DOCSLIB.ORG

Report Final AW 2

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Report Final AW 2 This Annual Report is available in other languages and in large print. Please contact the Trust Offices for further details. With grateful thanks to PKL Healthcare, leading specialist in fast-track healthcare facilities. Leading the movement in excellence The Robert Jones & Agnes Hunt RESEARCH Orthopaedic & District Hospital NHS TRUST Oswestry, Shropshire SY10 7AG TRAINING Tel: 01691 404000 Fax: 01691 404050 Email: [email protected] CLINICAL EXCELLENCE Website: www.rjah.nhs.uk The Robert Jones and Agnes Hunt Orthopaedic and District Hospital NHS Trust. Best practice.. Annual Report 2004/5 Contents Introduction 3 Our history, background, mission and vision Best placed 4 The Chairman and Chief Executive give their views. Best management structure 6 Board membership; how we are organised. Best achievements 8 Review of another record-breaking year. Best partnerships 10 Working together to make this hospital thrive. Best performance 12 Meeting targets through innovation, excellence and hard work. Best management 14 A tight, efficient framework for running an excellent Trust. Best patient experience 16 How we protect patients’ interest, and how they see us. Best innovation 18 Modernisation and quality initiatives, from the ground up. Best use of investment 20 Targeting funds for maximum effect.. Best employment practice 21 Helping our people fulfil their potential for everyone’s benefit.. Best today, best tomorrow 22 The strategic review confirms a clear vision of the future. Operating and Financial Review An eight-page summary booklet. 16 of the best.. Just a few of the 1,000-plus clinicians, managers, staff and volunteers who work tirelessly to make the RJAH an internationally reknowned centre of excellence. Back, L-R: Judy Lloyd, Matron; Angela Hughes, Health Care Assistant; Pauline Cream, Radiographer; Lee Hayden, Maintenance Team; Ray Salisbury, Gardener; Preston Fletcher, Patient Access Manager; Linda Pugh, Physiotherapist; Richard Spencer-Jones, Consultant; Michelle Watson, Occupational Therapist. Front, L-R: Kate Haining, Registered General Nurse; Helen Hughes, League of Friends; Atty Hemming, Personal Assistant; Brenda Mates, Housekeeper; Pam Campbell, Catering; Sue Pugh, Matron; Chris Austin, Appointments Supervisor. 2 Introduction The Robert Jones and Agnes Hunt Orthopaedic and District Hospital NHS Trust is an NHS hospital specialising primarily in bone and joint disorders, with specific additional areas of expertise including spinal disorders and metabolic disorders affecting muscular development. It was founded by a visionary nurse and an eminent orthopaedic surgeon early in the last century. Dame Agnes and Sir Robert pioneered concepts commonplace today, but unheard-of in the first half of the 20th century. They established traditions of innovative treatment, care, dedication and professionalism which still guide the Trust. Their legacy has been a hospital which continually raises standards, one which pushes boundaries in areas like community-based care, holistic approaches to treatment and multi-disciplinary working between clinicians, physiotherapists and other professionals. The hospital achieved Trust status in 1994. It strives for continual, improving excellence in clinical care, research and training; all three areas are strengthened by a culture of cross-fertilisation and co-operation. The Trust is ideally placed to serve orthopaedic and musculo-skeletal professionals in the UK and abroad. The Trust is well placed near Oswestry in north-west Shropshire to serve Welsh and English patients, also offering care and employment to the local population. Around 1,000 people work on the site. Patients’ written comments and external auditors repeatedly comment on their enthusiasm and dedication. Mission and Vision Statement The RJAH is a specialist elective orthopaedic hospital, committed to providing the best possible clinical care, training and research in its field, benefiting the people of England, Wales and beyond. The Trust manages its business through a culture of continual improvement. Governance and monitoring frameworks are appropriately developed to minimize risk, maximize efficiency and above all, to deliver the best possible outcomes for patients. The Trust seeks to develop partnerships and clinical networks to enhance these objectives. 3 Best placed I arrived at the Trust in January, aware of its excellent reputation. Everything I had heard has been borne out by the professionalism and dedication of the people I have met here. The high-powered National Orthopaedic Project commented that this was a well-run, efficient Trust, and I heartily endorse that. I took over just as the positive benefits of tighter financial control, efficiency initiatives and more effective and open governance arrangements began to show. Continual improvement on all of these fronts is crucial if we are to meet the challenges highlighted in the Strategic Review. Happily, the whole workforce has demonstrated its ability to innovate and change. The willingness of staff to initiate improvements is particularly encouraging. Also vital is the development of new and existing partnerships and alliances. These bring out the best in our organisation, enhance our value and ultimately benefit our patients. Patients are clearly at the centre of all that we do at the RJAH, and that philosophy has led to a fund of goodwill towards our Trust among local people and stakeholders. The scale and generosity of the Trust’s voluntary supporters also bear this out – just look at the new pool, for example! – and we are very grateful for the funding and hard work they provide on a daily basis. All of the factors I have outlined combine to make our hospital a very special and unique institution. Building on them will underpin our future success. David Sear Chairman From left: Consultant Stuart Hay with Chairman David Sear, Chief Executive Jackie Daniel and Pre-operative Assessment Unit Manager Elizabeth Reece. 