Insight February 2013

February 2013

The Royal Liverpool and Broadgreen University Hospitals

insight www.rlbuht.nhs.uk

NHS Trust

Best stroke

care around

ors t c o D r io n u J r u o t u o k c Che

s ie r e s 3 C B B it h e h t from Interview with the new CEO

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Other Trust news and updates

How are we performing?

We, along with all other NHS Trusts, continuously monitor our progress against a series of targets that are set both nationally and locally.

This allows us to monitor the delivery

We are continuing to focus on infection prevention and control and having achieved our targets last year, targets for further reduction are in place for 2012/13. We are within target for MRSA cases to date and are well within plan for Clostridium difficile.

We aspire to have zero healthcare associated infections and this is reflected in our forward plan. Work to ensure the reduction in infections has included rigorous assessment and isolation, enhanced cleaning, observation and training, root cause analysis and learning lessons.

We are meeting the national targets for keeping the number of cancelled operations for non-clinical reasons to a minimum. Where a patient is cancelled we need to treat them within 28 days of the cancellation and we are also achieving this.

We continue to meet the national targets for waiting times in our Emergency Department, for admitted patients and outpatients and are achieving all of the eight national cancer targets.

To improve productivity, we continue to monitor our length of stay and Did Not Attend (DNA) rates and are monitoring emergency readmissions. We continue to see improvement compared with last year in reducing the proportion of appointments where patients DNA, with patient reminder software active

of our key corporate objectives of patient experience and quality of care, patient safety, productivity, people and financial health. We are continuing to build on our successes, which have been achieved as a result of good

Overview April to August 2012 Patient safety

On target

Patient experience and quality of care

On target

Productivity

Marginally off target – still work to do

People

Marginally off target – still work to do

Financial health

On target

OFF TARGET

and running. We are aiming to reduce patients’ length of stay, and still have work to do in this area.

We continue to work for significant improvements to further increase patient safety and quality of care. We are maintaining our continued reduction in hospital acquired pressure ulcers and in ensuring over 90% of admitted patients have venous thromboembolysm (VTE) assessments.

Additional new measures in relation to quality of patient care include: • Work in line with the national Dementia Strategy, to facilitate the improvement of

Employee of the Month If you would like to nominate someone for this award, please contact the Quality Department on extension 2293.

The latest winners presented with their certificates are:

August: Amanda Mulhaney, ward manager, Ward 5Y

performance management and the consistent dedication of staff, and are continuing to widen our monitoring to encompass all elements of the Trust Quality Strategy in addition to national, regional and local targets.

September: Steven Wood, staff nurse, Ward 7B

STILL WORK TO DO ON TARGET

care and support for patients with dementia and their families/carers • Utilising the Patient Safety Thermometer tools, which monitor harms in relation to pressure ulcers, falls, infections and VTE • To monitor patient experience, we are taking part in the national pilot of the friends and family test. All NHS Trusts will be using the friends and family test. This asks patients how likely they would be to recommend us to friends or family if they needed similar care. Once fully up and running this will reach large numbers of patients and will provide us with comprehensive data.

Our monthly award scheme recognises dedicated members of staff who have gone the extra mile to help patients during their stay or visit to our hospitals.

October: Joan Braham, healthcare assistant, Post Operative Critical Care Unit

November: Linda Boyne, staff counsellor, Haematology

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Other Trust news and updates

Interview with

Our new CEO Aidan Kehoe joined the Royal from Blackpool Teaching Hospitals NHS Foundation Trust in November 2012. He talks to Insight about his first impressions and his key priorities for the Trust.

“My first impressions have been – what a great Trust we’ve got,’ Aidan says. ‘We are delivering high quality care in many areas, we have great staff with real passion for their jobs and for patient care and have a desire to constantly improve. I’ve been able to meet lots of staff from lots of different departments and disciplines and their commitment to our patients is plain to see.

I’ve seen many examples of really innovative practice throughout the Trust and overall it has been a really good first impression.”

Like many other people from the city, Aidan has family members who have been cared for by the Trust and says they all have received “first rate treatment.”

It has certainly been a busy first few months for Aidan meeting with teams across the Royal, the Linda McCartney Centre, St Paul’s Eye Clinic, Broadgreen Hospital and the Dental Hospital as well as commissioners, heads of neighbouring trusts and several local MPs. With the teams he has met at the Trust, Aidan has been impressed by some of the innovations he has seen and the commitment of staff. He says, “Throughout the wards I have visited along with teams in support services, admin, facilities and many others, we have really well motivated people, working well as teams and committed to the patients. Whilst in some areas there have been staffing issues, mainly due to lengthy recruitment processes, people are hugely positive. Also despite working in a physical environment which isn’t great, in terms of the buildings themselves, there is a fantastic feeling of team spirit and the ‘can-do’ attitude of staff comes through loud and clear.”

Aidan feels this can-do attitude will be essential in meeting the challenges ahead with the new hospital development and further improving the quality of services against a backdrop of a challenging economic situation. He said, “In terms of what we want to achieve at the Trust, you need staff who are positive and innovative if you are going to have a really successful organisation. These will be challenging times, but seeing that ‘can-do’ attitude in staff really gives me the confidence that we can

meet these challenges and come out with a much stronger service and an environment for the delivery of care that both patients and staff deserve.”

Unsurprisingly top of the priorities for Aidan is the new Royal. “It’s a top priority for us,’ he says, ‘our staff are totally committed to providing the best care to patients, but the physical environment is becoming an obstacle to that. We’ve got to provide much better facilities and the new Royal will help us to deliver state of the art healthcare, in state of the art premises. It will also benefit the economy of Liverpool more generally both in terms of creating jobs whilst the hospital is being built but also later on with the development of a world class BioCampus. The BioCampus will be a resource for the whole city and will form part of a strategy that will give Liverpool an international reputation in the field of life sciences.”

Aidan is keen to emphasise that it is not just the Trust who will benefit. “It will be a facility for the whole region, it’s not just about the Royal,” says Aidan. “One of the things we will be doing is talking to our local partners, trusts and other agencies and asking - what do you want to get out of the BioCampus? How can it help you develop better services?”

Another key priority, Aidan says, is staff engagement and he has taken part in a number of ‘Listening and Action’ events to hear the views and ideas of staff throughout the organisation. “It’s been great to hear people talk about their areas of work,” says Aidan. “People have been very open and up front about what they think can be improved and there are some clear themes about what we can do better as an organisation.”

“What we have to do is maximise the potential of staff and tap into that potential,

Keeping in touch with Aidan • Read Aidan’s Blog on the Staff Intranet • Follow Aidan on Twitter@AidanKehoe1

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Other Trust news and updates

h the new CEO ‘says Aidan. “There are plenty of great ideas out there and people who want to get involved. We need to further develop a culture and environment for staff to feel comfortable about putting their ideas forward and lead change themselves.

Developing this culture is a major priority over the next 12 months.”

Another priority will be delivering on the Trust’s quality strategy with an even keener focus on patient safety. “We want to build on our good reputation for patient safety, particularly for infection prevention and we want to broaden that out to other key areas,” says Aidan. “The Francis Report (into poor care and patient safety issues at Mid Staffordshire Hospitals) contains 290 recommendations and we will need to review these to ensure that they are linked into our quality strategy going forward.”

Achieving Foundation Trust status is also an important goal for the Trust, but for Aidan,

the new hospital comes first. “Gaining Foundation Trust status is dependant on having a robust quality strategy that’s linked to sound financial performance,” says Aidan.

“As we move towards financial close on the new hospital, then we will agree timescales for our Foundation Trust reassessment.”

Aidan has experience of guiding Blackpool Teaching Hospitals towards achieving Foundation Trust status and has learnt valuable lessons. “The key thing is making sure you keep your focus on the quality and safety of care you are providing,” says Aidan, “and having very clear plans of how you do that in a tough financial climate.

Your cost improvement programmes have to be geared towards maintaining quality and safety whilst delivering the efficiencies you need. For this you need the support of your clinical colleagues to help redesign clinical pathways. You need to engage with them very early on, to find out from them how

their services can be improved and where the efficiency savings can be made. This is why staff engagement is so important, because you need to involve staff right from the beginning.”

Reflecting on his first impressions, Aidan notes one thing that needs to be improved.

