Annual Report 2015/16 contents Chairman and Chief Executive Foreword 2 Progress Service Developments and Improvement 6 Improving Health 11 Locality health improvement 14 Health Protection and Screening 23 Patient Experience 29 Quality and Patient Safety 34 Achievements Volunteers & Involvement, 38 Fund Raising & Donations 40 Staff Awards and Achievements 45 Celebrating Excellence 49 Our Year in Pictures 50 Staff Retirements and New Starts 57 Performance HEAT Targets and Standards 62 Board Members 64 Annual Review Letter 65 The Future Tech advances and innovations 70 Integration 72 New hospital 74 Scottish Ambulance Service 1 Chairman’s Foreword Chairman’s and Chief Executive Jeff Ace Chief Executive Chief Executive As Chief Executive of NHS Dumfries and Galloway, Jeff and Chairman’s Ace is accountable to the Board and to the Scottish Government for delivery of safe, effective, person centred care within the Foreword Board’s financial allocation. He leads a team of Directors with responsibility for all aspects of health services NHS Dumfries and Galloway has successfully NHS Dumfries and Galloway’s Medical Director, navigated another busy and challenging Dr Angus Cameron, was seconded on a half- in the region and has been year. There is a great deal to report and this time basis to work with Scottish Government on NHS Board Chief Executive document highlights the main achievements a new National Clinical Strategy. This involved and developments of 2015 / 16. Thanks identifying an achievable strategy for dealing since February 2012. to the hard work and dedication of the with the significant pressures faced by NHS people who make up our workforce we Boards in Scotland in a way that produced have delivered on the targets and standards better outcomes for our patients. The strategy set by the Scottish Government and was produced in February and well received made significant progress on a number of nationally; we are proud of Dr Cameron’s landmark projects. contribution to such an important piece of work. Each region in Scotland will now produce In March work began on the new District a delivery plan to put its recommendations into General Hospital in Dumfries and we welcomed practice. Shona Robison, Scottish Cabinet Secretary for Health, Wellbeing and Sport to the We have maintained our focus on improving groundbreaking ceremony. She also visited the quality and safety of our services through Dumfries and Galloway Royal Infirmary in a number of developments and initiatives and August when she met staff and issued guidance throughout 2015 / 16. The commitment of staff to health boards for winter 2015 / 16. and quality of our services has been recognised in a number of ways, including the Celebrating Chief Operating Officer Julie White was Excellence Awards in September. We would appointed Chief Officer for the Integrated Joint like to take this opportunity to once again Board and Katy Lewis, our Director of Finance, thank all staff who contributed to our culture of was appointed as Chief Finance Officer. We continuous improvement. Your hard work is our are making good progress on the integration success. of health and social care and you can find an update from Julie later in this report. Finally, we wish to assure people in Dumfries and Galloway that we will continue to work Last year also marked the departure of Director hard to ensure we deliver quality and safety of Nursing, Professor Hazel Borland, who took improvements in the coming year so that up a new post with NHS Ayrshire and Arran. We they can rely on excellent care that is person- welcomed her replacement, Eddie Docherty, in centred, effective, efficient and reliable. time for him to attend his first Board meeting in February. Philip N Jones Jeff Ace Chairman Chief Executive 2 3 and Improvement Developments Service Philip N Jones Chairman of the Board Appointed to his post by the Scottish Government, Health Improving Philip N Jones has been NHS Dumfries and Galloway’s Chairman since May 2014. His duties include promoting the Progress highest standards of integrity and corporate governance across the organisation and demonstrating visible and ethical personal leadership by Screening and Protection Health modelling the highest standards of professional behaviour. He Service Developments and Improvement 6 also leads the Board’s decision- making processes, acts as Improving Health 11 a guardian of due process and exercises independent Locality Health Improvement 14 judgement on the Board’s policies. Nationally Philip Experience Patient Health Protection and Screening 23 contributes to development and implementation of strategy and policy through membership Patient Experience 29 of the Scottish Chairs Group and at a regional level is a core Quality and Patient