2013/2014 Annual Report & Annual Accounts

223 Pages·2014·2.83 MB·English

South Devon Healthcare NHS Foundation Trust

Annual Report and Annual Accounts 2013/14

South Devon Healthcare NHS Foundation Trust
Annual Report and Annual Accounts 2013/14

Presented to Parliament pursuant to Schedule 7,
paragraph 25 (4) (a) of the National Health Service Act 2006.

Annual Report and Annual Accounts 2013/2014
Incorporating the quality report, directors’ report, financial review and
required reporting on equality and diversity, sustainability and regulatory
findings.

Alternative formats
This report is available in large print, on-line or other formats on request.
Please call 01803 210511 or email [email protected]
or write to Communications Officer, South Devon Healthcare NHS
Foundation Trust, Torbay Hospital, Torquay TQ2 7AA.

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Laid before Parliament

This Annual Report 2013/14 has been produced to be laid before Parliament in July 2014,
together with the full accounts for the same period, and to be presented to the trust’s
Council of Governors at its annual members’ meeting. It will be available on the trust’s
website www.sdhct.nhs.uk and Monitor’s website.

A Summary Annual Review, based on this report will also be available later in the year.

South Devon Healthcare NHS Foundation Trust
Hengrave House
Torquay
TQ2 7AA
Switchboard: 01803 614567
HQ Fax: [phone]
www.sdhct.nhs.uk

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Contents

Strategic Report
Part I: Review of the year 8

Acting chair’s statement 8
Interim chief executive’s statement 9
The new NHS 10
About our trust 11
- At a glance - how 2013/14 shaped up…facts and figures 11
- Our values and the NHS constitution 12
- Our ambition 12
- Our vision 12
- Our priorities 12
- 2013/2014 – a year in headlines 13
- Library and information services 21

Part II: Quality 23
Introduction & statement of quality from the interim chief executive 23

Part III: Sustainability 24

Sustainability strategy 2011/2015 24
Greenhouse gas emissions 24
Waste 27
Water 28

Part IV: Valuing people 29

Staff wellbeing at work 29
2013 national NHS staff survey 30
Equality and diversity 34

Part V: Foundation trust membership 37

Part VI: Regulatory findings 38

Part VII: Local assurance 41

The NHS foundation trust - background 41
Our Council of Governors 42
Our directors’ report 56
Our Board of Directors 56
Remuneration report (unaudited information) 65
Remuneration report (audited information) 68
Financial overview 72
Prospects 80
Required reporting 83
Statement of accounting officer’s responsibilities 87
Annual governance statement 88
Further information and contact details 100

Appendices 103

Appendix one – Quality report for 2013/14
Appendix two – Independent auditors’ limited assurance report to the Council of
Governors of South Devon Healthcare NHS Foundation Trust on the annual quality report

Annual accounts 2013/14 173

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Strategic report
Part I: Review of the year

Acting Chair’s statement
David Allen, OBE

I have spent over two years as a non-executive director at South Devon Healthcare NHS
Foundation Trust and during that time have been hugely impressed by the dedication,
professionalism and compassion of the 4,000 staff who work here. We have a track record
of excellent patient outcomes and service innovation. This hospital is a lynchpin within an
extremely well-respected healthcare community.

For these reasons, I was delighted to accept the role of vice-chair and acting chair during
a particularly challenging time for our hospital.

The role of chair became vacant when Peter Hildrew resigned, following a case taken to
employment tribunal by two former employees. The case was related to administrative
recruitment procedures and had no bearing on patient services or care. It centred on
whistleblowing allegations about the behaviour of senior executives involved in the
recruitment to one role. The panel found against our trust and the presiding judge was
highly critical in his commentary. Peter Hildrew did not accept the tribunal’s findings, but
in light of the criticism, decided that the right course of action was for him to resign. I
believe that in doing so, he wished to protect the reputation and best interests of this
hospital. We are grateful for his contribution over the previous decade: he was
instrumental in establishing our national reputation for delivering high-quality,
compassionate, cost-effective and innovative healthcare.

The trust board and I take the issues arising from the employment tribunal very seriously.
We are in the process of investigating concerns raised and will report publicly in due
course. In the meantime, my priorities are patients first and always, restoring the excellent
reputation of our trust and progressing our plans with Torbay and Southern Devon Health
and Care NHS Trust to integrate health and social care services for local people.

