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Building your career in a research team - Southampton - 8 June 2018

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8th June 2018 Hardy & Austen Suite DoubleTree by Hilton Hotel, Southampton Building your career in a research team 09.45 10.00 Registration with refreshments Welcome and I
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/Media/Southampton-Clinical-Research/SoAR/Building-your-career-in-a-research-team-Southampton-8-June-2018.pdf

New data protection laws (GDPR) come into effect

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New data protection laws designed to give individuals more control over how organisations use their personal information come into force today
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/AboutTheTrust/Newsandpublications/Latestnews/2018/May-2018/New-data-protection-laws-GDPR-come-into-effect.aspx

Welcome to the teenage and young adult cancer unit - patient information

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This booklet tells you about our facilities and what you can expect while you're here, and gives you some information about
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/Media/UHS-website-2019/Patientinformation/Cancercare/Welcome-to-the-teenage-and-young-adult-cancer-unit-2109-PIL.pdf

HearGlueEar app - patient information

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This factsheet explains what the HearGlueEar app is and how to use it.
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/Media/UHS-website-2019/Patientinformation/Audiology/HearGlueEar-app-2697-PIL.pdf

Vestibular rehabilitation - patient information

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This factsheet explains what vestibular rehabilitation is, what it involves and how it can help with your recovery.
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/Media/UHS-website-2019/Patientinformation/Audiology/Vestibular-rehabilitation-2565-PIL.pdf

Vestibular migraine - patient information

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This factsheet explains what a vestibular migraine is, what causes a migraine and how it is treated.
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/Media/UHS-website-2019/Patientinformation/Audiology/Vestibular-migraine-2564-PIL.pdf

SHC_application_2021_final2

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Southampton Hospitals Charity Research Funding Award 2022 Southampton Hospitals Charity (SHC) has actively engaged in raising funds for research projects over many years. The Charity recognises that pioneering clinical and healthcare research plays a critical role at UHS as a teaching hospital and is vital to delivering improved patient care across all areas. The Charity has a unique relationship with its donors and has the capacity to harness their philanthropy to achieve significant healthcare benefits through investment in projects that represent value for money, have scientific merit and measurable impact, and are aligned to local priorities. Southampton Hospitals Charity has undertaken to support innovative research projects with the potential to demonstrate direct benefit to UHS patients. Seed funding for proof of concept or small projects will be raised to enable clinicians and researchers to prove their hypotheses, gather preliminary data and secure future grants. Key information Southampton Hospitals Charity will raise funds of up £100k for research proposals within this scheme. The total number of projects awarded will be determined by quality and impact. An exceptionally strong case for funding should be presented for any project costing over £50k. Fundraising will launch once the successful projects have been selected. Projects are therefore not expected to commence until 9-12 months after award confirmation i.e. not before January 2023. All research designs, disciplines, and scope, except for basic science projects, will be considered. SHC has identified a number of research areas for this round, based on the potential for timely fundraising: * cancer care * cardiology * child health, including neonatal * neurology * ophthalmology Projects may or may not consider conditions related to COVID-19 – it is not a requirement. Individuals, research teams or multi-organisational groups may apply, provided the lead applicant holds a substantive or honorary contract with University Hospital Southampton Foundation Trust (UHS). Projects should last no longer than two years. Projects will be expected to pump prime larger projects, further successful grant applications or clinical trials within three years. Which costs are eligible? The award will fund direct research costs, including the salaries of research or technical support staff, consumables, travel, public and patient engagement and involvement activities, and dissemination costs. Research equipment costs (purchase, maintenance, licences or software) up to £5k will be considered. As projects funded by this scheme are not eligible for automatic CRN portfolio adoption, any service support costs must either be costed within the grant or covered by external sources. Which costs are ineligible? Charitable funds are not a substitute for government funding of basic healthcare provided by the NHS. For example, this award will not cover core NHS posts, staff statutory training, or equipment that is essential to the maintenance of clinical service. Basic science projects are not eligible to apply to this current scheme. The award will not cover applicant, co-applicant or collaborators’ salaries or consultancy fees, any indirect costs such as administrative, depreciation or maintenance costs, or other overheads. Costing template Proposals will be costed by the UHS R&D grants team and successful projects will be hosted by UHS. The current costing template is available here. Requests to R&D for costs must be made via researchgrants@uhs.nhs.uk at least 10 working days before the full application deadline – UHS R&D reserves the right to reject requests received after this point. If appropriate, costs from other institutions must be sought from the correct finance office and be clearly identified in the final calculation. FEC will not be paid on University of Southampton costs and should be excluded in the final submission. Review process Scheme launch – 15 November 2021 Deadline for full applications and costing template – 26 January 2022 Applications will only be accepted via a fully completed application form – appendix A – and costing template to researchgrants@uhs.nhs.uk. Projects are expected to consider the NIHR carbon reduction guidelines relating to research (https://www.nihr.ac.uk/documents/the-nihr-carbon-reduction-guidelines/21685) in line with the UHS strategic commitment to sustainability (https://www.uhs.nhs.uk/AboutTheTrust/Sustainability-at-UHS/Sustainability-at-UHS.aspx) Applications will be assessed by a panel convened under the direction of the UHS R&D Director in February 2022. The panel will be drawn from UHS and UoS researchers with appropriate experience. The feasibility of fundraising for the shortlist of potential research projects will be considered by Southampton Hospitals Charity before the final awards are selected. Successful projects will be confirmed by 31 March 2022. It is expected that fundraising will be completed within a maximum of 12 months, enabling projects to start in Q4 2022/23 (i.e. between January to March 2023). If alternative funding from external sources becomes available, the researcher must inform UHS R&D grants immediately. In this case, the Charity may consider a revised project, e.g. additional research activities. SHC reserves the right to withdraw the offer of funds or allocate any funds already raised to another project. Appendix A – application form Lead applicant details Full name Title Telephone No Email address Current post & Division Employment contract with UHS UHS Substantive / UHS honorary Research proposal Proposal title Proposal start and finish dates* (*Project start date is dependent on fundraising by SHC and is unlikely to be before January 2023. Project duration is up to 2 years.) Project details – lay summary Include: * Background * Objectives * Project design * Outcomes 1500 words max Research partners * Detail your research team – names, post, and description of role/contribution to this project * Will this proposal involve collaboration with other organisations across the H&IoW region? Please detail. Research impact * Provide details of plans to realise impact on patients, public and/or health and care services, including timescales, at a regional or national level. * Approximate size of population to be impacted * How will this award enable future activity? 500 words max Budget and resources Detail the budget required for this project in Year 1 and Year 2 (if applicable). Please attach a copy of the UHS R&D costing template to your application. Existing support Detail any funding or in-kind support already committed to deliver this project. Alternative funding support Is this proposal under consideration by any other funder? If yes, please detail. Additional information Is there any further information that may support your application? SHC engagement & fundraising * Do you consent to being involved with the Charity to support fundraising efforts? * What is the key message to communicate to potential funders? 500 words max Research sustainability How will this project meet NIHR guidance and the UHS strategic commitment to sustainability? 500 words max Authorisation PLEASE ENSURE THAT YOU HAVE SECURED AGREEMENT FROM YOUR HEAD OF DEPARTMENT OR R&D LEAD TO SUBMIT THIS PROPOSAL AND FOR THE LEAD APPLICANT TO ACT IN THE CAPACITY OF CHIEF INVESTIGATOR SHOULD THE FUNDING BE AWARDED Head of department or R&D lead name and email address Head of department or R&D lead signature Applicant signature Date of application Send your completed application form and costing template to researchgrants@uhs.nhs.uk Closing date for submissions: 26 January 2022 SHC_application_2021_final2 6
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/Media/Southampton-Clinical-Research/Grants/Download/SHC-application-2021-final2.docx