4 Best placed The watchdog Healthcare Commission awarded the RJAH a maximum three stars in its annual ratings for 2004/05, with our Trust hitting the top performance band in both clinical and patient focus. This was a magnificent achievement, particularly in a year of difficult circumstances. I am delighted to be able to introduce my annual thank-you to everyone at the hospital with such a ringing endorsement of their efforts. We broke even financially, helped by an extraordinary response to requests for continuing cost reductions. As NHS Trusts nationwide wrestle growing deficits, we see real signs that the RJAH has turned the corner. We met all waiting list demands, coping with the phasing-in of the tighter English and Welsh targets. Activity records were smashed again, with absolutely no compromises in patient care. The new modular theatre, with capacity for 1,000 procedures annually, was a key factor. It took around 14 weeks from approval to receiving the first patient – a breathtaking achievement. Meanwhile, we carried out our Strategic Review. Such deep analysis naturally causes anxiety among the workforce and local population. I hope that the results bring confidence and comfort. We now have a rigorously tested, clear picture of where we stand; we recognise our strengths and weaknesses; understand exactly what we really are…and what we really are not. This insight puts us in a much stronger position to negotiate a sound, thriving future for the Trust. The Review’s high estimation of our people’s hard work, skill and dedication came as no surprise. I am proud of everyone here, and grateful for their accomplishments. New challenges keep piling up, but I know they have what it takes to overcome them. Jackie Daniel Chief Executive 5 Best management structure Non-Executive Directors Effective management of risk and performance runs through the Trust’s Board Assurance framework. This integrated approach allows the Trust to monitor, evaluate and enhance performance efficiently. Duplication is avoided, priorities and goals are clearly defined. The Board Assurance Identification of how risk Michael David Sear Jennifer Framework covers every is measured. Bolderstone Chairman Bayliss area of activity within a Chairman (From 1.1.05) Non-executive standardised format which The committee reviews and (Until 31.12.04) Runs a management Director (Until 1.9.04) Chairman for over four consultancy advising local Involved in various training, sets deadlines and identifies manages the Risk Register, years, after eight years as authorities, housing education and staff projects vice-chair of the Princess associations and other in the NHS, including a lead personnel for action. reporting significant risks to Royal in Telford, public sector bodies spell as training manager The framework ensures the Trust Board via the Shropshire’s first NHS nationally. His background at the Royal Shrewsbury Trust. Built up own dairy is in accountancy, mostly Hospital. Member of delivery of objectives. Key Management Board. business and served in the public sector. Spent Shropshire Community groups are: nationally as President of five years as a non- Health Council until the National Dairyman’s executive director on the appointment. Takes a keen Estates and Facilities, Association and Chairman Board of the Shrewsbury interest in local community of the National Dairy Council. and Telford Hospitals Trust. activities. The Trust Board – sets Human Resources, MTBVM ACRCVM MTBVM ACRCVM MTBVM ACRCVM strategic aims and reviews Operations, Research management performance. and Finance Committees
Load more

Recommended publications
  • The Robert Jones & Agnes Hunt Orthopaedic & District Hospital NHS
    The Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust The Robert Jones & Agnes Hunt Orthopaedic Hospital Quality Report Twympath Lane Gobowen Oswestry Shropshire SY10 7AG Tel: 01691 404000 Date of inspection visit: 6 – 8 October 2015 Website: www.rjah.nhs.uk Date of publication: 03/03/2016 This report describes our judgement of the quality of care at this hospital. It is based on a combination of what we found when we inspected, information from our ‘Intelligent Monitoring’ system, and information given to us from patients, the public and other organisations. Ratings Overall rating for this hospital Requires improvement ––– Medical care Requires improvement ––– Surgery Good ––– Critical care Requires improvement ––– Services for children and young people Requires improvement ––– Outpatients and diagnostic imaging Requires improvement ––– 1 The Robert Jones & Agnes Hunt Orthopaedic Hospital Quality Report 03/03/2016 Summary of findings Letter from the Chief Inspector of Hospitals The Robert Jones & Agnes Hunt Orthopaedic Hospital is part of The Robert Jones & Agnes Hunt Orthopaedic Hospital NHS Foundation Trust. The hospital is one of the UK’s five specialist orthopaedic centres. It provides specialist and routine orthopaedic care to its local catchment area, and specialist services both regionally and nationally. We inspected this hospital in October 2015 as part of the comprehensive inspection programme. We inspected all of the core services provided by the hospital. We visited the hospital on 6, 7 and 8 October as part of our announced inspection. We also visited unannounced to the hospital on Thursday 15th October 2015. Overall we have rated this hospital as requires improvement.
