May 2012 - Pennine Acute Hospitals NHS Trust

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8 Core brief - team talk May 2012 Have you been briefed? Core brief takes place once a month and is a way of updating you about the latest news from the Trust. Decommissioning update FOllOWING the announcement made by the Trust about decommissioning and the consultation on proposed job losses, personal letters have now been sent to staff whose post has been identified as being ‘at risk’ of redundancy . Being ‘at risk’ does not mean that the individual post will necessarily be lost, but it does mean that the member of staff works in an area where the Trust has identified that posts could be made redundant . For example, we may have identified that in a certain area two posts need to be lost, but there may be eight people performing that type of role . The Trust has to place all eight staff ‘at risk’ of redundancy, even though only two posts would be lost . The Trust is continuing discussions with Trade Unions about the effect of decommissioning on services and the measures the Trust is taking to avoid job losses . The 90 day consultation started on 2nd March . Every effort will be made to ensure the necessary reductions in staffing, where possible, will be achieved through voluntary means but compulsory redundancies cannot be ruled out . Staff ‘at risk’ of redundancy have the opportunity to contribute to this collective consultation . Staff can do this by contacting their Union representative or they can also raise matters with their line manager . line managers will make sure that comments are included as part of the consultation . Once the collective consultation has concluded, the Trust will start individual consultation with staff who are directly affected by the proposals and remain ‘at risk’ . During the individual discussion there will be a formal meeting with staff ‘at risk’ . Staff may be accompanied at that meeting or any subsequent meetings by a Trade Union representative or work colleague . Once the consultation has completed, those staff selected for redundancy will be issued with an individual redundancy notice . More information: is available for staff via the Decommissioning section on the Trust intranet via the homepage . Healthy Futures heart and stroke rehab consultation lAST month The Healthy Futures Joint Committee for Public Consultation unanimously decided to support the proposal for planned cardiology which will see complicated and high risk cardiology procedures moved from Rochdale Infirmary to Fairfield General Hospital . This will take place in early August 2012 . This service move will complete the reconfiguration of cardiology services delivered across The Trust . Cardiology outpatient services will remain at Rochdale Infirmary as listed below: n Rapid Access Chest Pain Clinics, including onsite exercise tolerance testing where this is clinically appropriate . n New and follow-up general cardiology outpatients, including those patients from the Rochdale borough and East lancashire area that are being followed up post admission at another PAHT hospital site . n Simple pacemaker follow-up clinics . n Heart Failure Nurse Specialist clinics . n Direct GP Access cardio – respiratory diagnostics including echocardiography, ECG (electrocardiogram), 24 hour ECG and ambulatory monitoring . It also supported plans to maintain outpatient cardiology clinics at all Trust sites and to develop the delivery of less complicated procedures at all four hospitals . More information: go to www .healthyfutures .nhs .uk or call 0161 655 7422 . Core Brief Finance - budget 2012/13 THE Trust Board has approved the Revenue Budget for 2012/13 . The Trust’s Total Operating Expenditure budget is £515 .17m . The opening income budget is £554 .5m . This budget is based on agreed contractual levels of activity from commissioners (PCTs) . Divisional budgets have been rolled forward and adjusted for pay and nonpay inflation, funded pressures and decommissioning targets . The Department of Health in its Operating Framework expects all Trusts to deliver a revenue surplus . The Trust’s Integrated Business Plan sets out a planned surplus of £5 .7m, equivalent to 1% of turnover in 2012/13, building on the £3 .5m required surplus achieved last financial year . The Trust is also required to deliver a Cost Improvement Programme (CIP) of £25 .6 million as part of the wider NHS £20bn cost efficiency programme . Referral to treatment (18 weeks) standard NATIONAl standards expect patients to be admitted for scheduled (elective) services within 18 weeks of referral by their GP . The main challenge has been orthopaedic patients requiring surgery . Significant progress has been made in reducing the backlog over the past few months . Waiting times have fallen . The Trust has agreed with our PCT commissioners that the backlog will be cleared by the end of June . We continue to improve waiting lists, ensuring they are efficient and effective . The recent centralisation of the theatre booking and scheduling department across the Trust now ensure patients are booked in promptly and receive better access and service . More information: Hugh Mullen, director of operations, on 45458 .
Team focus - a day in the life of Team focus on healthy weight team What are the highlights of your job/service? The main highlight of my job to me is that I can help people to achieve their weight management goals in a personalised, achievable manner . People have certain expectations when they come to see our team and it is rewarding when we exceed their expectations and they realise that we not going to judge their weight, but support them in making lifestyle changes . Weight management is not just about going on ‘a diet’, it is about the bigger picture and that is what we strive to achieve with each patient . What would make your job/service better? We struggle to find venues to hold our groups . We don’t have funding for hiring rooms and the majority of venues charge, this means we have to rely on good will . If we had access to more venues we would be able to offer so much more to patients . What is the one thing you would change about your job/service? The one thing I would change for our team would be to secure permanent funding for the team’s future to ensure job security . What word best describes your job/service? life-changing The 60 second interview Karen Rowcroft is a specialist weight management dietitian within the healthy weight team based at Birch Hill Hospital. Her role is to see patients who want to have bariatric surgery to help them to lose weight. The healthy weight team consists of dietitians, a bariatric dietitian, dietetic assistants, a nutritionist and a physical lifestyle advisor. They provide a weight management service to the adult and child population of Heywood, Middleton and Rochdale; one to one consultations in GP and Health Centres across the borough, plus a regular weight management group called Take Off! Take Off! runs for eight weeks and aims to provide patients with the knowledge to make lifestyle changes to help them lose weight. To compliment this they provide drop in sessions for ongoing support. What don’t you like about your job/service? The part of my job that I don’t like is when I have to inform my patients that they have to be in our service for 24 months before funding will be considered for bariatric surgery . This provokes a range of reactions in patients from being tearful, upset to extremely angry . This can be difficult to deal with on a daily basis . My patients have usually struggled with their weight for many years and come to us expecting immediate results . Once I have explained why they have to wait so long and what we can offer them to prepare them for life after surgery they usually accept this waiting time and work with me to make the necessary changes . What aspect of your job/service is the most rewarding? The majority of my patients have struggled with their weight for many years; they come to me stating that they can’t possibly make any more changes to their diet or lifestyle to lose weight . It is so rewarding for me when after setting realistic and achievable goals that they do make lifestyle changes and more often than not these result in weight loss . The patient then feels empowered and continues to make change and lose more weight . A typical day 9 A typical day may include going to clinic . Clinic starts at 08 .30 and finishes at 12 .00 . I may see a variety of new and review patients in this time and I spend time with each patient finding out background history to why they have become the weight they are . Once I have gathered this information I take their weight and ask about their eating habits and general lifestyle . After that I set individual goals with each patient that are achievable and patient centred . The morning may be quite draining depending on what type of patients I have had in . My best clinics are when patients are doing really well, making changes and are losing weight . Once back in the office it is time to catch up with the team and see what has been going on . Other team members may have been in clinics or out in the community running Take Off! or sessions in schools . We take this opportunity to discuss various patients and to see if anyone has any suggestions to any difficult situations we may have encountered . It’s then time to write up my notes and send out any letters from the morning clinic . We have a database to complete that records patients’ dietary and lifestyle changes which proves to the commissioners that what we are doing is working and ensures continuation of funding for our team .
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May 2012 - Pennine Acute Hospitals NHS Trust

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