Having a total hip replacement - patient information

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This leaflet contains important information about having a total hip replacement.
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/Media/UHS-website-2019/Patientinformation/Muscles,jointsandbones/Having-a-total-hip-replacement-4038-PIL.pdf

Papers CoG 29.01.2026

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Date Time Location Chair Agenda Council of Governors 29/01/2026 14:00 - 15:30 Conference Room, Heartbeat/Microsoft Teams Jenni Douglas-Todd 1 Chair’s Welcome and Opening Comments 14:00 2 Declarations of Interest 14:02 3 Minutes of Previous Meeting 14:03 Approve the minutes of the previous meeting held on 28 October 2025 4 Matters Arising/Summary of Agreed Actions 14:05 There are no outstanding actions 5 Strategy, Quality and Performance 5.1 Chief Executive Officer's Performance Report 14:06 Receive and note the report Sponsor: David French, Chief Executive Officer 6 Governance 6.1 Non-Executive Director Appointment 14:26 Approve the appointment Sponsor: Jenni Douglas-Todd, Trust Chair 6.2 Chair and Non-Executive Director Appraisal Process 14:36 Approve the Chair and Non-Executive Director Appraisal Process Sponsor: Jenni Douglas-Todd, Trust Chair Attendee: Steve Harris, Chief People Officer 6.3 Governor Attendance at Council of Governors' Meetings 14:46 Review governor attendance at Council of Governors' meetings Sponsor: Jenni Douglas-Todd, Trust Chair Attendees: Craig Machell, Associate Director of Corporate Affairs and Company Secretary and Karen Russell, Council of Governors' Business Manager 6.4 Review Governors' Nomination Committee Terms of Reference 14:51 Approve the proposed changes to the Governors' Nomination Committee Terms of Reference Sponsor: Jenni Douglas-Todd, Trust Chair Attendees: Craig Machell, Associate Director of Corporate Affairs and Company Secretary and Karen Russell, Council of Governors' Business Manager 6.5 Council of Governors’ Annual Business Plan 14:55 Approve the Annual Business Plan for 2026/27 Sponsor: Jenni Douglas-Todd, Trust Chair Attendee: Karen Russell, Council of Governors' Business Manager 6.6 Review Audit and Risk Committee Terms of Reference 14:59 Following review by the Audit and Risk Committee no changes are proposed Sponsor: Keith Evans, Audit and Risk Committee Chair Attendee: Craig Machell, Associate Director of Corporate Affairs and Company Secretary 7 Membership Engagement and Governor Activity 7.1 Membership Engagement 15:04 Receive the report Sponsor: Jenni Douglas-Todd, Trust Chair Attendee: Sam Dolton, Events and Membership Officer 7.2 Governors' Nomination Committee Feedback 15:14 Chair: Jenni Douglas-Todd, Trust Chair 8 Review of Meeting 15:19 Review and feedback on the content of this meeting Sponsor: Jenni Douglas-Todd, Trust Chair 9 Any Other Business 15:24 Raise any relevant or urgent matters that are not on the agenda 10 Date of Next Meeting: 22 April 2026 15:29 Note the date of the next meeting Page 2 Minutes - Council of Governors (CoG) Open Session Date Time Location Chair Present 28 October 2025 14.00-15.40 Conference Room, Heartbeat Education Centre and Microsoft Teams Jenni Douglas-Todd, Trust Chair Jenni Douglas-Todd, Trust Chair Shirley Anderson, Elected, New Forest, Eastleigh and Test Valley Tara Cavell, Elected, New Forest, Eastleigh and Test Valley Patricia Crates, Elected, New Forest, Eastleigh and Test Valley Lesley Gilder, Elected, Southampton City Ben Grassby, Elected, Rest of England and Wales Richard Green, Elected, Southampton City Martin Hall, Elected, New Forest, Eastleigh and Test Valley Simon Jacob, Elected, Nursing and Midwifery Staff Councillor Pam Kenny, Appointed, Southampton City Council Professor Sue Latter, Appointed, University of Southampton Jenny Lawrie, Elected, Southampton City Brian Lovell, Elected, Rest of England and Wales Councillor Louise Parker-Jones, Appointed, Hampshire County Council Cat Rushworth, Elected, Isle of Wight Karen Smith-Baker, Elected, Health Professional and Health Scientist Staff Stephanie Stinton, Elected, Southampton City Liz Taylor, Elected, Non-Clinical and Support Staff Mike Williams, Elected, New Forest, Eastleigh and Test Valley JDT SA TC PC LG BG RG MH SJ PK SL JL BL LPJ CR KSB SS LT MW In attendance Tracey Burt, Minutes TB Sam Dolton, Events and Membership Officer (for item 7.1) SD David French, Chief Executive Officer (for item 5.1) DF Craig Machell, Associate Director of Corporate Affairs and CM Company Secretary Farhanah Miah, Associate Governor FM Karen Russell, Council of Governors’ Business Manager KR David Watts, Corporate Affairs DW Apologies Professor Cathy Barnes, Appointed, Solent University CB Sathish Harinarayanan, Elected, Medical Practitioners and Dental SH Staff 1 Chair’s Welcome and Opening Comments The Chair welcomed everyone to the meeting, particularly the new governors. She also congratulated the governors who had been re-elected for a second term. 2 Declarations of Interest There were no new declarations of interest relating to matters on the agenda. 3 Minutes of Previous Meeting The minutes of the meeting held on 16 July 2025 were approved as an accurate record of the meeting. 1 4 Matters Arising/Summary of Agreed Actions It was noted that the two action items had been completed. No. 1277 - the Communications Team was under pressure in terms of resourcing and SD had taken on additional roles within the team. He had, however, agreed to attend future CoG meetings (either in person or via MS Teams) to give the Membership report and to answer any questions. No. 1278 - SD would update the CoG regarding the Gypsy, Roma and Traveller community, when we joined the meeting for item 7.1. 5 Strategy, Quality and Performance 5.1 Chief Executive Officer’s Performance Report The Chair welcomed DAF to the meeting to present his report. He told governors that he would outline where the Trust was, as an organisation and also talk about the wider NHS. He advised that the current intensity and pressure within the wider NHS had filtered down to Trusts very quickly. There were now two forms of league tables, one of which was in the public domain and looked at around twenty metrics regarding hospital performance. It included all acute hospitals (including those that specialised in only one area of medicine, e.g. cancer) and UHS had come 48th out of 134. He also advised that financial over-rides meant that UHS was below other organisations who had a worse gross score but were not in financial difficulty. Each week the Trust received league tables for Emergency Department (ED) four-hour performance and the percentage of patients waiting less than 18 weeks for treatment. During mid to late summer ED performance had been relatively strong but it had deteriorated in the last couple of weeks and the Trust was committed to making improvements. It was, however, in the top quartile for its 12hour performance. DAF advised that the level of demand on services at UHS was greater than its capacity to treat patients and did not match the funding it received. The Trust Board had therefore taken the decision that the hospital should reduce some of its activity so that it was better aligned to the