your services
yourpennine
F O U N D AT I O N
T R U S T
M E M B E R S H I P
Issue 8
Summer 2015
M A G A Z I N E
inside
this issue
Our Vision & Values and
Transformation Map
New hospital
parking charges
Volunteers of the year
Key service developments
across hospitals
‘Medicine for Members’ –
Events
welcome
Dear Member
W
elcome to the latest
edition of our
Foundation Trust
Membership Magazine which
covers news and information
about The Pennine Acute
Hospitals NHS Trust.
Following the appointment of
our new Chief Executive, Dr
Gillian Fairfield, in April 2014
we have had a year of
tremendous change and
development within the Trust
During my first year in the
Trust I have been continually
impressed by the dedicated,
caring and compassionate staff
who work in our services, at all
levels, in all roles, in all
specialties and services. I have
had the opportunity to spend
time with many of our staff
across the Trust during my
weekly visits, covering both day
and night shifts. Their
commitment to our patients,
their families and carers has
shone through, as has their
desire to achieve more, to
deliver even better services and
to change.
My first year in the Trust has
2
focused around setting a clear
vision for our future, and
working hard with our partner
agencies in health and social
care to improve the care we
provide to our patients.
This magazine sets out some
of the major developments over
recent months, but there will be
an opportunity for our FT
members, both staff and the
public, to see and hear about
much more at our Trust Expo (a
major exhibition) to be held on
Thursday 24 September 2015
from 4pm – 6pm in the Sheridan
Suite, 371 Oldham Road,
Manchester. I would like to
personally invite you to attend
our Trust Expo, which will be
followed at 6pm by our Annual
Public Meeting to meet with our
staff and to see and hear about
the many changes and
developments which have taken
place over the last year.
After 10 years as Chair, my
term of office comes to an end
been about instilling pride back
into the Trust and starting the
change process. One of my first
actions was to engage with our
staff and our partners to
develop a strategic vision for the
Trust – a clear statement of
where we want to be in five
year’s time and supported by a
Transformation Map which sets
out how we will get there and
all underpinned by redefined
Values. Our Vision, Values and
Transformation Map are set out
later in this magazine.
My passion remains in
ensuring that the right care
pathways are in place to provide
truly excellent patient care. This
in 2016. This will be the final
members’ magazine which I will
have the opportunity to
introduce. It has been a privilege
to chair the Trust for the last 10
years, to work with so many
skilled, professional and
dedicated staff and to meet so
many volunteers and fundraisers
who give so much of their own
time to benefit others. I have
had the opportunity to serve
alongside many highly
committed colleagues over the
years and I hope that we have, in
many ways, improved the
services and care provided to
local people. With thanks, kind
regards and best wishes.
John Jesky
Chairman
first year has been about Pride
in Pennine: A Year of Change
– there are many more years of
change still to come.
I look forward to working
with staff, our partners, our
patients, carers, relatives,
volunteers and fundraisers over
the coming years.
Dr Gillian Fairfield
Chief Executive
membership new
W
e have increased our membership by over 1000 during the last 12 months.
Angela Greenwood, FT membership manager, has been visiting local
schools and colleges across the boroughs, and since September 2014 over
600 students and young people have signed up to become FT public members.
Foundation Trust membership is now over 12,000 and this includes 350 people from
the BME communities.
Our public members
Rochdale
Infirmary
Fairfield
General
= 200 members
Heywood, Middleton & Rochdale
North Sector of Manchester
Bury
Oldham
3195
2379
Royal
Oldham
3258
1841
North
Manchester
General
Rest of England
1374 members
Annual Public Meeting
T
he Trust’s Annual
Public Meeting
(APM) and Trust
Expo will be held on
Thursday 24
September at The
Sheridan Suite, 371
Oldham Road,
Manchester.
The Expo will be open from 4.00pm where we will
showcase a range of services and Trust achievements
from 2014/15. There will be the opportunity to meet
staff, discuss services and see and hear what has
happened over the last year.
The formal APM will start at 6.00pm. Staff, the
public and our FT members are welcome and invited
to attend. To help with planning, please register your
place by email to [email protected] or ring
0161 922 3090.
3
membership new
4
A year of FT membership
W
ith over 12,000 members of the
public signed up as Pennine
Acute Foundation Trust
members, a variety of events were held
for them during 2014/15
The ‘Medicine for Members’ free events
were held each month and covered a
number of different topics and specialties,
including a talk on diabetes in January, a
tour of the Urgent Care Centre at Rochdale
Infirmary, a talk on equality and human
rights, and in February, G4S held an event
on the cleaning procedures at Pennine
Acute.
In March there was a volunteering, work
experience and career options open day.
Staff including a porter, healthcare
assistants, a midwife, nurse and matron
gave inspiring talks about their typical
working day and why they chose their
career, the qualifications and experience
required. Over 100 people attended the
event, many of whom were health and
social care students from local schools and
colleges. Attendees also came from the
Manchester City Council’s Regeneration
Team, aimed at supporting people into paid
employment.
