Aintree Hospitals

7/31/2019 Aintree Hospitals

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review2009/ 10

Aintree University HospitalsNHS Foundation Trust

Where quality matters



ChairmanandChiefExecutive’sForeword 3

StrategicFramework 5

TrustProle 6

ASummaryof2009/10: 7

•OurKeyObjectives 7

•OurPerformance-Operational 13

•OurPerformance-QualityandSafety 16

•OurPerformance-Financial 20

OurPeople: 21

•StaffEngagement 21

•EqualityandDiversity 21

PatientandPublicInvolvement 22

RaisingStandards 24

Sustainability 25

ServiceDevelopments 26

HowweareGoverned: 28

•BoardofDirectors 28

•BoardofGovernors 29

•Membership 31

OurAccounts 32

Contents

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TheTrusthasbeenshortlistedintheAcuteOrganisationof

theYearcategoryofthe2010HealthServiceJournalAwards.JudgesvisitedtheTrusttomeetstaffanddiscussourprogressonqualityandsafety.TheawardsareannouncedonMonday,29thNovember2010.

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Section Title Page

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Welcometothisreview,which

tellsyouaboutsomeofthekeydevelopments,challengesand

successesatAintreeUniversity

HospitalsNHSFoundationTrust

in2009/10Thispastnancialyearhasbeenaperiodofmanypositivedevelopmentsforthe

organisation,despiteaseriesofchallenges.Oneofthebiggest,mostvisiblechangestotheorganisationhas

beentothephysicalenvironment,withthecompletionofseveralmajorcapitaldevelopmentsonthe

UniversityHospitalAintreesite.Theseareenablingustoprovide

ourservicesfromasinglesite,whichsupportsourclinical

strategy.The2009/10nancialyearsawuscompleteoneofourmost

ambitiousbuildingsprojectofrecentyears,the£34mElectiveCareCentre(ECC).TheECCwillhousemostoftheserviceswhichhave

beenprovidedfromWaltonHospital,includingdaycasesurgeryandoutpatients’services.In

addition,itwillhaveoneofthebestEndoscopyunitsinthecountry.WithmorepatientsandstaffusingtheAintreesite,wehavebuiltanew1,250spacemulti-storeycarpark.Thecarparkwillalsoserveotherorganisationsbasedhere,

providingeasieraccessforpatients,visitorsandstaff.

The£1.5mHealth,WorkandWell-beingCentre,

oneofelevennationalpilots,nowhousesouroccupationalhealthservices.

Theseprovidesupporttotomore

than20,000NHSstaffacrosstheNorthWest,aswellasprovidinghelptolocalsmallandmedium

sizedbusinesses.TheopeningofourCombinedHeatandPowerunitwillhelpusreduceourcarbonemissions.

Theunitre-usesheatwhichwaspreviouslylost,anditwillpayforitselfwithinafewyears.

ThroughinvestinginIT,wehavetakensignicantstepstowardsintroducingthemostadvancedElectronicPatientRecordintheNorthWest,withlinkstoprimarycaresystemsandthe

regionalmapofmedicine.

Chairman & ChiefEecutive’s Foreword

Chairman Chris Baker congratulatingJenny Hurst, Assistant Director ofNursing, on her Emerging Leader Award

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James Birrell, Chief Eecutive, presentinga cake to Ward 1 staff for going a yearwithout C.diff



Thiswillincreasethesafetyandqualityofourservices,whilealsosavingclinicians’time

andmakingitmucheasierforthemtoaccesspatientinformation.Qualityisathemethatrunsthroughallourwork,whetherinthedesignorprovisionof

care.OurnewQualityStrategycommitsustosavingmorelives,reducingseriousharmandhavingmoresatisedpatients.OneofthegreatsuccesseshasbeentheMedicalEmergencyTeam(MET).SinceitslaunchinNovember2009theMEThasalreadyrespondedto

hundredsofcalls,andhasreducedcardiacarrestsbyone-third.Theteamhavealreadywonahighprolesafetyawardandareattractingenquiriesfromotherhospitalsacrossthecountry.Weexpectthistocontinueasthe

teamgoesfromstrengthtostrength.

Althoughournewdevelopmentswilldriveupqualityandsafetystandards,weshouldnot

forgetthatourstaffarealreadyworkingveryhardtoensurehighlevelsofcare.Throughtheirhardworkanddedication,wewereabletomeetkeyaccessstandardsforbothplannedandunplannedcare,includingthefour-hour

emergencycarestandardandthe18weekreferraltotreatmentstandard.Weachievedallthisdespitetheharshestwinterforyears.Staffcommitmenttoprovidingasafe,cleanenvironmentforourpatientsalsosignicantlyreducedcasesofC.difcileandMRSA.Our

mortalityratesalreadycomparedwelltoourpeerTrusts,buttheyimprovedevenfurther,with363morelivessavedthisyearthanpredicted.

WhiletheNHSmaybefacingaperiodofsignicantchangegoingforward,wearecondentthatwecanmeetthechallengesthatlieahead.Wewillcompleteourradiotherapyupgrade,buildournewDiabetesCentreand

extendourphysiotherapydepartmentbeforetheendof2010.WeareplanninganambitiousinvestmentprogrammetoupgradewardsintheTowerBlockandcreatestrongertheatrelinkages.WewillcompleteanupgradeoftheUniversityHospitalAintreeoutpatients

departmentbytheendofNovember2010.

Allofthiswillhelpusachieveourvisionofbeingaproviderofhighquality,patient-centredhealthcarewitharstclasslocal,nationaland

internationalreputation.Finally,wewouldliketotakethisopportunitytothankeverymemberofstaff,volunteer,Governorandmemberwhohasplayedtheir

partinmakingAintreeUniversityHospitalsNHSFoundationTrusttheorganisationitis.Althoughthisforewordmentionsmanyofouraccomplishments,itisthesuccessesintheeverydaydeliveryofcareinwhichweholdthegreatestsenseofpride.Wehopethatyouenjoy

thisreview.

ChristopherBakerMBE JamesBirrellChairman Chief Eecutive

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The Trust Board developed our Strategic Framework, which brings together

our Vision, Key Objectives, Values and Behaviours. We constantly look toour Strategic Framework to help inform our decisions.

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Strategic Framework2



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Our new £34m Elective Care Centre will helpus become a single site by the end of 2010,supporting our Clinical Strategy

Trust Prole3

UniversityHospitalAintreeisalargeteachinghospitalprovidingawiderangeofacuteandnon-acutespecialties.WaltonHospitalprovidesoutpatientanddaysurgeryservices.Services

arecurrentlybeingmovedfromWaltonHospitaltoUniversityHospitalAintreeinatransferwhichwillbecompletebyDecember2010.TheTrustisateachinghospitaloftheUniversity

ofLiverpoolandatertiarycentreprovidingspecialistservicestoamuchwiderpopulationofaround1.5millioninMerseyside,Cheshire,

SouthLancashireandNorthWales.SpecialistservicesareprovidedinRespiratoryMedicine,

Rheumatology,MaxillofacialandLiverSurgery.

