Item 8 - Sheffield Health and Social Care

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2.12 Our performance against keyhealthcare targetsWe have performed well and achieved all requiredhealthcare targets. The information about howwe did against different targets for our servicesis contained in our Quality Report in Section 11.In summary we achieved:• All targets for mental health services required byFoundation Trusts, and by the Departmentof Health• All targets to improve access to psychologicaltherapies for common mental health problemswithin primary care• The standards for childhood immunisation, andour performance improved within our GeneralPractice services in respect of primary care andstandards for vaccinations• National targets for the effectiveness oftreatment for substance misuse services• Required standards of care in respect of thequality of food, privacy and dignity and theenvironments in which we deliver our services.2.13 How we monitor improvementstowards meeting national andlocal targetsOur performance framework ensures we are ableto effectively monitor progress against national andlocal targets. The framework is based upon:• Clear accountability throughout the organisationensuring we are aware of what is expected of us• Established performance measures andindicators that will enable us to assess ourachievement in delivering high quality care andour overall strategic aims• The provision of appropriate information toenable reviews of local and organisationalperformance and on-going decision making.The Board of Directors receives a range of performancedata and information within a planned reportingframework to ensure monitoring and evaluationof progress and outcomes is undertaken andimprovement interventions are directed when required.2.14 Significant changes we havemade to existing services and newservices we are providingDetailed information regarding the range and scopeof the changes we have introduced to improve anddevelop our services is outlined in section 2.4 ofthis report. At an organisation-wide level, the moresignificant changes that have been made to ourservices are summarised as follows:• We began building our new community centre tosupport people with learning disabilities who alsohave challenging behaviours. We have investedover £3 million in a new centre at Roewood tosupport the delivery of integrated care, supportand treatment. This new service will integrateour community and inpatient teams so that careand support can be provided seamlessly acrosscommunity and residential settings. We are excitedand proud of this long overdue development.The standard of the care we have provided at ourprevious service, the ATU, has been recognised bythe CQC as being of a very high standard, but in apoor quality environment. We look forward to ournew purpose-built facility supporting the service todeliver even better support in the future• We changed the way we provide our CMHTservices. Following consultation in 2011/12 wecombined our different teams into an integratedservice. We now have four teams, each coveringa different area of Sheffield. Each team providesfor new assessments, liaison and consultationwith primary care and short term interventions,crisis support and home treatment and ongoingrecovery support and treatment whereneeded. These changes were introduced overthe summer and autumn of 2012 and earlyevaluation of the impact has been positive• Towards the end of 2011/12 we combined ourpreviously separate day hospitals and dischargesupport teams for older adults into an integratedcrisis and home treatment support team. Thistype of support was available for working agedadults but not older adults within Sheffield.The new service fully started from April 2012onwards. The purpose of the service is to providecommunity based intensive support for people ina crisis as an alternative to hospital admission• As part of a national pilot our IAPT serviceshave been identified as one of seven Pathfindersites in the country. The pilot has aimed toexplore how best to support people with longterm physical health problems, and people withmedically unexplained symptoms through betteraccess to psychological therapies. The formalevaluation of the full pilot will not concludeuntil next year. Initial and emerging resultsfrom the pilot indicate that this developmenthas had a real and significant impact on thelives of people in Sheffield• Under the Sheffield-wide developmentprogramme, Right First Time, we have pilotednew services into Sheffield Teaching HospitalsNHS Foundation Trust. These services havelooked to expand and support the provisionof advice, assessment and after care providedto older people with mental health problems,particularly dementia, who have been admittedfor general hospital care• We have developed a new service throughour SPACES service. The Recovery EducationProgramme (REP) is a short-term intensiveeducation programme designed to help peopleget back on track as part of their mental healthrecovery. The programme deals with a widerange of issues focussing on the challenges thatoften block a person’s recovery. This approach ispart of our overall recovery agenda, to promoteand develop ways in which we can help peopleto better equip themselves to develop their ownplans to achieve their own goals• Following an engagement and consultationprogramme led by the Council, we implementedour plan to provide better quality and intensiverespite support for people who experienceemergencies with their support arrangements.Our plans aim to support people to stay athome rather than being admitted to hospital ora care home. We aim to deliver this through asmaller but higher quality respite service, andby supporting more people than at present withindividual care packages that are focussed onsocial and community engagement, deliveringrespite support in a non-residential way. Partof this plan has brought together servicespreviously provided by the Norbury and HurlfieldView resource centres, and as a result Norburywas closed in March 2013.2.15 How we work with our partnersWe work in partnership with the organisations thatcommission our services, namely NHS Sheffield,the emerging Clinical Commissioning Groupand Sheffield City Council. This allows us tounderstand the health and social care needs in thewider population, to influence the commissioningapproach taken and to develop new services for thebenefit of the people of