This is a challenging but exciting time to be involved with the NHS as we are tasked with
providing ever-more and ever-better services with less money. I believe South Devon
Healthcare is well-placed to continue to succeed in the new world of the NHS. We are
continuing to pursue our person-centred approach and have exciting plans to merge with
Torbay and Southern Devon Health and Care NHS Trust to create an integrated care
organisation. This will deliver service improvement and better value for money. We are
continuing to put the patient experience at the heart of all we do and invest in developing
our services and our facilities. Finally, we are not afraid to engage with the commercial
world and have this year invested significantly in our growing pharmaceutical arm: Torbay
Pharmaceuticals will move to its new premises in the summer of 2014.

I am proud to be playing a part in shaping the future of our local NHS.
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Interim Chief Executive’s statement
Dr John Lowes

I was involved as medical director in many of the developments described isn this annual
report. I now feel hugely privileged to take on the role of interim chief executive, as we
progress our plans for integration across the Torbay and South Devon health community.

We have done a lot of work during the past year to implement the learning arising from the
Francis inquiry and report into failings at Mid Staffordshire NHS Foundation Trust, and
from subsequent reports into quality and patient safety by Don Berwick and Sir Bruce
Keogh. As a doctor, I know from what I see in my clinical practice that our staff genuinely
care about our patients. We all work to deliver the safest, best and most compassionate
care we possibly can, within circumstances that are often less than ideal. I would like to
place on public record my thanks to all our staff for their contributions over the past year.
Whether it’s in the frontline of healthcare or support services, all our staff have a part to
play in delivering the best possible outcomes for our patients. That is what drives us all.

We managed once again, and despite the ever-increasing financial challenges, to end the
year within budget. This is a significant achievement as we continue to see an increase in
the number of very sick people admitted to hospital with multiple problems.

In particular we have struggled to keep pace with the number of patients coming to
accident and emergency (A&E). For this reason, one of my priorities is to improve the
patient experience in our emergency department. This means taking a look at the whole
system and asking: how we can do things differently and whether we can look after
people more appropriately in different care settings.

Don Redding, Policy Director at National Voices, said we should be asking not ‘What’s the
matter with you?’ but rather ‘What matters to you?’. We must focus on people’s priorities
for their daily lives and help them achieve their health and wellbeing goals. The way to do
this is by better integrating services to make sure we deliver care tailored around
individuals’ needs. For this reason, delivering the full business case for our planned
integrated care organisation is my other main priority.

I know the financial pressures will continue as the NHS is tasked with continuing to deliver
year-on-year budget reductions. Whilst we will always look for efficiencies, the only way
we can deliver the savings required in future is to do things differently – and by working in
partnership across organisational boundaries. We will rely more than ever before on
support from the voluntary sector. We are extremely fortunate to have the support of a
very active and committed league of friends, and valuable input from our members and
governors.

I will work with you all to make sure that this hospital continues to build on its success and
thrives in 2014/15.

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The new NHS

The Health and Social Care Act introduced the most significant period of change for the
NHS in its history. Changes that came into effect in April 2013 include:

 NHS England
This is a new national body, with regional offices and local area teams. One of its roles
is to commission services that are carried out in specialist regional centres, rather than
in every district hospital. An example of this is children’s heart surgery, which is carried
out in Bristol for our area. NHS England also commissions GP services.

 Health and wellbeing boards
These new boards are hosted by local authorities. They provide a forum for the NHS,
public health, adult social care and children’s services, elected councillors and
Healthwatch representatives to come together and plan how best to meet the needs of
their local population.

 Clinical Commissioning Groups (CCGs)
Every GP practice in England now belongs to a CCG which is responsible for
commissioning the majority of health services for local people, including emergency
care, planned hospital care, maternity services, and community and mental health
services. This means that GPs are at the heart of prioritising how NHS funds should be
spent in their local area. CCGs also have representatives from nursing, hospital
doctors and the public on their governing bodies.

 Public health
There is a renewed focus on public health as part of the government’s commitment to
improving the health of the poorest fastest. This covers issues such as healthy eating,
stopping smoking, teenage pregnancy and alcohol / substance addition. Local councils
are now the main commissioners of public health services, supported by a new
organisation called Public Health England. The NHS has a vital role to play in delivery
of public health service and has a much bigger focus on promoting health and
wellbeing, rather than just treating illness.

 Healthwatch
This is an ‘independent watchdog’ set up to give patients a channel for providing
feedback on NHS services, and to create a new consultation channel for NHS
organisations when planning changes to services. Our patients can contact
Healthwatch Torbay and Healthwatch Devon.

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