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

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

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

Aintree University Hospital Foundation Trust

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

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

Care Quality Commission – Inspection • Care at Aintree - ‘Good’ • Pharmacy - ‘ Outstanding’ • Overall rating - ‘Requires I mprovement’ • Areas requiring particular focus: – Safeguarding – Quality Governance – Medicines management systems

Board of Directors * Non-voting Board member

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

Trust Priorities • Quality and Safety • Staff engagement • Merger • Finance and Operations • Electronic Patient Records

Council of Governors • Represents interests of NHS FT members • Challenges the Board on its performance

In conclusion

Council of Governors Membership 2018 Pamela Peel-Reade - Lead Governor

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

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.

Council of Governors 2018/19 governors@aintree.nhs.uk

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 observe 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

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

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

Governor Involvement at Aintree (2) • 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 70 th anniversary celebratory events

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 8711 8543 8313 8154 9000 8000 7000 6000 4916 4697 4208 4202 5000 4000 3000 2000 1000 0 2015 2016 2017 2018 2015 2016 2017 2018 Staff Public

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

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

Focus for 2018-2019 • Quality of care, safety and the patient experience • Merger and service reconfiguration • Financial position • Workforce • Corporate reputation

Review of 2017/18 and Future Plans Steve Warburton - Chief Executive

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

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

Aintree University Hospital NHS FT

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

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

Developing and supporting our workforce • 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

Our Quality Improvement Journey • Quality Strategy 2018-2020 - we continue to involve staff and patients in our priorities • The CQC and Quality Risk Profile action plans combined into a single overarching ‘ 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

Quality Care that provides a positive Our Care that is safe Care that is clinically effective experience for patients and their priorities families • • • consistent delivery of harm free care assessing patients for dementia working towards a top 25% >98% as Safety Thermometer early in their stay to ensure they position in the national inpatient are on the right pathway survey • • reducing MSSA bacteraemias by 50% achieving 95% > in Advancing • reducing the number of C.Difficile Quality care bundle standards infection cases <=46 • Increase FFT inpatient • Our objectives No cases of MRSA (relating to Acute Kidney Injury, recommendations to 96% Alcohol Related Liver Disease, Hip and Knee Replacement and Pneumonia.) • Achieve zero never events Care Pathway improvements • 100% compliance with WHO Checklist • Achieve Cancer 62 day target 85% of the time • Achieve RTT and diagnostic over 6 • Complete 75% of complaint • reducing the number of inpatient falls week waiters responses in a timely manner with harm • Improve End of Life Care • reducing hospital acquired pressure • Improve Stroke performance ulcers • reducing harm , measured by mortality ratings, MUST screening and patient safety incidents

Activity 2017/18 (1) Type 1 Emergency Attendances (2.7% up on 2016/17)

Activity 2017/18 (2)

Activity 2017/18 (3)