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Newcastle Hospitals Annual Report and Accounts 2019-20

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Newcastle Hospitals Annual Report and Accounts 2019-20 Annual Report and Accounts 2019/20 Annual Report and Accounts 2019/20 Presented to Parliament pursuant to Schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 Contents Chairman and Chief Executive Introduction 6 Our Trust Strategy, Vision and Values 8 Service Developments and Achievements 10 Partnerships 18 Research 22 Awards and Achievements 26 Flourish 32 Charitable Support 34 1. Performance Report 38 A. Overview of performance 38 Our Activities 39 Key risks to delivering our objectives 40 The Trust 42 Going concern 43 Operating and Financial Performance 44 B. Performance report 48 Analysis of Performance 48 Sustainability 58 Health and Safety 64 4 2. Accountability report 66 Board of Directors Audit Committee Better Payments Practice Code and Invoice Payment Performance Income Disclosures NHS Improvement’s Well-Led Framework Annual Statement on Remuneration from the Chairman Annual Report on Remuneration Remuneration Policy Fair Pay Our Governors Governor Elections Nominations Committee Membership Staff Report Code of Governance NHS Oversight Framework Statement of Accounting Officer’s Responsibilities Annual Governance Statement Audit and Controls Abbreviations and Glossary of Terms 3. Annual Accounts 2019/20 Chairman and Chief Executive Introduction Our annual report this year is written This year, we became the first NHS Trust as we begin to emerge from the height and the first health organisation in the of the COVID-19 pandemic and what world to declare a Climate Emergency, has been one of the most challenging committing us to taking clear action to periods in the NHS’s history. On 31 achieve net zero carbon. The significant January 2020, our High Consequence impact of climate change on the health Infectious Disease Unit received the first of the population makes it vitally patients in the UK who were confirmed important for us to take positive action to have the virus, which had been first to preserve the planet. We are now identified in China during late 2019. working hard to achieve this, and to support and encourage other NHS bodies Our teams responded magnificently to follow our lead. to support these patients and set the standard for the outstanding Equality is very important to us in clinical response which has continued Newcastle, so it was with great pride throughout recent months. The that we achieved top 100 ranking on whole Trust, City and the wider NHS the Stonewall index for 2020 and also has been focussed on the pandemic that we held our first Black, Asian and throughout 2020. The local and national Minority Ethnic (BAME) conference. outpouring of support for the NHS through the ‘#ClapforCarers’ has been As we look ahead to 2020/21, we are warmly welcomed by staff across the restarting and rebuilding the NHS to organisation. respond to a world with COVID-19. None of us yet know what this will mean in Following national guidance, the annual the medium or long term, so we need reporting arrangements for Trusts have to remain alert to the changing outlook. been streamlined; however we hope We need to support staff to recover from this report still provides a flavour of the personal and professional impact of our outstanding achievements over an the pandemic, and to think creatively exciting year. about new ways of working. Most notably we were very proud to be What is clear is that Newcastle Hospitals awarded our second ‘Outstanding’ rating will continue to provide excellent services by the Care Quality Commission (CQC) which save and improve lives and which in May 2019, reaffirming our position as increasingly tackle health inequalities. one of the UK’s top hospitals. The quality of care that we provide for patients has Thank you to everyone who supports always been, and will continue to be, our us, our staff, our patients and the local driving force each day. community. Our new Trust strategy, which we launched in 2019, highlights how we will continue to ensure that people are at the heart of what we do, and the ambitions we have for the future. Dame Jackie Daniel Professor Sir John Burn Chief Executive Officer Chairman 24 June 2020 6 7 Our Trust Strategy, Vision and Values Our vision, values, ambitions and These form part of the Trust’s five- strategic framework was agreed by year strategy (2019 to 2024) which was our Board of Directors and launched at developed within the organisation with our Annual Members Meeting in 2019 clinical and managerial leaders and following a period of discussion and practitioners to ensure the clinical voice engagement with a wide range of staff and expertise was at the heart of all of and stakeholders. our developments. Our vision expresses our collective Our challenge is not only to maintain aspiration and purpose. It summarises and develop our own organisation, but our desire to achieve the highest also