Dr Swayamprakasam, consultant
anaesthetist gave a talk on pain
management in April, and in May a ‘Men’s
Health’ event, including prostate cancer,
took place at Rochdale Infirmary along with
an ‘Afternoon Tea & Tour’ of the new
dementia unit (ward 21) at Fairfield General
Hospital.
Dr Snowden, consultant rheumatologist
gave a talk on arthritis in
June, which was very
popular with 72 people
attending who gave
some great feedback.
Twenty six people
attended an x-ray event in
July where radiographer
Mike Mackenzie gave a
detailed talk on the
different x-ray procedures
and radiology services at Pennine, while
September’s event saw the pharmacy
team, with six snapshots from staff on
different aspects of pharmacy work,
including the pharmacy robot.
Other events included emergency
management and mitigation, a talk and tour
of the laundry department at Fairfield and a
tour of the Oasis Dementia Unit at Rochdale
Infirmary. A Podiatry ‘Open Day’, Infection
Control presentation, Inflammatory Bowel
Disease talk, Back pain presentation and
Trauma and Orthopaedic Surgery talk.
Angela Greenwood, FT Membership
Manager, said: “The ‘Medicine for
Members’ events have become very
popular and the feedback we receive has
been excellent. We always encourage
members to come up with their own ideas
for future events.” Engaging with the local community is all
part of encouraging members of the public
to become FT members and so
physiotherapists Leanne Stafford and
Rebekah Ashworth visited the sports
therapy students at Hopwood Hall College
in Middleton in November. They delivered a
session on sports injuries and physiotherapy
to improve the students’ understanding of
the different types and causes of sports
injuries.
As part of the recruitment campaign for
new FT members, the membership office
has been targeting people from hard to
reach communities and so far over 300
people from the BME communities have
signed up as public members.
Patients’ Choice Award 2015
Your chance to recognise our staff
T
HE Trust is seeking
nominations from
members for the
Pennine Patients’ Choice
Award, as part of its Staff
Awards 2015.
The award gives the general
public and Foundation Trust
members the opportunity to
say ‘thank you’ and publicly
recognises the outstanding
care and treatment given to
either them, a relative or close
friend.
An independent judging
panel will select the winner.
You can nominate a
member of staff, clinical team,
ward or department by:
■completing an online form
on the Trust website at
www.pat.nhs.uk,
■by sending an email with
your nomination and the
reasons for it to ft.
[email protected]
■or by calling 01706 517302
and our membership
manager will note the
details.
All nominations must be
submitted by Friday 16
October 2015. The winner will
be announced at the Staff
Awards ceremony on 13
November 2015.
Staff awards are fully paid
for and supported by a number
of external companies and
suppliers.
Pictured, last year’s winner, Tina Law.
New hospital car parking tariff
We have responded to patient feedback
T
HE Pennine Acute
Hospitals NHS Trust has
introduced a new car
parking tariff for patients and
visitors at its four hospitals
from 10th August.
This followed the results from
an online survey that showed the
need for a new one hour £1
parking charge in patient and
visitor parking areas for those
attending hospital for short
periods.
There is a 30 minute free drop
off/ pick up period in signed
areas and patients who are blue
badge holders or those
transporting a patient or visitor
who is a blue badge holder will
be able to park for free, as long
as a valid blue badge is
displayed.
Free parking is also available in
some circumstances, such as for
patients and visitors attending
intensive care, neonatal and high
dependency units. Patients
attending for cancer,
haematology or renal treatment
can also qualify, as can bereaved
parents and relatives.
All car parks at Trust hospitals
are colour coded to make it
easier for drivers to see where
they can park their vehicle. The
signs show which types of users
can use the car park ie. all green
car parks are for patients and
visitors only.
See the car parking section on
the Trust website at www.pat.
nhs.uk for full details, including
the qualifying criteria for free
parking.
The full revised tariff is as follows:
Up to 1 hour........................... £1
Up to 2 hours......................... £2
Up to 6 hours......................... £3
Up to 8 hours......................... £4
Up to 12 hours....................... £6
Up to 24 hours....................... £8
Weekly Ticket....................... £15
Monthly Parking Ticket........ £25
5
Positive steps made on Maternity Improvement Plan
S
TAFF working across our maternity
services, including doctors, midwives,
support staff and managers, have been
instrumental in developing a comprehensive
improvement plan to further improve services
for patients following the outcome of the
external review carried out last year into a
small number of maternity cases.
The maternity improvement plan is being led by
Chief Nurse, Gill Harris, and Acting Medical
Director, Dr Anton Sinniah. One of the major
actions in the plan, has been to agree partnership
working with staff from The Newcastle upon Tyne
Hospitals NHS Foundation Trust which has a highly
respected maternity service. They have agreed to
take part in a shared learning arrangement
(“twinning”) across the two organisations over the
coming months.
