Windrush 70
1948...the birth of the NHS #BSMHFTAGM18
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
We are celebrating today... The 70 th 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, on 21 June 1948 • A time to celebrate the amazing diversity of our staff and our communities, to acknowledge the value they bring to our 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. #BSMHFTAGM18
Our Trust in 2017/18
Dave Tomlinson Executive Director of Finance Our Trust Finances 2017/18
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 It can NEVER be an end in itself • Good performance: – reassures regulators – gives you room to invest High – keeps you in driving seat. quality services • Allows you to concentrate on QUALITY #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 #BSMHFTAGM18
Our Trust in 2017/18
Sue Hartley Executive Director of Nursing Our Quality Account 2017/18
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 organisation. 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. #BSMHFTAGM18
Our Trust in 2017/18
Faheem Uddin Lead Governor Barbara Anthony Company Secretary Membership Engagement and Governor Involvement in 2017/18
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 of 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, of 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
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