1. Chris Burdon, Chairman Annual General Meeting 12 July 2017
Welcome
Chris Burdon, Chairman
Annual General Meeting
12 July 2017

2. Agenda 5pm - Welcome and introduction. Chris Burdon, Chairman
Overview of 2016/17 and key achievements. Sarah Dugan, Chief Executive
Overview of the Annual Accounts 2016/17. Robert Mackie, Director of Finance
Overview of the Quality Account 2016/17. Michelle Clarke, Director of Nursing and Quality
Presentation on Global Digital Exemplar. David Brown, Associate Director of IT / Mick Mather, Associate Director of Contracting, information and Performance
6.30pm – Closing remarks

3. Our Board

4. Sarah Dugan, Chief Executive
Annual General Meeting
Overview of 2016/17

5. Our Services Community Care Service Delivery Unit
Wyre Forest Locality (North)
Redditch & Bromsgrove Locality (North)
South Worcestershire Locality (South)
Adult Mental Health & Learning Disability Service Delivery Unit, including Forward Thinking Birmingham
Children, Young People & Families Service Delivery Unit
Specialist Primary Care Service Delivery Unit

6. Our services

7. Service changes Opening of Wyre Forest Ward, Kidderminster
Opening of Timberdine Community Unit, Worcester
Launch of Worcestershire Wellbeing Hub
Forward Thinking Birmingham
Starting Well 0-19 service launched
New model for Sexual Health services, Herefordshire and Worcestershire
Closure of Harvington Ward as part of redesign of Adult Mental Health

8. Our Vision…
Working together
for outstanding care

9. …And values

10. Courageous Freedom to Speak Up Guardian Adult Mental Health Redesign
New Telephone Advisory Service for Health Visiting
Duty of Candour

11. Ambitious Red to Green Initiative Worcestershire Alliance
Healthy Minds App
Global Digital Exemplar
Full implementation of Carenotes
New stroke rehab pathway

12. Responsive Co-production as a core principle Patient Safety Walkabouts
Queuing system at Lowesmoor Dental Access Centre to support patient confidentiality
Change of visiting hours in Community Hospitals to support stroke rehab
The Learning Disability Service has developed a Nurse Duty System to reduce waiting times
Older Adult Mental Health ward videos

13. Empowering Launch of our Wellbeing Hub
Soundbite CAMHS Walkthrough videos for new service users
Public awareness campaigns
New Opportunities Worcestershire
Youth Board
Apprenticeship and work experience programme

14. Supportive Staff Awards Changes to appraisals Big Shout Out initiative
Development and training, including formal leadership development
Flu vaccination campaign

15. CQC Ratings Table for All Services Inspected (
CQC Ratings Table for All Services Inspected (*denotes service re-inspected in November 2015 and May 2016)

16. Responding to CQC Keith Winter Close –
All patients individually assessed for their risk of self-harm.
Updated alarm system
Community mental health teams for older people
Improved medicines record keeping process
Community health services for adults
Storage of medication recorded and monitored at John Anthony Clinic
Improved process for maintaining equipment

17. Sustainability & Transformation Plan
5 year plan for the local health & care system
Ambition to address the ‘triple aims’
Emerging priorities:
Prevention & self-care
Increasing access to primary care
Strengthening ‘out of hospital’ care
Sustainable specialist services
Reviewing access to urgent care
Workforce, IT and Estates priorities to enable change
Draft plan submitted in November 2016
Early engagement November to February 2017
Informed a refresh, on today’s board agenda
Ahead of further specific engagement and potentially formal consultation as proposals develop

18. Annual General Meeting Financial Performance 2016/17
Robert Mackie, Director of Finance
Annual General Meeting
Financial Performance 2016/17

