We plan. We achieve.

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1 We plan. We achieve. Salford Royal NHS Foundation Trust has a lot to tell you... l Achievements of 2008/09 l Our plans for 2009/10 l Our commitments for the next five years. We are committed to providing Safe, Clean and Personal care every time to our patients. Safe, Clean and Personal is and will continue to be the driving force in the way we deliver our. We are recognised as one of the best hospitals in the NHS and we plan to become the safest.

2 2 Highlights of 2008/09 We achieve /09 was another great year at Salford Royal NHS Foundation Trust, as shown by the progress we made in implementing our Annual Plan and our success in the national performance ratings. This reflects the hard work and commitment of our staff, the contribution that our members and governors make and the positive relationship we have with partner organisations. An excellent Trust We are delighted to have, again, achieved all national and local quality, performance and financial targets. We have also been awarded two Excellent ratings for our use of resources and quality of by the NHS regulator, the Healthcare Commission. This performance reflects significant progress made during the previous year in areas such as patient safety, cleanliness and reducing waiting times. EXCELLENT HSMR Leading quality improvement and patient safety We launched an ambitious Quality Improvement Strategy in April 2008 which pledged to save 1000 lives in the next three years as well as reducing harmful incidents by 50%. Since April 2008, we have made significant progress and are making a positive impact on the care provided to patients at Salford Royal NHS Foundation Trust. Key achievements from year one include: l 293 more lives saved than expected as the hospital standardised mortality rate (HSMR) is reduced from 84.5 to 79.6 l 68% reduction in hospital acquired Clostridium difficile infection l Significant reduction of number of patients acquiring MRSA infection 29 cases in 2007/08 reduced to 16 in 2008/09 l The number of cardiac arrest calls has been reduced by 32% equating to 67 fewer cardiac arrests l Stroke care best practice measure improved from 81% to 91% l The Matron team has increased from 14 to 21 providing senior clinical support on-site 24/7 l 98% of patients would recommend Salford Royal to family and friends (highest score in the NHS) l Executive Safety WalkRounds on all wards and departments opening a dialogue about a safe environment for our patients and staff. Explained: HSMR is a measurement system which compares a hospital s actual number of deaths with their predicted number of deaths. The prediction calculation takes account of factors such as the age and sex of patients, their diagnosis, whether the admission was planned or an emergency. If the Trust has an HSMR of 100, this means that the number of patients who die is exactly as predicted. For Salford Royal, every one point below 100 we achieve, equates to 14 lives saved. National recognition l We were rated within the top 20% of Trusts in the Healthcare Commission patient survey l We are one of just a handful of NHS organisations to receive the highest patient safety accreditation rating from the NHS Litigation Authority l We won the Patient Safety category at the annual Health Services Journal awards for our leading initiative to ensure all suspicions of cancer identified via investigation are acted upon at the earliest opportunity.

3 3 Excellent feedback from our patients 98% of our patients would recommend Salford Royal to family and friends. We were rated in the top 20% of Trusts in the Healthcare Commission patient survey. Our new Patient Experience Tracker, an electronic device to capture real time patient feedback, has been implemented in wards and departments throughout the hospital. This allows patients to rate their satisfaction with areas such as cleanliness, privacy and dignity. Positive changes and improvements to There has been a continued increase in the number of patients treated and we have met the 18 week target from GP referral to the start of treatment. We introduced the Salford Weight Management Service, providing bariatric surgical procedures (such as Gastric Bypass) to aid weight reduction in those adults diagnosed as severely obese. This service is complemented by a multidisciplinary weight management team. Outpatient are now providing patients with quicker access to advice, tests, and treatments. We have introduced a number of one-stop and aim to reduce, where possible, the number of separate appointments required. Primary care based Dermatology Services agreed for Bury and Manchester, to provide quick access to advice, treatment and care closer to home. Maternity Services at the hospital is one of only three units in the North West to be awarded the UNICEF Baby Friendly Initiative Award. We have been selected as the site for a new Comprehensive Stroke Centre for patients across Greater Manchester. Investing in a new hospital Building work commenced on the 200 million, state-of-the-art new hospital development with phase one now complete. In November the Trust opened the new Multi-storey car park for staff and the new Mayo Building. The Mayo Building provides state-of-the-art education facilities for health professionals, where staff receive basic education, postgraduate education and continuing professional development. The building provides a full range of simulators that help both staff and students develop clinical skills. Construction work also commenced on the new Hope Building which will re-provide accommodation for a range of clinical by the end of 2011.

