annual report & accounts · pdf file pathway and on working collaboratively with partners...

Click here to load reader

Post on 15-Aug-2020

1 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

  • ANNUAL REPORT & ACCOUNTS

    1 st

    April 2015 to 31 st

    March 2016

  • ANNUAL REPORT & ACCOUNTS

    1 st

    April 2015 to 31 st

    March 2016

    Presented to Parliament pursuant to

    Schedule 7, paragraph 25 (4) of the

    National Health Service Act 2006.

  • 4 | P a g e

    Ashford and St Peter’s Hospitals NHS Foundation Trust Annual Report 2015-2016

    ©2016 Ashford and St Peter’s Hospitals NHS Foundation Trust

  • 5 | P a g e

    Ashford and St Peter’s Hospitals NHS Foundation Trust Annual Report 2015-2016

    CONTENTS

    1. Introduction Welcome…………………………………………………………………………….. 7

    About us…………………………………………………………………………….. 10

    2. Performance Report Overview…………………………………………………………………………….. 12

    Performance analysis …………………………………………………………….. 21

    Progress against our strategic objectives…………………………………….. 33

    Best Outcomes…………………………………………………………………….. 33

    Excellent Experience……………………………………………………………… 38

    Skilled Motivated Teams…………………………………………………………. 46

    Top Productivity…………………………………………………………………… 50

    3. Accountability Report Directors’ Report…………..……………………………………………………… 57

    Remuneration Report…………………………………………………………….. 59

    Staff Report……………………………………………………………………….. 64

    NHS Foundation Trust Code of Governance…………………………………. 71

    Regulatory Ratings……………………………………………………………….. 91

    Sustainability Report……………………………………………………………… 93

    Statement of Accounting Officers’ Responsibilities………………………….. 96

    Annual Governance Statement………………………………………………… 97

    4. Quality Report Introduction …………………………………………………………………………. 110

    Statement on Quality from the Chief Executive ………………………………… 111

    Priorities for improvement 2016/17 ……………………………………….……… 114

    Statements of assurance ………………………………………………………….. 125

    Performance against core indicators …………………………………………….. 148

    Overview of quality of care against 2015/16 priorities …………………………. 161

    Performance against NHS Improvement risk assessment indicators ………….. 176

    Statements from other organisations …………………………………………….. 183

    Statement of directors’ responsibilities …………………………………………… 189

    Independent auditor’s report to the Council of Governors …………………….. 191

    5. Annual Accounts Financial Accounts …………………………………………………………………… 194

  • 6 | P a g e

    Ashford and St Peter’s Hospitals NHS Foundation Trust Annual Report 2015-2016

  • 7 | P a g e

    Ashford and St Peter’s Hospitals NHS Foundation Trust Annual Report 2015-2016

    1. Introduction

    Welcome Statement by the Chairman, Aileen McLeish

    Welcome to our Annual Report which covers the financial period from 1st April 2015

    to 31st March 2016.

    Within a national context of rising demand for NHS services and continued financial pressure

    on the health and social care sector, Ashford and St Peter’s has risen well to the challenge

    and overall this has been another positive year for our Foundation Trust.

    Described last year as ‘a caring organisation’ by the Care Quality Commission we have

    worked hard to maintain high standards of care despite increasing pressure on services

    across the board. We were proud to win the national Quality of Care Award from CHKS last

    year and to be finalists for the same award this year, which is a significant achievement by

    the wider team. And unlike many other hospital Trusts we have achieved this while keeping

    control of our finances and have finished the year with a relatively small deficit of £0.6m,

    which benchmarks us well against many of our peers.

    We continue to make progress in developing our clinical services in a variety of ways. For

    example two particularly inspiring ‘experience based co-design’ projects were run by our

    Breast and Urology services involving patients in making positive improvements to our

    services. This year has seen the continued development of our Electronic Medical Record

    project which will help transform the way we provide care to patients, as well as a number of

    impressive ‘app’ developments designed and implemented by teams and members of staff.

    Operationally, this has been a year once again dominated by rising demand and emergency

    pressures, not just in our hospitals but up and down the country. As is becoming

    increasingly the norm, this hasn’t been restricted to the traditional winter months and we

    have seen surges in emergency demand throughout the year.

    Following severe pressures

    experienced last winter (2014-15) which

    resulted in the declaration of a Major

    Incident, we worked closely with local

    partners to prevent a similar crisis

    situation arising this year. While

    pressures overall have not eased and

    continue to be extremely challenging –

    recording our highest ever daily

    attendances in A&E only recently (356)

    – there is no doubt we have improved

    the way we work together as a local

    system. I would like to publicly record

    our thanks to all our local partners -

  • 8 | P a g e

    Ashford and St Peter’s Hospitals NHS Foundation Trust Annual Report 2015/2016

    including commissioners, ambulance, social and primary care, our mental health service

    colleagues and the community and voluntary sector - for their ongoing support.

    However, as a result of sustained demand we continue to struggle to meet the four hour

    waiting target. Much of our focus therefore remains on improving our emergency care

    pathway and on working collaboratively with partners across the local health system. We

    recognise this is not just a hospital issue but one that clearly requires a whole system

    approach and we will continue to work together to secure the right solutions for local patients

    In the face of continued challenge, our proposed merger with Royal Surrey County Hospital

    NHS Foundation Trust and, importantly the scale it would bring, has been a key element of

    our longer-term strategy to help ensure financial and clinical sustainability for local hospital

    services. We have worked hard to develop robust plans to integrate our two organisations.

    However, earlier this year both Boards decided to pause our merger planning, predominantly

    due to the deteriorating financial position at Royal Surrey which is being investigated by NHS

    Improvement. While the rationale for creating a bigger, stronger organisation is still there, it

    is important this is built on firm foundations and we will keep the situation under review in the

    coming months as we await the outcome of NHS Improvement’s investigation.

    In the meantime, we continue our work to secure the right sustainable solutions for local

    patients, exploring a range of other strategies. In particular, as part of delivering the NHS

    Five Year Forward View, local health systems have been asked to come together to plan

    across larger geographical areas to deliver sustainable and transformed local health

    services. We are now part of a partnership called Surrey Heartlands, led by our

    commissioning colleagues across North West Surrey, Guildford and Waverley and Surrey

    Downs and work is beginning in earnest to develop plans to transform health services in this

    part of Surrey over the next five years.

    With sustained pressure on services we recognise that more is being asked of our staff and

    we continue to work with colleagues to develop a positive culture programme. We were

    disappointed that recent improvements in staff survey results were not sustained this year,

    although our top scores indicate that staff are experiencing less work-related stress

    compared to other Trusts and good communication with managers. At a time of continuing

    change, working in partnership with our teams is essential to shape the right strategy and

    culture for the future, and this will be one of our top p

View more