Sheffield.We work in partnership with a diverse groupof interested parties across the public and thirdsector, voluntary and local community groups. Thisallows us to develop better relationships with otherorganisations who support people in Sheffield andfosters better collaborative working between us.We use these opportunities to promote the needsand interests of the people that we serve andto reduce some of the barriers people can oftenexperience in accessing the services that they need.We also provide a number of services in partnershipwith other organisations.2.15.1 Delivering integrated healthand social careWe have a formal partnership agreement withSheffield City Council to deliver integrated mentalhealth services across health and social care forworking aged adults (people aged between 18 – 65years of age). Under this partnership, Sheffield CityCouncil has formally delegated to us its statutoryresponsibilities for the provision of services coveredby the partnership agreement. This partnershiphas been in place for over 10 years and has beeninstrumental in allowing us to develop and providethe services that we deliver. The people who use ourservices have benefited from our ability to developand deliver genuine integrated models of servicesthat provide seamless care pathways across healthand social care.Through our partnership arrangements with SheffieldCity Council, we also deliver integrated services forpeople with learning disabilities. Together we haveestablished a single joint service model across healthand social care.During this year we entered into a new partnershipwith Rethink, for the delivery of a Crisis Houseservice in Sheffield. We have commissioned Rethinkto provide a Crisis House, run and staffed by themand it is scheduled to open in April 2013.2526
This development is an important step in the waywe are improving how we support people whoexperience a crisis with their mental health. Itprovides more choice for people about how wecan support them. Rethink have a lot of experiencein providing crisis house services elsewhere in thecountry, and we are pleased to be developing thisimportant service in partnership with them.2.15.2 Intermediate careWe work in partnership with Sheffield TeachingHospitals NHS Foundation Trust to provideoccupational therapy and mental health servicesinto the intermediate care services they provide.2.15.3 Improving service user experienceIn partnership with MAAT Probe and other serviceusers we have continued the implementation ofRESPECT training following extensive review of ourservices in 2011/12 focussing on the prevention andmanagement of violence and aggression. By workingin partnership in this way we have been able to effectsignificant and positive change to our practice inthis challenging area. Information regarding this isprovided in more detail in Section 11.Sheffield Wednesday’s Rob Jones helpinglaunch the 12 for 12 campaign2.15.4 Partnerships with the people whouse our servicesMost importantly, we work in partnership withthe people who use our services, our membersand Governors who represent them. We worktogether in monitoring and evaluating the currentperformance of our services and in planning theirdevelopment in the future. Numerous examplesthat illustrate how we have benefited from thisare outlined in the Quality Report in Section 11.2.16 Valuing our staffSupporting Staff through ChangeThe drive to improve and respond positively tochanges in our social and economic environmenthas continued over the past year. Inevitably this hasinvolved both challenge and change. The Trust‘spolicies and procedures to help and support staffcontinue to be applied, and adapted as necessary, tomeet these requirements. The Trust’s redeploymentprocess in particular has been successful in helpingto ensure that the retention of staff is maximizedconsistent with skills and service requirements.The Trust also regularly provides the opportunity forstaff wishing to apply to leave employment underthe Mutually Agreed Resignation Scheme (MARS).This is based on a national model and so far therehave been 5 rounds of this scheme since it wasintroduced in April 2011. This has helped to reducethe headcount across the Trust consistent with thefinancial plans and situation.The CMHT reconfiguration has progressed successfullythough not without its’ challenges, and across theTrust there are a number of similar but smaller scaleprojects taking place. Currently the Trust is workingwith other Trusts in the city to re-orientate thearrangements relating to the provision of a numberof facilities management and other contracts.Throughout these processes the Trust has workedclosely in conjunction with Staff Side.The restructuring of Clinical Directorates last yearled to the development of closer integration of oursenior/middle managers (both between themselvesand with the HR team) to enable greater sharingof knowledge and experience as well as helpingto ensure common issues are highlighted andaddressed. The Executive Team has also reconfiguredsome of its roles and responsibilities to better matchinternal and external requirements.The coming year will see further considerationbeing given as to how to help facilitate changemanagement, including the provision of additionaltraining, tools and techniques. This is in anticipationand recognition of further changes includingthose relating to acute care and our social careestablishments. More broadly, the Trust has takenforward the development of its Training Prospectuswhich has assisted staff in ensuring that they havethe right skills and competencies for their role.The recognition of the importance of work-lifebalance has been demonstrated by our 12 for 12Campaign to improve staff health and well-being,which concluded in Autumn 2012. This involved12 sets of activities over 12 months picking up thetheme of the Olympic Games. It actively encouragedstaff to participate in activities such as cycling,walking, stress reduction, eating well and dancingamong other events. The Trust already has a numberof existing health and wellbeing initiatives e.g.Workplace Wellbeing, Mindful Employer and staffhealth and wellbeing web pages on the ‘Working forthe Trust’ section of the SHSC internet site. Howeverwe decided that we needed to consider further waysto engage staff around their health and wellbeing. A15 month ‘task and finish’ group was established andchaired by Sue Rogers, Non Executive Director. Thegroup