4 4 Highlights of 2008/09 We achieve... Being productive and using public money wisely For the second year in succession, the Trust was rated excellent by the Healthcare Commission for the use of resources, which reflects how well the Trust manages its finances. The Trust has a Finance risk rating of 4 and a Governance risk rating of green from Monitor. Both are extremely good ratings, indicating low levels of risk. Engaging with our Foundation Trust members In Autumn 2008, we surveyed over 4000 Foundation Trust public members to ensure their views directly informed our plans for the future. The Council of Governors led on membership engagement and helped identify key areas of improvement that the Trust will be taking forward over the next five years.

5 5 An excellent working environment We have been rated as one of the top NHS employers in two national surveys: l Best 20% of Acute Trusts or above average in 30 out of the 36 key findings in the Healthcare Commission s National NHS Staff Survey l One of the Top 20 Healthcare organisations to work for in the country, in a list compiled by Ipsos MORI on behalf of the Health Services Journal and Nursing Times. We have reduced our carbon footprint by 16% (or 863 tonnes) over four years and we will continue to develop new saving schemes. We are one of only a few Trusts in the country to have implemented electronic prescribing and medicine administration recording (EPMAR). Working with others for you The Christie NHS Foundation Trust and Salford Royal have formally approved ambitious plans to build a 17 million radiotherapy centre at the Salford Royal site. We opened the PANDA Unit, a new purpose-built 1.6 million specialist accident and emergency unit just for children. The PANDA Unit complements NHS Salford medical care provision for children in the area. We have established, along with six key partners, the Manchester Academic Health Science Centre. This initiative achieved official national status and should bring huge benefits to local patients.

6 6 Our vision and values Helping us plan and achieve Our Vision and Values underpin how we work, provide care and enhance our. They play a very important role in what we do and our plans for the future. We deliver care for patients by being: l The safest hospital in the country as measured by mortality and harm rates l Viewed as the leading hospital for Quality Improvement and the hospital of choice for patients in the North West l Focused on improving the patient experience, requiring respect, compassion and the right attitude to patients as our customers. Ensure the highest standards of environmental cleanliness l Committed to providing care that is Safe, Clean and Personal. We support professionals by being: l Attractive to staff, ensuring people have pride in working for the Trust, feel their contribution matters and want to deliver to their fullest potential l Supportive of clinical staff, enabling them to access appropriate education and training, to give their best and be accountable for delivering safe and effective care.

7 7 We work with partners and the public: l Respected by partner organisations l Promotes and upholds high standards of conduct in line with public service values of accountability, integrity and openness l Works in partnership with primary and community care providers to give first class care to the people of Salford, promoting health improvement and integrating l Supported by an active membership, people who are genuinely interested in seeing the Trust succeed and want to be involved in shaping the organisation s future. We are an innovative, successful organisation that is: l Highly productive and understands its cost base in order to improve efficiency l Entrepreneurial, seeking out new opportunities to deliver excellent care and be successful commercially l Able to develop its position as a specialist provider of tertiary l Successful in using information to take better decisions, monitor performance and drive improvement l Recognised for its contribution to the education of health care professionals and for innovative Research and Development l Using Foundation Trust flexibilities to react quickly to changing challenges and opportunities.

