2009–10 The THE NHS Trust ANNUAL REVIEW EDITORIAL

The year in review

BY OUR CHAIRMAN AND CHIEF EXECUTIVE

Chairing editor, financial conditions mean that we must yet highly successful, year for the The Annual Review Joe Liddane find better and more cost effective ways Whittington. We further enhanced our of delivering these services. The Trust reputation for safe, high quality services CONTENTS Board is determined to maintain The and achieved all our major operational Whittington as a leading provider of and financial targets despite intense 2009–10 health services for local people. During the pressures on the Trust’s services and year we have been actively involved with funding. This has been at a time of discussions at regional levels, intense speculation about the future of Editorial 3 with our neighbours at the Royal Free and the Whittington and its services when UCLH hospitals and with NHS Islington we have taken part in important strategic 4 Investors in people and NHS Haringey. We are delighted that reviews of the future of the organisation. The mail 4 both NHS Islington and NHS Haringey have identified The Whittington as their his has been a busy year in other 5 Trust board contributors partner for their community services. Tways. In November 2009 BBC The Critics: Food and drink 7 We are now developing an organisation London Radio came here for a live that will include hospital and community broadcast of the Vanessa Feltz show and 7 Goings on services across Islington and Haringey. we were able to celebrate our successes Achievements 8 over the airwaves. We have also had n the earlier part of 2010 the hospital staff participate in fun runs, marathons, 8 Fun run preview he Whittington has had an excellent as Ihas been at the centre of media fashion shows, concerts and much else to Talk of the town 12 well as challenging year. We continue and public attention. We have been raise money for the Care of Older people Tto provide high quality and ever improving overwhelmed by the support of our appeal. There is no shortage of things to 14 Training for the front line services to our local population. This is local population and to know that The get involved in. Portfolio 16 significantly down to the dedicated hard Whittington is held in such esteem. Our services are highly valued in the work of all our staff to whom I pay tribute. Our achievements and more are in community and we highly value the 17 Patient Experience In September 2009 we were fortunate this publication which I hope you enjoy support we receive. The Whittington is a Ensuring the best treatment 20 to welcome Rob Larkman as our chief reading. community within a community, we are executive from NHS Camden. Rob proud to serve our local population and 22 Fundraising annual report is helping ensure we perform to high I look forward to continuing our success Outside advice: Governors and members 24 standards, whilst his extensive experience EDITING CHIEF EXECUTIVE, together. and strong reputation are invaluable assets ROB LARKMAN 24 Developing our staff as we plan for the future of the hospital. At Environmental impact 26 the same time we bade farewell to David joined the Whittington in September Sloman who moved to be chief executive having spent seven years as Chief 26 Service statistics of the . We thank him IExecutive of NHS Camden and before Financial report 33 for his considerable contribution to The that I was the Chief Executive of Camden Whittington. and Islington Community Health Services 43 Wayfinder NHS Trust. So for many years I have been ver the last year it has become aware of the Whittington’s reputation Designed and produced by clear that continuing exactly as we as a high performing and popular local causeway communications 020 7255 5265 Oare is not an option, if we are to deliver hospital. Since my arrival I have been www.causewaycommunications.com Cover illustration by xxxxxxx xxxxxx consistently high quality services and impressed by the high standards which Photography credits: All photos by Keith Ramsden unless stated adapt to the many changes. Rising the Whittington sets for itself and by the public expectations, a growing and aging skills and dedication of the staff. www.whittington.nhs.uk population and, of course, very tough This has been a busy and challenging, 2 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 3 Investors the maiL in People In January 2010, The Letter of the month NHS also explains how, in 1946, Whittington Hospital Centuries of healing the hospitals on all three sites were achieved the nationally brought together. Two years later recognised Investors in would just like to say how much with the coming of the NHS itself People award. This built on I enjoyed the article in the last in 1948 the hospital became known earlier work and awards to Iedition on the medical history of the as The Whittington. In 1992 The several departments within area and, spurred by the range and Royal Northern Hospital, Holloway, the Trust. The Whittington depth of information provided, have also became part of the group and is one of very few Trusts decided to take on and submit my integrated its services into the site. across London to achieve the own research. Whilst to enter the hospital from organisation wide award. It is a wonderful fact that medical its Magdala Avenue entrance which services have been provided on The opened in 2006, you would never guess This scheme helped The Whittington to measure our progress for the Improving Working Lives objective. Staff from across the organisation were interviewed by an independent assessor who asked them about their experience of working at the hospital. The assessment looked at areas such as:

