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115 Pages·2012·0.84 MB·English
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SCOTTISH AMBULANCE SERVICE ANNUAL ACCOUNTS AND NOTES FOR YEAR ENDED 31 MARCH 2012 ScottishAmbulanceServiceBoard AnnualAccounts2011-2012 CONTENTS Page Directors’Report(includinginterestsofBoardmembers) 1 OperatingandFinancialReview 8 RemunerationReport 16 StatementsofResponsibilities 20 GovernanceStatement 22 IndependentAuditors’Report 27 DirectionbytheScottishMinisters 29 PrincipalFinancialStatements 30 Notestothe Accounts Note1(AccountingPolicies) 36 Note2–32 48 ScottishFinancialReturns 100 PaymentPolicy 111 ResourceandCashOutturn 112 Sickness Absence 113 Scottish AmbulanceServiceBoard Annual Accounts2011-2012 SCOTTISH AMBULANCESERVICE ANNUAL ACCOUNTSANDNOTESFORYEARENDED31MARCH2012 DIRECTORS’REPORT DIRECTORS’REPORT 1. NAMINGCONVENTION ScottishAmbulanceServiceisthecommonnamefortheScottishAmbulanceServiceBoard. 2. PRINCIPAL ACTIVITIESANDREVIEWOFTHEBUSINESSANDFUTUREDEVELOPMENTS The information that fulfils the requirements of the business review, principal activities and future developments can be found in the Operating and Financial Review, which is incorporated in this report by reference. 3. DATEOFISSUE AuditedFinancialStatementswereapprovedandauthorisedforissuebytheBoardon27June2012. 4. ACCOUNTINGCONVENTION The Annual Accounts and Notes have been prepared under the historical cost convention as modified to reflect changes in the value of fixed assets and in accordance with the Scottish Government Financial Reporting Manual (FREM). The Accounts have been prepared under a direction issued by Scottish Ministers,whichisincludedatPage29oftheaccounts. The statement of the accounting policies, which are in line with the International Financial Reporting Standards(IFRS)andhavebeenadopted,areshownatNote1. 5. APPOINTMENTOFAUDITORS The Public Finance and Accountability (Scotland) Act 2000 places personal responsibility on the Auditor General for Scotland to decide who is to undertake the audit of each health body in Scotland. The Auditor General has appointed Deloitte LLP to undertake the audit of the Scottish Ambulance Service. The general duties of the auditors of health bodies, including their statutory duties, are set out in the Code of Audit PracticeissuedbyAuditScotlandandapprovedbytheAuditorGeneral. 6. BOARDMEMBERSHIP Under the terms of the Scottish Health Plan, the Scottish Ambulance Service Board (“the Board”) is a Board of governance whose membership will be conditioned by the functions of the Board. Members of Health Boardsareselectedonthebasisoftheirpositionortheparticularexpertisewhichenablesthem tocontribute tothedecisionmakingprocessatastrategiclevel. The Board has collective responsibility for the performance of the Service as a whole, and reflects the partnershipapproach,whichisessentialtoimprovinghealthandhealthcare. TheScottishAmbulanceServiceBoardcomprisedduring2011/12: DavidGarbutt Chairman PaulineHowie ChiefExecutive CouncillorDavidAlexander Non-ExecutiveDirector MoiAli Non-ExecutiveDirector MattBell EmployeeDirector DrGeorgeCrooks MedicalDirector(part–time) SuzanneDawson Non-ExecutiveDirector TheresaHouston Non-ExecutiveDirector NeelamBakshi Non-ExecutiveDirector(from1July2011) EdwardFrizzell Non-ExecutiveDirector(from1July2011) DouglasMarr Non-ExecutiveDirector(until30June2011) ChristineHumphries Non-ExecutiveDirector(until30June2011) 1 Scottish AmbulanceServiceBoard Annual Accounts2011-2012 PamelaMclauchlan DirectorofFinanceandLogistics AndrewRichmond Non-ExecutiveDirector PeterRipley DirectorofServiceDelivery(until5August2011) DarenMochrie DirectorofServiceDelivery(from8August2011) ShirleyRogers DirectorofHumanResourcesandOrganisationalDevelopment New Appointments Neelam Bakshi and Edward Frizzell were appointed as non-executive directors with effect from 1 July2011. Peter Ripley Director of Service Delivery resigned to take up a similar post with East Midlands Ambulance Service. Initially he was replaced with Daren Mochrie in an Acting Director position on 8 August 2011 and thenasthepermanentDirectorofServiceDeliveryasof1December2011. The Board members’ responsibilities in relation to the accounts are set out in a statement following this report. 