Trust Strategies, Plans and Reports

Please follow the link to view our Trust-wide Three Year Trust Strategy.

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.

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.

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.

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.

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.

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.

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.

Trust-Wide 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'.

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.

Annual Report Summary
Annual report summary which covers highlights our successes, achievements and performance.

Details of Trade Unions can be found here.

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.

Equality, Diversity and Human Rights Annual Report
Read the Equality & Diversity Annual Report 2014/2015

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.

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 2017/18You 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.

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.

Public Board Meeting Reports
View here

Reports in other formats
Email the Communications and Engagement 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. 

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

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).​

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.

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.

Payments made to suppliers with a value over £25,000 by Sussex Community NHS Trust. Below are lists of reports of individual payments to suppliers with a value over £25,000 made within the month. Publication of these reports forms part of the government's commitment to greater transparency and the Trust’s commitment to be open and transparent with its stakeholders.

The attachments are all CSV files.

Financial Year 2019/2020

Financial Year 2018/2019

Looking for archived reportsArchived financial reports are available to download.

 

Countering Fraud

Each NHS Trust & Health body is directed by the Secretary of State to provide Counter Fraud provision, these officers are all working towards eradicating Fraud within the NHS.

If you work for our Trust and have a suspicion of a fraud occurring in your workplace, or if you are a member of the public that is concerned that a fraud might be taking place at the Trust please do not hesitate to contact us.

Contact

Chris Lovegrove
NHS Counter Fraud Manager
Tel: 01424 776750 / 01273 696011 x 5431
Mob 078794 34976
Email: chris.lovegrove@tiaa.co.uk / chris.lovegrove@nhs.net

Claire Friend, NHS Counter Fraud Officer
Tel: 01424 776750
Mobile: 07768 888793
Email: claire.friend@tiaa.co.uk / cfriend@nhs.net

Alternatively you can contact the NHS Fraud and Corruption Reporting Line 0800 028 40 60 or submit a report online at www.reportnhsfraud.nhs.uk

What does NHS fraud look like?

By health professionals: Fraud by NHS professionals includes claiming for treatment or services not provided (e.g. Medicines Use Reviews at pharmacies, dental treatment or optical services not carried out) and working elsewhere while on sick leave.

By managers and staff: Fraud by NHS managers and staff includes submitting fraudulent claims for grants and payments (e.g. false or inflated travel or subsistence claims, and fraudulent applications for funding and training).

By contractors and suppliers: Contractor and supplier fraud includes charging for items of a higher quality or greater quantity than those supplied, and using inappropriate tendering processes.

By patients: Patient fraud includes claiming for free or reduced cost treatment and services when not entitled, and using aliases to get prescription drugs.

The NHS Counter Fraud Service wants to hear from you if you have any suspicions of fraud. If in doubt – make the referral. Remember, fraud in the NHS deprives hospitals and patients of valuable equipment, staff and resources and costs you, the taxpayer, more money to fund the NHS. It’s your NHS. Don’t let them get away with it.

National Fraud Initiative (NFI) Fair Processing Notice

Sussex Community NHS Foundation Trust is required by law to protect the public funds it administers. It may share information provided to it with other bodies responsible for auditing or administering public funds, in order to prevent and detect fraud.

The Cabinet Office is responsible for carrying out data matching exercises.

Data matching involves comparing computer records held by one body against other computer records held by the same or another body to see how far they match. This is usually personal information. Computerised data matching allows potentially fraudulent claims and payments to be identified. Where a match is found it may indicate that there is an inconsistency which requires further investigation. No assumption can be made as to whether there is fraud, error or other explanation until an investigation is carried out.

We participate in the Cabinet Office’s National Fraud Initiative: a data matching exercise to assist in the prevention and detection of fraud. We are required to provide particular sets of data to the Minister for the Cabinet Office for matching for each exercise, as detailed here.

The use of data by the Cabinet Office in a data matching exercise is carried out with statutory authority under Part 6 of the Local Audit and Accountability Act 2014. It does not require the consent of the individuals concerned under the Data Protection Act 1998.

Data matching by the Cabinet Office is subject to a Code of Practice.

View further information on the Cabinet Office’s legal powers and the reasons why it matches particular information. For further information on data matching at this authority contact SC-TR.SussexCommunityFinance@nhs.net


Board Expenses 2018/2019

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. Results of those inspections are published on the CQC website. 

Our CQC Inspection

Sussex Community NHS Foundation Trust (SCFT) has been rated as GOOD overall and OUTSTANDING in some areas following an inspection by England’s chief inspector of hospitals. 

Inspection teams led by the independent Care Quality Commission (CQC) visited services in the Autumn and noted improvement since services were last inspected in 2015. 

The improved ratings reflects the hard work and dedication of SCFT teams who have a positive culture where “managers and staff embraced an improvement culture and tried hard to improve the quality and sustainability of services.”

SCFT Chief Executive Siobhan Melia said: 

“This report confirms that we are continuing on our journey of continuous improvement.

“All our teams have been working really hard to make sure that we are always focussed on doing everything we can to improve what we do for the benefit of patients and the public.

“I’m delighted for everyone at SCFT that this work has been recognised. We now want to make sure we take things to the next level.”