play a broader leadership role in standards in service delivery, improve improving the health and wellbeing of health for local people and capitalise on the City and system. It has been written our world class expertise and research in the context of system working, capability. It builds on our history of respecting the evolving architecture proud and caring staff, delivering of the NHS as it develops Integrated excellent healthcare and outstanding Care Systems (ICS) and Integrated Care performance. Partnerships (ICP). Our vision is: Our strategy also sets out our specific ambitions and can be accessed on our ‘Newcastle Hospitals - Achieving website. local excellence and global reach through compassionate and innovative healthcare, education and research’ Our values, which were developed wholly by our staff and guide everything that we do as we grow to achieve our vision, are: Our values We care and We have high We are We are We are are kind standards inclusive innovative proud We care for our We work hard to Everyone is welcome We value research, We take huge patients and their make sure that we here. We value we seek to learn pride in working families, and we care deliver the very best and celebrate and to create here and we all for each other as standards of care diversity, challenge and apply new contribute to our colleagues. in the NHS. We are discrimination and knowledge. ongoing success. constantly seeking to support equality. improve. We actively listen to different voices. 8 9 Service developments and achievements Each year our staff - with the support of commissioners and partners - set up and develop new and existing services and treatments. Here is just a snapshot of some of those developments, along with our achievements, over the last year: Second ‘Outstanding’ life care and diagnostic imaging - all rating by the Care Quality received incredibly positive reports. Commission (CQC) In May, the Trust was rated ‘outstanding’ for the second time in a row by the CQC - just one of five in the country and the largest NHS organisation to receive the accolade twice. It followed a series of inspections by the independent health and social care regulator at the beginning of 2019, with further ‘unannounced’ visits taking place. The report from the Chief Inspector of Hospitals, Professor Ted Baker, was the highest accolade possible for an NHS organisation and matched the rating the Trust received in 2016, although further It was also the first time inspectors improvements had been made since our looked at management and leadership last inspection. to determine whether the Trust was ‘well-led’ and inspectors said: In total, six of the nine key service areas ‘Leaders had an inspiring shared purpose, - urgent and emergency services, surgery, which encouraged compassionate, critical care, maternity, end of life care inclusive and supportive relationships and services for children and young among staff so that they felt respected, people - were rated outstanding (two valued and supported. All staff we spoke more than at the last inspection). with told us and demonstrated the trust core value of “Putting patients at the The Trust’s biggest hospitals - the Royal heart of everything we do.” Victoria Infirmary (RVI) and the Freeman - along with the Dental Hospital also The recognition is a testimony to all our received the top rating and departments staff working across our hospitals and which had the highest level of scrutiny community settings and reflects our from the CQC - emergency care, end of culture of continuous improvement, reaffirming our position as one of the UK’s top hospital trusts. Sight-saving stem cell Pioneering technique to treatment identify bone and soft tissue tumours Sight-saving stem cell treatment was given to a young man whose left eye had Surgeons became the first in Europe been damaged by chemical or thermal to use a pioneering technique to help eye burns - known as limbal stem cell identify sarcomas during surgery. deficiency (LSCD). Sarcomas are cancers affecting any part The procedure involves first taking a of the body, including the muscle, bone, stem cell biopsy of the right good tendons, blood vessels and fatty tissues. contra-lateral eye, which needs at least 1 Most commonly they affect the arms, to 2mm of normal healthy tissue, before legs and trunk and they account for stem cells are cultured to create a new around 1% of all cancers. layer of healthy tissue which is then implanted back into the damaged eye by Surgery to remove a bone or soft tissue the surgeon, helping it to heal and repair tumour involves removing the tumour the damaged corneal surface, restoring and some of the surrounding healthy the patient’s sight. tissue; this is to allow any cancer cells that are not visible to the naked eye to This operation was the first of a series be removed with the tumour, which can that may benefit a number of blind reduce the chance of the tumour coming patients over the next few years, not back.
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