Remuneration and staff report
This section of the annual report will cover:
- Board members and senior management remuneration (subject to audit)
- Salaries and allowances for the year ending 31 March 2023 (subject to audit)
- Salaries and allowances for the year ending 31 March 2022 (subject to audit)
- Pension benefits for the year ending 31 March 2023 (subject to audit)
- Pension benefits for the year ending 31 March 2022 (subject to audit)
- NHS Pensions Data
- Cash Equivalent Transfer Values
- Real Increase in CETV
- Relationship between the remuneration report and exit packages, severance payments and off-payroll engagements disclosures
- Remuneration policy for directors and senior managers
- Compensation on early retirement or for loss of office
- Payments to past directors
- Fair pay disclosure (subject to audit)
- Sharing of senior members of staff
- Exit packages (subject to audit)
- Off-payroll engagements (subject to audit)
- Expenditure on consultancy
- Staff report
- Staff numbers and costs
- NHS Staff Survey results
- Staff sickness and staff turnover data
- Health and safety at work.
The Remuneration Committee is a formal committee of the
Board. The purpose of this committee is to advise the Board on all aspects of
the remuneration and terms of conditions for the chief executive and executive
directors reporting to the chief executive making sure these properly support
the objectives of the trust, represent value for money and comply with
statutory requirements.
The committee’s members are the non-executive directors of the trust and the committee is chaired by the Trust’s chair. Between 1 April 2022 and 31 March 2023, there were four meetings of the Remuneration Committee.
Salaries and allowances for the year ending 31 March 2023
(subject to audit)
Name and title | Period in the office | (a) Salary (bands of £5,000) |
(b) Expense payments taxable total (to nearest £100) |
(c) Performance pay and bonuses (bands of £5,000) |
(d) Long-term performance pay and bonuses (bands of £5,000) |
(e) All pensions-related benefits (bands of £2,500) |
Total (a - f) (bands of £5,000) |
---|---|---|---|---|---|---|---|
|
|
£000's |
£00's |
£000's |
£000's |
£000's |
£000's |
Mrs ME Fosh Chief Executive |
Full year |
155-160 |
14 |
0-5 |
0 |
22.5-25 |
185-190 |
Mr S Wilde Director of Finance &
Business Intelligence |
Full year |
125-130 |
32 |
0-0 |
0 |
87.5-90 |
220-225 |
Ms T Pilcher Director of Nursing and
Operations |
Left August 2022 |
50-55 |
3 |
0-0 |
0 |
7.5-10 |
60-65 |
Mrs C Lennon Director of People and Innovation |
Full year |
115-120 |
15 |
0-0 |
0 |
27.5-30 |
145-150 |
Dr Y Owen Medical Director |
Left July 2022 |
15-20 |
0 |
0-0 |
0 |
0-0 |
15-20 |
Dr Anne-Louise Schokker Medical Director |
Commenced July 2022 |
115-120 |
5 |
0-0 |
0 |
70-72.5 |
190-195 |
Elaine Baylis Chair |
Full year |
45-50 |
0 |
0-0 |
0 |
0-0 |
45-50 |
Alan Kent Non-Executive Director |
Left January 2023 |
10-15 |
5 |
0-0 |
0 |
0-0 |
10-15 |
Gail Shadlock Non-Executive Director |
Full year |
10-15 |
0 |
0-0 |
0 |
0-0 |
10-15 |
Malcolm Burch Non-Executive Director |
Full year |
10-15 |
0 |
0-0 |
0 |
0-0 |
10-15 |
Murray Macdonald Non-Executive Director |
Full year |
15-20 |
0 |
0-0 |
0 |
0-0 |
15-20 |
Ian Orrell Non-Executive Director |
Commenced February 2023 |
0-5 |
0 |
0-0 |
0 |
0-0 |
0-5 |
(David) James Connolly Non-Executive Director |
Full year |
15-20 |
0 |
0-0 |
0 |
0-0 |
15-20 |
- Pensions related benefits are based on the NHS Manual of Accounts methodology and the pension data is provided by the Pensions Agency. The benefits calculated incorporate 20 times the annual real increase in pension and do not represent actual payments made. Non-Executive Board members do not receive pensions as part of their remuneration.