SCFT Chair, Peter Horn said: 

“We’re continuously improving. Ratings across all CQC domains are now Good and we have two areas where we are Outstanding – caring in our community inpatient services and responsive in our community end of life care.

“On behalf of the trust board I express a resounding THANK YOU to all our teams who have contributed to this achievement.”

Overall rating

The CQC inspected three out of six core services. This included community inpatient services, community dental services and sexual health services.

CQC’s overall rating of the trust has not changed. However, ratings have been upgraded in community inpatient services. Community dental services and sexual health services were rated Good overall and this was the first time these services have been inspected.

Caring services

One of the biggest areas of success noted by inspectors are seen in SCFT’s inpatient units which are now rated as Outstanding for providing ‘caring’ services.

Inspectors noted that “Staff delivered outstanding care to patients. We saw numerous examples where staff had gone the extra mile. Staff consistently demonstrated patients at the centre of everything they did.”

Well led

Inspectors highlighted that the Trust has “an open and honest culture which reflected throughout all levels of the organisation.”

They also noted that there are “Staff at all levels were clear in their roles and responsibilities in the delivery of good quality care. Leaders were dedicated, experienced and staff told us they were visible throughout the organisation.”

Patient Safety

Our overall rating of safe stayed GOOD however improvements were identified at our inpatient units. Inspectors stated, “Safety had improved overall and managers closely monitored staffing issues and addressed them as required. Medicines management and audit had improved.”

Accessible here are December 2019 data on Safe staffing levels and Care Hours per Patient Day for various Trust sites.

Areas for improvement

As part of the CQC’s recommendations, the inspectors advised SCFT to:

  • Display consistent advice on how to complain throughout all locations.
  • Improve referrals to mental health services and the monitoring and administration of pain relief.
  • Ensure consistent management and quality of medical records applies across all locations.

The trust is committed to learn and continue to improve based upon the chief inspector’s feedback.

Full CQC report

You can view the full CQC report from the CQC website.

 

 

CQUIN stands for Commissioning for Quality and Innovation. This is a system introduced in 2009 to make a proportion of healthcare providers’ income conditional on demonstrating improvements in quality and innovation in specified areas of care.

This means that a proportion of our income depends on achieving quality improvement and innovation goals, agreed between the Trust and its commissioners.

The sum attached to the CQUINs is variable each year based on a percentage of the contract value and depends on achieving quality improvement and goals.


CQUIN 2019/2020
NHS England have recognised that in the past CQUIN schemes have attracted criticism for requiring significant cost to implement due to the inclusion of new or complex goals, setting outcome based targets which impose unfairly distributed burden on providers, or require action which is outside the control of a single organisation.

In response to this, NHS England is taking a radically different approach to CQUIN in 2019/20. Instead of setting new goals CQUIN will simply highlight evidence based good practice that is already being rolled out across the country, drawing attention through the scheme to the benefits for patients and providers, and in doing so allow those benefits to be spread more rapidly.

Therefore from 1 April 2019, schemes are being reduced in value to 1.25% of the actual contract value. The estimated value of this for 2019/20 is approx. £1.9m

The attached documents below show the 2019/20 Adult CQUIN’s.


CQUIN 2018/2019
The amount the Trust will receive for 2018/19 will remain at 2.5% of the actual contract value. The estimated value of this for 2018/19 is approx. £3.6m

The attached documents show the 18/19 CQUIN’s many of which build on last year’s objectives.

In addition NHS England has set 4 separate CQUIN’s for Children and Specialist Services which increase the value to approx. £3.7m.


CQUIN 2017/2018
The total amount the Trust will receive for 2017/18 will remain at 2.5% of the actual contract value. The estimated value of this for 2017/2018 is approx. £3.5m.

CQUINs

In addition, NHS England has set 4 separate CQUINs for Children and Specialist Services which increase the value to approx. £3.6m. 


CQUIN 2016/2017
The amount the Trust will receive for 2016/17 will remain at 2.5% of the actual contract value. The estimated value of this for 2016/17 is approx. £3m.

In addition NHS England has set 4 separate CQUINs for Children and Specialist Services which increase the value to approx. £3.2m

2016/17 CQUIN goals


CQUIN 2015/2016
The amount the Trust will receive for 2015/16 will remain at 2.5% of the actual contract value. The estimated value of this for 2015/16 is approx. £3m.

In addition NHS England has set 3 separate CQUINs for Children and Specialist Services which increase the value to approx. £3.4m

2015/16 CQUIN Goals


CQUIN 2014/15
The CQUIN value for 2014/15 was based on 2.5% of our contract value. The estimated value of this for 2014/15 was approx. £3.4m.

2014/15 CQUIN Goals

2014/15 CQUIN Achievements

Sussex Community Trust achieved all CQUINs and payment of £3.4m


CQUIN 2013/14
The CQUIN value for 2013/14 was based on 2.5% of our contract value. The estimated value of this was approx. £3.6m.

2013/14 CQUIN Goals

2013/14 CQUIN Achievements

Sussex Community Trust achieved all CQUINs and full payment of £3.6m


CQUIN 2012/13
The CQUIN value for 2012/13 was based on 2.5% of our contract value = approx £3.3m.