ThepopulationservedbyAintreeincludessomeofthemostsociallydeprivedcommunitiesinthecountry,withhighlevelsofillnesscreating

ahighdemandforhospital-basedcare.Merseysidehassomeoftheworstratesfor

heartdiseaseandcancerintheUK,andhasalsobeenassociatedwithacultureamongpatientsoflowempowermentovertheirhealthstatusandarelianceontheavailabilityof

hospitalcare.TheUniversityofLiverpoolSchoolofClinicalScienceshasamajorpresenceatUniversityHospitalAintree,withanumberofProfessorial

UnitswithinthedivisionsofInfectionandImmunity,MetabolicMedicineandSurgeryandOncologysituatedexclusivelyontheAintree

site.

TheTrustisarecognisedcentreformultidisciplinaryhealthresearchandenjoysclosecollaborationwiththeUniversityofLiverpool,EdgeHillUniversity,LiverpoolJohnMooresUniversityandotherNHSTrusts.

AintreeUniversityHospitalsNHS

FoundationTrustrunsUniversity

HospitalAintreeandWaltonHospital,

servingapopulationofaround

330,000residentsintheNorth

Liverpool,SouthSeftonandKirkby

areas.



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OUR KEY

OBJECTIVES

FollowingareviewofourStrategicFrameworkin2009/10,theTrustadoptedvekeyobjectives:

l Providehighquality,safehealthcare

lAttractthebest

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Improveperformanceandproductivity lInvestwisely

lOptimiseFoundationTruststatus

Throughouttheyear,theworkofourstaffresultedinsignicantdevelopmentsagainstalloftheseobjectives.

Provide High Quality,

Safe HealthcareAseriesofdevelopmentsensuredcontinuedimprovementinthequalityofourservices,andofthepatients’experienceinourhospitals.

OurHospitalStandardisedMortalityratecontinuedtofall,with363fewerdeathsthanexpectedatourhospitals.

TruststaffcontinuedtodrivedowninfectionratesforC.difcileandMRSA,whileensuring

thatotherinfectionswerealsobeingmonitored.Thisyearsawstaffbothreduceratesandthenmaintaintheirfocustokeepthemdown.

Laboratorystaffprovidedadditionaltesting,sothatsuspectedinfectionscouldbeconrmedmorequickly.MRSAscreeninghasbeenintroducedforbothelectiveandnon-electivepatients.

A Summary of 2009/104





Thetransfusionteam’ssimpleblood

questionnairewhichaimstoensureappropriateuseofFreshFrozenPlasmahasbeenidentiedbythenationaltransfusionserviceasbest

practiceguidance.TheTrustlaunchedanewcomprehensive

weightmanagementservice,whichisbeingdeliveredlocallyinpartnershipwiththeBrownlowGroupPractice.Itisanticipatedthataround1,500newpatientswillbeassessedincommunitysettingseachyear,receiving

individuallytailoredtwo-yearprogrammeswhichinvolvesupportfrommulti-disciplinaryteams.

Attract the BestTheTrust’snew£1.5millionHealth,WorkandWell-beingCentrewasofciallyopenedbyDrSteveBoorman,leadreviewerofthe

independentNHSHealthandWelfareReview.Thepurpose-builtcentreofferssignicantlyimprovedfacilitiesforstaff,andalsoservesotherorganisationsacrosstheregion.Inadditiontoofferingsupporttoaround20,000

NHSstaff,includingthe4,500employedby

theTrust,thecentreisoneofjust11NHSPlusoccupationalhealthcentresnationallywhichareinapilotprogrammetosupportlocalbusinesses.

TheTrustre-launcheditsBlackandMinorityEthnicStaffNetwork,whichsupportsourobjectiveofbecomingtheemployerandproviderofchoicethroughensuringculturally

sensitiveservicesandequalityofopportunityandbestpractice.

WegainedTopHealthcare100Employerstatusforthesecondyearrunningin2009/10.The

Trustwasthesecond-placedteachingTrustnationally.Thisprestigiousaward,whichisopentoanyNHSorprivatehealthcareorganisation,issupportedbytheNursingTimesandHealthServiceJournal.

ThereviewoftheStrategicFrameworkinvolvedasignicantengagementprogrammetodevelopBehavioursinsupportofourValues.Atotalof600staff,atalllevels,andinallroles,wereinvolvedinthiswork.Anewappraisalsystem

calledCOMPASSwasalsodeveloped,andhasgonelive.MrGraemePoston,whojointlybuiltuptheLiverSpecialistUnitattheTrust,wasawarded

theStanfordCadeMedalbytheRoyalCollegeofSurgeonsofEnglandinrecognitionofalifetime’sachievementincancersurgery.Themedal,whichwasrstawardedin1977,isbestowedoncancersurgeonswhohave

distinguishedthemselvesintheircareers.Itisawardedeverythreeyears.TwoconsultantsintheTrust’sHeadandNeckservicewereconrmedastakingupprestigiousexternalpositions.MrAndrewSwiftwillbethe

PresidentoftheLaryngologyandRhinology

sectionoftheRoyalSocietyofMedicine,takingupthepostinNovember2011.MrTerryJoneshasbeenappointedtoaReadershipinHeadandNeckSurgery/OtolaryngologyintheSchool

ofCancerStudiesattheUniversityofLiverpool.DrArpanGuha,ClinicalDirectoroftheCheshireandMerseysideSimulationCentre,whichisbasedatUniversityHospitalAintree,

wontheTrainingandEducationalMaterialscategoryofthe2009NorthWestNHSInnovationAwardsforanEndofLifeandOrganDonationtrainingcourse.

DrAnilSharma,ConsultantinStrokeMedicine,receivedanHonoraryFellowshipfromtheUniversityofCentralLancashireinrecognitionofhiscontributiontoacutestrokecarethroughdevelopingresearchandexcellenceinpractice.

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Christine McQuillian,Transfusion Department Manager



TheTrust’sworkwithapprenticeswasrecognisedwiththelaunchattheTrustofanational£25millioninvestmentprogrammetocreate5,000NHSapprenticeplacesacrossthe

countrybyMarch2010.TheTrust’svolunteersservicehasbeenfeaturedasabestpracticecasestudyinthenationalStrategicVisionforVolunteeringinHealthandSocialCare,whichwaslaunched

thisyear.ThestrategydocumentnotedhowmanyofthosewhohadvolunteeredattheTrusthadmovedontoaccesstrainingforcareersintheNHS.Morethan700formervolunteershavetrainedasnursessince2003,and400have

gainedotherworkattheTrust.