7. BOARDMEMBERS’ANDSENIORMANAGERS’INTERESTS ThefollowinginterestshavebeendeclaredbyBoardmembersandseniormanagers: BoardMember Directorships Ownerships DavidGarbutt  CharteredfellowoftheCharteredInstituteof SelfEmployed PersonnelandDevelopment Consultant  FellowScottishPoliceCollege  VisitingFellowAustralianInstituteofPolice Management PaulineHowie None None Councillor  SubstituteMemberCentralScotlandPoliceBoard None DavidAlexander  MemberandofficebearerScottishNationalParty  MemberCNDScotland  MemberCentralScotlandFireBoard  ElectedMemberFalkirkCouncil MoiAli  FellowoftheRSA SelfEmployed  Governor,NapierUniversity Consultant  JudicialComplaintsReviewer  Non-ExecutiveDirectorNHSEducationfor Scotland  Member Chartered Institute of Personnel & NeelamBakshi None Development(Affiliate)  FederationofSmallBusiness  Co–OperativeSociety  NationalAutisticSociety  RoyalHorticulturalSociety  MemberBBCAudienceCouncil  ApprovedTrainingInstituteAmericanBoardNLP  NBAssociates-owner;  ScottishGovernment,Non-ExecutiveMember;  LayMemberEmploymentTribunalsScotland,  ReserveForcesTribunal&LayRaceEquality AssessortoJudiciary  Member Scotland Committee of Equality & HumanRightsCommission MattBell None None DrGeorgeCrooks  MedicalDirectorNHS24 None 2 Scottish AmbulanceServiceBoard Annual Accounts2011-2012 SuzanneDawson  LaymemberofCounciloftheLawSocietyof Self-employed Scotland Marketing  MemberoftheBoardofNewbattleAbbeyCollege Consultant  FellowofCharteredInstituteofMarketing  Vice-ChairofCourtofAbertayUniversity,Dundee EdwardFrizzell  VisitingProfessor,QueenMargaretUniversity, None Edinburgh  Non-ExecutiveDirectorNHSEducationfor TheresaHouston None Scotland ChristineHumphries  ViceChairScottishBordersValuationAppeal None Committee  MemberBritishAssociationofSocialWorkers DouglasMarr None None DarenMochrie None None  ExecutiveMemberCIPFAinScotland PamelaMclauchlan  Non-ExecutiveAuditCommitteeMemberNational None TheatreforScotland(from1January2012) AndrewRichmond  Non-ExecutiveMemberofNHSTayside None  ChairofAngusCHP  Non-ExecutiveDirectorofFrontierIPGroupPLC  TrusteeTaysideNHSBoardEndowmentFund  AssociateofSocietyofInvestmentProfessionals (ASIP)  MemberofChurchofScotland  LayCourtmemberoftheUniversityofDundee  TrusteeoftheUniversityofDundee SuperannuationandLifeAssurancescheme PeterRipley None None ShirleyRogers None None SeniorManagers Directorships Ownerships HeatherKenney None None 7. PUBLICSERVICESREFORM(SCOTLAND) ACT2010 The Public Services Reform (Scotland) Act came into being in October 2010. In Sections 31 and 32 it placedadutyonallpublic bodiestopublishinformationonexpenditureandcertainothermattersassoonas isreasonablypracticableaftertheendofeachfinancialyear.Theseitemsinclude:  OverseasTravel;  PublicRelations;  HospitalityandEntertainment;and  ExternalConsultancy. In order to comply with this act, the Scottish Ambulance Service places on its external website the informationrelatingtotheexpenditureincurredundertheseheadingssince1April2011. In addition, public bodies are required to publish cash payments made to external parties that exceed £25,000 ona monthlybasis,as soonas themonthlyaccounts are available. A listof thesepayments is also placedonourExternalWebsite. Thefollowinglinkwilltakereaderstotherelevantinformation: http://www.scottishambulance.com/AboutUs/PoliciesPublications.aspx 3 Scottish AmbulanceServiceBoard Annual Accounts2011-2012 Payments made to staff that exceed £100k per annum should also be disclosed. This information is contained in the Directors’ remuneration report. No other members of staff currently earn more than £100k perannum. 8. PENSIONLIABILITIES The accounting policy note for pensions is provided in Note 1 and disclosure of the costs is shown within Note24andtheremunerationreport. 9. REMUNERATIONFORNON-AUDITWORK Deloitte LLP, the Service’s current External Auditors, have only undertaken audit related work during 2011/12fortheScottishAmbulanceServiceBoard. 