Incorporating community services in Exeter, East and Mid Devon

Transcription

1 Incorporating community services in Exeter, East and Mid Devon

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4 NDDH Torridge North Devon Cornwall Plymouth Exeter Taunton H H NDDH H R R H H H H H H R R H H H H R H H H H H H H H H H H H NDDH H H H R H H R

5 North Devon District Hospital, Barnstaple Helping people leave hospital Community hospitals and resource centres

6 Integrated health and social care community teams Specialist community services More information on the Trust s services is available on the website:

7 Trust vision and strategy Our Vision We will deliver local integrated health and social care to support people to live as healthily and independently as possible, recognising the differing needs of our local communities across Devon Our Values The behaviours against which we will be judged as we deliver our vision Demonstrate COMPASSION Strive for EXCELLENCE Respect DIVERSITY Act with INTEGRITY Listen and SUPPORT others Our Strategic Objectives We will be recognised for delivering care of the highest quality, measured in terms of clinical effectiveness, patient safety and the patient experience. We will ensure access to a sustainable range of services that are delivered locally through established partnerships and clinical networks with other organisations. We will maximise the benefits derived from an integrated model of health and social care that provides the right care at the right time in the right place at the level of the individual. We will recruit and develop a flexible and multi-skilled workforce fully engaged in turning the vision into a reality. We will efficiently and effectively run our services; generating surpluses to reinvest for our local community and underpinning all we do with systems and processes which deliver safe, high quality services. We will be the local provider of choice; trusted by the public and commissioners to meet their needs. Re-shaping Community Services Our Delivery Strategies Improving emergency care Improving hospital productivity To deliver.. A new role for the community hospital: more scheduled care and fewer beds Using Complex Care Teams to best effect Emergency Hub: co-locate A&E, medical & surgical assessment Acute bed realignment Theatre realignment Reduction in back office functions How? Innovation and telemedicine e.g. ComPAS Estate rationalisation and efficiency Electronic Health Record* OPD Productivity Maximising surgical productivity * The Electronic Health Record will support us in delivering high standards of seamless patient care and improved levels of patient safety, recognising the Trusts Vision, Objectives and Strategies.

8 Trust staff gain recognition in national awards

9 Public help us ind our Healthcare Hero

10 Quality Account: Dementia care tops Trust priorities for improving quality Quality Account 2013/2014 Incorporating community services in Exeter, East and Mid Devon Patient Safety successes through the year

11 Trust launches new patient safety walkround programme You said, we did : Trust responds to patient feedback

12 Complaints

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16 Internal awareness campaigns Trust was awarded 400,000 by national nursing technology fund Trust started tendering process for computer system to underpin patient care SmartCare

17 Keeping a close eye on mortality rates Workforce of the Future Trust joins South West Academic Health Science Network

18 Executive team changes Foundation Trust application update

19 Board changes Care Quality Commission inspections of our services Alison Diamond Chief Executive Andy Robinson Director of Finance and Performance / Deputy Chief Executive Alison Diamond Medical Director Kevin Marsh Director of Nursing Kate Lyons Director of Operations Iain Roy Director of Facilities Darryn Allcorn Interim Director of Workforce and Organisational Development Andy Ibbs Commercial Director

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21 Working closely with our commissioners Preparing for an emergency Involving you: Helping us make services better

22 Quality of nursing highlighted in National Inpatient Survey Trust best in South of England for waiting times Trust ranked among best in country for what matters most to patients Number of missed appointments cut thanks to telephone reminder service

23 Hospital punching above its weight, says top surgeon Lecture theatre reopens after 100,000 revamp Patients highlight high standards of cancer care in Northern Devon

24 Turf-cutting ceremony marks beginning of building work on new chemotherapy unit Three 50,000 donations boost Chemo Appeal Hospital Choir concert a great success

25 Health and wellbeing course helps people move on after cancer treatment NDDH cleaner is best in UK Endoscopy service rated excellent by patients

26 Emergency Hub project Being part of the community: A&E department given 70,000 revamp

27 Looking after our youngest members of the community:

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29 Community Hospitals Community integrated health and social care

30 Trust-wide developments in community services

31 From clockwise around the region: Moretonhampstead Torridge Moretonhampstead Hospital Health and Social Care Hub Bringing more services to our local community Under development

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34 North Devon

35 Tiverton and Culm Valley

36 Honiton and Ottery St Mary

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38 Sidmouth, Axminster and Seaton

39 Woodbury, Exmouth and Budleigh Salterton

40 Exeter and Crediton

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42 1. Objective of the Strategic Report 2. Trust Overview 3. Trust Governance and Board Level Changes