    [Show full text]
  • The Midland Spinal Injury Unit at the Robert Jones and Agnes Hunt Orthopaedic Hospital, Oswestry
    PARAPLEGIA lectures on specific problems in spinal lesions and rehabilitation. In the course of this programme we also train physiotherapists, occupational therapists and, above all, nursing staff. Refresher courses may take one to three days, while more comprehensive training courses take three to four months. Candidates for a doctor's degree are working in smaller groups when investigating special pro­ blems of paraplegia. Through scientific congresses and by advanced training courses for physicians and surgeons we are trying to collect and widen our experiences in this particular subject of medicine. We seek, as other specialists do, close co-operation with other branches of medicine which are involved in the treatment of paraplegics and tetraplegics. In order to achieve such a close relationship we are going to organise inter­ disciplinary lectures to stimulate the exchange of experiences with other branches of medicine. Another field of importance to which we give much attention is documenta­ tion and collecting of material dealing with rehabilitation as a special medical problem. In this respect we have established contact with other paraplegic units to pool experience on both medical and social problems. One day when discussing rehabilitation problems with a well-known professor and director of a large university hospital, he expressed concern that a rehabilitation centre for paraplegics of the size of the Heidelberg centre might, like a hydro­ cephalus, disturb the organisational equilibrium of a hospital. While I can understand his concern, I cannot accept this view at all. I believe that a rehabilita­ tion centre of this size may certainly become an important section of a large hospital and it may even become an integral part of the whole medical faculty of a university and may, by its initiative and work, exert a beneficial influence on other sections of the hospital and medical faculty as a whole.
    [Show full text]
  • 2005 Iowa Orthopedic Journal
    Designed for Wear Reduction • Improved Function • Optimal Kinematics4 VOLUME 25 2005 THERE IS A DIFFERENCE The Iowa Orthopaedic Journal DEPUY ROTATING PLATFORM KNEE 1 REDUCED WEAR BY 94% Polyethylene wear has been associated with osteolysis in the knee.2,3 * The rotating platform knee, used with GVF JOURNAL ORTHOPAEDIC THE IOWA polyethylene, reduced wear by 94% when compared to a fixed bearing knee. Results based on knee simulation testing. Available only from DePuy Orthopaedics. Trusted Innovation. 1 ASTM Symposium on Cross-linked Thermally Treated Ultra High Molecular Weight Polyethylene for Joint Replacements (data on file). Miami Beach, Florida Nov. 5 and 6, 2002. 2 Lewis, Peter; Cecil H. Rorabeck, Robert B. Bourne and Peter Devane. “Posteromedial Tibial Polyethylene Failure in Total Knee Replacements.” CORR Feb. 1994: 11-17. 3 Cadambi, Ajai, Gerard A. Engh, Kimberly A. Dwyer and Tuyethoa N. Vinh. “Osteolysis of the Distal Femur After Total Knee Arthroplasty.” The Journal of Arthroplasty Dec. 1994: 579-594. * GVF - Gamma Vacuum Foil IMPORTANT • The presence of osteomyelitis, pyrogenic infection or other overt infection of the These include: This Essential Product Information sheet does not include all of the information nec- knee joint; essary for selection and use of a device. Please see full labeling for all necessary infor- • Patients with loss of musculature or neuromuscular compromise leading to loss of •Vascular deficiency at the bone site; mation. function in the involved limb or in whom the requirements for its use would affect •Inadequate bone stock to assure both a firm press fit and close apposition of the cut recommended rehabilitation procedures.