10. RELATEDPARTYTRANSACTIONS During the year, no Board member, key manager or other related parties have undertaken any material transactionswithanybody. 11. PAYMENTPOLICY The Scottish Ambulance Service is committed to supporting the Scottish Government in helping businesses duringthecurrenteconomic situationbypaying bills morequickly. Theintentionis toachieve paymentof all undisputedinvoiceswithin10workingdaysacrossallpublicbodies. The target has been communicated to all non-departmental public bodies, who are working towards the acceleratedpaymenttargetof10workingdays. TheScottishAmbulanceServicehas endeavouredtowork towards this targetanddoesensurethatinvoices received that have been correctly checked are processed within 7 working days of date of receipt. However thosethatrequirefurtherinvestigationresultinthefollowingachievementofthetarget.  In2011/12 theBoardpaid24%byvalueand18%byvolumewithin10days (2010/11=8%byvalue&19%byvolume-Restated) Prior to this, the Board did endeavour to comply with the principles of The Better Payment Practice Code (http://www.payontime.co.uk) by processing suppliers’ invoices for payment without unnecessary delay and bysettlingtheminatimelymanner.  In2011/12 averagecredittakenwas28Days (2010/11=28Days-Restated)  In2011/12 theBoardpaid73%byvalueand77%byvolumewithin30days (2010/11=65%byvalue&76%byvolume-Restated) 12. CORPORATEGOVERNANCE The Board meets regularly during the year to progress the business of the Scottish Ambulance Service Board. This includes reviewing of performance against the keytargets for the organisation. Considering the key strategies and policies the organisation wishes to develop. Seeking assurance that principal decisions are governed and implemented, as planned. In order to support the work of the Board and to provide a frameworkofassurancethe followinggovernancecommitteesreporttotheBoard:  ClinicalGovernance;  Audit;  StaffGovernance;and  Remuneration. ClinicalGovernanceCommittee TheClinicalGovernanceCommitteeoftheBoardhastwokeyroles: 4 Scottish AmbulanceServiceBoard Annual Accounts2011-2012 - Systems assurance – to ensure that clinical governance mechanisms are in place and effective throughouttheScottishAmbulanceServiceSystem;and - Public health governance – to ensure that the principles and standards of clinical governance are appliedtothehealthimprovementactivitiesoftheNHSBoard. TheClinicalGovernanceCommitteecurrentlycomprisesfourNon-ExecutiveDirectors:MsSuzanneDawson (Chair); Mr Andrew Richmond; Ms Neelam Bakshi; and Ms Theresa Houston. Mr DavidNelson is the Public/PatientRepresentative.TheCommitteemeetsapproximatelyfourtimesper yeartomonitorstandards ofcareandmeasuretheeffectivenessofpre-hospitaltreatment. AuditCommittee The Audit Committee currently comprises four Non-Executive Directors: Mr Andrew Richmond (Chair); Ms Moi Ali; Mr Eddie Frizzell and Councillor David Alexander. Mr Frizzell took up his position at the start of July 2011, replacing Mr Doug Marr. Councillor Alexander replaced Ms Christine Humphries at the same time and Mr Richmond took up position of Chair of the committee. The Audit Committee meets four times per year to consider thevarious reports from bothinternalandexternal auditors toassess therisksthatmayarise inthe Service. StaffGovernanceCommittee The Staff Governance Committee comprises four Non-Executive Directors: Mr Matt Bell, Employee Director and Chair, Ms Moi Ali, Councillor David Alexander, Ms Neelam Bakshi and the Chairman, MrDavidGarbutt. The Committee meets four times per year to ensure effective monitoring of staff governance within the organisation. RemunerationCommittee The Remuneration Committee currently comprises the Chairman and three Non-Executive Directors: MrEdwardFrizzell;MsSuzanneDawson;andCouncillorDavidAlexander. TheCommitteeischairedbythe Chairman,MrDavidGarbutt.Itmeetsatleastthreetimesper year toconsiderthe evaluationofperformance and pay awards for Executive Directors. The committees have an important role in ensuring consistency of policy and equity of treatment of staff across the local NHS system, including remuneration issues, where they are not already covered by existing arrangements at national level. The Board Members’ responsibilitiesinrespectofinternalcontrolaresetoutinastatementfollowingthisreport. 