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Transcript of Aintree Hospitals
7/31/2019 Aintree Hospitals
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review2009/ 10
Aintree University HospitalsNHS Foundation Trust
Where quality matters
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ChairmanandChiefExecutive’sForeword 3
StrategicFramework 5
TrustProle 6
ASummaryof2009/10: 7
•OurKeyObjectives 7
•OurPerformance-Operational 13
•OurPerformance-QualityandSafety 16
•OurPerformance-Financial 20
OurPeople: 21
•StaffEngagement 21
•EqualityandDiversity 21
PatientandPublicInvolvement 22
RaisingStandards 24
Sustainability 25
ServiceDevelopments 26
HowweareGoverned: 28
•BoardofDirectors 28
•BoardofGovernors 29
•Membership 31
OurAccounts 32
Contents
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TheTrusthasbeenshortlistedintheAcuteOrganisationof
theYearcategoryofthe2010HealthServiceJournalAwards.JudgesvisitedtheTrusttomeetstaffanddiscussourprogressonqualityandsafety.TheawardsareannouncedonMonday,29thNovember2010.
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Section Title Page
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Welcometothisreview,which
tellsyouaboutsomeofthekeydevelopments,challengesand
successesatAintreeUniversity
HospitalsNHSFoundationTrust
in2009/10Thispastnancialyearhasbeenaperiodofmanypositivedevelopmentsforthe
organisation,despiteaseriesofchallenges.Oneofthebiggest,mostvisiblechangestotheorganisationhas
beentothephysicalenvironment,withthecompletionofseveralmajorcapitaldevelopmentsonthe
UniversityHospitalAintreesite.Theseareenablingustoprovide
ourservicesfromasinglesite,whichsupportsourclinical
strategy.The2009/10nancialyearsawuscompleteoneofourmost
ambitiousbuildingsprojectofrecentyears,the£34mElectiveCareCentre(ECC).TheECCwillhousemostoftheserviceswhichhave
beenprovidedfromWaltonHospital,includingdaycasesurgeryandoutpatients’services.In
addition,itwillhaveoneofthebestEndoscopyunitsinthecountry.WithmorepatientsandstaffusingtheAintreesite,wehavebuiltanew1,250spacemulti-storeycarpark.Thecarparkwillalsoserveotherorganisationsbasedhere,
providingeasieraccessforpatients,visitorsandstaff.
The£1.5mHealth,WorkandWell-beingCentre,
oneofelevennationalpilots,nowhousesouroccupationalhealthservices.
Theseprovidesupporttotomore
than20,000NHSstaffacrosstheNorthWest,aswellasprovidinghelptolocalsmallandmedium
sizedbusinesses.TheopeningofourCombinedHeatandPowerunitwillhelpusreduceourcarbonemissions.
Theunitre-usesheatwhichwaspreviouslylost,anditwillpayforitselfwithinafewyears.
ThroughinvestinginIT,wehavetakensignicantstepstowardsintroducingthemostadvancedElectronicPatientRecordintheNorthWest,withlinkstoprimarycaresystemsandthe
regionalmapofmedicine.
Chairman & ChiefEecutive’s Foreword
Chairman Chris Baker congratulatingJenny Hurst, Assistant Director ofNursing, on her Emerging Leader Award
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James Birrell, Chief Eecutive, presentinga cake to Ward 1 staff for going a yearwithout C.diff
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Thiswillincreasethesafetyandqualityofourservices,whilealsosavingclinicians’time
andmakingitmucheasierforthemtoaccesspatientinformation.Qualityisathemethatrunsthroughallourwork,whetherinthedesignorprovisionof
care.OurnewQualityStrategycommitsustosavingmorelives,reducingseriousharmandhavingmoresatisedpatients.OneofthegreatsuccesseshasbeentheMedicalEmergencyTeam(MET).SinceitslaunchinNovember2009theMEThasalreadyrespondedto
hundredsofcalls,andhasreducedcardiacarrestsbyone-third.Theteamhavealreadywonahighprolesafetyawardandareattractingenquiriesfromotherhospitalsacrossthecountry.Weexpectthistocontinueasthe
teamgoesfromstrengthtostrength.
Althoughournewdevelopmentswilldriveupqualityandsafetystandards,weshouldnot
forgetthatourstaffarealreadyworkingveryhardtoensurehighlevelsofcare.Throughtheirhardworkanddedication,wewereabletomeetkeyaccessstandardsforbothplannedandunplannedcare,includingthefour-hour
emergencycarestandardandthe18weekreferraltotreatmentstandard.Weachievedallthisdespitetheharshestwinterforyears.Staffcommitmenttoprovidingasafe,cleanenvironmentforourpatientsalsosignicantlyreducedcasesofC.difcileandMRSA.Our
mortalityratesalreadycomparedwelltoourpeerTrusts,buttheyimprovedevenfurther,with363morelivessavedthisyearthanpredicted.
WhiletheNHSmaybefacingaperiodofsignicantchangegoingforward,wearecondentthatwecanmeetthechallengesthatlieahead.Wewillcompleteourradiotherapyupgrade,buildournewDiabetesCentreand
extendourphysiotherapydepartmentbeforetheendof2010.WeareplanninganambitiousinvestmentprogrammetoupgradewardsintheTowerBlockandcreatestrongertheatrelinkages.WewillcompleteanupgradeoftheUniversityHospitalAintreeoutpatients
departmentbytheendofNovember2010.
Allofthiswillhelpusachieveourvisionofbeingaproviderofhighquality,patient-centredhealthcarewitharstclasslocal,nationaland
internationalreputation.Finally,wewouldliketotakethisopportunitytothankeverymemberofstaff,volunteer,Governorandmemberwhohasplayedtheir
partinmakingAintreeUniversityHospitalsNHSFoundationTrusttheorganisationitis.Althoughthisforewordmentionsmanyofouraccomplishments,itisthesuccessesintheeverydaydeliveryofcareinwhichweholdthegreatestsenseofpride.Wehopethatyouenjoy
thisreview.
ChristopherBakerMBE JamesBirrellChairman Chief Eecutive
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The Trust Board developed our Strategic Framework, which brings together
our Vision, Key Objectives, Values and Behaviours. We constantly look toour Strategic Framework to help inform our decisions.
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Strategic Framework2
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Our new £34m Elective Care Centre will helpus become a single site by the end of 2010,supporting our Clinical Strategy
Trust Prole3
UniversityHospitalAintreeisalargeteachinghospitalprovidingawiderangeofacuteandnon-acutespecialties.WaltonHospitalprovidesoutpatientanddaysurgeryservices.Services
arecurrentlybeingmovedfromWaltonHospitaltoUniversityHospitalAintreeinatransferwhichwillbecompletebyDecember2010.TheTrustisateachinghospitaloftheUniversity
ofLiverpoolandatertiarycentreprovidingspecialistservicestoamuchwiderpopulationofaround1.5millioninMerseyside,Cheshire,
SouthLancashireandNorthWales.SpecialistservicesareprovidedinRespiratoryMedicine,
Rheumatology,MaxillofacialandLiverSurgery.
