Trust reports

Annual Report 2018/19

You can view our full annual report 2018/19 which provides details of the excellent care we provide to communities we serve in West Sussex, Brighton & Hove and the High Weald, Lewes and Havens area of East Sussex.

View our annual report summary which covers highlights our successes, achievements and performance.

Details of Trade Unions can be found here.

Brand Management Strategy

Our brand management strategy explains the SCT brand in the light of our development as a trust since 2010.

Care Without Carbon Strategy

Our Care Without Carbon strategy explains how we are committed to reducing carbon emissions from our care services, with a long-term aspiration to becoming a carbon neutral healthcare provider.

Care Without Carbon – Annual Sustainability Report

The Annual Sustainability Report shows the progress we’ve made in each of our seven steps to sustainable healthcare since Care Without Carbon was launched.

Clinical Care Strategy

Our clinical care strategy explains how we aim to make our services easy to use, safe, consistent, effective and right for each individual.

Constitution

Based on NHS Foundation Trust Model the SCFT Constitution was reviewed and updated in December 2018.

Digital Strategy

Our Digital Strategy sets out how we will improve our patients’ health and well-being and their care experience through the effective use of data, digital technology and technology-enabled care. We have identified four key outcomes which our Digital Strategy will focus on:

  • Enabling patients to manage their health more independently
  • Enabling staff to provide excellent and relevant care in the most appropriate location
  • Enabling an efficient and effective delivery of community health services
  • Enabling better working together across the local health system

These outcomes will be supported through specific deliverables that are aligned to a set of digital building blocks – our Digital Principles and Priorities.

Directors Code of Conduct

The purpose of the Directors Code of Conduct is to provide clear guidance on the standards of conduct and behaviour expected of all directors.

Engagement Strategy

Our engagement strategy will ensure we exceed our statutory and good practice responsibilities to engage with everyone who uses our services.

Estates Strategy

Our estates strategy is clinically led and is focused to support and enhance our clinical activities. It sets out how we intend to deploy our estate so that we are best able to respond to changes in service delivery.

Equality, Diversity and Human Rights Annual Report

Read the Equality & Diversity Annual Report 2014/2015

Fit and Proper Persons Test

The Fit and Proper Persons Test has been developed in response to the requirements placed on NHS providers, following the introduction of the new regulatory standards for the Fit and Proper Person Requirements of directors.

Governance Rationale

The Governance Rationale was created based on the template provided as part of our application for Foundation Trust status and summarises the main provisions set out in our Foundation Trust Constitution and Membership Strategy.

How we are rated

The Care Quality Commission (CQC) is the independent regulator of health and social care services in England. They make sure that health and social care services provide people with safe, effective, compassionate, high-quality care. They check whether services are meeting national standards by inspecting them. Find out more

Medicines Optimisation Strategy

Our medicines optimisation strategy guides the development of medicines optimisation within the Trust. It is a key document that relates to how the principles of medicines optimisation are integrated into the Trust’s systems, work practices and culture at all levels. 

Membership Strategy

Our membership strategy sets out how we will recruit, engage, support and develop our NHS foundation trust membership.

NHS Provider Licence

The Trust Board is required by its regulator NHS Improvement to self-certify whether or not it has complied with the General Condition 6 and Continuity of Services Condition 7 of the NHS provider licence. View the self-certification, as shared with NHS Improvement.

 At the Trust Board meeting on 23 May 2019, following a review of the report submitted with evidence cited, the Board are satisfied that:

  • In the Financial Year most recently ended (2018/19), the Licensee took all such precautions as were necessary in order to comply with the conditions of the licence, any requirements imposed on it under the NHS Acts and have had regard to the NHS Constitution (General Condition 6).
  • After making enquiries the Directors of the Licensee have a reasonable expectation that the Licensee will have the Required Resources available to it after taking account distributions which might reasonably be expected to be declared or paid for the period of 12 months referred to in this certificate (Continuity of Services Condition 7).​

Patient and Carer Experience and Involvement Strategy

Our patient and carer experience and involvement strategy sets out to identify the key objectives to use and improve patient, service user and carer experience at the trust.

Patient Experience Annual Report 2016/17

Our patient experience annual report provides an update on progress made against objectives we have set to improve patient experience.

