Todays programme What we have done in 2017/18 What we will be doing - - PowerPoint PPT Presentation

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Todays programme What we have done in 2017/18 What we will be doing - - PowerPoint PPT Presentation

Apr 12, 2023 333 likes •768 views

Welcome to the Welcome to the Aintree University Hospital Aintree University Hospital NHS Foundation Trust NHS Foundation Trust Annual Members Meeting Annual Members Meeting Wednesday 27 September 2017 Wednesday 26 September 2018

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Welcome to the Aintree University Hospital NHS Foundation Trust

Annual Members’ Meeting

Wednesday 27 September 2017 Welcome to the Aintree University Hospital NHS Foundation Trust Annual Members’ Meeting

Wednesday 26 September 2018

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Today’s programme

What we have done in 2017/18 What we will be doing in 2018/19 and beyond

Dr Neil Goodwin CBE Chairman

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Aintree University Hospital Foundation Trust

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Aintree’s Achievements 2017/18

“A highly positive experience; I would recommend the hospital and staff to anyone” - Patient 2018

  • Most improved Trust in Cheshire & Merseyside during winter (A&E)
  • Best Trust in the country for staff flu vaccinations
  • Regional Trauma Centre and Helipad opened
  • Diabetes care rated ‘as outstanding’
  • Delivery of 3 year + Quality Strategy
  • Award winning Volunteers programme
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Despite our best efforts….

  • Eight never events
  • Standards not fully achieved:

– emergency care performance – 18 week referral to treatment – Four cancer targets

  • Financial performance
  • Workforce pressures
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Care Quality Commission – Inspection

  • Care at Aintree - ‘Good’
  • Pharmacy - ‘Outstanding’
  • Overall rating - ‘Requires Improvement’
  • Areas requiring particular focus:

– Safeguarding – Quality Governance – Medicines management systems

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Board of Directors

* Non-voting Board member

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Aintree’s Strategic Direction

To create sustainable adult hospital services for the people of Liverpool, the City-region and beyond, in collaboration with The Royal Liverpool & Broadgreen University Hospitals NHS Trust, commissioners and other stakeholders

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Trust Priorities

  • Quality and Safety
  • Staff engagement
  • Merger
  • Finance and Operations
  • Electronic Patient Records
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  • Represents interests of NHS FT members
  • Challenges the Board on its performance

Council of Governors

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In conclusion

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Council of Governors Membership 2018

Pamela Peel-Reade - Lead Governor

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Foundation Trust Model of Accountability

  • Key items of business presented to Governors by Non-Executive Directors

at four Council of Governors’ meetings during 2017/18

  • These meetings are open to the public
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What is the statutory role of Governors?

  • To hold the non-executive directors

individually and collectively to account for the performance of the Board of Directors

  • To represent the interests of the members of

the Trust as a whole and the interests of the public.

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Council of Governors 2018/19

governors@aintree.nhs.uk

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How we discharged our duties

  • Extended Mandy Wearne’s contract, Non-Executive Director (NED)
  • Approved the reappointment of Joanne Clague, NED
  • Participated in the appraisals of the Chairman and NEDs
  • Appointed the external Auditor
  • Attended Council meetings and Board of Directors meetings to
  • bserve how NEDs held the Executive Directors to account
  • Increased our knowledge and awareness of key issues relating to

quality of care

  • Focussed on delivering our Membership Strategy
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Governor Involvement at Aintree (1)

  • Governor-Led Committees
  • Membership
  • Quality of Care
  • Bespoke Training Sessions
  • Safeguarding
  • Complaints
  • Serious Incidents
  • Finance
  • Governor Elections
  • Meeting with prospective Governors
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Governor Involvement at Aintree (2)

  • Input into Annual Business Plan & Quality Account
  • Patient Led Assessment of the Care Environment (PLACE)
  • Director Walk Rounds
  • Bowel Cancer Screening Initiative
  • Aintree Champions Excellence (ACE) Panels
  • World Kidney Day
  • Proud of Aintree Awards
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  • Attendance at DME events
  • Multi-disciplinary Accelerated Discharge
  • Organ and Tissue Memorial Unveiling
  • Fun Day at Westmoreland PPG
  • Quality & Improvement Showcase
  • Catering Food Quality Group
  • NHS 70th anniversary celebratory events

Governor Involvement at Aintree (2)

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Membership Report

  • Trust Membership is open to anyone who lives in the North West of

England, age 16 or above, and all members of staff

  • Our current strategy is to maintain the level at c8,500 public

members, and to focus on increased engagement

1000 2000 3000 4000 5000 6000 7000 8000 9000 2015 2016 2017 2018 2015 2016 2017 2018 4208 4202 4697 4916 8154 8313 8543 8711 Staff Public

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How do we meet our members and hear their views?

