Welcome to our

Annual General Meeting5 September 2013

Welcome

Stuart Poynor

Chief Executive

Who we are

•UK’s biggest provider of integrated health and

adult social care services

•Serving a population of 1.1 million people

•Cover diverse area of Staffordshire and Stoke-on-

Trent

•Employ around 6,000 people

Our Values

We Put Quality First

We Focus on People

We Take Responsibility

What we’re about

• Services around individual, family,

community

• Enabling people to remain independent

• Innovative services which are simple

and easy to access

• Partnerships

Our Achievements 2012/13

• Children’s Directorate established

• Service Developments

• Staff recognition

Raising Concerns

• Ambassador for Cultural Change

• Raising Concerns campaign

• Questions

Leaders in Integrated Care

Community Intervention Service

Bilbrook House, CodsallQ&A Chaired by David Pearson,

Non Executive Director

Community Intervention Bilbrook House

• Mrs Peggy Howes, Service User

• Sue Kingsfield Social Care

• Jenny Timmins Nursing/Therapy

• Meg Barrow- Social Care Assessor

• Elaine Shiach, Occupational Therapist, Hospital Discharge

• Kevin Brett, Integrated Service Manager

Finance

Jonathan TringhamDirector of Finance

and Resources

Financial Performance 2012/13

£373m Total Income for the year

£2.0m Surplus for the year (0.5% of Income)

£6.2m Value of Equipment Assets owned by the Trust

£37.2m Cash balance at 31st March 2013

Where does our money come from?

£197m North Staffordshire, Stoke-on-Trent and South Staffordshire PCTs

£161m Staffordshire County Council

£8m Other NHS Organisations

£4m Training and Research

£3m Sub-Leasing our property

Where does our money go?

£168m Cost of employing 4663 WTE’s

£14.3m Services from NHS organisations

£120m Adult Social Care Services

£0.5m Training and Research

£1.5m Depreciation of Equipment

£8.5m Transport

£25m Property Costs

£24m Supplies and Services

Financial Duties and Targets

Duty Target Result

Break-even Financial Position

£2.0m Surplus Achieved

Manage withinExternal Financing Limit

£0m Achieved

Manage withinCapital Resource Limit

£880k Achieved

Capital Cost Absorption Rate

3.5% Achieved

Comply with Better Payment Practice Code

95% Not Achieved (83%)

Produce Annual Accounts in the required format

Submit Audited Accounts by 11 June 2013

Achieved

Performance headlines

• Patient Experience Net Promoter Score +66.67 across community hospitals and all services, based on a sample of 1,473 people. The national view is that a score greater than +50 is considered ‘excellent’

• More social care clients feel supported to make their own decisions about their care

• the average length of stay in community hospitals is at all time low at 21.5 days against a target of 23 days

• 3.3 % occupied bed days attributable to delayed transfers of care against a target of 3.5%

• 87.9% of older people recorded as remaining at home 91 days following reablement

• 52% of reablement clients needed no on-going social care services after 91 days, against a target of 42%

• waiting times at walk-in centres / minor injury units exceeded statutory requirements.

• 11 cases of clostridium difficile• No more than one case of MRSA. This occurred in September 2012

Our ambitions and future direction

Geraint GriffithsDeputy Chief

Executive

The future

• Move from traditional, reactive care system to support before crisis occurs

• Improving care and services to greater number of patients who spend less time in our five community hospitals

• Improving support for patients at discharge to support independence and reduce readmission

• Developing specialist support for frail patients with complex needs across all of their treatment

• Better joined up working for children’s services

What does it mean for you?

• Increased independence

• Improved experience

• Improved care

• Better value for money

• More time

Questions

Close

Thank you