money it received. Consequently, the waiting list for the treatment of some benign conditions had risen. There were still extensive recruitment controls in place and the Trust was aiming to only replace 7 out of 10 clinical staff. Innovative ways of working were being considered and DAF acknowledged that there were pockets of staff unhappiness around the organisation. In recent weeks there had been an increase in the level of violence and aggression towards staff. Flags were being seen in and around the hospital and DAF advised that there was a cohort of society who were prepared to say things that were inconsistent with the values of UHS. Whilst the Trust had a policy of zero tolerance, calling out such behaviour was often seen as a badge of honour. A member of the public had recently been banned from attending UHS, other than for “life and limb” need. It was the first time the hospital had taken such a decision, due to racist behaviour, and both the patient and his GP had been written to. In response to questions from governors, DAF said that these patients were not flagged across the wider NHS but he had raised the matter at a national level. 2 The Trust was empowering UHS staff to take action and the message around zero tolerance had been shared with the local community. The CoG was supportive of the action the Trust had taken and was keen to support the staff and Trust Board in strengthening its message around zero tolerance. DAF said that whilst the situation within the NHS was currently tricky, there were a number of things that gave him hope. The link between activity and money was being re-established and he thought that the financial architecture would improve during 2026. He noted that: • the UHS strategy document he had written 5 years ago was being refreshed to take into account a 10-year plan. • the Trust had been given funding for an urgent treatment centre at UHS. It would be in addition to the one at the Royal South Hants, separate to ED and would have its own staff. • the Trust and the University of Southampton had agreed to swap various buildings. It would enable the university to develop a flagship immunology centre at the hospital, while UHS developed the personalised medicine agenda on the university site at Chilworth. • the Trust was in negotiation with a private sector company regarding the potential provision of a five-theatre estate (from April 2026). PC said that Romsey residents had been dismayed that the phlebotomy service at Romsey hospital had been lost. DAF acknowledged that it had been a difficult decision and it was hoped that local GPs would carry out some of the work, while other residents used the service at UHS. 6 Governance 6.1 Governor Attendance at Council of Governors’ Meetings KR noted that if a governor failed to attend two successive meetings of the CoG, they would be contacted to ensure that their absences were due to reasonable cause and that they would soon be able to attend again. The Chair advised that a governor had been contacted, as they had missed two successive meetings. Their absences had, however, been for good reason. Decision: The CoG agreed that the correct process had been followed to confirm that the failure of a current governor to attend two successive meetings of the CoG had been due to reasonable causes and they would attend future meetings within a reasonable period. 6.2 Review of Council of Governors’ Expenses Reimbursement Protocol CM advised that he and KR had reviewed the Council of Governors’ Expenses Reimbursement Protocol. A few minor changes had been made and could be seen as tracked changes on the document circulated with the meeting papers. Decision: The CoG approved the proposed changes to the Council of Governors’ Expenses Reimbursement Protocol. 6.3 Appointment of Deputy Chair The Chair advised that the current deputy chair, Keith Evans, Non-Executive Director (NED), would come to the end of his second term of office on 31 January 3 2026. A new deputy chair therefore needed to be appointed and the process to enable that had taken place. The Chair recommended to the CoG that Jane Harwood, NED and Senior Independent Director (SID) be appointed to the role with effect from 1 October 2025. Decision: The CoG approved the appointment of Jane Harwood as Deputy Chair with effect from 1 October 2025. 7 Membership Engagement and Governor Activity 7.1 Membership Engagement The Chair welcomed SD, Events and Membership Officer, to the meeting and he introduced himself to the governors. He highlighted the following from the Membership Engagement report: • the autumn edition of the quarterly digital magazine for members would go out shortly. • the Trust’s annual members meeting had been held on 8 October 2025 and several governors had attended. The feedback had been positive and those attending had appreciated the clear insight given into both the successes and challenges within UHS. Suggestions for improvements to future annual meetings had included allowing more time for Q&As and to enjoy the exhibitions. Also, that microphones would make hearing easier. • during the nomination stage for local CoG elections, postal members had been given the option to become email members or to continue as postal members. If they had not responded, they were removed from the membership database. Consequently, there had been a significant reduction in postal members, which had saved the Trust over £2,200 on printing and postage costs during the ballot stage for the CoG elections. • 39 new members had joined the Trust since the last CoG meeting in July 2025. SD thanked the governors who had helped to man the UHS stall at Southampton Pride in the summer, when attendees had been encouraged to become Trust members. With regard to the outstanding action item (1278) where it had been noted that there were currently no members from the Gypsy, Roma and Traveller (GRT) community, SD advised that he had spoken with other Trusts and they had all acknowledged that it was a challenging group to engage with. The following comments were made: • UHS had previously employed a GRT Liaison Lead but there was no longer funding for the post. • much of the work to engage with the GRT community was now being done by the local Integrated Care Board (ICB). • SD advised that reports were available on the work being done at a regional level and he was willing to introduce governors to the appropriate people. • not all GRT communities were mobile and data held by schools may be helpful. • SA suggested that governors needed to consider how they reached out to their constituents, including the GRT community. SD said that social media and attendance at local events was used but he acknowledged that other opportunities could be considered (e.g. the use of QR codes). 