Annual Report and Accounts - The Great Western Hospital

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3. To ensure that staff are proud to work for the Trust and would recommend the Trust as a place to work and to receive treatment. • Over the summer the Trust launched new values, as part of a three year Organisational Development Programme to embed a strong customer service culture within the Trust. The new values were developed by staff as the key characteristics and traits they felt the Trust embodies and that all staff should aspire to. The values are represented by four simple but powerful words: Service, Teamwork, Ambition and Respect (STAR) and as part of the process to embed these values across the enlarged Trust, a new employee of the month scheme was launched in August. The STAR of the Month scheme has been well received and the Trust receives a wide variety of nominations from across the organisation. The Trust host an annual Staff Excellence Award in June each year which was established to recognise, reward and celebrate the achievements of staff. This event is well supported by staff. In the future the values will underpin management standards, recruitment processes, induction and appraisals to ensure the Trust has the right calibre of staff delivering not only the best clinical care, but the best customer service too. • Towards the end of 2011 the Trust took part in the annual national NHS Staff Survey. The results, published in March 2012 place the Trust in the top five Acute Trusts in the South West in terms of overall performance and the best response rate in the region. The results show that overall staff consider the Trust to be a good place to work. As a comparison to the previous survey in 2010 when GWH NHS FT was in the top 20% of Trusts in 12/38 of the measures, this year the Trust is in the top 20% of Trusts in 17/38 of the indicators. With staff being more engaged than before, this has clear benefits for patients as research suggests that a well engaged workforce leads to better care. Despite the good results, we are not complacent and recognise there is more work to do on some of the indicators to see further improvements in the year ahead, such we would like to see a bigger improvement in staff recommending the Trust as a place to receive treatment. The Executive Committee has set four priorities for 2012/13 and plans are being worked up to achieve them: - o ensuring staff feel that patient care is the Trust’s priority; o staff feeling happy with the standard of care if their relatives needed treatment; o improving staff satisfaction with the way the Trust values their work; and o ensuring staff feel involved in decisions on changes that affect work. An overview of 2011 Staff Survey results is contained elsewhere in this report (section 9.3 refers). 4. To secure the long term financial health of the Trust. The financial environment remains challenging and this challenge is set to grow in the years ahead as the Trust seeks to reduce costs and maintain a high standard of care. The merger with WCHS in June 2011 provides a good opportunity to be more in control of some of the changes. Being a Trust which provides both acute and community services, as more care is transferred out into the community, we will be better placed than most Page 17 of 211
organisations to adapt to these changes and the massive reorganisation that is taking place in the NHS. Aside from the merger, the Trust did not win any further significant tenders during the year. The Trust was involved with was an unsuccessful bid for a Medicines Management service for the Bath area which was a significant tender. In the coming year the new legislation allowing “Any Qualified Provider” to deliver healthcare will become a significant feature of the local health market. The Trust aims to ensure that we are in the best position possible to bid for services that are put out through this policy. This preparation has included investing in bid preparation training session towards the end of the year to share skills and learning around what it takes to prepare a successful tender. This was supplemented by a learning session to feedback on the experience of bidding for WCHS as learning points for future bids. 5. To adopt new approaches and innovate to promote health and improve services as healthcare changes whilst continuing to become even more efficient. Whilst the Trust, which is already more efficient than the average according to the Trust Reference Cost, the financial difficulties facing the NHS nationally, means that we have to become more efficient, delivering more with less. We have to be radical in how we approach the way we provide care. An example of our innovative approach has been the changes to Ambulatory Care which were launched in November 2011. The aim of the initiative was to reduce the number of admissions, eliminate mixed sex accommodation and improve how we care for ambulatory (walk in) patients. Through an internal reconfiguration and streamlined processes, the Acute Assessment Unit (AAU) was expanded to create more space to see and treat patients who may not require hospital admission. More space means that we are able to put patients in the most appropriate bay removing the risk of accommodating patients in bays with people of the opposite sex. These changes were part of a six month pilot to see what impact they would have in improving admission rates. As the impact has been so positive, the changes will become permanent within the hospital. In January 2012, the Trust began rolling out the Productive Ward Programme to the Wiltshire Community Hospitals. This will see those hospitals benefiting from efficiencies, added improvements and more time for nurses to spend on direct patient care. The Trust has begun work to improve the Older People’s Pathway. This is aimed at streamlining the way older people are cared for; reducing reliance on acute hospitals and reducing the risk of older people becoming institutionalised through long stays in hospital. This work involves a wide range of stakeholders including commissioners and social care, and through smarter working will improve care and reduce costs. Allied to this work is a large project aimed at improving patient flow. The project is designed to remove potential blockages for staff and patients so that whatever point they access the NHS they have a clear patient journey and are supported through discharge back to where they came from. Page 18 of 211
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Great Western Hospitals NHS Foundat
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CONTENTS 1 Chair and Chief Executiv
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The Great Western Hospital became a
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Underpinning this, our values are t
