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Blackpool, Fylde and Wyre Hospitals B ANNUAL REPORT ANNUAL REPORT AND SUMMARY OF ACCOUNTS 2006/07 contents 02 Review of the Year by the Chairman 04 Review of the Year by the Chief Executive 06 Trust Vision 12 Trust Profile 18 Trust Performance 24 Divisional Achievements 62 Strategy for the Future Delivery of Health Care on the Fylde Coast 64 Foundation Trust Application 67 The Trust Board 77 Trust Compliance Contained within the fold-out finance section: Audit Report; Remuneration Report; Financial Review; Summary Financial Statements; Auditors Report. REVIEW OF THE YEAR BY THE CHAIRMAN My review of the year must begin by thanking and congratulating everyone working in the Trust for the extremely mature and thoughtful way they have tackled the forecast deficit of £24m. When this was first revealed in April 2006 it seemed absolutely impossible to achieve. It was the choice of our clinicians and staff to do it in one year, rather than two which is the norm. Our financial constraints actually became a positive force for change and were fully embraced by everyone. Divisions began to examine what they did, how they did it and how things could be done differently. This resulted not only in achievement of our aim but enormous improvement in patient care as set out in the Chief Executive’s report. I sincerely thank everyone for their incredible hard work. 02 Another In the Healthcare Commission ratings tremendous we received “fair” for financial benefit to patients, management and “good” for quality not only on the of services. This was a pleasing result Fylde Coast but but we are ambitious and aim to also in South achieve an “excellent” rating in both Cumbria and categories in time. Lancashire, was the We aim to be among the top 10 opening of the Lancashire Cardiac hospitals in the UK - and in some Centre in April 2006. This is going areas we are - but we seek to achieve from strength to strength and we this in all areas. Achieving Foundation intend that the unit will be a national Trust status will assist us to reach our centre of excellence in cardiac goal. services. I have no hesitation in commending We also opened a state-of-the-art Day this Annual Report to you and to say Surgery Unit. This is now in full swing to our community that we should be and we are carrying out many more the hospital of choice for you. procedures as day cases, which patients clearly prefer. The unit has played a critical part in enabling us to Beverly Lester improve length of stay and reduce our Chairman costs. Again thanks are due to everyone involved. 03 REVIEW OF THE YEAR BY THE CHIEF EXECUTIVE Looking back to where we were at the beginning of the year and where we are now, it is quite staggering to see all that has been achieved. I would firstly like to thank every member of staff for their magnificent efforts over the past 12 months in what has been the most challenging year in the Trust’s history. In April 2006 we faced the prospect of and protection of surgical in-patient a £24m gap between income and beds has reduced the length of time expenditure. This represented around patients stay in hospital, significantly 12% of our total turnover. We drew reduced cancelled operations and up a radical series of cost reduction saved valuable resources. By running programmes, which were challenging our services more efficiently, it means and difficult to implement. These we now need fewer beds so we have involved tough decisions and caused been able to successfully reduce the great anxiety to staff. One of the most overall number of beds across the impressive outcomes of the year’s Trust by more than 200. This has also work has been the way that staff have meant that we have needed fewer responded to the challenge to look at staff and we have successfully ways to make savings through clinical redeployed more than 400 staff into services being more efficient and vacant posts. responsive. For example, the reduction 04 Not only has the Trusts nationally selected to deliver agenda been about the 18 weeks maximum waiting time cost reduction, we by December 2007 – a year earlier have also made a than planned. series of Looking to the future, we have an improvements to exciting but challenging time ahead as patient services. The we prepare for Foundation Trust new Lancashire Cardiac Centre and status, which gives every staff member Day Surgery Unit offer our patients the chance to become a member of modern, well-equipped environments the Trust and influence its and enable us to provide more development. effective care. In addition, a number of our clinical teams, supported by The on-going implementation of The effective management, have