ThepopulationservedbyAintreeincludessomeofthemostsociallydeprivedcommunitiesinthecountry,withhighlevelsofillnesscreating
ahighdemandforhospital-basedcare.Merseysidehassomeoftheworstratesfor
heartdiseaseandcancerintheUK,andhasalsobeenassociatedwithacultureamongpatientsoflowempowermentovertheirhealthstatusandarelianceontheavailabilityof
hospitalcare.TheUniversityofLiverpoolSchoolofClinicalScienceshasamajorpresenceatUniversityHospitalAintree,withanumberofProfessorial
UnitswithinthedivisionsofInfectionandImmunity,MetabolicMedicineandSurgeryandOncologysituatedexclusivelyontheAintree
site.
TheTrustisarecognisedcentreformultidisciplinaryhealthresearchandenjoysclosecollaborationwiththeUniversityofLiverpool,EdgeHillUniversity,LiverpoolJohnMooresUniversityandotherNHSTrusts.
AintreeUniversityHospitalsNHS
FoundationTrustrunsUniversity
HospitalAintreeandWaltonHospital,
servingapopulationofaround
330,000residentsintheNorth
Liverpool,SouthSeftonandKirkby
areas.
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OUR KEY
OBJECTIVES
FollowingareviewofourStrategicFrameworkin2009/10,theTrustadoptedvekeyobjectives:
l Providehighquality,safehealthcare
lAttractthebest
l
Improveperformanceandproductivity lInvestwisely
lOptimiseFoundationTruststatus
Throughouttheyear,theworkofourstaffresultedinsignicantdevelopmentsagainstalloftheseobjectives.
Provide High Quality,
Safe HealthcareAseriesofdevelopmentsensuredcontinuedimprovementinthequalityofourservices,andofthepatients’experienceinourhospitals.
OurHospitalStandardisedMortalityratecontinuedtofall,with363fewerdeathsthanexpectedatourhospitals.
TruststaffcontinuedtodrivedowninfectionratesforC.difcileandMRSA,whileensuring
thatotherinfectionswerealsobeingmonitored.Thisyearsawstaffbothreduceratesandthenmaintaintheirfocustokeepthemdown.
Laboratorystaffprovidedadditionaltesting,sothatsuspectedinfectionscouldbeconrmedmorequickly.MRSAscreeninghasbeenintroducedforbothelectiveandnon-electivepatients.
A Summary of 2009/104
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Thetransfusionteam’ssimpleblood
questionnairewhichaimstoensureappropriateuseofFreshFrozenPlasmahasbeenidentiedbythenationaltransfusionserviceasbest
practiceguidance.TheTrustlaunchedanewcomprehensive
weightmanagementservice,whichisbeingdeliveredlocallyinpartnershipwiththeBrownlowGroupPractice.Itisanticipatedthataround1,500newpatientswillbeassessedincommunitysettingseachyear,receiving
individuallytailoredtwo-yearprogrammeswhichinvolvesupportfrommulti-disciplinaryteams.
Attract the BestTheTrust’snew£1.5millionHealth,WorkandWell-beingCentrewasofciallyopenedbyDrSteveBoorman,leadreviewerofthe
independentNHSHealthandWelfareReview.Thepurpose-builtcentreofferssignicantlyimprovedfacilitiesforstaff,andalsoservesotherorganisationsacrosstheregion.Inadditiontoofferingsupporttoaround20,000
NHSstaff,includingthe4,500employedby
theTrust,thecentreisoneofjust11NHSPlusoccupationalhealthcentresnationallywhichareinapilotprogrammetosupportlocalbusinesses.
TheTrustre-launcheditsBlackandMinorityEthnicStaffNetwork,whichsupportsourobjectiveofbecomingtheemployerandproviderofchoicethroughensuringculturally
sensitiveservicesandequalityofopportunityandbestpractice.
WegainedTopHealthcare100Employerstatusforthesecondyearrunningin2009/10.The
Trustwasthesecond-placedteachingTrustnationally.Thisprestigiousaward,whichisopentoanyNHSorprivatehealthcareorganisation,issupportedbytheNursingTimesandHealthServiceJournal.
ThereviewoftheStrategicFrameworkinvolvedasignicantengagementprogrammetodevelopBehavioursinsupportofourValues.Atotalof600staff,atalllevels,andinallroles,wereinvolvedinthiswork.Anewappraisalsystem
calledCOMPASSwasalsodeveloped,andhasgonelive.MrGraemePoston,whojointlybuiltuptheLiverSpecialistUnitattheTrust,wasawarded
theStanfordCadeMedalbytheRoyalCollegeofSurgeonsofEnglandinrecognitionofalifetime’sachievementincancersurgery.Themedal,whichwasrstawardedin1977,isbestowedoncancersurgeonswhohave
distinguishedthemselvesintheircareers.Itisawardedeverythreeyears.TwoconsultantsintheTrust’sHeadandNeckservicewereconrmedastakingupprestigiousexternalpositions.MrAndrewSwiftwillbethe
PresidentoftheLaryngologyandRhinology
sectionoftheRoyalSocietyofMedicine,takingupthepostinNovember2011.MrTerryJoneshasbeenappointedtoaReadershipinHeadandNeckSurgery/OtolaryngologyintheSchool
ofCancerStudiesattheUniversityofLiverpool.DrArpanGuha,ClinicalDirectoroftheCheshireandMerseysideSimulationCentre,whichisbasedatUniversityHospitalAintree,
wontheTrainingandEducationalMaterialscategoryofthe2009NorthWestNHSInnovationAwardsforanEndofLifeandOrganDonationtrainingcourse.
DrAnilSharma,ConsultantinStrokeMedicine,receivedanHonoraryFellowshipfromtheUniversityofCentralLancashireinrecognitionofhiscontributiontoacutestrokecarethroughdevelopingresearchandexcellenceinpractice.
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Christine McQuillian,Transfusion Department Manager
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TheTrust’sworkwithapprenticeswasrecognisedwiththelaunchattheTrustofanational£25millioninvestmentprogrammetocreate5,000NHSapprenticeplacesacrossthe
countrybyMarch2010.TheTrust’svolunteersservicehasbeenfeaturedasabestpracticecasestudyinthenationalStrategicVisionforVolunteeringinHealthandSocialCare,whichwaslaunched
thisyear.ThestrategydocumentnotedhowmanyofthosewhohadvolunteeredattheTrusthadmovedontoaccesstrainingforcareersintheNHS.Morethan700formervolunteershavetrainedasnursessince2003,and400have
gainedotherworkattheTrust.
