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Derbyshire Community Health Services NHS Trust 2012/13 in brief

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.

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Derbyshire Community Health Services NHS Trust 2012/13 in brief

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  1. Derbyshire Community Health Services NHS Trust2012/13 in brief Tracy Allen Chief Executive To be the best provider of local healthcare and to be a great place to work

  2. 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

  3. 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

  4. 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. Quality Services To be the best provider of local healthcare and to be a great place to work

  5. 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. Quality Services To be the best provider of local healthcare and to be a great place to work

  6. Quality Services Supported by our volunteers and League of Friends across the Trust… • 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

  7. We wouldn’t be anywhere without our staff! Quality People To be the best provider of local healthcare and to be a great place to work

  8. 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

  9. Quality People Many individuals and teams regionally, nationally and internationally recognised for their work…

  10. 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

  11. 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

  12. 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. Moving forward… To be the best provider of local healthcare and to be a great place to work

  13. 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

  14. Our Vision: To be the best provider of local healthcare and to be a great place to work Our values: 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 Quality and DCHS To be the best provider of local healthcare and to be a great place to work

  15. Annual Quality Account Quality is measured in three ways: 1. Patient Safety 2. Clinical Effectiveness 3. Patient Experience. Annual Quality Account • 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

  16. 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. Overview 2012-13 To be the best provider of local healthcare and to be a great place to work

  17. 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

  18. Clinical Effectiveness • Improved prescribing - antibiotics and anti-psychotics • 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

  19. 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

  20. 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. What could we have done better? To be the best provider of local healthcare and to be a great place to work

  21. What are we especially proud of? 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

  22. Keeping People Safe - Harm Free Care: reducing harm from falls and pressure ulcers Keeping Patients (and Families) at the Centre of Care - Patient and Carer Engagement Getting the Basics Right – focus on care planning, record keeping and discharge planning. Things we want to do better in 2013/14 To be the best provider of local healthcare and to be a great place to work

  23. Chris Sands Director of Finance, Performance & Information Financial Performance 2012/13 To be the best provider of local healthcare and to be a great place to work

  24. 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. About us in 2012/13: To be the best provider of local healthcare and to be a great place to work

  25. Our financial performance in 2012/13: To be the best provider of local healthcare and to be a great place to work

  26. 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.

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