- Pension Restructuring Payments column added as: Employers have the option of using any unused employer contributions to make an additional pay offer to individuals that opt out of the NHS Pension Scheme. The overall net cost to the organisation remains the same whether the employee remains in the NHS Pension Scheme or takes the employer contributions as additional salary.
- Dr Y Owen also provided Out of Hours practitioner services to the Trust as an independent contractor to 31st May 2019, disclosure of the value of these payments can be found in the related parties disclosure of the Trust Annual Accounts 2022/23
- Dr Karen Dunderdale has split her time equally between United Lincolnshire Hospitals and Lincolnshire Community Health Services NHS Trust for the period 17 October 2022 - 31 March 2023 as the Director of Nursing. United Lincolnshire Hospitals have retained the responsibility for payroll and all the associated returns, Invoice to the end of March total £33,000
- Reva Stewart is Chief Operating Officer for LCHS and has been seconded to the Trust since August 2022 from Berkshire Healthcare NHS Foundation Trust who have retained the responsibility for payroll and all the associated returns. Invoices to the end of March 2023 total £85,838.60.
- These relate to the benefit in kind associated with lease cars obtained through the Trust Salary Sacrifice Lease Car Scheme or via the Trust Standard Lease Car scheme. Expense Payments relate to reimbursement for travel, subsistence and where appropriate re-location expenses. Figures presented are shown gross, before tax.
- M Fosh's bonus was agreed by Remuneration Committee and represents NHSE recommendations to move back to a split salary arrangement of consolidated salary and non-consolidated performance related pay to bring Chief Executive salary in line with the VSM published Median benchmark.
- E Baylis was awarded a backdated pay increase for 2021/22 (contributing to total salary value) of between £10-15k in 2022/23. NHS England have been conducting a pay review of NHS Trust Chairs across the country in order to align them to the size and income of each individual trust, this backdated pay increase was awarded on the basis of those findings and national and regional NHS England approval.
Name and Title | Period in the office | 2021/22 salary | Expense payments taxable | Performance pay and bonuses | Long-term performance pay and bonuses |
2021/22 Pension Benefits1 | Pension restructuring payments2 | 2021/22 total |
---|---|---|---|---|---|---|---|---|
|
|
(Bands of
5k) £000s |
(Nearest hundred) £00s |
(Bands of 5k)
£000s |
(Bands of 5k)
£000s |
(Bands of 2.5k)
£000s |
(Bands of 2.5k)
£000s |
(Bands of 5k)
£000s |
Mrs ME Fosh, Chief Executive |
Full year |
155-160
|
157
|
0-5
|
0
|
40-42.5
|
0
|
215-220
|
Mr S Wilde, Director of Finance and
Business Intelligence |
Full year |
120-125
|
69
|
0
|
0
|
30-32.5
|
0
|
160-165
|
Ms T Pilcher, Director of Nursing,
Operations and Allied Health Professionals |
Full year |
125-130
|
101
|
0
|
0
|
0
|
17.5-20
|
150-155
|
Mrs C Lennon, Director of People and
Innovation |
Full year |
110-115
|
83
|
0
|
0
|
27.5-30
|
0
|
145-50
|
Dr Y Owen, Medical Director |
Full year |
55-60
|
0
|
0
|
0
|
0
|
0
|
55-60
|
Mrs E Baylis, Chair |
Full year |
30-35
|
0
|
0
|
0
|
0
|
0
|
30-35 |
Mrs E Libiszewski, Non-Executive Director |
Full year |
10-15
|
0
|
0
|
0
|
0
|
0
|
10-15
|
Mr K Lockyer, Non-Executive Director |
Left April 2021
|
0-5
|
0
|
0
|
0
|
0
|
0
|
0-5
|
Mr A Kent, Non-Executive Director |
Full year |
15-20
|
1
|
0
|
0
|
0
|
0
|
15-20
|
Mrs G Shadlock, Non-Executive Director |
Full year |
10-15
|
0
|
0
|
0
|
0
|
0
|
10-15
|
Malcolm Burch, Non-Executive Director |
Commenced July 2021 |
10-15 |
0 |
0 |
0 |
0 |
0 |
10-15 |
Murray Macdonald, Non-Executive Director |
Commenced August 2021
|
10-15
|
0
|
0
|
0
|
0
|
0
|
10-15
|
James Connolly, Non-Executive Director |
Commenced November 2021 |
5-10 |
0 |
0 |
0 |
0 |
0 |
5-10 |
Mr AJ Morgan, Chief Executive3 |
Seconded, permanently left July 2021 |
70-75
|
46
|
0
|
0
|
0
|
7.5-10
|
80-85
|
- Pensions related benefits are based on the NHS Manual of Accounts methodology and the pension data is provided by the Pensions Agency. The benefits calculated incorporate 20 times the annual real increase in pension and do not represent actual payments made. Non-Executive Board members do not receive pensions as part of their remuneration
- Pension Restructuring Payments column added as: The NHS Pension Scheme allows for individuals who have opted out of the scheme due to pension tax issues to use the employer element as additional payments to salary.
