Windrush 70 1948...the birth of the NHS #BSMHFTAGM18 Welcome to - - PowerPoint PPT Presentation

Windrush 70

#BSMHFTAGM18

1948...the birth of the NHS

Welcome to our Annual General Meeting and Annual Members’ Meeting

#BSMHFTAGM18

Sue Davis, CBE

Chair Welcome

Our Trust in 2017/18

John Short

Chief Executive Chief Executive’s Report 2017/18

#BSMHFTAGM18

We are celebrating today...

The 70th birthday of the NHS, born on 5 July 1948

• A time to say thank you, to take a step back and recognise

and share the great work being done by individuals and teams across our organisation. 70 years since the arrival of the Empire Windrush,

• n 21 June 1948
• A time to celebrate the amazing diversity of our staff and
• ur communities, to acknowledge the value they bring to
• ur Trust and to think about how we are

supporting and valuing them.

#BSMHFTAGM18

Katharine Bird, MBE

#BSMHFTAGM18

Our challenges for 2018/19

• Improving our CQC rating.
• Ensuring that we provide safe care...more on this from Sue

Hartley later.

• Meeting increasing demands, which means:

– we need the right number of staff in our teams – improving recruitment, retention and recognition – reducing vacancies – better team working and effectiveness – greater use of technology – a focus on quality improvement

#BSMHFTAGM18

This means wider team working too

• Partnership runs through our annual report.
• One NHS - working effectively in partnership with:

– other NHS providers and commissioners – local authorities – voluntary sector – our staff and senior leaders – our service users and carers.

• Reach Out accountable care partnership.
• Live Healthy, Live Happy (Sustainability and

Transformation Partnership).

#BSMHFTAGM18

And finally...happy birthday NHS

• A special organisation that we

can all be proud of.

• Continues to provide excellent

care, free at the point of delivery, to millions daily.

• It’s not perfect, but for the huge

majority of time and for the huge majority of people we deliver care that makes a difference.

• Thank you.

Our Trust in 2017/18

Dave Tomlinson

Executive Director of Finance Our Trust Finances 2017/18

#BSMHFTAGM18

Purpose

• Why is financial performance important?
• What does success look like?
• How did we do?
• What does the future look like?
• What does this mean for us?

#BSMHFTAGM18

Why is financial performance important?

• IT ISN’T AN ITSE
• Good performance:

– reassures regulators – gives you room to invest – keeps you in driving seat.

• Allows you to concentrate on

QUALITY

High quality services

It can NEVER be an end in itself

#BSMHFTAGM18

What does success look like and how did we do?

• Sustainable annual surplus – overall £9m.

– Operating surplus of £1m. – NHS Improvement paid further £4m incentive. – Technical asset valuation £4m.

• Cash in bank - £17.4m.
• Regulators consider you low risk - no concerns from NHS

Improvement.

• Investment in developments and improvements - £8m.

#BSMHFTAGM18

Single Oversight Framework

• Considers five themes:

– Quality of care – Finance and use of resources – Operational performance – Strategic change – Leadership and improvement capability (well-led)

• 1-4 scoring, with 1 best and 4 worst.
• We scored 2 for 2017/18 overall.

#BSMHFTAGM18

What does the future look like?

NHS finances continue to be tight, we need to:

• Continue to deliver significant savings.
• Maintain viability of services.
• Provide more/better quality with less funding.
• Look for innovative funding for capital schemes.

Increasing need for partnership working:

• Sustainability and Transformation Partnerships.
• Accountable Care/Reach Out/MERIT.
• Need to be seen to be good to do business with.

Exploit benefits from technology:

• Global Digital Exemplar.
• Digital organisation.

#BSMHFTAGM18

What does this mean for us?

• Strong financial track record and liquidity.
• Considered low risk.
• In charge of our own destiny.
• Free to invest in service and quality.
• … but must remain watchful - it’s a challenging world.

#BSMHFTAGM18

Further information

• Our Annual Report and Accounts 2017/18 include:

– Annual report – Consolidated financial statements – Auditors’ opinion.

• Available to download at www.bsmhft.nhs.uk
• Detailed accounts are available in full by request.
• Contact me by email - david.tomlinson5@nhs.net

Our Trust in 2017/18

Sue Hartley

Executive Director of Nursing Our Quality Account 2017/18

#BSMHFTAGM18

What do we mean by quality?