Blackpool Way is vital in order to demonstrated our ability to deliver improve the levels of job satisfaction improvements to patient care – and effective management across our shorter waiting times and significantly Trust. Our future success depends fewer cancellations whilst improving entirely on your continuing our efficiency. commitment, dedication and talent in giving our patients the best possible There have been many similar care. achievements in a wide range of areas, which are highlighted in the Thank you for your efforts in 2006/07 pages of this Annual Report, that and your continued commitment to show it is possible to deliver both high the Trust as we aim to achieve even quality and cost effective services for greater success in 2007/08. our patients. We have also reduced waiting times in Julian Hartley all areas and we are one of only 12 Chief Executive 05 TRUST VISION In April 2006 we launched our Trust’s Vision and Values. The four pillars of our Vision are supported by detailed strategic and operational plans. The development of the Trust’s Vision has been a participative process led by the Chief Executive involving more than 400 staff at all levels in the organisation. Support for the Vision was also received from our partner organisations at our fortnightly Joint Strategy Development Meetings. 06 OUR VISION To offer ‘best in NHS’ care for our patients To be the first choice for the residents of the Fylde Coast and beyond To offer outstanding value for money for the taxpayer To be a great place to work OUR VALUES We put patients at the heart of what we do We respect each other and prize teamwork We put our customers’ needs first We praise more than blame We have a ‘can do’ attitude We embrace change for the better We communicate, communicate, communicate 07 TRUST VISION 08 Trust Vision - Progress Towards Realisation GOALS ACHIEVEMENTS PLANS Offer the ‘best in This goal is measured by The Trust plans to achieve 18 NHS’ care for our achieving top 10% weeks target by December patients. performance across the NHS 2007 with support of for all Key Performance Blackpool PCT and North Indicators (KPIs). The Trust is Lancashire PCT. We plan to already in the top 10% for reduce maximum A&E waits to waiting list size, A&E 4 hour three hours from four by target, and MRSA target December 2007 also. We aim achievement. We have been to achieve an ‘excellent’ rating selected as one of 18 national for quality of service in the sites to achieve 18 weeks wait next Annual Health Check. by December 2007. Achieved Lengths of stay and day case ‘good’ for quality in the 05/06 rates are planned to reach top Annual Health Check and 3 10% performance by Star rating in 03/04 and 04/05. September 2007. Lengths of stay have been reduced from among longest in NHS to CHKS Peer average. We are one of the cleanest hospitals in the NHS with top 10% PEAT ratings. 09 GOALS ACHIEVEMENTS PLANS Be the first choice Opening of new £52m The Trust needs to improve its for the residents of Lancashire Cardiac Centre and responsiveness to referrers, the Fylde Coast Day Surgery Unit in spring particularly discharge and beyond. 2006 has enabled us to provide communication. A plan to state of the art facilities and tackle this is currently being environment for patients. New implemented. The Trust has minimally invasive surgical set a target of 10% increase in techniques for heart patients market share from key ward place us at the forefront of areas. The Trust is innovation across a Regional implementing a marketing footprint. Our performance and communications strategy against KPIs, particularly for to increase its profile and access, put us in a strong reach with referring practices position locally and regionally. and Practice Based Commissioners (PBC). Patient satisfaction needs to increase further and the Board has approved a plan to take us to top 10% performance by April 2008. 10 GOALS ACHIEVEMENTS PLANS Offer outstanding The Trust’s Reference Cost Delivery of the 2007/2008 cost value for money Index has improved from 110 improvement programme will for the taxpayer. in 04/05 to 88 in 05/06. The enable the Trust to generate a Trust has reduced its recurrent surplus at the end of 07/08 cost base by £17m to date. with further, larger surpluses Lengths of stay have reduced in 08/09 and 09/10. We are significantly and, consequently, developing ‘service line bed numbers have been reporting’ with help from reduced by 227. Clinical Ernst & Young to develop a productivity has increased with more commercial approach a reduction in the total cost and support clinical divisions per spell from £2,609 in 04/5 to to operate as ‘business units’.

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