of our patients and the quality of the care patients receive in our hospitals. Recognition of the dedication and professionalism of our staff is even more important at a time when the changes to NHS structures and systems are gathering pace, as the financial pressure on the NHS mounts and as the NHS comes under increased scrutiny from patients, the press and the public generally in response to the report of the Francis inquiry. This is the context for the past 12 months, which have This is an unprecedented savings target and can only undoubtedly been a very significant challenge. However, the be achieved by working in close partnership with the Trust has continued to focus on ensuring the safety and quality commissioners and the other providers to determine how of the services we provide to the communities of Northern the quality of healthcare provision can be improved and Lincolnshire and Goole while at the same time responding made more cost effective. It may be that services in the future to increasing demand for those services and maintaining a look different to how they do now with, for example, care sustainable financial position. being delivered in a community setting closer to patients’ The quality of patient care and the safety of our patients own homes. We don’t know yet the exact make-up of service remains our top priority. Despite the financial pressures, we delivery but we will continue to keep our communities have continued to invest in all three hospitals, for example informed every step of the way. in MRI scanning at Goole, haematology, oncology and It continues to be the case that the future success of the Trust rheumatology at Grimsby and the Blue Sky Imaging suite at and the quality, safety and sustainability of the Trust’s services Scunthorpe. These developments and many others are a real depends upon the skills, dedication and professionalism of all credit to the staff who have made them happen and to the of our staff. I would therefore like to thank the doctors, nurses, support which the Trust has received from commissioners and allied healthcare professionals and all of the other workers in others within the local community. the Trust for their hard work and dedication over the past year. I While I feel we should be confident in the overall quality and would also like to take this opportunity to thank our governors safety of our services, I appreciate there is a shared concern and and members and the hundreds of volunteers who selflessly disappointment across the Trust about being identified as an give their time freely to support and enhance our services. outlier in terms of mortality and subsequently being included There is no room for complacency about the scale of the in Sir Bruce Keogh’s review. However, I also know there is a challenges which we face but I am confident that by continuing shared determination to improve our mortality performance to work in partnership with staff, patients and governors and both within the hospitals and in the wider community. Linked with our commissioners and partners in the community, the to this commitment we are also determined to ensure that we quality and sustainability of the Trust’s services will be assured. understand and then incorporate all of the lessons learned from the Francis inquiry into our approach to governance and management for the future. As many people will know, nationally the NHS is required to achieve efficiency savings of £20 billion over the four year period to 2014, this is the so-called Nicholson Challenge. The national savings target translates into the need to find significant savings within the local health economy; the Trust itself expects to be required to generate savings of approximately £60 million over the course of the next four years. Dr Jim Whittingham, chairman 1 1 . Chief executive’s foreword This year has been particularly challenging for the Trust as we continue to tackle the unprecedented efficiency savings that we and the rest of the NHS are required to achieve. While making these savings, we must ensure we provide quality, responsive, compassionate and effective healthcare services for our patients across our three hospitals. During the past year, we have been identified as an outlier in the national Summary Hospital-Level Mortality Indicator (SHMI) statistics. These figures are an issue for the whole local health community, not just the hospital trust, and as such we are working with our commissioners and other health and social care providers to make sure that all possible factors affecting this are addressed. The new state-of-the-art Blue Sky Imaging Suite, which cost £3.17 million, was opened at Scunthorpe General Hospital. Within the Trust we have established a formal sub-committee and an operational mortality task group which is investigating Goole and District Hospital has seen the expansion of its every area where there is a possibility of a higher mortality endoscopy service and ophthalmology services, as well as the ratio. introduction of a mobile MRI and CT scan service. Our work in this area is having a positive impact and we are We want to reassure everyone that positive and high quality patient seeing a gradual improvement in our monthly mortality ratio experience is at the heart of everything we do and we aim to figures. Further information about the SHMI and the work the continue with our focus on delivering high quality care for all our Trust is undertaking can be found in the Quality Report. patients. In February 2013 it was also announced that we would be one This priority is reflected within our organisational structure, of 14 NHS trusts whose mortality rates would be reviewed culture and our day-to-day work on the frontline – how by Sir Bruce Keogh. We welcome this decision as it will assist doctors and nurses treat the people in their care. It is therefore us with all of the work we have already done to improve our important that I take this opportunity to publicly thank our mortality position and provide us with an additional learning dedicated staff, at all levels, for their determination in providing opportunity to find out more what we can do to improve the safe, high quality care to patients in all of our hospitals. quality of care that we provide. I would also like to take this opportunity to recognise the We have continued to liaise closely with our regulators during multitude of health and social care organisations across the the last year and will continue to do so, especially with both area, both public and private, which have worked with the Monitor and the Care Quality Comission (CQC) in ensuring that Trust to provide integrated service provision for the local we are complying with all of our registration requirements. communities we serve. We continue to strive to ensure that the clinical safety in our hospitals is high and patients can be assured of receiving high quality treatment though we recognise there is still more work to do. In the past year we have also made great strides forwards in service delivery including: £4.4 million refurbished haematology/oncology and rheumatology unit at Grimsby’s Diana, Princess of Wales Hospital. Karen Jackson, chief executive 3 About the Trust Northern Lincolnshire and Goole Hospitals NHS What is a Foundation Trust? Foundation Trust employs more than 7,000 staff NHS Foundation Trusts have been created to devolve and serves a local population of around 443,000 decision-making from central government to local people. organisations and communities so they are more responsive to the needs of local people. Local people, patients and staff can have a real say Our services: in the Trust’s decisions by becoming members of the The Trust runs the following hospitals: Foundation Trust. Members elect the Trust’s Council of Governors, which represents the local population. • Scunthorpe General Hospital NHS Foundation Trusts remain fully part of the NHS.
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