Chief Nurse, Gill Harris said: “We know we can
learn from other hospitals as we develop our
services and equally other Trusts can learn from us.
This is a really important and positive partnership
that sits very well within the context of the national
maternity review announced by NHS England.”
As part of our improvement plan, the Trust Board
has agreed to invest in additional staff in maternity.
This will include recruiting 40 whole time equivalent
healthcare support workers. The new staff will
hopefully be in post in September.
The Trust has also been invited to work with The
Perinatal Institute on a national quality programme
to help improve the detection and management of
babies who are smaller than would normally be
expected, and to reduce stillbirth rates and early
neonatal death across the region. Professor Jason
Gardosi and his team visited the Trust in July to talk
about the project which will be rolled out in
maternity services at The Royal Oldham Hospital
and North Manchester General Hospital.
GM Health and Social Care Devolution T
he Greater Manchester Devolution Agreement was settled with the Government in
November 2014. In February 2015, an agreement (Memorandum of Understanding)
between the Government, the Greater Manchester health bodies and local authorities and
NHS England was signed with the aim of our region being given direct, local control over an
estimated budget of £6 billion each year from April 2016.
Greater Manchester Health & Social Care Devolution means the councils and NHS in Greater
Manchester will have direct control of, or influence over, the entire budget currently spent on our 2.8m
people of which £6 billion is spent on the NHS and social care. The agreement covers: acute care,
primary care, community services, mental health services, social care and public health.
Healthier Together decision – single model for hospital care
T
he Healthier Together
project is a key part of a
wider programme for
health and social care reform
across Greater Manchester.
Clinically led by health and
social care professionals, the
programme aims to provide
the best health and care for the
people of Greater Manchester.
As part of the Healthier
Together plans to drive up quality
and standards in hospitals across
Greater Manchester, it has been
confirmed that The Royal
Oldham Hospital will work in
6
partnership with our other three
sites at Rochdale, Fairfield and
North Manchester as a single
service for emergency medicine
and specialist abdominal surgery
for patients with life threatening
conditions.
The Royal Oldham Hospital
had previously been confirmed
as a specialist centre, along with
Salford Royal, Stepping Hill and
Manchester Royal Infirmary.
All hospitals will continue to
provide care to their local
communities and will keep their
existing specialisms as they do
now, eg stroke at Fairfield and
infectious diseases at North
Manchester.
The Trust is pleased that it has
been recognised that we are
providing a single service within
the single footprint covered by
our Trust. This is now a fantastic
opportunity to move the Trust
forward and link with our
transformation ambitions which
we are currently developing with
support of staff and with the full
involvement of our local Clinical
Commissioning Groups (CCGs).
Our Vision and Values
I
n May last year, all our staff and partners were invited to help devise the vision, values and
strategy of the Trust, which would guide every action we take. The values determine how we
work and the promise we make to our patients, their families, the public and each other as
colleagues. Over 1,700 individuals took part in the process, making over 27,000 contributions.
Our Vision is to be:
‘A leading provider of joined up healthcare that will support
every person who needs our services, whether in or out of
hospital, to achieve their fullest health potential’. Our Values are:
WE ARE: Quality Driven, Responsible, Compassionate.
Quality Driven
Responsible
Compassionate
We promise:
We promise:
We promise:
■To provide excellent quality
safe, evidence based patient
care that exceeds national
standards
■To be honest, open and
transparent in all our
commitments, actions and
results
■To treat you with empathy,
professional and a positive,
friendly attitude
■To push the boundaries of
care delivery and efficiency by
adopting best practice and
building on our clinical and
technical knowledge
■To be personally accountable
for the things we do, our
services and the Trust’s
reputation
■To individually be the best we
can in our actions and
interactions
■To work as one team with
both our colleagues and
partners to deliver the best
care both in and out of
hospital
■To be alert to the potential for
errors and always strive to
correct things that go wrong
■To acknowledge and celebrate
success
■To be resourceful and open to
new, innovative, evidence
based ideas
■To act with integrity and
respect at all times
■To listen to you, understand
your perspective, value
differences and be
approachable, sensitive and
considerate
■To organise our services
around the individual needs of
our patients and their carers,
creating the best patient
experience possible
Trust Transformation Map 2015 - 2020
T
he Trust has produced its new Transformation Map (see next page) which shows our
strategic goals, corporate priorities for 2015/16 and our five year strategic plan.
The Transformation Map shows our progress and achievements against last year’s activities
and sets the Trust’s overarching strategy for the years until 2019/20. You can view the map online at
www.pat.nhs.uk.