7.2 Governors’ Nomination Committee Feedback The Chair advised that: • the Trust had engaged Odgers Berndtson, an executive recruitment company, to help with the search for a new Audit and Risk Committee Chair, as Keith Evans, NED, was due to leave. The Governors’ Nomination Committee (GNC) 4 and others (e.g. UHS executives and NEDs) would be involved in the final interview of candidates. • Tim Peachey, NED and Chair of the Quality Committee, had agreed to extend his term of office for another 12 months, to September 2026. The process to recruit a replacement for him would begin in February/March 2026. • a replacement for Jane Harwood, NED, would also need to be found as her term of office would come to an end in September 2026. • if the Trust’s financial position improved next year, a decision may be made to replace the NED post previously held by Dave Bennett. The CoG would be kept up to date regarding developments. 8 Review of Meeting The following comments were made: • sound quality continued to be an issue. • the governors had appreciated DAF’s open, honest and transparent presentation, which had been easy to understand. They also commended him on his work to make the hospital a safe place for staff. The Chair agreed to pass on the feedback to him. • governors would have appreciated hearing more about the Trust’s Violence and Aggression policy. CM noted that it was currently being reviewed but could be an agenda item for a future CoG meeting. 9 Any Other Business • the Chair thanked JL who had been elected as Deputy Lead Governor and BL who had been appointed to the GNC. • PC encouraged governors to attend the carol service being held at Romsey Abbey on 1 December 2025. Money raised from tickets would go to the Southampton Hospital Charity. • CR advised that the campaign on the Isle of Wight to raise money to buy a minibus to transport its residents with cancer to appointments in Southampton, had been successful and a Daisy Ring Bus was now operational. Local volunteers were being sought to drive it. The Chair thanked governors for their attendance and said that she looked forward to seeing them at the Strategy Day in December. 10 Date of Next Meeting The next meeting of the CoG would be held on 29 January 2026. 5 Item 5.1 Report to the Council of Governors - 29 January 2026 Title: Chief Executive Officer’s Performance Report Sponsor: David French, Chief Executive Officer Author: Sam Dale, Associate Director of Data and Analytics Purpose (type an ‘x’ in the appropriate box(es)) (Re)Assurance Approval Ratification Information x Strategic Theme (type an ‘x’ in the appropriate box(es)) Outstanding patient Pioneering research World class people outcomes, safety and innovation and experience Integrated networks and collaboration Foundations for the future x x x Executive Summary: Information about Trust performance supports the Council of Governors in their role. This report is intended to inform the Council of Governors about aspects of the Trust’s performance. Contents: The Chief Executive Officer’s Performance Report is attached. Risk(s): N/A Equality Impact Consideration: N/A UHS Council of Governors January 2026 Chief Executive’s Performance Report 1. Purpose and Context The purpose of this report is to summarise the Trust’s performance against a range of key indicators. Where available, this report covers data from the period September to November 2025, noting that some performance data is reported further in arrears and therefore unavailable. Notable features of the quarter include:• The Trust continues to face a highly challenging financial position, reporting a £41m deficit at Month 8, despite delivering £58m of savings, and has implemented a financial recovery plan to improve the run-rate. • Capital spending is on track, with over £55m to be invested this year, including £6m investment in the emergency department to establish an urgent treatment centre supporting improved patient flow. • Emergency care pressures persisted, with performance dipping in October but improving to 63.0% for four-hour performance in November supported by redesigned urgent care pathways. • The overall waiting list has stabilised across Q3, with focused work reaping benefits through the reduction of long waiting patients as we make progress towards zero 65-week waiters, one percent of patients waiting over 52 weeks and a much improved performance position by the end of the financial year. • Cancer performance remains strong for the 28-day faster diagnosis standard (81.3%), with ongoing efforts to increase capacity and maintain resilience against rising demand. • Safety indicators highlight two never events and a small number of PSIIs under formal review, alongside targeted improvements in infection control and IV cannula practice. • Friends and Family Test results remain positive overall, with 94% positive feedback, and new initiatives introduced such as QR codes at bedsides and a health inequalities dashboard. • Workforce data shows turnover stable at around 10%, sickness slightly above target, and the annual national staff survey in progress during the quarter. 2. Safety Infection Control Clostridium Difficile infection MRSA Bacterium infection E. Coli Target 78.0% September 2025 67.6% October November 2025 2025 58.4% 63.01% October performance reflected a significantly challenging month within the emergency department due to attendance volumes and complexity of arrivals resulting in increased admissions. However, in November, 63.0% of patients spent less than four hours in the department reflecting an improvement of 4.6% and above our in year performance plan. The key focus area in November was the redesign of urgent care areas into a same day emergency care service for ambulatory and minors’ pathways. This is part of a series of planned pathway improvements designed to drive improvements towards the national target of 78% by March 2026. Referral to Treatment (RTT) Target % incomplete pathways within 18 weeks in month Total patients on a waiting list => 92% September 2025 61.0% 63,160 October 2025 60.9% 63,960 November 2025 60.7% 63,399 The organisation has been managing an increasing waiting list throughout the first six months of the year as referrals increased in key specialties and outsourced capacity was limited to drive financial stability. Waiting list performance has stabilised in quarter three and significant progress has now been made in reducing the volume of long waiting patients as we target zero patients over 65 weeks and the national target of 1% of the waiting list being above 52 weeks. Aligned with national ambitions, the Trust has increased its focus on pathway validation and patient communication to ensure pathways are well managed. Cancer Target Faster Diagnosis - within 28 days 31 Day target - decision to treat to first definitive treatment 62 day target - urgent referral to first definitive treatment > =77% => 96% => 70% August 2025 80.5% 94.7% 75.9% September 2025 81.2% October 2025 81.3% 93.6% 94.3% 72.2% 73.5% The Trust has maintained strong performance for the 28 day faster diagnosis pathway element achieving 81.3% for the latest validated month (October 2025). Performance for the 31day metric Page 4 of 6 (94.3%) and 62 day metric (73.5%) are both marginally short of the national targets, but all services are committed to maximising capacity, appropriately managing referrals and optimising pathways to achieve the performance ambitions set at the start of the year. Challenges have emerged throughout the financial year, but services have maintained flexibility through insourcing and weekend working to ensure cancer patients are appropriately prioritised. In some areas this has been supported through funding from the Cancer Alliance. 