Prevent Strategy

Our prevent strategy: safeguarding children, young people and adults at risk of radicalisation ensures the safety of children, young people and adults at risk is the responsibility of all staff and at all times. To ensure those children, young people and adults at risk in our community are appropriately identified, supported and referred is core to safeguarding processes.

Quality Report 2018/19

Our Quality Report (including the Quality Account) shows how we measured our progress against the quality improvement priorities we set ourselves last year, as documented in our Quality Report for 2017/18. You can also see what quality improvement goals we have set ourselves for this year, how we plan to achieve them and how we will measure and report on our progress. You can also view the latest Quality Account on the NHS Choices website.

Our summary report will be published soon which highlights our key achievements and goals set for 2019/20.

Quality Improvement Plan

Sussex Community NHS Foundation Trust’s Quality Improvement Plan (QIP) 2019/22 sets out the Trust’s high level actions for achieving quality improvements in 2019/22. Within the QIP are priorities identified from CQC recommendations, CQUINS; priorities identified from local information and national enquiries. There are more detailed plans underlying each priority with necessary actions which are taken forward by a variety of groups within the organisation. The overall progress of the QIP is overseen and monitored quarterly by SCFT’s Trust-wide Governance Group, feeding into the Quality Improvement Committee to ensure the plan is moves forward within the specified timescales.

Research and Development Strategy

Our Research and Development Strategy sets out how the trust will deliver excellent clinical research at the heart of the community by building and sustaining a vibrant clinical research environment that is robust, cost-effective, nationally competitive, and aligned to local, regional and national priorities.

Risk Management Strategy

Our risk management strategy outlines the overarching governance arrangements for managing risk in the Trust. It outlines the methods and processes for Risk Management including how risk(s) will be identified, assessed, recorded, reviewed and escalated.

Safeguarding Strategy

Our safeguarding strategy sets out the strategic approach to strengthen our arrangements for safeguarding across the Trust over the next 3 years and in the future. It makes clear the roles and responsibilities of all staff to safeguard.

Security Strategy

Our security strategy sets out to fully comply with its statutory and regulatory obligations in regard to the management of security.

Three Year Strategy

Our strategy document covering 2019-2022 describes how we will deliver more joined up and coordinated care, with an increasing focus on population health and local partnerships,whilst always placing patients, children,families and carers at the centre of what we do.

Volunteer Strategy

Our volunteer strategy sets out our priorities on how we will embed and grow our volunteer workforce to deliver our trusts vision of ‘excellent care at the heart of the community.’

Workforce Strategy

Our workforce strategy describes how we will create the workforce we need to deliver our vision of 'excellent care at the heart of the community'.

Workforce Race Equality Standard (WRES) Report

Read the Workforce Race Equality Standards Report. For further information about the Workforce Race Equality Standard please visit NHS England.

United Kingdom Modern Slavery Act (2015)

Sussex Community NHS Foundation Trust is committed to taking steps to comply with the United Kingdom Modern Slavery Act (2015) to ensure that slavery and human trafficking is not taking place in any of our supply chains or in any part of our own business.

To protect workers from modern slavery we undertake pre-employment checks for all people being recruited, including that they have the required legal documents to verify their identity and right to work in the United Kingdom. We use staff from agencies on approved frameworks, which are audited to provide assurance that pre-employment clearance has been obtained for agency staff. We also apply professional codes of conduct and practice relating to procurement and supply, including through our Procurement Team’s membership of the Chartered Institute of Procurement and Supply.

Our commitment to ensure no modern slavery or human trafficking related to our business is set out in our purchase orders. To identify and mitigate the risks of modern slavery and human trafficking in NHS supply chains, the NHS Terms and Conditions of Contract requires that all suppliers comply with the provisions of the Act and the ‘Supplier Code of Conduct’ for the NHS Supply Chain or NHS Supply Chain frameworks. This includes a provision concerning forced labour. If we became aware of a supplier involved in the process of modern slavery, then we would alert the authorities in that area to express a concern to the local safeguarding teams and police.


Board Reports

See reports from the Public Board meetings

Board Expenses 2018/2019

Reports in other formats

Email the Communications Department for a printed, large print or taped copy of our annual report and accounts.

The Trust offers translations of all essential leaflets in all major languages, plus Braille, easy read, large print and audio formats. Please ask your clinical team for this material.