“The sight of groups of people in pyjamas with drip stands smoking outside the main entrance of the Royal, doesn’t support the image of an environment committed to world-class healthcare. I accept that people do smoke and often will need to when anxious, but we need to find a way to move this somewhere away from the front door.”

Read more of Aidan’s interview on the Intranet where he discusses the Trust’s plans for Research and Development, Training and Education, greater patient involvement in how we deliver services and more.

“There is a fantastic feeling of team spirit with committed, motivated staff and their ‘can do’ attitude comes through loud and clear.”

Chief executive Aidan Kehoe

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Other Trust news and updates

Continuing to lead the way in Major Trauma The Major Trauma Collaborative between the Royal, Aintree and the Walton Centre has recently gone through a process of “Re-accreditation” which was led by NHS North of England. It was recommended that the delivery of Major Trauma for Cheshire and Merseyside will continue as a collaborative currently with a full review of clinical outcomes planned in the future.

documented in the Quarterly Major Trauma Dashboards now prepared by the National Clinical Reference Group.

As an individual Trust we continue to perform strongly when treating patients with major trauma and continue to be one of the top performing trusts in the North, comparing favourably with other trusts nationally also. This excellent performance is

“In addition we have introduced a weekly major trauma clinical debrief, which gives clinicians involved in care for major trauma patients an opportunity to discuss best practice and improve practice through lessons learned.

Phil Forester, Major Trauma project lead said: “We have seen significant improvement in performance including the percentage of patients seen by a Consultant on arrival, time to important diagnostics, such as CT Scans and the quality of data we submit.

“This performance is due to the fantastic support we have received from across all three Divisions and all specialities including Emergency Services, Anaesthetics, Radiology, Critical Care and Surgery.

“The Royal as part of the MTCC is leading the way in the management of patients with major trauma and we will continue to do so.”

The Major Trauma Collaborative The Royal Liverpool University Hospital, Aintree Hospital and the Walton Centre are working together as the Cheshire and Merseyside Major Trauma Centre Collaborative (MTCC).

The MTCC is supported by other strategic partners across the whole

pathway of care- such as The North West Ambulance service (NWAS) and Major Trauma Units for the population of Cheshire and Merseyside to ensure key improvements including: • Rapid access to acute care

• Timely clinical intervention • Robust rehabilitation services • Improve productivity and efficiency of trauma care across NHS providers of care • To bring significant patient benefit and improve the management and treatment of all trauma patients

Improved performance in Emergency survey We have improved several key aspects of our emergency department according to a recent survey of patients from the Care Quality Commission (CQC).

The survey asks patients who have recently used their local emergency department about the quality of care and treatment they received. The results are mainly for NHS Trusts to use to help them improve their performance.

The latest survey revealed that we are amongst the best performing trusts for the way in which our A&E staff work with the ambulance service. We were also

rated ‘better’ compared with most other trusts when it came to patient confidence and trust in our medical staff and the understandable way in which staff explain test results.

department. It received responses from nearly 46,000 patients which is a overall response rate of 38 per cent.

A&E staff are working efficiently with Ambulance services

While our staff were rated highly by patients, we were rated worse than other trusts when it came to how safe patients felt while in A&E and respondents said that they felt threatened by other patients or visitors.

The fourth Accident and Emergency Department Survey involved 147 acute and specialist NHS trusts with a major A&E

Flu vaccine rates one of the highest in the country Once again, we have one of the highest rates of staff flu vaccination in the country. Well done to all staff who have protected themselves, their patients and others from flu.

Fighting Flu: Nurse administers flu vaccine

We have had the highest rate of staff flu vaccinations for the past few years and have regularly been asked by other trusts to share out learning with them.

Our total rates for 2012/13 (as at January 2013) are: • Doctors - 91.5% vaccinated • Nurses – 86% vaccinated •A llied health professionals and other professionals - 98.8% • Support staff - 69% • Trust total - 86.3% Well done everyone!

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Other Trust news and updates

A&E Tweetathon In December we held a ‘Tweetathon’ in the Emergency Department to highlight the work of our specialist teams and to promote ‘Choose Well’ messages to the public about using health services appropriately.

The Tweetathon was a huge success in highlighting our work. Between midnight and 5pm over 220 patients were treated in our Emergency Department. We tweeted about a range of patient cases (no patient details were included). These included heart attacks, stroke and road traffic accidents along with numerous slips, trips and falls, and cases that were referred to their GP. We also tweeted information to provide alternative support for people who attend

A&E but should use an alternative service.

Some of the tweets we sent were: •R educing unnecessary visits to A&E helps us to treat those needing emergency care faster - this could be you or a loved one •W e’ve cared for about 5 emergency stand-by patients so far - these are seriously ill people where ambulance gives advance notice • P atients coming in with symptoms they’ve had for a while. Probably best to see your GP before coming to hospital We sent about 100 tweets during the day as part of the Tweetathon and gained

around 100 new followers. We received 54 ‘mentions’ either direct responses to our tweets or people quoting our tweets.

We also received 87 retweets, this is where our followers send our tweets to their followers.

Comments from our followers included: • I t’s been really interesting to learn about how the staff at the Royal cope with a typical day in A & E. Glad you’re there!

• T he live updates are a fantastic idea great way of raising awareness about an important issue • L oving the updates. A great insight into a busy A&E really showing the importance of Choose Well Thank you to all the staff in majors and minors for their support and keep up the fantastic work!

National centre opens at the Royal for AKU sufferers We have officially opened a national centre offering world leading treatment for sufferers of an extremely rare genetic condition known as Alkaptonuria (AKU).

The Robert Gregory National Alkaptonuria Centre will provide pioneering treatment for people who are suffering from AKU. This is a rare disease which causes a severe and early-onset form of osteoarthritis which affects one in 250,000 to one in a million people.

The centre was officially opened by the Patron of the AKU Society, The Lord of Witley & Hurcott, Worcestershire, Ken WardAtherton, who unveiled a plaque to mark the occasion. Robert Gregory, the original founder of the AKU Society and a sufferer of the disease was also at the opening along with Dr Nick Sireau, the chairman of the AKU Society and the chief executive of the Royal, Aidan Kehoe.

The Lord of Witley & Hurcott, Kenneth Ward-Atherton said: “This centre represents

Chief executive Aidan Kehoe joined by members of the AKU Society to open the centre

not only the culmination of years of hard work from Robert, Dr Ranganath and many others, but also the beginning of a new chapter in the fight against AKU. Robert Gregory said: “I’m delighted that our vision for a National AKU Service has been realised. The fact that this service is based in my home town of Liverpool and is leading the world in its field is something I am extremely proud of. I am truly honoured that it bears my name.”

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Other Trust news and updates

Meet the Junior D Join in discussions about the programme on Twitter - #JuniorDoctors Name: Kiera

Name: Oliver

Age: 26

Age: 25

Job title: 2nd Year Junior Doctor

Title: 2nd Year Junior Doctor

Hometown: Born at Arrowe Park on the Wirral and grew up in Shropshire

Hometown: Reading

Studied: Five years of medical training at Keele University My part in the filming is mainly in the Emergency Department at the Royal and I think it accurately portrays the hard work of A&E teams. I’m filmed stitching wounds and patching people back together after nights out that have gone wrong, caring for people who are very unwell and handling a few local characters.

I absolutely love working in Accident & Emergency, I love the fast pace and variety and I really enjoyed working in the Emergency Department at the Royal. The whole team there were really supportive and do an excellent job, they’re a real credit to the hospital.

My ultimate aim is to be a Consultant in Emergency Medicine. I’d also like to be involved in expedition medicine where you accompany rainforest and mountain treks as their doctor and would also like to take part in disaster relief medicine.

Name: Tristan Age: 29 Job title: 1st Year Junior Doctor Hometown: St. Albans Studied: Medicine at University of Liverpool, Biology at University of Edinburgh I live at home with my wife and two year-old daughter, Lottie. In the series, I’m based in the Clinical Gerontology

Studied: Five years of medical training at University of Nottingham The film crew followed me during my stint in the Acute Medical Unit (AMU) as Senior House Officer (SHO) where I would see patients who had been referred to AMU by their GP or via the Emergency Department. They also filmed me covering my general medical on call duties on the wards, doing night shifts and weekends.

