Annual Review 2009 - Sandwell & West Birmingham Hospitals

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19 Chapter Two Furthermore, the unit has focused research on improving patient uptake of anticoagulation for stroke prevention, as well as predicting bleeding risks whilst on anticoagulation. Hypertension research from the unit has provided new information on the choice of drug treatments for managing hypertension. They have also highlighted the dangers of certain blood pressure drug use during the treatment of hypertension in pregnancy. Their input into epidemiological studies has provided new insights into the contribution of salt intake and nutrients (animal vs vegetable protein) to the development of high blood pressure. In heart failure, the unit is conducting the world’s largest screening project for heart failure in a multi-ethnic community. The research has established the safety of exercise rehabilitation for mobile heart failure patients, on top of standard heart failure specialist nurse care. The centre has also published research which has substantially increased understanding of the mechanisms of thrombosis and atherosclerosis. Prof Lip has had major input into NICE guidelines, as well as international guidelines for heart disease management published by the European Society of Cardiology and the American College of Chest Physicians. Our Future Plans (2009/10) Although we have achieved much in recent years, there is still much to do to achieve our long-term vision and strategic objectives. Our plans for the next 12 months (2009/10) include a series of major developments to ensure that we continue to make progress in improving the range and quality of services that we can provide for local people. Some of the most significant developments for the year ahead include: • A major programme of work to improve standards of privacy and dignity on our wards with the aim of ensuring that men and women only share facilities if there is a clear clinical reason for doing so (e.g. a need for critical care or other very specialist service). • Improvements in our services for patients with stroke that aims to improve access to CT scans for patients admitted to the hospital following stroke, improve the availability of thrombolytic treatment for stroke and increase the amount of time in which patients are cared for by specialist teams in dedicated stroke units. • Improvements in our maternity services including plans to develop at least one midwifeled birth centre in the Trust, deliver our Integrated Development Plan for maternity services and undertake a review of the longerterm options for the future of our service. • We plan to continue to expand the range of outpatient and diagnostic services that we can provide from local centres outside our two main acute hospitals.This includes exploring options to expand the services we provide from Aston Health Centre and Rowley Regis Hospital. We will also launch the next stage in our consultant-led community eye service for South Birmingham. • We will continue to invest in ensuring that we provide services from appropriate facilities in the run-up to the planned new acute hospital. In 2009/10 this will include investment in replacing the MRI scanner at City Hospital with a more up to date, powerful model increasing the range of scans that we can undertake and upgrading other accommodation at City. Alongside these particular developments we will continue to roll-out our innovative approach to staff engagement “Listening into Action” through which increasing numbers of staff are directly involved in designing their services for the future, and we will continue to work with our PCT partners to progress plans for the new acute hospital and new community hospitals/ treatment centres through the “Right Care, Right Here” Programme.
Chapter Three Care Closer to Home We are working in partnership with our commissioning PCTs to provide more care in locations outside our hospitals. Right Care, Right Here for local people THE Towards 2010 Programme has a new name. From April 2009 it became known as the Right Care, Right Here Programme. The decision by the Partnership Board followed considerable work to get the new brand right and ensure it accurately reflects what the Programme is trying to do. Right Care, Right Here, as the new brand for the Programme, has been extensively tested with staff, stakeholders and patient groups. Feedback clearly supported the adoption of the new brand. The new Programme brand was launched at a Staff Engagement Event on April 3rd 2009. Over 150 frontline staff from seven partner organisations, including PCTs, mental health trusts and local authorities, attended to give their views on the work of the newly formed Strategic Models of Care Steering (SMOCS) groups. These groups have the responsibility of putting together clinical pathways for how care will work in a new environment after the proposed new hospital is built in Smethwick, due to open in 2015. The views of frontline staff will help provide a background for their work. At this event Doug Round, Right Care, Right Here Executive Chair, said: “The Right Care, Right Here Programme has a unique, whole health economy Partnership approach. More services will be provided in community settings, closer to where people live. This will deliver the ‘Right Care, Right Here’ for local people”. Right Care, Right Here is an ambitious programme of work designed to change and improve health and social care services across Sandwell and the heart of Birmingham. The purpose of the programme is: • Bringing care closer into people’s local communities; • Providing high quality care in high quality places; • Making Sandwell and the heart of Birmingham healthier places to live and work. Plans include the building of a state-of-the- art new acute hospital in Smethwick and five community hospitals in Sandwell and the heart of Birmingham. Over half of all outpatient appointments traditionally provided in City or Sandwell hospitals will be carried out in the community hospitals or health centres. 20
Page 1 and 2: NEWS FEATURES UPDATES FUTURE Annual
Page 3 and 4: NEWS FEATURES UPDATES FUTURE Chapte
Page 5 and 6: Having a programme of activities th
Page 7 and 8: Our Strategic Objectives The first
Page 9 and 10: Nouvelle cuisine A new a-la-carte m
Page 11 and 12: Patients have their say about A&E T
Page 13 and 14: Chapter Two High Quality Care We ar
Page 15 and 16: Paul Bosio and Elaine Newell Plans
Page 17 and 18: Improvements in Diabetes services D
Page 19: Listening into Action projects incl
Page 23 and 24: Consultant-led Community Eye Clinic
Page 25 and 26: We thought it was a natural step fo
Page 27 and 28: It is essential that in designing t
Page 29 and 30: 106,772 people attended City Hospit
Page 31 and 32: In October a revamped Pandemic plan
Page 33 and 34: The Plans The new hospital will hav
Page 35 and 36: £5.6 million Investment in Neonata
Page 37 and 38: Chapter Six An Effective Foundation
Page 39 and 40: Learning and Development Staff Awar
Page 41 and 42: • Further extension of the clinic
Page 43 and 44: The Trust also carries out a range
Page 45 and 46: List of Services Service Women’s
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Page 63 and 64: 2008/09 2007/08 £000 £000 Income
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Register of Members’ Interests Na
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Governance and Risk Clinical Govern
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Our challenge in planning for 2009/
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4. Good Use of Resources 4.1 Delive
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Chapter Eight Statement on Internal
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4.4 The Internal Auditor’s Year E
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Equality and Diversity Steering Gro
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Chapter Ten Useful Information You
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NEWS FEATURES UPDATES FUTURE Design
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Annual Review 2009 - Sandwell & West Birmingham Hospitals

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