HIGHLIGHTS OF THE YEAR This has been a year of major achievements for the Trust in many areas. Here are some of the highlights:

April 2003 October 2003 • 26 ‘modern matrons’ are appointed to lead • The Trust commissions a double-decker bus nursing throughout the Trust and improve advertising NHS careers to tour the county in a patient care. bid to boost staff numbers.

• The Trust is awarded ‘top hospital’ status by • The new £8.5m Trauma Centre at the John CHKS, which compares NHS Trusts. The award Radcliffe hospital, which opened in October reflects good performance in a number of areas, 2002, is short-listed for an NHS Building Better including low mortality rates, low readmission Healthcare Award. rates after surgery, and the short length of time people wait for planned surgery. In April 2004, • The Trust launches a campaign to encourage the Trust again achieves ‘top hospital’ status. recycling, aimed at cutting a third of its waste-disposal costs. • A team of surgeons, anaesthetists, nurses and July 2003 managers from the Trust visit three hospitals • The Kadoorie Centre opens. The Centre, which November 2003 February 2004 in Boston, USA, to see what lessons they could provides outstanding new facilities for research • On World Diabetes Day, the Government • The official opening of a new dermatology learn. The team returned with plans for and education in critical care, was funded by announces that the Trust will become one of centre at the . This provides revolutionary changes in the way in which the businessman Michael Kadoorie. seven national centres funded to carry out new operating theatres, consulting rooms and Trust organises elective surgery. These plans are pancreatic transplants. much improved patient facilities. currently being implemented across the Trust. • The Trust narrowly misses out on two stars in 2003 the Government’s performance ratings, relating • The Starter Home scheme, offering assistance • The £3.2m Takeda Wing of the Centre May 2003 to the previous financial year. to staff wishing to buy their own property, is for Diabetes, Endocrinology and • A one-stop skin cancer clinic opens at the extended, so that anyone working for the Trust is Metabolism (OCDEM) opens. The new Wing Churchill Hospital. August 2003 eligible to apply. houses leading edge research teams from Oxford • A pictorial account of the Trust’s four University who are working alongside NHS • Sir William Stubbs, former Chairman of the hospitals, by artist Jane Peart, is unveiled by • A new physiotherapy-led hand clinic starts at colleagues. The Centre now offers a Qualifications and Curriculum Authority, is Chairman Sir William Stubbs. Copies of the the Radcliffe Infirmary, funded through the combination of patient care, education and appointed Chairman. specially commissioned picture, which celebrate Government’s ‘Action on Plastic Surgery’ world class research on diabetes and endocrine people and places across the Trust, hang in programme. and metabolic disorders. • At the Trust’s annual Healthcare Conference, each hospital. awards are made to six staff for significant • A national survey reveals that patients having achievements in their professional areas. September 2003 surgery at the Radcliffe Infirmary for serious nose • Trevor Campbell Davis, formerly Chief and sinus problems have the best outcomes in • The Heart Valve Bank at the John Radcliffe Executive of the Whittington Hospital in England and Wales. becomes one of only three in Britain to gain London, starts as Chief Executive of the Trust. accreditation in a national inspection scheme, • A new sexual health clinic for teenagers, following £150,000 investment by the Trust in • The Secretary of State for Health, Dr John Reid, supported by the Radcliffe Infirmary’s Harrison new laboratory facilities. visits the Radcliffe Infirmary to inaugurate a new Department opens in Didcot. cancer research centre. During his visit, Dr Reid June 2003 announces £3m funding for the first phase of the December 2003 • The Department of Health announces that the Oxford Institute of Cancer Medicine, which will • The Chairman, Sir William Stubbs, announces a Trust is to become a regional centre of excellence be based at the Cancer Centre at the Churchill Strategic Review of the Trust, to be launched in for the treatment of children with cleft lip Hospital. The Institute will provide a home for July 2004. and palates. NTRAC, the National Translational Cancer Research Network, which will speed up patients’ • The Trust signs a £135m deal with The Hospital • New laboratory facilities in the Transplant access to new and experimental treatment. Company for the development of the Oxford Centre are opened to support pioneering Children’s Hospital, and a new wing for the John research into the use of pancreatic islets in the • Oxford University marks the official launch of Radcliffe Hospital. 2004treatment of diabetes. its Centre for Clinical Vaccinology and Tropical Medicine at the Churchill Hospital in Oxford. • The Surgical Emergency Unit at the John • The Trust’s Emergency and Outpatient The centre combines the results of laboratory Radcliffe celebrates its first anniversary, having Departments are praised in the annual and fieldwork with those of clinical practice to treated 4000 patients in its first year, and won patients’ survey. aid the international effort to reduce the global praise from a patients’ survey. burden of infectious diseases. January 2004 • Science and Innovation Minister Lord Sainsbury announces a £540,000 grant to the NHS South East Innovations Hub, led by the Trust. The Hub encourages innovation in the NHS, and helps inventors to turn their ideas into commercially viable concerns.

