AH ANNUAL REPORT 2018

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of staff and governors, assess each submitted nominee against the Trust values and declare the winner as Alder Hey Star of the Month. The winning individual or team receives a certificate, a gift voucher, and a place in the Atrium Star Chart. Staff ’pledge wall’ Activities included: • A free raffle with 61 prizes, for staff who submitted a change pledge. • A commitment from staff to participate in a Randomised Coffee Trial, where pairs of staff from different parts of the Trust meet over a coffee and discuss each others roles, with a view to gaining a greater understanding of the organisation and sharing improvement ideas. • Numerous healthy lifestyle stalls including ‘Smoke Free Liverpool’, ‘Simplyhealth’, ‘Citizen’s Advice’, ‘Slimming World’, ‘Union advice’, ‘Financial Advice’, ‘NHS Pensions advice’ A delighted staff member claiming her raffle prize ‘Annual Staff Awards’ – The annual awards evening is designed to bring people together and celebrate the passion, dedication and successes of our remarkable staff at an annual Alder Hey Star awards gala. There are 11 categories which recognise staff for the commitment, care and compassion they deliver all year round. This includes a category which is subject to a public vote, the winner of which this year was described by patients as “nothing short of exceptional”, “extremely compassionate and caring”, and “truly made the difference in helping me and my family cope through what was the worst time in our whole lives”. Alder Hey Stars celebrating at the Annual Awards gala dinner ‘Thank You Cards’ – We have also developed a simple thank you card that all staff can download and use as an expression of gratitude to their colleague(s) whether for a piece of hard work they have done, or a positive attitude, or even simply just to show that they are appreciated. • Star Awards This year, we relaunched our staff recognition scheme to provide several opportunities for staff to recognise the tremendous work done by colleagues, by nominating them for a Trust award through the monthly or annual staff awards, or to simply say thank you to staff using one of our specially designed ‘thank you’ cards. ‘Star of the Month’ award – Staff are invited to submit nominees each month with evidence of how an individual, or a team, truly live the Alder Hey values and go beyond the call of duty. A panel of judges made up Alder Hey ‘Thank You’ Card Alder Hey Children’s NHS Foundation Trust 124 Annual Report & Accounts 2017/18
Future Plans • Continue to utilise Listening into Action as an empowerment methodology to engage staff and patients in identifying and implementing improvement opportunities • Hold a Quality Summit with contributions from all specialties and departments as well as children and families to identify local priorities whilst maintaining children and families at the centre of everything we do. • Repeat the ‘Fab staff’ week to ensure we continually recognise and reward staff for their outstanding work • Continue to explore new and innovative ways of building staff confidence and motivation. Increasing the Black and Minority Ethnic (BME) Workforce Within the Trust by a Further 5% by 2022 Aim: Increase the BME workforce by 1% each year, over the next 5 years to 2022, thus reflecting the demograhic make up of the local population, with an 11% BME population. Targets: • 1% increase each year Outcomes - 2017/18: • April 2017 – 190 BME employees (5.6%) • March <strong>2018</strong> – 222 BME employees (6.3%) • Overall annual increase of 0.7% The Trust recognises that the staff are the most important and valuable resource and are committed to attracting and retaining a diverse and motivated workforce, with the right skills, values and knowledge to deliver world class care for patients. Creating a more diverse and inclusive workforce will enable the organisation to deliver a more inclusive service and improvement in patient care. Improvements 2017/18 • Review of Recruitment and Selection Policy, methods and training – a revised Recruitment and Selection Policy and Management Toolkit was implemented in June 2017, providing clear direction to managers and staff regarding the processes in place when recruiting staff internally and externally. • During August 2017 a revised Recruitment and Selection Training programme was introduced for recruiting managers providing information relating to selection methods which enabled recruiters to avoid any form of discrimination or unconscious bias. • BME staff also received the recruitment and selection training to act as a ‘critical friend’ and to share personal experiences, which can in turn be incorporated in the programme to enrich the training. • The Human Resources Team have identified recruitment campaigns where BME applicants have applied and been shortlisted. HR team members have then observed those interview panels ensuring that no form of discrimination or unconscious bias occurs. To date no unconscious bias or discrimination has been identified. • Training has also been provided to managers to assist them with constructive and meaningful feedback to unsuccessful applicants following interview. Managers and staff have also accessed Cultural competence training. • The Trust has adopted ‘positive action’ in recruiting - the following statement is contained on all advertised vacancies on NHS Jobs. “Black, Chinese and Disabled individuals are underrepresented in our total workforce, and males are under-represented in our nursing workforce. We actively encourage applicants from these groups”. • The development of an inclusive careers promotional video and brochure is now in use to further assist in our recruitment strategy. • The Trust has also developed a pathway for volunteers enabling them to apply for internal vacancies following successful placement within the volunteer’s team. This opportunity