Our Year 2016/17 Welcome to our ANNUAL MEMBERS MEETING 19 - - PowerPoint PPT Presentation

Our Year

2016/17

Welcome to our ANNUAL MEMBERS’ MEETING 19 September 2017

Ian Black CHAIR

My Story: A Staff View

Donna Bateman, Finance Assistant

Background

• A bit about me
• My history working here, from April 2008 - Sept 2016
• Changes to the team that led to being put at risk

My options

• What happened next
• What decisions I had to face

How I was supported

• How the Trust and colleagues helped me
• Link to our mission and values, health and wellbeing support

available

My current role

• What I think about where I am now
• Meeting new people
• Benefits, development opportunities
• Social life

My reflections

• Key messages I’d like to share
• Advice for anyone in a similar position

Our Year

Our annual report and

• verview of the year 1 April

2016 to 31 March 2017

Rob Webster

CHIEF EXECUTIVE

Our vision

To provide outstanding physical, mental and social care in a modern health and care system

Our mission

We help people reach their potential and live well in their community

Our values

We put the person first and in the centre We know that families and carers matter We are respectful, honest, open and transparent We improve and aim to be outstanding We are relevant today and ready for tomorrow

Service User Story

LEON HUTCHINSON

Our Year, Our Quality Account

Quality Account for the year 1 April 2016 to 31 March 2017

Tim Breedon

DIRECTOR OF NURSING AND QUALITY

2017/18 Priorities

2017/18 Priorities

Our Year, Our Finances

Accounts for the year 1 April 2016 to 31 March 2017

Mark Brooks

DIRECTOR OF FINANCE AND RESOURCES

Draft Accounts

• Deadline met for unaudited submission (26 April 2017)

External Review

• Head of Internal Audit Opinion – Significant assurance with minor

improvement opportunities

• External Audit Opinion
• Good assurance (unmodified audit opinion)
• Some recommendations e.g. asset valuations, risk register, third

party assurance

• Value for money – proper arrangements for securing economy,

efficiency and effectiveness and use of resources. Final Accounts

• Accounts approved by Trust Board 23 May 2017
• All returns submitted by required deadlines
• Reviewed in detail by Audit Committee members

Process for 2016/17

2015/16 2016/17 Operating Income 226.6 229.9 Operating Expenses (226.1) (227.2) Other Income and Costs (0.2) (3.0) Surplus/(Deficit) 0.3 (0.3) Cash 27.7 27.1 Capital Expenditure 11.1 10.1 Finance Risk Rating 4 3 Cost Improvements 8.3 9.0

Summary Financial Information

Results – how did we do?

Plan Actual Rating Normalised Surplus £1.9m £3.2m Agency Staff Expenditure £5.1m £9.8m Cash £21.4m £27.1m Capital Expenditure £12.3m £10.1m CIP Delivery £10.1m £9m NHS Improvement Rating 2 3

Key Performance Indicators used to monitor performance against the Trust Financial Plan

What did we spend and where?

2016/17 2015/16

Pay 171.1m 171.5m Non Pay 45.4m 48.2m Depreciation & amortisation 10.7m 6.4m Total 227.2m 226.1m

Pay expenditure

All data in £m 2016/17 Substantive 126.9 Bank/Other 9.1 Agency 9.8 Social Security/Pension 25.7 Total Pay 171.5 2015/16 119.7 15.2 8.4 27.8 171.1

74% 5% 6% 15%

2016/17

Substantive Bank / other Agency Social security / pension

Non-pay expenditure

2016/17 2015/16 Trust Estate 13.6 14.4 Clinical Supplies 4.4 4.0 Drugs 3.7 4.1 Healthcare Provision (Non NHS) 6.3 3.8 Establishment 6.1 6.3 Supplies and Services 3.8 3.8 Consultancy/Legal 0.9 1.8 Other 6.6 10.0 Total 45.4 48.2 Capital Charges 10.7 6.4 Total 56.1 54.6 All data in £m

13.6 4.4 3.7 6.3 6.1 3.8 0.9 6.6 10.7

2016/17

Trust Estate Clinical supplies Drugs Healthcare provision (non NHS) Establishment Supplies and services Consultancy / Legal Other Capital charges

Cost Improvement Programme

• Planned

£10.1m

• Delivered

£ 9.0m

• Shortfall

£ 1.1m

• £7.2 million (59%) was delivered as per the original plan with £1.8m

delivered non recurrently.

• Key Areas
• Workforce review and redesign
• Non Pay Efficiencies
• Management and Admin costs
• The process included a full Quality Impact Assessment.

Capital Programme

• Planned

£12.3m

• Delivered

£10.1m

• Shortfall

£ 2.2m

• Forecast changed during the year to support the cash position
• Completed
• Wakefield and Pontefract hubs opened (£2.7m)
• Commenced
• £1.6m for minor works across all facilities
• Ongoing
• Development of the Fieldhead site for non secure services

(4.2m)

• Support services hub £0.4m)
• IT infrastructure and systems (£0.9m)

National context

• 2016/17 financial position improved nationally with introduction of

sustainability and Transformation Fund in (STF) funding.

