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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 ............................................................................................................................ 17 ACCOUNTABILITY REPORT ..................................................................................................... 25 Directors Report ...................................................................................................................................... 26 Remuneration Report ............................................................................................................................. 46 ANNUAL GOVERNANCE STATEMENT ........................................................................................ 70 QUALITY ACCOUNT ..................................................................................................................... 85 ANNUAL ACCOUNTS…………………………………………………………………………………….157 ANNUAL REPORT 6 | P a g e INTRODUCTION Statement of Chairman and Chief Executive At Robert Jones and Agnes Hunt NHS FT we aspire to deliver world class patient care. As a high quality specialist orthopaedic hospital our core purpose is to care for our patients, our staff and our finances. We are extremely fortunate in having experienced and dedicated staff who are fully focussed in delivering excellence. The following Annual Report details our performance for the 2017/18 financial year. The report outlines our key objectives and how we have progressed against these; it describes our governance arrangements, and provides detail on the important aspects of quality and finance which underpin our organisational achievements. The full performance report across all these areas is contained within this document. There is so much from the last year that we can look back on with pride – not least the visit of HRH Princess Alexandra in July. The Princess came to officially open our £15.1 million theatre and oncology building, and also presented the inaugural Dame Agnes Hunt Nursing Medal to one of our staff, Sister Glenna Hardy as well as unveiling a sculpture in memory of popular hospital resident Percy the Peacock. We were also delighted by the wonderful feedback we have received from our own patients over the past 12 months. In the Adult Inpatient Survey 2016, published in June last year, we were ranked as No 1 in the country for overall patient experience. At the time of writing we have seen our own data for the 2017 report but are still waiting for the publication of the benchmarking report that will allow us to see how we compare this time. What we can say is that our own report makes, if anything, even better reading than a year ago and reflects the high regard in which we are held by our patients. Just recently we were able to report truly sensational Patient Recorded Outcome Measures (PROMs). Our PROMs data showed us to be delivering greater health gains for hip and knee replacement patients than any of the other specialist orthopaedic providers. That truly is something to be proud of. The year got off to a perfect start with the news last May that we had been taken out of breach of licence by our regulator, NHS Improvement. That was a significant milestone as we had worked so hard to get to that point. One of the key contributors that had seen the organisation in breach in the first place was its performance in terms of access and waiting times. I’m pleased to say we have achieved a continued reduction in 52-week waiters and have also improved steadily against the Referral to Treatment (RTT) standard, with a year-end position of circa 91%. We also had work to do around culture in the organisation. We took that challenge head-on with the Rebuilding Relationships Programme and by improving behaviours through embedding our values and cultural characteristics. As we take this work forwards, we will switch the emphasis a little to talking about what every member of staff can do to help ‘Make The Difference’ and really turn this into an extraordinary place to work. 7 | P a g e The improvements we have made were evident in the results of our Staff Survey. This showed we had got better at learning from incidents and we have also made significant strides in improving the communication between senior managers and staff. Our quality focus is essentially underpinned by robust and sound business management, which is demonstrated in our delivery of a surplus of £0.546 million in 2017/18. This surplus was in line with our control total set by NHS Improvement and therefore made us eligible for additional sustainability and transformation funding worth a further £1.807 m. This will provide a basis for our future growth and development, enabling re-investment to improve care for patients. In the current financial climate across the NHS it was quite an achievement, and one of which we are very proud. Over the next 12 months, we will look to build on our recent successes and continue to grow. As part of the local health system we will look to continue to develop our services outside the walls of the hospital and with a real focus on preventative care and treatment. The current climate may be a challenging one, but we are confident that we are well equipped to meet those challenges and to thrive. Frank Collins Mark Brandreth Chairman Chief Executive 8 | P a g e Highlights of the year The Trust has, like many NHS organisations, had a challenging year but there have been many highlights: HRH Princess Alexandra returned to National award winners included RJAH in July 2017 – 10 years to the day Technical Instructor Derek Williams, who since her first visit – to officially open the won the Care and Innovation Award at £15.1 million theatre and oncology the Spinal Injuries Association (SIA) building. Rebuilding Lives Awards. A rare treatment called Autologous Rebecca Warren, Ward Manager on the Chondrocyte Implantation (ACI) – used Midland Centre for Spinal Injuries, won on a type of arthritis in the knee and only the Outstanding QARANC Reservist currently available at RJAH – won Clinical Professional Development Award approval for use on the NHS after 20 at the Cavell Awards. years of trials led by the late Professor James Richardson. The Trust enlisted nearly 200 patients as part of the 100,000 Genomes Project – a RJAH signalled its commitment to Government funded programme using patients who serve in military roles by genetics to help improve knowledge and signing up to the Armed Forces covenant. treatment of rare diseases. An investment of £500,000 was made to Research Associate Dr Charlotte Hulme bring the hospital into the 21st century showcased her work in Parliament as one with 200 state-of-the-art beds installed of only 45 researchers – from over 600 across the site. who applied – selected to present at a prestigious event at the Palace of The Trust was a finalist in the Provider Westminster. Trust of the Year category at the HSJ Awards. Chief Executive Mark Brandreth The high standard of work experience was a finalist in the Chief Executive of the offered to young people at RJAH was Year category at the same event. recognised with the Fair Train Work Experience Quality Standard bronze The Trust was ranked No 1 in the country award. for overall patient experience in the Adult Inpatient Survey 2016, which was All sugar-sweetened drinks were phased published in June 2017. out of the restaurant, shops and cafes at RJAH as part of an NHS-wide drive to Our neuromuscular team were part of a promote healthy lifestyles. North West Neuromuscular Network which was awarded ‘Network of Everyone at RJAH was grateful to the 23 Excellence’ status by Muscular Dystrophy runners who took part in the London UK. Marathon to support the hospital’s own charity – raising an incredible £46,000 in A fundraising project was launched in the process. partnership with Horatio’s Garden to raise more than £600,000 which will provide a stunning garden area for spinal injury patients. 9 | P a g e PERFORMANCE REPORT 10 | P a g e Overview of Performance Our commitment to our patients was also evidenced with
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