- Since July 2019 Mr Morgan has been on secondment at United Lincolnshire Hospitals Trust (ULHT). The costs of his employment are recharged to ULHT and therefore the net cost is nil. Mr Morgan opted out of the pension scheme in 2019 and permanently left LCHS in July 2021. There is a difference in presentation due to his secondment ending in year.
Name and title | Real increase in pension at pension age (bands of £2,500)
£'000 |
Real increase in pension lump sum at pension age (bands of £2,500)
£'000 |
Total accrued pension at pension age at 31 March 2023 (bands of £5,000)
£'000 |
Lump sum at pension age related to accrued pension at 31 March 2023 (bands of £5,000)
£'000 |
Cash Equivalent Transfer Value at 31 March 2020
£'000 |
Cash Equivalent Transfer Value at 31 March 2021
£'000 |
Real Increase in Cash Equivalent Transfer Value
£'000 |
Employer’s contribution to stakeholder pension
£'00 |
---|---|---|---|---|---|---|---|---|
Mr S
Wilde |
5-7.5 |
0 |
30-35 |
0 |
297 |
382 |
58 |
0 |
Ms T
Pilcher* |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Mrs
ME Fosh |
0-2.5 |
0 |
30-35 |
0 |
389 |
435 |
13 |
0 |
Mrs
C Lennon |
0-2.5 |
0 |
10-15 |
0 |
103 |
135 |
14 |
0 |
Dr
Anne-Louise Schokker |
0-2.5 |
2.5-2.5 |
40-45 |
80-85 |
619 |
709 |
44 |
0 |
Dr Y
Owen* |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
Not in Scheme |
* Dr Y Owen and T Pilcher are not members of the NHS Pension Scheme in relation to employment with Lincolnshire Community Health Services NHS Trust during the reporting in the year.
Name and title | Real increase in pension at pension age
(bands of £2,500)
£'000 |
Real increase in pension lump sum at pension age
(bands of £2,500)
£'000 |
Total accrued pension at pension age at 31 March 2022
(bands of £5,000) £'000 |
Lump sum at pension age related to accrued pension at 31 March 2022
(bands of £5,000) £'000 |
Cash equivalent transfer value at 31 March 2022
£'000 |
Cash equivalent transfer value at 31 March 2021
£'000 |
Real increase in cash equivalent transfer value
£'000 |
Employer’s contribution to stakeholder pension
£'000 |
---|---|---|---|---|---|---|---|---|
Mrs C Lennon, Director of People and Innovation | 0-2.5 | 0 | 5-10 | 0 | 103 | 75 | 12 | 0 |
Mrs ME Fosh, Acting Chief Executive |
2.5-5 |
0
|
30-35
|
0
|
389
|
343
|
22
|
0
|
Ms T Pilcher, Director of Nursing, Operations and AHPs |
-
|
-
|
-
|
-
|
-
|
-
|
-
|
-
|
Mr S Wilde, Director of Finance & Business Intelligence |
0-2.5
|
0
|
20-25
|
0
|
297
|
262
|
16
|
0
|
Dr Y Owen, Medical Director* |
- |
- |
- |
- |
- |
- |
- |
-
|
Mr AJ Morgan, Chief Executive |
- |
- |
- |
- |
-
|
-
|
-
|
-
|
* Dr Owen is not a member of the NHS Pension Scheme in relation to employment with LCHS.
