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Annual Report & Accounts ANNUAL REPORT & ACCOUNTS 2017/18 Aintree University Hospital NHS Foundation Trust Annual Report and Accounts 2017/18 Presented to Parliament pursuant to Schedule 7, Paragraph 25 (4) (a) of the National Health Service Act 2006 Contents Chairman’s Foreword 6 Quality Report 2017/18 66 3 Performance Report 8 1 Governance & Organisational n Overview 10 4 Arrangements 124 Aintree University Hospital NHS Foundation Trust 10 n Code of Governance 126 Chief Executive’s statement on Council of Governors 126 Aintree’s performance in 2017/18 14 • Nominations Committee 128 • Achievements in 2017/18 16 • Membership & Membership Committee 128 Key issues and risks in delivery Board of Directors 129 of Trust objectives 20 • Audit Committee 135 Going concern disclosure 21 • Remuneration & Nominations Committee 138 n Performance Analysis 22 n Head of Internal Audit Opinion 139 Operational Performance 22 Financial Performance 26 n Statement of the Chief Investing in the Estate Infrastructure 29 Executive’s responsibilities Corporate & Social Responsibility 30 as Accounting Officer 140 • Community Engagement 30 • Sustainability and Environmental Performance 31 n Independent Auditors’ Report 141 • Equality, Diversity & Inclusion 33 n Annual Governance Statement 2017/18 148 Accountability Report 34 2 n Directors’ Report 36 Accounts 2017/18 154 Board of Directors 36 5 Foreword to the Accounts 156 NHS Improvement’s Single Oversight Framework 37 Accounts for the 12 months Quality Governance 39 April 2017 to March 2018 157 Responding to Patients 40 Volunteers Service 42 Research & Development 43 n Staff Report 49 Staff Engagement & Well-being 49 • Education & Learning 50 • Staff Survey 51 • Improving Staff Health & Well-being 54 • Occupational Health 56 Off-payroll arrangements 57 Remuneration Report 62 © 2018 Aintree University Hospital NHS Foundation Trust Chairman’s Foreword Welcome to our 2017/18 Annual Report where we share with you some of Aintree’s achievements and challenges over the past year in providing services to our communities across North Mersey. of Cambridge in September 2017. the role of Transaction Integration We are acutely aware that the the inspection by the Care Quality ensuring that Aintree continues to This event gave us the opportunity Director to focus full-time on the NHS faces unprecedented demand Commission (CQC) in October 2017, provide the highest quality care and Our patients have remained at to showcase the £35m state-of-the- proposed merger with The Royal for its services, with all providers although we were delighted that the best possible experience for those art facilities, recognise the staff who the heart of all we do with our Liverpool & Broadgreen University under pressure to find new ways the inspection team found much who need it – deserve our praise and had worked on the development and staff consistently going beyond Hospitals Trust. Beth Weston joined of delivering services against for us to be proud of and rated the recognition. They continue to rise acknowledge the £1m contribution to the Board as the Trust’s Chief a backdrop of a tough climate overall care at Aintree as ‘good’; to the challenges that operational the call of duty to provide our the construction of the helipad by the Operating Officer and Sue Green, for public spending. Part of our and identified pharmacy as having pressures bring and demonstrate patients with outstanding care. HELP Appeal. Director of People & Corporate Affairs response to this challenge has been outstanding practice. We recognise their competence and compassion left the Trust on 31 March 2018. to take steps, in collaboration with there is still more to do and we are every single day. In March 2018, the Board decided our partners, to transform the working quickly on those areas where to invest £8m in improving our Life in the NHS continues to be The Board has continued to delivery of healthcare services. we need to improve the quality of services. Investments were made in challenging but also rewarding – meet with our staff through the through traditional and social media services for our patients. a number of critical areas including our patients have remained at the Aintree’s local population is an ‘Conversations with the Board’ and by and many people now follow us on nurse staffing, Accident & Emergency, heart of all we do with our staff increasingly ageing one with We have made significant visiting most areas of the Trust with Twitter and other media. medicine for the elderly, general consistently going beyond the call patients having many co-morbidities effort, working with our staff the Director Walk Rounds. The Board surgery and general medicine. The Council of Governors continues of duty to provide our patients with and, in common with other NHS and with external partners to Conversations in particular allowed us Although this would increase the to support the organisation to meet outstanding care. organisations, our