7
Pride in
Pennine
Trust Transformation
Quality-Driven
Responsible
Compassionate
COMPLETED
YEAR 1 TO MARCH 2016
• Develop specialist services linked to national strategy (1 to 6, 9,10)
• Site control plans completed for clinical services Bury,
Oldham, Rochdale, Manchester (1 to 6, 9,10)
• Roll out new model of care for emergency services
(1 to 5, 9)
• Early options for clinical services strategy completed
(1 to 6, 8, 9, 10)
• Vascular Hybrid theatre at TROH (1 to 4, 6)
C
E RV I
OUR S
• Implementation of Anaesthetic pre op clinics (1 to 8)
• Interim Intermediate Care facility at NMGH opened
(1 to 8)
• Finalise Marketing Strategy including Trust brand (2 to 5, 9,10)
• Finalise Service Directory (2,6)
• Identify opportunities for new business (2,10)
• Mobilise HMR Intermediate Care Service (1 to 9)
• Expand Stroke Services to 7 days (1 to 9)
• Work with Tameside & other providers to scope future models of
care (1 to 6, 9,10)
• Finalise clear clinical services strategy (1 to 6, 8,9,10)
• Finalise service reviews consistent with Healthier Together (1 to 6, 9)
• Complete Strategic Outline Case (SOC) for clinical services (1 to 6, 8,9,10)
• Centralisation of Stroke Services at FGH (1,3,6)
• Roll out new models of care for a range of services (1 to 5, 9)
• Opening of Oasis Unit at RI (1,3,6)
• Develop Cancer strategy (1,3,6,8,9)
• Expand chemotherapy services at ROH in partnership with Christie (1 to 9)
• Commence GI bleed rota (1 to 8)
ES
• Combine HDU and ITU at NMGH (1 to 8)
R
PA
Our corporate
priorities for 2015-16
• Finalise stakeholder mapping & develop external Engagement (6, 9, 10)
• Develop partnership strategy
• Explore new delivery models, e.g., shared services, Joint Venture,
Memorandum of Understanding etc. (3, 9, 10)
• Continue to work with other providers to provide improved
patient pathways across Greater Manchester (1 to 6, 9,10)
• Actively participate in Devolution Manchester and
Healthier Together development (1 to 6, 9)
• Continue to identify partners for future service
development (2 to 6, 9,10)
• Work with other providers to provide improved
• Develop buddying relationship with Newcastle
patient pathways across Greater Manchester e.g.
University FT for maternity services (1 to 9)
Vascular services, HpB (1 to 6, 9, 10)
• Continue to explore partnership opportunities
• Commenced Team to Teams with other providers
with the third sector (5)
(1 to 9 )
• Develop greater opportunities for
• Commenced design phase of Manchester adult
public to influence service
health and social care integration (1 to 9)
developments (1 to 10)
• Appointed Head of Partnerships (1 to 10)
TN
ER
SH
IP
S
To provide high quality, evidence based, safe services
1 delivered in a personal and compassionate way
2 To be a financially and clinically sustainable organisation
3 To modernise, transform and integrate services across our sites
4 To improve productivity and reduce variation
To engage and support patients, carers, volunteers, staff, public
• Strengthen clinical leadership – triumvirate
model (1 to 6, 7, 8, 9)
5 and communities in our work
• Reviewed and implemented new
operational models (1 to 8)
6 To drive up quality and performance, reaching all our targets
To develop and embed leadership and personal responsibility
7 across the Trust
8
To create an environment so staff choose to work with us,
sickness absence is reduced and morale increased
To be an influential organisation working in partnership with
9 others across the health and social care system to improve the
health of the population
10 To progress Foundation Trust status
August 2015
PE
OP
LE
Map from 2015/2016
YEAR 2 TO MARCH 2017
YEAR 3-5 TO MARCH 2020
• Implement clinical services strategy
(1 to 6, 8, 9, 10)
• Reduce variation (1 to 6)
• Implement integrated care models
(1 to 6, 8, 9, 10)
• Implement Healthier Together –
A&E and General Medicine
(1 to 6, 8, 9)
• Review services in response to demographic changes
(1 to 5, 9,10)
• Commence Intermediate Care beds at NMGH (1, 3 to 6)
• Further develop community services (1 to 6, 9)
• Develop Trust Public Health Strategy (1 to 6, 9)
• Build on new models of care for dementia (1, 3, 4, 5 ,6)
Our Vision for the Future:
“A leading provider of joined-up healthcare that will support
every person who needs our services, whether in or out of
hospital, to achieve their fullest health potential.”
Our strategic goals:
• Complete roll out of Bowel Cancer Screening (1 to 8)
• Commence early implementation of Healthier
Together (1 to 6, 8, 9)
To provide excellent care in hospitals and the community
by building on our expertise and exploring new business
opportunities.
• Continue to develop community
services in partnership (1 to 6, 9)
Embrace and work with an innovative range of partners,
joint ventures and networks to achieve the best outcomes
for the communities we serve.
• Implement single patient portal
(1 to 6, 9)
• Work with partners to develop single electronic patient
record across health & social care (1 to 6, 9)
Employer of choice. We will value and respect our
staff and nurture their skills & talents to provide the
best care.