    [Show full text]
  • A Tribute to the Midlands Centre for Spinal Injuries with the Help of Princes, Pioneers and Poets
    Spinal Cord (2001) 39, 109 ± 111 ã 2001 International Medical Society of Paraplegia All rights reserved 1362 ± 4393/01 $15.00 www.nature.com/sc A tribute to the Midlands Centre for Spinal Injuries with the help of princes, pioneers and poets `Then we set out for Whitchurch and Oswestry. As we the island of Iona in the Hebrides and found entered their territory, we were met by the Princes of refuge in a monastic settlement where he became a Powys . and others . we spent the night at Christian. Oswestry, that is the tree of Saint Oswald . we were In 634, several battles and killings later, Oswald entertained most splendidly and sumptuously in the succeeded Edwin as king of Northumbria and ruled English fashion by William Fitz Alan, a hospitable over a large part of Britain. In 641 transfer of power young nobleman . .'.1 This is how Gerald of Wales, a occurred in the usual fashion when King Oswald was priest and historian who accompanied Baldwin, defeated and slain by King Penda of Mercia at the Archbishop of Canterbury on his travels through battle of Maserfeld, which then became Oswald's Tree, Britain in 1188, described a visit to Oswestry. In Oswestry.6 Things eventually calmed down and times Spinal Injuries, Oswestry is best known for its Robert became less `troublous', as they used to say. Jones and Agnes Hunt Orthopaedic Hospital, which Not far from Oswestry lies the town of Wrexham, presently celebrates the centenary of its foundation.2±5 with its Church of St. Giles (who used to be the This hospital, unlike so many others, does not bear the patron saint of the cripples, before they became the name of a religious or royal patron, but commemorates disabled).
    [Show full text]
  • Choosing Your Hospital, Contact: Choosing Your Hospital
    hospital your Shropshire County Primary Care Trust Choosing PHOTOGRAPHY COPYRIGHT: ALAMY, GETTY, JOHN BIRDSALL, NHS LIBRARY, REX, SPL, ZEFA/CORBIS copy of this booklet is also Crown copyright 2005. available on: www.nhs.uk A Tel: 01743 492038 Shrewsbury SY3 8DN Bicton Heath Shelton Hospital Site Quality Directorate PALS Co-ordinator Tel: 01743 285619 Shropshire SY3 7NR Shrewsbury Belle Vue Prospect House Suite 1A Booking and Information Bureau For more help with choosing your hospital, contact: © 270744/180 What is patient choice? Things to think about If you and your GP decide that you need to see a specialist Where can I go for treatment? for further treatment, you can now choose where to have You might already have experience of a particular hospital or know someone who has. Now you can choose – where would you like to go? Or, if you like, your treatment from a list of hospitals or clinics. From April, your GP can recommend a hospital where you can be treated. you may have an even bigger choice – full details will be How do I find out more information on the NHS website (www.nhs.uk). about my condition? Your GP should be able to give you the answers to some of the questions This guide explains more about how the process works. you have. Or contact NHS Direct: visit www.nhsdirect.nhs.uk or call It also gives you answers to some questions you may have. 0845 4647 and ask to speak to a health information advisor. Plus, there are details of the hospitals you can choose and How long will it take? some information to help you choose the one that will be How quickly do you want to be treated? Would you be willing to travel best for you.
    [Show full text]
  • Sources 1. the Heritage of Oswestry: the Origin and Development of the Robert Jones and Agnes Hunt Orthopaedic Hospital, Oswestry 1900-1975
    HISTORICAL FACTSHEET No 9 The Hospital in World War Two At the outbreak of war in 1939, the Board of Management decided that civilian orthopaedic patients should continue to be treated, whatever arrangements were made for members of the armed forces. The hospital was designated a base hospital and reorganised under the Ministry of Health Emergency Service. Government funds were provided and extra huts built to accommodate service patients. Hospital life continued as normally as possible during the war years. Providing a proper ‘black-out’ on open-air wards was difficult to achieve, and much of the night nursing had to carried out by torchlight. Treatment of children was largely moved away from the main site, with the establishment of hospital annexes. In 1940 Lord Kenyon provided 60 beds at his Gredington estate near Whitchurch, and in 1941 another annexe was opened at Aston Hall, a country house on the outskirts of Oswestry. By the end of the war, the total number of beds available in the hospital plus annexes had almost doubled: in 1939 there were 360 beds, and from 1942 to 1945 there were 715. Battlefield casualties were at first not as numerous as those at Baschurch during the First World War, but they began in earnest after the invasion of Europe. After the D-Day landings in June 1944, two wounded paratroopers arrived within 48 hours. A train shuttle service from Gobowen station brought a steady stream of wounded men to the hospital. There was a huge workload in the operating theatre. Operations began at six a.m., with a four a.m.