TruststaffservingwiththeTerritorialArmyinthe208(Liverpool)FieldHospital(Volunteers)werepresentedwithalargeprintofapicturecalled
‘SafeReturn’byCommandingOfcerColonelPeterJacksoningratitudefortheireffortsinoverseasmissions.Volunteersincludedoctors,nurses,biomedicalscientistsandotherstaff.Theirrolesincludeyingdirectlyintobattle
areastogiveemergencytreatmenttowoundedsoldiers.
Improve Performanceand Productivity
Patientshavehighexpectationsaroundperformanceandaccesstoservices,andtheTrustiscommittedtoensuringthebestpossibleuseofresourcestosupportefcientpatientcare.
Keyaccessstandardsweremetforpatientsrequiringbothplannedandunplannedtreatment,despiteaveryseverewinterwhichsawtheworstsnowsinthecountryfordecades.
Theseincludethefourhour98%emergencycarestandard,whichsawarunof18days
where100%ofpatientsweretreatedwithinthefour-hourperiod,thebestperformancebyTrustteamsagainstthisstandard.TheTrustwastherstintheregiontoinstallanewelectronic
informationsystemforambulancepatients.ThejointworkwiththeNorthWestAmbulanceServicesawthetimetakentotransferpatientsreducedbyaroundone-third.Thesystemisnowbeingrolledouttootherhospitalsintheregion.
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James Birrell, Chief Eecutive, presents the Team of the Year Award to the Department ofMedicine for the Elderly team, for their work on improving Infection Prevention and Control
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ClinicalteamsacrosstheTrustwereheavilyinvolvedinputtingplanstocopewithSwineFlu
casesinplace.Ifsignicantnumbersofextrapatientshadtobeadmittedthenthiswouldhavehadamajorimpactonservices,productivityandperformance.Amajorstaffcommunicationsandengagementprogrammewasheld,andstaff
weregivenextratrainingintheuseofmasksandotherpersonalprotectiveequipment.Inaddition,ahighproleandverysuccessfulstaffimmunisationprogrammewasheldforbothseasonaluandSwineFlu.Intheevent,veryfewpatientswereadmittedwithSwineFlu.
Invest WiselyTheTrusthasinvestednearly£90millionincapitaldevelopmentsoverthelastnineyears,
andtherewassignicantprogressinkeyprojectsthisyear,bothinourfacilitiesandinourITsystems.
TheElectiveCareCentre(ECC)willenabletheTrusttoprovideallofitsservicesfromasinglesite.TheECCwillholdthedaysurgeryunitandoutpatientsservices,aswellashaving
oneofthemostadvancedEndoscopyunitsinthecountry.ConstructionoftheECCandthelinkedmulti-storeycarparkprogressedwellthroughtheyear.TheECCsawitsrstpatientsinJune2010,whentheoutpatientsservices
fromUniversityHospitalAintreetemporarilytransferedtheretoenablea£2.5millionupgradetothecurrentdepartment.DaysurgeryandoutpatientserviceswilltransferfromWaltonHospitaltotheECCorotherareasofUniversity
HospitalAintreethroughtheAutumn,withmostservicesduetomoveinOctoberandNovember2010.ThenalservicesareduetomoveinDecember2010.
TheTrustBoardconrmedinvestmentinupgradingtheDiabetesCentreandthephysiotherapydepartment,tosupportthetransferofservicesfromWaltonHospital.Involvementofclinicalteamsinplanningisdesignedtoensurethebestpossiblefacilities
forpatients.Constructionofthenewradiologydepartmentcontinued,withstate-of-the-artequipment
enablingclinicianstoimprovetheservicesweoffertopatients.
ThenewHealth,WorkandWell-beingCentreandtheCombinedHeatandPower(CHP)unitwerebothcompletedduringtheyear.TheCHPishelpingcreateacleanerenvironment
whilesavingtaxpayersanestimated£500,000ayearinfuelcosts.AnnualCO
2emissions
willbereducedbyaround1,600tonnes–theequivalentofafamilycardrivenforsevenmillionmilesor280timesaroundtheworld.
AnEnhancedWardUpgradeProgrammewasapprovedbytheTrustBoard,whichwillseeworktakingplacebetween2010and2020inallwardsintheTowerBlock.Theupgradeswillprovideimprovementsforbothpatients
andstaff.
TheTrustalsocontinuedwithitsprogresstowardsintroducinganElectronicPatientRecord,endingtheuseofpaper-basedrecords.
TheTrustisontracktobethemostadvancedintheregioninitsuseofITsystemsbeforetheendof2010.TheElectronicPrescribingandMedicinesAdministrationsystemwassuccessfullypilotedontwowards,andisnowbeingrolledoutinfourwardseachmonth.
ElectronicwhiteboardsarealsonowoperationalthroughouttheTrust,givingclinicalstaffeasyaccesstoinformationaboutpatients.Thesystemincreaseseffectivemanagementofthe
Trust’sbeds,makingsurethatpatientsreceivetherighttreatmentintherightplace.
An artist’s impression of the newDiabetes Centre of Ecellence
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Optimise FoundationTrust Status
ThenancialfreedomsofferedbyFoundationTruststatushavesupportedtheinvestmentprogrammesetoutabove.Inaddition,theTrustwantstomaximiseitsengagementwith
membersandthebroadercommunity.Thisyearsawarangeofinitiativesandworkstreamsdesignedtosupportthis.Governorsbeganaseriesofengagement
events,includinggivingpresentationstohealthsupportgroups,aimedatencouragingmembershipapplications.Attendanceatmembershipeveningsincreased,supportedbyadditionalpublicityandmedia
supportfortheevents.TheAnnualMembersMeetingwasusedtoprovideinformationonSwineFlu,promotingsimplestepswhichmemberscouldtaketolimit
therisktothemandtheirfamilies.Morethan100members,Governorsandstaffattended.
FoundationTrustmemberstookpartinaspecialeventaimedatdesigningpatientsystemsforthe
ElectiveCareCentre.Thisincludeddiscussingpatientinformationandadvice.TheTrust’snewHealth,WorkandWell-beingAdvicelineforsmallbusinesseswasofcially
launchedbyDepartmentforWorkandPensionsMinisterLordMcKenzie.TheAdvicelineisoneofjustsevennationalpilots,andwillsupportsmallbusinessesacrossMerseyside.
r e v i e w
2 0
0 9 / 1 0
Mr Graeme Poston, recipient of theStanford Cade medal
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Waiting Times
Attheendof2009/10theTrust:
lAchievedthe18-weekreferraltotreatmenttarget(RTT).Thistargetisforatleast95%ofnon-admittedpatientsand90%ofadmittedpatientstowaitlessthan18weeksfromreferraltotreatment.
l DeliveredtheAccidentandEmergencyTargetfor98%ofpatientstobetreated,
admittedordischargedwithin4hours.
Cancer TargetsTheTrusthasmetthefourkeycancertargets
asshownbelow.