13. DISCLOSUREOFINFORMATIONTOAUDITORS The directors who held office at the date of approval of this directors’ report confirm that, so far as they are each aware, there is no relevant audit information of which the Board’s auditors are unaware; and each director has taken all the steps that he/she ought reasonably to have taken as a director to make himself/herself aware of any relevant audit information and to establish that the Board’s auditors are aware ofthatinformation. 14. HUMANRESOURCES Throughout 2011/12, and in the face of difficult economic challenges, we have continued to live out the values and principles of partnership working, ensuring that effective staff governance exists across the Service. We are now almost half-way way through our 5 year HR strategy that was set out in “Doing the Right thing” covering the period 2010 to 2015. This is a strategythat continues to evolve as the expectations of the public increase and in light of continuing challenges over public sector funding. We are continuing to challenge ourselves to find innovative ways of developing the services we provide, focused solely on improvingpatientcare. Effectiveandefficientcommunicationisakeypartofensuringourstaffarewellinformed.Wehaveinplacea communications strategy which aligns all the keypieces of strategy work, helping staff to see how the range of individual projects are coming together to deliver our strategy goals. We have seen significant improvement in the development of communications channels and re-launched our intranet and external website. The re-launched internal staff magazine: Response came third at the November 2011 Chartered InstituteofPublicRelationsAwardsintheInternalNewspaperorMagazinecategory. The recent introduction of Leadership Patient Safety Walk Rounds has provided an opportunity for senior staff and the Non-Executive members of the Service Board to meet frontline staff in every station to talk about how we can collectively improve patient safety. This has been a hugely successful listening exercise, 5 Scottish AmbulanceServiceBoard Annual Accounts2011-2012 and regular updates in the Chief Executive’s weeklybulletin have been keeping staff abreast of the changes madeinresponsetostafffeedback. In the summer of 2011 a new recognition and awards scheme was introduced. The award events highlight the excellent work done by our staff and by our volunteer partners. The events are supported with funding from the Benevolent Fund and through sponsorship from Scotmid. By recognising individual and team contributionstooutstandingpatientcareweaim toinspirestafftoreplicategoodpractice.Thishasgenerated positivecoverageinlocalandnationalmediaforstaffacrosstheService. Because of the nature of our work, the clinical elements of staff training are highly regulated and provide assurance that both basic training and professional development activities are carried out to required standards. The new Ambulance Service Academy based within Glasgow Caledonian University is fast becoming an exemplar for the NHS and we continue to be the only UK ambulance service that is able to boast triple accreditation of our training. This accreditation comes from Glasgow Caledonian University, the HealthProfessionsCouncilandtheCollegeofParamedics. Supporting our efforts to ensure patient safety we have continued to roll out appropriate training and support to ensure appropriate Prevention and Control of Infection (PCOI) education programmes are in place. There arenowsome429CleanlinessChampionsacrosstheServiceandwork isunderwaytomakesurethatevery teamleaderacrosstheServiceisalsoeducatedtoCleanlinessChampionstatus. Our firm commitment to the principles of partnership continues with National Partnership and Divisional Partnerships continuing to operate with the full support of managers and staff. The strength