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Annual Report and Accounts 2016-17

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Annual Report and Accounts 2016-17 Annual Report and Accounts 2016 - 2017 Caring, Learning and Growing CONTENTS Welcome from our Chairman and Chief Executive 5 Performance Report 7 A Statement from the Chief Executive 8 About the Trust 11 Vision, values and strategic aims 12 Development and performance 13 Principal risks and uncertainties 14 Performance analysis 16 Summary of the financial year 17 Financial results 2015/16 17 Environmental Statement 22 Social, community and human rights issues 24 Accountability Report 25 Directors’ Report 26 Remuneration Report 31 Staff Report 39 Code of Governance 48 Single Oversight Framework 68 Statement of accounting officer’s responsibilities 69 Annual Governance Statement 70 Equality and diversity 84 Independent Auditor’s Report to the Board of Governors 87 and Board of Directors of Humber NHS Foundation Trust 2016/17 Audited Accounts 93 Presented to Parliament pursuant to schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 Chairman and Chief Executive’s foreword The pace of change in the NHS during the past Our community services in East Riding transferred year has been challenging, with providers under to a new non-NHS provider on 1st April 2017 pressure to come up with new ways of delivering following a competitive tender during 2016. We services focussed on prevention. were extremely disappointed to lose these services and the staff who provided them because we Despite facing a traditional problem – providing submitted a good, solid bid. The bid was our most better services to more people, many with successful ever in terms of overall score, and our increasingly complex needs - with limited community services in East Riding had been rated resources, here at Humber we have improved ‘good’ by the CQC following a previous assessment the quality of our services to such an extent that process. there is now a real sense of optimism about our future. Staff throughout the organisation feel Despite the difficulties we faced during the year, we have embarked on an exciting new era of our hard-working, loyal and dedicated staff - our service transformation that will deliver further greatest asset - have tackled them magnificently, improvements. working effectively and responding quickly to meet the CQC’s requirements and complete the safe The quality and safety of the care we deliver was transfer of our community services in East Riding assessed by the Care Quality Commission (CQC) while continuing to improve services. in April 2016 and in August 2016 the Trust was rated overall as ‘Requires Improvement’ – with We continue to provide community services in ‘good’ for ‘caring’. The report praised the ‘positive Whitby and Pocklington. We have also been able to interaction between staff and patients’. It added: progress the many new opportunities which have “We saw that patients were treated with kindness, presented themselves throughout the year. dignity and respect, and were supported. Staff Consequently, our expansion into primary care were committed to their roles and compassionate continues at a pace, with the Trust now responsible about the patients they were caring for.” The CQC for the delivery of primary care services at a revisited the Trust in December 2016 and lifted the growing number of GP practices – a great asset. warning notices noting the improvements that had been made. Once again, this year, the passion and dedication of our staff has been outstanding. They continue to rise to the challenge of an ever-changing landscape, demonstrating their commitment, care, competence and compassion every single day. The success of the organisation, the quality of our Welcome from services and the satisfaction of our service users is entirely down to our staff and their personal and our Chairman professional commitment. and Chief Executive Welcome from our Chairman and Chief Executive 5 We have also introduced a single point of access integrity. Staff roles require constant juggling and and rapid response service for people suffering prioritisation of tasks, but they achieve this, and mental ill health and preparations to open a new much more, with great skill. ‘Crisis Pad’ for those requiring urgent help were In accordance with the Trust’s mission and vision, delivered on 6th April 2017. staff are driving our determination to work more The Trust has retained and redesigned its ‘0-19’ smartly, to integrate services and avoid duplication, service and our learning disability services have won and to make them better and more effective. multiple awards. Our staff are playing a key role in the Humber We exceeded our target for recruiting patients to Coast and Vale Sustainability and Transformation research trials and are among the small number of Plan, a blueprint which envisages a radical overhaul trusts to have balanced our books and achieved a of local health services. financial surplus. This plan must succeed