had representatives from all the key sites acrossthe Trust including communications, estates, inpatientareas and community teams. The remit of this groupwas to develop staff engagement around health andwellbeing, review progress of the Boorman reportwithin the Trust and take forward some practicalideas. By offering a variety of experiences aimed atappropriate times of the year over a focused period,we hoped there would be something for most staffand that some would continue with activities afterthe events. With no NHS funding allocated to theproject we successfully applied for £3,000 from theSheffield Charitable Trust to support ‘12 for 12’.About 935 people took part in the activities (basedon attendances at events, bookings and participationin activities). Whilst we are aware that some of thisnumber were repeat participants, we also knowthat there were others who accessed the websiteand used the information but did not attend events.Indeed, the web pages acquired 3560 hits duringthe campaign period. The Trust was awarded a silvercertificate from the NHS Sport & Physical ActivityChallenge, a scheme inspired by the 2012 Gamesto promote a healthy lifestyle and encourage andsupport staff to get more physically active.Work-life balance was also addressed through theintroduction of our Additional Leave Scheme during2012/13. This has provided staff with the scope toapply for up to 30 days additional leave as part of asalary exchange agreement. The scheme has provedvery successful in terms of take-up with 95 stafftaking on average around two additional weeksholiday. This has also contributed significantly tocost savings within the Trust. It has been agreed torun a similar scheme for the 2013/2014 financialyear. In addition to this new scheme, the Trust alsoupdated its Flexible Working Policy and renewed theVoluntary Reduction in Hours Scheme.As part of the 12 for 12 Campaign the Trustintroduced a salary exchange scheme for thepurchase of cycles. This scheme has been renewedand the Trust is currently in the process of extendingsalary-exchange schemes to other areas such asmobile phones and computers.2.16.1 Equal opportunity statementWe believe in fairness and equality and aim to valuediversity and promote inclusion in all that we do.This is demonstrated in our strategic vision, which isthat people who use our services will achieve theirfull potential, living fulfilled lives in their community.Valuing the diversity of people who work in ourservices and prioritising equal opportunity isessential to meeting this aim.We are committed to eliminating discrimination,promoting equal opportunity and doing all thatwe can to foster good relations in the communitiesin which we provide services and within our staffteams, taking account of gender, race, colour,ethnicity, ethnic or national origin, citizenship,religion, disability, mental health needs, age,domestic circumstances, social class, sexualorientation, marriage or civil partnership, beliefsand trade union membership. Everyone who comesinto contact with our organisation can expect tobe treated with respect and dignity and to haveproper account taken of their personal, culturaland spiritual needs.2728
Page 1: ANNUAL REPORT AND ACCOUNTS2012 - 20
Page 6: 2.0 Directors’ Report2.1 Foundati
Page 9 and 10: • The directorate manages beds fo
Page 11 and 12: • Changes in demand are starting
Page 13: 2.5 An overview of our arrangements
Page 17 and 18: 2.16.5 Sickness AbsenceThe Trust re
Page 19 and 20: 2.17.7. Key financial risks and cha
Page 21 and 22: SHSC Headquarters at Fulwood House3
Page 23: B) Pension benefitsAs Non-Executive
Page 26 and 27: Governors at the Annual Members mee
Page 28 and 29: Number ofseats2 YoungService user/C
Page 30 and 31: 6.0 MembershipFoundation Trust stat
Page 32 and 33: Service User artwork at Moncrieffe
Page 34 and 35: Name Position Term Number of meetin
Page 36 and 37: 7.3.4 Remuneration and Nominations
Page 38 and 39: Paul RobinsonACMA, CGMAExecutive Di
Page 40 and 41: 8.0 Staff SurveyThe Trust employs a
Page 42 and 43: Art therapy session on ward G1In ad
Page 44 and 45: 10.0 Sustainability ReportOur appro
Page 46 and 47: Part 2A: A review ofour priorities
Page 48 and 49: How did we do?We believe we are mak
Page 50 and 51: How did we do?We have made positive
Page 52 and 53: 101How do our structures help ensur
Page 54 and 55: Improving the management of Violenc
Page 56 and 57: National audit of psychological tre
Page 58 and 59: Part 3: Review of ourquality perfor
Page 60 and 61: Drug and alcohol servicesThe servic
Page 62 and 63: 3.3 Service user experienceComplain
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Memory servicesSurveys have led to
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It was harder for the Committee to
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This report, including the conclusi
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13.0 Annual Governance Statement13.
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of the systems of internal control.
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• Reports from External Audit;•
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We are not required to assess, nor
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The Accounts of Sheffield Health an
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SUPPORTING NOTESTO THE ACCOUNTSNote
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Revaluation gains and lossesIncreas
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of all assets less the value of all
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3.4 Operating income by type compri
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The aggregate of remuneration recei
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No assets were held under finance l
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13. Cash and cash equivalents15. Tr
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A provision of £729,000 relates to
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The value of transactions with boar
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Actuarial gains and losses are reco
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17.0 ContactsSheffield Health and S
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Item 8 - Sheffield Health and Social Care

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