TruststaffservingwiththeTerritorialArmyinthe208(Liverpool)FieldHospital(Volunteers)werepresentedwithalargeprintofapicturecalled

‘SafeReturn’byCommandingOfcerColonelPeterJacksoningratitudefortheireffortsinoverseasmissions.Volunteersincludedoctors,nurses,biomedicalscientistsandotherstaff.Theirrolesincludeyingdirectlyintobattle

areastogiveemergencytreatmenttowoundedsoldiers.

Improve Performanceand Productivity

Patientshavehighexpectationsaroundperformanceandaccesstoservices,andtheTrustiscommittedtoensuringthebestpossibleuseofresourcestosupportefcientpatientcare.

Keyaccessstandardsweremetforpatientsrequiringbothplannedandunplannedtreatment,despiteaveryseverewinterwhichsawtheworstsnowsinthecountryfordecades.

Theseincludethefourhour98%emergencycarestandard,whichsawarunof18days

where100%ofpatientsweretreatedwithinthefour-hourperiod,thebestperformancebyTrustteamsagainstthisstandard.TheTrustwastherstintheregiontoinstallanewelectronic

informationsystemforambulancepatients.ThejointworkwiththeNorthWestAmbulanceServicesawthetimetakentotransferpatientsreducedbyaroundone-third.Thesystemisnowbeingrolledouttootherhospitalsintheregion.

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James Birrell, Chief Eecutive, presents the Team of the Year Award to the Department ofMedicine for the Elderly team, for their work on improving Infection Prevention and Control



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ClinicalteamsacrosstheTrustwereheavilyinvolvedinputtingplanstocopewithSwineFlu

casesinplace.Ifsignicantnumbersofextrapatientshadtobeadmittedthenthiswouldhavehadamajorimpactonservices,productivityandperformance.Amajorstaffcommunicationsandengagementprogrammewasheld,andstaff

weregivenextratrainingintheuseofmasksandotherpersonalprotectiveequipment.Inaddition,ahighproleandverysuccessfulstaffimmunisationprogrammewasheldforbothseasonaluandSwineFlu.Intheevent,veryfewpatientswereadmittedwithSwineFlu.

Invest WiselyTheTrusthasinvestednearly£90millionincapitaldevelopmentsoverthelastnineyears,

andtherewassignicantprogressinkeyprojectsthisyear,bothinourfacilitiesandinourITsystems.

TheElectiveCareCentre(ECC)willenabletheTrusttoprovideallofitsservicesfromasinglesite.TheECCwillholdthedaysurgeryunitandoutpatientsservices,aswellashaving

oneofthemostadvancedEndoscopyunitsinthecountry.ConstructionoftheECCandthelinkedmulti-storeycarparkprogressedwellthroughtheyear.TheECCsawitsrstpatientsinJune2010,whentheoutpatientsservices

fromUniversityHospitalAintreetemporarilytransferedtheretoenablea£2.5millionupgradetothecurrentdepartment.DaysurgeryandoutpatientserviceswilltransferfromWaltonHospitaltotheECCorotherareasofUniversity

HospitalAintreethroughtheAutumn,withmostservicesduetomoveinOctoberandNovember2010.ThenalservicesareduetomoveinDecember2010.

TheTrustBoardconrmedinvestmentinupgradingtheDiabetesCentreandthephysiotherapydepartment,tosupportthetransferofservicesfromWaltonHospital.Involvementofclinicalteamsinplanningisdesignedtoensurethebestpossiblefacilities

forpatients.Constructionofthenewradiologydepartmentcontinued,withstate-of-the-artequipment

enablingclinicianstoimprovetheservicesweoffertopatients.

ThenewHealth,WorkandWell-beingCentreandtheCombinedHeatandPower(CHP)unitwerebothcompletedduringtheyear.TheCHPishelpingcreateacleanerenvironment

whilesavingtaxpayersanestimated£500,000ayearinfuelcosts.AnnualCO

2emissions

willbereducedbyaround1,600tonnes–theequivalentofafamilycardrivenforsevenmillionmilesor280timesaroundtheworld.

AnEnhancedWardUpgradeProgrammewasapprovedbytheTrustBoard,whichwillseeworktakingplacebetween2010and2020inallwardsintheTowerBlock.Theupgradeswillprovideimprovementsforbothpatients

andstaff.

TheTrustalsocontinuedwithitsprogresstowardsintroducinganElectronicPatientRecord,endingtheuseofpaper-basedrecords.

TheTrustisontracktobethemostadvancedintheregioninitsuseofITsystemsbeforetheendof2010.TheElectronicPrescribingandMedicinesAdministrationsystemwassuccessfullypilotedontwowards,andisnowbeingrolledoutinfourwardseachmonth.

ElectronicwhiteboardsarealsonowoperationalthroughouttheTrust,givingclinicalstaffeasyaccesstoinformationaboutpatients.Thesystemincreaseseffectivemanagementofthe

Trust’sbeds,makingsurethatpatientsreceivetherighttreatmentintherightplace.

An artist’s impression of the newDiabetes Centre of Ecellence



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Optimise FoundationTrust Status

ThenancialfreedomsofferedbyFoundationTruststatushavesupportedtheinvestmentprogrammesetoutabove.Inaddition,theTrustwantstomaximiseitsengagementwith

membersandthebroadercommunity.Thisyearsawarangeofinitiativesandworkstreamsdesignedtosupportthis.Governorsbeganaseriesofengagement

events,includinggivingpresentationstohealthsupportgroups,aimedatencouragingmembershipapplications.Attendanceatmembershipeveningsincreased,supportedbyadditionalpublicityandmedia

supportfortheevents.TheAnnualMembersMeetingwasusedtoprovideinformationonSwineFlu,promotingsimplestepswhichmemberscouldtaketolimit

therisktothemandtheirfamilies.Morethan100members,Governorsandstaffattended.

FoundationTrustmemberstookpartinaspecialeventaimedatdesigningpatientsystemsforthe

ElectiveCareCentre.Thisincludeddiscussingpatientinformationandadvice.TheTrust’snewHealth,WorkandWell-beingAdvicelineforsmallbusinesseswasofcially

launchedbyDepartmentforWorkandPensionsMinisterLordMcKenzie.TheAdvicelineisoneofjustsevennationalpilots,andwillsupportsmallbusinessesacrossMerseyside.

r e v i e w

2 0

0 9 / 1 0

Mr Graeme Poston, recipient of theStanford Cade medal



Waiting Times

Attheendof2009/10theTrust:

lAchievedthe18-weekreferraltotreatmenttarget(RTT).Thistargetisforatleast95%ofnon-admittedpatientsand90%ofadmittedpatientstowaitlessthan18weeksfromreferraltotreatment.

l DeliveredtheAccidentandEmergencyTargetfor98%ofpatientstobetreated,

admittedordischargedwithin4hours.

Cancer TargetsTheTrusthasmetthefourkeycancertargets

asshownbelow.