I enjoyed taking part in the show, although it was somewhat strange having the cameras watching my every move. As time went on however, I got more comfortable with the filming.

I really enjoyed working in AMU as there’s a great deal of breadth to the cases that you deal with. It’s an interesting job which challenges you to investigate and diagnose a huge variety of conditions. The AMU team at the Royal were a fantastic team to work with and as a junior doctor it was an incredible learning experience.

Name: Carol Age: 27 Job title: 2nd Year Junior Doctor Hometown: Blantyre, Malawi Studies: Five years of medical training at the College of Medicine, Blantyre, Malawi The health system here is very different to Malawi. Emergency cases in Malawi are mainly infections such as TB, HIV and AIDS or road traffic accidents. Here we see a lot of alcohol related health issues, people with heart and chest problems or people who self-harm. When I worked in Malawi we had just one CT scanner for the whole southern region with a population of 3 million! I would see between four and seven deaths per day in hospital in Malawi. I was amazed when I came to the Royal to see how well staffed the Emergency Department was, with such a broadly skilled and well equipped team.

I was very nervous about taking part in the filming at first as I had never seen the Junior Doctor’s programme before.

But I think being on camera made me more precise in what I was doing and helped improve my performance.

Watching the programme back was quite emotional for me as it made me reflect on my training both here and in Malawi.

I have passed many milestones and am incredibly thankful for all the support I have had from my husband, family and all the team at the Royal.

department of the hospital and have to balance my family life as well as a busy training schedule.

experience, not many people can say a TV crew followed them around in their first year!

Sometimes the filming was stressful, as little bits and pieces of filming would make the day longer, and we always put patients first. But having the crew around made my training a unique

I’m currently working in Diabetes and Endocrinology but I am keeping an open mind about my future career plans. Acute/emergency medicine or anaesthetics are high on my list but I’m still undecided. In the near future I’ll be taking part in the Liverpool HalfMarathon to raise funds for the new Royal and look forward to the arrival of our second baby in July!

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Other Trust news and updates

Doctors

The new series of BBC3’s ‘Junior Doctors: Your life in their hands’, follows eight first and second year junior doctors through their ‘hands on’ training, caring for patients at the Royal.

Name: Emily

Name: Ed

Name: Tom

Age: 25

Age: 27

Age: 25

Job title: 1st Year Junior Doctor

Job title: 1st Year Junior Doctor

Job title: 1st Year Junior Doctor

Hometown: Leicester

Hometown: born in Norwich but grew up in Bassano del Grappa (VI), Italy

Hometown: Shrewsbury

Studied: Five years medical training at the University of Liverpool and a one year long Master’s degree in Public Health.

The crew following me carrying out lots of routine tasks such as taking bloods, attending a cardiac arrest, working on night shifts and also some more unique moments. Such as the time one of my patients, who was a prisoner, managed to escape police custody and climb into the roof cavity.

Being filmed doing day to day tasks and even mundane things like filling out paper work and being asked to explain what I was doing made me more aware of what I was actually doing. The film crew were really friendly and helped to make it a more enjoyable experience.

I’d like to go travelling and work in hospitals abroad, to see how different health care systems work. In the future, I’d like to be involved in shaping healthcare policy by working with the World Health Organisation or the Health Protection Agency. I like the idea of people able to develop policies that would benefit large populations.

Name: Jen Age: 25 Job title: 1st Year Junior Doctor Hometown: Sale, Manchester Studied: Five years medical training at the University of Liverpool and a year long Master’s Research course in Clinical Sciences.

Taking part in this programme was a once in a lifetime opportunity that I

Studied: University of Liverpool

Studied: University of Ferrara, Italy I was born in Norwich, but moved to a small village near Padua in Northern Italy when I was two years old.

There are a number of differences between medical training in the UK and Italy and adapting created difficulties at first. Added to this, my father sadly passed away during the first few weeks of filming.

But despite these challenges I progressed a lot and I hope this will be noticeable throughout the series.

In the show, I seem to keep ending up in amusing situations both in and outside of the hospital. The in-house footage with me and the other junior doctors is hilarious at times. For a while there was a camera stuck to the sitting room wall, and (thinking it was off) a few of us were embarrassingly caught singing and dancing to the Spice Girls.

I felt guilty sometimes being filmed knowing that the rest of my colleagues were really busy with patients.

Inside the hospital the bizarre situations continue: I receive an impromptu palm reading whilst treating a patient, as well as attempting a conversation in German using unconventional means.

I really hope that the viewers will notice an improvement in my medical performance throughout the series. I had to adapt to a different system very quickly and I think the filming shows how much I progressed and how demanding the process was.

felt I couldn’t turn down, more as a life experience than anything else.

In the programme I’m working on the surgical wards, where people are cared for prior to, or following surgery.

It follows me in the operating theatres, observing keyhole surgery as part of my training and, in one episode I’m carrying out

However, there are a number of serious moments. Sadly, one of my patients died early on in my training and with the added pressure of the cameras this was a difficult moment. But overall the experience was fantastic.

an incision and drainage of an abscess, under the supervision of my senior house officer.

I’m currently working on the respiratory wards, but I see my future career in either surgery or anaesthetics. I’d always wanted to be an anaesthetist but I really enjoyed my first four months working with the surgical team. I am planning on taking up some surgical roles next year to gain more experience and hopefully, help me decide which path to choose.

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Patient safety and outcomes - to ensure the safety and effectiveness of our services

Best stroke care around The Royal is the best stroke care centre in the region and one of the top ten in the country according to data from two recent national audits by the Royal College of Physicians.

The audits looked at a number of quality measures around stroke care including: •H ow soon after arriving in hospital patients are seen by an expert stroke doctor

Dr Paul Fitzsimmons, stroke consultant said, “A stroke kills more than one million brain cells a minute, so time is of the essence and you need to get hospital treatment fast. At the Royal we have one of the best services in the country with the shortest times for ensuring that patients receive clot busting drugs on arrival, of just 46 minutes on average. The results of these audits show that if more patients in Liverpool

We are planning to expand our stroke service to provide faster out of hours access to specialist stroke consultants, using the latest technology – so watch this space…

Getting to hospital early is vital for people having a stroke:

Facial weakness - can the person smile?

Has their mouth or eye drooped?

•H ow soon they received clot busting drugs

Arm weakness - can the person raise both arms?

Speech problems - can the person

•H ow soon they are treated on a specialist stroke unit •H ow soon they get access to physiotherapy and occupational therapy

came to our hospital immediately after developing signs of stroke, we could save more lives.”

speak clearly and understand what you say?

Royal staff raising stroke awareness

Time to call 999

Ground-breaking cancer treatment is adding years to patients’ lives Leading researchers from the Royal have been pioneering an innovative new technique to treat patients with a type of liver cancer called HCC (hepatocellular carcinoma) that can extend their life expectancy and reduce side effects.

Trans-arterial chemoembolisation (TACE) involves the delivery of tiny particles or ‘beads’ containing high doses of cancerfighting chemotherapy drugs using keyhole surgery. Once in place, these beads deliver high doses of chemotherapy directly to the tumour and cut off its blood supply, starving it of the oxygen it needs to grow.

totally dead. I couldn’t believe it. It was a miracle. Having been told that I only had several months to live to then being told that the all the cancer cells had been eradicated was staggering.”

Since having TACE Robert has had check up scans every year. He has now been well for six years.

Robert said: “I am so grateful to Dr. Evans and the staff at the Liverpool Royal – without whom, I simply wouldn’t be here. Instead, I am loving retirement and relaxing in my home which overlooks the sea. Dr. Evans and his team did a phenomenal job and words can’t express how thankful I am.”

Robert’s story

World Stop Pres Pressure Ulcers, also known as bed sores, are a major burden to patients, their carers and society. We joined with teams across the world to bring you the first World Wide ‘Stop Pressure Ulcers Day’ on 16 November, aimed at reinforcing the message that pressure ulcers are preventable!

Robert Price, 80, was diagnosed with cancer in 2007 when doctors found a tumour the size of an ostrich egg on his liver. He was told he had only a few months to live and was referred to Dr. Jonathan Evans, a consultant radiologist at the Royal, for chemotherapy.