  • Get Involved with Aintree Group
  • Membership Stand
  • Developed relationships with:

– Local health and community groups – Patient Participation groups – Other local and regional hospitals

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Membership Engagement

  • Staff Governors present at monthly Trust Induction sessions
  • Public Governors present at monthly Induction sessions for Volunteers
  • Governors raise awareness of the benefits of membership by attending

community and health group events

  • Members’ Newsletter
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Focus for 2018-2019

  • Quality of care, safety and the patient experience
  • Merger and service reconfiguration
  • Financial position
  • Workforce
  • Corporate reputation
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Steve Warburton - Chief Executive

Review of 2017/18 and Future Plans

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  • Highlights of Aintree’s 2017/18 Annual Report & Accounts
  • Annual Operational Plan 2018/19
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Our Strategy

  • To provide excellent services to our local community
  • Maintain our specialist services to a wider population
  • Work more closely with our local and regional partners to

transform the delivery of all of our services By strengthening Aintree’s position through:

  • remaining committed to achieving financial balance

without compromising the quality of the services we provide

  • sustaining improved patient flow throughout the hospital
  • greater collaborative working with partners
  • investing more in our informatics capability
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Aintree University Hospital NHS FT

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Our Performance

2017/18 End Q1 2018/19 Standard Actual Actual RTT incomplete pathways 92% 91.9% 90.1% A&E 4 hour waits 95% 82.9% 86.9% Cancer 2 week - all cancers 93% 94.2% 87.7% Cancer 31 day target - all cancers 96% 96.8% 99.1% Cancer 62 day target - all cancers 85% 84.1% 78.0% Cancer 62 day screening 90% 89.7% 55.6% Diagnostic Access 1% 1.38% 1.10%

  • C. Difficile (hospital-acquired cases)

46 43 11

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Highlights

  • Grand Opening of Urgent Care & Trauma

Centre by The Duke of Cambridge

  • Helicopter landing pad
  • 12 ACE wards under AAA scheme
  • Staff flu vaccinations
  • £1.5m in grants
  • Apprenticeship Programme
  • Procurement savings of over £1m
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  • Develop our workforce to ensure staff have the right skills,

knowledge, attitude and behaviours to deliver high quality care in the right place, every time

  • Promote and develop a safety culture
  • Reward our staff by ensuring they feel appreciated and

acknowledged

  • Support staff innovation

Developing and supporting our workforce

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  • Quality Strategy 2018-2020 - we continue to involve staff and patients in
  • ur priorities
  • The CQC and Quality Risk Profile action plans combined into a single
  • verarching ‘Quality Improvement Plan’
  • Aim is for continued improvement across all areas of patient care that

improve outcomes and reduce mortality

  • Board commitment to the creation of an Explicit Safety Culture as a key

enabler

  • Progress to date includes:

– Reducing infection – below the national standard of no more than 46 patients with C.Difficile infection – Reducing falls causing harm – below target of 36 patients – 95% of patients diagnosed with Community Acquired Pneumonia (CAP) receive antibiotics within 4 hours of arrival in the Trust

Our Quality Improvement Journey

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Quality

Our priorities Care that is safe Care that is clinically effective

Care that provides a positive experience for patients and their families

Our objectives

  • consistent delivery of harm free care

>98% as Safety Thermometer

  • assessing patients for dementia

early in their stay to ensure they are on the right pathway

  • working towards a top 25%

position in the national inpatient survey

  • reducing MSSA bacteraemias by 50%
  • reducing the number of C.Difficile

infection cases <=46

  • No cases of MRSA
  • achieving 95% > in Advancing

Quality care bundle standards (relating to Acute Kidney Injury, Alcohol Related Liver Disease, Hip and Knee Replacement and Pneumonia.)

  • Increase FFT inpatient

recommendations to 96%

  • Achieve zero never events
  • 100% compliance with WHO Checklist

Care Pathway improvements

  • Achieve Cancer 62 day target 85%
  • f the time
  • Achieve RTT and diagnostic over 6

week waiters

  • Improve End of Life Care
  • Improve Stroke performance
  • Complete 75% of complaint

responses in a timely manner

  • reducing the number of inpatient falls

with harm

  • reducing hospital acquired pressure

ulcers

  • reducing harm, measured by

mortality ratings, MUST screening and patient safety incidents

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Activity 2017/18 (1)

Type 1 Emergency Attendances (2.7% up on 2016/17)

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Activity 2017/18 (2)

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Activity 2017/18 (3)

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  • We met our planned financial targets in 2017-18 with a Use of

Resource Rating of 4

  • Income and expenditure were close to planned levels
  • The Quality, Efficiency & Productivity (QEP) Programme of £13.6m

was delivered

  • Reported deficit of -£3.5m, inclusive of Sustainability and

Transformation Funding of £10.6m

Finance

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We received £351m of income (before exceptional items) This is a £7.7m (2.2%) increase from the £343.3m received in 2016/17

Our earnings

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£221.4m Pay £31.5m Drugs £45.1m Clinical supplies and services £11.0m General supplies and services £16.2m Premises costs £5.3m Depreciation and impairments £19.0m Other operating costs £5.0m Cost of capital

Expenditure (millions)

We spent £354.5m (3.9% up on 2016/17) £221.4m on staff costs, £128.1m on non-pay and £5.0m servicing loan interest and Public Dividend Capital

Our spend

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Despite a challenging position, we continued to invest in capital to make improvements throughout the hospital. We invested £11.6m including :

  • £3.2m on medical equipment
  • £3.1m on upgrading our wards
  • £2.0m on information technology
  • £1.7m on the theatre upgrade programme
  • £1.0m on the helipad

Investments in 2017/18

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  • -£35.7m gap between income and expenditure
  • £6.6m Cost Improvement Target
  • -£29.1m planned deficit

Board was unanimous in its view that maintaining safe, responsive and effective patient care was more important than achieving a balanced financial position

Finance 2018-19

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  • Continue to deliver care that is safe, effective and

which provides a positive experience for patients and their families

  • Underpinned by the common purpose of ‘getting

it right for every patient every time’

  • Working with Royal Liverpool with the intention of

consolidating our two organisations to improve the health and well-being of our community

  • Demonstrate that we are being as productive and

efficient as possible

  • Support innovation and new ways of working

Delivering our Vision

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Any Questions?