8 8 We plan to have... We are proud of what we have already achieved for our patients and we are committed to building upon these achievements every year to ensure we are the safest hospital in the NHS. That is why we have developed a plan for 2009/10 and for the next five years. Our plans are centred around four main themes and 14 strategic objectives. These will guide improvements we make and they will identify the key clinical service developments that will be taken forward this year and in future years. 2. Improve patient 1. Improve safety and clinical outcomes 3. Increase productivity and 11. Integrate care across primary, community and acute settings experience efficiency 12. Reconfigure acute to support improved clinical outcomes and performance 4. Deliver high quality education and R&D Improving Quality Care and Productivity Integrating 5. Ensure timely access to 6. Redesign existing clinical Transforming Service Delivery Safe, clean, personal care to patients. Supporting staff. Working with partners. Innovative and successful organisation. Improving 7. Extend existing into new markets Health and Wellbeing 13. Act to support public health improvement 8. Develop new clinical and non-clinical 14. Demonstrate corporate social responsibility 9. Deliver the hospital redevelopment programme 10. Develop organisational infrastructure to improve service delivery

9 9 Our plans for 2009/10 Our Annual Plan for 2009/10 sets out those developments within our five year plan that we will deliver over the next 12 months. It also includes a range of shorter term operational and performance targets, such as: l Sustaining delivery of national targets and standards set by the Department of Health and measured by the Care Quality Commission, most notably Vital Signs targets and Standards for Better Health. l Achievement of our own, more challenging, internal targets, productivity and quality improvements, including those agreed with the Trust s lead commissioner, NHS Salford. Theme 1: Improving Quality and Productivity 1. Improve safety and clinical outcomes 2. Improve patient experience 3. Increase productivity and efficiency 4. Deliver high quality education and R&D 1 Improve safety and clinical outcomes Continue the implementation of our three year Quality Improvement Strategy. Deliver our agreed targets for saving lives, avoiding harmful events and reducing infection rates. Safety and quality to become the driving force for the way we deliver all clinical. This means a 35% reduction in harmful events from 2007/08 baseline. It also means reducing HSMR toward the target of 70. Improving Quality and Productivity S 2 Improve patient experience Develop our methods to collect and monitor patient feedback, continuing the use of the Patient Experience Tracker and implementing patient questionnaires to assess outcomes from surgery. Take earlier opportunity to act on feedback by making improvements, as well as celebrating our achievements. Engage with our patients and members on service developments such as stroke/neurology, bariatrics, dermatology, lithotripsy and cancer. Make sure we provide them with appropriate and timely information. 3 Increase productivity and efficiency Responding to the challenging economic environment, action will be taken to ensure all clinical are more productive and to reduce costs wherever possible. Improving the use of inpatient beds and theatres are immediate priorities for the Trust. Deliver sustainable cost improvements over 2009/10. 4 Deliver high quality education and R&D Develop education and research and development through the Manchester Academic Health Science Centre, in collaboration with other teaching hospitals and NHS Salford. Establish clinical trials facility and develop e-health capability in Salford. Deliver education and training for staff to delevop their skills and competencies to provide new models of care.

10 10 Theme 2: Transforming service delivery 5 Ensure timely access to Achieve the 18 week Accident and Emergency waiting time target, as well as the new cancer target. Achieve additional, local and more challenging internal targets to further reduce the time patients have to wait in key areas of the hospital. Ensure timely Redesign existing clinical access to 7. Extend existing into new markets 8. Develop new clinical and non-clinical Transforming Service Delivery l 9. Deliver the hospital redevelopment programme 10. Develop organisational infrastructure to improve service delivery 6 Redesign existing clinical Extend the opening hours of the PANDA Unit to 24/7. Redesign the breast surgery service to improve access, in line with new cancer targets. Develop proposals to improve efficiency and outcomes by separating elective and emergency care, starting with orthopaedics. Undertake a review of outpatient, providing more on a one-stop basis to further improve access, increase efficiency and reduce variation and duplication of work. 7 Extend existing into new markets Use our expertise in areas such dermatology and neurosciences to develop new and improved outside of the hospital, which are more accessible to local communities. Further develop our weight management, providing an integrated obesity service. Improve access to radiology service, including delivering local in the local community. 8 Develop new clinical and non-clinical Open the new Comprehensive Stroke Centre at Salford Royal, strengthening our expertise in neurosciences. Establish a number of other new specialist such as lithotripsy and carotid surgery.. ul including increasing single sex accommodation and improving access to bathrooms. Ensure stringent buildings and facilities standards are achieved. Review options for theatre improvement. Manage changes to the organisation of the hospital beds and the expansion of the Intensive Care Unit. 10 Develop organisational infrastructure to improve service delivery Develop leadership skills within the organisation to enhance the capability and capacity of our staff. Strengthen and improve our information management and technology systems, to support the delivery of new and improved. 9 Deliver the hospital redevelopment programme Continue delivery of the new buildings and improvements to the hospital environment,