• Further develop integrated care for long term
conditions (1 to 6, 9)
High quality adaptable facilities – fit for now and
the future.
• Implement Workforce
Strategy in line
with clinical service
transformation
(1 to 10)
• Implement Devolution Manchester and Healthier
Together proposals (1 to 6, 9)
• Undertake 3 CEO Challenges (Pride in Pennine) (1 to 10)
A high performing, safe organisation,
consistently delivering excellent patient
care and experience and doing
no harm.
• Develop new roles to meet new clinical pathways
and new ways of working to retain and redeploy
staff (1 to 8)
• Work more closely with AHSN and Universities
(1 to 9)
• Establish Council
of Governors
(shadow initially)
(6, 7, 9, 10)
• Implement Nursing & Midwifery
revalidation (1 to 8)
• Roll out leadership development
programme (1 to 8)
• Strengthen partnership working with
Staff Side (1, 6, 7, 8)
• Invest in training for
Bands 1 and 2
(1 to 8)
• Develop & implement Workforce & Leadership
Strategy (1 to 8)
• Develop Health & Wellbeing Strategy – Healthy, Happy,
Here (6, 7, 8)
• Continue to celebrate and communicate success (6, 7, 8, 9)
• Achieve
Foundation Trust
status (10)
• Progress health campus at
Rochdale Infirmary (1 to 6, 8, 9)
• Improve productivity &
reduce variation (1 to 5, 7)
• Refresh R & D Strategy
(1, 3, 4, 5 , 9)
• Implement value-based people policies and develop talent
management and succession planning (1 to 8)
• Continue to roll out E-rostering across the Trust
(2, 6, 7, 8)
• Commission Well Led
Assessment
(1 to 10)
• Progress 7 day working (1 to 6)
• Continue RPIWs (1 to 8)
• Implement CEO & Director visits to all
Trust areas (6, 7, 8, 9)
• Implement real time
clinical dashboards
(1 to 8)
• Continue to develop
infrastructure, telecoms,
networks etc (1 to 8)
• Align quality, cost &
activity through Service
Line Management (1
to 10)
• Deliver FT Roadshows
to staff, partners and
public (10)
• Complete Estate Strategy (1 to 10)
• Update Internal Communications
& Engagement Strategy
(1 to 8, 10)
• Able to generate
surplus to invest
in innovation
& service
development
(1 to 10)
• Commence intermediate care
facility on NMGH (1 to 5, 8, 9)
• Continue to develop community
facilities
(1 to 6, 8)
• Review recognition and reward approaches (2,6,7,8)
Clinically effective services
that are financially
sustainable.
• Health Campus
established NMGH
site (1 to 6, 8, 9)
• Develop Learning Academy (1 to 9)
• Complete car park at Oldham (1, 2 ,6, 8)
• Complete review inter-site travel and access (1 to 5)
• Refresh Quality Strategy (1 to 10 )
• Implement ward accreditation (1 to 10)
• Implement RPIWs (1 to 8)
• Refresh IT Strategy (1 to 9)
• Explore best use of health partner premises (2, 4, 9)
• Continue to ensure compliance with CQC,
• Continue to develop infrastructure to
Monitor & TDA requirements (1 to 10)
facilitate timely, accurate data (1 to 10)
• Progress Maggies Centre (1 to 9)
• Review Risk Management Systems (1 to 10)
• Introduce streamlined procurement
• Complete upgrading of receptions at NMGH and
system (1 to 8)
• Continue to maintain performance on local &
Rochdale (1 to 10)
national targets (1 to 10)
• Develop mobile IT solutions (1 to 6)
• Complete NMGH Anaesthetic upgrade (1 to 8)
• Chief Inspector of Hospitals visit (1 to 6, 10)
• Develop & implement Service Line
• Review Health and Safety Strategy (1 to 8)
• Develop Patient Experience Strategy (1 to 7, 9)
Reporting (1 to 10)
• Implement new SI policy (1 to 9)
• Implement paperlite systems (1 to 5, 8)
• Reduce the number of SIs resulting in harm (1 to 10)
• Finalise virtualisation of server system (1 to 8)
• Implement Maternity Improvement Plan (1 to 9)
• Implement revised Safeguarding system (1 to 8)
• Implement standard operating procedures across
• Implement electronic prescribing in
wards and departments (1 to 9)
outpatients (1 to 8)
• Establish Clinical Council (1 to 9)
• A&E developments at Oldham & Bury completed (1 to 5, 8)
• Deliver CIPs (1 to 5,10)
• Implement 3 Steps to Excellence (1 to 10)
• Completed hybrid theatre at Oldham (1 to 3, 8)
• Close vacancy gap (1 to 10)
• Reduce spend on temporary staffing (1 to 10)
• Upgraded receptions at Fairfield and Oldham (1 to 10)
• Membership Development
• Refresh quality metrics (1 to 8)
Strategy refreshed (6 to 10)
• Launch Integrated Performance Report (1 to 10)
• Sign up to Safety
• New BoD arrangements
programme implemented
– confirm & challenge
(1, 3, 6)
implemented (1 to 8, 10)
• External review of SI
• Lessons learnt system
(1, 3, 6)
• PMO established to support range of Trust
• Director of Clinical
(1, 3, 6)
programmes (1 to 10)
Governance appointed
• ‘Spotlight on safety’
(1, 3, 6, 7)
• Nursing metrics launched (1 to 5, 7)
message in Monday
• New clinical governance
Message (1, 3, 6)