Robert said: “After the first treatment, Dr. Evans said that a scan showed some dead tissue in the tumour. After the second, he said that there was more dead tissue in the tumour. And after the third and final treatment Dr. Evans gave me the incredible news that the tumour was

Diane Wake, chief operating officer and exec Viability Nurses and staff on Ward 8X.

Robert Price benefitted from the revolutionary TACE cancer treatment

The Tissue Viability ‘STOP’ team aimed to show that they can be prevented and were out and about on the day giving hints and tips to patients, carers and staff to help in preventing pressure ulcers.

Patient safety and outcomes - to ensure the safety and effectiveness of our services

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Raising awareness about dementia In the UK, dementia affects over 800,000 people. At our hospitals, we are doing all we can to support patients with dementia, as well as helping staff to understand the specific requirements of patients with dementia.

Over the past six months we have put in place a range of different practices and schemes in order to raise awareness of dementia. We have established the post of dementia practitioner to champion high quality services for patients with dementia at the Trust.

We have opened up training sessions to staff that raise awareness of the specific needs of dementia patients. These sessions have been attended by over 700 people. These sessions are also available for staff on the wards, which the Care Quality Commission (CQC) consider exemplary. Sessions are available to all staff across our hospitals.

We are also implementing the ‘This is Me’ document. Supported by the Royal College of Nursing and the Alzheimer’s Society, the document is completed by relatives or carers of dementia sufferers and tells staff a patient’s likes, dislikes, preferences and fears. This knowledge will make it easier for staff to communicate with patients with dementia and help patients feel more comfortable in an environment they are not familiar with.

‘This is Me’ also uses Board Badges, small tags put on boards next to the names of patients with dementia on wards. This allows close observation of the patients, making sure they receive the specific care needed.

Along with this, we are using ‘Therapeutic Interventions’, items that stimulate memories in patients with dementia. These therapeutic intervention packs include things like ration books, five pound notes and dolly pegs, as well as prompt cards to help staff talk about the items.

Shaun Lever, dementia practitioner said: “We want to provide the best possible care for patients with dementia.

We’ve implemented training and support for staff and in the Shaun pictured future we’re with RCN President hoping to Andrea Spyropoulos create specific environments that cater to the needs of dementia patients.”

For advice or support in dealing with patients with dementia, please contact Shaun Lever on Bleep 5111 or email Shaun.Lever@rlbuht.nhs.uk

Pre-op preparation for Robotic Prostatectomy Since April 2011 over 150 patients have benefited from robotic assisted surgery for prostate cancer using the state of the art Da Vinci Robot.

Satisfaction surveys of patients undergoing Robotic Assisted Radical Prostatectomy (RARP) have been very positive, but we are continuously aiming to improve our service.

cutive nurse with Mary Harrison, Tissue

essure Ulcer day Wards were asked to fill out a quiz, and the prize of ‘World Wide Pressure Ulcer Prevention Day Ward Winners 2012’ went to Ward 8X. Diane Wake, chief operating officer and executive nurse said: “Well done to Ward 8X on winning this award. Our staff work extremely hard to prevent and manage pressure ulcers. We have reduced the number of pressure ulcers year on year and there have been no grade 3 or above pressure ulcers in our hospitals since October 2011. This is something we should all be very proud of.”

RARP is a much safer procedure for the patient and can lead to much faster recovery time with patients staying in hospital for only 36 hours on average. Following their stay, they will go home with a catheter and will require medication to reduce the risk of developing a blood clot for a month.

In the months following their surgery, they are likely to experience problems with urinary continence and erectile dysfunction for a variable amount of time.

In order to provide patients with greater understanding and support, the Urology team have established pre-operative meetings for patients and close family members. These give patients and their family members an opportunity to ask questions and talk to other patients about their experiences.

The first meeting was held at the Broadgreen Hospital Education Centre in November with 11 patients and their partners attending the meeting. There were presentations by Sherly Jose (nurse practitioner), Hayley Astles (ward sister), Sue Lancaster (Continence advisor), Louise Teaney (specialist nurse), Pat Kelly

(specialist nurse) and Matron Joyce Johnson and chaired by Rebecca Hamm (consultant urologist).

Staff talked about preparing for surgery, what to expect on the day of surgery, what happens on the ward, what can delay discharge, continence in the community, trial without catheter and erectile dysfunction.

There were also interactive exhibitions for patients to practice injections of clot busting drugs on oranges, handle catheter night bags and leg bags and look at pumps, pellets and injections for the treatment of erectile dysfunction.

Patients who attended the meeting and have since had their surgery and returned for follow up, felt that it had been very helpful in preparing them for what was going to happen. In addition, two of the patients are now meeting regularly and providing peer support to each other.

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Clinical Excellence

Care bundles project will improve treatment of respiratory diseases The Royal has been selected to take part in a national project which aims to improve the treatment of Community Acquired Pneumonia (CAP) and Chronic Obstructive Pulmonary Disease (COPD).

The project, which is run by the British Thoracic Society and NHS Improvement, aims to introduce ‘care bundles’ to manage these diseases and to improve the quality of care provided to patients who suffer from them.

Care bundles allow clinical teams to focus their efforts on a small number of measurable strategies aimed at improving specified outcomes. They identify factors known to influence mortality and length of stay and concentrate on addressing these as soon as patients arrive at the hospital.

Certificates for the commended presentations

Core Clinical Support Symposium Divisional Audit Symposium The Foresight Centre played host to the second annual Core Clinical Support Services Divisional Audit Symposium (CCSS) in December. The event was well attended and a great success with audits being presented from all the directorates.

The CAP care bundle will build on the already successful Advancing Quality Pneumonia project which highlights the importance of early chest X-ray and antibiotic treatment, as well as oxygen assessment and severity scoring.

Trish Armstrong-Child, deputy director of operations, kindly volunteered to be a guest judge at the event and was tasked with selecting a winner and two commended presentations from all the fantastic audits on display.

The COPD project will introduce two care bundles – one on admission and one on discharge. The COPD admission care bundle suggests early chest X-ray, oxygen assessment and blood gas analysis to identify respiratory acidosis (the strongest predictor of mortality in acute exacerbations of COPD), as well as review by a member of the respiratory team within 24 hours of admission. The COPD discharge care bundle aims to optimise treatment before discharge, offer smoking cessation advice, pulmonary rehabilitation and patient education.

The prize for the best presentation went to:

Dr Justine Hadcroft, consultant said: “This project is part of our long term strategy to continue to provide the best possible care for patients attending the Royal Liverpool University Hospital. As well as improving the quality of care for these two large groups of patients, we also expect to see a significant reduction in emergency admissions, readmissions, length of stay and death.”

The care bundles will be introduced from May 2013 and our performance will be compared before and after their introduction. We will also be compared with 24 other sites taking part in the national project.

• Dr Jonathan Folb for Infection Human

Immunity for the audit ‘Communityacquired pneumonia: management outcomes at the Royal’.

The two commended presentations awarded to: • Blood Sciences for their audit ‘Audit and re-audit of clinical requesting of cerebrospinal fluid xanthochromia analysis’.

• Pharmacy for their ‘Quality of Prescribing Audit’.

Along with the winner, the two projects will be entered into the Trust-wide Audit Symposium due to take place in early summer 2013.

The Liverpool Care Pathway In recent months, much has been written about the Liverpool Care Pathway (LCP) and its use.

Sadly, misreporting in some newspapers has caused patients and their relatives to mistrust the LCP and the palliative care clinicians who deliver it. What is more, in some cases elderly or terminally ill patients have been fearful to come to hospital at all, at a time when they most need medical care.

In order to address these misconceptions we have separated the LCP myths from the facts.

MYTH: The LCP is a form of euthanasia FACT: This is absolutely untrue. The LCP is designed to give the best possible care for people who are dying – and neither to hasten nor postpone death - but to respect patients and treat them properly in their final hours and days.

It should be considered when there is no appropriate reversible treatment available and the multi-disciplinary team considers that the patient is in the last hours or days of life. This means that good communication and support for the patient, their relatives and/or carers is vital.

MYTH: The LCP replaces clinical judgement FACT: The LCP does not replace clinical judgement or recommend any specific elements of healthcare.

It is a model of care tailored to each patient’s individual needs and includes consideration of their physical, psychological, spiritual and social needs.