- Note: Cash equivalent transfer value (CETV) figures are calculated using the guidance on discount rates for calculating unfunded public service pension contribution rates that were extant on 31 March 2023. HM Treasury published updated guidance on 27 April 2023, this guidance will be used in the calculation of 2023/24 CETV figures.
- As non-executive directors do not receive pensionable remuneration, there will be no entries in respect of pensions for non-executive directors.
- The above information is based on data provided by the NHS Pensions Agency. The employer's contribution rate to pension benefits is 20.68% of pensionable pay (2022/23: 20.68%). Staff are able to make additional voluntary contributions alongside their regular contributions.
- CETV is the actuarially assessed capital value of the pension scheme benefits accrued by a member at a particular point in time.
- The benefits valued are the member’s accrued benefits and any contingent spouse’s pension payable from the scheme. The benefits valued are the member’s accrued benefits and any contingent spouse’s (or other allowable beneficiary’s) pension payable from the scheme.
- CETVs are calculated in accordance with SI 2008 No.1050 Occupational Pension Schemes (Transfer Values) Regulations 2008.
Real increase in cash equivalent transfer values
This reflects the increase in CETV effectively funded by the employer. It does not include the increase in accrued pension due to inflation or contributions paid by the employee (including the value of any benefits transferred from another pension scheme or arrangement).
The value of pension benefits accrued during the year is calculated as the real increase in pension multiplied by 20, less, the contributions made by the individual. The real increase excludes increases due to inflation or any increase or decrease due to a transfer of pension rights.
This value does not represent an amount that will be received by the individual. It is a calculation that is intended to convey to the reader of the accounts an estimation of the benefit that being a member of the pension scheme could provide.
The pension benefit table provides further information on the pension benefits accruing to the individual.
In respect of the relationship between individuals in the
remuneration report and links to exit packages, severance payments and
off-payroll engagement disclosures, the following information is applicable:
- Exit packages – no relationship
- Severance payments – no relationship.
LCHS has a Remuneration Committee. The purpose of the committee is to agree on appropriate remuneration and terms of service for the chief executive, executive directors and other directors including all aspects of salary, provisions for other benefits, arrangements for termination of employment and other contractual terms of working to the NHS Improvement.
The Trust has not made any compensatory payments on early retirement for loss of office in 2022/23.
The Trust has not made any payments to past directors in 2022/23 (2021/22: also nil).
Reporting bodies are required to disclose the relationship
between the remuneration of the highest-paid director in their organisation and
the median remuneration of the organisation's workforce. The banded
remuneration of the highest-paid director in Lincolnshire Community Health
Services NHS Trust in the financial year 2022-23 was £160-165k (2021-22:
£155-160k - an increase of £3.49%). This
was 5.08 (2021-22: 5.05) times the median remuneration of the workforce, which
was £32,934 (2021-22: £31,549 - an increase of 4.39%).
In 2022-23 one employee received remuneration in excess of
the highest-paid director (2021-22: 0).
Remuneration ranged from £767.97 to £167,452.95 (2021-22:
£767.97 to £159,343.59)
The total remuneration above includes salary,
non-consolidated performance-related pay and benefits-in-kind. It does not
include severance payments, employer pension contributions and the cash
equivalent transfer value of pensions.
Payments made to agency staff have been excluded as these
mainly relate to payments made to cover absences of existing employees whose
whole-time, full-year equivalent remuneration has already been included in the
calculation of the median. Agency costs also include elements for travel,
national insurance and the agency’s commission which are not separately
identifiable and would serve to distort the overall figures.
2022/23 | 2021/22 | 2020/21 | 2019/20 | 2018/19 | 2017/18 | |
---|---|---|---|---|---|---|
Highest paid director's remuneration
£'000 |
160-165 |
155-160 |
155-160 |
150-155 |
145-150 |
140-145 |
Median total £ |
32,934 |
31,549 |
27,874 |
30,615 |
27,078 |
25,551 |
Ratio |
5.01 |
5.05 |
5.72 |
5.01 |
5.45 |
5.58 |
25th percentile remuneration |
41,659 |
40,249 |
38,447 |
37,890 |
36,111 |
33,895 |
Ratio |
3.96 |
3.96 |
4.15 |
5.01 |
4.14 |
4.40 |
75th percentile remuneration |
24,001 |
22,283 |
21,142 |
21,142 |
19,122 |
18,157 |
Ratio |
6.87 |
7.15 |
7.55 |
8.99 |
7.82 |
8.21 |
The following table notes exit packages from 1
April 2022 to 31 March 2023.