• New Intranet and Internet launched (1 to 6, 8)
structure implemented
• Continue to reshape the Estate in line with new models
across all 4 sites (1 to 6, 8, 9)
PR
EM
IS E
S&
FAC
IL
ITI E
S
QUA
L IT Y
, GOV
E RNA
(1 to 10)
• Complaints system
reviewed (1 to 10)
NC E &
PE R FO
R M AN C
• Completed electronic prescribing and ordering
for inpatients (1 to 8)
• Achieved financial balance (2, 10)
E
FINANCE & SYS
TE MS
www.pat.nhs.uk
Your Hospitals
North Manchester General Hospital
Integrated health and social care
O
ver the last year the
Trust has been working
with Manchester City
Council and North Manchester
Clinical Commissioning Group
(CCG) in driving forward plans
to radically transform
Manchester’s community care
system and reform health and
social care services.
The Living Longer Living
Better (LLB) programme is
involved in planning and
developing new ways of working
and new models of communitybased care to support more
people in their own homes and
in the community, keeping
people out of hospital and
residential care, and to reduce
admission and readmission to
hospital.
The Trust and the Local
Authority are keep to develop
new integrated models for
health and social care and build
on our success across North
Manchester so far. Our
integrated services are already
working well and these include:
integrated health and social crisis
response team, integrated
discharge team based at North
Manchester General Hospital,
and our multidisciplinary primary,
community and social care team.
Patients can self check-in at
North Manchester’s A&E
department
T
he Pennine Acute Trust
is piloting innovative
‘self check-in’ kiosks at
its North Manchester General
Hospital A&E department.
Patients arriving at A&E can
use a touch-screen to answer a
series of simple questions that
will enable them to self-register
and be directed to the right
health care professional. The
kiosk asks patients for
demographic details, such as
date of birth and address, to
match them up with existing
records, and for clinical
information, including whether
they have an injury or illness,
where in the body their
symptoms are and what level of
pain they are experiencing.
If no match is found on the
Trust’s system to existing
10
records, the patient is advised to
register at reception. All patients
will still be able to register as
normal by seeing a receptionist,
if they prefer to do so.
Dr Jim Butler, A&E consultant
at the Trust, said the kiosks will
mean that people no longer have
to wait to see a receptionist. He
said: “After self-registering, if
appropriate, patients will be sent
straight to nurse practitioners
rather than having to wait for the
triage nurse to assess them.
There will be ‘flags’ on the
system to ensure that anyone
with a critical condition is dealt
with as a priority.”
The Royal Oldham Hospital
Your Hospitals
New hybrid theatre at Oldham
enhances care
A
£1.3M investment by
the Trust has seen the
creation of a new high
tech hybrid operating theatre
at The Royal Oldham Hospital.
Known as the specialist
vascular service theatre, the
hybrid operation room is a
state-of- the-art environment
where high definition imaging
and surgical tools are
available.
A full range of procedures can
be carried out in the single room,
ranging from endovascular
procedures to hybrid, minimally
invasive or open surgery.
The surgical theatre is
equipped with an advanced
medical imaging scanner which
allows for advanced imaging to
be available at
all times
during invasive
procedures on
patients
undergoing
endovascular
operations.
This means
that patients will be able to have
any imaging and surgical
procedures simultaneously,
rather than having to go through
two different procedures on
separate occasions.
Mr Riza Ibrahim, consultant
vascular surgeon, said: “This is a
very exciting development for
the Trust in terms of offering a
new high tech theatre which
combines a normal operating
theatre with an interventional
radiology suite. It can function as
either a conventional operating
theatre, or as a radiology facility,
but crucially allows intra and post
operative imaging and
intervention on the operating
table.
“The new treatment options
have the potential to enhance
patient care and shorten
recovery times, reducing the
overall cost of treatment.”
Oldham’s Victoria Unit awarded
The Christie Quality Mark
T
HE Victoria Unit at The
Royal Oldham Hospital is
one of the first
chemotherapy units in
Manchester to be awarded
the prestigious Christie Quality
Mark, which reassures patients
they will receive the highest
standards of care wherever The
Christie services are delivered.
The Christie Quality mark has
been developed by the specialist
cancer centre following months
of research into what patients
value about Christie services.