The LCP requires senior clinical decision making, communication, a management plan and regular reassessment. It is not a treatment in itself but a framework for good practice – it aims to support but

13

Clinical Excellence

Medicine Divisional Audit Symposium The Foresight Centre also played host to the first Medicine Divisional Audit Symposium in December. The event displayed some fantastic clinical audit projects going on across the division highlighting quality improvements and changes in practices.

The event was well attended and a great success with audits being presented from all the directorates. Judging of the

presentations for first, second and third place was conducted ‘X-Factor’ style.

First Place: Liverpool Centre for Sexual Health for their audit ‘Management of partners of patients diagnosed with pelvic inflammatory disease and non-specific urethritis in the GUM clinic’ Second Place: Clinical Gerontology for their audit ‘Stroke Improvement

National Audit Programme’ Third Place: the Emergency Department for their audit ‘Introduction of tetanus immunity testing to the Emergency Department’ All three will automatically be entered into the Trust-wide Audit Symposium, which is scheduled to take place in early summer 2013.

Certificates of winning presentations

y - Separating the myths from the facts does not replace clinical judgement.

food and water from patients

MYTH: Patients and/or their relatives and carers are not consulted when the LCP is used

FACT: The LCP does not preclude the use of clinically assisted nutrition or hydration (CANH). Indeed, the LCP prompts clinicians to consider the need for CANH. All clinical decisions must be made in the patient’s best interest and tailored to the patient’s individual needs.

FACT: There should never be an occasion when the relative or carer who is named as the first contact or next of kin is unaware of the diagnosis of the dying or the subsequent care plan.

Good, comprehensive, clear communication is essential and all decisions leading to a change in care delivery should be communicated to the patient where possible, and deemed appropriate, and always to the relative or carer. What is more, all significant conversations should be supported by written information about the LCP. This is in accordance with GMC best practice guidelines.

MYTH: The LCP involves withdrawing

Some patients will have a drip continued, some will have a drip discontinued or indeed commenced. These best interest clinical decisions should be made by the senior doctor ultimately responsible for the patient’s care at that moment in time supported by the multi-disciplinary team, and reviewed regularly.

All decisions leading to a change in care delivery should be communicated to the patient where possible, and deemed appropriate, but always to the relative or carer.

MYTH: The LCP recommends continuous sedation FACT: The LCP recommends a full review of all medication currently prescribed.

Medications for the most common symptoms including pain are prescribed should they be required. However, medicines for symptom control will only be given when needed in response to a symptom, at the right time and just enough and no more than is needed to help with the symptom.

MYTH: Once implemented, the LCP cannot be discontinued FACT: The LCP can be discontinued following a review of the patient’s condition by the multi-disciplinary team and in consultation with the patient, where possible, and always with the relative or carer. The views of all concerned must be listened to, considered and documented.

14

Productivity - to ensure we make the best use of people and our physical and financial resources

Learning award for our hospitals We have been awarded the North West Learning and Development Award for the second year running at the prestigious North West HR Directors Conference in December.

This is for our continued excellence in apprenticeships, vocational development and leadership and clinical

practice development.

Stella Clayton, deputy director of HR and organisational development, said: “I am delighted to accept the award on behalf of our hospitals.

This award is testimony to the commitment managers and staff have for continuing education and learning for all our staff.”

Stella Clayton, deputy director of HR and organisational development receiving the North West Learning and Development Award from Ian Cummings, Chief Executive of Health Education England

Every One Matters Staff Engagement and Empowerment Thank you to everyone who attended the staff conversations and staff engagement events from September to December. Over 500 of you came and it was a great opportunity for members of the Trust Board to meet some of you and listen to your ideas on how to improve services for patients and their families, and how to improve things for yourselves.

You had some excellent ideas - there were some strong common themes of the events, which we have pulled together into a draft plan to share widely with you.

This will be by email and newsletters, as we are aware that many of you do not have easy access to email. We will also be asking all managers to make sure staff engagement is a regular item at divisional and team meetings.

So what are we going to do?

‘Quick Wins’- things we can do straight away without any more meetings – these are some of the ‘just do its’ you have asked for; •A better understanding of how recruitment works, so a flowchart has already been put on the intranet and we will make sure it is the focus of a newsletter. You also said you wanted to improve recruitment process and timescales, so this will also be a bigger piece of work involving you •R emoval of quota time and access barriers on our IT systems, which has

already been done. There was a bigger issue about access to slick and efficient IT systems which talk to each other, this is also a bigger piece of work which we will action involving you •A vailability of sinks was an issue in therapies and we have already visited to see what can be done • Reward and recognition was a big common theme and as a ‘quick win’ we are asking everyone to remember the simple things, which you said make a difference, such as saying a meaningful ‘thank you’ to at least three people every day. Have you said your ‘three today’?

Look out for more ‘quick wins’ in our newsletters.

‘Enabling our People Schemes’: we will be inviting groups of frontline staff and clinicians to get together with senior managers to break down the barriers on the bigger things you say get in the way. For example, access and barriers to IT, improving patient flow, recruitment, reward and recognition and understanding establishments, skill mix and staffing levels. We will make sure this work is not done in isolation. It will be aligned to other pieces of work already underway, particularly where patient flow is concerned. The main purpose of the groups is to properly understand issues from your perspective, make decisions and take action – without the usual bureaucracy and lengthy time spent in meetings. The Trust Board is

keen that these groups are action and results focused.

‘Early Adopter Teams’: 57 of you expressed interest in becoming one of the first ten teams to take your ideas forward. Some of you will be invited to join the ‘enabling our people schemes’.

Others will be invited to set up your own local team to implement the ideas you have said you want to work on, such as improved appointment systems, improved environment for patients, improved communication for patients, improved team meetings etc. Becoming one of the first ten teams means you will get senior manager/clinician support to develop your ideas, without the usual bureaucracy. If you are not one of the first ten teams, we will make sure that your ideas are not lost, we will ask your division to take them forward and perhaps you might be in the next group of 20 teams in May 2013.

‘Every One Matters’ staff engagement is very important to the Trust Board. We recognise it’s the excellent service all our staff provide that makes a difference to patients. We have listened to what you have to say and we know that some things are not right for our patients, nor are they right for you. We also know that you are doing your best in difficult circumstances and we will continue to listen to what you have to say to put things right. The Trust Board is keen to support you to do the very best you can, be the very best you can and be proud of everything you do.

Productivity - to ensure we make the best use of people and our physical and financial resources

15

Creating a Coaching Culture Chief Executive Aidan Kehoe outlines the importance of coaching and how it will change the future of the Trust.

“Whether it’s meeting targets in A&E or waiting times for cancer referrals, this organisation is fantastic at delivering those hard operational performance measures,” Aidan says. “But the challenges are different now, as the NHS faces a difficult economic climate, with rising patient expectations and demand on services. In addition, following the Francis Report into poor care at Mid Staffordshire Hospitals, organisations need to really demonstrate quality.”

Like many people, Aidan says, he was initially sceptical about coaching. “When you first hear about coaching, it often raises concerns that perhaps you’re not doing things right. But very quickly you get past that and you begin to realise that actually this is about achieving excellence and it’s about doing things in a different way, that can deliver sustainable change.

Nobody would think it at all odd that Andy

For Aidan, the only way to meet these goals and remain financially stable, “is to have people in their own areas evaluating how well they do things and that they themselves are able to change things. Staff have got to be at the heart of change and that requires a management style that enables that to happen.”

Nobody would think it at all odd that Andy Murray or Jessica Ennis have a coach

“Coaching is meant to be challenging,” says Aidan. “A good coach challenges you and your thinking and the beliefs that you have about things, and gets you to think about those things in a different way.”

“If we don’t do that,” says Aidan, “I think we will have a big problem in a couple of years’ time, because for sustainability we absolutely have to have people finding new ways of doing things, innovating all the time and continuously improving, and I think coaching is a key tool in achieving this.”

“A good coach is not criticising you, they are helping you to develop and become better at what you do. In the right relationship, you can come away feeling more enthused about your approach to doing things in a different way.”

Aidan feels that coaching is relevant to everyone in the organisation not just to people in leadership and management positions.

“In terms of formal coaching programmes, we need to start with people who are leading teams,” he says, “but in terms of coaching conversations on a day to day basis that can help people to improve the way they do things, that needs to happen right throughout the organisation, and everyone should be involved.”

the benefit of their experience.