5. Finance The financial environment remains extremely challenging for UHS as we approach the final quarter of the financial year. The Trust’s plan for 2025/26 targeted a financial breakeven position, which was predicated on the achievement of £110m of savings. This level of savings achievement represents 8% of turnover and would be a record for UHS if delivered. The financial architecture in 2025/26 has also meant a greater proportion of the Trust’s income is fixed (or capped) therefore savings are required to be achieved mainly via cost out schemes covering both pay and non pay. All areas were asked to explore workforce reductions (5% for clinical divisions and 10% for corporate areas) and a financial improvement group was established, chaired by the CEO, and supported by the CFO and Director of Financial Improvement, to help drive the pace of efficiency improvement in a mindful way. Despite significant progress with savings achievement (over £58m achieved as at the end of November), at M8 the Trust is reporting a deficit of £41m which is £24m behind plan. The Trust has faced a number of pressures, including: 1. The Trust continues to have significant operational pressures, with the level of demand on the hospital exceeding the level of activity funded by commissioners. 2. Non-criteria to reside numbers have increased to peaks of over 275 from an average of 215 in 2024/25. This is over 20% of the Trust’s bed base and has a significant cost in addition to clinical risks of patient deconditioning and infection. This remains a focus of the inpatient flow programme. 3. Mental health patient demand has grown from previous years with patients often requiring enhanced levels of support at a premium cost to the Trust. UHS continues to work with system providers on improvements for this patient group. 4. The Trust set an extremely challenging savings target, and it has proven challenging to deliver savings to the level and pace required. Due to scale of the variance to plan and deficit trajectory if the prevailing run rate continued, a financial recovery plan has been implemented, supported by the Trust board and other system partners. This targets further improvement over the remainder of 2025/26, which has generated favourable movements in the Trusts’ deficit run rate and will help provide a more sustainable footing for the future. There is however a significant risk to the delivery of the plan, with the Trust estimating unmitigated inyear risks of £55m. We are however striving to deliver further financial improvements. The deficit has put a strain on the cash position of the Trust, and we have therefore required additional cash support from NHS England, which has been received. Further to this the Trust remains on target to spend its full capital allocation for 2025/26 totalling over £55m, for which £29m is externally funded following successful grant/business case applications. This includes further investment in the emergency department of £6m to establish an urgent treatment centre supporting improved patient flow. This continued investment in capacity, digital and infrastructure helps support continued ongoing financial sustainability and efficiency improvements. Page 5 of 6 6. Human Resources Indicator Staff recommend UHS as a place to work % Staff survey engagement score (out of 10) Q1 25/26 47.7% 6.39 Q2 25/26 53.2% 6.60 During quarter three, the national and annual staff survey is live and therefore open for responses to individuals within the organisation. Results from this will be subject to embargo and not openly available until March 2026. Quarterly pulse survey data will be available for next quarter’s reporting. Indicator Target Staff Turnover (internal target; rolling 12 month) Sickness absence 12-month rolling (internal target) <=13.6% <=3.9% September 2025 10.4% 3.8% October 2025 10.9% 4.4% November 2025 10.1% 4.1% Turnover: In November 2025, there was a total of 114.5 WTE leavers, 34.3 WTE more than October 2025 (80.2 WTE). Division C recorded the highest number of leavers (44.8 WTE). Within Division C, the Clinical Services staff group had the highest number of leavers (15.3 WTE). Divisions A and Trust HQ had the second and third highest number of leavers (28.5 and 24.6 WTE respectively); with the largest number of leavers for Division A being the Nursing and Midwifery Registered staff group (10.3 WTE), while in Trust HQ Admin & Clerical staff group accounted for 14.5 WTE leavers. Sickness: The current 12 month rolling sickness rate is 4.1% (as of November 2025), this is 0.2% above the 3.9% target. For November 2025, in-month sickness is at 4.2%, an increase on October 2025 (4.1%) and year-to-date sickness is 3.69%. Page 6 of 6 Item 6.1 Report to the Council of Governors - 29 January 2026 Title: Non-Executive Director Appointment Sponsor: Jenni Douglas-Todd, Trust Chair Author: Karen Russell, Council of Governors’ Business Manager Purpose (type an ‘x’ in the appropriate box(es)) (Re)Assurance Approval Ratification Information Y Strategic Theme (type an ‘x’ in the appropriate box(es)) Outstanding patient Pioneering research World class people outcomes, safety and innovation and experience Integrated networks and collaboration Foundations for the future N/A N/A N/A N/A N/A Executive Summary: The appointment and reappointment of non-executive directors (NEDs) is one of the statutory responsibilities of the Council of Governors (CoG) role following recommendation by the Governors’ Nomination Committee (GNC). Keith Evans (KE) will reach the end of his second term of office as a NED and Chair of the Audit and Risk Committee on 31 January 2026. There will therefore be a vacancy for an independent NED on the board of directors (Board). At its meeting on 28 October 2025, the CoG was advised that following consultation with the GNC, the Trust had engaged Odgers Berndtson, an executive recruitment company, to help with the search for a replacement for KE. The GNC has undertaken a recruitment and selection process for a new NED and Chair of the Audit and Risk Committee and has identified a suitable candidate for appointment by the CoG. Contents: The attached paper provides details of this process, and the candidate proposed for appointment. Risk(s): N/A Equality Impact Consideration: N/A Non-Executive Director Appointment Background The appointment and reappointment of non-executive directors (NEDs) is one of the statutory responsibilities of the Council of Governors (CoG) role following recommendation by the Governors’ Nomination Committee (GNC). Keith Evans (KE) will reach the end of his second term of office as a NED and Chair of the Audit and Risk Committee on 31 January 2026. There will therefore be a vacancy for an independent NED on the board of directors (Board). At its meeting on 28 October 2025, the CoG was advised that following consultation with the GNC, the Trust had engaged Odgers Berndtson, an executive recruitment company, to help with the search for a replacement for KE. The GNC has undertaken a recruitment and selection process for a new NED and Chair of the Audit and Risk Committee and has identified a suitable candidate for appointment