• The new Emergency Department at the opens its doors to patients. March 2004 The official opening of the £10.5m • New cardiac monitoring equipment is donated development is in May 2004, when the Earl and to the Horton Hospital. The donation has been Countess of Wessex visit the Trust. given to the hospital by the family and supporters of a young man who died suddenly as a result of a rare cardiac abnormality.

• Joint work with social and healthcare partners to speed up the rate at which patients are discharged from the hospital when they no longer need acute care shows results. The waiting time for patients in the Emergency Departments reduces significantly. In July 2004, the Trust is awarded £100,000 by the Department of Health for its achievements in cutting waiting times. The money is being used to develop a new Medical Assessment Unit at the Horton Hospital.

• The Trust scores well in a national staff survey, and finishes the year in financial balance.

90% Stubbs William Sir

operations by 40%. by operations

Trust has also reduced the number of cancelled cancelled of number the reduced also has Trust ££££££££

so that no one now waits over nine months. The The months. nine over waits now one no that so

patients have to wait for a planned operation, operation, planned a for wait to have patients

has also greatly reduced the length of time which which time of length the reduced greatly also has

distant future.” distant The Trust Trust The operations. planned for times Waiting •

gives me confidence that recurring financial stability is achievable in the not too too not the in achievable is stability financial recurring that confidence me gives

17 weeks. weeks. 17

effort which it is investing into finding both immediate and longer term solutions solutions term longer and immediate both finding into investing is it which effort

the last financial year, no one waited over over waited one no year, financial last the

The rigour with which the Trust has approached its financial problems, and the the and problems, financial its approached has Trust the which with rigour The outpatient appointment, so that by the end of of end the by that so appointment, outpatient

which patients have to wait for a first first a for wait to have patients which

The Trust has greatly reduced the length of time time of length the reduced greatly has Trust The

prepared to pay for. pay to prepared

appointments. outpatient for times Waiting •

those services which patients want and which our primary care trust purchasers are are purchasers trust care primary our which and want patients which services those

longer term, our Strategic Review will make sure that we focus on developing developing on focus we that sure make will Review Strategic our term, longer of patients were seen in four hours or less. or hours four in seen were patients of

from the first quarter of this year show that 96% 96% that show year this of quarter first the from are working even harder this year to fit our expenditure to our income. In the the In income. our to expenditure our fit to year this harder even working are

worked hard to decrease this time, and figures figures and time, this decrease to hard worked

plan in place last year, which contributed greatly to our break-even position. We We position. break-even our to greatly contributed which year, last place in plan

and Horton Hospitals last year. The Trust has has Trust The year. last Hospitals Horton and

stability, but this cannot be achieved in a single year. We had a stringent recovery recovery stringent a had We year. single a in achieved be cannot this but stability, Emergency Departments at the John Radcliffe Radcliffe John the at Departments Emergency