◗ effective management and support ◗ flexible working ◗ safe working environment ◗ staff involvement & consultation ◗ equality & diversity The unique round ward at the former Royal Northern Hospital, Holloway Road. In 1974, The Royal Northern became part of The Whittington and The assessor’s report and is now commemorated by The Great Northern Building. feedback from this confidential process will help the hospital Whittington site since 1473, originally that the hospital had been there more to continue their progress in as a leper hospital. I never knew that a than a decade, never mind since the improving staff and patient new hospital was built on the St fifteenth century, it’s impressive to think experience. The Whittington Mary’s Wing in 1848 to care for of all the learning and progressions in recognises there is more work smallpox patients. medicine that have stemmed from the to do and is very proud to have Further research also led me to hospital on the hill. achieved this accreditation. discover that independently managed Penri Morgan, hospitals were opened on the Highgate Governor, Whittington South site from 1866 and the Archway site from 1877. In 1900 Highgate We couldn’t agree more Mr Morgan Hill infirmary opened adjacent to thank you for all your work. It really the Smallpox Hospital, these two is remarkable and unique to have hospitals merged shortly after into a such a historic site providing such nurses home contemporary, forward thinking A paper on the history of the services. RL 4 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 5 trust board contributors previously in other acute trusts including Northwick Park and Newham. Prior to moving into management Kate qualified Joe Liddane Celia Ingham Clark clinical development from October 2000 and worked as an occupational therapist. Chairman and Chairing Editor Medical Director to December 2009. Deborah trained as a Joe Liddane became chairman of Celia Ingham Clark was appointed as nurse at St Bartholomew’s Hospital, and Fiona Smith The Whittington Hospital NHS Trust medical director on 1 November 2004. spent her clinical career in orthopaedic Director of Planning and Performance on 1 November 2007. In his early She joined The Whittington Hospital as nursing. Fiona Smith joined the Whittington in career Joe qualified as a chartered a consultant general surgeon in 1996 and August 1998. Fiona has been a manager accountant and has had a successful took roles as director of medical education, Margaret Boltwood in the NHS for nine years. Prior to moving career specialising in performance clinical director and interim director of Director of Human Resources and into management, Fiona qualified and improvement for financial services and operations before becoming the trust Corporate Affairs worked as a nurse, spending her clinical and policy formulation, business change as an independent health and social private sector businesses, as well as medical director. Her particular interests are Margaret Boltwood joined The Whittington career in accident and emergency and undertaking project and programme care policy analyst, organisational some public sector organisations. He is in service development and in delivering in 1989, as personnel manager for acute nursing. She was appointed to her present health checks. development consultant and researcher. presently managing director of a small high quality care. She has a part-time services. She has worked in the NHS in position in 2008. She works on commissioned projects management consulting firm and a non secondment as associate medical director human resources management since 1978, Professor Jane Dacre for the Department of Health, numerous executive director of the NHS Institute for secondary care for NHS London where and is a Fellow of the Institute. She was Non – Executive Director national, regional and local government for Innovation and Improvement. she focuses on medical revalidation and appointed to her present position in 1996. Non – Executive Professor Jane Dacre was appointed as the agencies in England and a range of Previously he was a partner in Ernst & improving the quality of healthcare. Directors UCL nominated non-executive Director international and national academic and Young and European managing director Siobhan Harrington for The Whittington Hospital from 1 research institutes and both statutory and for a large American consultancy. Richard Martin Acting Director of Nursing and Clinical Edward Lord January 2009 to 31 December 2012. independent health bodies and agencies. Director of Finance Development from December 2010 Deputy Chairman Maria lives in Kentish Town. Joe has lived near The Whittington for Richard Martin joined The Whittington Director of Primary Care and Non-Executive Director Jane took up her first consultant post 30 years and is a member of St Joseph’s in January 2007 as director of finance, Siobhan Harrington joined The Whittington Edward Lord is chairman of Local as a rheumatologist in 1990 and was Anna Merrick parish council. having been director of finance at Enfield in September 2006. She trained as a nurse Partnerships, a public body that leads a lead clinician in the development of Non- Executive Director primary care trust since 2001. He has also at St Thomas’s Hospital in the 1980s. She in project support and advisory services the first Clinical Skills Centre in the Anna Merrick has lived in the Rob Larkman held a number of public sector finance has worked in a number of nursing and to all local authorities in England and UK. She has continued to develop Highgate area with her family for 20 Chief Executive and Editing Chief positions both in local government and management roles across both Primary Wales. He is also a member of the Policy expertise in Medical Education and years. She spent her career in banking Executive from September 2009 in other health bodies. He lives with his and Secondary Care and has experience and Resources Committee of the City Rheumatology in parallel. Her current and has extensive commercial Rob Larkman joined The Whittington family in Enfield. of working at a regional and national level. of London Corporation and serves as a academic interest is in the training experience across a wide range of Hospital NHS Trust as chief executive Siobhan joined The Whittington from magistrate and a board member of other and assessment of doctors in general corporate banking markets. on 14 September 2009. He was Bronagh Scott Haringey Teaching Primary Care Trust public bodies and charities. He was and rheumatologists in particular. previously chief executive of Camden Director of Nursing and Clinical where she was director of primary care previously an executive director of two Marisha Ray Primary Care Trust and prior to this was Development commissioning. She was acting director of universities, prior to setting up his own She was elected Academic Vice Specialist Advisor chief executive of Camden and Islington Bronagh Scott joined The Whittington nursing from January – June 2010. public affairs and governance consultancy President of the Royal College of Marisha lives with her family in Community Health Services NHS Trust. as director of nursing and clinical practice in 2002 as well as reading part- Physicians where she served three Clerkenwell. Before becoming a In addition to his 11 years as a chief development on 1 June 2010. Bronagh Philip Ient time for the Bar. He lives in Bloomsbury. years in this role and has recently Liberal democrat councillor for the executive Rob has a strong financial comes to The Whittington from Belfast, Director of Facilities been appointed to the new GMC London Borough of Islington in 2002 background and worked in advertising Northern Ireland where she was director Philip Ient joined The Whittington Robert Aitken Council. She is currently director of Marisha was a systems analyst with and management consultancy before of nursing at the Northern Health and Hospital in March 2001. Philip trained Non – Executive Director medical education and vice dean at Marks & Spencer. joining the NHS in 1993. Social Care Trust for six years. as a marine engineer and served for five Robert Aitken from Brookfield UCL Medical School, and medical years in the Merchant Navy. In 1983 he Park was a director of Employment director of the MRCP Examination. She is on the governing body of David Sloman Prior to this Bronagh worked as a joined the NHS as an engineer and has Commercial and Companies Division Elizabeth Garrett Anderson School and Chief Executive until September 2009 commissioning nurse and patient worked in both primary care and acute at Treasury Solicitors. Robert has Maria Duggan Hugh Myddleton School and a was David Sloman worked at The advocate across a series of healthcare sectors of the NHS over the past 27 worked for the Department of Health as Non – Executive Director trustee of Clerkenwell Charities. She Whittington as chief executive from 1 providers in Northern Ireland. years. Philip is a chartered engineer. a lawyer. He was a trustee of the English Maria has an academic background is a member of the Liberal Democrat November 2004 to September 2009. National Opera Benevolent Fund. As a as a sociologist. In a lengthy career Party and has been a member of the He was previously chief executive Deborah Wheeler Kate Slemeck local man, Robert was a churchwarden she has been, amongst other things, a advisory body of City University, the of Haringey Teaching Primary Care Director of Nursing and Clinical Director of Operations and is now on the PCC at St Anne’s in social work practitioner, a director of management committee of Islington Trust and prior to this worked as chief Development until December 2009 Kate Slemeck joined The Whittington in Highgate. He currently runs his own social services and an academic in the victim Support, London Drug Policy executive of the Marylebone Primary Deborah Wheeler worked at The October 2001. Kate has been a general consulting business Brookfield Park field of social and health policy. Maria Forum, Crossrail High Level Forum Care Group. Whittington as director of nursing and manager in the NHS for 17 years, and Associates Limited advising on strategy currently has an extensive portfolio and Islington Schools Forum. 6 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 7 The critics Food and drink goings on achievements Fun run N19 Popular Chronicles preview  The Great Sustaining excellence, they see fit. The registration was Location, location, location assessment accepted without condition. Highgate assessment The Care Quality Commission assessment has delivered a series of inspections 5k Fun Run rchway is an increasingly vibrant and surveys over the course of this To and from Aand active area of London. The he NHS is a vast network of year, their annual health check, an Sunday Whittington is situated on Magdala Via tube: healthcare providers and The outpatient and inpatient survey and a 26 September 2010 Avenue, north of the famous Holloway TWhittington plays a vital role in staff survey. Road and within walking distance of rchway tube station is the closest ensuring the population receives good This year’s Fun Run is the the picturesque Highgate Village. It stop and it is on the Northern line. healthcare services when people need it. fourth in Highgate – this is accessible on the Northern line and AFrom the tube station it is a five minute Each year hospitals receive a series The annual health great family event for all has numerous bus routes taking you all walk up Highgate Hill, turning onto of inspections and reviews to ensure check ages promises to be fun, around London from various stops close Magdala Avenue for the main entrance. they are performing well and can make fun, fun! to the hospital. A 15 minute tube ride productive changes if required. This hospital is a living organisation, from Archway brings you to the heart of Via bus: year, like every other, The Whittington like any thing else, it works best Last year, over 500 people n the foodhall complex on level one of the West End whereas a 15 minute bus has been subject to assessments from Awhen it is healthy, able to provide took part. The Whittington, there are two cafes journey can take you to Islington’s Upper ighgate Hill is served by the 4, 17, independent, external bodies and here good services whilst financially Iand a restaurant; Muffin Break provides Street. Upper Street hosts a large selection 41, 134, 443, 210, 263, 271, 390, is a brief rundown of the ratings and taking care of itself. This year The This year, we want to cakes, pastries and, of course, a variety of of cafes, bars, restaurants as well as the HC11 and W5 buses. The 4 and C11 then accreditations we have received. Whittington received its highest get record numbers of coffees and Café XCLNT provides hot Almeida Theatre, the Business Design turn onto Magdala Avenue and continue health check score ever, with an people walking, jogging or running all in aid of food such as lasagna, pasta and rotating Centre. A few minutes walk away from to Dartmouth Park Hill. ‘excellent’ score for its financial the Whittington’s Care of specials. the hospital is the beautiful Waterlow The Care Quality management and a ‘good’ for quality Older People appeal. N19 is the hospital run restaurant that Park and Lauderdale House the former Commission of services. The quality of services offers a full menu of hot and cold food at home of Nell Gwynn with Hampstead score is based on an assessment of Get fit, have fun and raise regular prices to the public and subsidised Heath only a short walk away too. he Care Quality Commission the hospital’s ability to cater to the sponsorship for your local prices for staff. N19 is open for breakfast (CQC) has accepted The needs of the local population and hospital. and lunch each week day using fresh TWhittington’s application to have our its performance against national produce to provide healthy, staple foods services formally registered. This is a standards. The financial management and some indulgent treats for those who compulsory registration that declares score is measured on how well the Register fancy one. that the services we provide are fit for hospital has met its financial targets Online: The N19 is available to staff, patients purpose and allows the Care Quality over the last two years. This year the and visitors alike and has become famous Commission to inspect our services trust expects to receive an excellent www.whittington.nhs.uk/ for its themed menus, for occasions such and offer advice on any alterations and excellent score. funrun as St Patrick’s Day, St George’s day, Telephone : Diwali and Chinese new year. 020 7288 5641 / 5983 The restaurant is the heart of the Email: hospital, where staff can discuss work [email protected] or anything over a vegetable stir fry or plaice fillet with herb butter and potatoes, visitors can indulge in an almond and ginger sponge and medical students can stock up for the day ahead with a special from the grill bar. In good weather N19 has outside seating to make the most of a fresh cappuccino or carrot cake.

8 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 9 The Doctor Foster achievements quality account

Surveys he Dr Foster report is an online comparative service that allows Tpatients and the public easy, quick access to compare hospitals and their performance. In a time where the internet is the lead method of communication, the Dr Foster site provides an invaluable tool in impartially helping patients choose the best services for them. This year The Whittington came in the top twenty per cent of Trusts nationally in the Doctor Foster annual quality report. The report measures three aspects of an acute Trust; patient safety, clinical effectiveness and patient experience. The Whittington’s overall score was 86.30 out of 100. This figure was gathered from an assessment of 13 safety measures. Areas in which The Whittington exceeded expectation in patient safety were: T he national outpatient The national inpatient The staff survey survey survey  What is the hospital’s overall death rate? he Whittington performed very his survey took place between taff are the vital energy source of  What is the hospital’s death rate for well in the 2009 Care Quality September 2009 and January 2010 any organisation. Their contribution emergency admissions? TCommission (CQC) outpatient survey Tand was based on patients who had Smakes The Whittington such an excellent  What is the death rate for stroke which covers nine broad aspects of been in hospital for more than one night place to be treated. It is therefore very patients? an outpatient visit. The hospital on between June, July and August 2009. important that all staff can speak their the whole improved since the same The Whittington’s performance minds and address their concerns without Areas in which The Whittington survey was carried out in 2005. Within improved considerably since the last fear of judgment. exceeded expectation in clinical the broad topics, particular questions survey in 2008 particularly in the areas There are a series of internal methods effectiveness were: where the Trust has notably improved of mixed sex accommodation and results for ensuring staff can communicate in as included: around discharge, care and treatment. many appropriate ways as possible, and  How many patients admitted with a The eight areas measured were: on a wider scale the CQC provided a broken hip have this repaired within  Flexible patient appointment times staff survey to compile national statistics. two days?  Relaying expected waiting times  Admission All staff were asked to fill in a survey  Are all patients fitted with NICE-  Outpatient department cleanliness  The hospital and ward between the months of September to approved blood clot prevention  Listening to patients  Doctors December 2009. The CQC then takes a devices post-surgery?  Patient trust  Nurses sample from all the surveys collected as  What proportion of day-case  Explaining medication  Care and treatment the base for its statistics and collates the patients end up staying longer for  Explaining how to take medication  Operations and procedures information. treatment?  Patient inclusion in  Leaving hospital The Whittington always welcomes correspondence with GPs  Overall feedback from staff and we are pleased There are a large number of criteria  Educating patients about their that within the survey we were in the that make up the Dr Foster quality conditions Our results are broadly in keeping best 20 per cent of acute Trusts for account and The Whittington is delighted with the performance of other Trusts staff recommending us a place to work to note that for most of the criteria it was and the overall patient perception of the and receive treatment as well as for our in line with expected scores across all the hospital and their stay here has improved overall staff engagement. Trusts in England on the 2005 results. 10 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 11 British Medical Journal The Annual Review Awards he Whittington hospital’s director of infection prevention and control, TDr Julie Andrews, was short-listed for a clinical leadership award at the British Medical Journal’s annual ceremony. Julie’s leadership has been invaluable in ensuring a safe service during a year with high Norovirus and H1N1 activity across the globe. Whilst Julie did not win the award in this instance, her work has been recognised at the highest level which is an accolade in itself.

