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Birmingham Community Healthcare NHS Trust Birmingham Community Healthcare NHS Trust Accessible, Responsive Community Healthcare Annual Report 2011/12 Statement from the Chair Welcome to our 2011/12 Annual Report. Joining the Trust part-way through this year, I have been seriously impressed by the This is my first Annual Report, as I was commitment of our staff and managers to appointed in November 2011 and it has maintain and improve the quality of our been a busy first few months. services whilst dealing with the financial However, before I say anything more pressures that I have mentioned. It is often about what we have been doing, and said that necessity is the mother of invention our plans for the future, I would like to and I have seen some great examples of our take this opportunity to pay tribute to the staff using new technologies and innovating work of my predecessor, Philip Davis, who with new models of care and new forms of was instrumental in the creation of our training and staffing. This is enabling them organisation as a Trust in its own right, to deliver on both service quality and patient serving all of the people of Birmingham and safety whilst managing to live within our providing a wide range of services to the financial means. wider West Midlands. Phil left this role in the At the same time as we – like every other Autumn and I am pleased to congratulate him NHS body – are working hard to achieve all of on his recent election to the City Council. this, we are also continuing with our progress The year 2011/12 was our first full year towards becoming an NHS Foundation Trust both as an NHS Trust and as the integrated (FT). This organisational model will soon be provider of community and other services. the only option for NHS hospitals and services This coincided with the first full year of and I am pleased to see that our Trust is delivering against the financial challenges likely to be one of the first “Community FTs”. facing the NHS and other public services, There is much work still to be done to achieve as the Government strives to address the FT status, but I am convinced that it will be consequences of the recent major recession worth the effort. – and whilst our economy remains somewhat It will give us some additional freedoms fragile. This process of finding savings from to make our own decisions; will enable us new ways of working will continue for some to engage even more thoroughly with our time, so that the NHS can fund – largely from communities and service users through our within its existing resources – the transition Members and Governors; and will ensure to a more GP-and community-focused service the continuation of a unified and consistent and can handle the financial pressures that provider of community and specialised come from an ageing population across the services across our patch. country and the inflation created by new treatments and new drugs. 1 The application process for us to become a Clearly none of this can be achieved without Foundation Trust has meant that we have the hard work and dedication of our staff been subject to additional scrutiny in terms and I would like to thank them for their of our governance arrangements and service magnificent efforts in maintaining and quality, with reviews of the Board itself and improving service performance at this time – more importantly – reviews of our services of significant challenge and change. and our systems for ensuring the provision of good quality, safe patient services. As a new Finally, I wish to thank my colleagues on the Chairman, I was pleased to see how much Trust Board for welcoming me into their midst effort the Board and the Trust as a whole and for their hard work and commitment over puts into quality and safety. Unlike many the last year. Working together, the Board and Boards that I have worked with, I can see our staff have achieved many successes – and that we spend more of our time on quality, we will continue to work together to ensure safety, patient experiences and service visits that our Trust and its services remain as leaders than we do on the purely financial issues. in our field. That is not to say that everything is perfect or to pretend that the financial pressures do not Tom Storrow, Chair cause some real challenges, but I do think that our Trust is striving to live by the values that it has published. The coming year will have some new challenges, with changes to the wider NHS structure and new commissioning arrangements that will give a stronger voice to GPs and other clinicians. However, we will continue to accept the environment in which we work and get on with our ambition to be a successful Foundation Trust, providing accessible, responsive community and other services to our patients and communities. 2 Message from the Chief Executive It is again a privilege to introduce the 2011/2012 annual report for Birmingham Community Healthcare NHS Trust and I hope that as a reader you find it interesting and informative. 2011/12 was another significant year in many respects for the organisation; we have invested time in engaging our workforce to enhance our vision and values and have concentrated on identifying the best practice within the services across the City to realise benefits for our patients, service users and the population as a whole. One example of this is the transformation of our adult services into a new more flexible, accessible and responsive model of care aimed at meeting individual need and maintaining people’s independence in their own homes as far as possible. This has been a huge success, demonstrating great benefits to our service users, their carers and families and is a great credit to the enthusiasm and hard work of all involved. We place great importance on the experiences of service users when they receive care and over the past year we have continued to demonstrate our commitment to putting quality of care at the top of the Board agenda and ensuring a joined up approach from ward and team to Board level. We again ended the year in a financially stable position which continues to lay firm foundations for the financial challenges ahead, and crucially to support our ability to sustain financial viability and maintain safe and effective service delivery. In the context of the mergers of community healthcare services across Birmingham shortly before the start of this financial year, and the challenges we faced in terms of required efficiencies, this has been a hard and unsettling year for our staff. I am extremely proud of all of them for their ongoing commitment and dedication that has ensured that quality and patient-centred care has remained at the heart of everything we have done and achieved and would offer my thanks to them on behalf of the Board. Tracy Taylor, Chief Executive 3 Welcome to Birmingham Community Healthcare NHS Trust Who we are Birmingham Community Healthcare NHS Trust (BCHC) is one of the largest providers of NHS Community Services in the country, with an annual turnover of £255m in 2011/12. Our services are delivered by over 5,000 whole time equivalent staff and we operate from over 400 sites across the City of Birmingham and the wider West Midlands area. What we do We provide a combination of what are known as Core Community Services to the population of Birmingham, which has over 1.1 million residents and Specialist Community Services to the City of Birmingham and to the wider West Midlands Region, which spans a population of 5.5 million people. Our Core Community Services portfolio covers the full age spectrum of which our population is made up, and therefore includes services that are required from birth to latter years. These services are delivered in many different locations, including in the patient’s own home for services such as Community Nursing, our inpatient facilities such as Moseley Hall and West Heath Hospitals and at GP practices, health centres and Child Development Centres across the city. Our Specialist Services include Specialist Rehabilitation Services; Dentistry Services, including Birmingham Dental Hospital which is a highly regarded regional educational establishment, the Combined Community Dentistry Service in Birmingham and parts of Sandwell and the Black Country; and Learning Disability Services for the residents of Birmingham. The broad range of services that we offer puts us in a unique position in that it enables us to identify where our patients or service users would benefit from one or more of the other services that we provide; we can therefore develop bespoke and personalised packages of care to meet the needs of our patients and service users on a holistic basis. A table setting out the full range of services that we provide and where we provide them can be found on pages 13 and 14 of this document. Our aims Our vision is to: “Work with, for and in the community to deliver excellent, accessible person-centred community health services for people throughout their lifetime”. We continue to aspire to be: “The service of choice, the partner of choice and the employer of choice”. This report sets out the progress that we have made in 2011/12 towards achieving our vision. Our patients said... “The complex care team is an invisible army, working hard in all weathers to help patients uphold their dignity in their own homes. I know that my mother is safe and well cared for in my absence when I go out shopping, which takes off so much pressure.” 4 Our Services The Chief Operating Officer is accountable for delivering our extensive and diverse service portfolio to our population.
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