Pennine Acute Hospitals NHS Trust: U Overview and

Pennine Acute Hospitals NHS Trust: Update on Activities to the Rochdale Health
Overview and Scrutiny Committee – 23 March 2015
Performance
The Trust has continued to face pressures like many hospitals across the country relating to
achievement of the urgent care four hour standard in A&E departments. For the Trust as a
whole in February 2015 we achieved 92.3% of patients seen, discharged, admitted or
transferred within 4 hours of arrival
ar
at A&E or an Urgent Care Centre against the 95%
standard. The Urgent Care Centre in Rochdale regularly achieves 99%. We continue to see
a trend of those patients attending being sicker and needing more intensive treatment than
normally and this coupled
pled with delays to discharges has
as meant that it has taken longer to
admit patients to beds. At present the equivalent of approximately four wards of patients
(c120
0 patients) are medically fit for discharge from Trust hospitals but are awaiting
appropriate provision in other care settings.
As part of the Trust’s response to winter pressures we have opened 14 new beds at
Rochdale Infirmary providing nurse / therapist led transitional and intermediate care for
patients who have been transferred back from other hospitals within the Trust as a step
down before discharge. This service has received many positive comments. The additional
beds will remain open until the end of April 2015.
The Trust’s mortality ratio remains the second
seco lowest in the North-west
west of England (the Trust
is approximately 20% below the North-West
North West average meaning 20% fewer people die than
would be expected for the type of services provided in this Trust).
targe which
hich are assessed by the Trust
The Trust continues to meet the national cancer targets
Development Authority. We are anticipating a further surge in referrals from a new national
breast cancer campaign to be launched in the next few months.
There have been 67 C-Diff
Diff cases to the end of February 2015 against an upper threshold for
the year to the end of March 2015 of 62 meaning that we have failed this target.
target There have
been 5 MRSA cases to the end of February 2015.
Staff sickness absence rates remain at over 6% in the month (5.71% year to date). This is a
figure that we can no longer sustain. Earlier this month we launched the first of our Pride in
Pennine Chief Executive Challenges which used on online workshop to engage directly with
all of our staff on the subject of sickness absence and staff satisfaction. During a two week
period over 1,000 staff have joined the conversation and have made over 15,000
contributions. We will now analyse what staff have said and in a second online workshop in
April 2015 willl ask them for their solutions to the problems they have identified.
Finance
The Trust agreed a deficit plan of £10.9m with the national Trust Development
evelopment Authority
A
(TDA) for 2015-16
6 and then subsequently agreed to deliver a reduced deficit of £8.9m. We
are now projecting that we will break even at the end of March 2015. This has been
achieved through some very hard work and significant achievements by staff in generating
over £20m of cost improvements in the year, some tight cost control regimes and additional
ad
support funding provided by our CCGs and the TDA.
Integrated health and social care
We continue to progress joint work across North
N
Manchester with Manchester
anchester City Council
to accelerate the plans and ambition for integrated care in North Manchester
Manches as part of the
‘Living Longer Living Better (LLLB) programme’. The main
in aim of LLLB is to develop new
ways of working and new models of community-based
community based care to support more people in their
own homes and in the community, keeping people out of hospital and residential care, and
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to reduce admission and readmission to hospital. Building on the success already achieved
in North Manchester where the Trust manages both the hospital and community services,
we will from 1 April 2015 assume management responsibility
responsibility for adult social care services in
the North of the City. This will enable full integration of adults social care services of
Manchester City Council with our community health services of the Trust. From 1 April we
will see the merging of management structures first, supported by a single performance
framework, shared goals, joint IM&T systems and shared access to online records, clear
governance and clear accountability. It is expected that budget and TUPE transfers will
follow in 2016.
Rochdale Infirmary
Partners from across health, social and voluntary sectors in Rochdale are working in
partnership on the community services tender and as part of the partnership offer, if
successful, the Spring Hill beds would transfer to Rochdale
R
Infirmary as “Sp
Spring Hill at the
Infirmary”. The service offered as part of this transfer would be enhanced in that the beds
would be nurse led and the eligibility criteria would change from over 65s to over 18s and
there would also be 24 hour access for admissions.
A Rochdale Infirmary working group involving the Trust and HMR CCG is looking
l
at future
developments on the site and that there is a stakeholder workshop planned for the 1 May
2015.
We are currently upgrading the patient reception areas in all of our hospitals
hospita to achieve a
consistent approach and to extend the hours that the reception desks are staffed. This will
significantly improve the initial experience that patients and visitors have when entering our
hospitals. We have commenced this programme of work at Fairfield General Hospital and
will start work at Rochdale Infirmary over the next two months.
Rochdale Infirmary continues to receive lots of interest from across the county in the
services we offer - Bournemouth and Tameside are two areas that have contacted us this
month. We have also had coverage in a European Medical Journal on our new point of care
diagnostic equipment on the Clinical
C
Assessment Unit. Last week the Chief Executive
Exec
of
Rochdale Health Watch had a tour of the Infirmary.
We have purchased
urchased some 'pop up' dementia care reminiscence equipment for the Oasis
Unit and we are planning an open evening to showcase this.
Devo Manc
We are fully engaged in the leadership groups which are working up the governance
arrangements for the health elements of Devo Manc.
Arrivals and Departures
Gill Harris, currently Chief Nurse of NHS England (North) takes up post as Chief Nurse on 1
April 2015.
We are reviewing the Divisional and Directorate management level structures as we create a
new “triumvirate” structure with joint responsibility (as opposed to a hierarchical structure) for
services between a Divisional Director, Divisional Medical Director and Divisional Nurse
Director.
Gavin R Barclay
Assistant Chief Executive
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