Healthcare 100 Award

he Healthcare 100 award is a joint effort between the Heath Service TJournal, the Nursing Times, NHS Employers and the Department of Health. It celebrates the best healthcare the talk of the town employers to work for in England. Hospitals register to enter, they are Staff achievements in brief then given a questionnaire to give to staff. The questionnaire asks staff about the ups, downs and particulars of the place Nursing Times Awards Hospital Broadcasting O rder of the British they work. The completed questionnaires Award Empire are then returned to the Healthcare 100 n November 2009 Nursing Times ecurity manager Edward Kent, known endy Martinson, The Whittington’s organisation and the results are collated held its annual award ceremony to as Eddie K to his friends, has broadcast joint clinical nutrition service to determine the top employers. Icelebrate the hard work and dedication of Shis Reggae Rundown show for five years Wmanager, was invited to Buckingham The Whittington was delighted to midwives and nurses across the country. on London Network Radio, the hospital’s Palace in February 2010 to receive an order hear we were included in the top 100 this The Whittington was delighted to have radio station. In February Eddie’s show of the British Empire in recognition of year. A dinner in July was held for the midwives Joy Clarke and Shamsa Ahmed was nominated for ‘best specialist show’ her services to sport and nutrition. Having top 20 organisations where the overall pick up highly commended awards at the and whilst it did not win, to be nominated helped the British Olympic team and winner was announced. The Whittington event held at the Park Lane Hilton. Joy from amongst 226 stations, each West Ham united in fierce competition, would like to thank its staff for filling and Shamsa were recognised for their providing a number of different, diverse Wendy’s reputation is a terrific asset to in the survey and helping us achieve a work with women who have undergone programmes shows just how good Eddie’s The Whittington. successful application. genital mutilation, a controversial and reggae rundown show is. The Reggae difficult area of healthcare. Rundown broadcasts on channel seven on Whittington hospital radio.

Photographs: This page – near right – Wendy Martinson receives her OBE. Next page – top right – Eddie K broadcasting on Whittington hospital radio. Lower left – Dr Julie Andrews at the British Medical Journal’s annual awards ceremony. Far right – Joy Clarke and Shamsa Ahmed receive their awards at the Nursing Times annual awards ceremony.

12 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 13 training for the front line

The simulation centre

imulation is an ever developing and Excellence in State of the art increasingly vital part of training simulation training facilities Sfor doctors and nurses. For a long time there has been the use of simulation ddressing over 50 professionals he six month project was instigated training in anesthetics, to ensure doses who came to celebrate the and facilitated by a team of dedicated are suitable for the patient type and Aopening of the centre, Rob Larkman, Tclinicians and The Whittington’s lead in accordance with the medical care chief executive of The Whittington resuscitation officer, Mark Madams, needed. However training of other Hospital, said, “This is a great day for together with Dr Nick Harper. Mark doctors and nurses has failed to provide us. For many years, we have had a explained, “Although we have been as full a regime, due largely to the cost reputation for excellence in training. running ward-based simulation for some involved in simulating advance and The new suite, which contains some time, our new high fidelity simulators difficult procedures. impressive equipment, demonstrates will allow us to expose students to many different scenarios that they may hanks to a large investment not have experienced during programme and a training, such as how to assess Tdetermined drive to improve and treat anaphylactic shock or and increase the training meningococcal meningitis, The facilities available to medical AV technology allows us to deliver students, on Tuesday 15 high quality debrief sessions. December 2009 Dr Patricia Well-run scenarios engage Hamilton, Director of Medical participants in a safe, controlled Education for England, was but realistic environment. Only guest of honour at the opening when we see ourselves on footage of The Whittington Hospital’s from the scenario do we realise simulation centre. Funded by how our actions impact on others; the London Deanery, this hi-tech for instance if we have managed training and assessment facility to keep emotion out of our voices will collaborate with nine other or whether we have worked well simulation centres across the within a team. We are looking to capital to meet the growing demand for our commitment to simulation, to standardise all courses so that everyone is scenario-based training. quality and to innovation.” taught the same way. We are all very excited The centre has full audio visual Dr Nick Harper, The Whittington’s about the advanced level of training that the facilities. It has a simulated operating director of simulation, added, new facility will allow us to deliver.” theatre with the capacity to train “Anaesthetists have been using students on adult and infant patient simulation for some time. We are eager he Whittington’s new simulation centre simulators. It also provides a ward to provide better training for doctors, is dedicated to the memory of Dr setting that includes a neonatal area and midwives, nurses and clinicians. With TRaja Jayaweera, an anaesthetist at The environment, the funding that we have received Whittington Hospital for over 35 years, who a control room and a large conference/ from the London Deanery, we can now died on 6 December 2009. Dr Jayaweera debrief room. embed simulation training within the was a charismatic and inspirational At the opening Dr Hamilton said curriculum to enable teams to practise teacher of national renown and a vigorous that the time had come for simulation common and uncommon procedures advocate of simulation training. His to move forward. It has huge potential such as cardiac arrest, trauma, lumber daughter, Dr Ramanie Jayaweera, herself for improving the confidence and punctures, laparoscopic surgical a Sydney based anaesthetist – kindly competence of trainees and doctors and techniques and so on. Using simulation, attended the launch ceremony. The simulation centre provides the opportunities to practice difficult procedures in a safe environment with improving patient safety – particularly we can help improve the management Illustration by Maria Megroff realistic mannequins, pictured. in emergency situations of a wide range of complex situations.” Photo by SIRA Studio 14 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 15 portfolio patient experience