by the CoG. When considering the appointment of a non-executive director, the GNC and the CoG should consider: • the composition of the current Board, including in terms of its skills, knowledge and diversity; • the individual’s other commitments and the time available for the role; and • independence. Recruitment Process External advertisement is a requirement for any full appointment to an NED role. The GNC considered proposals from three executive recruitment companies to identify a replacement NED and Chair of the Audit and Risk Committee and unanimously agreed to engage Odgers Berndtson. The selection process included the following: Longlisting meeting with members of the GNC Shortlisting meeting with members of the GNC Stakeholder panel with representation from the Board, and the Hampshire and Isle of Wight ICB Final interview panel with members of the GNC 13 November 2025 2 December 2025 8/9 December 2025 15 December 2025 Applications received were as follows: Applications longlisted 16 Applications shortlisted 6 Applications invited to stakeholder sessions 6 Applications invited to final interview 4 Recommendation Following completion of the selection process, one candidate, Steven Peacock, is recommended for appointment. His CV is attached as an appendix. Steven is an experienced finance leader with a career spanning senior executive and nonexecutive roles across PLCs, venture capital-backed businesses, charities and the NHS. He combines deep financial expertise with strategic leadership and governance experience and has worked in a range of complex environments. He has chaired audit committees for Dorset Healthcare and Royal Bournemouth and Christchurch Hospitals ensuring effective internal control, risk management and compliance with accounting standards and has experience of offering challenge and support to boards to strengthen governance in highly regulated environments. He has served as a NED for Dorset Healthcare since 2020 and previously for Royal Bournemouth and Christchurch Hospitals for eight years (where he also held the position of Vice Chair) working closely with executives and governors, providing oversight of finance, performance and quality during periods of significant operational and strategic change. This role will come to an end in March 2026 on completion of his second term of office. Steven’s executive career includes senior roles at Estée Lauder, WH Smith Travel and Homebase, where he delivered efficiency improvements and large-scale operational change. He has experience of balancing financial control with commercial acumen and has delivered multimillion-pound cost savings. He has championed equality, diversity and inclusion, serving as Executive Sponsor for the RNLI’s LGBTQ+ network and embedding inclusive practices into organisational culture. Steven has nearly 14 years of NHS non-executive experience, including roles as Audit Committee Chair for two organisations, Senior Independent Director and Vice Chair. He is keen to continue contributing to the NHS and sees this role as a chance to apply his financial and risk expertise to support a successful acute provider in a health system he knows. The recommended candidate will be subject to the ‘fit and proper’ persons checks and declaration processes applicable to directors prior to appointment and annual fit and proper persons checks and declaration processes thereafter. As recommended by the Governors’ Nomination Committee following its meeting on 20 January 2026, the Council of Governors is asked to approve that: • Steven Peacock is appointed as a non-executive director for a three-year term on the standard terms and conditions for non-executive director appointments, including the current annual fee of £14,000 as remuneration for the role. • A supplement of £2000 per annum is also payable for the additional role as Chair of the Audit and Risk Committee. The appointment will be subject to the proper completion of the ‘fit and proper’ persons checks and declarations processes referred to above. Steven Michael Peacock FCA Career Summary: An experienced Chartered Accountant with a proven track record in PLC, Venture Capital, Not for Profit and Charity Organisations both as an Executive and Non-Executive at main board level. I am comfortable in working in complex governance environments and have extensive experience in managing broad stakeholder groups including Trustees at Board level and formal committee settings. I am commercial, strategic and pragmatic in my approach, which coupled with my collaborative style and ability to generate and deliver change has led to portfolios and remits extending beyond finance – including commercial roles, oversight of IT, Procurement and being the SRO for a variety of organisational strategic programmes. As a Non-Executive Director (NED), I have nearly 14 years of experience in the NHS working as a Unitary Board member, and over this time I have experienced first-hand the risks and opportunities of the challenging environment faced by the NHS and the evolving healthcare ecosystem. I have held roles including Audit Committee Chair (for 2 organisations), Finance Committee member, Freedom to Speak Up Non-Exec lead, Senior Independent Director and Vice Chair. This gives me a clear insight into the needs and challenges of Executives and Non-Executives and how I can support, in either capacity. I am a keen advocate for Equality, Diversity and Inclusion and was proud to be the Executive Sponsor at the RNLI for the Harbour Network that supports the developing LGBTQ+ agenda. Current Employment: a. National Trust February 2025 – Current Chief Finance Officer • Accountable for all financial matters of the National Trust, covering England, Wales and Northern Ireland. • Role includes exec responsibility for IT, Procurement, Internal Audit, Risk Management, Pensions & Governance. • Focused on delivering org-wide restructuring to support, longer term strategic need & near term financial imperatives. b. Dorset Healthcare University Foundation Trust March 2020 – Current The Trust is responsible for all mental health services and many physical health services in Dorset, delivering both hospital and community-based care. Serving a population of nearly 800,000 people and employing around 6,000 staff across over 300 sites with a Turnover of c. £250M. My 2nd 3 year term will be coming to an end in the next 5 months Non Executive Director Audit Committee Chair (March 2020 – Current) Senior Independent Director (March 2020 – March 2023) Stepped down in line with NHS Guidance of Audit Chair conflicts. Further Employment History: c. RNLI February 2018 – February 2025 Chief Finance Officer • Accountable for all financial matters of the RNLI both domestically and internationally. • Developing an inclusive mindset to finance as an ‘enabler’, supporting the strategic ambition of the RNLI. Good financial governance is the responsibility of all colleagues in the RNLI. • June 2018 – responsibility broadened to include Strategic & Business Planning, Project Management Office (PMO) & Continuous Improvement (Lean) functions. • September 2020 – appointed Senior Responsible Officer (SRO) for the organisation wide Strategic Programme known as ‘Evolving Regionalisation’ which in summary seeks to: • Design & implement ‘empowerment within a framework’ to support decision-making nearest the point of need. • Engage the whole organisation in cross functional, collaborative working with a customer focused mindset – Making the life of the volunteer on the coast as easy as possible. • December 2023 – appointed lead for financial transformation programme – delivering initial diagnostic review and feasibility assessment aimed at delivering sustainable and strategic right-sizing. • April 2024 – appointed SRO for Finance ERP system implementation and payroll transition. Some key deliverables to date • Led the financial strategy of the RNLI through the Pandemic. • Performed a strategic finance review of the RNLI identifying the financial challenges that face the RNLI and a plan to support the long-term financial sustainability whilst delivering on its key strategic objectives. • This work supported me leading a major ‘right-sizing’ initiative across the RNLI. All delivered pre-pandemic. • A focus on developing the mindset of the organisation to become more financially aware ‘Living within our means’. • Reorganised the Finance function to reduce costs of the function by 15%, with increased accountability and improving decision support. d. Estee Lauder January 2012 – January 2018 Estee Lauder is a worldwide organisation with a turnover of c $9bn. Financial Services Group Director • For the UK Region (Turnover of c$1bn) and UK representative on the ‘Estee Lauder - Global Centre of Excellence for Finance’. • Finance lead on the strategy development for the UK across all of the Estee Lauder brands. • Leading a team to manage financial, trading and operational areas of the organisation. • Improved efficiency through automation and organisation that removed c.10% of costs– including areas such as financial accounting, payroll & accounts payable/receivable. • Improved profitability through areas like: o A focus on removing unnecessary head office and field cost – revised expenses policy (£3M saving pa), a focus on conference and related costs (£2M saving p.a.) – part of the historical working practices that were a challenge to overcome. o A focus on ‘in store’ costs – staff costs were the biggest P&L line outside of ‘Cost of Goods’ – required a dedicated specific project – see below • Improved balance sheet focus & cash-flow productivity (+£10M cash p.a.) through focus on areas including cashflow, stock management, fixed assets control management (new stores and refits as well as larger investment projects) • A focus on ‘if it was my money’ was a catalyst in the change of behaviour that was required in the delivery of the above. • Finance lead on acquisitions integration into core business in the UK. • Previous experience as Finance Director for the ‘On-line’ Business –focus on delivering an on line vs off line focus Programme Director – Selling Effectiveness September 2014 • In addition to my financial responsibilities, I was also appointed the Programme Director for a major multi-million pound investment in the UK. This work stream provided a key deliverable in the Estee Strategic Vision. • A global leading strategic initiative that scoped how Estee Lauder would deliver exceptional customer service in stores whilst delivering a focus on customer and staff engagement, brand loyalty, sales and profitability. • The programme had a remit including the re-development & automation of ‘in-store’ processes including the implementation of a Workforce Management System and the development of improved Omni Channel capabilities in the UK. e. Royal Bournemouth & Christchurch Hospitals Foundation Trust Sept 2009 – Sept 2017 An Acute Hospital in Bournemouth supporting a local population of 550,000. Re-appointed in 2013 and 2016. In September 2017 completed my maximum allowed 8 year tenure as a Non-Exec with an NHS Trust. Non Executive Director & Vice Chairman Appointed Vice Chairman in September 2015. Held positions as Chair of the Audit Committee & Member of the Finance, Remuneration & Charity Committees Trustee of the Royal Bournemouth Hospital Charity. • Challenge and support the Board in strategic direction and operational delivery. • To ensure an effective system of internal control, risk management and corporate governance is in place. • To ensure that financial statements comply with accounting policies and practices. • To challenge and support the transition to a focus on Performance, Quality and Value for Money in a very challenging environment. • Trust now recognised as one of the High Performing Trusts in the UK. f. WH Smiths (Travel) PLC: June 2010 – Dec 2011 Travel had a T/O c£450m with outlets in predominantly travel locations eg Airports, Rail Stations but also Hospitals. Interim Finance Director • Focus of my interim role was to: • Shape the long-term financial strategy for Travel. • Improve the credibility of the finance function. • To reshape the team into a decision support function. g. Homebase Limited: July 99 – Nov 08 UK's 2nd largest home improvement retailer. T/O c£1.6bn from 300 out-of-town stores throughout the UK & Ireland Trading Director – Showroom (Sept 05 – Nov 08) • Promoted into a Commercial role heading up the key strategic growth categories nationally. • Full operational trading ownership and strategic development of the ‘Showroom’ – which includes Kitchens, Bathrooms, Furniture, Conservatories and Fireside. • Responsible for customer order fulfilment (Home Delivery) and customer service management (Call Centre). • Full P&L management and budgeting responsibility for £300m annual turnover with all the associated costs of sale including Home Delivery and Customer Service (call centre) infrastructure. • Responsible for the leadership and development of a team of 50 core personnel and c.100 within the call centre and warehouse functions. • Delivered double digit LFL growth in the showroom areas, • Lead a programme to deliver a ‘test before invest’ programme for implementing new ranges of kitchens & bathrooms in store showrooms saving millions from the cost of poor store implementations, • Set up a national kitchen installation service as a key part of the kitchen service offering. • Lead the set-up of a new warehouse to support the bathrooms business as we changed to a direct sourcing model from the Far East and Eastern Europe delivering significant cost reduction (5% improvement in GP%) from sourcing directly. Head of Commercial Finance (July 99 – Sept 05) • Overall financial responsibility for Buying, Stock Merchandising, Distribution and Marketing for Homebase • I led this function through the challenges of changing corporate ownership from PLC (Sainsbury’s) to VC (Permira) to PLC (GUS – subsequently Home Retail Group). This involved the finance function evolving its approach to support the significant changes in emphasis and priorities as a result of changes in ownership. • I developed the role of the team to a respected commercial function where involvement is actively sought in decision making, from a team historically suppressed to cost control only. Employment History Summary: Company: Arthur Andersen Position Held: Insolvency Specialist Period: October 1990 – October 