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3.2 Principal activities of the Tru
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Further Companies Act Disclosures 3
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Business Review / Management Commen
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3. To ensure that staff are proud t
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6. To work in partnership with othe
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With funding received from the Depa
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3.13 Contractual arrangements The T
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Patient care 3.16 Development of se
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3.20 New or significantly revised s
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3.24 Complaints Handling For the Tr
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The Trust actively responds to feed
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3.25 Using patient experience to dr
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The table below shows the CQUIN res
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Action plans based on the Quarterly
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3.27 Development of services with o
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3.29 Health and Overview Scrutiny C
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3.32.5 Interests held by Directors
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4.3 Attendance at meetings of the R
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4.7 Board of Directors’ employmen
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Remuneration Name Title Salary (Ban
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4.8.4 Additional disclosures The Tr
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5.1.2 Elected Governors - Public Co
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5.1.4 Nominated Governors Name Nomi
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5.1.6 Lead and Deputy Lead Governor
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“Eyes and Ears” - An initiative
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5.1.12 Nominations and Remuneration
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Rowland Cobbold, Non-Executive Dire
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Lyn Hill-Tout, Chief Executive (unt
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5.2.3 Length of appointments of Non
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5.2.6 Attendance at meetings of the
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5.3 Audit Committee 5.3.1 The Audit
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5.4 Directors’ responsibility for
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Note: Angela Gillibrand and Rowland
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The Mental Health Act / Mental Capa
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The Trust has a wide range of staff
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5.8.6 Membership Strategy To encour
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5.9 Code of Governance Disclosure S
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6 QUALITY REPORTS Part 1 - Statemen
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Part 2 - Priorities for improvement
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6.3.1 Review of services and partic
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The trust chose not to contribute t
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No. Audit Title Reconstruction Audi
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The reports of 273 local clinical a
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No. Audit Title 15. Non Invasive Ve
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No. Audit Title Antibiotic Prescrib
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No. Audit Title 50. NICE CG111 - No
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Part 3 - Other Information 6.4 Over
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GRAPH - Clostridium Difficile WCHS2
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GRAPH - Medicine incidents by type
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Harm from falls WCHS: It was not po
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• Rolling educational programme w
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CHART - Relative risk SW Acute Trus
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Following the Trust’s merge in Ju
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Priority 7: Participation on the Re
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All the guidelines have been dissem
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This has been achieved by: • Mont
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• As a result of complaints and c
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CHART - National Sentinel Stroke Au
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Priority 16: To ensure patients are
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6.5 Care Quality Commission (CQC) I
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6.7 Statement of Directors’ respo
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a Quality Account and the opportuni
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Overall, the Trust has good plans t
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Graph 1 - GWH carbon footprint (ton
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The Trust is working with local bus
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Graph 9 - Total tonnes of waste pro
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The Trust will be working towards a
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Detailed below is a summary of the
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Wiltshire Community Health Services
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providers. Feedback obtained across
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The Musculoskeletal Disorder team a
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10.2.2 Governance risk rating The t
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11 OTHER DISCLOSURES IN PUBLIC INTE
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13 AUDITOR’S OPINION AND CERTIFIC
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14 ANNUAL GOVERNANCE STATEMENT 14.1
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• the key controls to mitigate ag
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14.4.6 Organisation Culture The Tru