hen people are sick a hospital has offices into a single centre to make it range of feedback that we receive. This a duty to care for them. Whether easier to respond to patient enquiries about patient feedback is then shared with all Wthe care is short term, an emergency bookings. We have introduced evening the relevant staff. or ongoing, The Whittington wants its bookings where hospital staff telephone patients to have the best experience patients who have been referred for an As we gather this valuable opinion and possible. To this end, the organisation has appointment or a test and agree with them feedback, we can then identify themes a set of pledges called The Whittington a suitable date for this to happen. Similarly and areas for improvement in the year The NHS Constitution  Access Medical report promise, which states: we have linked some special tests with ahead. The patient experience is fed in  Quality of care and environment illness, like medicine, follow-up appointments. For example if to the Trust Board at their meetings and he NHS Constitution was first  Nationally approved treatments and is ever evolving  We will be clean a patient has been seen in the orthopaedic from patient surveys and we have the published on 21 January 2009. It was drug programmes  We will be welcoming and caring clinic and requires a MRI scan we can now local LINK representative at every Trust Tone of a number of recommendations in  Respect consent and confidentiality ast summer H1N1, also known  We will be organised book the scan on a day that suits them and Board meeting so the information goes Lord Darzi’s report ‘High Quality Care  Informed choice as swine flu, gripped the nation,  We will offer the best possible then ensure that they have an appointment across the entirety of the hospital. The for All’ which was published on the 60th  Involvement in your healthcare and Lvaccines were mass produced as the treatment back in the clinic to discuss the result within Whittington is committed to serving our anniversary of the NHS and set out a 10 in the NHS world prepared for a virus that was an  We will give you information and two weeks of the scan. patients, so filling the electronic surveys year plan to provide the highest quality of  Complaint and redress unknown entity. listen to what you tell us. provides a quick and easy way for patients care and service for patients in England. The Whittington staff were encouraged Birth centre to influence the services they receive. The NHS Constitution brings together Within the ‘staff’ section there is to take up the vaccine and led by great The feedback received from patients is in one place for the first time in the a series of rights and pledges, steered example, having had the second highest really important in helping us improve our User feedback has shaped the Surveys history of the NHS, what staff, patients by four overriding principles, the four uptake in London with approximately services. We listen to formal and informal development of our maternity services and public can expect from the NHS. principles are: 80 per cent of staff having a vaccination. feedback including both local and national through direct patient involvement in In 2009 The Whittington carried out From 19 January 2010, following There was an intensive campaign asking patient surveys, complaints and messages our labour ward forum, our antenatal its annual internal patient survey. The the successful passage of the Health Act  Having the resources to deliver staff to protect their patients, families and via our website and NHS choices. We screening committee and midwifery results were extremely positive and through Parliament, all providers and quality care themselves by taking the vaccine and the have a number of methods and initiatives liaison committee. User views were key showed 67 per cent of our patients trusted commissioners of NHS care are under  Having the support necessary to do seasonal flu vaccine as well. We even in place to try and make The Whittington in developing our midwifery-led Birthing and had confidence in our nurses and 75 a legal obligation to have regard to the a good job held a BBC Radio London broadcast a safe and caring organisation. Unit that opened last year and has proved per cent trusted and had confidence in NHS Constitution in all their decisions  Feeling that their job is worthwhile live from the hospital and dedicated The public march in support of The very popular. our doctors. and actions. with chances to develop a part of the show to answering calls Whittington emergency department in Seventy nine per cent of our patients This means that the Constitution,  The importunity to improve the way from members of the public who were early 2010 showed the value placed Extending the range felt they were treated with dignity and its pledges, principles, values and staff work concerned about the possible side effects on the hospital’s services by its local of feedback respect and 54 per cent said they were responsibilities need to be fully embedded of the vaccine. Our director of nursing community. involved in decisions about their care. and ingrained into everything the NHS and clinical development at the time, Since 2009 we have turned to patients Overall 78 per cent rated their care as does. This duty also covers Monitor and Deborah Wheeler, was on hand to offer Patient safety for advice and feedback on our services very good or excellent. the new Care Quality Commission. advice and comfort to those who were wherever possible. We have electronic The inpatient survey is of great benefit The Government has a legal duty to unsure of the vaccine and similarly Patient safety is The Whittington’s kiosks and hand-held screens that enable as it can highlight potential causes for renew the Constitution every 10 years. No scared about the flu itself. priority. We have made a significant patients on wards, in clinics and in the concern, which we can then address as Government will be able to change the As well as managing the swine flu investment in providing a new electronic emergency department to give feedback quickly as possible. Constitution, without the full involvement outbreak very well, infection control as a incident reporting system called Datix. to us to help us improve our services. of staff, patients and the public. whole has improved this year: It allows staff to record and report any They can be used in languages other than Patient information The constitution is made of two parts, incidents or risks in real time so the English and with iconography so they leaflets ‘patients and public’ and ‘staff’. Within  The number of cases of MRSA responses can be instantaneous. This can be used by those with limited literacy ‘patients and public’ there are seven bloodstream infections has reduced system will improve the level of patient such as children. So far more than 5000 In the last year we have extended the groups of pledges to uphold, these are by just under 60 per cent, from 23 safety The Whittington provides. people have completed these short range of information leaflets that we the following: cases in 2008/09 to eight cases in surveys and this has helped us to make provide for patients and updated those 2009/10. Bookings and access changes such as improving cleaning already existing. They are now available  Cases of C difficile dropped from 65 schedules in public areas. on our intranet so they can be printed cases in 2008/09 to 49 in 2009/10. New access centre and linked As well as this, our director of primary off where they are needed and given to appointments: over the last year we have care has held a series of focus groups patients to support the information they joined our admissions and appointments with patients and carers to widen the have been told by the doctor or nurse. 16 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 17 Enhanced recovery Core services programme Maternity services As part of the improved surgical pathway goal, as a priority we aim The Whittington’s maternity services to expand our enhanced recovery have had an excellent year. In a recent programme for patients having operations survey carried out by Islington primary at The Whittington. care trust The Whittington’s maternity We have already done a lot of work services received the highest number of on this for patients having bowel cancer positive ratings for the care of pregnant surgery. Using the latest evidence-based women provided, with one hundred per techniques we have been able to reduce cent of surveyed mothers stating the average length of stay for patients having treatment they received was excellent. bowel cancer surgery by five days over In particular, the survey points to The the past two years, allowing our patients Whittington’s strengths in providing to leave hospital earlier and fitter. Our choice to patients through alternative length of stay for people having some antenatal and postnatal care options. forms of bowel cancer surgery is now the second lowest in London and in the emergency department top 20 NHS Trusts nationally, with no increase in readmission rate. This year, statistics produced by Our enhanced recovery nurse NHS London rated The Whittington’s coordinates our multidisciplinary emergency department fourth within pathway. Elements of the pathway London’s 25 emergency departments. include using minimally invasive surgery Working together These statistics come from various wherever possible, and controlling the skilled support and motivation from their targets and criteria being monitored, intravenous fluids administered based on Providing services that can react clinicians and healthcare systems that such as seeing patients in the emergency how the patient’s heart is functioning. to the changing needs of people with operate very differently from those we department within a four hour waiting For some specialist areas such as bariatric 1. We will work to increase the number Over the year ahead we plan to spread long-term conditions creates enormous have today. target. The Whittington is delighted that surgery and bowel cancer surgery we are of patients who feel involved in the Enhanced Recovery techniques challenges for health services, however The programme is an innovative to be placed so highly, in recognition of developing DVD or web-based visual decisions about their care. to help people to get better sooner many people are ready to take a more scheme that joins together both primary the ongoing excellent services provided. material to improve patient information. following orthopaedic surgery. We have active role in their own care. This and secondary care services; and When new clinical guidelines are agreed 2. We plan to implement the dementia just been awarded a grant from the can be gained by patients working clinicians and patients. The children’s we ask that a patient information leaflet is care pathway recommended by NHS London Innovation fund to lead in partnership with their clinicians to The focus locally of the co-creating emergency department produced to go with each of these. Healthcare for London. a project promoting enhanced recovery achieve lasting improvements in their health initiative is type 2 diabetes and Making difficult decisions: there programmes across North-Central health. This is what we mean by ‘co- achievements to date include: Since its opening in 2008, the are many potentially difficult decisions 3. We are introducing a more London. creating health’. Studies have shown paediatric emergency department has that need to be made about the care of systematic approach to learning that patient collaboration with clinicians  Measurably significant reductions been a very popular service. In January patients in hospital. We have an active from patient feedback. improves patient outcomes. in HbA1C and LDL cholesterol in 2010 an internal survey was carried out clinical ethics committee to provide The co-creating health initiative patients participating in the self on the patients treated in the department. advice and guidance at such times. This Improved surgical aims to transform healthcare for people management programme. The age group was one to 16 year olds committee includes Helena Kanier, a pathways with long-term conditions. Through  Eighty nine per cent of clinicians - in relevant cases parents and guardians member of the LINKs organisation. this initiative, The Health Foundation is who have attended the advanced were asked to help distinguish an answer For patients who need support to take The Whittington is constantly looking supporting a partnership between The development programme agree that – and 100 per cent of patients said they decisions about their own care we have a to improve the patient experience by Whittington Hospital NHS Trust, NHS they have significantly improved would recommend The Whittington to a patient advocacy and liaison service and reducing the amount of unnecessary time Islington and NHS Haringey, along with their knowledge of how to support friend. where patients do not have the capacity patients remain bed bound around surgery. other ambitious healthcare organisations patient self-management. to decide for themselves we have well- There is already the day treatment centre from across the UK, to create new  Monthly measurements are established links to independent mental for routine and pre-determined procedures models of healthcare that promote self- demonstrating improvements in the capacity advisors. where patients can be operated on in the management across health services. percentages of consultations where a In the coming year we have three more morning, and be back at home with their To take a more active role in their care planning consultation is taking priorities to improve our services: loved ones later the same day. health, people need self-management place, with increases of recorded skills and easier access to information collaborative agenda setting, goal about their conditions. They also need setting and follow up goals. 18 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 19 Are we there yet? Ensuring the best Waiting times about their health unnecessarily. requiring nutritional intervention is We plan to provide as much healthcare presented with a dietary action plan. ithin waiting times there are two outside of the hospital as is reasonably We are very proud that staff from our treatment principles people really care possible; GP practices will stay open nutrition and dietary team are often Wabout. Firstly, if I have an emergency later, telephone advice lines will be more asked for comment by the BBC on the n accordance with much of the friendly and works well, good healthcare and need to be seen in the emergency widely advertised and urgent care centres relevant stories of the day. discussion that has been had in this can be incredibly simple. This article department, how quickly will I be seen? introduced to provide initial assessment Iyear’s annual review, an ability to work cites a series of core principles that Secondly, if my GP refers me to hospital for patinets with injuries or conditions that Where to turn efficiently and provide a good service is people look to in assessing exactly how for treatment, how long will I have to present severely distressing symptoms. patient advice and what people want. If a hospital is clean, good a hospital is. wait to start treatment? The Whittington is eager and excited to liaison services (PALS) his year, The Whittington has fully bring together a complete, preventative met its Care Quality Commission system of healthcare for our community. ALS advisors act as a liaison between Ttargets of treating patients within 18 patients and healthcare professionals weeks from their referral from a GP. A sense of decency Pand most concerns are dealt with on the This year also saw 98 per cent of patients privacy and dignity same day that they are raised. In 2009/10 attending our emergency department the PALS team dealt with 1,381 clients. treated within the four hour target. We atients being treated in hospital feel work hard to meet our mantra of ‘end Pvulnerable enough. Even when Speaking your mind waiting, change lives’. receiving serious treatment, patients are compliments and aware of their environment and those complaints Swift recovery around them. Not feeling like you have all visitors are asked to adhere to the length of stay enough privacy can add to the distress infection control messages, washing atients are encouraged to leave of your illness and wherever possible, their hands and using the gel provided. feedback, we are constantly hilst in some cases it is necessary The Whittington enforces single sex Pproviding new ways and campaigns to Wto stay in hospital for a prolonged accommodation. Time to eat gain patient and visitor feedback as we period, in general, if treatment can be To help fulfil this duty to our patients, protected meal times turn toward a patient led review system. given at home or patients sent home The Whittington has invested a large Compliments and complaints are a large as soon as they feel comfortable and sum of money, £1.2 million, to create ating well, and without distractions, part of our work as they help us develop confident enough to do so, they will single sex accommodation (Trust Board improves patient recovery. Our our services. There were a total of 365 recover quicker, benefitting from the declaration). This ensures that, unless it Epatients are assured a set time each day complaints in 2009/10. familiar surroundings a home provides. is clinically unsafe to do so, all patients to enjoy their meals without interruption Our complaints procedures are fully Obviously not all patients have suitable are seen and treated within single sex from other ward activities. compliant with the Principles for Remedy home support structures and we work accommodation across the hospital. Patients who are identified as needing guidance published by the Parliamentary hard with our social care department to The provisions are in place and our staff assistance with feeding at meal times are and Health Service Ombudsmen in protect vulnerable patients. However, as well trained to provide for this need. allocated a colour-coded tray to ensure October 2007. in our birthing centre, problem free births Throughout the hospital we are dedicated they receive help with eating their meal. can be delivered in a luxury birthing unit to improving patient privacy and dignity The director of nursing and the director International and mothers are free to leave merely across all services. of facilities sample patient meals on the relations hours after the birth if they feel up to it. ward once a month to monitor the standard translation services In principle the less time people spend in Rallying the troops of food that is offered at The Whittington. hospital, the better. visitors and visiting he Whittington serves a large We are working hard to reduce the Eating the right thing Tpopulation of ethnic communities, length of stay at our hospital. We are he presence of family and friends can food and nutrition including Turkish, Chinese and Spanish working through an exciting series of help provide comfort and support to communities amongst many others. opportunities with NHS Islington and Tpatients. Therefore those wishing to visit atients’ nutritional needs are of the Services are made available for patients Haringey to bring around increasingly their loved ones are welcome to do so. highest priority – nutrition is crucial who would like a translator to accompany preventative approaches. We can work Different wards have different visiting Pto our patients’ wellbeing. Catering, them for their appointments. with their primary care providers to hours and some even have rules on what nutrition and other multi-disciplinary Some Whittington publications are create a series of treatment routes, not to bring and how many people may teams work with all ward staff including available to the public in their preferred education and integrated care plans that be present. However, if someone who nurses, doctors and care assistants. language, as well as in Braille. start much earlier, so patients don’t turn is unwell is thinking of visiting they are Patients are screened within two up to the emergency department worried asked not to come to the hospital and days of their admission and any patient Photos by Maryvonne Arnaud 20 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 21 Care of Older People Other appeals: Fundraising Appeal Highgate. We were bowled over with appeal for the Care of Older People The Oasis Sensory the fantastic £18,000 which was raised Unit raised £95,000, gross, in 2009/10. Garden aunched in April 2009, The for the Care of Older People appeal Many other departmental funds have annual report Whittington Hospital Care of and for Coyle ward. The money will be been active in fundraising during the LOlder People wards appeal was drawn down over the next few months year, notably the Paediatric Oncology Structure, Governance and Management assigned to raise £100,000 to cover to purchase monitoring equipment Fund which received £22,000 during monitoring equipment, rehabilitation and furniture which will make the 2009/10. he Board of the Whittington Hospital NHS Trust as corporate trustee resources and social recreation and wards feel more comfortable. Other Tof the charitable funds is accountable to the Charity Commission. In family facilities. gratefully received donations from Expenditure 2001 The Whittington Hospital Medical Education Charitable Fund, which Our fundraising approaches friends and relatives from deceased had been a separate entity, was brought under the same trustees as the main included wonderful support from the patients include donations given in Expenditure on charitable activities funds. The medical education funds are primarily for the advancement of Friends of the Whittington Hospital, memory of Muriel Jean Barwick and and income-generating activities was facilities for medical education, the furtherance of medical education and the Kirby Laing Foundation and others Margaret Georgiou. £596,000, compared to £610,000 in fter consulting with 120 people, research, and the dissemination of associated results. such as the University of London 2008/09. The major items of charitable the idea of creating a new garden The Trust’s finance department provides accounting services and Lodge, Tesco Charity Trust and the Donations above £1,000 were received expenditure this year have been an Ain place of the old tennis courts became investment management is delegated to professional advisers. The Inman Charity that have funded from the following: echo machine for the cardiology very popular and Groundwork, the annual accounts are audited by the Trust’s external auditors (the Audit specific equipment for the wards. department, funded from the Gladys environmental charity, is now on board Commission) and approved by the Trust Board. The audited annual Event fundraising raised more than Friends of the Embery Bequest, The Whittington with helping us plan, fundraise, develop £10,000 accounts, which are submitted to the Charity Commission, are available £42,000 in all, with people running, Whittington cat sculpture at the Magdala Avenue and eventually construct the ‘Oasis’ on request. Summaries of income, expenditure and movements in balances singing and even cat-walking in aid of entrance, funded from donations made sensory garden for all to use. Garfield Weston are shown at the end of this report. the Care of Older People appeal. The £3,000 to the Art Fund by Jarvis and WFL, The benefits of the green space would The fundraising team has worked particularly closely with the finance London Marathon in 2009 raised over Foundation and further equipment purchased for be to create a place of calm for patients, department this year on strengthening the policies and procedures for £18,000 in sponsorship and this year’s Kirby Laing the neo-natal unit from the Building visitors, staff and the wider public, in £5,000 fundraising on and off site. marathon is set for the same success. Foundation for Babies Fund. addition to being an area which can have In addition to managing general and departmental funds, the The fundraising team organised a Governance costs were £58,000, an input from child and adult patients as Tesco Charity Trust £2,128 fundraising team co-ordinates a single fundraising appeal for a fashion show in conjunction with down from £63,000 in 2008/09. well as from the local community, making specific purpose. These appeals have included over the years successful LaLesso clothes and was held at Flutes Inman Charity £2,240 it into a place which is enjoyed by all. fundraising campaigns for the neonatal intensive care unit, imaging Bar and Restaurant in Highgate. The Brendan Nolan Investment losses The fundraising is underway to make £15,312 equipment, facilities for thalassaemia patients, cancer information services event made over £1,000 - we shared Memorial the idea a possibility – we need to find and most recently the refurbishment and equipping of Whittington’s the night with a developmental African Over the course of the year, the £120,000 to cover costs of clearance University of London elderly care wards. Whilst this is of benefit to the wards and departments charity. Other sporting events such as £1,250 value of the charity’s stocks and and site preparation, resurfacing, garden which are focused upon, it has meant that the value of the general fund the Highgate Fun Run and the British Lodge equities investments portfolio rose by furniture, plants, trees, artworks and we has diminished as donated income has tended to be directed towards the 10k London Run raised the great sum Pilkington Trust £2,000 £129,000 taking its value back to the hope to be able to show off the garden in current appeal. of £11,500 in sponsorship. equivalent of its March 2009 level. early 2012. M&S Holloway Road £2,733 A committee of the Whittington Postgraduate Medical Education It has achieved the original £100,000 £105,000 cash has been withdrawn Centre manages the funds relating to postgraduate medical education target that it set out to raise, but the from the investment holdings The Future funds separately. appeal will continue to fundraise during the year, to meet cash flow in order to prepare for the expected Income and expenditure requirements, predominantly this oth patients and staff are extremely move of the elderly day hospital, Overview of the relates to the Postgraduate Funds, Bfortunate to have the benefit of the which is currently on level six and will 2009/10 Year which over the past three years have charitable funds to enable the provision be moved to the ground floor level incurred £141,000 net outgoing of facilities and benefits that would not opposite the Jenner exit which will be resources. otherwise be available. far more accessible for day patients. Dr Income Since both our funds and appeals rely Barry Hoffbrand is now the chair of the Fund balance on the generosity of those wishing to fundraising committee. In total, incoming resources were support the hospital it is very much hoped The local community has welcomed £348,000 in 2009/10 - £86,000 lower At 31 March 2010 the fund balance that those who receive this report will be the appeal to care for our local elderly than in 2008/09. totalled £801,000 at the market value of encouraged with others to donate. This people and we were overwhelmed Although the Building for Babies investments. will enable the charitable funds to help with the support we have received. We Appeal formally closed in December The Whittington to continue to provide received ‘in memoriam’ gifts from the 2008, income has continued to be the highest standards of care to its patients family and friends of Brendan Nolan, received for the neo-natal unit - The Statement of Financial Activities and visitors as well as the best possible who was a well-known figure in £109,000 in 2009/10. The current and Balance Sheet are shown overleaf. amenities and support for its staff. 22 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 23 Summary of unaudited 2009/10 accounts Outside advice of the Whittington Hospital NHS Trust Charitable Fund governors and Developing our members staff Summary Accounts