CancerwaittargetsApril2009-March2010

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OUR PERFORMANCE

- OPERATIONAL



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Outpatients

Inpatients and Day Cases

Totaladmissionsfellby3.8%during2009/10to74,400.Ofthese,38,148patientswereadmittedforanelectiveprocedure(2008/09:40,195),ofwhichjustunder80%weretreatedasdaycases.Non

electiveepisodesofcaredecreasedby2.3%to36,252(2008/09:37,126).

Thenumberofpatientsattendingoutpatientclinicscontinuedtogrow,increasingby4.9%during2009/10to318,858intotal(2008/09:303,862).Ofthis,41,764wereoutpatientprocedures,whichincludesactivitypreviouslyrecordedasoutpatientnewattendances.Thisisreectedintheslightfallinnumbersunderthesetwocategories.Outpatientproceduresalsoincludessomeworkpreviouslyrecordedasdaycaseactivity.Thisshiftofrecordingfromdaycasetooutpatient

procedureexplainsthedropindaycaseactivityreportedabove.



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FortheTrust,86,899patientsattendedthe

AccidentandEmergencyDepartment(AED)in2009/10aslightincreaseon2008/09(86,672).Ofthese,24,362patientswereadmittedto

hospital,anincreasefrom2008/09when23,828patientswereadmittedfollowingAEDattendance,butcloselylinkedtotheincreaseinAEDattendancesbetweenthetwoyears.

Atotalof98.2%ofpatientswaitedlessthan4hoursfromarrivaltoadmission,transferordischargeatAintree.IncludingPrimaryCarewalk-incentres,theperformanceforthewider

healtheconomywas99.0%fortheyear,achievingthenationaltargetof98.0%.

Planning for EmergenciesTheTrustcontinuestoworksuccessfullyalongsidekeystakeholdersandotheragenciestoensurethatemergencyplansareinplace,reviewedandupdated.TheTrustwillcontinue

tojoinmulti-agencyexercisestotestourplansandhelptrainourstaffinrespondingtodifferentscenarios.

Clinical EffectivenessBasedondatafromDrFosterIntelligence,ourHospitalStandardisedMortalityRatiofor2009/10was75.8.Thisisagainstabenchmarkratingof100.Thisperformancemeansthatwehad363morelivessavedatthehospital

duringtheyearthanwouldhavebeenpredicted

againstthisbenchmark.Readmission-Thereadmissionrateisthepercentageofpatientsthatwerereadmittedtohospitalasanemergencywithin28daysofdischarge.Therateofreadmissionsfellby0.2%

to11.8%overtheyear,butremainsanareaforimprovement.HospitalAcquiredInfectionsandHospitalCleanliness-TheTrustreducedMRSAbacteraemiaandC.difcileinfectionsduring

2009/10andachievedtheannualtargetforbothareas.

Emergency Services

Actors joined Trust and other NHS stafffor an emergency planning eercise



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TheTrustdevelopedthestrapline‘Wherequalitymatters’in2009/10.Everymemberof

staffworkingatAintree,whatevertheirrole,iscommittedtoprovidingourpatientswithaqualityservice.

TheTrust’sfocusonqualityandsafetyofservicessupportsourVision,whichistobe

aproviderofhighquality,patient-centredhealthcare,witharstclasslocal,nationalandinternationalreputation.

Thissectiontellsyouaboutourprogressin

2009/10andourfutureplans.ItsupplementsourQualityAccount,aformaldocumenttheTrustsubmitstoMonitor,ourregulator.TheQualityAccountispartofourformalAnnualReportandAccountswhichisavailableatwww.aintreehospitals.nhs.uk

Progress Against QualityStrategyOurQualityStrategysetsoutaimsforthreekey

areaswhichwewilldeliverby2012.Eachoftheseoverarchingaimsissupportedbyarangeoftargetswhichweneedtoachieveinordertodelivertheaim.

Our overarching aims are:

l Patient safety –tosaveanextra

300lives

l Clinical effectiveness–toreducemoderateorsevereclinicalincidentsby

20%

l Patient eperience–increasingthenumberofpatientsratingourservicesas‘good’or‘excellent’by20%

Eachaimhasanumberofseparate,linkedprojectswhichsupportit.Theseareledby

clinicalandmanagerialstaff.Someofthekeypointsfromthisyeararehighlightedbelow.

Patient SafetyPatientsafetyincidentsreportedpermonthhavereducedby15%in2009/10.

Infection Prevention andControlOur aim: Weareaimingtoreducebloodstreaminfectionsbybettercareofcannula

andimprovedassessmentofpatientswithlargewoundsorwhohaveinvasivedevicessuchasperipheralorcentrallines.

What we have achieved: Workinginpartnership,wereducedC.difcileinfectionsby70%andMRSAinfectionsbyonethirdin2009/10.WepassedthenationaltargettoreduceMRSAinfectionsin2009/10.

OUR PERFORMANCE- QUALITY AND SAFETY



NutritionOur aim: Weaimtoimprovetheoverallhealthofthe40%ofpatientswhoaremalnourishedonadmissionbyimprovingidentication,

assessmentandtreatment.

What we have achieved: Weintroduceda

new,simpliedelectronicdietreferralformandscreeningtoolwhichgiverealtimeinformationbrokendownbyward.Thisimprovedmonitoringallowsustogivebetternutritionalcare.

FallsOur aim: Wewanttoreducefallsby30%by2012.

What we have achieved: Fallshavebeen

reducedby6.6%followingtheintroductionofanewriskassessmentforpatients.

Clinical Effectiveness

Advancing QualityThisStrategicHealthAuthorityschemesets

standardsforspecictreatmentsandnanciallyrewardsTrustsforachievingthese.

TheTrusthasfocussedonfourareasofclinicaleffectivenessbasedondiagnosis:

l Heartattack*

l Heartfailure

l Pneumonia

l Hipandkneereplacement

ForeachoftheseareastheTrustaimstoput

inplacea‘carebundle’toimprovebothpatientexperienceandoutcome.SinceAdvancingQuality,allareashaveimproved,meaningfewerreadmissions,andashorterlengthofstayinhospital.

*AcuteMyocardialInfarction

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F o

c u s A r e a

Y e

a r O n e

S c

o r e

Y e

a r T w o

S c

o r e

D i f f e r e n c e

A t t a i n m e n t

T h

r e s h o l d

HeartAttack*

93.33% 96.7% h3.37% 87.35%

Heart failure 82.20% 77.6% i4.46% 65.34%

Pneumonia 73.72% 80.82% h7.10% 78.41%

Hip & Knee 92.04% 92.04% h1.04% 75.67%



Nursing CareAintreeisalsocommittedtofocussingoncompassionanddignity.AspartofthistheTrustisaimingtomeasurethequalityof

patientcareagainstarangeofareas:

l

Painmanagementl Patientobservations

l Infectioncontrol

l Nutrition

l Tissueviability

l Fallsmanagement,and

l Medicinesmanagement

Our aim: Weaimedtoensure,aspartofthisareaofwork,thataneedsassessmentwascarriedoutonallwards.

