derbyshire community health services nhs trust 2012/13 in brief
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Derbyshire Community Health Services NHS Trust 2012/13 in brief. Tracy Allen Chief Executive. To be the best provider of local healthcare and to be a great place to work. A year of challenge and change in the NHS. - PowerPoint PPT PresentationTRANSCRIPT
Derbyshire Community Health Services NHS Trust
2012/13 in brief
Tracy Allen
Chief Executive
To be the best provider of local healthcare and to be a great place to work
A year of challenge and change in the NHS• A new commissioning landscape: working with
new Clinical Commissioning Groups (CCGs) and other partners
• Continued increasing demand – particularly supporting larger numbers of frail older people
• Reflecting on the Francis inquiry into failings at Mid Staffordshire Hospital.
To be the best provider of local healthcare and to be a great place to work
The DCHS Way / BIG 9…
To be the best provider of local healthcare and to be a great place to work
Within each element of the DCHS Way, we developed three top priorities for 2012/13 – the Big 9…
Quality Services• Cared for, treated and supported people in
Derbyshire and Leicestershire – nearly 1.8 million patient contacts this year
• Met most national and local commissioned targets and standards
• Supporting frail older people better: Single Point of Access (SPA) branches out
• Enhancing services for children and their families - Early implementer for national Healthy Child Programme.
To be the best provider of local healthcare and to be a great place to work
Quality Services• Improving our facilities
– Innovative roof garden at Cavendish Hospital opens– Significant improvements in Patient Environment Action Team
assessments measuring how patients experience our environment, food, and privacy
• Promoting equality, diversity and inclusion across our services
• Prioritising dignity for our patients– Derbyshire Dignity Campaign– 11 services achieved their Bronze awards, another 37 working
towards it.
To be the best provider of local healthcare and to be a great place to work
Quality Services
• Whitworth Hospital undergoing major refurbishment
• New state-of-the-art electric beds and anaesthetic equipment at Ilkeston Community Hospital.
• New podiatry equipment at Loughborough Hospital.
Supported by our volunteers and League of Friends across the Trust…
To be the best provider of local healthcare and to be a great place to work
Quality PeopleWe wouldn’t be anywhere without our staff!
To be the best provider of local healthcare and to be a great place to work
We aspire to be a great place to work and an employer of choice •NHS Staff Survey demonstrated high levels of staff engagement•Launched a new annual in-house essential training programme•Reviewed and revised our leadership appraisal•Committed to reducing levels of sickness absence.
Quality People
To be the best provider of local healthcare and to be a great place to work
Quality PeopleMany individuals and teams regionally, nationally and internationally recognised for their work…
Quality Business• Minimising our impact on the
environment– Launch of pool car scheme– Energy bill cut by 6%– Recycled more than a third of our waste
• Improving efficiency and value – Our Improvement Leaders Programme a
success in Finland!– Redesigning services to support better quality
and lower cost
• Making sure our services are resilient and can respond to emergencies.
To be the best provider of local healthcare and to be a great place to work
Quality Business – developing our accountability
• Welcome to our newly elected Council of Governors!
• At the end of the year we had 11,723 members and growing!
To be the best provider of local healthcare and to be a great place to work
Moving forward…
• Becoming ‘critical friends’ with our Governors and members
• Working with commissioners and the public on the national ‘Call to Action’ NHS strategy
• Continue to be your local community provider of choice
• Preparing to become an NHS Foundation Trust.
To be the best provider of local healthcare and to be a great place to work
Annual General Meeting
Quality Report 2012-13
Ben Lobo, Medical DirectorCarolyn White, Director of Quality / Chief Nurse
To be the best provider of local healthcare and to be a great place to work
Quality and DCHSOur Vision: To be the best provider of local healthcare and to
be a great place to work
Our values: • To get the basics right• To act with compassion and respect• To make a difference• To value and develop teamwork• To value everyone’s contribution to our service delivery and
development.
DCHS Way: quality is the golden threadTo be the best provider of local healthcare and to be a great place to work
Annual Quality AccountQuality is measured in three ways:1. Patient Safety
2. Clinical Effectiveness
3. Patient Experience.
Annual Quality Account• Public statement of our plans and outcomes • Assurance of quality• Achievement and improvements• Priorities for the next year.
To be the best provider of local healthcare and to be a great place to work
Overview 2012-13
Context•Major changes within NHS and local health community•Francis Report into Mid Staffordshire Hospital•Winterbourne View •CQC inspection regime•DCHS Foundation Trust application
– Quality Governance Assurance framework– Quality Strategy.
To be the best provider of local healthcare and to be a great place to work
Patient Safety• 98% patients screened for DVT
against target of 90%• No cases of MRSA bacteraemia • 50% reduction in incidents
where patients were harmed through moving and handling
• Patient safety visits now include visits in patients own homes
• 50% reduction in number of patients requiring catheters
• Improved medicines management.
To be the best provider of local healthcare and to be a great place to work
Clinical Effectiveness• Improved prescribing -
antibiotics and anti-psychotics
• Care at the End of Life• Improvements in dementia
screening and care• Making Every Contact
Count.
To be the best provider of local healthcare and to be a great place to work
Patient Experience• Picker Institute review• Friends and Family test
consistently above 90%• Patient stories• Patient Environment
Action Team (PEAT) - all services rated excellent or good
• Learning from complaints.
To be the best provider of local healthcare and to be a great place to work
What could we have done better?
• Reducing risk of falls for our patients• Reducing the number of injuries due to pressure damage• Protecting our patients privacy and dignity• Communicating with patients and relatives.
To be the best provider of local healthcare and to be a great place to work
What are we especially proud of?• Single Point of Access• Specialist speech and language service for children• Compliments about our services • Achieving all our quality targets set by our commissioners• Our infection control record.
To be the best provider of local healthcare and to be a great place to work
Things we want to do better in 2013/14
1. Keeping People Safe - Harm Free Care: reducing harm from falls and pressure ulcers
2. Keeping Patients (and Families) at the Centre of Care - Patient and Carer Engagement
3. Getting the Basics Right – focus on care planning, record keeping and discharge planning.
To be the best provider of local healthcare and to be a great place to work
Chris Sands
Director of Finance, Performance & Information
To be the best provider of local healthcare and to be a great place to work
Financial Performance 2012/13
• Turnover £188 million• £175 million of this is clinical income• We spent a total £185 million• £500,000 per day spent throughout the Trust• £121 million spent on pay costs• Land and buildings leased from Primary Care Trusts• Cash at year-end of £11 million.
To be the best provider of local healthcare and to be a great place to work
About us in 2012/13:
To be the best provider of local healthcare and to be a great place to work
Our financial performance in 2012/13:Financial Target Performance Achieved
Achieve breakeven Surplus £2.8 million √
Achieve productivity target Achieved efficiency target of £9.2 million
√
Deliver capital programme within resource limit
Net Capital programme of £1 million against resource limit of £1.9 million.
√
Meet our duties to pay 95% of suppliers within 30 days
4 out of 4 measures achieved √
Looking ahead into 2013/14:•Our turnover is planned to be £175.6m•Asset transfers received of £77 million•We are receiving £2.6m additional income to provide more services in a community setting each year, and £0.9 million for winter capacity•We will need to deliver further efficiencies of £9.7 million•We will work closely with health and social care partners to ensure services are safe, effective and efficient.