1995 I worked within Corporate Recovery on a wide range of Insolvencies and Bank Investigations across many different sectors - ranging from large organisations such as The Maxwell Group and Leyland DAF to a Holiday Park on the Isle of Wight. My role involved taking control of the business and assets, quickly assessing the best route to realise value for the lender and lead the negotiations for the onward sale of business and assets. Company: Kingfisher Group (Superdrug) Position Held: Business Analyst – Marketing/Pricing Period: November 1995 – November 1996 Responsible for the reporting and recommendation on ROI for National Marketing and Promotional activity. Also devised and implemented a national competitor price monitoring system to improve business performance. Company: Fosters Brewing Group, Australia Position Held: New Business/Acquisitions Analyst Period: December 1996 – October 1997 Commercial manager focusing on ‘New Business’ opportunities. (1) New Concepts within the existing portfolio of ‘Tied’ Public Houses and (2) the Acquisition of new companies to expand the portfolio – including an AU$300m acquisition. Returning from Australia: October 1997 – December 1997 Travelled around Australia and South East Asia Company: United Biscuits (McVities/KP) Position Held: Commercial and Finance Manager – Vending Division Period: December 1997 – July 1999 New Business Development Manager for ‘Workplace Vending’, tasked with converting the initially complex proposition into a business plan. Achieved Board approval to Regional Test and subsequently took the venture through to national roll-out. Education: Arthur Andersen Higher Education Secondary School Chartered Accountant – Qualified 1994 1st Class Honours – Economics 12 ‘0’ Levels, 3 ‘A’ Levels Other Interests: I am a keen cyclist, runner and sailor to balance out my love of good food! Now our children are less dependent my wife and I are rekindling our enjoyment of long walks and exploration with our dog, Salty. Item 6.2 Report to the Council of Governors - 29 January 2026 Title: Chair and Non-Executive Director Appraisal Process 2025/26 Sponsor: Jenni Douglas-Todd, Trust Chair Author: Steve Harris, Chief People Officer and Karen Russell, Council of Governors’ Business Manager Purpose (type an ‘x’ in the appropriate box(es)) (Re)Assurance Approval Ratification Information Y Strategic Theme (type an ‘x’ in the appropriate box(es)) Outstanding patient Pioneering research World class people outcomes, safety and innovation and experience Integrated networks and collaboration Foundations for the future N/A N/A N/A N/A N/A Executive Summary: The NHS Foundation Trust Code of Governance requires that the Council of Governors (CoG) should take the lead on agreeing a process for the evaluation of the chair and the non-executive directors (NEDs). The Governors’ Nomination Committee (GNC) advises the CoG on that process. The appraisal process supports the board of directors (Board) in ensuring its overall effectiveness by making sure that any individual or collective development needs are identified and that the chair and non-executive directors continue to have capacity to meet the time commitment required for the role. The outcome of appraisal will also be relevant to any decision by the CoG to reappoint a non-executive director. NHS England (NHSE) also requires all trusts to undertake a robust board appraisal process. This year UHS will be using the new revised NHSE appraisal process guidance that was published in 2025. Following recommendation by the GNC at its meeting on 20 January 2026, the CoG is asked to approve the Chair and NED appraisal process for 2025/26. Contents: The attached paper sets out the proposed appraisal process for 2025/26. Risk(s): N/A Equality Impact Consideration: N/A Chair and Non-Executive Director (NED) Appraisal Process for 2025/26 1. Introduction and purpose 1.1 The NHS Foundation Trust Code of Governance requires that the Council of Governors (CoG) should take the lead on agreeing a process for the evaluation of the chair and the non-executive directors (NEDs). The Governors’ Nomination Committee (GNC) advises the CoG on that process. The results of the appraisals are shared with the GNC and the CoG. 1.2 The Trust aims to complete the process by 30 April this year. 1.3 The new NHS England (NHSE) Fit and Proper Person Framework for boards was introduced with effect from 30 September 2023, followed by the new board member appraisal guidance on 1 April 2025. This guidance outlines NHSE’s expectations and recommendations in the completion of board member appraisals. It has been developed in service of board effectiveness and to ensure a consistent and standard approach to appraisal. UHS had completed its appraisal processes prior the implementation of the new guidance last year and therefore this is our first year of using the revised process. 1.4 This paper sets out the proposed process and timescales for the Chair and NED appraisals for 2025/26. 2. Overview of the process 2.1 The Chair of the Trust has responsibility for undertaking the appraisals for NEDs. The Chair’s appraisal process is conducted by the Senior Independent Director (SID). 2.2 Jenni Douglas-Todd, as Trust Chair, will undertake the NED appraisals. Jane Harwood, in her role as SID, will undertake the Chair’s appraisal. 2.3 The process will aim to: • Provide a structured review of performance against personal and organisational objectives set, and the performance of the Trust. • Support the process through seeking multi source feedback from other board members and governors. • Reflect on the NHSE leadership competency framework for board members. • Reflect on the demonstration of the Trust values. • Review attendance at key Trust meetings. • Plan for the future, including objective setting for the next year and the identification of a personal development plan. • Provide a performance rating in line with NHS guidelines. • Provide overall reporting and assurance to the GNC and CoG. 2.4 Feedback forms based on the new NHSE appraisal guidance will be provided to governors for completion. The Trust’s NED appraisal process is in line with guidance published by NHS England (NHSE). 2.5 The Trust will review NEDs against our existing Trust values. The values set out in the NHS framework map with the Trust’s own values and therefore this is deemed a reasonable approach within the framework. 3. NHSE Framework for Chair’s appraisal 3.1 NHSE have a national framework for appraisals of Chairs of provider organisations which was refreshed in 2024. This requests that Trusts ensure a robust multi-source feedback process is conducted. In the refreshed process this is now to be undertaken with consideration given to the NHSE new leadership framework. 3.2 A summary of the Chair’s a
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Wristlet splints - patient information

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This factsheet explains what a wristlet splint is and how to wear it.
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/Media/UHS-website-2019/Patientinformation/Medicinestherapiesandanaesthetics/Wristlet-splints-1828-PIL.pdf
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