What we have achieved: Inearly2009only

25%ofwardswereundertakinganassessment.ByOctoberofthatyear100%ofwardswerecarryingouttheassessment.Thenextphasewilllinkresultstopatientexperiencesurveys.

Our aim: ToestablishaMedicalEmergencyTeam(MET).TheMETisa24hour,7daya

weekcriticalcareserviceconsistingofdoctorsandnursesthatrespondstotheneedsofacutelyillpatients,wherevertheymaybeinthe

hospital.

What we have achieved: TheMETistheonlymulti-disciplinaryrapidresponseteamintheMerseysideandCheshireregion,andoneofonlyafewintheUK.Sinceitsintroduction,

inNovember2009,therehasbeenaone-thirdreductionincardiacarrestcalls.

TheMET,alongwiththeout-of-hourscareteam,wontheNHSNorthWestJuniorDoctors

AdvisoryTeam‘SafeCareOutofHours’Award2010.Inaddition,severalotherNHShospitalsarelookingatadoptingourmodel.

Patient Eperience

Quality and PatientEperienceOur aim: InlinewiththeDepartmentofHealth’s‘MakingExperienceCount’report,the

TrustwantedtomergethelongestablishedPatientAdviceandLiaisonService(PALS)withtheComplaintsDepartment,helpingensurethatpatientexperienceiscapturedandisactedon.

What we have achieved: TheCustomerServicesDepartmenthasnowbeenestablished.Wehavealsoheldaseriesofhealthandwell-beingdaysforpatients,includingtheopportunitytotakepartinReiki,handmassage

andIndianheadmassage.

AlibraryserviceeveryTuesday,alongwithmonthlyentertainmentsessionsontheelderlywards,arecontributingtoabetterpatientexperienceforthoseinourcare.

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The Medical Emergency Team havereduced cardiac arrests by one third



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Patient and CustomerEcellenceOur aim: Weaimtousereal-timepatientfeedbacktodesignandimplementimprovementstoourqualityofcare.

What we have achieved: Wehavedevelopedpatientinformationmanualsforeachward,andhaveproducedwelcomeletterswhichareplacedonapatient’sbedatthestartoftheirstay.

Our aim: TodevelopaTrust-levelPatientExperienceQuestionnaire.Inadditiontonationalsurveys,theTrustwantedtodevelopitsownin-housequestionnairetoenableamonthlysurveyofpatientviews.

What we have achieved: ThesurveywasintroducedinJune2009.TheTrustnowreceivesautomaticanalysisofpatientfeedbackbrokendownbywardtoallowbetteraction

planningandmonitoring.Astheyearhasprogressed,staffhavebecomeincreasinglyresponsivetopatientneedsandkeepthembetterinformedabouttheircare.Theresultsshowthat90%ofpatientswouldrecommendAintreetoarelativeorfriend.

CQUINCommissioningforQualityandInnovation(CQUIN)isaninitiativeaimedatimprovingqualityandinnovationinNHSservices.TheTrustreceivesadditionalnancialrewardsifwemeetthesestandards,whicharesetbylocal

PrimaryCareTrusts.

LastyearAintreemetallitsqualityimprovement

goals.Belowisanoverviewofsomeofourkey

achievements.

MRSA screening: InOctober2009,37%

ofallpatientswerescreenedforMRSAonadmission.ByMarch2010thishadincreasedto88%ofallpatients.TheMRSAscreeningprogrammehascontributedtoasignicantreductioninMRSAcasesduring2009/10.

Stroke audit: Anauditfocussingonthequalityofstrokecarewasconductedlastyear.TheStrokeSentinalAuditshowedthatbetween

2006–2008theTrusthadimprovedintenareasofstrokecare;upto83from73twoyearspreviously,makingusthebestintheNorthWest.Thisdemonstratesanimprovementin

thequalityofstrokecareprovided.Theresultsofthe2010auditwillbeavailableattheendof

February2011.

Fractured Neck of Femur:TheTrusthadtwopositiveresultsinthisareaofsurgery.

l InApril2009,83%offracturedneckoffemurpatientswereoperatedonwithin24hours.ByFebruary2010thishad

increasedto94%.

l InApril2009,87%offracturedneckoffemurpatientswereoperatedonwithin48

hour.ByMarch2010thishadincreasedto100%.

Theseimprovements,whichmarkedusoutasbeingthebestintheNorthWestandthirdbest

inthecountry,ensurethatpatientsreceivedswiftoperations,whichgivesbetterresultsandmeanstheyhaveshorterstaysinhospital.

Our Commitment toResearchResearchisavitalcomponentofdeliveringqualityhealthcare–ithelpstheNHSunderstandthebestwaysofdeliveringtreatmentandcaretopatients.Lastyearover1,700patientstook

partinclinicalresearchattheTrust,anincreaseonpreviousyears.TheTrust’sincreasinglevelofparticipationinclinicalresearchdemonstratesourcommitmenttoimprovingthequalityof

careweofferandcontributingtowiderhealthimprovement.

Youcanreadmoreaboutourresearchworkon

page24.



Income and EpenditureOverall,takingintoaccountbothincomeandexpenditure,theunderlyingnancialhealthoftheTrustcontinuedtogrowthrough2009/10

whichprovidesarmbasisaswemoveinto2010/11(seepages32and33formoreinformation).

Breakdown of 2009/10 Income:

Capital InvestmentDuring2009/10theTrustinvested£39.7millioninimprovingourfacilitiesforpatients,whichisbyfarthelargestandmostambitiouscapital

programmetodate.ThecapitalprogrammewaspredominantlynancedfromtheTrust’sowninternallygeneratedresources,supportedbyasmallloan

fromtheFoundationTrustFinancingFacility,whichlendsmoneytoFoundationTrustsatpreferentialratesofinterest.

ThisisoneofthebenetsaffordedbybeingaFoundationTrust.

CapitalPlan

2009/10£000

Actual

2009/10£000

ElectiveCareCentre 27,260 27,338

Radiology

Expansion5,714 3,562

EnergyCentreProject

2,919 2,119

MedicalEquipment 1,849 1,275

InformationTechnology

1,341 629

OccupationalHealth 1,025 1,161

ElectronicDocument

System500 498

InfrastructureInvestments

4,161 2,635

Other 731 501

Total 45,500 39,718

20

Income£m

Non-Elective 72.5

NonPBRActivity 66.8

Elective 38.6

Outpatient 38

Education&Training 13

SLAsforNon-PatientCare,ServicestoOtherBodies

9.8

Other 7.8

A&E 7.6

Research&Development 0.3

OUR PERFORMANCE- FINANCIAL



Staff EngagementOuraimistocontinuetoworkinawaythatencouragesandpromotesengagementsothat

ourstaffwillhaveapositiveattitudeandprideintheTrustandthequalityofourservices.WerecognisethevalueofthecontributionofourstaffinhelpingtheTrustachieveitsaimsandobjectivesandwewantstafftofeelableto

expresstheiropinionsandviewsandcontributetodecisionstakenwithintheTrust.