CancerwaittargetsApril2009-March2010
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OUR PERFORMANCE
- OPERATIONAL
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Outpatients
Inpatients and Day Cases
Totaladmissionsfellby3.8%during2009/10to74,400.Ofthese,38,148patientswereadmittedforanelectiveprocedure(2008/09:40,195),ofwhichjustunder80%weretreatedasdaycases.Non
electiveepisodesofcaredecreasedby2.3%to36,252(2008/09:37,126).
Thenumberofpatientsattendingoutpatientclinicscontinuedtogrow,increasingby4.9%during2009/10to318,858intotal(2008/09:303,862).Ofthis,41,764wereoutpatientprocedures,whichincludesactivitypreviouslyrecordedasoutpatientnewattendances.Thisisreectedintheslightfallinnumbersunderthesetwocategories.Outpatientproceduresalsoincludessomeworkpreviouslyrecordedasdaycaseactivity.Thisshiftofrecordingfromdaycasetooutpatient
procedureexplainsthedropindaycaseactivityreportedabove.
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FortheTrust,86,899patientsattendedthe
AccidentandEmergencyDepartment(AED)in2009/10aslightincreaseon2008/09(86,672).Ofthese,24,362patientswereadmittedto
hospital,anincreasefrom2008/09when23,828patientswereadmittedfollowingAEDattendance,butcloselylinkedtotheincreaseinAEDattendancesbetweenthetwoyears.
Atotalof98.2%ofpatientswaitedlessthan4hoursfromarrivaltoadmission,transferordischargeatAintree.IncludingPrimaryCarewalk-incentres,theperformanceforthewider
healtheconomywas99.0%fortheyear,achievingthenationaltargetof98.0%.
Planning for EmergenciesTheTrustcontinuestoworksuccessfullyalongsidekeystakeholdersandotheragenciestoensurethatemergencyplansareinplace,reviewedandupdated.TheTrustwillcontinue
tojoinmulti-agencyexercisestotestourplansandhelptrainourstaffinrespondingtodifferentscenarios.
Clinical EffectivenessBasedondatafromDrFosterIntelligence,ourHospitalStandardisedMortalityRatiofor2009/10was75.8.Thisisagainstabenchmarkratingof100.Thisperformancemeansthatwehad363morelivessavedatthehospital
duringtheyearthanwouldhavebeenpredicted
againstthisbenchmark.Readmission-Thereadmissionrateisthepercentageofpatientsthatwerereadmittedtohospitalasanemergencywithin28daysofdischarge.Therateofreadmissionsfellby0.2%
to11.8%overtheyear,butremainsanareaforimprovement.HospitalAcquiredInfectionsandHospitalCleanliness-TheTrustreducedMRSAbacteraemiaandC.difcileinfectionsduring
2009/10andachievedtheannualtargetforbothareas.
Emergency Services
Actors joined Trust and other NHS stafffor an emergency planning eercise
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TheTrustdevelopedthestrapline‘Wherequalitymatters’in2009/10.Everymemberof
staffworkingatAintree,whatevertheirrole,iscommittedtoprovidingourpatientswithaqualityservice.
TheTrust’sfocusonqualityandsafetyofservicessupportsourVision,whichistobe
aproviderofhighquality,patient-centredhealthcare,witharstclasslocal,nationalandinternationalreputation.
Thissectiontellsyouaboutourprogressin
2009/10andourfutureplans.ItsupplementsourQualityAccount,aformaldocumenttheTrustsubmitstoMonitor,ourregulator.TheQualityAccountispartofourformalAnnualReportandAccountswhichisavailableatwww.aintreehospitals.nhs.uk
Progress Against QualityStrategyOurQualityStrategysetsoutaimsforthreekey
areaswhichwewilldeliverby2012.Eachoftheseoverarchingaimsissupportedbyarangeoftargetswhichweneedtoachieveinordertodelivertheaim.
Our overarching aims are:
l Patient safety –tosaveanextra
300lives
l Clinical effectiveness–toreducemoderateorsevereclinicalincidentsby
20%
l Patient eperience–increasingthenumberofpatientsratingourservicesas‘good’or‘excellent’by20%
Eachaimhasanumberofseparate,linkedprojectswhichsupportit.Theseareledby
clinicalandmanagerialstaff.Someofthekeypointsfromthisyeararehighlightedbelow.
Patient SafetyPatientsafetyincidentsreportedpermonthhavereducedby15%in2009/10.
Infection Prevention andControlOur aim: Weareaimingtoreducebloodstreaminfectionsbybettercareofcannula
andimprovedassessmentofpatientswithlargewoundsorwhohaveinvasivedevicessuchasperipheralorcentrallines.
What we have achieved: Workinginpartnership,wereducedC.difcileinfectionsby70%andMRSAinfectionsbyonethirdin2009/10.WepassedthenationaltargettoreduceMRSAinfectionsin2009/10.
OUR PERFORMANCE- QUALITY AND SAFETY
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NutritionOur aim: Weaimtoimprovetheoverallhealthofthe40%ofpatientswhoaremalnourishedonadmissionbyimprovingidentication,
assessmentandtreatment.
What we have achieved: Weintroduceda
new,simpliedelectronicdietreferralformandscreeningtoolwhichgiverealtimeinformationbrokendownbyward.Thisimprovedmonitoringallowsustogivebetternutritionalcare.
FallsOur aim: Wewanttoreducefallsby30%by2012.
What we have achieved: Fallshavebeen
reducedby6.6%followingtheintroductionofanewriskassessmentforpatients.
Clinical Effectiveness
Advancing QualityThisStrategicHealthAuthorityschemesets
standardsforspecictreatmentsandnanciallyrewardsTrustsforachievingthese.
TheTrusthasfocussedonfourareasofclinicaleffectivenessbasedondiagnosis:
l Heartattack*
l Heartfailure
l Pneumonia
l Hipandkneereplacement
ForeachoftheseareastheTrustaimstoput
inplacea‘carebundle’toimprovebothpatientexperienceandoutcome.SinceAdvancingQuality,allareashaveimproved,meaningfewerreadmissions,andashorterlengthofstayinhospital.
*AcuteMyocardialInfarction
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F o
c u s A r e a
Y e
a r O n e
S c
o r e
Y e
a r T w o
S c
o r e
D i f f e r e n c e
A t t a i n m e n t
T h
r e s h o l d
HeartAttack*
93.33% 96.7% h3.37% 87.35%
Heart failure 82.20% 77.6% i4.46% 65.34%
Pneumonia 73.72% 80.82% h7.10% 78.41%
Hip & Knee 92.04% 92.04% h1.04% 75.67%
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Nursing CareAintreeisalsocommittedtofocussingoncompassionanddignity.AspartofthistheTrustisaimingtomeasurethequalityof
patientcareagainstarangeofareas:
l
Painmanagementl Patientobservations
l Infectioncontrol
l Nutrition
l Tissueviability
l Fallsmanagement,and
l Medicinesmanagement
Our aim: Weaimedtoensure,aspartofthisareaofwork,thataneedsassessmentwascarriedoutonallwards.