11 Theme 3: Integrating Care 11 Integrate care across primary, community and acute settings In partnership with community and primary care clinicians, develop integrated for people with diabetes and support patients needing anticoagulant treatment. Transfer management of the Maples service to NHS Salford. a In 11. Integrate care across primary, community and acute settings Integrating Care 12. Reconfigure acute to support improved clinical outcomes and performance Reconfigure acute to support improved clinical outcomes and performance Work in partnership with other hospitals to support changes to the way some are delivered between organisations, where this will improve patient care and efficiency. Take responsibility for providing renal in Rochdale. Explore opportunities for different ways of working in areas such as urology, Ear Nose and Throat, neurology, oesophagogastric cancer and intestinal failure. Ensure the safe and effective transfer of maternity and neonatal from Salford Royal. Theme 4: Improving Health and Well-being 13 Act to support public health improvement Improve health and wellbeing in pregnancy by reducing smoking and encouraging breast feeding. Develop a Healthy Hospitals programme to reduce smoking, alcohol consumption and the number of patients that need to be admitted to the hospital due to excessive drinking. Support improvements in sexual health. 14 Demonstrate corporate social responsibility Support the people of Salford, as a key local employer, and use local goods and where possible. Play a major role in local initiatives such as Partners in Salford and Salford Sustainable Community Strategy. Review Occupational Health Services to identify where improvements can be made. Improve the Trust s credentials as a green organisation, minimising the impact we have on the environment further reducing carbon emissions. g Improving Health and Wellbeing 13. Act to support public health improvement ul 14. Demonstrate corporate social responsibility

12 12 Five years from now We are committed to working with patients, staff and partners to take forward our longer term plans. We recognise that we need to continue to review our plans so that we can incorporate feedback and respond to changes in the wider economy. By 2013/14, we hope to have: Successfully achieved the aims of our Quality Improvement Strategy by saving 1000 lives and achieving the best HSMR in the country Extended the range of one-stop outpatient and outreach community based we provide, making sure that can be accessed quickly and conveniently Opened the new look hospital on time and on budget Delivered The Salford Royal, providing specialist cancer on-site Extended the range of support we provide to enable local people to lead healthier and longer lives, contributing to improvements in the local populations health Provided additional specialist in areas that we have expertise, such as stereotactic radiosurgery for cancer patients. Contact us... If you are interested in finding out more about Salford Royal s five year plan or reviewing a full version of the Annual Report and Accounts, feel free to visit Telephone Fax Web Salford Royal NHS Foundation Trust Stott Lane Salford M6 8HD

We plan. We achieve. Salford Royal NHS Foundation Trust has a lot to tell you... l Our achievements of 2009/10 l Our plans for 2010/11

We plan. We achieve. Salford Royal NHS Foundation Trust has a lot to tell you... l Our achievements of 2009/10 l Our plans for 2010/11 We plan. We achieve. Salford Royal NHS Foundation Trust has a lot to tell you... l Our achievements of 2009/10 l Our plans for 2010/11 PAGE 2 WE PLAN. WE ACHIEVE We achieve 2009/10 was another great year

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