Equality and DiversityEqualityandDiversityandHumanRightsarethecornerstoneoftheTrust’svisionandarefullysupportedbytheExecutiveTeamandthe

BoardofDirectors.Ouraimistotranslatethiscommitmentintotangibleservicedeliverybenetsforpatientsandcarersaswellasencouragingour

presentandpotentialstafftoseeusas

an‘EmployerofChoice’.Wesupportaperson-centredapproachtoEquality,DiversityandHumanRightswhichmeanscarryingoutourcommitmenttodeliveringourservicestomeetspecicanddiverseneedsofourpatients

andcarers,includingouremployees.

InpartnershipwithABILITY,alocaldisabilitynetwork,theTrusthostedDisabilityMatters,asuccessfulconference.Attheconferencethe

Trust’sDisabilityAdvisoryNetwork,madeupofmembersofthedisabledcommunity,waslaunched.WorkisprogressinginestablishingaDisabledStaffNetwork.

Theageproleofourworkforcedemonstratesawell-balanceddistributionacrosstheagebands.

The chart below shows a breakdown of our

workforce by staff group:

Note:

The above analysis does not include

Bank and Agency staff.

21

%

Nursing(1531.70) 72.5

Admin&Clerical(848.12) 20

Prof/Tech/Scientic(832.92) 20

Ancillary(418.31) 10

Medical(365.51) 9

Clin/SpecialistManager(62.74) 2

GeneralManager(54.10) 1

Maintenance(53.03) 1

Our People5



22

Asplanned,themergerofthe

PALSandComplaintsDepartmentshasnowbeenundertakento

formthenewlynamedCustomer

ServicesDepartment.Throughout

2010therewillbeinitiativesfor

raisingawarenessoftheteam

throughoutthehospitaltoboth

patientsandstaffalike.TheTrustcommissionedthePickerInstitute

toconducttwopatientsurveysduring2009,theAdultInpatientSurveyandtheAdultOutpatientSurvey.TheresultsfortheInpatientSurvey,whichwere

publishedinFebruary2010,demonstratedthattheTrusthadimprovedsignicantlysincethe2008surveyinrelationtothefollowing:

lDoctors: washingtheirhandsbetweentouchingpatients

lNurses:washingtheirhandsbetweentouchingpatients

lSurgery:resultsbeingexplainedinaclearway

Thereportevidencedthat,inadditiontothe

above,resultsweresignicantlybetterthanthe‘Picker’averageinrelationtothefollowing:

l Planned admission:speedofadmission

l

Nurses:condenceandtrustinnursingstaffTheresultsfortheOutpatientSurvey,whichwerepublishedinNovember2009,demonstratedthattheTrusthadimprovedsignicantlysincethe2007surveyinrelationto

thefollowing:

l Beingofferedachoiceofhospitals

lBeinggivencompleteprivacywhenbeingexaminedortreated

Patient & Public Involvement6



23

lBeingtoldclearlywhytestsareneeded

lBeingtoldhowthepatientwillndouttestresults

ThePatientInformationGroupmeetsmonthlyand75leaetshavebeenreviewedfromarangeofspecialties.Specicleaetsdeveloped

havebeenreviewedforthefollowingspecialties:

lInfectionControl

lPharmacy

lSpeechandLanguageTherapy

lPhysiotherapy

lNutritionandDieteticsTheTrusthasalsoestablishedaPatientExperienceCollaborativewhoseoverarching

aimistoimprovethepatient’sexperiencetoensuretheTrustisthelocalhealthcareproviderofchoice.

PALS Volunteers –Desk Activity

During2009/10thePALSVolunteersgavedirectionsto16,698visitors,answered4,013enquiries,escorted384visitorsandreferred

162casestothePALSstaff.

The Patients’ CouncilThePatients’Councilmetontenoccasions.Membersattendedatotalof35Trustmeetingsasmembersofthepublicandconducted86

wardvisitswithaSeniorManager,continuingtousetheoverall‘trafclight’scoringsystem.

Aintree Volunteer SchemeTerryOwen,VolunteersDepartmentalHead,

satonthegroupwhichshapedthenationalstrategicvisionforvolunteeringinhealthandsocialcare.

NormaBarrowcliff,VolunteerDisabilityManager

continuestomanagetheprojectwhichincludes140disabledvolunteers,andGailBruen,VolunteerDevelopmentManager,organises

morethan500studentsannuallyfrom103schoolsacrossMerseyside.

Nurse Chrisy Skuriah, who had previouslyvolunteered in the Trust, with VolunteersDepartmental Head, Terry Owen

Chief Eecutive James Birrell and AEDconsultant Rob Jones at Everton FC,helping promote men’s health



Risk Management

TheTrustisinvolvedwithEdgeHillUniversityindevelopingapatientsafetymodule,therstofthiskindintheUnitedKingdom.Atthesametime,plansareatanadvancedstageintheplanningandimplementationofaPatientSafety

Ofcerandteamwithintheorganisation.FollowingthepublicationoftheFrancisReportintotheMid-StaffsInquiry,theTrustiscurrentlyundertakingareviewofitsownpracticeagainst

the18recommendationsmadeinthereport.

Research and DevelopmentTherehavebeenimportantdevelopmentsinresearchanddevelopment(R&D)overthepastyear.

WehostedaroutinevisitbytheMedicinesandHealthcareProductsRegulatoryAuthority(MHRA)withgreatsuccess.

TheMHRAinspectorswereimpressedwiththenewR&Dstructureandendorsedthe

developmentsthathavebeenestablished.Therearenowsome230activestudies(60onthenationalNIHRresearchportfolio)andapotential70moreunderconsideration.

Ouractivityhasattractedsignicantfundingwithmorethan£1millionprovidedandsupportfromotherexternalbodiestohelpusdeliverourresearch.

24

Raising Standards7



AintreeUniversityHospitalsNHS

FoundationTrustrecognisesthe

partitcanplayincontributingto

improvingthesustainabilityofthe

widercityregionandhowthiscan

helptoreducehealthinequalities.

TheBoardofDirectorshas

approvedaSustainabilityStrategy

toprovideaframeworktosupport

itsobjectivesinthisarea.

Thefollowingkeyareasarebeingtargetedtosignicantlyreduceourcarbonfootprint:

lEnergyandcarbonmanagement

lProcurementandfood

lTravelandtransport

lWater

lWaste

2010/11willseethelaunchofournewgreenTravelPlanandthecompletionofourCarbonManagementImplementationPlan.SupportedbyTheCarbonTrust,andaspartoftheLiverpoolCarbonCollective,weareworkingwithLiverpoolCityCouncilandotherNHSTrustslocallytoreduceourcombinedcarbon

impact.