has been promoted to various BME groups and networks. • Introduction of and development of a Staff BME Network – the BME Network was introduced in April 2016; the aims were to address under-representation of BME groups at Alder Hey. This group has been invaluable in understanding and addressing issues affecting the BME workforce. The group has reviewed the reasonable adjustments processes, and evaluated internal recruitment processes and opportunities which has already enabled staff progression and development. • Development of Pre-employment Programme – during October 2017 Alder Hey and Job Centre Plus implemented a programme offering unemployed members of the local community the opportunity to participate in a 10 week work experience programme based within Alder Hey. Following successful completion of the programme the applicants were offered the opportunity to apply for internal vacancies or bank work within the Trust. When advertising the Trust targeted BME groups and actively encouraged applicants from BME backgrounds. Alder Hey Children’s NHS Foundation Trust 125 Annual Report & Accounts 2017/18
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A E H E LD Y R ANNUAL REPORT & ACCO
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©2018 Alder Hey Children’s NHS F
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A MESSAGE FROM OUR CHAIR AND CHIEF
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PERFORMANCE REPORT OVERVIEW The fol
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Teenage Cancer Trust Honorary Patro
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OUR CQC RATINGS The Trust’s curre
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• Applied clinical research perfo
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The Trust’s performance against n
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‘Alder Play’ A new approach to
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KEY RISKS TO DELIVERY IN 2017/18 Th
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Regulatory Ratings NHS Improvement
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Expenditure Operating expenses tota
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ALDER HEY USES MRI/ CT DATA TO CREA
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Louise Shepherd CBE - Chief Executi
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Mags Barnaby - Interim Chief Operat
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NHS IMPROVEMENT’S WELL LED FRAMEW
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Clinical Educators The Trust has ag
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All complainants are offered the op
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have resulted in Memoranda of Under
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The Community Cluster Developed wit
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Alder Hey’s collaborative campaig
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accordance with Non-Executive remun
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(R) Indicates that the individual i
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SALARY AND PENSION ENTITLEMENTS OF
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STAFF REPORT Analysis of Trust staf
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approach to internal materials and
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EXIT PACKAGES 2016/17 Exit Package
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As in 2016, we surveyed all staff i
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NHS FOUNDATION TRUST CODE OF GOVERN
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Governor Constituency Class Term of
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Throughout our membership activitie
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Attendance at Board of Directors an
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External Audit In April 2017 new re
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Segmentation Alder Hey has been pla
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STATEMENT OF THE CHIEF EXECUTIVE’
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During the year the Trust sustained
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Page 90 and 91: Local Audit Retrospective Audit of
Page 92 and 93: Local Audit How often are high ferr
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Page 134 and 135: 3.3.8 Peri-operative Care The focus
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5.1 Operating Expenses 2017/18 £00
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7.1 Retirements Due to Ill-Health D
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11. FINANCE EXPENDITURE Finance exp
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15. PROPERTY, PLANT AND EQUIPMENT 1
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15.3 Property, Plant and Equipment
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20. TRADE RECEIVABLES AND OTHER REC
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24. OTHER LIABILITIES 26. FINANCE L
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30. OTHER FINANCIAL COMMITMENTS The
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32.2 Carrying Values of Financial A
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32.5 Maturity of Financial Liabilit
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34. RELATED PARTIES (CONT’D) In a
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KEY AUDIT MATTERS Key audit matters
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AN OVERVIEW OF THE SCOPE OF OUR AUD
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“A matter is significant if, in t
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Alder Hey received visits from both
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