2009/10 2009/10 2009/10 2008/09 £’000 £’000 £’000 £’000 Workforce Education and Hospital Funds Postgrad Funds Total Funds Total Funds training Summary of financial activities he Whittington was proud to achieve an Investors in People award for the he Whittington has a strong Charitable donations 238 11 249 245 Twhole organisation in January 2010. Our tradition of excellence in education Income from activities 39 38 77 135 human resources department provides Tand training. We continue to receive Investment income 21 1 22 54 training and support to a high standard. positive reports from the Medical he Whittington continues to recruit In the last national staff survey (2009) 72 School regarding the quality of our Total incoming resources 298 50 348 434 Tpatients and members of the public per cent of our staff said they had been undergraduate teaching. Charitable expenditure 412 26 438 444 to become Whittington members. appraised during the year. Ninety nine Twenty two Whittington doctors and Governors and members continue to act as per cent of consultants were appraised nurses received top teacher awards and Costs of generating income 76 77 153 156 vital intermediaries between the hospital and set personal development plans one received an Excellence in Medical Governance costs 52 6 58 63 and the community. The Whittington for the year ahead which puts us in a Education Award from UCL Medical membership started as an initiative to good position in preparing for medical School. Net outgoing resources (242) (59) (301) (239) support our Foundation Trust application. revalidation with the General Medical In postgraduate medical education our Gain/(loss) on revaluation Although the application has been Council. reputation for excellence was confirmed of investments 129 0 129 (129) withdrawn for the time being, members by external reports in 2009/10 which Fund balance brought forward 768 205 973 1,341 still play an active part in contributing Number of doctors 396 showed that The Whittington: to the hospital’s development by means employed Fund balance carried forward 655 146 801 973 of focus groups and patient surveys.  was top in London for overall job Number of nursing and 821 Governors and members are kept up to midwifery staff employed satisfaction for foundation year date and informed through the biannual one medicine and year two surgery Link Extra magazine distributed to all Number of healthcare 250 doctors and fourth in London for BALANCE SHEET 4,000 members. and support staff core surgical training. Our Council of Governors continues employed  was top in London for overall job 31 March 2010 31 March 2009 to play a part in providing community Number of estates and 239 satisfaction for paediatric trainees £’000 £’000 feedback at Trust Board meetings, support staff employed  in the school of surgery visit in council meetings and trust working October 2009 our orthopaedic Fixed Assets : investments 696 675 Number of scientists 292 group meetings such as our Carbon higher training was described as Debtors 111 111 and allied health staff Reduction Strategy Group and our having a “strong learning culture” employed Stock 4 0 Clinical Governance Committee. and “not only would all the trainees The Council of Governors will Number of 470 recommend their posts, but a high Cash 101 429 continue to focus its activities on: administration staff proportion has already asked to Creditors (111) (242) employed return to the hospital”   Net current assets 105 298 Improving access to the hospital Number of total staff 2,468 In the MRCP PACES (postgraduate  Actively engaging with, and medical exams) in the past two years Net assets 801 973 involving, a full range of the 12 of 13 trainees at The Whittington Fund Balances 801 973 hospital’s wider community in We are part of the productive ward passed the exam at their first the work of The Whittington, programme in which more nursing time attempt improving the quality and flow of is freed up for direct patient care and our  In the London Deanery quality information between the hospital nurse to bed ratio is 3:1, the fourth best liaison visit in February 2010 the This Statement of Financial Activities and Balance Sheet are subject to audit. and the community it serves. in London acute hospitals. In the national visiting team was impressed by the  Playing a key role in supporting staff survey in 2009 the trust came in enthusiasm and commitment of and developing positive working the top 20 per cent of all trusts for staff the faculty and had no significant cultures, attitudes, and behaviour recommending it as a place to work or concerns about the education amongst the staff. receive treatment. provision at The Whittington 24 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 25 Visible leadership Friends of The Internal Environmental Service statistics Whittington communications impact Number of hospital 357 t The Whittington clinical he Friends of The Whittington, a Communicating with our staff is he environment and green policies Our screensavers show important beds management do their upmost registered charity, has been a long important. The Whittington provides are at the heart of every business, power saving tips and all staff Number of total staff 2,468 Ato be as visible and central to the Testablished fundraising body for the a number of ways through which staff Tgovernment, household and public are asked to always turn off their working day as possible. There are hospital, it has raised over £400,000 in can communicate with each other and sector organisation globally. As medicine computers when away from their Total emergency 82,557 several ongoing campaigns to ensure the last 10 years by running daily stalls in share messages across the hospital. and technology are advancing, these desk. As part of our cost improvement department patients management and staff continuously the hospital, collecting boxes around the The monthly magazine, The Link, advances must be tempered with programme we have a team focused Total adult emergency 62,652 work together across all the great area and wills and legacies. The Friends is available online and distributed in responsibility and consideration for the specifically on energy saving ideas department attendances services that are provided. work closely with The Whittington’s hard copy around the hospital, staff environment. and green energies. Total paediatric 18,905 The Whittington is also now in its fundraising office and have helped with contributions are always welcome and The Whittington is working hard to The hospital’s waste for the emergency department fourth year of the visible leadership recent campaigns such as the Care of encouraged. reduce its carbon footprint. We have year has decreased by six per attendances practice, where senior nurses and Older People drive. The Whittington is The chief executive holds a monthly maintained our recycling rate of 11.5 cent from the previous year, it is midwives across the hospital spend very proud to have such an active and briefing session that is open to all. The per cent and have brought in policies to currently 732 tonnes. From January Total day cases 17,295 every Monday in clinical practice. dedicated group of volunteers. chief executive is more than happy to improve our carbon reduction practices The Whittington’s clinical waste Total elective inpatients 2,884 This allows problems, developments The Friends are always interested talk through the pertinent issues of the such as regulating the heating to reduce contractor has organised contracts to and achievements to be shared, face in receiving new members and can day and actively seeks to get feedback. unnecessary energy usage. The carbon use treated clinical waste as fuel in a Total non-elective 29,957 to face, so any discussions or actions be contacted in the first instance at A summary of the briefing is emailed reduction strategy group continues to waste heat recovery plant. We hope to inpatients needed can be dealt with as quickly [email protected] or to all staff and cascaded face to face meet to discuss ways to reduce carbon divert 80 per cent from landfill to use New outpatient 126,991 and as directly as possible. 020 7288 5641. by managers. usage, including a highly successful in waste heat recovery. Unfortunately, attendances There is the ‘on the floor’ initiative, In the last year the communications green day at the hospital in 2009 where due to an unexpected increase in Follow up outpatient 244,247 where members of the trust board work Look after yourself department has a chairman’s forum, carbon saving methods and technologies service demands, clinical waste has attendances in front line roles, from reception to the where pertinent topics are posted, were exhibited at the front of the hospital. increased from 361 to 372 tonnes. emergency department. It is a chance orking at a hospital can be following suggestions from the for the directors to experience a range stressful, people don’t control chairman, and staff can respond. of roles and to have the opportunity to Wwhen they get ill so staff can work all The chairman then provides an talk to staff and patients alike. kinds of hours. It’s important to look after answer following consultation with The Whittington wants staff to feel yourself. The Whittington has arranged senior staff and wherever possible, comfortable in approaching senior an external company that assessed discussions are developed and actions colleagues, and senior staff need to staff health over six months and made put into place. provide an ongoing presence on the reasonable suggestions on how they This has gone one step further floor to ensure the hospital is operating can improve their health and the chairman to a high standard. by carrying out small, daily now meets with staff alterations to their lifestyle. in informal coffee Volunteers It doesn’t have to be mornings, where staff running a marathon, instead and the chairman can olunteers are the unsung heroes getting off the bus one stop just get together and of the hospital. They cover roles early can help bring about talk over a hot drink. Vsuch as guiding and come from a an improvement in health. The communications variety of social, religious and cultural There are toured walks of office is also available backgrounds. You must be 16 or over the area every Tuesday that to work with any to be a volunteer, however there is no are ongoing, providing a department to help upper age limit. great social opportunity and them promote a Currently we have 85 volunteers the chance to discover the green spaces service or event. This year there have and some are fast tracked on to the in the area. been some wonderful events such temporary staffing register, providing Similarly a stop smoking clinic has as the opening of a new simulation an effective way into work. If you been running from the hospital for a year centre, a strong performance in staff are interested in becoming a hospital now, offering patients and staff alike a receiving the swine flu vaccine and volunteer you can apply via telephone, chance to kick the habit. Run by Julie many worthwhile information days online or in person at the volunteers’ Browne, the clinic has seen 230 people such as heart failure awareness day office based in the hospital’s main in its first year and continues to offer and international midwives and entrance. people a chance to finally give up. nurses day. 26 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 27 From uncertain futures to staff lunches, the range of activities that go in within and around a hospital often get The recovery process is hard work, but The Whittington is dedicated to working with and for patients. overlooked by most people. All photos on this spread, except top left, by Matthew Stuart.