of these relationships has been critical in us finding solutions to long term issues such as rest breaks.The solution to which is now being implemented in partnership and to helping us jointly plan for future challenges. While recognisingthatwehaveastrongpartnershipmodel,wehaveagreedtoreviewthePartnershipForum terms ofreferenceandreinforcetheprinciplesofpartnershipduring2012/13. The Scottish Ambulance Service is committed to the principles of Equality and Diversity, and this is demonstrated by means of the well established policies in this area. We have embraced the new responsibilitiesinrespectofdiversityandwillbedevelopingthesefurtherin2012/13. Over the past year we have continued to review and improve our policies and mechanisms that support the health and safety of our people and the people we serve. We have appropriate risk assessments in place alongside a system for reporting defective equipment in order to ensure that we place Health and Safety measures at the forefront in staff’s clinical practice. We provide staff with training and development and increasingly,wearelinkingthistocontinuouslearning.Ouraim istocreateacultureofoperatingwithaclear mindset of dynamic risk assessment when faced with circumstances that are by their nature, situational and createalearningenvironment. Wehavecontinuedtopromotepro-activemanagementofsickabsencewithanaimofreducingto5%across theservice.This yearsickabsencehasbeen5.7%.Thisincreaseinabsencerateisasaresultofalltypesof sickness and from all areas of the organisation. We currently are conducting a comprehensive review of the causes of sickness absence and options for improvement will be taken to the Board in the Summer of 2012. We believe this is something that can be improved and it is important to remember that the UK Ambulance Service average is 6.3%. This recognises the particular pressures on emergency services staff because of theirworkingenvironment. In January we reached agreement over the management of rest breaks. A high level action plan has been developed and the immediate focus is on implementing the new arrangements across the Service. This agreement, constructed in partnership, will provide a sustainable solution to the issue of rest breaks. It will addressconcernsoverpatientandstaffsafetyandenhanceresilienceandambulanceservicecapability. This year we sought accreditation to the Healthy Working Lives award and our efforts have resulted in the Service being accredited at Bronze level. This standard provides an additional assurance that we have clear health and safety roles established for our staff and that we plan and record Health and Safety training activity. We must always remember that it is the efforts of our dedicated and professional staff that will ultimately deliver the service to the people of Scotland. Many have chosen to work for the service because of a desire to serve their fellow citizens. This is often in the face of danger and brings staff into contact with the whole 6 Scottish AmbulanceServiceBoard Annual Accounts2011-2012 spectrum of people in our society. The principles of staff engagement and promoting diversity are the two areasthathavethegreatestpotentialtodeliverimprovedandefficientpatientcare. 15. EVENTSAFTERTHEENDOFTHEREPORTINGPERIOD There have been no significant events after the end of the financial year that would materially impact on the informationcontainedwithintheaccounts. 16. FINANCIALINSTRUMENTS Information in respect of the financial risk management objectives and policies of the Board and the exposure of the Scottish Ambulance Service to price risk, credit risk, liquidity risk and cash flow risk is disclosedinnote27. The Accounting Officer (Chief Executive) of the Scottish Ambulance Service has authorised these financial statementsforissueonthe27June2012. Signed: ........................................................................................................................... Date: 27June2012 MrsPaulineHowie ChiefExecutive 7 Scottish AmbulanceServiceBoard Annual Accounts2011-2012 OPERATING ANDFINANCIALREVIEW NHS Boards are required to prepare an Operating and Financial Review under section 7.2 of the FReM. This provides a narrative explanation of the main trends and factors underlying the development, performance and position of the Board during the financial year covered by the financial statements, and those which are likely to affect its future development, performance and position as defined in the Accounting Standards Board Reporting Statementobjectives. The operating and financial review has been prepared in accordance with the FReM and complies with best practice. 