Coaching is about getting you to think differently, getting you to look at it from different perspectives, to explore how others around you might be reacting to the situation and to just be better at thinking situations through.”

Murray or Jessica Ennis have a coach, in fact they can play tennis and run much faster than their own coaches!”

For Aidan it was reflecting on coaching sessions later that he got the full benefit. He says, “What I liked about it, was the self realisation which comes from within. The coach helps to draw that out which means you get much more sustainable improvement. I feel I’m a much better manager now than I was five and ten years ago and I’ve no doubt that coaching has played a significant part in that.”

“Getting a coach myself totally opened my eyes to the whole thing,” says Aidan. “It was very different from mentoring where someone is offering you solutions from

Read more on the Intranet about Aidan’s experience of coaching and how it helped bring success for his previous Trust.

Aidan Kehoe

What is coaching?

Coaching is a communication process that helps people to close the gap between current and potential performance. The coach works in partnership with you to unlock your talent and resourcefulness, helping you to make sustainable changes.

What is a ‘coaching culture’?

A coaching culture is one where leaders at all levels within the organisation can work with their team members to draw out their greatest performance.

16 Service Improvement and Excellence

Operating Theatres celebration event Staff in our Operating Theatres enjoyed the festive season with a celebratory event in recognition of the work and commitment of the Operating Services team.

Before the event, staff, management and theatre users were encouraged to nominate their ‘shining stars’ within the team. The nominations were collated and winners were presented with a certificate of achievement and a token of thanks at the event.

Dr Laura Dagg, Paul Grady, Robert Byrnes, Linda Roberts, Nicole Kinney

•A naesthetist nominated employee of the year – Jo Carter

The winners of the awards were:

• S urgeon nominated employee of the year – Marie Donnelly

• E mployee nominated employee of the year (the player’s player) – Natalie Newton

• ‘ Always looks on the bright side of life’ – Peter Elliott • Professor Hunter Award – Brian Johnson Long service certificates were given to: Bob Jones, Ronald Guy, Mary Sutch, Cathy Bridson, Susan Munnerly, Julie O’Neil, Terry Clarke, Mary Bougard, Denise Kennedy and Marie Donnolly

Appreciation was certainly plentiful, with all of the following being shortlisted for awards: Donna Kirwan, Billy Maddox, Jeff Woods, Nicky Menagh, Jennifer Steele, Julie O’Neill, Sara Ashworth, Lee Rowlands, Julie Long, Helen Brothwell, Lynda Doyle, Richard Dodd, Phil Lambert, Charlotte Fraser, Kirsty Dineley, Sharne Williams, Tony Baker, Dr Jane Beattie, Pauline Moss, Helen Brothwood, Dr Shiv Singh, Keith Farrell,

A great time was had by all, and some of the team continued their celebrations well into the night.

Chief executive Aidan talks to the staff

Jeff Woods, one of the unit coordinator operating department practitioners said: “I thought the presentation was a great idea, this should run and run.”

Pharmacy Aseptics team go Lean Following a process mapping event within our Pharmacy department, the Aseptic’s Unit decided to have a go at mapping their own processes.

Process mapping is a technique for visualisation of work processes so that problems, barriers and frustrations can be identified with a view to reducing or eliminating waste within a process.

Aseptic manufacture and dispensing is carried out by a team who prepare and supply sterile medicinal products. The production unit services the requirements of both patients, and customers within and outside the North West.

In the weeks after the initial Pharmacy mapping session, the Aseptics team divided themselves into three separate work streams.

They engaged with everyone involved in the various processes, from pharmacists, technicians and assistant technical officers so that everyone was able to contribute suggestions and ideas.

Following the individual mapping events, action plans were created and worked through. The actions will be on-going.

Some of the achievements so far: • Review of standard operating procedures within the Aseptic’s Unit • ICE access for technicians to enable them to view blood results

• Renaming and introduction of more specific worksheets to avoid errors • Patients being brought in at 9am so they can have bloods taken earlier in the day which could reduce the time they spend in hospital • New handover checklists created • Review of cut off time for prescriptions to be received in the unit • Use of Pod system to improve efficiencies • Utilisation of available equipment to improve processes • Fridges renamed, labelled and rearranged for ease of use

has been brilliant! It has drawn the team together and provided a springboard for some fantastic ideas that will make the Aseptic Unit function in a better way. I am so proud of the staff and hope that this is the beginning of a really successful time for them.”

Operational managers Amanda Pugh and Jennie McGuinness and senior technician Mike Downey are continuing their Lean journey and have embarked on a series of Lean workshops provided by the Advancing Quality Alliance (AQuA), which will enable them to continue to develop the use of Lean tools and techniques within the department.

Once they have completed the course, they intend to deliver the training to their teams so that they can continually improve their processes.

Following the process mapping and subsequent work stream meetings, a brief was arranged to enable the work streams to feedback actions and successes.

Alison Ewing, clinical director of pharmacy and therapies, said: “Working with the LEAN team has been so stimulating.

This piece of work

left to right Jennie McGuiness, Mike Downey and Amanda Pugh

17

Service Improvement and Excellence

Right up our street - we need ideas!

Diane Wake

Peter Williams

Helen Shaw

Ros Edwards

Idea Street is a website where staff can post their ideas for change and vote and comment on the ideas of others. It provides a way of encouraging innovative thinking and building employee engagement throughout our hospitals.

It is designed for you to publish your ideas on how to improve the service to our patients and to improve our working lives.

John Graham

James Norman

Helen Jackson

From Board to Ward…

Three months on!

Each month a member of our Trust Board is working in a different department to their own to gain a better understanding of the issues and challenges faced by staff working across our hospitals.

So far, our chief operating officer Diane Wake has spent time working as a executive nurse; James Norman, director of IM&T, has experienced life as a nurse specialist and John Graham, financial director for the Trust has worked as an ED receptionist.

Diane Wake thoroughly enjoyed her board to ward experience. She said: “I was extremely impressed by the dedication of the team I worked with who walk countless miles across the hospital every day but still remain cheerful and professional. I learnt that our porters work incredibly hard, are committed to their jobs and do all they can to deliver a first-class patientfocussed service time after time.

“From a personal point of view, I really enjoyed the interaction with staff and patients and would like to do more

back to the floor exercises as they are very useful.

“I know that soon I am to be a phlebotomist for the morning which I am looking forward to. I will make sure I am peer reviewed and signed off, just in case I am allowed to take blood!”

Speaking about his day in the Emergency Department, John Graham said: “It was extremely useful to get minute-by-minute experience as an ED receptionist as it gave me a much better understanding of daily life in the Emergency Department.

“On face value, one could be forgiven for thinking that the role of an ED receptionist is relatively straight forward. However, the reality is another story. As the first point of contact for people coming to the hospital, who may be upset or frightened, ED receptionists need to be reassuring, patient and focussed, all of which I found our staff to be.

“The next step is for me to share what I have learnt with my colleagues so we can discuss improvements that need to be made for both staff and patients.”

What can I do on Idea Street?

•C ontribute your idea and then invite others to join your idea team to make it happen •R ate other people’s ideas - you can give ideas a thumbs up or down, post a comment, do a review or request to join their team • I nvite others to join - you need to join Idea Street to take part. If you like taking part why not ask colleagues to join too?

The Service Improvement and Excellence team actively filter ideas submitted to the site and will support you to bring ideas to full implementation where applicable and appropriate. The site can be used as a communication and networking tool and has an element of ‘You said/ we did’ to it.

Some of the ideas already implemented are proving to be a success such as the ‘Welcome Buddy’ for patients’ coming to our hospitals for a first appointment, payslips available in an electronic format and Smart Card renewal/updates being available at Broadgreen.

Even if you don’t have an idea, the site is useful to be able to view suggestions other members of staff have submitted and then contribute to them.

For more information on how to register contact ideastreet@rlbuht.nhs.uk

18

Equality and Diversity

Launch of role models scheme We aim to employ a diverse workforce that reflects the population we serve. We know that if we do, we are able to recruit from a wider pool of talent, improve staff morale and provide services that are sensitive, responsive to the needs of the community we serve, appropriate and easy to access.