• We received £2.5m in STF funding.
• £791m in deficit in 16/17 compared to £2.4bn in 15/16.
• 105 Trusts in deficit (44%)
• Total capital expenditure of £2.9bn
• Total cost improvements of £3.1bn (3.7%)
• Agency spend of £2.9b - £700m lower than 15/16

Financial outlook

• No real income growth on the horizon
• Will need to make cost efficiency savings of at least 3% per annum for the

foreseeable future. Over 4% required for 17/18.

• Demand for services continue to increase
• Commissioning Environment
• Business tendering, income reductions
• Local Authority income reductions
• Cost Pressures to deliver Trust services
• Agency expenditure. Workforce strategy
• Out of area expenditure.
• Identification of CIPs
• Cash protection
• Generation of cash reserves to enable investment (including capital spend)
• How to best work within two systems
• West Yorkshire
• South Yorkshire

Charitable Funds

Income £338k Expenditure £243k

• £303k from the Trust
• 19k from staff lottery

This supported 155 Projects

• 87 Projects by General Funds and
• 67 Projects by Creative Minds

Arts & Crafts materials Courtyard Mural Gym Equipment Horticultural Therapy Support Group Theatre projects Guitar Group Sports projects Djembe Drums Outdoor tables and benches Child Visiting Room

Our Year, Our Members’ Council

How our governors have contributed to and supported the Trust

Jackie Craven

PUBLICLY ELECTED, WAKEFIELD LEAD GOVERNOR

Our Members’ Council

Governors have an important role in making an NHS Foundation Trust publicly accountable for the services it provides. They bring valuable perspectives and contributions to its activities. Our Members’ Council is made up of elected representatives of our members and staff, and also nominated members from key local partner

• rganisations such as local NHS Trusts, Local Authorities and the

University of Huddersfield. We currently have 34 governors, 18 public, 7 staff and 9 appointed. The Council’s role is to make sure that the board of directors, which retains responsibility for the day-to-day running of the Trust, is accountable to their local communities through holding the Non- Executive Directors to account for our performance.

Our activity

• Annual report and accounts
• Quality Account
• Quarterly performance reports
• Appointment of Non-Executive Directors and holding them to account
• Chair’s appraisal
• Election of Governors to our Members’ Council and Lead Governor

appointment

• Development and approval of the Membership Strategy
• Update and approval of the Trust’s Constitution
• Strategic direction and challenges facing the Trust moving forward
• Consultation on the Transformation of Trust services
• Attending service user groups, regional governors’ meetings, national

Foundation Trust governors’ meetings and NHS Providers GovernWell events

• Trust planned/unannounced visits

Our approach to membership

The Trust’s approach to membership is to maintain a representative membership in Barnsley, Calderdale, Kirklees and Wakefield with an ongoing focus on recruiting members who want to be involved and engaged to ensure and encourage an involved and active membership.

Our membership

• In 2016/17, we recruited 17 members and removed 1,904 as a result
• f data cleansing. As at 31 March 2017, we had:

– 9,654 public members (10,803 in 2015/16) and – 4,643 staff members (4,877 in 2015/16).

• Current membership is 9,558 public and 4,892 staff
• Our membership is broadly representative in of the communities we

serve with marginal exceptions: – Slight over-representation in some BME groups and females. – Under-representation in young people 11-16, older people over 85 and males.

Composition of Members’ Council and Trust Board

The configuration of the Members’ Council and Non- Executive Directors will continue to be reviewed as part of an ongoing process to ensure that both have the necessary skills and expertise needed to fulfil their duties and

• bligations.

Our Volunteers

Overview

• At present there are 244 volunteers that provide our Trust Services and

communities with approximately 700 hours per week.

• The volunteer service was accredited in 2016. The award highlights the

service is delivering quality services and working to a quality framework, this raises the confidence of commissioners, beneficiaries and volunteers.

• Through volunteering you can: take on a challenge, get involved, help

someone through their journey, or enhance your wellbeing and make new friends.

• How much time do I need to commit? The choice is your, all roles are

different there is something for everyone.

Why volunteer?

• Volunteers provide a wealth of experience and skills
• Anyone can apply members of the public, service users and staff
• It can give you the opportunity to try something new
• Gain experience
• Develop new skills
• Improve your career prospects
• Build confidence and meet new people.

Volunteer roles

There are a large number of roles to choose from here are just a few examples:

• Event planners
• Catering Assistant
• Meet and Greet for our Hubs
• Activity Coordinator for ward areas
• Gardening with our service users and communities
• Recovery colleges
• Expert Program Befrienders

Getting involved

Contact Volunteer Services on 01924 316426 Email: volunteer@xswy.nhs.uk Volunteer services are here today have a chat with Alison or Jane at the Volunteer stand, become part of

• ur family here at South West Yorkshire Partnership NHS

Foundation Trust.

Our Year, Our Future

Where our journey takes us from here

Rob Webster

CHIEF EXECUTIVE

Our Year

Any questions?

Our Year

Thank You for joining us