Statement by the Chief Executive
The last year has brought unprecedented challenges to the Trust in ways we could not have previously imagined. The COVID pandemic required us to swiftly and radically adapt the ways in which we provide services, including the rapid expansion of the critical care provision, the implementation of new infection prevention and control practices, creation of COVID safe pathways for patients throughout the Trust and the transformation of many established ways of working as well as the way we deliver care especially in outpatients and for those accessing planned care such as diagnostics and elective surgery. This has been made possible through the extraordinary efforts of Team ASPH who have demonstrated enormous resilience, compassion and professionalism alongside the incredible support of the local community and our partners
Financially, we ended the year with a retained deficit of £3.7m, although after adjusting for allowable items including impairments, donated assets and stocks of centrally procured goods we broke-even in line with the annual plan set for us. Due to the COVID pandemic our turnover increased substantially to £387.3m from £343.4 million in 2019/20.
Our stable underlying financial position meant we continued to invest substantially in the much needed capital schemes, including in new theatres for Ashford, new wards at St Peters and the Surrey Safe Care programme. This also offers the opportunity for future developments to improve our facilities for the team and for patients. Overall, the Trust retained focus on delivery of the Together We Care Strategy and its strategic objectives (see the Strategic objective section on page 36 for more detailed analysis) and at the same time, defined a new North Star Objective to prevent the spread of hospital acquired infection. To underpin this new and essential objective, a new operating model was developed with infection prevention and control as the central guiding principle. This performance overview reveals some of the challenges of balancing the requirement to meet unparalleled demand for services, alongside the deployment of the new operating model in order to keep patients and staff safe. As we continue to strive towards the delivery of our strategy and towards outstanding experience and the best outcomes for patients and the team, one of the means by which we can understand the fulfilment of the strategy is through our performance.
Read more in our latest Annual Accounts and Report.
More information on performance is given in our board papers.