Annual Report 2016 - 2017 - STHK

1 Annual Report 2016 - 2017 . Annual Report 2016 - 2017 . 1. St Helens and Knowsley Teaching Hospitals NHS Trust Annual Report 2016 - 2017 . Contents PERFORMANCE Report Page 6. Overview Page 5. Statement from the Chief Executive Page 5. The purpose and activities of the Trust Page 7. The Trust's objectives Page 9. Going Concern Page 13. Performance Analysis Page 14. Key performance measures Page 14. Financial performance Page 17. Sustainable development Page 18. ACCOUNTABILITY Report - CORPORATE GOVERNANCE Page 20. Directors Report Page 21. The Board of Directors Page 21. Fit and Proper Persons Requirement (FPPR) Page 22. Statement on disclosure to auditors Page 22.

2 Governance Statement Page 23. Governance structure Page 23. Annual meeting effectiveness review Page 26. Governance framework of the organisation Page 26. Information Governance Page 31. The Trust systems for assessing and managing incidents and risks Page 32. Board assurance Page 34. Statement of the Accountable Officer's responsibilities Page 35. Remuneration and Staff Report Page 36. The Trust's approach to its workforce and staffing Page 36. Trust employees Page 38. Payments for staff and services Page 38. Pay multiplier disclosure Page 39. Director's remuneration Page 40. Pension benefits Page 42. 2 3. St Helens and Knowsley Teaching Hospitals NHS Trust Annual Report 2016 - 2017 .

3 1. Performance Report Overview Statement from the Chief Executive of inpatients would recommend our 2016 -17 was another challenging year for the services, as recorded by the Friends and Family NHS as a whole, and yet despite this, there were Test many notable successes within the Trust. We sustained our excellent performance in the Sentinel Stroke National Audit Programme, and Our vision is to deliver 5 Star Patient Care by of stroke patients spent at least 90% of providing high quality health services and an their hospital stay on the Stroke Unit excellent patient experience. The following We sustained achievement of the cancer bullet points highlight some of the exceptional performance targets against the national This section provides the reader with information on achievements: standards with patients rating the Trust out of 10 for overall cancer care (above the national the organisation, its purpose, how it has performed Staff across the Trust were enormously proud of average).

4 In 2016 -17, and the key risks to the achievements of the extremely positive Care Quality Commission We received extremely positive national staff (CQC) Report at the end of 2015-16, with care survey results with the Trust being best in the its objectives. rated as outstanding throughout the Trust. This North West for overall staff engagement, and rating remained in place during 2016 -17 having the best score nationally for 8 out of 32. Patients consistently received above 98% key findings new harm-free care which is better than neighbouring Trusts and above the national Whilst we did not achieve all the targets we mean set ourselves we continue to learn from our There was a 17% reduction in falls resulting in experiences and use them to improve our moderate or severe harm and a 23% reduction performance going forward.

5 In the number of Clostridium Difficile infections The Trust achieved over a 95% fill rate for With regards to demand for our services, non- nurses on the safer-staffing measures elective patient activity continued above contract The Trust was rated in the top 5 for patient levels. The percentage bed occupancy within experience (CHKS Top Hospitals Best in the UK the Trust throughout winter was in the high awards) 90s meaning that frequently patients attending In the Patient Led Assessments of the Care A&E at night and requiring a bed could not be Environment (PLACE) the Trust had the 2nd accommodated until timely discharges occurred highest score for an acute Trust the next morning.

6 This pressure resulted in The Trust was the top national performer for suboptimal patient experiences but also impacted frontline staff take up of the flu vaccination on the elective programme where potential delays (82%) to treatment and cancelled admissions were a continual challenge. However, notwithstanding 4 5. St Helens and Knowsley Teaching Hospitals NHS Trust Annual Report 2016 - 2017 . these difficulties, all required targets for treating The purpose and activities of the Trust Forward View planning process are being actively elective patients within prescribed deadlines and The Trust provides acute healthcare services at embraced. This involves working with partners cancer waiting times were achieved.

7 St Helens and Whiston hospitals, both of which and engaging with stakeholders across the health are modern, high quality facilities. economy to develop alternative service delivery The ongoing national shortage of clinical staff models, innovative workforce practices and The Trust has an excellent track record for and the need to react to unplanned fluctuations redesigning care pathways. providing high standards of care to a population in demand necessitated the ongoing use of bank Working across larger footprints provides a of approximately 350,000 people across and agency staff, and overtime. However, the St Helens, Knowsley, Halton, Liverpool and critical mass of expertise and resources that Trust did achieve a 12% reduction in agency further afield.

8 In addition, the Mersey Regional are more likely to produce pioneering medical expenditure over the previous year. Our efforts Burns Unit provides treatment for patients across advancements that can be adopted locally. to recruit from overseas showed successes late in Merseyside, Cheshire, North Wales, the Isle of Measures are being put in place to improve the year, where over a dozen high calibre nurses Man and other parts of the North West, serving a wellbeing and reduce demand by well-structured from India passed the required entrance exams population of over million. health promotion. In addition, commissioners, to commence work here. In addition, the links The Trust employed an average of 4,701 full time local authorities and provider partners are coming formed with medical schools abroad continued equivalent (FTE) staff during 2016 -17 (including together to develop new accountable care enabling us to attract good quality junior doctors systems that focus on the health needs of local 330 temporary staff).

9 To join the Trust. people. The Trust will be working with partners The Trust's income in 2016 -17 was 350m. to shape these emerging care systems principally I would like to formally record my gratitude for Our catchment population focusing on St Helens, Knowsley and Halton the dedication of all our staff, who work tirelessly The local community is characterised by its populations but widening the scope as other to ensure the best possible care for our patients, industrial past, with the local population being systems mature. supported by our volunteers and carer groups generally less healthy than that of the rest of The Trust is playing a leading role in the Cheshire whose involvement is generously provided and England, and a higher proportion of people and Merseyside 5-Year Forward View programme: always gratefully received.

10 Suffering from a long-term illness. Ann Marr is Senior Responsible Officer for the Rates of smoking, cancer, obesity, and heart Alliance Local Delivery System within Cheshire Ann Marr disease, related to poor general health and and Merseyside. This comprises 4 Clinical nutrition, are significantly higher than the Commissioning Groups (CCGs) and 5 NHS. Ann Marr national average. Provider Trusts serving a population of Chief Executive c 900,000. Many areas have high levels of deprivation. This has contributed to sizeable health inequalities Nik Khashu, Director of Finance, is the Senior among residents, who have greater need for Responsible Officer for corporate services health and social care services.