Derbyshire Community Health
Services NHS Trust
2012/13 in brief
Tracy Allen
Chief Executive
To be the best provider of local healthcare and to be a great place to work
A year of challenge and change in
the NHS
• A new commissioning landscape: working with
new Clinical Commissioning Groups (CCGs) and other
partners
• Continued increasing demand – particularly
supporting larger numbers of frail older people
• Reflecting on the Francis inquiry into failings at
Mid Staffordshire Hospital.
To be the best provider of local healthcare and to be a great place to work
The DCHS Way / BIG 9…
Within each element of
the DCHS Way, we
developed three top
priorities for 2012/13 –
the Big 9…
To be the best provider of local healthcare and to be a great place to work
Quality Services
• Cared for, treated and supported
people in Derbyshire and
Leicestershire – nearly 1.8 million patient
contacts this year
• Met most national and local
commissioned targets and standards
• Supporting frail older people better:
Single Point of Access (SPA) branches out
• Enhancing services for children and
their families - Early implementer for national
Healthy Child Programme.
To be the best provider of local healthcare and to be a great place to work
Quality Services
• Improving our facilities
– Innovative roof garden at Cavendish Hospital opens
– Significant improvements in Patient Environment Action Team
assessments measuring how patients experience our
environment, food, and privacy
• Promoting equality, diversity and inclusion
across our services
• Prioritising dignity for our patients
– Derbyshire Dignity Campaign
– 11 services achieved their Bronze awards, another 37 working
towards it.
To be the best provider of local healthcare and to be a great place to work
Quality Services
Supported by our volunteers and League
of Friends across the Trust…
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Whitworth Hospital undergoing
major refurbishment
New state-of-the-art electric beds
and anaesthetic equipment at
Ilkeston Community Hospital.
New podiatry equipment at
Loughborough Hospital.
To be the best provider of local healthcare and to be a great place to work
Quality People
We wouldn’t be anywhere without our staff!
To be the best provider of local healthcare and to be a great place to work
Quality People
We aspire to be a great place to work and
an employer of choice
• NHS Staff Survey demonstrated high levels of staff
engagement
• Launched a new annual in-house essential training
programme
• Reviewed and revised our leadership appraisal
• Committed to reducing levels of sickness absence.
To be the best provider of local healthcare and to be a great place to work
Quality People
Many individuals and teams regionally, nationally and
internationally recognised for their work…
Quality Business
• Minimising our impact on the
environment
– Launch of pool car scheme
– Energy bill cut by 6%
– Recycled more than a third of our waste
• Improving efficiency and value
– Our Improvement Leaders Programme a
success in Finland!
– Redesigning services to support better quality
and lower cost
• Making sure our services are resilient
and can respond to emergencies.
To be the best provider of local healthcare and to be a great place to work
Quality Business – developing our
accountability
• Welcome to our newly
elected Council of
Governors!
• At the end of the year we
had 11,723 members and
growing!
To be the best provider of local healthcare and to be a great place to work
Moving forward…
• Becoming ‘critical friends’ with our Governors
and members
• Working with commissioners and the public on
the national ‘Call to Action’ NHS strategy
• Continue to be your local community provider of
choice
• Preparing to become an NHS Foundation Trust.
To be the best provider of local healthcare and to be a great place to work
Annual General Meeting
Quality Report 2012-13
Ben Lobo, Medical Director
Carolyn White, Director of Quality / Chief Nurse
To be the best provider of local healthcare and to be a great place to work
Quality and DCHS
Our Vision: To be the best provider of local healthcare and to
be a great place to work
Our values:
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To get the basics right
To act with compassion and respect
To make a difference
To value and develop teamwork
To value everyone’s contribution to our service delivery and
development.
DCHS Way: quality is the golden thread
To be the best provider of local healthcare and to be a great place to work
Annual Quality Account
Quality is measured in three ways:
1. Patient Safety
2. Clinical Effectiveness
3. Patient Experience.
Annual Quality Account
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Public statement of our plans and outcomes
Assurance of quality
Achievement and improvements
Priorities for the next year.
To be the best provider of local healthcare and to be a great place to work
Overview 2012-13
Context
• Major changes within NHS and local health community
• Francis Report into Mid Staffordshire Hospital
• Winterbourne View
• CQC inspection regime
• DCHS Foundation Trust application
– Quality Governance Assurance framework
– Quality Strategy.
To be the best provider of local healthcare and to be a great place to work
Patient Safety
• 98% patients screened for DVT
against target of 90%
• No cases of MRSA bacteraemia
• 50% reduction in incidents
where patients were harmed
through moving and handling
• Patient safety visits now include
visits in patients own homes
• 50% reduction in number of
patients requiring catheters
• Improved medicines
management.
To be the best provider of local healthcare and to be a great place to work
Clinical Effectiveness
• Improved prescribing antibiotics and antipsychotics
• Care at the End of Life
• Improvements in dementia
screening and care
• Making Every Contact
Count.
To be the best provider of local healthcare and to be a great place to work
Patient Experience
• Picker Institute review
• Friends and Family test
consistently above 90%
• Patient stories
• Patient Environment
Action Team (PEAT) - all
services rated excellent or
good
• Learning from complaints.
To be the best provider of local healthcare and to be a great place to work
What could we have done better?
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Reducing risk of falls for our patients
Reducing the number of injuries due to pressure damage
Protecting our patients privacy and dignity
Communicating with patients and relatives.
To be the best provider of local healthcare and to be a great place to work
What are we especially proud of?
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Single Point of Access
Specialist speech and language service for children
Compliments about our services
Achieving all our quality targets set by our commissioners
Our infection control record.
To be the best provider of local healthcare and to be a great place to work
Things we want to do better in 2013/14
1. Keeping People Safe - Harm Free Care: reducing
harm from falls and pressure ulcers
2. Keeping Patients (and Families) at the Centre of
Care - Patient and Carer Engagement
3. Getting the Basics Right – focus on care planning,
record keeping and discharge planning.
To be the best provider of local healthcare and to be a great place to work
Financial Performance
2012/13
Chris Sands
Director of Finance, Performance & Information
To be the best provider of local healthcare and to be a great place to work
About us in 2012/13:
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Turnover £188 million
£175 million of this is clinical income
We spent a total £185 million
£500,000 per day spent throughout the Trust
£121 million spent on pay costs
Land and buildings leased from Primary Care Trusts
Cash at year-end of £11 million.
To be the best provider of local healthcare and to be a great place to work
Our financial performance in 2012/13:
Financial Target
Performance
Achieved
Achieve breakeven
Surplus £2.8 million
√
Achieve productivity target
Achieved efficiency target of £9.2
million
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Deliver capital programme within
resource limit
Net Capital programme of £1
million against resource limit of
£1.9 million.
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Meet our duties to pay 95% of
suppliers within 30 days
4 out of 4 measures achieved
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To be the best provider of local healthcare and to be a great place to work
Looking ahead into 2013/14:
• Our turnover is planned to be £175.6m
• Asset transfers received of £77 million
• We are receiving £2.6m additional income to provide
more services in a community setting each year, and
£0.9 million for winter capacity
• We will need to deliver further efficiencies of £9.7
million
• We will work closely with health and social care
partners to ensure services are safe, effective and
efficient.