We have developed a role models scheme to showcase the diversity in our workforce. We have collected stories from a range of staff with different protected characteristics (protected characteristics under the Equality Act 2010 are age, disability, gender reassignment, marital and civil partnership status, race, religion or belief, gender, sexual orientation and carer status). There is a booklet featuring role models on the intranet.

Some of the role models include Joselita Marinas, clinical skills manager and Joyce Johnson, matron. We hope that the positive messages from our staff about the jobs that they do, how they got where they are today, and where they are going next will inspire others to apply for jobs in the hospital and motivate our staff to develop further in their careers with us. These stories give us a flavour of the kind of jobs our staff are employed in and development opportunities they have taken to move into higher positions, move across job roles or improve quality of service within their job.

The scheme also encourages people to find out about the range of roles and career options in the NHS beyond doctors and nurses.

There are over 70 different job roles within the NHS - all of which can act as a stepping-stone to other professions or types of work.

We want the role models scheme to represent people like you, if you are interested in being involved in future editions of the scheme’s booklet speak to your manager and email Equalityanddiversity@rlbuht.nhs.uk

First Say Something about Bullying event a success Everyone should be treated with dignity and respect and we are strongly committed to combatting bullying

Everyone should be treated with dignity and respect and we are strongly committed to combatting bullying and harassment in the workplace. To demonstrate this, a ‘Say Something about Bullying’ event was held for staff in November coinciding with National Ban Bullying at Work Day.

and visitors bully and how this can be dealt with and Mohammed Taher, vice chair of the Black Minority Ethnic Network gave examples of racist bullying.

Ros Edwards, human resources and organisational development director opened the event and talked about the Board’s commitment to say something about bullying.

•R ecognise bullying and encourage staff to report any bullying occurring

Mohammed Jogi, from the national NHS Employers team gave the national NHS perspective and commitment to the prevention of workplace bullying and creating a personal, fair and diverse NHS. Kieran O’Flaherty, human resource advisor and Denise Dougherty from staff side, delivered an interactive session with delegates on understanding the bullying and harassment policy and procedure and facts. Paul, from the Chair of Pride in Health Lesbian, Gay, Bisexual and Transgender Staff Network talked about incidents of homophobic or trans-phobic bullying.

• S peak up for those being bullied and support people

Emma Turner, human resource business partner gave an inspiring account of her personal journey and experience. Merseyside Police talked about when patients

Feedback from staff was excellent and as a result of this session staff said that they would:

•C hallenge any inappropriate behaviour

•N ot allow unacceptable behaviours to happen to them again • E ncourage others to attend this invaluable training Some of the most important things delegates said they learnt were: •H ow serious bullying and hate crime is •A ll aspects and forms of bullying and how to report it • T he level of support for staff being bullied A ‘Say Something about Bullying’ leaflet has been launched to help staff to identify bullying and harassment. Leaflets can be ordered from Equalityanddiversity@rlbuht.nhs.uk

19

Equality and Diversity

Equality and Human Rights Practitioners group launched A re-energised group of Equality and Human Rights Practitioners (EHRP’s) was launched at an event in January at the Royal. The EHRPs were nominated by the divisional general managers as leaders who can act as a critical friend within their division promoting equality, diversity and human rights, ensuring that we meet the needs of the community we serve. The EHRPs will keep up to date with and raise awareness of equality legislation and cultural issues, act as an internal consultant, cascade equality and diversity information and share good practice across our hospitals.

We have had some EHRPs since 2009.

The original EHRP’s have had refresher training and we have recruited and trained

13 additional staff to be able to function in this important role. These staff have completed three days of comprehensive equality and diversity training with the University of Central Lancashire. A leaflet promoting the EHRP’s is being produced.

Andrea Smith, equality and diversity manager, said: “I’m really excited about the future of the EHRPs. The enthusiasm of the staff equipped with their knowledge and competence will really make a difference in changing practices to be more inclusive for staff and patients from all walks of life. One of the team has already briefed staff on actions required to better support meeting the needs of transgender patients and changes have been requested to the Privacy and Dignity policy. ”

Food feast event We sponsored Merseyside Black History Month Group’s Cultural Food Feast at Sefton Park Palm House in October. The aim of the event is to challenge racist attitudes, discrimination, create a sense of community cohesion and promote

multi-culturalism. Participants had the opportunity to taste the diverse cultures that exist in Liverpool. The event included demonstrations, recipes and free healthy cultural food as well as entertainment from a range of local entertainers.

New interpreting services: information for staff We have now introduced face-to-face interpreting with Languageline Services (LLS) to support patients whose first language is not English. LLS supply locally based interpreters as well as continuing to provide a telephone interpreting service that gives staff access to qualified and professional interpreters, in one of over 200 languages. Telephone interpreting can be used in many appointment types and in emergency situations when a face-to-face interpreter is not available or when a short interaction needs to take place.

The move is expected to improve quality of care to patients and their families and will provide a more cost efficient interpreting service.

Andrea Smith, equality and diversity manager, said: “The new interpreting service will help us to improve patient care and have a positive impact on our patients by providing professional interpreting services in the most effective way for each patient and saving us money over the coming years.”

In-house written translations

Tasting the diversity of cultures at Food Feast

We can now use Clairtalk, an online software tool developed for the NHS. This will enable us to produce in-house written translations to another language more efficiently and at a fraction of the price of outsourcing the translation. Patient information and health records staff have been trained on this system.

This will mean that we will be able to meet requests for patient information or appointment letters to be produced in another language in-house.

20

Health, Work and Wellbeing

Healthy Eating and Losing Weight In winter it can be all too easy to fall back on comfortable (and less than healthy) eating habits. There are many benefits from eating healthily and small amounts of weight loss can significantly reduce risk of diabetes, heart disease and some cancers, as well as improving your mental health and self-esteem.

Your Health and Wellbeing team has been working to make it easier for staff to eat healthily in the workplace and understand the importance of a good diet.

During the past year we have developed a better relationship with our on-site food providers and have both signed up to healthy eating and better food labelling principles. As well as this, the Health and Wellbeing team are currently running healthy eating and weight-loss initiatives to help our staff to get fit and stay healthy!

The Weight Loss Challenge

Taking Control of Stress

The Weight Loss Challenge provides a place to meet fellow staff wanting to lose weight. The scheme provides members with a weekly weigh-in and free confidential dietary advice from a trained dietician.

We provide support for any staff who may feel stressed in and out of the hospital. We recognise the importance of this issue and over the past year or so we have undertaken a great deal of work to improve our performance and create an improved environment for all employees.

With plans to expand the initiative to Broadgreen, the Weight Loss Challenge has been popular with staff, with one staff member losing 10lbs in the first four weeks! Why not bring a friend and lose weight together?

Weight Loss Challenge member, Kirsty Hughes said: “I feel motivated to get some sort of loss - thank god it’s not Christmas every day!”

For more information on the Weight Loss Challenge contact Joanne Sim on ext. 2120 or email: joanne.sim@rlbuht.nhs.uk

The Big Apple Van Man Located in front of the Royal main entrance every Tuesday from 11.30am – 12pm, our very own Fruit and Veg man provides fresh fruit and vegetables for staff and visitors wanting to tuck into some locally sourced, fresh and most importantly, healthy fruit and veg.

The Big Apple Van Man will now be visiting the Linda McCartney Centre for an extended period on the first Tuesday of every month from 10am – 2pm as well as the Diagnostic and Treatment Centre in Broadgreen every Thursday from 1.30pm – 2pm.

To combat stress, we have started to increase and improve ways of providing staff with support.

Staff have access to a 24/7 helpline that deals with any issues to do with stress, providing support to staff. As well as this we have also increased the number of training sessions for managers and staff on how to manage and identify stress issues.

We provide online stress training, with over 200 staff taking part so far.

As links between a healthy lifestyle and stress have been found, the Trust also provides a range of activities and events aimed at reducing stress within the Trust. These include Zumba sessions, Pilates, Tai Chi and the hospital Choir.

For more information on courses, training and events, please contact Mark Caffrey on mark. caffrey@rlbuht.nhs.uk or call Mark on x2811 To access the 24-hour support line please ring 0151 330 8103

Beryl – enjoy your retirement!

Beryl Jones, one of our longest serving sisters at the Royal retired in November 2012, after working here for 45 years. Beryl used to work in the Emergency Department and has also been involved in the design of the new Royal. Enjoy your retirement Beryl!