if we and our colleagues The Trust has introduced addictions services in in the public, private and voluntary sectors are to East Riding and gained national recognition for meet the healthcare demands of the future. our involvement in ‘Strokestra’, an initiative which We can assure you that in everything we do, proved that music can aid the recovery of people excellence will continue to be our goal. who have had strokes. In 2016 we developed our new strategy in preparation for its launch in the new year. We also developed our mission, vision and values – caring, learning and growing: the keystones on which all of our efforts are built. Increasingly, and despite the challenges of the past 12 months, there is a sense that the Trust is moving forward. The rapid pace of internal change and relentless drive for improvement is being led by our new Chief Executive, who brings more than 30 years’ experience to the role. In line with the national recruitment picture, we have during the year, experienced recruitment and retention challenges. We have however SHARON MAYS MICHELE MORAN developed a Recruitment and Retention Strategy Chairman Chief Executive and an overarching Workforce and Organisational Development Strategy to enable us to have the right staff numbers and skills at the right time. Patients have remained at the centre of everything we have done and our staff have regularly gone beyond the call of duty to provide them with outstanding care. The compassion, competence and courage shown by our staff throughout the year have been inspirational, and we would like to formally record our thanks to them for everything they have done. Performance As we indicated earlier, staff are the Trust and the success of the organisation is driven entirely Report by our staff and their personal and professional 6 Welcome from our Chairman and Chief Executive The purpose of the Performance Report is to provide information on Trust services, its vision, values and strategic aims. It also provides information on our development, performance and principal risks to our objectives during 2016/17. The care and individual care Our nurse showed We are very impressed package I received was second to great knowledge with the speedy and A statement from the Chief Executive none. and care. She turned caring way we have my life around. As been dealt with. The Anything I needed I only had to a family we are all whole team have been phone and also my wife who is my grateful for her care. incredibly supportive. The Trust has faced significant challenges during distress, and to overhaul our 0-19 learning disability Carer was always informed about the past 12 months but continues to develop and services in the East Riding. A section on the Trust’s my needs or her needs and support. Whitby Cardiac CAMHS - Crisis Team Specialist Nurses rise to the challenges. most notable achievements during the year is Stroke Service – ER included in this report. Care Quality Commission (CQC) inspectors rated the quality and safety of our care in April 2016 as Changes have also been made to the Trust’s ‘requiring improvement’ - despite rating us ‘good’ Executive Management Team with the appointment for caring. The CQC has since acknowledged the of a new Chief Executive and Director of Finance. Having Cognitive After struggling most of The care and help we improvements we have made to our services by The Trust is planning to streamline its organisational Behavioural Therapy my life with depression and have received has been withdrawing all of our warning notices. structure and we have overhauled the Trust’s changed my life. I anxiety the service has helped amazing, I cannot thank strategy, mission, vision and values following Another challenge we faced was the awarding recommend it to friends me understand why and them enough for what consultation with staff, governors, members and of our contract to provide community services in and also via my work in control my symptoms. Now I they have done for us, partners. East Riding to a non-NHS provider. However, we the police. I am now happy feel I can put the past behind mainly for me for suffering successfully ensured the safe transfer of services – The Trust’s strategic goals 2016/17 are: innovating in a way I never thought me, no longer live in such Post Natal Depression. and more than 500 staff – to the new provider. in quality and patient safety; enhancing prevention, possible and have the tools fear and face the future one Thank you soooo much! wellbeing and recovery; fostering integration, to deal with bad days. day at a time and ‘be myself’. And despite the unprecedented pressure on our Driffield Health Visitors partnership and alliances; developing an effective services, we have maintained a sustainable business Psychological Wellbeing Haltemprice Mental Health and empowered workforce; maximising an efficient capable of meeting the healthcare challenges of Service - Hull – East Team and sustainable organisation; and promoting the future.
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