the Information Commissioner. Since the
information was password protected, all parties
were satisfied that this did not amount to a
significant incident that required further
escalation. However, in order that lessons are
learned, further measures have been put in place
to ensure that all clinical staff understand the
guidance and the importance of using trust
issued encrypted data sticks.
As an employer with staff entitled to membership
of the NHS Pension scheme, control measures
are in place to ensure all employer obligations
contained within the Scheme regulations are
complied with. This includes ensuring that
deductions from salary, employer's contributions
and payments in to the Scheme are in
accordance with the Scheme rules, and that
member Pension Scheme records are accurately
updated in accordance with the timescales
detailed in the Regulations. The Trust has also
undertaken its own data cleanse exercise with all
staff to ensure records are maintained at an
optimum level.
5. Review of Economy, Efficiency and
Effectiveness of the use of resources.
During the year, the Trust received an `Auditors
Local Evaluation' assessment from its external
auditors confirming a `Use of Resources' score of
Good in respect of the 2007/08 financial year.
Due to the continued efforts of all BSMHFT staff
during 2008/09, BSMHFT maintained a financial
risk rating of 4, which equates to a `Use of
Resources' rating of excellent. Despite a
challenging 3% year on year savings target, we
have again managed to deliver this on a recurring
basis.
The Head of Internal Audit opinion given for
2008/09 has also given BSMHFT significant
assurance on its core internal control systems,
including the way in which the trust manages its
budgetary control and financial management
systems.
To coincide with the changes in operating
structures, the Trust's finance team was realigned
and strengthened further, ensuring that the Trust
continues to have the skills and capacity to meet
the Trust's strategic objectives going forward.
The Trust's finance team also began to utilise the
cost and volume contracting information to
produce Service Line Reporting analysis,
indicating the relative productivity of each ward
and team against internal and external
benchmarks. This has helped to inform the Trust's
strategic planning as well as focus on areas for
efficiency improvement.
We also commissioned a benchmarking analysis
from the Audit Commission, indicating our relative
spending and productivity metrics against our
peer group. This has been used to inform our
strategic planning.
During the year we have also established our
own procurement team to ensure improved
internal controls over ordering, and to support
staff in tendering for better value services. During
the year, we have tendered for a new
Occupational Health provider as well as a new
internal audit provider with effect from
1st April 2009.
Due to the significant spend on bank and agency
staffing, we also procured an electronic rostering
system in order to assist our ward managers in
optimising our use of nursing resources.
Finally, we have been employing `lean thinking'
methodology in a number of Rapid Improvement
Events, with the aim of redesigning processes to
eliminate waste and errors, improving both cost
effectiveness and quality.
For these reasons, I am satisfied that our systems
and processes for ensuring value for money
remain strong.
6. Review of effectiveness
As Accountable Officer, I have responsibility for
reviewing the effectiveness of the system of
internal control. My review of the effectiveness of
the system of internal control is informed by the
work of the internal auditors and the executive
directors within the Trust, who have the
responsibility for the development and
maintenance of the internal control system, and
the comments made by the external auditors in
their management letter and other reports. I have
been advised on the implications of the result of
my review of the effectiveness of the system of
internal control by the Board, the Audit
Committee, and a plan to address identified
weaknesses and continuous improvement is in
place.
In arriving at my opinion, I have taken assurance
from;
·
In 2007/8 The Trust received a rating of
excellent for quality of services.
·
The Foundation Trust application process- the
Trust had to satisfy exacting standards around
governance processes and board capabilities
set by Monitor, the FT regulator, in order to
become licensed on 1st July 2008.
·
The Trust Board - financial, operational and
clinical performance have been reviewed
monthly throughout the year. The Board has
also regularly reviewed its strategic risks
through reports and seminar discussion on the
Assurance Framework. In response to the
drive to establish more quantitative clinical
quality metrics, the Board established a
separate task and finish group that led to
improved reporting on clinical governance
matters.
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