Safety 34 member of the multi agency Regional Strategic Partnership. Safety Quality and Patient 4 5 and Improvement Developments Service Service Eddie Docherty Nurse Director Eddie Docherty joined NHS Dumfries and Improving Health Improving Developments Galloway as Nurse Director in February 2016. He has strategic and operational leadership and Improvement responsibility for making sure we deliver person centred, safe and effective nursing services and clinical practice. This Screening and Protection Health their new model of care/ processes before an event Acute and Diagnostic includes providing improvements 2016 service. Additionally, workstream happens – particularly if it members have attended each is recognised to be high risk direction and guidance Clinical and Service other’s meetings to describe how testing a process that we know their services will be delivered, is a challenge now in our on professional issues, Change Programme and the subsequent impact on the current hospital, to make sure developing policy and other clinical/non-clinical areas. the ‘new hospital’ can cope and, keeping nursing staff The Clinical and Service Change how Simulation can be used to Programme was established not Workforce planning groups have deliver objective teaching. Some skilled, inspired and only to ensure that our staff are been established for each of the examples are how Simulation motivated. He represents fully prepared for the move to three operational directorates can test cardiac arrest response, Patient Experience Patient the new hospital in December at Dumfries and Galloway patient handover, patient transfer the Board at national level, 2017, but also as a response and Royal Infirmary (DGRI) i.e. Acute leading national groups pro-active approach to altering and Diagnostics, Women’s • Confirm with the Clinical when required. our current ways of working due and Children’s and Facilities Educators, the nurse staffing to the increased demand on our Management Directorates to take training / education / rotation health and social care system. forward the workforce planning programmes as they apply to the agenda for their appropriate areas. whole hospital The change programme is Each of the planning groups, supporting the development and which all link into the Workforce This will include a timeframe implementation of new models and Transition Workstream, is for implementation and testing. of care and new ways of working chaired by the General Manager. To include the measuring and for our new hospital and our sustaining of Level 1 Care skills on Safety Quality and Patient community services. Next steps the Wards. There are 15 clinical and non- Nursing workforce clinical workstreams working Implementation of across both acute and community New Models of Care / ensuring sustainability of services, each with a wide- Simulation / Education and local services ranging membership, including Training staff from medical, nursing, and ERostering Allied Healthcare Professionals, • Develop an implementation plan management, Human Resources, for new models of care focussed Since its introduction in 2014 finance and staff side. initially on Critical Care Unit, E-Roster has been rolled out to 20 Wards and Combined Assessment areas within DGRI and now has in The 15 workstreams in the last Unit excess of 1300 users. There are 4 few months have been focussed further areas to be implemented, on the development of their • Develop a simulation plan, to which should be completed by operational policies outlining look at, for example, testing the end of the Jan 2017. Once 6 7 and Improvement Developments Service completed further consideration efficiencies delivered through eRostering system. will need to be made as to achievement of rostering There is an on-going recruitment whether the benefits and roll-out standards. programme for both Band 2 and Dr Angus should be extended to Maternity, 5 Bank staff, and a new process Community and Mental Health. • Improved allocation and has been put in-place to create Cameron management of annual leave a more efficient recruitment The benefits and process for our substantive staff. Medical Director efficiencies achieved • Improved reporting and visibility Currently, we have a total of 255 of staff working practices has led Bank staff: through the to better staff management of Improving Health Improving implementation of training and unavailability. Grade Substantive Bank Only Total As NHS Dumfries and E-Rostering Band 5 71 57 128 • Improved visibility of staff Galloway’s Medical Director Band 2 97 30 127 Increased visibility, accountability shortfalls and management of Dr Angus Cameron is and auditability of staff rosters: temporary staffing with Bank fill- Additional education and training responsible