Your Opinion Counts Update on Achieving Foundation Trust Status Dr Gillian Fairfield, Chief Executive Sandra Good, Director of Strategic Development Programme • Introduction to the Trust • Introduction to Foundation Trusts • Why we want to be a Foundation Trust • Our Vision and Values • Our Priorities • Our Strategy for Developing Services • Governance Arrangements • Our New Name and Corporate Identity • Summary • Questions
Profile of the Trust • Serves a population of circa 850,000 • Over 2300 staff • IWL Practice Plus • Charter Mark • Positive Healthcare Commission Review 2005 • ‘Excellent’ Healthcare Commission rating 2006 • Revenue £90 million – financial balance Portfolio of Services Service Rotherham Doncaster North Lincs North East Lincs √ √ Adult Mental Health √ √ Older Peoples MH √ √ √ CAMHS Learning √ √ Disability Substance √ √ √ √ Misuse Prison √ √ Inreach
Introduction to Foundation Trusts • Established in 2004 following Health and Social Care (Community Health and Standards) Act 2003 • Regulations revised in 2005 to allow 2 ٭ ٭ • Rationale - devolved decision making - greater financial flexibility - increased local accountability Benefits • Opportunities to enhance the local environment by investing in buildings & services according to local priorities • Respond quickly to market opportunities • Set our own pace for initiatives • Opportunities to innovate • Implement Payment by Results early
Benefits cont . • Longer timescales to allow potential to incur losses whilst awaiting long term benefits • Opportunities to borrow capital and revenue • Opportunity to make and retain surpluses • Facility to form or become corporate bodies • Opportunity to enter into joint ventures • Ability to partner a broad range of organisations Key Differences • Independent public sector organisations • Not subject to directions from Secretary of State for Health • Not performance managed by Strategic Health Authority or Department of Health • Have legally binding contracts with commissioners • Do not have access to or be asked to contribute brokerage
Restrictions • NHS Foundation Trusts cannot:- - Borrow from private sector outside Prudential Borrowing Limit (PBL) set by Monitor - Disinvest in services - Ignore national targets & standards - Ignore legal requirements - Generate income above private patients limit - Provide services outside Health and Social Care Act 2003 or terms of authorisation Why we want to be a Foundation Trust • Enhance local ownership and involvement through our governance arrangements • Maximise our opportunities through the use of financial freedoms • Further build on our culture of innovation • Develop stronger and more diverse partnerships • Attract and retain high calibre staff
Our Vision ‘Working in partnership to turn our knowledge, expertise and innovation into effective, efficient, accessible mental health and learning disability services that promote social inclusion and choice to people from all walks of life’ Our Values The Trust will provide services that:- - uphold the principles of the NHS - are user, carer focussed - enhance quality of life - adopt the principles of recovery - are safe, whilst promoting independence - promote social inclusion
Our Values cont .. - are delivered in the right place at the right time by the person with the right skills - are accessed through a single point, with clear pathways through the system - are evidence based and continuously developing in the light of experience - are effective, efficient and demonstrate value for money Key Strengths • Financial balance for 14 years • Strong track record of modernisation and delivery • Strong track record of managing complex change • Strong track record of partnership working • Excellent reputation for innovation and quality • High level of user carer involvement • Strong and effective staff relationships • Extensive estate with potential for development
Our Priorities • Modernise current service provision • Develop new services • Achieve Foundation Trust status • Improve patient focus • Ensure effective financial management • Improve Information and Communication Technology • Develop performance and assurance • Modernise the workforce • Develop capacity and capability • Enhance partnerships Our Strategy for Developing Services • In the next 3 years we will:- • Develop Psychiatric Intensive Care Services in Doncaster * • Develop Specialist Low Secure Services for people with Learning Disabilities * • Relocate Adult & Older People’s Inpatient Services to modern facilities • Increase the community orientation of Older People’s Mental Health Services • Develop Children & Young People’s Inpatient Services • Further develop Substance Misuse Services
Governance at the Heart of the Trust SERVICE USER / CARER PUBLIC GOVERNORS PARTNER GOVERNORS STAFF GOVERNORS TOTAL GOVERNORS Number Number of Number of Area Service User Carer Organisation Staff Group of Governors Governors Governors Learning Doncaster 4 1 1 PCTs 4 Nursing 1 Disability Local Medical / Rotherham 4 4 1 Authority Pharmacy Mental Health Services Strategic Allied Health North 1 (Adult, Older 3 3 Health 1 Professionals / 1 Lincolnshire People, Authority Psychology CAMHS) North East 1 University 1 Social Care 1 Lincolnshire Specialist Services Voluntary 1 1 2 Non Clinical 1 (Substance Sector Misuse) GPs 2 10 5 5 14 5 39 Our New Name • Rotherham Doncaster and South Humber NHS Foundation Trust • Developed in response to public consultation • Retains geographical link • Supporting strap line – ‘serving people from all walks of life’ • Positively addresses social inclusion
Our New Corporate Identity • New corporate identity reflects - fresh modern service - a clear business focus - a strong identifiable brand - positive images representing individuals from a range of backgrounds Summary ‘Working in partnership to turn our knowledge, expertise and innovation into effective, efficient, accessible mental health and learning disability services that promote social inclusion and choice to people from all walks of life’
Any Questions ?
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