Welcome to our
Annual General Meeting
5 September 2013
Welcome
Stuart Poynor
Chief Executive
Who we are
•UK’s biggest provider of integrated health and adult social
care services
•Serving a population of 1.1 million people
•Cover diverse area of Staffordshire and Stoke-on-Trent
•Employ around 6,000 people
Our Values
We Put Quality First
We Focus on People
We Take Responsibility
What we’re about
• Services around individual, family,
community
• Enabling people to remain independent
• Innovative services which are simple and
easy to access
• Partnerships
Our Achievements 2012/13
• Children’s Directorate
established
• Service
Developments
• Staff recognition
Raising Concerns
• Ambassador for Cultural
Change
• Raising Concerns
campaign
• Questions
Leaders in Integrated Care
Community Intervention
Service
Bilbrook House, Codsall
Q&A Chaired by David Pearson, Non
Executive Director
Community Intervention Bilbrook House
• Mrs Peggy Howes, Service User
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Sue Kingsfield Social Care
Jenny Timmins Nursing/Therapy
Meg Barrow- Social Care Assessor
Elaine Shiach, Occupational Therapist, Hospital Discharge
Kevin Brett, Integrated Service Manager
Finance
Jonathan Tringham
Director of Finance and
Resources
Financial Performance 2012/13
£373m
Total Income for the year
£2.0m
Surplus for the year (0.5% of Income)
£6.2m
Value of Equipment Assets owned by the Trust
£37.2m
Cash balance at 31st March 2013
Where does our money come from?
£197m
North Staffordshire, Stoke-on-Trent and South
Staffordshire PCTs
£161m
Staffordshire County Council
£8m
Other NHS Organisations
£4m
Training and Research
£3m
Sub-Leasing our property
Where does our money go?
£168m
Cost of employing 4663 WTE’s
£14.3m
Services from NHS organisations
£120m
Adult Social Care Services
£0.5m
Training and Research
£1.5m
Depreciation of Equipment
£8.5m
Transport
£25m
Property Costs
£24m
Supplies and Services
Financial Duties and Targets
Duty
Target
Result
Break-even Financial
Position
£2.0m Surplus
Achieved
Manage within
External Financing Limit
£0m
Achieved
Manage within
Capital Resource Limit
£880k
Achieved
Capital Cost Absorption
Rate
3.5%
Achieved
Comply with Better
Payment Practice Code
95%
Not Achieved (83%)
Produce Annual Accounts
in the required format
Submit Audited Accounts
by 11 June 2013
Achieved
Performance headlines
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Patient Experience Net Promoter Score +66.67 across community hospitals
and all services, based on a sample of 1,473 people. The national view is that
a score greater than +50 is considered ‘excellent’
More social care clients feel supported to make their own decisions about
their care
the average length of stay in community hospitals is at all time low at 21.5
days against a target of 23 days
3.3 % occupied bed days attributable to delayed transfers of care against a
target of 3.5%
87.9% of older people recorded as remaining at home 91 days following
reablement
52% of reablement clients needed no on-going social care services after 91
days, against a target of 42%
waiting times at walk-in centres / minor injury units exceeded statutory
requirements.
11 cases of clostridium difficile
No more than one case of MRSA. This occurred in September 2012
Our ambitions and future direction
Geraint Griffiths
Deputy Chief Executive
The future
• Move from traditional, reactive care system to support
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before crisis occurs
Improving care and services to greater number of
patients who spend less time in our five community
hospitals
Improving support for patients at discharge to support
independence and reduce readmission
Developing specialist support for frail patients with
complex needs across all of their treatment
Better joined up working for children’s services
What does it mean for you?
• Increased independence
• Improved experience
• Improved care
• Better value for money
• More time
Questions
Close
Thank you