Exit package cost band (including any special payment element) | Number of compulsory redundancies |
Number of other departures agreed | Total number of exit packages |
---|---|---|---|
<£10,000 |
- |
10 |
10 |
£10,000 - £25,000 |
- |
- |
- |
£25,001 - 50,000 |
1 |
- |
1 |
£50,001 -
£100,000 |
- |
- |
- |
£100,001 -
£150,000 |
- |
- |
- |
£150,001 -
£200,000 |
- |
- |
- |
>£200,000 |
- |
- |
- |
Total number of
exit packages by type |
1 |
10 |
11 |
2022/23 Payments agreed Number |
2022/23 Total value of agreements £000 |
2021/22 Payments agreed Number |
2021/22 Total value of agreements £000 |
|
---|---|---|---|---|
Voluntary redundancies including early retirement
contractual costs |
- |
- |
- |
- |
Mutually agreed on resignations (MARS)
contractual costs |
- |
- |
- |
- |
Early retirements in the efficiency of the
service contractual costs |
- |
- |
- |
- |
Contractual payments in lieu of notice |
10 |
32 |
10 |
31 |
Exit payments following employment tribunals or
court orders |
- |
- |
- |
- |
Non-contractual payments requiring HMT approval |
- |
- |
- |
- |
Total |
10 |
32 |
10 |
31 |
Staff sickness
Whilst overall sickness absence has fluctuated across the year, it has consistently been above the 5% target for 11 of the 12 months in this period, peaking at 6.57% in December 2022 with a low of 4.52% in August 2022. This pattern does follow the usual seasonal variations with sickness absence being highest in winter and lowest in summer.
The increase during
the last 4 months for example from December to March has been due to a
combination of long- and short-term sickness, with the short-term absence
mainly being attributable to infectious diseases (covid 19), cold, cough, flu
and gastrointestinal problems. A common theme throughout the year is anxiety,
stress and depression (for example mental health reasons) being in the top
three reasons for sickness absence and this is consistent for both short- and
long-term sickness.
Long-term sickness
absence has remained above the 3% target for much of the year, increasing to
3.86% in February 2023 and with a low of 2.71% in April 2022. In addition, to
mental health reasons, in the first half of the year there was also higher
absence due to ‘other musculoskeletal problems’ and in the second half of the
year absence due to ‘heart, cardiac and circulatory problems.
For short-term
absence, this has varied throughout the year, with it being below the 2% target
for five out of the 12 months. This peaked at 3.09% in December 2022 and was at
a low of 1.15% in August. Short terms absence across the year has mainly been
attributed to anxiety/stress/depression, infectious diseases (covid 19) and
gastrointestinal problems.
Staff turnover
The graph above
shows staff turnover throughout 2022/23 based on a rolling 12-month period.
Rolling turnover was consistently below the Trust threshold
of 15% in the first 4 months of 2022, however, this peaked in August 2022 at
15.4% due to the Transfer of
Undertakings (Protection of Employment) (TUPE) out of LCHS of 54 staff
from the Sidings GP practice. Since that period it has steadily been
declining again to a low of 13.8% in January 2023. The turnover figure for
March 2023 included 16 staff who had their fixed-term contracts ended as a
result of the changes to the vaccination centres. Overall, turnover will
take some time to decrease back to the previous year’s lower levels as this is
calculated on a 12-month rolling basis so the August high will remain in these
figures until August 2024.
Appraisals
The Trust’s usual
appraisal window of 1 April to 30 June each year was extended for all areas to
the end of July, with a further one-month extension to the end of August for
some specific clinical teams where there was particularly high staff sickness
absence and staffing level issues.
As at the end of the official reporting
period, LCHS achieved 90% (against a target of 95%), although this continued to
steadily increase during the remainder of the year. Whilst the appraisal target
was not achieved, this is still another strong performance under challenging
times.