43 4. Vision, Values and Strategic Objectives Our Vision We will deliver local integrated health and social care to support people to live as healthily and independently as possible, recognising the differing needs of our local communities across Devon Demonstrate COMPASSION Strive for EXCELLENCE Respect DIVERSITY Our Strategic Objectives Act with INTEGRITY Listen and SUPPORT others We will be recognised for delivering care of the highest quality, measured in terms of clinical effectiveness, patient safety and the patient experience. We will ensure access to a sustainable range of services that are delivered locally through established partnerships and clinical networks with other organisations. We will maximise the benefits derived from an integrated model of health and social care that provides the right care at the right time in the right place at the level of the individual. We will recruit and develop a flexible and multi-skilled workforce fully engaged in turning the vision into a reality. We will efficiently and effectively run our services; generating surpluses to reinvest for our local community and underpinning all we do with systems and processes which deliver safe, high quality services. We will be the local provider of choice; trusted by the public and commissioners to meet their needs. Re-shaping Community Services Our Values The behaviours against which we will be judged as we deliver our vision Our Delivery Strategies Improving emergency care Improving hospital productivity To deliver.. A new role for the community hospital: more scheduled care and fewer beds Using Complex Care Teams to best effect Emergency Hub: co-locate A&E, medical & surgical assessment Acute bed realignment Theatre realignment Reduction in back office functions How? Innovation and telemedicine e.g. ComPAS Estate rationalisation and efficiency Electronic Health Record* OPD Productivity Maximising surgical productivity * The Electronic Health Record will support us in delivering high standards of seamless patient care and improved levels of patient safety, recognising the Trusts Vision, Objectives and Strategies.

44 5. Trust Operational Performance 6. Financial Performance and Accounts

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46 7. Financial Outlook 8. Foundation Trust Status 9. Sustainability Statement

47 10. Emergency Preparedness, Resilience and Response

48 1. Scope of Responsibility 2. The Governance Framework of the Organisation 2.1 Board Composition

49 2.2 Board Committee Structure 2.3 Trust Board Meetings 2.4 Highlights of Board Reports

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52 2.5 Highlights of Board Sub-Committee Reports

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57 2.6 Board performance and effectiveness 2.7 Compliance with the Corporate Governance Code

58 2.8 Compliance with the Statutory Requirements 2.9 Quality Governance Assurance

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60 3. Risk Assessment 3.1 System of internal control 3.2 Capacity to handle risk 3.3 Risk proile 4. The Risk and Control Framework 4.1 Risk Management Strategy

61 4.2 Board Assurance Framework

62 4.3 Management of key risks

63 5. Review of Effectiveness of Risk Management and Internal Control 5.1 Effectiveness of risk management and internal control

64 5.2 Signiicant Issues

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67 APPENDIX 1 Board Members Attendance at Board sub-committees 1. Audit & Assurance Committee 2. Charitable Funds Committee 3. Finance Committee

68 4. Quality Assurance Committee 5. Workforce & Organisational Development Committee

69 Introduction Remuneration report A) Remuneration

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71 B) Pension beneits

72 Non-executive directors Executive directors and associate directors

73 Roles and Responsibilities The Head of Internal Audit Opinion

74 Assurance Framework - Corporate Governance and Risk Management Financial Assurance

75 Corporate Assurance

76 Other Work

77 Foreword to the account Independent auditors report to the directors of northern devon healthcare nhs trust

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79 Statement of Comprehensive Income for year ended 31 March 2014

80 Statement of Financial Position as at 31 March 2014

81 Statement of Changes in Taxpayers' Equity for the year ended 31 March 2014

82 STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 March 2014

83 NOTES TO THE ACCOUNTS 1. Accounting Policies

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90 3. Operating segments 2. Pooled budget

91 4. Income generation activities 5. Revenue from patient care activities 6. Other operating revenue 7. Revenue

92 8. Operating expenses

93 9. Operating Leases

94 10. Employee beneits and staff numbers

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97 11. Better Payment Practice Code

98 12. Investment Revenue 13. Other Gains and Losses 14. Finance Costs

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105 17. Analysis of impairments and reversals recognised in

106 18. Investment property 19. Commitments 20. Intra-Government and other balances

107 21. Inventories

108 23. NHS LIFT investments 24. Other Financial Assets 25. Other current assets 26. Cash and Cash Equivalents

109 27. Non-current assets held for sale

110 28. Trade and other payables 29. Other liabilities 30. Borrowings

111 31. Other inancial liabilities 32. Deferred revenue 33. Finance lease obligations as lessee 34. Finance lease receivables as lessor

112 35. Provisions 36. Contingencies

113 37. PFI and LIFT - additional information

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115 38. Impact of IFRS treatment - current year

116 39. Financial Instruments

117 40. Events after the end of the reporting period 41. Related party transactions

118 42. Losses and special payments

119 43. Financial performance targets

120 44. Third party assets

121 45. NHS Charitable Fund

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