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 E:\moderngov\Data\AgendaItemDocs\4\2 2\7\AI00015724\$hlk50sfr.docx 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 E:\moderngov\Data\AgendaItemDocs\4\2 2\7\AI00015724\$hlk50sfr.docx
© Copyright 2024