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14.5 Review of economy, efficiency
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Process Board Role and Conclusions
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15 GLOSSARY OF TERMS BARS - Blood A
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16 FOREWORD TO THE ACCOUNTS 16.1 Fo
Page 177 and 178: Great Western Hospitals NHS Foundat
Page 209: Great Western Hospitals NHS Foundat
Page 214: Great Western Hospitals NHS Foundat
Page 217 and 218: 1 CHAIR AND CHIEF EXECUTIVE’S REP
Page 219 and 220: 2 OUR TRUST 2.1 Vision - Your healt
Page 221 and 222: 3 DIRECTOR’S REPORT General Compa
Page 223 and 224: 3.3.2 The Brunel Treatment Centre O
Page 225 and 226: 14 In relation to the use of financ
Page 227: Checklist, a World Health Organisat
Page 231 and 232: TABLE - Wiltshire Community Activit
Page 233 and 234: The Trust is currently reviewing it
Page 235 and 236: Enhanced Quality Governance Reporti
Page 237 and 238: The Trust is using its foundation t
Page 239 and 240: of implementing the programme. Incl
Page 241 and 242: As part of the corporate back offic
Page 243 and 244: What patients and service users hav
Page 245 and 246: 3.25.3 Patient Surveys The PICKER I
Page 247 and 248: 3.25.5 Annual Inpatient Survey The
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Page 251 and 252: 3.28 Working with our partners to s
Page 253 and 254: 3.31 Statement as to disclosures to
Page 255 and 256: 4 REMUNERATION REPORT Information n
Page 257 and 258: 4.5 Remuneration of senior managers
Page 259 and 260: 4.8 Pension Benefits and Remunerati
Page 261 and 262: The accounting policies for pension
Page 263 and 264: 5 NHS FOUNDATION TRUST CODE OF GOVE
Page 265 and 266: There is currently a vacancy for th
Page 267 and 268: 5.1.5 Attendance at meetings of the
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Page 271 and 272: 5.1.11 Council of Governors Meeting
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5.2.4 Statement about the balance,
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5.2.9 Significant Commitments of th
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5.3.2 The work of the Audit, Risk a
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5.6 Nominations Committee 5.6.1 The
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5.7 Mental Health Act / Mental Capa
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5.8 Membership 5.8.1 Membership The
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The groupings of the members in the
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5.8.8 Membership development propos
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G.1.2 - The Board should clarify in
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and Governors. We have also commenc
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Regulation 1. To sustain compliance
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Audit / confidential enquiry title
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Audit Title Submitted/Required (%)
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No. Audit Title Learning From The P
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No. Audit Title 8. Diabetes Ketoaci
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No. Audit Title Audit Summary/Learn
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No. Audit Title Audit Summary/Learn
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6.3.4 Registration with Care Qualit
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Steering Group, provides a quarterl
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Clostridium Difficile: The goal for
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Priority 2: To reduce harm associat
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Priority 3: To reduce harm associat
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Pressure ulcers Community: The comm
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Safe care of the patient receiving
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CHART - Serious Incidents grouped b
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The three top serious incident caus
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West conference call in August 2011
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Priority 9: To review the clinical
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Priority 12: To undertake nutrition
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• A regular ongoing training prog
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Community: • Q1 Performance April
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The survey results demonstrate that
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6.6 Performance against key nationa
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6.8 Statements from Primary Care Tr
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6.8.4 Wiltshire Primary Care Trust
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6.9 Independent Assurance Report to
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7 SUSTAINABILITY REPORTING 7.1 Stro
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Graphs 3 and 4 show energy consumpt
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Graph 7 - Water consumption in WCHS
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8 EQUALITY REPORTING 8.1 Equality d
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9 STAFF SURVEY REPORT 9.1 Our staff
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It was agreed that we would focus o
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Appraisal rates. The overall rate f
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A quarterly “Voluntary Service Ma
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10 REGULATORY RATINGS REPORT 10.1 M
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10.3.2 Explanation for differences
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12 STATEMENT OF ACCOUNTING OFFICER
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14.4 The risk and control framework
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Risk Licence to operate (compliance
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The governors and wider stakeholder
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Steps which have been put in place
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14.8 Conclusion I have not identifi
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SHA - Strategic Health Authority SW
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Annual Report and Accounts - The Great Western Hospital

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