25

r ev i ew

2 0 0 9 / 1 0

Hospital Chef Jimmy Cameron - we aresourcing more ingredients locally

Trust staff sent old equipment toa hospital in Zimbabwe

Sustainability8



TheTrustisenteringintoan

excitingperiodwhichwillseetheculminationofyearsofplanningto

changeAintreeUniversityHospitals

NHSFoundationTrustintoasingle

siteTrustbytheendof2010.

During2009/10wehavecompletedseveralmajorprojectsincluding:

l

TheHealth,WorkandWell-beingCentrecosting£1.5million.TheCentreisnowprovidingOccupationalHealthservices

tomanylocalorganisationsincludingourown

lThecreationofa£3.5millionRadiologyOutpatientsSuitehasallowedfurtherinvestmentstocommenceinthiskeyservice

lWearenowproducingsignicantlyless

carbondioxidefollowingthecompletionofour£3.5millioncombinedheatandpower

unitimprovingourgreencredentialsandsavingmoney

lWehaveinvestedover£1millionimprovingtheenvironment,privacyanddignityonmanyofourwards

Severallandmarkprojectswerealsocompleted

during2010:

lTheagship£34millionElectiveCareCentreinvestmentwillprovideoutpatients

anddaycareservicesinastate-of-the-artmodernenvironment

lTheproblemsofparkingontheAintreecampuswerealleviatedbytheopeningofour£8millionmulti-storeycarparkprovidingapproximately1,250spacesincludingnumerousdisabledspaces

26

Dignity cards are being used tohelp assess patients’ wishes fortheir care

Service Developments9



lWearealsoabouttocompletethenalphasesoftheoverhaulandexpansionof

ourRadiologyDepartmentswithover£6.5millionbeingspent,includingvenewstate-of-the-artCTandMRscanners

Thenalphaseoftheconsolidationofservices

ontheAintreesitewillbecompletedwiththedeliveryofthreefurtherkeyprojectsbytheendof2010:

lOurPhysiotherapyDepartmentisbeingextendedatacostof£1.75million

lAnew£1.75millionCentreforDiabeteswillbecreatedonsite

lOurexistingOutpatientsDepartmentswill

begivena£2.5millionfacelifttoensureallpatientsreceiveexcellentcareinahigh

qualityenvironment

Wedonotintendtostandstillthough,andthe

nextveyearswillseeusmakecontinuousimprovementstothebuildingsandservicesweprovideinthem.Alreadyweareconsideringplansto:

lUpgradeallofourTowerBlockwardstoimprovethequalityofinpatientcarestillfurther

lCreateanewpurposebuiltFractureClinictoallowtheexpansionoftheAccident&EmergencyDepartment(AED)

lRecongureandenlargeourAEDsothatwecanbettercopeattimesofhighdemand

lRationaliseandrecongureourtheatreaccommodationtoimproveefciencyand

theenvironmentforstaffandpatients

lIncreasethesizeofourCriticalCareUnit

toensureweprovidethehighestcarepossiblewheneverneeded

lReviewandconsolidateourcardiology

servicesintopurposebuiltaccommodation

lInvestinourinfrastructuretoensurethe

sitecancontinuetomeetthegrowingdemandsofamodernhospital

Thesedevelopmentswillhelpsupportthe

provisionofhighquality,safeservices.

27

r ev i ew

2 0 0 9 / 1 0



The Board of Directors

TheBoardofDirectorscomprisessevenNon-ExecutiveDirectors,includingtheChairmananduptosixExecutiveDirectors,includingtheChiefExecutive.TheBoardofDirectorshasoverall

responsibilityforstrategicdevelopment,approvingpolicyandmonitoringperformance.

28

How we are Governed10

Christopher Baker MBEChairman

Dr Gary Francis

MedicalDirector

Ward PriestmanDirectorof

Informatics

George MarcallIndependentNon-ExecutiveDirector

James BirrellChiefExecutive

Michael Frayne

ChiefOperatingOfcer

Steve WarburtonDirectorofFinance&

BusinessServices

Frank McKennaIndependentNon-ExecutiveDirector

Jill ByrneDirectorofNursing

Margaret Jackson

DirectorofHumanResources

Rayna DeanIndependentNon-ExecutiveDirector

Sally MerrimanIndependentNon-

ExecutiveDirector

Paul FitzpatrickDirectorofEstates&

Facilities

Fin McNicol

DirectorofCommunications

Patrick HackettIndependentNon-ExecutiveDirector

Maureen MurphyIndependentNon-

ExecutiveDirector

Asof31stMarch2010



29

The Board of Governors

TheBoardofGovernorsholdstheTrustBoardtoaccount.TheBoardofGovernorsisresponsibleforrepresentingtheinterestsofpatient,publicandstaffmembers,andlocalpartnerorganisationsinthegovernanceoftheTrustandhasspecicresponsibilityfor

theappointmentoftheChairmanandNon-ExecutiveDirectors,andtheTrust’sauditors.TheBoardofGovernorsalsoapprovestheappointmentoftheChiefExecutive,theremunerationandtermsofofceofthe

ChairmanandNon-ExecutiveDirectors,andreceivestheTrust’sannualreportandaccountsandgivesviewsandadviceontheforwardplansoftheTrust.

TheBoardofGovernorsconsistsoftheChairmanoftheTrustand31electedandappointedGovernors(listas2009/10).MrsPamelaPeelwaselectedbytheGovernors

astheDeputyChairoftheBoardofGovernorsandLeadGovernorwitheffectfrom1stAugust

2009,takingoverfromMrGeorgeSandswhohadheldthispositionsinceApril2005.

MrsPhyllisBrethertonsadlydiedinJanuary2010.

Public Governors (14 Seats)

MrsPhyllisBretherton

MrAlanCorkish

MrDavidCowan

MrRonaldDenton

MrNormanFalder

MrGordonHarrison

MsDianeHart

MrArthurJones

MsOlwenJones

MrTonyKneebone

MrBrianLawlor

MrPeterMayne

MrTonyMcLure

MrsPamelaPeel

MrJohnRimmer

MrGeorgeSandsMrBrianWorster-Davis

Staff Governors (5 Seats)

MrsPamelaBlack(AHP/Scientists)

MrsLorraineBrinkley(Nursing)

DrRobertThompson(MedicalStaff)

MrsTerryOwen(AllOtherStaff)

MrRanjitBisnauthsingh(NursingStaff)

MsJeanetteWilding(NursingStaff)

Patient Governors (3 Seats)

MrsAnnetteBarnes

MrsDoreenBrown

MrBarryCave

MrGerryHill



30

Appointed Governors

MrIanDavies(KnowsleyPCT)

CllrJayneAston(KnowsleyMBC)

CllrDaveHanratty(LiverpoolCityCouncil)

MrsLeonieBeavers(LiverpoolPCT)

CllrBarryGrifths(LiverpoolPCT)

DrLeighGrifn(SeftonPCT)

MsMairNing(EdgeHillUniversity)

ProfessorRobertMoots(UniversityofLiverpool)

MrsReneeBrenner(WoodlandsHospice)

r e v

i e w

2 0 0

9 / 1 0

Foundation Trust Governors and membersworked with Trust staff to develop patientpathways for the Elective Care Centre



31

Membership

MembershipoftheTrustisopentoanyonewhoiseitheraresidentoftheNorthWestofEngland,apatientoftheTrustand/ortheir

carer,whoisaged16andabove,andallmembersofstaff.