28 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 29 Small picture: Our partnership with Asteral allows us to pioneer new services, such as scanner that detects iron Large image: Our day treatment centre allows us to see patients for surgery within a day, Teresita Arrieta is one of levels in the liver in ten minutes, a world first. the many staff who make our day treatment centre such an excellent place to be treated. Photo: Maryvonne Arnaud

30 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 31 Non-Financial Review Future Developments Op eRATINg and financial review The Whittington was formed as a Trust This year we continued to work The Whittington plans to deliver in April 1993. Its aim is to be the hospital on the positive relationships we have a break-even position in 2010/11, of choice for local people, and we actively with colleagues in primary care. We although this will be challenging as the Summary Financial Performance Financial Risk encourage patients and members of the have continued to develop innovative national tariff (under which the Trust 2009/10 was a successful year for In 2009/10, The Whittington achieved The Trust operates within the local public to join the Trust membership pathways across the interface between is paid for the majority of its patient The Whittington – the Trust achieved a surplus of £139k, achieving its financial regulatory framework determined by the scheme. This allows patients and the primary and secondary care – in activity) is frozen at 2009/10 levels, its financial target to deliver a surplus duty to break even during the year. This Department of Health. Risk management public to take an active role in the work of particular Co-creating Health, a national with a further two per cent reduction in against its break-even duty, and met is the sixth successive year that the is monitored through the Trust’s Board the hospital and help the hospital develop initiative strengthening self-management The Whittington’s top-up for being in a all access targets including the four Trust has made a surplus. In addition, Assurance Framework and risk register, closer links with local communities and in diabetes which has shown real benefits high cost area. hour Emergency Department target the Trust was one of only three London as described in the Statement of Internal other healthcare providers in the area. in relation to patient outcomes and patient The Trust is planning a significant (for which the Whittington was the non-Foundation Trusts to achieve an Control. Directors are members or The Trust’s experience. We cost improvement programme for the sixth best Trust in London), 18 weeks ‘Excellent’ score for Use of Resources in attendees of the Trust Board and the clinical activity also continued to coming financial year, totalling £14.5m. referral to treatment, and the cancer 14, the Care Quality Commission’s Annual chief executive, as accountable officer, continued to grow develop innovative Two of the main emphases of this 31 and 62 day referral to diagnosis to Health Check, published in October has put in place systems that provide in 2009/10 mainly services such programme will be a reduction in the treatment targets. 2009. information and assurance for the Trust due to increasing as community use of agency staffing and improving The Whittington continued to make In 2009/10 all NHS organisations Board, including a significant internal market share and anti-coagulation, the efficiency and productivity of progress towards its strategic goals, were required for the first time to prepare audit programme which reports to the the lower than c o m m u n i t y existing staff to accommodate the aiming to be the hospital of choice accounts on an International Financial Trust’s Audit Committee. planned effect dermatology in expected increases in patient activity for local people and delivering on the Reporting Standards (IFRS) basis, In addition, as confirmed via the of PCT demand Islington and that Primary Care Trusts (PCTs) have ‘Whittington Promise’ to patients. In which require, amongst other changes, annual letter of representation to the m a n a g e m e n t Hornsey, and the commissioned from The Whittington order to check our progress towards for the Trust to report the Private Finance Trust’s external auditors, there is no i n i t i a t i v e s . development of in 2010/11. the promise and ensure we encourage Initiative (PFI) hospital on its balance relevant audit information of which the 2009/10 saw a 6.8 an osteoporosis There are a number of new patients to let us know how we are sheet as its own asset. The adverse Trust’s auditors are unaware. This letter per cent increase service in performance measures that will performing, we introduced patient impact of this change is excluded from is signed by the chief executive, the in GP referrals Islington. We are affect the Trust in survey electronic devices to all the Trust’s duty to break-even under Finance Director and the Non Executive compared to amongst the first 2010/11 – such as the clinic areas and wards to capture Department of Health guidance. chair of the Audit Committee and has 2008/09, a two per acute Trusts in commitment to single real time feedback from our patients Delivery of the surplus will enable the been agreed with other Board members. cent increase in London to win a sex accommodation regarding their care experiences. In Trust to continue to invest significantly to The full Statement of Internal Control elective (planned) competitive tender and new national the final six months of 2009/10 we improve its buildings and ensure medical and the letter of representation can be care, and a 7.1 per with a GP practice targets on diagnosis captured over 4,000 patient experience equipment and IT systems are of a high obtained from the Press Office, Jenner cent increase in the number of babies to deliver the urgent care element of their and treatment of feedback surveys, and have made standard. This year the Whittington Building, The Whittington Hospital delivered – over 4,000 babies were born GP-led health centre in south Islington cancer – that will improvements as a result. Results show delivered a capital expenditure NHS Trust, Magdala Avenue, London at The Whittington (including home (from 1 April 2010) in line with the further improve the an improvement in patient experience programme of £6.9m. One of the main N19 5NF. births) in 2009/10. The growth in these Healthcare for London strategy. service that the Trust over the last year. projects in 2009/10 was a refurbishment areas is reflected in the increase in the The Trust was also successful in its offers its patients. In 2009/10 we opened our new of a number of The Whittington’s wards Trust’s operating income above the level application for registration with the midwifery led birthing centre, which has to ensure compliance with new single of inflation. Care Quality Commission under new proved to be very popular with women sex accommodation standards, which The Trust met its targets for reducing regulation requirements, and has been choosing to birth at The Whittington. has seen significant improvements in the healthcare associated infections, showing registered without conditions for the Our dedicated paediatric emergency hospital environment. excellent progress that has attracted other year ahead. The Whittington was rated department was up and running for the Under IFRS the Trust is required hospitals to visit The Whittington as a as ‘Good’ for its quality of care, and year and saw 17,559 children. This has to revalue its assets on a Modern site showing best practice in reducing continues to be assessed as the highest received very positive feedback from Equivalent Asset (MEA) basis. A review these infections. The number of cases level three for the maternity element of our local community. In preparation for of the Whittington’s buildings and land of clostridium difficile was 49 against a the clinical negligence scheme for Trusts. becoming fully single sex compliant as has resulted in an impairment in the target of no more than 92 cases, and we We are one of just a few hospitals in the an organisation we refurbished six of accounts of £4.6m. This is excluded had just eight cases or MRSA (four of country to receive this rating, which our wards, to create single sex space, when measuring performance against which were pre-48 hour cases) against a means that we are considered one of the toilet and bathroom facilities. the Trust’s break-even duty. Illustration by Maria Megroff target of no more than 15. safest places to have a baby.