What we have achieved: Inearly2009only
25%ofwardswereundertakinganassessment.ByOctoberofthatyear100%ofwardswerecarryingouttheassessment.Thenextphasewilllinkresultstopatientexperiencesurveys.
Our aim: ToestablishaMedicalEmergencyTeam(MET).TheMETisa24hour,7daya
weekcriticalcareserviceconsistingofdoctorsandnursesthatrespondstotheneedsofacutelyillpatients,wherevertheymaybeinthe
hospital.
What we have achieved: TheMETistheonlymulti-disciplinaryrapidresponseteamintheMerseysideandCheshireregion,andoneofonlyafewintheUK.Sinceitsintroduction,
inNovember2009,therehasbeenaone-thirdreductionincardiacarrestcalls.
TheMET,alongwiththeout-of-hourscareteam,wontheNHSNorthWestJuniorDoctors
AdvisoryTeam‘SafeCareOutofHours’Award2010.Inaddition,severalotherNHShospitalsarelookingatadoptingourmodel.
Patient Eperience
Quality and PatientEperienceOur aim: InlinewiththeDepartmentofHealth’s‘MakingExperienceCount’report,the
TrustwantedtomergethelongestablishedPatientAdviceandLiaisonService(PALS)withtheComplaintsDepartment,helpingensurethatpatientexperienceiscapturedandisactedon.
What we have achieved: TheCustomerServicesDepartmenthasnowbeenestablished.Wehavealsoheldaseriesofhealthandwell-beingdaysforpatients,includingtheopportunitytotakepartinReiki,handmassage
andIndianheadmassage.
AlibraryserviceeveryTuesday,alongwithmonthlyentertainmentsessionsontheelderlywards,arecontributingtoabetterpatientexperienceforthoseinourcare.
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The Medical Emergency Team havereduced cardiac arrests by one third
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Patient and CustomerEcellenceOur aim: Weaimtousereal-timepatientfeedbacktodesignandimplementimprovementstoourqualityofcare.
What we have achieved: Wehavedevelopedpatientinformationmanualsforeachward,andhaveproducedwelcomeletterswhichareplacedonapatient’sbedatthestartoftheirstay.
Our aim: TodevelopaTrust-levelPatientExperienceQuestionnaire.Inadditiontonationalsurveys,theTrustwantedtodevelopitsownin-housequestionnairetoenableamonthlysurveyofpatientviews.
What we have achieved: ThesurveywasintroducedinJune2009.TheTrustnowreceivesautomaticanalysisofpatientfeedbackbrokendownbywardtoallowbetteraction
planningandmonitoring.Astheyearhasprogressed,staffhavebecomeincreasinglyresponsivetopatientneedsandkeepthembetterinformedabouttheircare.Theresultsshowthat90%ofpatientswouldrecommendAintreetoarelativeorfriend.
CQUINCommissioningforQualityandInnovation(CQUIN)isaninitiativeaimedatimprovingqualityandinnovationinNHSservices.TheTrustreceivesadditionalnancialrewardsifwemeetthesestandards,whicharesetbylocal
PrimaryCareTrusts.
LastyearAintreemetallitsqualityimprovement
goals.Belowisanoverviewofsomeofourkey
achievements.
MRSA screening: InOctober2009,37%
ofallpatientswerescreenedforMRSAonadmission.ByMarch2010thishadincreasedto88%ofallpatients.TheMRSAscreeningprogrammehascontributedtoasignicantreductioninMRSAcasesduring2009/10.
Stroke audit: Anauditfocussingonthequalityofstrokecarewasconductedlastyear.TheStrokeSentinalAuditshowedthatbetween
2006–2008theTrusthadimprovedintenareasofstrokecare;upto83from73twoyearspreviously,makingusthebestintheNorthWest.Thisdemonstratesanimprovementin
thequalityofstrokecareprovided.Theresultsofthe2010auditwillbeavailableattheendof
February2011.
Fractured Neck of Femur:TheTrusthadtwopositiveresultsinthisareaofsurgery.
l InApril2009,83%offracturedneckoffemurpatientswereoperatedonwithin24hours.ByFebruary2010thishad
increasedto94%.
l InApril2009,87%offracturedneckoffemurpatientswereoperatedonwithin48
hour.ByMarch2010thishadincreasedto100%.
Theseimprovements,whichmarkedusoutasbeingthebestintheNorthWestandthirdbest
inthecountry,ensurethatpatientsreceivedswiftoperations,whichgivesbetterresultsandmeanstheyhaveshorterstaysinhospital.
Our Commitment toResearchResearchisavitalcomponentofdeliveringqualityhealthcare–ithelpstheNHSunderstandthebestwaysofdeliveringtreatmentandcaretopatients.Lastyearover1,700patientstook
partinclinicalresearchattheTrust,anincreaseonpreviousyears.TheTrust’sincreasinglevelofparticipationinclinicalresearchdemonstratesourcommitmenttoimprovingthequalityof
careweofferandcontributingtowiderhealthimprovement.
Youcanreadmoreaboutourresearchworkon
page24.
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Income and EpenditureOverall,takingintoaccountbothincomeandexpenditure,theunderlyingnancialhealthoftheTrustcontinuedtogrowthrough2009/10
whichprovidesarmbasisaswemoveinto2010/11(seepages32and33formoreinformation).
Breakdown of 2009/10 Income:
Capital InvestmentDuring2009/10theTrustinvested£39.7millioninimprovingourfacilitiesforpatients,whichisbyfarthelargestandmostambitiouscapital
programmetodate.ThecapitalprogrammewaspredominantlynancedfromtheTrust’sowninternallygeneratedresources,supportedbyasmallloan
fromtheFoundationTrustFinancingFacility,whichlendsmoneytoFoundationTrustsatpreferentialratesofinterest.
ThisisoneofthebenetsaffordedbybeingaFoundationTrust.
CapitalPlan
2009/10£000
Actual
2009/10£000
ElectiveCareCentre 27,260 27,338
Radiology
Expansion5,714 3,562
EnergyCentreProject
2,919 2,119
MedicalEquipment 1,849 1,275
InformationTechnology
1,341 629
OccupationalHealth 1,025 1,161
ElectronicDocument
System500 498
InfrastructureInvestments
4,161 2,635
Other 731 501
Total 45,500 39,718
20
Income£m
Non-Elective 72.5
NonPBRActivity 66.8
Elective 38.6
Outpatient 38
Education&Training 13
SLAsforNon-PatientCare,ServicestoOtherBodies
9.8
Other 7.8
A&E 7.6
Research&Development 0.3
OUR PERFORMANCE- FINANCIAL
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Staff EngagementOuraimistocontinuetoworkinawaythatencouragesandpromotesengagementsothat
ourstaffwillhaveapositiveattitudeandprideintheTrustandthequalityofourservices.WerecognisethevalueofthecontributionofourstaffinhelpingtheTrustachieveitsaimsandobjectivesandwewantstafftofeelableto
expresstheiropinionsandviewsandcontributetodecisionstakenwithintheTrust.