    [Show full text]
  • Oswestry Shropshire SY10 7AG Mark Brandreth Chief Executive Officer Telephone
    The Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust Private & Confidential Oswestry Shropshire FREEPOST SY10 7AG NHS FF CONSULTATION Mark Brandreth Chief Executive Officer Telephone: 01691 404358 Minicom/text: 01691 404558 Email: [email protected] www.rjah.nhs.uk 11th September 2018 Dear Sir / Madam, RE: Future Fit Consultation As a specialist hospital provider delivering healthcare services to the population of Shropshire, Telford & Wrekin, together with North & Mid Wales, The Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust (RJAH) are supportive of the proposed models provided within the Future Fit consultation and some of our senior clinicians have been involved in the process to date. As you are aware there are a number of surgeons employed by RJAH that support delivery of the orthopaedic trauma rotas at SaTH. Dependent on the location of the emergency site this could impact the requirement of the number of surgeons to fulfil such rotas due to travel distances, provision of fracture clinics and trauma ward rounds, with the subsequent implications for the workforce and the likely additional cost. With this in mind we therefore support the proposal as set out for option one, seeing RSH at the primary emergency site and PRH as the elective site. RJAH recognise that NHS Future Fit is looking to improve health services provided by Shrewsbury and Telford Hospital NHS Trust (SaTH) to meet the needs of communities across Shropshire, Telford and Wrekin and mid Wales. We understand that the changes suggested will look to address long standing staffing issues that impact on the care that can be provided.
    [Show full text]
  • Waugh, William. John Charnley: the Man and the Hip
    HISTORICAL FACTSHEET No 13 Oswestry Surgeons and Physicians Sir John Charnley 1911-1982 Resident Surgeon for six months in 1946 Framed photograph in the Institute of Orthopaedics Biography: Waugh, William. John Charnley: the man and the hip. London: Springer, 1990 Obituaries: Journal of Bone and Joint Surgery Vol 65B 1983, p 84-6; British Medical Journal Vol 285 21 Aug 1982, p 567; Lancet Vol 2 28 Aug 1982, p 505-6 Mr Patrick (Paddy) Corkery 1928-2007 Orthopaedic Surgeon; Registrar 1959-1961; Consultant, Oswestry/ North Wales 1965-1990 Portrait in the Institute of Orthopaedics Appointment as Consultant: Orthopaedic Illustrated No 6 1965, p 12 Obituary: BON: the Newsletter of the British Orthopaedic Association No 37 2008, p 56 Dr Alan Darby 1941-2004 Orthopaedic Pathologist; Consultant, 1986-2002 Mr Naughton Dunn 1884-1939 Orthopaedic Surgeon; Honorary Consultant, Baschurch Home, Shropshire Orthopaedic Hospital and the Robert Jones and Agnes Hunt Orthopaedic Hospital 1915-1939 Biography: Dunn, Peter M. Naughton Dunn, orthopaedic surgeon: his life and times, 1884- 1939. Reprint of a lecture given by his son to the British Orthopaedic Association, 17 April 1986 Mr John Rowland Hughes 1915-1998 Orthopaedic Surgeon; Consultant, Oswestry/ North Wales 1950-1980; Director of the Children’s Unit Portrait in the Institute of Orthopaedics Notice of retirement: Orthopaedic Illustrated No 20 1981, p 15 Obituaries: Journal of Bone and Joint Surgery Vol 80B 1998, p 932; British Medical Journal Vol 317 4 July 1998, p 83 Mr David Lloyd Griffiths 1908-1997
    [Show full text]
  • Download Program In
    FESSH 2021 Congress Program Medartis Cadaveric Masterclass live from Netherlands, Poland, Switzerland and United Kingdom Wednesday, 16 June 2021 | 08:00 - 12:00 CEST (GMT+2) | Channel 1 A patient journey after a wrist and scaphoid fracture – what can go wrong and how to be back on track. Realistic cadaveric masterclass live from the Netherlands, Poland, Switzerland and the United Kingdom. The international faculty will lead through three different treatment pathways: 1st Pathway From Complex Radius Fracture to RSL Fusion to Wrist Fusion 2nd Pathway From SL Ligament Reconstruction to Four Corner Fusion to Wrist Fusion 3rd Pathway From Scaphoid Fracture to Treatment of Scaphoid Non-Union to Four Corner Fusion or Wrist Fusion 08:00 Complex Radius Fracture 08:30 Scaphoid Fracture 09:00 SL Ligament Reconstruction 09:30 Scaphoid Plate (Scaphoid Non-Union) 10:00 RSL Fusion 10:30 Four Corner Fusion 11:00 Total Wrist Fusion 11:30 Wrist Fusion Without Arthrodesis of the CMC Joint AO Session Educational Afternoon 1 Wednesday, 16 June 2021 | 15:00 - 16:00 CEST (GMT+2) | Channel 1 A-0768 Scaphoid non-union and mal-union Renato Fricker A-0769 Malunions of the metacarpals and phalanges Alex Lluch BIRG Session - Update in Hand and Wrist Complication Management Educational Afternoon 2 Wednesday, 16 June 2021 | 16:15 - 17:15 CEST (GMT+2) | Channel 1 Chair: Max Haerle Solutions for complications in metacarpals and phalangeal reconstruction A-0770 Previous vs. innovative treatment options Stephan Schindele A-0771 Clinical case examples Niels Schep Panelists' discussion Solutions for complications in intra- and extra-articular radius reconstruction A-0772 Previous vs.