We must ensure that the Trust reaches and maintains permanent financial financial permanent maintains and reaches Trust the that ensure must We of patients waited less than four hours in the the in hours four than less waited patients of

96% 88% hospital. to admitted or discharged treated,

wait no longer than four hours to be seen, seen, be to hours four than longer no wait

more broke even, although with £25m external support. support. external £25m with although even, broke more

At least 90% of patients should should patients of 90% least At Departments.

report, clear signs of success. At the end of the last financial year, the Trust once once Trust the year, financial last the of end the At success. of signs clear report, seeing a consultant. a seeing • Total waiting time in the Emergency Emergency the in time waiting Total •

more than two weeks from a GP referral to to referral GP a from weeks two than more extremely hard over the past year to tackle these difficulties, with, I am pleased to to pleased am I with, difficulties, these tackle to year past the over hard extremely

The Trust meets this target of no one waiting waiting one no of target this meets Trust The in community settings. settings. community in

pressing problems, including financial uncertainty. The organisation has worked worked has organisation The uncertainty. financial including problems, pressing

suspected cancer wait for an initial appointment. appointment. initial an for wait cancer suspected discharged when ready, and transferred to care care to transferred and ready, when discharged

“I was appointed Chairman in May 2003, at a time when the Trust was facing some some facing was Trust the when time a at 2003, May in Chairman appointed was “I

• The length of time which patients with urgent urgent with patients which time of length The • colleagues so that patients are now swiftly swiftly now are patients that so colleagues

worked closely with primary and social care care social and primary with closely worked

FROM THE CHAIRMAN – AN OVERVIEW OF THE FINANCIAL YEAR FINANCIAL THE OF OVERVIEW AN – CHAIRMAN THE FROM elsewhere in the community. The Trust has has Trust The community. the in elsewhere

for patients and staff. and patients for already in hospital who could be cared for for cared be could who hospital in already

designed to improve the general environment environment general the improve to designed hospital beds because of the number of people people of number the of because beds hospital

initiatives, such as its arts programme are are programme arts its as such initiatives, In the past, patients have waited too long for for long too waited have patients past, the In

special responsibility for ward cleanliness and has has and cleanliness ward for responsibility special This year, no one had to wait over twelve hours. hours. twelve over wait to had one no year, This

The Trust has employed housekeepers to take take to housekeepers employed has Trust The Departments for a hospital bed, if they need one. one. need they if bed, hospital a for Departments

hard to ensure the target continues to be met. met. be to continues target the ensure to hard how long patients have to wait in the Emergency Emergency the in wait to have patients long how

cleanliness extremely seriously, and has worked worked has and seriously, extremely cleanliness The Trust is measured on on measured is Trust The admission. hospital for

The Trust takes takes Trust The cleanliness. Hospital • Waiting time in the Emergency Departments Departments Emergency the in time Waiting •

Trust passed eight out of nine indicators including: including: indicators nine of out eight passed Trust

two stars, the result of much hard work by staff throughout the organisation. The The organisation. the throughout staff by work hard much of result the stars, two of a possible three stars in the performance ratings. This year, the Trust was awarded awarded was Trust the year, This ratings. performance the in stars three possible a of

of indicators designed to improve patient care. Last year, the Trust achieved one out out one achieved Trust the year, Last 40% care. patient improve to designed indicators of

Every year, the Government measures the performance of the Trust against a number number a against Trust the of performance the measures Government the year, Every IMPROVING OUR PERFORMANCE OUR IMPROVING

