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 overview 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
Process for 2016/17 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
Summary Financial Information 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
Results – how did we do? Key Performance Indicators used to monitor performance against the Trust Financial Plan 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
What did we spend and where? 2016/17 2015/16 Pay 171.1m 171.5m Non Pay 45.4m 48.2m Depreciation & 10.7m 6.4m amortisation Total 227.2m 226.1m
Pay expenditure 2016/17 2015/16 Substantive 126.9 119.7 Bank/Other 9.1 15.2 Agency 9.8 8.4 Social Security/Pension 25.7 27.8 Total Pay 171.5 171.1 2016/17 All data in £m 15% Substantive 6% Bank / other 5% Agency Social security / 74% pension
Non-pay expenditure All data in £m 2016/17 2016/17 2015/16 Trust Estate 13.6 14.4 10.7 13.6 Clinical Supplies 4.4 4.0 Drugs 3.7 4.1 6.6 Healthcare Provision 6.3 3.8 4.4 (Non NHS) 0.9 Establishment 6.1 6.3 3.7 3.8 Supplies and Services 3.8 3.8 6.1 6.3 Trust Estate Consultancy/Legal 0.9 1.8 Clinical supplies Drugs Other 6.6 10.0 Healthcare provision (non NHS) Establishment Total 45.4 48.2 Supplies and services Capital Charges 10.7 6.4 Consultancy / Legal Other Total 56.1 54.6 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 organisations 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 of 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 obligations.
Our Volunteers
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