    [Show full text]
  • Effect of COVID-19 on a Rural Orthopaedic Hip Fracture Service
    Follow us @BoneJointOpen Freely available online BJO HIP Effect of COVID-19 on a rural orthopaedic hip fracture service M. S. Cheruvu, Aims D. S. Bhachu, Our rural orthopaedic service has undergone service restructure during the COVID-19 pan- J. Mulrain, demic in order to sustain hip fracture care. All adult trauma care has been centralised to S. Resool, the Royal Shrewsbury Hospital for assessment and medical input, before transferring those P. Cool, requiring operative intervention to the Robert Jones and Agnes Hunt Orthopaedic Hospital. D. J. Ford, We aim to review the impact of COVID-19 on hip fracture workload and service changes R. A. Singh upon management of hip fractures. Methods From Robert Jones We reviewed our prospectively maintained trust database and National Hip Fracture Data- and Agnes Hunt base records for the months of March and April between the years 2016 and 2020. Our as- Orthopaedic Hospital, sessment included fracture pattern (intrascapular vs extracapsular hip fracture), treatment Gobowen, Oswestry, intervention, length of stay and mortality. United Kingdom Results We treated 288 patients during March and April between 2016 and 2020, with a breakdown of 55, 58, 53, 68, and 54 from 2016 to 2020 respectively. Fracture pattern distribution in the pre- COVID-19 years of 2016 to 2019 was 58% intracapsular and 42% extracapsular. In 2020 (COVID-19 period) the fracture patterns were 65% intracapsular and 35% extracapsular. Our mean length of stay was 13.1 days (SD 8.2) between 2016 to 2019, and 5.0 days (6.3) days in 2020 (p < 0.001). Between 2016 and 2019 we had three deaths in hip fracture patients, and one death in 2020.
    [Show full text]
  • Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust
    Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust Annual Report and Accounts 2017–2018 Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust Annual Report and Accounts for the period of 1 April 2017 to 31 March 2018 Presented to Parliament pursuant to Schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 © Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust Contents CONTENTS ...................................................................................................................................... 5 ANNUAL REPORT ........................................................................................................................... 6 INTRODUCTION ........................................................................................................................... 7 Statement of Chairman and Chief Executive ....................................................................................... 7 Highlights of the year ................................................................................................................................ 9 PERFORMANCE REPORT …………………………………………………………………………10 Overview of Performance ...................................................................................................................... 11 The Trust .................................................................................................................................................. 13 Performance Analysis ...........................................................................................................................
    [Show full text]
  • Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust
    Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust Annual Report and Accounts 2018–2019 Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust Annual Report and Accounts for the period of 1 April 2018 to 31 March 2019 Presented to Parliament pursuant to Schedule 7, paragraph 25 (4) (a) of the National Health Service Act 2006 © 2019 Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust Contents CONTENTS ...................................................................................................................................... 5 ANNUAL REPORT ........................................................................................................................... 6 INTRODUCTION ........................................................................................................................... 7 Statement of Chairman and Chief Executive ....................................................................................... 7 Highlights of the year ................................................................................................................................ 9 The Trust .................................................................................................................................................. 12 Performance Analysis ............................................................................................................................ 16 ACCOUNTABILITY REPORT ....................................................................................................
    [Show full text]