Proportion of temporary staffing
For the majority of
the year overall temporary staffing costs were above the 5% target, with highs
of 8.17% in April 2022 and 8.0% in October 2022. For two months of the year
this has been below the target at 3.27% in September 2022 and 4.28% in March
2023.
Whilst it has been
above the 5% target consistently, there has been a decrease in agency costs
moving to an increase in bank costs, which are more proportionate. The
increased spend is due to the Trust continuing to be agile in response to the
pandemic (early 2022 and then winter 22/23), summer pressures and supporting
the Lincolnshire system with surge beds and due to a number of vacancies whilst
substantive recruitment campaigns were underway for new services that were taken
on at pace. The increase during 2022/23 of both
short-and-long-term staff sickness absence at times has also resulted in
additional requirements for temporary staff. This spend is now decreasing
again.
Staff numbers and costs
The following tables
provide an overview of staff distribution across staff groups and seniority
grading within the Trust for the full headcount for the Trust. However, the
overall number of whole-time equivalent (WTE) staff the Trust has in post as of
31 March 2023 is 2022.95.
Staff costs
Permanent £000 |
Other £000 |
2022/23 £000 |
2021/22Total £000 |
|
---|---|---|---|---|
Salaries and wages |
76,219 |
345 |
76,564 |
64,962 |
Social security costs |
7,423 |
- |
7,423 |
5,907 |
Apprenticeship levy |
345 |
- |
345 |
307 |
Employer's contributions to NHS pension scheme |
12,807 |
- |
12,807 |
11,573 |
Pension cost - other |
75 |
- |
75 |
58 |
Other post-employment benefits |
- |
- |
- |
- |
Other employment benefits |
- |
- |
- |
- |
Termination benefits |
- |
- |
- |
- |
Temporary staff |
- |
2,623 |
2,623 |
1,534 |
Total
gross staff costs |
96,869 |
2,968 |
99,837 |
84,341 |
Recoveries
in respect of seconded staff |
- |
- |
- |
- |
Total
staff costs |
96,869 |
2,968 |
99,837 |
84,341 |
Health and wellbeing
The Holistic Health
offer has continued to be reviewed and adapted to support employees including
the system wellbeing hub and comprehensive health and wellbeing offer.
Significant mental health support is available to staff which includes
promoting emotional wellbeing support services available to employees (local,
system and national offer), revising our approach to promoting health and
wellbeing through virtual platforms and face-to-face options to connect with a
champion/mental health first contact to try and encourage greater usage by
employees, Mental Health First Aider training, a peer support group for
existing Mental Health First Aiders, health and wellbeing conversation sessions
for leaders, Holistic Health Champions and Mental Health First Contacts to help
build the capability and offer tools to be able to hold these conversations
effectively. In addition, the use of an EAP (Employee Assistance Programme)
continues to be available to staff, through our provider, Health Assured. The
Physiotherapist for You service has continued to support staff during this time
both virtually and with the re-introduction of face-to-face clinics and
maintaining a presence on all forms of communication including Facebook.
The LCHS leadership
offer - Leadership Development Programme - Behaviours (LDPB) continues to
deliver alongside the Leadership Tube Map. This has a strong focus on leading
with compassion, which spans 4 core modules: Self compassion and leadership,
leading and embedding compassionate cultures, compassionate team leadership and
compassionate leadership across boundaries. What was previously the enhanced
health and wellbeing COVID-19 responsive offer has continued and now become
‘business as usual’ and the role of a non-executive director as a wellbeing
guardian has been embedded into the Trust.
Staff health and
wellbeing offer continues to be delivered with a blend of virtual and
face-to-face options to encourage connection and create a sense of belonging.
‘Talk to TLT’
continues as a virtual platform for our executive and senior leaders to
communicate with the organisation on a monthly basis. Our quarterly
‘Responsible Together’ events have re-launched face-to-face and consist of a
variety of guest speakers, enabling up to 100 leaders to connect and engage
with each other.
Staff survey
The survey response rate is 57%. This is a decrease of 5%
from the 2021 survey and is the same as the average response rate for our
national benchmarking group.
The overall Staff Engagement Score (SES) and morale scores
were the same in 2021 and were average when compared to our national
benchmarking group. In comparison to the 2021 National Staff Survey
results, we stayed the same in six areas, we declined in one area and we
improved in two areas. In relation to the People Promise, we were average
in three areas, we were below average in two areas and above average in two
areas, in comparison to our benchmarking group.