Equality and DiversityEqualityandDiversityandHumanRightsarethecornerstoneoftheTrust’svisionandarefullysupportedbytheExecutiveTeamandthe
BoardofDirectors.Ouraimistotranslatethiscommitmentintotangibleservicedeliverybenetsforpatientsandcarersaswellasencouragingour
presentandpotentialstafftoseeusas
an‘EmployerofChoice’.Wesupportaperson-centredapproachtoEquality,DiversityandHumanRightswhichmeanscarryingoutourcommitmenttodeliveringourservicestomeetspecicanddiverseneedsofourpatients
andcarers,includingouremployees.
InpartnershipwithABILITY,alocaldisabilitynetwork,theTrusthostedDisabilityMatters,asuccessfulconference.Attheconferencethe
Trust’sDisabilityAdvisoryNetwork,madeupofmembersofthedisabledcommunity,waslaunched.WorkisprogressinginestablishingaDisabledStaffNetwork.
Theageproleofourworkforcedemonstratesawell-balanceddistributionacrosstheagebands.
The chart below shows a breakdown of our
workforce by staff group:
Note:
The above analysis does not include
Bank and Agency staff.
21
%
Nursing(1531.70) 72.5
Admin&Clerical(848.12) 20
Prof/Tech/Scientic(832.92) 20
Ancillary(418.31) 10
Medical(365.51) 9
Clin/SpecialistManager(62.74) 2
GeneralManager(54.10) 1
Maintenance(53.03) 1
Our People5
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22
Asplanned,themergerofthe
PALSandComplaintsDepartmentshasnowbeenundertakento
formthenewlynamedCustomer
ServicesDepartment.Throughout
2010therewillbeinitiativesfor
raisingawarenessoftheteam
throughoutthehospitaltoboth
patientsandstaffalike.TheTrustcommissionedthePickerInstitute
toconducttwopatientsurveysduring2009,theAdultInpatientSurveyandtheAdultOutpatientSurvey.TheresultsfortheInpatientSurvey,whichwere
publishedinFebruary2010,demonstratedthattheTrusthadimprovedsignicantlysincethe2008surveyinrelationtothefollowing:
lDoctors: washingtheirhandsbetweentouchingpatients
lNurses:washingtheirhandsbetweentouchingpatients
lSurgery:resultsbeingexplainedinaclearway
Thereportevidencedthat,inadditiontothe
above,resultsweresignicantlybetterthanthe‘Picker’averageinrelationtothefollowing:
l Planned admission:speedofadmission
l
Nurses:condenceandtrustinnursingstaffTheresultsfortheOutpatientSurvey,whichwerepublishedinNovember2009,demonstratedthattheTrusthadimprovedsignicantlysincethe2007surveyinrelationto
thefollowing:
l Beingofferedachoiceofhospitals
lBeinggivencompleteprivacywhenbeingexaminedortreated
Patient & Public Involvement6
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23
lBeingtoldclearlywhytestsareneeded
lBeingtoldhowthepatientwillndouttestresults
ThePatientInformationGroupmeetsmonthlyand75leaetshavebeenreviewedfromarangeofspecialties.Specicleaetsdeveloped
havebeenreviewedforthefollowingspecialties:
lInfectionControl
lPharmacy
lSpeechandLanguageTherapy
lPhysiotherapy
lNutritionandDieteticsTheTrusthasalsoestablishedaPatientExperienceCollaborativewhoseoverarching
aimistoimprovethepatient’sexperiencetoensuretheTrustisthelocalhealthcareproviderofchoice.
PALS Volunteers –Desk Activity
During2009/10thePALSVolunteersgavedirectionsto16,698visitors,answered4,013enquiries,escorted384visitorsandreferred
162casestothePALSstaff.
The Patients’ CouncilThePatients’Councilmetontenoccasions.Membersattendedatotalof35Trustmeetingsasmembersofthepublicandconducted86
wardvisitswithaSeniorManager,continuingtousetheoverall‘trafclight’scoringsystem.
Aintree Volunteer SchemeTerryOwen,VolunteersDepartmentalHead,
satonthegroupwhichshapedthenationalstrategicvisionforvolunteeringinhealthandsocialcare.
NormaBarrowcliff,VolunteerDisabilityManager
continuestomanagetheprojectwhichincludes140disabledvolunteers,andGailBruen,VolunteerDevelopmentManager,organises
morethan500studentsannuallyfrom103schoolsacrossMerseyside.
Nurse Chrisy Skuriah, who had previouslyvolunteered in the Trust, with VolunteersDepartmental Head, Terry Owen
Chief Eecutive James Birrell and AEDconsultant Rob Jones at Everton FC,helping promote men’s health
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Risk Management
TheTrustisinvolvedwithEdgeHillUniversityindevelopingapatientsafetymodule,therstofthiskindintheUnitedKingdom.Atthesametime,plansareatanadvancedstageintheplanningandimplementationofaPatientSafety
Ofcerandteamwithintheorganisation.FollowingthepublicationoftheFrancisReportintotheMid-StaffsInquiry,theTrustiscurrentlyundertakingareviewofitsownpracticeagainst
the18recommendationsmadeinthereport.
Research and DevelopmentTherehavebeenimportantdevelopmentsinresearchanddevelopment(R&D)overthepastyear.
WehostedaroutinevisitbytheMedicinesandHealthcareProductsRegulatoryAuthority(MHRA)withgreatsuccess.
TheMHRAinspectorswereimpressedwiththenewR&Dstructureandendorsedthe
developmentsthathavebeenestablished.Therearenowsome230activestudies(60onthenationalNIHRresearchportfolio)andapotential70moreunderconsideration.
Ouractivityhasattractedsignicantfundingwithmorethan£1millionprovidedandsupportfromotherexternalbodiestohelpusdeliverourresearch.
24
Raising Standards7
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AintreeUniversityHospitalsNHS
FoundationTrustrecognisesthe
partitcanplayincontributingto
improvingthesustainabilityofthe
widercityregionandhowthiscan
helptoreducehealthinequalities.
TheBoardofDirectorshas
approvedaSustainabilityStrategy
toprovideaframeworktosupport
itsobjectivesinthisarea.
Thefollowingkeyareasarebeingtargetedtosignicantlyreduceourcarbonfootprint:
lEnergyandcarbonmanagement
lProcurementandfood
lTravelandtransport
lWater
lWaste
2010/11willseethelaunchofournewgreenTravelPlanandthecompletionofourCarbonManagementImplementationPlan.SupportedbyTheCarbonTrust,andaspartoftheLiverpoolCarbonCollective,weareworkingwithLiverpoolCityCouncilandotherNHSTrustslocallytoreduceourcombinedcarbon
impact.