Safety

• Giving our service users safe care.

Service user experience

• Our commitment to high levels of compassion, dignity and

respect.

Clinical effectiveness

• Robust outcomes to support recovery.

#BSMHFTAGM18

What is our quality account?

• Put simply, it’s our commitment to you to improve the

quality of care we deliver.

• It enables you to hold us to account for delivery of safe,

high quality, clinically effective care that improves the service user and carer experience.

• It is part of our Annual Report and Accounts which you will

find at www.bsmhft.nhs.uk

#BSMHFTAGM18

How did we do in 2017/18?

#BSMHFTAGM18

Keeping people safe

• Average harm levels as a result of incidents in our services

were 23% compared to 35% national average.

• Service users failing to return from Section 17 leave in the

prescribed timeframe reduced from 1.54% to 0.54%.

• Fewer service users needed to be restrained – 4,317

incidents vs 4,430 in 2016/17.

• New security arrangements introduced.
• Reduction of >10% in assaults on staff on inpatient wards.
• However, the number of patient on patient

assaults has increased from 488 to 544.

#BSMHFTAGM18

Reducing the number of deaths

• Working towards our zero suicide ambition:

– Slight reduction in number of suicides in our community services and inpatient suicides reduced from two to one. – Training for community staff. – Reviewed visiting policy for PICUs. – Trialling new anti-ligature door suite.

• Learning from deaths:

– Mortality case note reviews showed that 8 out of 712 deaths could have been avoided if we had done something different. – Family and carer engagement and support is key.

#BSMHFTAGM18

Improving physical health

• Great improvements in understanding, recording and

acting on key physical health indicators.

• Number of falls resulting in serious harm has more than

halved compared to 2016/17.

• However, the number of falls across the Trust increased

from 358 to 547, particularly in adult acute wards.

#BSMHFTAGM18

Being caring and responsive

• We extended our successful Recovery College to Solihull.
• Our carers assessment project commenced.
• However, we didn’t achieve the improvements we planned

in the National Community Mental Health Survey.

• Timely communication with GPs also remains a significant

challenge.

#BSMHFTAGM18

Improving quality and reporting

• We developed an integrated performance report ready to

be piloted.

• A partner was selected to support our quality improvement

programme which commences later in 2018.

#BSMHFTAGM18

Our quality goals for 2018/19

• 1. We will develop and implement a clinically driven and

consistent approach to quality improvement across the

• rganisation.
• 2. We will provide services which ensure that mental health

and physical health needs are assessed and given equal consideration when developing, planning and delivering care.

#BSMHFTAGM18

Our quality goals for 2018/19 (2)

• 3. Our service users will have reduced mortality through co-

produced crisis plans and learning from mortality case note reviews and we will reduce the number of suicides.

• 4. We will embed a culture of least restrictive practice with

reduced incidents of prone restraint, seclusion and physical assault.

• 5. We will promote recovery, co-production and

family, carer and service user involvement.

Our Trust in 2017/18

Faheem Uddin

Lead Governor

Barbara Anthony

Company Secretary Membership Engagement and Governor Involvement in 2017/18

#BSMHFTAGM18

Our vision

To become a leader in the field of mental health membership engagement and governor involvement, driving forward the importance of equality for mental health service users (parity

• f esteem), their carers and families; reducing stigma and

supporting the Trust to deliver its strategic ambitions.

#BSMHFTAGM18

Membership at 31 March 2018

• A total of 12,688 members
• This can be broken down into the following constituencies,
• f which are all represented today:

Public: 6,557 Service User/Carer: 1,415 Staff: 4,716

#BSMHFTAGM18

Our Trust’s members

#BSMHFTAGM18

Our plans for 2018/19

• We need to keep growing but more important is active

engagement continued focus on areas of under representation.

• In 2018 our new Membership Engagement Strategy will be

launched.

• We would welcome your views on how we can engage

more effectively.

#BSMHFTAGM18

The future

• What we want from our membership in the future:

– To provide the Trust with a pool of potential Governors, volunteers, service user representatives and research participants. – To serve as a vehicle to promote other community-

• riented initiatives, such as peer support, the Recovery

College, recruiting staff from within the local community. – To provide a membership ‘service’ that itself makes a valuable contribution to recovery.

Thank you for coming have a safe journey