32 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 33 Income and Expenditure Payment of Creditors

The Trust’s main sources of income are service level agreements with Primary Care Trusts and education and training The Department of Health requires that Trusts pay creditors in accordance with the Better Payments Practice Code. The target is to income relating to undergraduate medical students, post-graduate medical students and other clinical staff. Total revenue for The pay creditors within 30 days of receipt of goods or a valid invoice, whichever is later, unless other terms have been agreed. Whittington in 2009/10 was £176.9m, up 6.5 per cent on the previous year. The Trust’s performance, which is measured both in terms of volume and value, is tabled below, with a comparison to the prior year The Income and Expenditure statement shows a surplus before interest and dividends of £591k, with net interest payable of in the second table. The deterioration is largely due to the significant increase in patient activity over and above contracted levels – this £2.6m and dividends payable of £3.2m, resulting in the retained deficit of £5.2m. The higher interest payable figure is due to the additional activity is paid in arrears, leading to a delay in receiving enough cash to pay all creditors within the 30-day target period. reclassification of part of the PFI charge from operating expenses to interest payable as a result of presenting accounts on an IFRS basis. This accounting change for PFI (£718k) and the impact of impairments (£4.6m) are added back to the retained deficit figure 2009/10 performance to give a surplus against break-even duty of £139k. NHS Non-NHS NHS Non-NHS Payables Payables Payables Payables The following table summarises key features of the Trust’s Income and Expenditure performance over the last five Number Number £’000 £’000 financial years. Total bills paid 5,064 50,163 10,439 52,150 2009/10 2008/09 2007/08 2006/07 2005/06 Total paid within target 4,320 33,253 6,252 35,096 £’000 £’000 £’000 £’000 £’000 Percentage paid within target 85% 66% 60% 67% Revenue 176,853 165,983 153,330 142,389 131,498

Operating expenses 2008/09 performance (including depreciation) (176,262) (160,445) (148,634) (137,480) (128,738) NHS Non-NHS NHS Non-NHS Surplus before interest Payables Payables Payables Payables and dividends 591 5,538 4,696 4,909 2,760 Number Number £’000 £’000 Other gains 0 1 0 0 0 Total bills paid 5,030 46,856 7,083 52,353 Net interest receivable/(payable) (2,632) 215 302 291 308 Total paid within target 4,673 40,848 6,474 46,501 Dividends payable (3,156) (3,816) (3,577) (3,215) (3,048) Percentage paid within target 93% 87% 91% 89% Retained surplus/(deficit) (5,197) 1,938 1,421 1,985 20 Adjustment for impairments included Staff and Management Costs in retained surplus/(deficit) 4,618 107 0 0 0 Adjustment for impact of IFRS The Trust recognises the need to contain its management costs at a level appropriate to the achievement of its service and accounting on PFI included in financial objectives. Expressed as a percentage of income, the Trust’s management costs have decreased over the last year to retained surplus/(deficit) above 718 0 0 0 0 4.6 per cent. 2009/10 2008/09 Position against statutory £’000 £’000 break-even duty 139 2,045 1,421 1,985 20 Salaries and wages 103,057 97,753 Social Security costs 8,454 7,481 Employer contributions to NHS Pension Scheme 10,235 9,501 Total staff costs 121,746 114,735 Of which: Management costs 8,050 7,736 Management costs as a percentage of income 4.6% 4.7%

Medical and Professional Education and Training

In 2009/10 the Trust received education and training funding of £15.2m (£15.9m in 2008/09) from NHS London. Of this, £8.5m related to undergraduate medical teaching, with a further £5.4m relating to postgraduate medical education and the remainder supporting training in other disciplines. 34 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 35 Statutory Financial Respective statement of comprehensive income for the Year to 31 March 2010 Duties responsibilities of The Trust met all its statutory financial Full sets of the statutory accounts directors and auditor revenue duties in 2009/10. These are described are available from the Press Office, The directors are responsible for 2009/10 2008/09 below. Jenner Building, The Whittington preparing the Annual Review. £’000 £’000 Hospital NHS Trust, Magdala Avenue, My responsibility is to report to you  Break-even duty – the Trust is London N19 5NF (Tel: 020 7288 5983). my opinion on the consistency of the Revenue from patient care activities 152,029 142,130 required to break even on its No charge will be made for these. summary financial statement within Other operating revenue 24,824 23,853 income and expenditure account the Annual Review with the statutory Total revenue 176,853 165,983 over a rolling three-year period; financial statements.  External financing limit (EFL) Signed I also read the other information Operating expenses – this determines how much contained in the Annual Review and (including depreciation) (176,262) (160,943) more (or less) cash can be spent consider the implications for my report Operating surplus 591 5,040 by the Trust compared to that Date xx June 2010 if I become aware of any misstatements which is generated from its or material inconsistencies with the Other gains 0 1 operation. The Trust is required Richard Martin summary financial statement. The other Investment revenue 11 245 by the Department of Health to Director of Finance information comprises only the Editorial, maintain net external financing Trust Board Contributors, and Ensuring Interest expense (2,598) (2,460) within its approved EFL. the Best Treatment. Other finance costs (45) (47)  Capital resource limit (CRL) Signed I conducted my work in accordance Surplus/(deficit) – this determines the amount with Bulletin 2008/03 “The auditor’s for the financial year (2,041) 2,779 which can be spent by the statement on the summary financial Trust each year on new capital Date xx June 2010 statement in the United Kingdom” Public dividend capital dividends purchases. issued by the Auditing Practices Board. payable (3,156) (3,816)  Capital cost absorption duty – Rob Larkman My report on the statutory financial Retained deficit for the year (5,197) (1,037) the Trust is required to absorb Chief Executive statements describes the basis of my the cost of capital at a rate of opinion on those financial statements. Value of IFRIC12 schemes 3.5 per cent. In other words the included in retained deficit 718 0 total dividends paid on Public Opinion Value of impairments included Dividend Capital (PDC) must Independent Auditor’s in retained deficit 4,618 107 be 3.5 per cent of average net In my opinion the summary financial Statement to the Board Capital cost absorption rate relevant assets. statements are consistent with the of Directors of The (target 3.5%) 3.5% 3.7% statutory financial statements of the Financial Statements Whittington Hospital Whittington Hospital NHS Trust for NHS Trust the year ended 31 March 2010. I have The statements that follow are drawn I have examined the summary not considered the effects of any events Other comprehensive income from the audited statutory accounts of financial statements for the year ended between the date on which I signed the Trust for the financial year ended 31 31 March 2010 (which comprise the my report on the statutory financial 2009/10 2008/09 £’000 £’000 March 2010. The audit was conducted Statement of Comprehensive Income, statements (insert date) and the date of by the Audit Commission, the Trust’s Statement of Financial Position this statement. Impairments and reversals (17,255) (10,352) external auditors. Their audit fee of Statement of Changes in Taxpayers’ Gains on revaluation 7,461 0 £121,523 related to statutory audit Equity and Statement of Cash Flows) Andrea White services. This report is made solely to the Officer of the Audit Commission Receipt of donated assets 353 32 The financial statements that follow Board of Directors of the Whittington 1st Floor, Transfers from donated asset reserve (130) (114) are in a summarised form, and may not Hospital NHS Trust in accordance with Millbank Tower Total comprehensive income contain sufficient information for a full Part II of the Audit Commission Act Millbank for the year (14,768) (11,471) understanding of the Trust’s financial 1998 and for no other purpose, as set London position and performance. out in paragraph 49 of the Statement SW1P 4HQ of Responsibilities of Auditors and of Audited Bodies prepared by the Audit June 2010 Commission.