Patients were involved every
step of the way providing
feedback on the five things they
expect from The Christie,
wherever they are treated.
Departments wishing to
qualify for The Christie Quality
Mark must take part in an
assessment against a range of
evidence based standards. The
visit is carried out by a team of
people including external senior
nurses, a senior Christie nurse,
governors and patients.
11
Your Hospitals
Fairfield General Hospital
Speedier service eases
musculoskeletal pain for patients
A
n enhanced service for
Bury patients with
musculoskeletal (MSK)
conditions means that
patients are now getting
speedier treatment.
The Bury Integrated MSK
service was set up as part of a
redesign of services for patients
with conditions such as neck and
low back pain, shoulder
disorders and sports injuries.
They are referred directly to a
physiotherapist, rather than an
orthopaedic surgeon, which was
not always appropriate as many
patients are not suitable for
surgery. The new service
ensures that patients are given
earlier appointments to discuss
their treatment options.
Mr Chougle, consultant
orthopaedic surgeon, said: “I
wholly support this improved
model of care for those with
musculoskeletal disorders. It
provides a high quality, evidencebased service which focuses on
delivering the best possible
patient experience and fits in
with the Trust’s vision of how
services will be delivered in the
future.”
New dedicated clinical
research unit
P
atients participating in
high quality clinical
research trials can now
attend their appointments in a
purpose-built research unit.
The specific unit at Fairfield
General provides a bespoke unit
for conducting clinical research,
which provides most of the
services for research staff to
carry out research effectively.
Previously participants were
quite often seen in outpatient
clinics which sometimes lacked
capacity in terms of space to
carry out research activities. The
new unit however, allows a
number of participants to be
seen at any one time for
screening, randomisation, study
visits and procedures, and
follow-up visits.
12
Within the unit there are two
bays which can accommodate
up to eight participants in each, a
research office, a quiet office,
staff room, laboratory, treatment
area, archive space and a lounge
for patients.
Your Hospitals
Rochdale Infirmary
BBC Dragons’ Den Rempods
rolled out at Oasis Unit
A
n innovative product
that started out life as a
pitch to the investors
on BBC Dragons’ Den has
been introduced at Rochdale
Infirmary as part of a new
holistic therapy for dementia
patients.
RemPods are full size pop up
themed canvas backgrounds
from yesteryear which come
complete with furniture and
background sound effects to
enhance the sensory impact.
The pods are being used for
reminiscence therapy sessions
for patients living with dementia.
The RemPods purchased
include a beach pod, pop-up
cinema, pop-up pub, vintage
store, pop-up dance hall, vintage
shed and a 1960s living room.
The pods have seen
significant therapeutic benefits
and encourage patients living
with dementia to reminisce
about times gone by and engage
in conversations with their fellow
patients, friends, relatives and
carers.
Top Ten Facts
In 2014/15 the Trust:
1) Spent over £500 million (about £1.5m per
day) on providing healthcare services for local
people.
2) Invested £8.1 million on capital programmes
and in maintaining and improving the physical
estate and on smaller projects to develop
frontline clinical services.
3) Spent £4.0 million on medical and scientific
equipment and £6.8 million on information
technology to support front line clinical
services.
4) Saw 317,347 Type 1, 2 and 3 A&E (urgent
care) cases.
5) Saw 688,262 outpatients, 117,656 total
inpatients and 73,835 day cases.
6) Delivered 9,785 babies
7) Made 152,551 visits to patients in their own
homes to provide treatment and care.
8) Issued over 1 million items from pharmacy to
inpatients, outpatients, patient discharges and
ward stocks.
9) Re-processed / sterilised 223,905 instrument
tray sets and 107,179 single instruments
10) Provided over 1.6 million patient meals.
13
making the headlines
14
Trust announces volunteers
of the year
I
n June the Trust
hosted two
Volunteer
Appreciation Events
to thank the Trust’s
900 volunteers for
their fantastic
support and efforts
over the last 12
months.
Mary Bowler was
recognised for all the
hard work she does
volunteering at North
Manchester General
Hospital where she
was described as
always “going the
extra mile” for her
patients.
The Hospital
Patients’ Voluntary
Service team based at
Fairfield General
Hospital won the
award for all the hard
work involved in taking
confectionary,
toiletries, drinks and
stationery to patients.
Team members were
described as “happy
and cheerful” and
“always there to help.”
The team has raised
enough money from
sales to buy two
special beds for stroke
patients.
The Floyd Unit
volunteer team from
Birch Hill Hospital were
praised for providing a
“triple star volunteer
service” to patients on
the Floyd Unit. The
team of volunteers
provide entertainment
and stimulation for
patients in the form of
a film night and bingo
sessions. There is also
a ‘Pets as Therapy’
session held every
fortnight with Maverick
the Golden Retriever.