hospital is make improvements in our A&E to hear the views of our staff about planned deficit for 2018/19, the the needs of patients and provides extremely busy with more patients performance. Although we did not patient safety as well as listening to We welcome the on-going support Board was unanimous in its view that constructive challenge to the Board in attending our Accident & Emergency achieve the 4-hour standard, we were their concerns and the impact on we receive from all our partners but, maintaining safe, responsive and line with its statutory duties. We said Department than ever before. Our identified as the most improved Trust them from the increased operational most importantly, we are grateful to effective patient services was more goodbye in July to those governors urgent care and emergency services through the winter period which the pressures. The role of the Board is our staff and our volunteers whose important. who had completed their term of came under significant pressure in Board has recognised as a significant to ensure we try and do something commitment to Aintree and our office and welcomed new governors 2017/18 but, throughout it all, we achievement. about those concerns where we can. We continue to benefit from working patients will help us to deliver the to the Council. Our volunteers play remained focused on delivering the closely with a range of local partners future they deserve. As ever, the motivation and We are proud of Aintree and, despite an important part in the life of our highest quality health care. If at times including MPs, NHS commissioners, dedication of our staff has been the financial pressures facing us, want hospital and I am honoured and we fall short of expectations, we local authorities, universities and truly magnificent. All of them - those to ensure that the hospital provides humbled by their unfailing support to make every endeavour to put things the third sector, plus other NHS on the frontline providing care or the right environment for treating our patients. right and learn from the experience organisations and employers to behind the scenes supporting clinical our patients and for staff to work in. Dr Neil Goodwin CBE to the benefit of our patients. ensure that we play an active part in We welcomed a new Medical Director, services and those who keep our We were delighted, therefore, after Chairman the life of the communities we serve Dr Tristan Cope, and a new Chief We were very disappointed to receive Trust functioning every day who three years of development, to have and further afield. We share stories Nurse, Dianne Brown, in April 2017. an overall rating for the Trust of patients might never meet but who, our Urgent Care & Trauma Centre about this collaborative working and During the year, our Deputy Chief ‘Requires Improvement’, following nevertheless, play a vital role in officially opened by the HRH Duke promote our service developments Executive, Angie Smithson took up 6 Aintree University Hospital NHS Foundation Trust Aintree University Hospital NHS Foundation Trust 7 1 Performance Report What we do Aintree is a recognised centre for multi-disciplinary health research and education, enjoying close collaboration with On average we see over 421,000 outpatients, 168,000 the University of Liverpool, Edge Hill University, Liverpool Overview A&E / Walk In Centre attendances and admit over 93,000 John Moores University, the University of Chester and patients each year. other NHS Trusts. The training and education of staff The Trust is one of the largest local employers with over combined with our clinical research impacts positively on 4,900 staff working at Aintree and also delivering services the care we provide for our patients by helping to attract This section provides summary information about Aintree in the community. We are recognised for our support of the very best staff. University Hospital NHS Foundation Trust, our purpose, our staff through training (including our award winning At the end of 2017/18, the Trust had non-current assets of apprenticeship programme) and our engagement and over £186 million and an annual income in excess of £350 the key risks to the achievement of our objectives and staff development programmes. million. We contract with over 20 commissioning bodies, how the Trust has performed during the year. including those in North Wales and the Isle of Man. Aintree University Hospital NHS Foundation Trust is a large 682,507 Patients seen per year teaching hospital in Liverpool 400 serving a population of around doctors 330,000 in North Liverpool, South Sefton and Kirkby. Our vision is: to be a leading provider of the 167,791 421,501 46,673 Visits to our A&E highest quality healthcare. 1,290 Outpatients Inpatients Department and the 4,900+ nurses Walk In Centres members of staff We became a NHS foundation trust on 1 August 2006 established as a public benefit corporation authorised under the National Health Service Act 2006.
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