FROM THE CHIEF EXECUTIVE – • how we can improve our services and deliver LOOKING TO THE FUTURE them more efficiently “When I was appointed to run the Oxford Radcliffe Hospitals, in September 2003, I was • which services should be provided in our pleased to be joining an organisation with such a hospitals and which should be provided in distinguished history and considerable the community reputation. This brief overview of our past year Annual Review shows you that we have continued to develop • how we can achieve a balance between and improve our patient care. We now need to general services for the local community and bring a more planned approach to our future. more specialist services which also treat patients 2004 from further afield Our services have developed over many years, in A summary response to specific patient needs, • how we can strengthen our partnerships with This is a summary of our activities since April 2003 to the interests of individual clinical staff and the universities, in order to develop teaching, March 2004. If you would like more information, the academics, and a multitude of separately funded education and research. Trust’s Annual Report is available on our website: initiatives. It would be surprising if the resulting www.oxfordradcliffe.nhs.uk mix fully met the current needs and aspirations We are involving staff, clinicians, colleagues in of patients, service commissioners and other other organisations, patient groups and the ABOUT US stakeholders. In particular, we do not know public in the Review, to ensure that we listen to The Oxford Radcliffe Hospitals is one of whether we have the right balance between all their views. We will publish an interim report the largest teaching trusts in the country, general and specialist services. on the Review’s findings in the Spring of next with a national and international year, and a final report in July 2005. reputation for the excellence of its The NHS is meanwhile changing in a number of By conducting this Review, and implementing its fundamental ways. These changes, together with recommendations, I believe we can assure the services and its role in education rapid advances in medicine and drug treatments, future of the Trust for many years to come.” and research. The Trust provides high raise questions about the future of some services. quality general hospital services for the local population in Oxfordshire and Because of this changing environment, in neighbouring counties, and more December 2003 we announced a Strategic Review of the Oxford Radcliffe Hospitals and its specialist services for patients from a services. The Review is considering: wide geographic area.

• what services patients will want from the Trust The Trust has four hospitals: in the future • The Radcliffe Infirmary is the original • The Horton Hospital in Banbury provides hospital, opened in central Oxford in 1770. It is a general hospital services, including accident and base for regional neurosciences, specialist emergency services, maternity and paediatric surgery and rehabilitation services for older services to its local population in the north of 2005people. Services currently based at the Radcliffe Oxfordshire and surrounding areas. Infirmary will move to the Churchill and John Radcliffe Hospitals in 2007. As a teaching Trust, we have a vital role to play in the education and training of doctors, nurses Trevor Campbell Davis • The John Radcliffe Hospital, in Headington, is and other healthcare professionals. We do this in the main accident and emergency site and also close partnership with the University of The Churchill Hospital The John Radcliffe Hospital provides acute medical and surgical services, Oxford and Oxford Brookes University. The Trust Old Road Headley Way trauma, intensive care, cardiac, women’s services is also involved in a wide variety of research Headington Headington and children’s services. A new wing to house programmes, in collaboration with the University Oxford Oxford head and neck services, and the Oxford Children’s of Oxford and many other research bodies. OX3 7LJ OX3 9DU Hospital will open on the site in 2007. Tel: 01865 741841 Tel: 01865 741166 1770The Trust works with many other partner • The Churchill Hospital, also in Headington, organisations. These include patient groups, The Horton Hospital The Radcliffe Infirmary provides mainly non-emergency specialist services primary care trusts and other NHS organisations, Oxford Road Woodstock Road Oxfordshire County Council Directorate of Banbury Oxford including renal medicine and transplant, clinical Oxon OX2 6HE and medical oncology, dermatology, chest Social & Health Care and Health Overview and OX16 9AL medicine and infectious diseases. Work will start Scrutiny Committee, and Thames Valley Strategic Tel: 01295 275500 Tel: 01865 311188 early in 2005 on building a new Cancer Centre, Health Authority. We value these partnerships due to be completed in 2007. and aim to strengthen and develop them in Paper copies of the financial overview are available, on request, from the Media & Communications Office, the future. John Radcliffe Hospital, Headley Way, Headington, OX3 9DU. DESIGN BY MEDICAL ILLUSTRATION REF:44624 TEL: 01865 220900 Telephone 01865 228 932 2007