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Hospital Chef Jimmy Cameron - we aresourcing more ingredients locally
Trust staff sent old equipment toa hospital in Zimbabwe
Sustainability8
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TheTrustisenteringintoan
excitingperiodwhichwillseetheculminationofyearsofplanningto
changeAintreeUniversityHospitals
NHSFoundationTrustintoasingle
siteTrustbytheendof2010.
During2009/10wehavecompletedseveralmajorprojectsincluding:
l
TheHealth,WorkandWell-beingCentrecosting£1.5million.TheCentreisnowprovidingOccupationalHealthservices
tomanylocalorganisationsincludingourown
lThecreationofa£3.5millionRadiologyOutpatientsSuitehasallowedfurtherinvestmentstocommenceinthiskeyservice
lWearenowproducingsignicantlyless
carbondioxidefollowingthecompletionofour£3.5millioncombinedheatandpower
unitimprovingourgreencredentialsandsavingmoney
lWehaveinvestedover£1millionimprovingtheenvironment,privacyanddignityonmanyofourwards
Severallandmarkprojectswerealsocompleted
during2010:
lTheagship£34millionElectiveCareCentreinvestmentwillprovideoutpatients
anddaycareservicesinastate-of-the-artmodernenvironment
lTheproblemsofparkingontheAintreecampuswerealleviatedbytheopeningofour£8millionmulti-storeycarparkprovidingapproximately1,250spacesincludingnumerousdisabledspaces
26
Dignity cards are being used tohelp assess patients’ wishes fortheir care
Service Developments9
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lWearealsoabouttocompletethenalphasesoftheoverhaulandexpansionof
ourRadiologyDepartmentswithover£6.5millionbeingspent,includingvenewstate-of-the-artCTandMRscanners
Thenalphaseoftheconsolidationofservices
ontheAintreesitewillbecompletedwiththedeliveryofthreefurtherkeyprojectsbytheendof2010:
lOurPhysiotherapyDepartmentisbeingextendedatacostof£1.75million
lAnew£1.75millionCentreforDiabeteswillbecreatedonsite
lOurexistingOutpatientsDepartmentswill
begivena£2.5millionfacelifttoensureallpatientsreceiveexcellentcareinahigh
qualityenvironment
Wedonotintendtostandstillthough,andthe
nextveyearswillseeusmakecontinuousimprovementstothebuildingsandservicesweprovideinthem.Alreadyweareconsideringplansto:
lUpgradeallofourTowerBlockwardstoimprovethequalityofinpatientcarestillfurther
lCreateanewpurposebuiltFractureClinictoallowtheexpansionoftheAccident&EmergencyDepartment(AED)
lRecongureandenlargeourAEDsothatwecanbettercopeattimesofhighdemand
lRationaliseandrecongureourtheatreaccommodationtoimproveefciencyand
theenvironmentforstaffandpatients
lIncreasethesizeofourCriticalCareUnit
toensureweprovidethehighestcarepossiblewheneverneeded
lReviewandconsolidateourcardiology
servicesintopurposebuiltaccommodation
lInvestinourinfrastructuretoensurethe
sitecancontinuetomeetthegrowingdemandsofamodernhospital
Thesedevelopmentswillhelpsupportthe
provisionofhighquality,safeservices.
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The Board of Directors
TheBoardofDirectorscomprisessevenNon-ExecutiveDirectors,includingtheChairmananduptosixExecutiveDirectors,includingtheChiefExecutive.TheBoardofDirectorshasoverall
responsibilityforstrategicdevelopment,approvingpolicyandmonitoringperformance.
28
How we are Governed10
Christopher Baker MBEChairman
Dr Gary Francis
MedicalDirector
Ward PriestmanDirectorof
Informatics
George MarcallIndependentNon-ExecutiveDirector
James BirrellChiefExecutive
Michael Frayne
ChiefOperatingOfcer
Steve WarburtonDirectorofFinance&
BusinessServices
Frank McKennaIndependentNon-ExecutiveDirector
Jill ByrneDirectorofNursing
Margaret Jackson
DirectorofHumanResources
Rayna DeanIndependentNon-ExecutiveDirector
Sally MerrimanIndependentNon-
ExecutiveDirector
Paul FitzpatrickDirectorofEstates&
Facilities
Fin McNicol
DirectorofCommunications
Patrick HackettIndependentNon-ExecutiveDirector
Maureen MurphyIndependentNon-
ExecutiveDirector
Asof31stMarch2010
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29
The Board of Governors
TheBoardofGovernorsholdstheTrustBoardtoaccount.TheBoardofGovernorsisresponsibleforrepresentingtheinterestsofpatient,publicandstaffmembers,andlocalpartnerorganisationsinthegovernanceoftheTrustandhasspecicresponsibilityfor
theappointmentoftheChairmanandNon-ExecutiveDirectors,andtheTrust’sauditors.TheBoardofGovernorsalsoapprovestheappointmentoftheChiefExecutive,theremunerationandtermsofofceofthe
ChairmanandNon-ExecutiveDirectors,andreceivestheTrust’sannualreportandaccountsandgivesviewsandadviceontheforwardplansoftheTrust.
TheBoardofGovernorsconsistsoftheChairmanoftheTrustand31electedandappointedGovernors(listas2009/10).MrsPamelaPeelwaselectedbytheGovernors
astheDeputyChairoftheBoardofGovernorsandLeadGovernorwitheffectfrom1stAugust
2009,takingoverfromMrGeorgeSandswhohadheldthispositionsinceApril2005.
MrsPhyllisBrethertonsadlydiedinJanuary2010.
Public Governors (14 Seats)
MrsPhyllisBretherton
MrAlanCorkish
MrDavidCowan
MrRonaldDenton
MrNormanFalder
MrGordonHarrison
MsDianeHart
MrArthurJones
MsOlwenJones
MrTonyKneebone
MrBrianLawlor
MrPeterMayne
MrTonyMcLure
MrsPamelaPeel
MrJohnRimmer
MrGeorgeSandsMrBrianWorster-Davis
Staff Governors (5 Seats)
MrsPamelaBlack(AHP/Scientists)
MrsLorraineBrinkley(Nursing)
DrRobertThompson(MedicalStaff)
MrsTerryOwen(AllOtherStaff)
MrRanjitBisnauthsingh(NursingStaff)
MsJeanetteWilding(NursingStaff)
Patient Governors (3 Seats)
MrsAnnetteBarnes
MrsDoreenBrown
MrBarryCave
MrGerryHill
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Appointed Governors
MrIanDavies(KnowsleyPCT)
CllrJayneAston(KnowsleyMBC)
CllrDaveHanratty(LiverpoolCityCouncil)
MrsLeonieBeavers(LiverpoolPCT)
CllrBarryGrifths(LiverpoolPCT)
DrLeighGrifn(SeftonPCT)
MsMairNing(EdgeHillUniversity)
ProfessorRobertMoots(UniversityofLiverpool)
MrsReneeBrenner(WoodlandsHospice)
r e v
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2 0 0
9 / 1 0
Foundation Trust Governors and membersworked with Trust staff to develop patientpathways for the Elective Care Centre
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31
Membership
MembershipoftheTrustisopentoanyonewhoiseitheraresidentoftheNorthWestofEngland,apatientoftheTrustand/ortheir
carer,whoisaged16andabove,andallmembersofstaff.