19. Achievement of financial duties
Target
Achieved
Explanation
Breakeven
Achieved a year end surplus of £5.089m
Remain within the Capital Resource Limit
The Trust spent its capital resource limit £3.997m
Remain within the External Financial Limit
The Trust under-spent against its limit by £0.507m (allowed)
Capital Cost Absorption rate (3.5%)
The Trust achieved the 3.5% rate
Pay 95% of valid invoices within 30 days of receipt
BPPC compliance rate of 98%
Agency Ceiling (£7.030m)
Kept expenditure below the ceiling cap
Cost Improvement Programme
£5.250m delivered recurrently

20. Total Income £173.6m The main categories:
Patient related income £166.8m
Education and Training £2.6m
Non-patient care services to other bodies £1.4m
Sustainability & Transformation Funding £2.0m
Other miscellaneous income £0.8m

21. Total expenditure £168.5m Main components:
Salaries & wages £133.0m - (78.9%)
Clinical supplies & services £15.5m (9.2%)
Other non pay costs* £15.7m (9.3%)
Capital Charges £4.3m (2.6%)
Fixed asset impairment** £12.8m
* includes services from other NHS and Non-NHS bodies, premises & establishment costs (heat, light, rates, cleaning & transport).
** impairments – technical adjustment, no impact on the performance of the organisation.

22. Non Statutory Achievements
Trust Cost Improvement Programme
Full recurrent delivery of the £5.3m plan (2016/17)
£37.3m of recurrent savings during the last 5 years (2011/12 – 2015/16)
£4.0m Investment in the Capital Programme
£1.0m on Estate Strategy Implementation
£0.2m Medical equipment replacement
£0.2m Refurbishments & Care Environments
£0.3m Backlog Maintenance
£2.3m IT, EPR, mobile working, interoperability & equipment replacement

23. External Audit Opinion
Unqualified audit opinion on financial statements
No significant weaknesses in internal control
Proper arrangements in place to secure Value For Money (VFM)
Challenging how the organisation secures economy, efficiency and effectiveness in the use of resources
Securing financial resilience

24. Annual General Meeting Quality Account 2016/17
Michelle Clarke, Director of Nursing and Quality
Annual General Meeting
Quality Account 2016/17

25. Looking Back - Our 3 Quality Account Priorities From Last Year:
Improving care for people with Dementia
Improving physical health care for mental health patients
Promoting an open and learning culture

26. 45% 100% How did we do? Target met uptake Doubled response rate
Dementia friendly/dementia aware organisation
Measure: Increase of the uptake of the This is me booklet
Key achievements:
Training for all staff
Johns Campaign
Always ensure our patients and carers have the best possible
experience.
Measure: The number of Friends and Family Test (FFT) responses
Key achievements:
95% patients would recommend us
FFT Champions in hospitals
Ensure there is parity of esteem for mental health patients
Measure: Number of mental health staff completing physical health training
Key achievements:
SHAPE Programme
Physical Health Lead

27. Our 2016/17

28. Our 2016/17

29. Our 2016/17

30. Looking Forward – Our Quality Account Priorities for 2017/18:

31. Thank you – any questions?

32. Mental Health Global Digital Exemplar
Mick Mather, Associate Director of Contracting, Information and Performance
David Brown, Associate Director of ICT
Annual General Meeting

33. Why are NHS England creating Exemplars?
To focus and maximize the benefits of investing in and optimizing digital technology support and underpin the Five Year Forward View
To ensure Clinicians, professionals, social workers & service users have timely access to accurate and up to date information
Joining up health, social care and inclusion systems to support service redesign and new care pathways are key to improving outcomes for service users.
In short – Using Digital Advanced Trusts to drive forward innovations in Patient Care in order to create a series of ‘digital blueprints’ to be used across Mental Health.
The Mental Health GDE Programme followed the Acute GDE bid process which saw only 16 Acute Trusts Nationally
Source : NHS England Supporting slides for bid

34. How did the NHS determine the longlist of 14?
Cohort selected on the basis of:
A CQC score of Excellent or Good
NHSI confirmation that the organisations are well placed to deliver the ambitions of the Programme
High Digital Maturity self-assessment scores (Trusts seen as digital leaders already)
Leading innovative health and care initiatives enabled by digital technology. (Trusts seen to be innovators already)