1 Principalactivitiesandreviewoftheyear The Scottish Ambulance Service was established in 1999 under The Scottish Ambulance Service Board Order 1999 which amended the National Health Service (Scotland) Act 1978 and is responsible for the provision of Accident& EmergencyResponse, PatientTransportationServiceandAir Ambulanceservices for theresidents ofScotland,includingtheislands’communities. Thiscoversatotalpopulationofover5.2million. TheroleoftheScottishAmbulanceServiceisto:  provide accident and emergency, patient transport and air ambulance services to the people of Scotland;  improveandprotectthehealthofpeople;  improvehealthservicesforlocalpeople;  focusclearlyonhealthoutcomesandpeople’sexperienceoftheirlocalNHSsystem;and  promoteintegratedhealthandcommunityplanningbyworkingcloselywithotherlocalorganisations. ThefunctionsoftheScottishAmbulanceServiceBoardcomprise:  strategydevelopment;  implementationofstrategicframework;  resourceallocations;  implementationofitsDeliveryPlan;and  performancemanagement. DuringthisyeartheOrganisationhasdeliveredthefollowing:  Progressed procurement in partnership with NHS24 of a Single Clinical Triage Tool (SCTT), which will mean that regardless of whichever route patients use to access emergency and urgent healthcare, therewillbeconsistencyintheassessmentandtriageofpatients’needs;  Increased the number of clinical advisors in our Emergency Medical Dispatch Centres (EMDC) to provideimprovedclinicalcareandassessmentandsupporttheintroductionoftheSCTT;  Lead the development, with the Long Term Conditions Task and Finish Group looking at falls and general frailty, of a protocol and screening tool to be used by Scottish Ambulance Service, Primary CareandOutofHoursclinicianstoassessolderpeoplewhohavefallen;  Progressed the development of care pathways in respect of diabetes, alcohol/drug abuse, Chronic obstructivepulmonarydisease(COPD),breathlessnessandmentalhealth;  Undertaken comprehensive review and stakeholder engagement to improve scheduled care services, which will result in establishment of 3 regional booking centers for Scotland to increase direct patient access, the roll out of mobile data across the Patient Transport Service fleet, and an improvement in thequalityandefficiencyofthescheduledcareservice;  Completed four Learn and Improve reviews and developed improvement programmes to take forward findings;thesewerePTS,workforceplanning,administrativeservices,andEMDC;  Progressed implementation of our Community Resilience Strategy and strengthened our capacity to supportcommunityengagementandbuildresilience;  Increased the number of Community First Responder schemes by around 8%, with over 1,000 volunteersacrossover130schemes;  Increased numbers of public access defibrillators in partnership with British Heart Foundation and Scotmid amongst others and upgraded our C3 system to track the position of public access defibrillatorssocalltakersareabletomakecallersaware;  Continued to work with NHS Boards and communities to take forward appropriate integrated healthcaremodelsinlinewiththeStrategicOptionsFrameworkforremoteandruralcommunities; 8

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Scottish Ambulance Service Board Annual Accounts 2011-2012 CONTENTS Page Directors’ Report (including interests of Board members) 1 Operating and Financial Review 8
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Most books are stored in the elastic cloud where traffic is expensive. For this reason, we have a limit on daily download.