A A A
overlay

Legal

Class 5 - Aims & Achievements

Class Description: Targets, aims and objectives and key performance indicators

South Tyneside NHS Care Trust was established as an NHS Trust in 1993 to provide community and hospital services to the people of South Tyneside and surrounding areas, becoming (on 01/01/2005) South Tyneside NHS Foundation Trust - authorised as one of the new NHS Foundation Trusts.

Financial Targets & Aims

To a achieve a break-even position on income and expenditure taking one year with another within a pre-set external finance limit (EFL), and to meet the capital resource limit (CRL).

Financial objectives:

Comply with the better payment practice code.

Performance

As one of the best performing organisations in relation to waiting times, we still feel that there is further to go and for this reason we hope eventually to become a ‘no waiting’ organisation. We hope that patients choose to use our services not just because we provide the most appropriate service to meet their needs, but because we do so quickly, in a pleasant welcoming environment at a time and place convenient to them.

Performance Targets

In many cases we have exceeded our performance targets. We want to make sure that our patients do not have to wait for services and that when they receive treatment they get the best possible care in a way which meets their own needs and preferences. We believe that with the right programme of investment and by redesigning some of our services we can reduce times to a minimum - and are changing and developing with this in mind.

To achieve our challenging targets we have set for ourselves, we need to look closely at what we do, to make sure that we make the very best use of skills we have, to make sure patients are seen and treated in the right place, at the right time, by the best person to meet their needs. We have been investing in new ways of working for some time and already have a number of schemes in place which allow our staff to use their skills to the fullest extent to support our patients.

Governance

The board is accountable for internal control. As an Accountable Officer the Chief Executive of this Board has the responsibility for maintaining a sound system of internal control that supports the achievement of the organisation’s policies, aims and objectives.

The board has developed its governance arrangements to meet the requirements of national guidance in respect of risk management and a strong accountability framework has been established within the Trust.

The Trust has established close working relationships with partner organisations in the South Tyneside health economy and continually assesses its performance indicators. Close links are also maintained with the NHS ENgland, with regular meetings being held to address issues and priorities across all activities.

The system of internal control is designed to manage risk to achieve policies, aims and objectives. The system of internal control is based on an ongoing process designed to:

  • Identify and prioritise the risks to the achievement of the organisations policies, aims and objectives
  • Evaluate the likelihood of those risks being realised and if so the subsequent impact ,and to manage them efficiently, effectively and economically

Risk Management Strategy

The Trust has a Risk Management Strategy which brings together in one document the Trust’s approach to risk management, including:

  • A statement of the philosophy underpinning the Trust’s approach to risk management
  • The objectives of the strategy
  • A clear definition of the roles and responsibilities of managers within the risk management process
  • A clear description of the roles and responsibilities within the risk management structure of the Trust Board Sub Committees
  • The maintenance and review of the risk register
  • A description of the system of risk evaluation used throughout the Trust
  • A description of the existing policies/documents to which the strategy is linked
  • Ensuring risk management is incorporated in formal induction and training syllabi for Trust Staff
  • The incorporation by managers of risk management in routine training needs analysis

The Risk Management Strategy has been cascaded through briefing systems, electronic communications and a summary made available to all staff.

Key elements of the Trust’s Risk Management Strategy are:

  • A clear definition of risk and what is acceptable risk
  • A risk management structure defining the roles and responsibilities of specialty/department level risk management, the Clinical Incident Review Group and the Choose Safer Care Committee and Audit Committee
  • The system and sources for identifying risks, maintaining the risk register and reporting progress on actions plans to the appropriate level
  • A single risk evaluation system defining how risks are evaluated and to what level they should be reported. The evaluation system is used throughout the Trust to assess all risks including within the business planning process

The Risk Management Strategy is monitored on behalf of the Board by the Choose Safer Care Committee including a formal annual review. The processes underpinning the strategy are monitored by the Audit Committee.

Assurance Framework

An assurance framework for has been established based on the Trust’s strategic objectives and an analysis of the principle risks to the Trust achieving those objectives. The key controls which have been put in place to manage the risks have been documented, and the sources of assurance for the individual controls have been identified. The main sources of assurance are those relating to internal assessments by outside bodies such as the Commission for Healthcare Audit and Inspection, the NHS Litigation Authority and the Health and Safety Executive.

The process of building the assurance framework has enabled the Trust to identify any gaps in its internal control procedures and any additional assurances it requires on the effectiveness of the controls it has established. The process also provides the main sources of evidence to support the Statement of Internal Control. The action plans required to further develop the assurance framework and to ensure that all gaps in control and assurance have been identified are the responsibility of the Choose Safer Care Committee. The involvement of external stakeholders in the Trust’s risk management programme is a key element of the Trust’s Risk Management Strategy. This requires timely communication and consultation with external stakeholders in respect of all relevant concerns as they rise.

Risk Management

This is the combination of Controls Assurance processes that informs the Board about significant risks within the organisation, linking together financial, organisational and clinical controls.

Monitoring

The Trust is monitored and scrutinised by a number of external bodies in regard to its performance in a variety of areas. These areas may relate to specific service areas, professional conduct, and adverse events or to the overall management of the Trust.