Membership Numbers (31st March 2010)
Constituency
Membership
Numbers
Public 5715
Patient 1577
MedicalStaff 384
NursingStaff 2097
AlliedHealthProfessionals/ClinicalScientists
939
AllOtherStaff 1954
Total 12666
IfyouwouldliketojoinAintreeUniversityHospitals
NHSFoundationTrustasamember,pleaseemail:
orvisittheFoundationTrustpagesofourwebsite:
www.aintreehospitals.nhs.uk
Membershipisfreeandgivesyoutheopportunitytondoutmoreabout
theworkwedoandtohelpshapedevelopmentofourservices.
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Statement of Comprehensive Incomefor the Year Ended 31st March 2010
32
2009/10£000
2008/09£000
OperatingIncome 258,464 241,802
OperatingExpenses (251,190) (236,834)
OPERATING SURPLUS 7,274 4,968
FINANCE COSTS
FinanceIncome 119 1,669
FinanceExpense-FinancialLiabilities (16) (11)
PDCDividendsPayable (4,691) (5,019)
NET FINANCE COSTS (4,588) (3,361)
SURPLUS FOR THE YEAR 2,686 1,607
Other Comprehensive Income
RevaluationsLossesandImpairmentLossesonPurchasedProperty,PlantandEquipment
(8,521) (4,030)
RevaluationsLossesandImpairmentLossesonDonatedProperty,PlantandEquipment
0 11
IncreaseintheDonatedAssetReserveDue
totheReceiptofDonatedAssets 38 3
ReductionintheDonatedAssetsReserveinRespectofDepreciationofDonatedAssets
(122) (142)
TOTAL COMPREHENSIVE ExPENSE FORTHIS PERIOD
(5,919) (2,554)
Our Accounts11
AfullsetoftheauditedAnnualReportandAccountsofAintreeUniversityHospitalsNHS
FoundationTrustcanbeobtainedviaourwebsite.
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Statement of Financial Position as at31st March 2010
31st March
2010£000
31stMarch2009£000
1stApril2008£000
NON-CURRENT ASSETS
IntangibleAssets 0 0 161Property,PlantandEquipment 171,382 146,312 142,637
TradeandOtherReceivables 1,043 1,210 1,059
Total Non-current Assets 172,425 147,522 143,857
CURRENT ASSETS
Inventories 979 835 899
TradeandOtherReceivables 8,988 10,035 9,008
CashandCashEquivalents 11,457 30,918 37,777
Total Current Assets 21,424 41,788 47,684
CURRENT LIABILITIES
TradeandOtherPayables (19,141) (16,794) (19,624)
Borrowings (227) (73) (73)
Provisions (2,077) (1,786) (2,054)
TaxPayable (3,484) (3,214) (2,951)
OtherLiabilities (6,272) (5,625) (6,271)
Total Current Liabilities (31,201) (27,492) (30,973)
Total Assets Less Current Liabilities 162,648 161,818 160,568
NON-CURRENT LIABILITIES
Borrowings (5,943) (161) (234)
Provisions (725) (783) (1,048)
OtherLiabilities (901) (1,032) (1,334)
Total Non-Current Liabilities (7,569) (1,976) (2,616)
Total Assets Employed 155,079 159,842 157,952
FINANCED BY
PublicDividendCapital 113,434 112,278 107,834
RevaluationReserve 25,479 34,000 38,133
DonatedAssetReserve 1,842 1,926 2,057
IncomeandExpenditureReserve 14,324 11,638 9,928
TOTAL TAxPAYERS’ EQUITY 155,079 159,842 157,952
Statement of Financial Position as at31st March 2010
33
31st March
2010£000
31stMarch2009£000
1stApril2008£000
NON-CURRENT ASSETS
IntangibleAssets 0 0 161Property,PlantandEquipment 171,382 146,312 142,637
TradeandOtherReceivables 1,043 1,210 1,059
Total Non-current Assets 172,425 147,522 143,857
CURRENT ASSETS
Inventories 979 835 899
TradeandOtherReceivables 8,988 10,035 9,008
CashandCashEquivalents 11,457 30,918 37,777
Total Current Assets 21,424 41,788 47,684
CURRENT LIABILITIES
TradeandOtherPayables (19,141) (16,794) (19,624)
Borrowings (227) (73) (73)
Provisions (2,077) (1,786) (2,054)
TaxPayable (3,484) (3,214) (2,951)
OtherLiabilities (6,272) (5,625) (6,271)
Total Current Liabilities (31,201) (27,492) (30,973)
Total Assets Less Current Liabilities 162,648 161,818 160,568
NON-CURRENT LIABILITIES
Borrowings (5,943) (161) (234)
Provisions (725) (783) (1,048)
OtherLiabilities (901) (1,032) (1,334)
Total Non-Current Liabilities (7,569) (1,976) (2,616)
Total Assets Employed 155,079 159,842 157,952
FINANCED BY
PublicDividendCapital 113,434 112,278 107,834
RevaluationReserve 25,479 34,000 38,133
DonatedAssetReserve 1,842 1,926 2,057
IncomeandExpenditureReserve 14,324 11,638 9,928
TOTAL TAxPAYERS’ EQUITY 155,079 159,842 157,952
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34
April 2009 Carol Bermingham
HealthcareAssistant,CoronaryCareUnit
May 2009 Diane JeffersMedicalSecretary,Ophthalmology
June 2009 Kerry TitherStaffNurse,Ward17
Year
July 2009 Jean Brown
HealthcareAssistant,EndoscopyUnit
August 2009 Paul PrescottHealthcareAssistant
September 2009 Dave WilliamsClericalOfcer,Prostheticand
WheelchairCentre
October 2009 Dawn WoolsgroveRadiologyDepartmentAssistant
November 2009 Debbie ClarkBreastCareNurse
December 2009 Shirley BradyMatron,ThoracicMedicineand
Haemotology
January 2010 June CarrOutreachCo-ordinator,
CriticalCare
February 2010 Vanessa Beattieand Maria Guerin
ThoracicMedicine
March 2010 Shiney PaulStaffNurse,Ward6
The Trust’s Employees of theMonth 2009/10
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TheTrustwasnamedasaTopHealthcare100
Employerforthesecondyearinarow,andhas
beenplacedsecondTeachingTrustnationally.
Thisdocumentisavailableinotherformatsuponrequest.
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Aintree University Hospitals NHS Foundation Trust
UniversityHospitalAintree,LongmoorLane,LiverpoolL97AL
Telephone:01515255980
Email: [email protected]:www.aintreehospitals.nhs.uk