Membership Numbers (31st March 2010)

Constituency

Membership

Numbers

Public 5715

Patient 1577

MedicalStaff 384

NursingStaff 2097

AlliedHealthProfessionals/ClinicalScientists

939

AllOtherStaff 1954

Total 12666

IfyouwouldliketojoinAintreeUniversityHospitals

NHSFoundationTrustasamember,pleaseemail:

[email protected]

orvisittheFoundationTrustpagesofourwebsite:

www.aintreehospitals.nhs.uk

Membershipisfreeandgivesyoutheopportunitytondoutmoreabout

theworkwedoandtohelpshapedevelopmentofourservices.



Statement of Comprehensive Incomefor the Year Ended 31st March 2010

32

2009/10£000

2008/09£000

OperatingIncome 258,464 241,802

OperatingExpenses (251,190) (236,834)

OPERATING SURPLUS 7,274 4,968

FINANCE COSTS

FinanceIncome 119 1,669

FinanceExpense-FinancialLiabilities (16) (11)

PDCDividendsPayable (4,691) (5,019)

NET FINANCE COSTS (4,588) (3,361)

SURPLUS FOR THE YEAR 2,686 1,607

Other Comprehensive Income

RevaluationsLossesandImpairmentLossesonPurchasedProperty,PlantandEquipment

(8,521) (4,030)

RevaluationsLossesandImpairmentLossesonDonatedProperty,PlantandEquipment

0 11

IncreaseintheDonatedAssetReserveDue

totheReceiptofDonatedAssets 38 3

ReductionintheDonatedAssetsReserveinRespectofDepreciationofDonatedAssets

(122) (142)

TOTAL COMPREHENSIVE ExPENSE FORTHIS PERIOD

(5,919) (2,554)

Our Accounts11

AfullsetoftheauditedAnnualReportandAccountsofAintreeUniversityHospitalsNHS

FoundationTrustcanbeobtainedviaourwebsite.



Statement of Financial Position as at31st March 2010

31st March

2010£000

31stMarch2009£000

1stApril2008£000

NON-CURRENT ASSETS

IntangibleAssets 0 0 161Property,PlantandEquipment 171,382 146,312 142,637

TradeandOtherReceivables 1,043 1,210 1,059

Total Non-current Assets 172,425 147,522 143,857

CURRENT ASSETS

Inventories 979 835 899


CashandCashEquivalents 11,457 30,918 37,777

Total Current Assets 21,424 41,788 47,684

CURRENT LIABILITIES

TradeandOtherPayables (19,141) (16,794) (19,624)

Borrowings (227) (73) (73)

Provisions (2,077) (1,786) (2,054)

TaxPayable (3,484) (3,214) (2,951)

OtherLiabilities (6,272) (5,625) (6,271)

Total Current Liabilities (31,201) (27,492) (30,973)

Total Assets Less Current Liabilities 162,648 161,818 160,568

NON-CURRENT LIABILITIES

Borrowings (5,943) (161) (234)

Provisions (725) (783) (1,048)

OtherLiabilities (901) (1,032) (1,334)

Total Non-Current Liabilities (7,569) (1,976) (2,616)

Total Assets Employed 155,079 159,842 157,952

FINANCED BY

PublicDividendCapital 113,434 112,278 107,834

RevaluationReserve 25,479 34,000 38,133

DonatedAssetReserve 1,842 1,926 2,057

IncomeandExpenditureReserve 14,324 11,638 9,928

TOTAL TAxPAYERS’ EQUITY 155,079 159,842 157,952

Statement of Financial Position as at31st March 2010

33

31st March

2010£000

31stMarch2009£000

1stApril2008£000

NON-CURRENT ASSETS

IntangibleAssets 0 0 161Property,PlantandEquipment 171,382 146,312 142,637


Total Non-current Assets 172,425 147,522 143,857

CURRENT ASSETS

Inventories 979 835 899


CashandCashEquivalents 11,457 30,918 37,777

Total Current Assets 21,424 41,788 47,684

CURRENT LIABILITIES

TradeandOtherPayables (19,141) (16,794) (19,624)

Borrowings (227) (73) (73)

Provisions (2,077) (1,786) (2,054)

TaxPayable (3,484) (3,214) (2,951)

OtherLiabilities (6,272) (5,625) (6,271)

Total Current Liabilities (31,201) (27,492) (30,973)

Total Assets Less Current Liabilities 162,648 161,818 160,568

NON-CURRENT LIABILITIES

Borrowings (5,943) (161) (234)

Provisions (725) (783) (1,048)

OtherLiabilities (901) (1,032) (1,334)

Total Non-Current Liabilities (7,569) (1,976) (2,616)

Total Assets Employed 155,079 159,842 157,952

FINANCED BY

PublicDividendCapital 113,434 112,278 107,834

RevaluationReserve 25,479 34,000 38,133

DonatedAssetReserve 1,842 1,926 2,057

IncomeandExpenditureReserve 14,324 11,638 9,928

TOTAL TAxPAYERS’ EQUITY 155,079 159,842 157,952



34

April 2009 Carol Bermingham

HealthcareAssistant,CoronaryCareUnit

May 2009 Diane JeffersMedicalSecretary,Ophthalmology

June 2009 Kerry TitherStaffNurse,Ward17

Year

July 2009 Jean Brown

HealthcareAssistant,EndoscopyUnit

August 2009 Paul PrescottHealthcareAssistant

September 2009 Dave WilliamsClericalOfcer,Prostheticand

WheelchairCentre

October 2009 Dawn WoolsgroveRadiologyDepartmentAssistant

November 2009 Debbie ClarkBreastCareNurse

December 2009 Shirley BradyMatron,ThoracicMedicineand

Haemotology

January 2010 June CarrOutreachCo-ordinator,

CriticalCare

February 2010 Vanessa Beattieand Maria Guerin

ThoracicMedicine

March 2010 Shiney PaulStaffNurse,Ward6

The Trust’s Employees of theMonth 2009/10



TheTrustwasnamedasaTopHealthcare100

Employerforthesecondyearinarow,andhas

beenplacedsecondTeachingTrustnationally.

Thisdocumentisavailableinotherformatsuponrequest.



Aintree University Hospitals NHS Foundation Trust

UniversityHospitalAintree,LongmoorLane,LiverpoolL97AL

Telephone:01515255980

Email: [email protected]:www.aintreehospitals.nhs.uk

Documents

Aintree Hospitals