36 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 37 Statement of financial position as at 31 March 2010 statement of changes in taxpayers’ equity

31 March 2010 31 March 2009 Retained Donated £’000 £’000 PDC earnings Revaluation assets Total Non-current assets £’000 £’000 £’000 £’000 £’000 Balance at 1 April 2008 47,258 17,131 45,729 1,221 111,339 Property, plant & equipment 132,801 148,080 Retained deficit 0 (1,037) 0 0 (1,037) Intangible fixed assets 1,186 757 Transfers 0 139 (139) 0 0 Trade & other receivables 2,346 2,000 Impairments 0 0 (10,323) (29) (10,352) Total non-current assets 136,333 150,837 Receipt of donated assets 0 0 0 32 32 Current assets Transfers from donated assets 0 0 0 (114) (114) Inventories 1,122 1,241 New PDC 826 0 0 0 826 Trade & other receivables 10,677 5,293 Balance at 31 March 2009 48,084 16,233 35,267 1,110 100,694 Cash & cash equivalents 1,146 3,030 Total current assets 12,945 9,564 Current liabilities Trade & other payables (19,130) (15,635) Retained Donated PDC earnings Revaluation assets Total Borrowings (1,964) (1,676) £’000 £’000 £’000 £’000 £’000 Provisions (1,424) (562) Balance at 1 April 2009 48,084 16,233 35,267 1,110 100,694 Total current liabilities (22,494) (17,873) Retained deficit 0 (5,197) 0 0 (5,197) Net current liabilities (9,573) (8,309) Transfers 0 (378) 378 0 0 Total assets less current liabilities 126,760 142,528 Impairments 0 0 (17,202) (53) (17,255) Non-current liabilities Receipt of donated assets 0 0 0 353 353 Borrowings (38,838) (39,801) Transfers from donated assets 0 0 0 (130) (130) Provisions (1,946) (2,033) New PDC 50 0 0 0 0 Total assets employed 85,976 100,694 Balance at 31 March 2010 48,134 10,658 25,904 1,280 85,976 Taxpayers’ equity Public dividend capital 48,134 48,084 Retained earnings 10,658 16,233 Revaluation reserve 25,904 35,267 Donated asset reserve 1,280 1,110 Total taxpayers’ equity 85,976 100,694

38 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 39 statement of cash flows for the year ended 31 March 2010 Remuneration Report

Salary and pension entitlements of senior managers, who held office during the year ended 31 March 2010, are detailed below. 2009/10 2008/09 £’000 £’000 2009/10 2009/10 2008/09 2008/09 Net cash inflow from operating Salary Other Salary Other activities 7,201 8,475 Name and title (bands of £5,000) (bands of £5,000) (bands of £5,000) (bands of £5,000) Non-executives Cash flows from investing activities Mr Joe Liddane Interest received 13 260 Chairman 20-25 0 20-25 0 Mr Robert Aitken Payments for property, Non-Executive Director 5-10 0 5-10 0 plant & equipment (6,969) (7,374) Professor Jane Dacre Proceeds of disposal of assets Non-Executive Director from January 2009 5-10 0 0-5 0 held for sale 0 4 Miss Maria Duggan Non-Executive Director 5-10 0 5-10 0 Payments for intangible fixed assets (369) 0 Professor A Johnson Non-Executive Director to December 2008 0 0 0-5 0 Net cash outflow from investing Mr Edward Lord activities (7,325) (7,110) Non-Executive Director 5-10 0 5-10 0 Cash flows from financing Ms Anna Merrick activities Non-Executive Director 5-10 0 5-10 0 Miss Marisha Ray Public dividend capital received 50 826 Specialist Advisor from October 2009 0-5 0 0 0 Capital element of finance leases and PFI (1,810) (1,676) Executives Mr David Sloman Net cash outflow from financing (1,760) (850) Chief Executive to August 2009 60-65 0 140-145 0 Net increase/(decrease) in cash Mr Rob Larkman Chief Executive from September 2009 75-80 0 0 0 & cash equivalents (1,884) 515 Mrs Margaret Boltwood Cash & cash equivalents Director of HR 75-80 0 75-80 0 held at beginning of period 3,030 2,515 Ms Helen Brown Acting Director of Operations Cash & cash equivalents (September 2008-March 2009) 0 0 40-45 0 at end of financial year 1,146 3,030 Ms Siobhan Harrington Director of Primary Care and Interim Director of Nursing 85-90 0 80-85 0 Mr Philip Ient Director of Facilities 75-80 0 75-80 0 Mrs Celia Ingham Clark Medical Director 40-45 75-80 15-20 150-155 Mr Richard Martin Director of Finance 95-100 0 90-95 0 Mrs Kate Slemeck Director of Operations 80-85 0 70-75 0 Mrs Fiona Smith (nee Elliott) Director of Planning and Performance 70-75 0 45-50 0 Mrs S Sorensen Director of Strategy and Performance (2008/09) 0 0 45-50 0 Mrs Deborah Wheeler Director of Nursing and Clinical Development to January 2010 60-65 0 80-85 0

Notes The salary figures above represent the total salary received in the 2009/10 financial year and therefore reflect the fact that some directors were only in post for part of the year. Mrs Celia Ingham Clark has reduced the element of direct clinical work in her role, and has also undertaken part-time secondments to other NHS organisations. The figures here relate to direct work for the Whittington. 40 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 41 Pension Benefits WAYFINDER Lump Lump for the start and end of the period. sum at age sum at age The membership of the Remuneration 60 related 60 related Committee comprises the chairman Real Real to accrued to accrued Cash Cash Real and all the non-executive directors of increase increase in pension at pension at Equivalent Equivalent increase Employer’s The Whittington Hospital NHS Trust. in pension lump sum 31 March 31 March Transfer Transfer in Cash contribution The Committee has agreed a number of at age 60 at age 60 2010 2010 Value at Value at Equivalent to key principles to guide remuneration of (bands of (bands of (bands of (bands of 31 March 31 March Transfer stakeholder directors of the Trust. Name £2,500) £2,500) £5,000) £5,000) 2010 2009 Value pension and title £000 £000 £000 £000 £000 £000 £000 £000 Mr David Sloman 2.5-5 10-12.5 50-55 150-155 938 714 94 0 Signed Mr Rob Larkman (0-2.5) (2.5-5) 25-30 80-85 574 554 (4) 0 Mrs Margaret Date xx June 2010 Boltwood 0-2.5 0-2.5 30-35 100-105 760 692 34 0 Ms Helen Richard Martin Brown 0 0 0 0 0 227 0 0 Director of Finance Ms Siobhan Harrington 0-2.5 2.5-3 10-15 40-45 253 216 27 0 Mr Philip Ient (0-2.5) (0-2.5) 25-30 85-90 578 524 28 0 Signed Mrs Celia Ingham Clark (0-2.5) (0-2.5) 50-55 155-60 1,040 831 168 0 Date xx June 2010 Mr Richard Martin (0-2.5) (0-2.5) 35-40 105-110 662 604 28 0 Rob Larkman Mrs Kate Chief Executive Slemeck 0-2.5 0-2.5 10-15 30-35 178 154 17 0 Mrs Fiona Smith (0-2.5) (2.5-5) 20-25 60-65 327 315 (4) 0 Mrs Deborah Wheeler (0-2.5) (0-2.5) 25-30 85-90 512 471 13 0

Note: The real increase in pension, lump sum (CETV) is the actuarially assessed capital They also include any additional pension and CETV is calculated as the increase value of the pension scheme benefits benefit accrued to the member as a result The Whittington Hospital over and above the five per cent pensions accrued by a member at a particular of their purchasing of additional years welcomes the views of its patients index-linked uplift that applied in 2009/10. point in time. The benefits valued are of service in the scheme at their own and local community. The reduction in Rob Larkman’s pension the member’s accrued benefits and any cost. CETVs are calculated within the If you would like to get involved entitlements is due to a correction of prior contingent spouse’s pension payable guidelines and framework prescribed with the hospital or would like further year figures. from the scheme. The pension figures by the Institute and Faculty of Actuaries. information about this review, The Trust’s accounting policy in shown relate to the benefits that the The real increase in CETV reflects the please contact: respect of pensions is described on pages individual has accrued as a consequence increase in the CETV effectively funded nine-eleven of the complete annual of their total membership of the pension by the employer. It takes account of Deborah Goodhart accounts document. As Non-Executive scheme, not just their service in a senior the increase in the accrued pension Head of Communications members do not receive pensionable capacity to which the disclosure applies. due to inflation, contributions paid by The Whittington Hospital NHS Trust remuneration, there are no entries in The CETV figures include the value of the employee (including the value of Highgate Hill respect of pensions for Non-Executive any pension benefits in another scheme any benefits transferred from another London N19 5NF members. or arrangement which the individual has pension scheme or arrangement) and Tel. 020 7288 5983 A Cash Equivalent Transfer Value transferred to the NHS pension scheme. uses common market valuation factors [email protected] 42 THE ANNUAL REVIEW 2009–10 THE ANNUAL REVIEW 2009–10 43 THE WHITTINGTON GIFT COLLECTION

Why not support the Whittington by purchasing an item from our high quality gift collection, some of which is pictured below. All proceeds go towards supporting our invaluable work. Available at our regular stalls at the hospital entrance or via our online shop at www.whittington.nhs.uk/onlineshop

Carrier bag tidy: £5.00 Cat amongst the pigeons mug: £10.00 Copper etching: £180.00

Tote bag: £4.00 Royal Northern Hospital history book: £5.00 Hairbrush: £3.00

Tea towel: £3.50 Fob watch: £10.00 Trolley token: £2.00

For full details and ordering information please visit our online shop at: www.whittington.nhs.uk/onlineshop