Of the nine areas of the People Promise and additional
themes, LCHS has eight out of nine areas which are closer to ‘best in class’
than ‘worst’; only ‘We work flexibly’ is not.
Of the 11 directorates and divisions, community hospitals
and the Integrated Urgent Care saw the greatest improvements when compared to
2021 results.
The Workforce Race Equality Standards (WRES) and Workforce Disability
Equality Standards (WDES) have seen improvements across the majority of areas.
Health and safety at work
The accident
figures for 2022/23 were consistent with a normal operating year. There were
105 staff accidents in the year as opposed to 123 last year and 91 the year
before (was very low that year due to restricted services and homeworking in
the pandemic).
The types of
injury are consistent with previous years, the majority resulted in no or low
harm and included:
- slips
trips and falls
- needlestick
(a needlestick injury is the penetration of the skin by a needle or sharp
object), these have much reduced over the year.
- musculoskeletal
(mainly sprains and strains and soft tissue damage), remain remarkably
low.
There were 100
patient injuries reported that were almost all low harm. 9 resulted in moderate
(short-term harm). This was an increase on the 87 of last year and 99 of the
year before. The majority of incidents were slips, trips and falls and work
continues to assess patients and implement control measures as they come into
LCHS’s care. The statistics indicate that staff performed extremely well under
very difficult circumstances.
There were two
Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) accidents
in the year (reportable to Health and Safety Executive). This is in line with
previous years.
The health and
safety input this year was focused on supporting the work ongoing throughout
the Trust, working closely with Infection Prevention and Control, estate and
facilities providers and contractor management.
Key activities
included:
- Water quality - regular sampling of outlets, supporting our third-party landlords and implementing controls to ultimately engineer out risks from legacy pipework and systems
- New workplace/area risk audit form – addressing CQC advice on how to improve our processes and documentation. Increased understanding of statutory estates-based aspects and staff-based aspects
- Gainsborough, John Coupland Hospital, Scotter Ward - advising on the monitoring of structural defects and the design and construction of the new ward in the location of Morton Suite
- Providing health and safety advice and assurance for the Sexual Health service in central Lincoln, Grantham, and Gainsborough
- Outpatient department, Gainsborough, John Coupland Hospital – Working with the Infection Prevention and Control team to support and address concerns. Then working with NHS Property Services as the landlord to mitigate and rectify any issues
- Assisting in a fire audit undertaken by the Trust’s Authorising Engineer Fire
- Supporting the review of all fire risk assessments across the Trust estate
- The Trust continued to support the mass vaccination sites.
Remuneration and staff report page list
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This section of the annual report will cover: welcome from the Chair and Chief Executive, Trust purpose, about the Trust, our work, our strategic aims and objectives, and the LCHS way.
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This section of the Annual Report will cover an overview, LCHS 2022/23 key facts and figures, financial performance, highlights of the year, summary of LCHS structure and the services provided, challenges facing healthcare in Lincolnshire, Long Term Plan priorities and quality summary of performance.
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This section of the annual report will cover: Scope of responsibilities and the risk and control framework, Freedom to speak up, system working and partnerships, review of economy, efficiency, and effectiveness of the use of resources, Directors’ Report - Composition of the Board of Directors, review of effectiveness and scope of responsibility.
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This section of the annual report will cover: Board members and senior management remuneration (subject to audit), salaries and allowances for the year ending 31 March 2023 (subject to audit), salaries and allowances for the year ending 31 March 2022 (subject to audit), pension benefits for the year ending 31 March 2023 (subject to audit), pension benefits for the year ending 31 March 2022 (subject to audit), NHS Pensions Data, Cash Equivalent Transfer Values, Real Increase in CETV, relationship between the remuneration report and exit packages, severance payments and off-payroll engagements disclosures, remuneration policy for directors and senior managers, compensation on early retirement or for loss of office, payments to past directors, fair pay disclosure (subject to audit), sharing of senior members of staff, exit packages (subject to audit), off-payroll engagements (subject to audit), expenditure on consultancy and staff report.
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This section of the annual report will cover the financial statements for 2022/2023.