35. The bid requirements – a vision for world class MH services
Longlisted Trusts asked to:
Describe what a successful Exemplar Trust would look like to it’s staff & patients.
How we would contribute to the wider Health and Social Care Economy

36. The evaluation Our Bid was submitted on the 19th Jan 2017
Evaluated by NHS Digital on the 21st January 2017 – Confirming feasibility and project governance elements of bid and recommendations to International panel.
27th January 2017 – International panel led by Keith McNeil NHS Chief Clinical Information Officer and Prof Tim Kendall – National Clinical Director MH NHS England evaluate bids.
Successful Exemplars announced on the 31st March 2017

37. The exemplars…
Worcestershire Health and Care NHS Trust awarded Digital Exemplar status along with 6 other Trusts:
South London and Maudsley NHS Foundation Trust
Mersey Care NHS Trust (includes Calderstones)
Birmingham and Solihull Mental Health NHS Foundation Trust
Northumberland, Tyne and Wear NHS Foundation Trust
Berkshire Healthcare NHS Foundation Trust
Oxford Health NHS Foundation Trust

38. How significant it the GDE Award?
We become one of only 7 Trusts who will significantly change the way other Mental Health organisations interact with their patients and health economies, through the blueprints we build with our staff and patients.
Our views and approaches to digital innovation in health care will influence how Mental Health and Community Services are reshaped by technology.
Allows our Staff and Patients to directly shape the future of Health Care here and across the UK.

39. Our bid in themes Four Main Themes: Infrastructure
Mobile & Agile Working
Building on our EPR
Improving Clinical and patient outcomes

40. Our bid in themes… Infrastructure
A secure flexible environment ensuring clinicians can access the services they need wherever they are.
Clinicians need access to IT systems and services securely wherever they and their patients feel appropriate.
Technology should never ‘get in the way’.
Patients should have access to Wi-Fi and the services we can provide to them in our buildings.
Robust, secure and flexible systems of paramount importance.

41. Our bid in themes… Mobile and Agile Working
Enabling our Mental Health Services to work with our patients wherever they feel appropriate.
Improvements to our mobile EPR solutions to support our clinicians, more of our EPR available on the move.
The provision of a holistic view of the patient by joining Care Record systems across our community to enhance safety and patient care.
Support our mobile workforce with ‘voice to text’ services to improve data capture.

42. Our bid in themes… Building on our EPR
Adding New functionality into our Carenotes EPR to support better clinical outcomes
Electronic Prescribing and Medicines Administration driving the patient safety agenda.
Using Standards such a SNOMED-CT and OPCS4 coding to allow greater levels of analysis and clinical decision support.
Enterprise Document Management – unlocking the legacy paper records.
Greater support for clinical pathways and clinician support tools within the EPR.

43. Our bid in themes… Improving Clinical and Patient Outcomes
Supporting clinical workflows across different care settings and organisations to support Multi Disciplinary team working & STP objectives. To provide the Patient with greater control of their care and the ability to contribute to it.
Patient Applications, Games and Assistive technology which supports the Patient and widens their access to services, helps them stay at home.
Providing options for video consultations.
Provide electronic support to MDT processes across Primary, MH and the Acute. No patient dropping through the cracks.
Giving our Patients access, securely to their Electronic Records and to contribute to their own care.

44. Work in progress… March 2017 onwards….
With NHS Digital and England, drafting and revising the funding contract between ourselves and NHS England.
Determining the Governance structures and clinical engagement & patient forums to support the programme.
Working closely with the two other Advanced CareNotes GDE’s (Oxford and SLAM) to ensure a joint approach to our requirements with our key supplier
Working with EMIS and the GP community to determine the local requirements for closer integration.
Developing a software platform for information exchange between care providers.

45. Thank you – any questions?