Paul Ridley was
given the award for
The Royal Oldham
Hospital for
volunteering as a
feeding assistant each
week over the last 18
months. He supports
nursing staff by
assisting with a meal
and drinks service and
assisting patients with
eating and drinking as
appropriate. He was
praised for being a
“valued member of the
team,” and for
“providing an additional
pair of hands at
mealtimes.”
The Floyd Unit volunteer team
Mary Bowler
Paul Ridley
Hospital Patients’ Voluntary Service team
Quality Accounts 2014/15
T
he Trust’s Quality Account Report for 2014/15 is now available on our
website www.pat.nhs.uk
It includes a lot of interesting information around our performance against a
number of local and national standards, how we have performed against our key
quality priorities and sets our priorities for this year.
Here is just a small selection .....
Physiotherapist Practitioner,
Fairfield
.... “brilliant care and caring and kind
manner whilst treating a patient
recently.”
Birth Centre, NMGH
“The care I received was “simply outstanding.“
Each of the midwives were fabulous, all were
professional, caring and kind. The team was
efficient, warm, friendly and well-organised.”
Surgical Triage Staff & Ward F3, NMGH
“Exemplary service and care given, praise
for everyone’s kindness and patience
shown to patient during his illness.”
Ante-natal clinic, Rochdale
Infirmary
“Fantastic service, care and
devotion you have shown to
your patients.”
Fairfield A&E, X-ray and Plaster Staff
“Well done and thanks to all staff for the
excellent care and “first class service” given
to an elderly patient who sustained an ankle
fracture.”
Wards 7 & 8, Fairfield
...”praise for the caring nature of all staff and their
empathy. The standards of nursing care, cleanliness and
catering have improved since she was last admitted to
the hospital.”
your opinion matters...
T
he Trust is always interested in hearing the views of patients and members of
the public who use our services. We receive numerous letters, comments and
compliments at the Trust which is a source of great encouragement for staff.
Dates for your diary
Date
Time
Event
Hospital Site
16.9.15
2 – 3 pm
Is your Ticker Tip-Top?
Talk with the Cardiac Rehabilitation Team
Education Centre TROH
24.9.15
4 – 6.30 pm
Trust APM and Expo at The Sheridan Suite, 371 Oldham
Road, Manchester. Expo starts at 4.00pm. Formal APM
meeting starts at 6.00pm. To register a place email lynne.
[email protected] or ring 0161 922 3090.
7.10.15
15.10.15
22.10.15
28.10.15
2 - 3 pm
2 - 3 pm
2 - 3 pm
2 - 3 pm
‘Come Dine with us’ – (patient food tasting events)
The Broadoak Restaurant
The Aroma Café
The Café Royal
The Gallery Restaurant
Fairfield
Rochdale Infirmary
Royal Oldham
North Manchester
18.11.15
2 – 3 pm
Physiotherapy Talk, with Lead Physiotherapists
Education Centre, FGH
3.12.15
11 - 12
Hear here – audiology talk with Gillian Catlow, Audiology &
Orthoptics Professional Service Manager
Education Centre, North
Manchester General Hospital
11.12.15
2 – 3 pm
Integrated Persistent Pain Service talk with Paula Bragg
Education Centre, The Royal
Oldham Hospital
15.12.15
2 – 3 pm
North Manchester – care in the community,
presentation with Victoria Thorne, Divisional Nurse
Manager Community services
Education Centre, North
Manchester General Hospital
13.1.16
2 – 3 pm
Keeping our communities mobile: Podiatry’s role, with
Jackie Schofield
Fairfield General
12.2.16
2 – 3 pm
‘Love your Heart’, Cardiology Talk
tbc
15
As a Foundation Trust member you can now follow
the Trust and our news and events on Twitter
@pennineacutenhs
Find us on
YouTube
Your opinion matters
T
HE Trust welcomes feedback from members and there are a number of different ways in
which you can contact us to give us your views.
Your feedback is important to us – Let us know if you would like us to
arrange a talk or tour on a specific area that is of interest to you, by calling
01706 517302 or emailing [email protected]
Stay in touch and up to date – Have your details changed? Have you
moved or changed your email address? If so, please inform the FT membership
office so that we can ensure we address any correspondence correctly. Please
contact the membership office.
Send us your email address? – email is a cheap and direct way for us to
keep you updated about the Trust. Please send us your email address, so that
we can send future communications – including this newsletter – to you
electronically, if you would like us to contact you in this way.
NHS Discounts - Health Service Discounts - members can register with Health
Service Discounts to receive offers and rewards on top brand goods and
services, including gas and electricity, as well as retailers such as Sainsburys,
Debenhams, Currys, and Apple. Go to www.healthservicediscounts.com to
register free – select the foundation trust member option.
Useful
contacts
Switchboard – 0161 624 0420
Volunteers Co-ordinator – 0161 604 5892
Trust Charity – 0161 918 4497 or [email protected]
Foundation Trust Membership Office – 01706 517302
or email [email protected]