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NHS Resolution Annual report and accounts 2021/22

The Maternity Incentive Scheme continues to mature We were increasingly concerned to understand
and develop, driving and assuring the delivery of and amplify the impact of our activities, particularly
a range of safety related actions, determined by in Safety and Learning, and commissioned
a multiagency expert group, by all providers. academic partners to help us rigorously evaluate
our work. They will report in 2022.
Also encouraging is that the number of Clinical
Negligence Scheme for Trusts (CNST) claims reported to We supported a range of policy developments and
us has remained essentially static over recent years, with inquiries with information and analysis. We await the
a rate reduction when standardised against growing NHS outcome of the Fixed recoverable costs in tower value
activity. In 2021/22 there was a reduction of 534 clinical clinical negligence consultation and also the forthcoming
claims (or 5%) compared to the previous year. We see Government consultation on the future of clinical
this as likely to be related to restrictions caused by the negligence, which is the product of ongoing work across
pandemic and we consequently expect to see an increase Government departments following the Public Accounts
in levels in future. However, the additional claims impact Committee recommendations in November 2017.
of actions taken by the NHS to manage the pandemic In 2021/22 our two major multi-year change programmes
are difficult to predict and will unfold over time as the began on the ground in earnest, aimed at reforming
average lag from an incident occurring to a claim being our claims operating model and aligning us to the
lodged is around three years. Our overall clinical claims new regionalised NHS and social care landscape of
and incidents reported has sharply increased, but this is integrated care systems and radically replacing our
predominantly due to NHS Resolution now managing legacy IT systems and enhancing our information
primary care claims that were previously the responsibility capability. The combined and related impacts of these
of other bodies, which has also required growth in our two major change programmes will be a step change
staff numbers to provide these new, additional services. in efficiency and effectiveness with better, more
informed services for our scheme members and optimal
Our wider performance analysis is set out from page 29.
insight delivered for our own use and, perhaps more
It identifies that the majority of our key performance
importantly, in concert with other system partners to
indicators have been met and, where they have not
drive evidence-based improvement within the NHS.
been met, provides an explanation as to the reason.
Moving forward, we are a growing organisation with During the year we had a number of changes to the
new duties added to our portfolio and also major change Board, saying goodbye to our former Chair Martin Thomas
programmes underway. This combination changes our and also our longest standing Non-Executive Director Keith
risk profile and we will mitigate this through further Edmonds. We welcomed new non-executive directors,
developing our corporate risk management approach. namely Janice Barber and Dame Lesley Regan, who bring
Our governance in-year was enhanced by the institution a wealth of additional knowledge and experience of legal
of a People Committee as a formal sub-committee and clinical areas respectively. I would like to thank all
of the Board, ensuring we have additional scrutiny of Board colleagues, past and present, for their expertise and
people and organisational development matters. contributions which have shaped our strategy and delivery.

With the pandemic continuing to profoundly affect the I would also like to thank our CEO and Executive Team
NHS and other public services, we did what we could to and our wonderful staff who continued to deliver what
reduce the burden on NHS staff, while also supporting was asked of them, and more, in sometimes difficult
the health and wellbeing of our own staff while they and challenging circumstances. That also goes for our
worked in a number of new ways and latterly in new many partners and not least our Legal Panel, who
locations in both London and Leeds. Long-held plans again had to adapt quickly to new circumstances.
were implemented under our Ways of Working (WoW) As we look forward to 2022/23 and delivering year
programme to improve the working conditions and one of our new strategy, we have every reason to
processes for our staff while reducing the cost and believe that our progress will continue based on
increasing the efficiency of our offices, and were flexible the foundation built over the last five years and
enough to accommodate the now mainstream 'hybrid' we remain ambitious to deliver increasing benefits
approach. Staff transferred to new office locations in for the people we serve and for the NHS.
both London and Leeds which has enhanced the working
environment while also allowing for more efficient Mike Pinkerton
working practices and reduced estates 'footprint'. Interim Chair