Research and development and innovation - to support high quality research and development for the benefit of patient care

21

Excellence @ The Royal This year’s Excellence @ The Royal has been a big success in showcasing and celebrating innovation within the Trust.

The event, organised by RD&I’s business team, showcased some of the innovative projects the Trust has been involved in and projects that continue to run with the Trust.

Hosted by Prof Tony Fisher and Prof Jiten Vora and opened by chief executive Aidan Kehoe, the day included talks from clinicians within the Trust as well as lectures from researchers in the University of Liverpool and other innovators from across the country.

Prof Andrew Beavis, of the pioneering company Vertual Ltd. provided a talk in relation to his company’s revolutionary radiotherapy training suite VERT. Prof Beavis spoke of the project as something that began as a hobby that developed into a multimillion pound business.

MHRA Phase I Accreditation The Medicines and Healthcare Products Regulatory Agency (MHRA) has given conditional approval for accreditation of the Clinical Research Facility (CRF) to conduct clinical pharmacology Phase I trials within the Trust.

The accreditation scheme was introduced to improve the safety of clinical research volunteers and assesses the capability of the CRF based on facilities, training and experience of staff. The accreditation gives additional reassurance and confidence that our Clinical Research

Facility meets the highest of industry clinical research standards.

Director of research and development, consultant Professor Robert Sutton said: “I am very proud to announce the intention to give accreditation to the Royal Liverpool CRF by the MHRA. This success reflects the commitment of everyone involved in the accreditation process. The Royal Liverpool CRF together with its academic leads will be available for researchers across the Liverpool Health Partners for early phase clinical research.”

Intellectual Property seminars Intellectual Property (IP) is becoming increasingly important to the NHS, requiring it to be carefully managed so that it can be used to develop new procedures, products and services that will improve the quality of care offered by the NHS. Properly protected IP is often a necessary part of collaborations with industry. It provides effective controls on the use of the Trust’s inventions, and it also provides

reassurance to the Trust’s partners that their efforts to develop new products or services will be safe from competition.

Staff from all departments are invited to attend an introductory seminar on intellectual property processes, routes to commercialise intellectual property and managing intellectual property in an NHS environment.

For more information please contact Tracy Burgess on Tracy.Burgess@rlbuht.nhs.uk

Redx pharmacologist, Dr Shona Harmon spoke of the links between the Trust and Redx and how the collaboration between both organisations helps to benefit innovation in the region.

There was also a talk from strategy and redevelopment director Helen Jackson looking at the future of innovation within the role of the BioCampus.

As well as hosting visiting lecturers, E@TR had talks from consultants and researchers from within the Trust and the University of Liverpool including Dr Lakshminarayan Ranganath, clinical chemistry consultant at the Royal who provided a talk on his innovative techniques in the treatment of the rare genetic disorder Alkaptonuria or AKU. The event also hosted stalls showcasing innovations from the divisions of Medicine, Surgery and Core Clinical & Support Services, highlighting the important role research and innovation hold within the Trust.

22

Other Trust news and updates

Security update for staff Security questionnaire Thank you to all staff who recently took part in the online security questionnaire.

In response, we have identified areas where we can improve and where staff need more information from us.

Some useful reminders for staff: • T he emergency contact number for security at the Royal is ext 2233 and ext 6345 at Broadgreen •Y ou should take your ID card home at the end of a working day. If there is a major incident in the city that affects our hospitals you will need this to get through any police cordon, saving valuable time trying to explain that you are staff • P olicies - are you aware of the current security policies? These include lone working, violence and aggression and the security policy. There is a lot of advice and information to help you to remain safe whilst at work Look out for future questionnaires and thank you again for taking part.

Restricted Areas Some of our restricted areas are fitted with electronic access control - activated by your staff ID card. Too often, the security department find these doors not being used to their full potential and ask that staff take responsibility for their areas and report any misuse of these doors. If you witness doors wedged open or not securing properly – don’t delay – inform security who will attempt to rectify any misuse immediately.

Damages should be reported to the Estates department immediately.

New cycle shelters for staff Staff now have access to two new cycle shelters at the Royal. Located in front of the Duncan building, staff can apply to use the new shelter by completing an application form, along with a £10 deposit. Staff will then be issued with a key for one of the cycle shelters. Staff who cycle to work also have access to facilities such as showers and changing rooms.

Application forms are available to download from the intranet.

In addition, staff interested in purchasing a bike can do on salary sacrifice through the ‘Cycle to Work Scheme’. This government scheme aims to promote healthy living as well as reducing pollution and offers bicycles and bicycle equipment to staff tax-free, helping them save money and get fit.

For more information, please visit www. cyclescheme.co.uk or contact Graham Furniss on ext 3638

Benefits for staff – salary sacrifice options Along with the ongoing cycle scheme and childcare vouchers salary sacrifice schemes, we have recently been working to offer more of these benefits to our staff.

Staff can access a mobile phone and computer scheme and an annual leave purchase scheme. Staff can also benefit from a family car lease scheme. All these schemes are available on this website: www.smartsalarybenefits.co.uk.

After feedback from staff, we plan to introduce further schemes over the coming months. These may include shopping, health club membership, education and training fees and professional fees.

Look out for more information on the intranet – just search for ‘smart salary’.

If you have an enquiry please email smartsalary@rlbuht.nhs.uk.

What is a Salary Sacrifice Scheme?

A salary exchange/salary sacrifice scheme is set up by the employer (the Trust) to offer a specific benefit to staff members. In return, the staff member agrees to a reduction in their salary equal to the value of the benefit. This reduced salary means that, depending on the benefit, there is less income tax to pay, lower national

insurance contributions to make and a lower amount to be paid to the NHS pension scheme (where staff have one). The Trust benefits as well from lower national insurance and pension contributions. These schemes conform to Her Majesty’s Revenue and Customs regulations and have been in place for several years.

Who is eligible to join a SMART salary scheme?

You have to be employed by the Trust and be a permanent member of staff. Your salary, after the monthly

deduction for the scheme is deducted, must not take you below the hourly national minimum wage.

Would everyone benefit?

The majority of staff should be able to benefit. Staff who may not benefit include those in receipt

of certain state benefits such as maternity pay, long term absence and those nearing retirement.

23

Other Trust news and updates

Staff car parking changes Building work on the new Royal is expected to start later in the year and this will have an impact on current staff car parking arrangements on the hospital site.

Work will begin on a new multi-storey car park at the Royal from 18 February.

From this date you will no longer be able to access the site (except to Estates and the Mortuary), either by vehicle or on foot, via the entrance off Prescot Street, by the Church. Access to staff car parking and the Linda McCartney Centre will be available from West Derby Street. This new car park will be completed by the end of February 2014 and will create 700 spaces for staff.

During building work we will lose some staff parking spaces and then will lose further spaces when building work begins on the Liverpool BioInnovation Centre and our new hospital, which will be built on what is currently our staff car park.

To discuss proposals for alternative staff car-parking during building work and any points raised by members of staff, a Car Parking Group has been drawn from all divisions across the Trust, as well as staff side.

The group has done a lot of work to engage with colleagues at the Royal, take their views on board and come up with suitable alternatives.

Two alternative car parking sites for staff have been secured at Kempston Street, behind TJ Hughes’ and the Mount Pleasant Multi-Storey car park and around 150 spaces have been allocated at these sites for staff who have volunteered to move to them.

These spaces will be ready to use in February and full details will be provided via email. No more volunteers are required at this time, but we will be asking for more volunteers to park at Mount Pleasant in the near future, so check emails for further updates.

Swimmers take the plunge for Royal hospital charity Local swimmers joined hospital staff for a fundraising swimming gala to raise money for the new Royal Liverpool University Hospital.

A team of hospital doctors, nurses and senior managers competed against swimmers from local clubs in Garston, Hoylake, Bridgefield and Halton at Everton Park Sports Centre.

Competitors took part in a range of fun swimming events throughout the day and

Taking the plunge for the new Royal

over £500 was raised for ‘R’ Charity new Royal appeal. The money raised will go towards ensuring the new Royal hospital is equipped with the latest facilities to provide patients with comfortable waiting areas and up to date equipment.

Judith Greensmith, chairman was one of the Trust’s swimmers. Judith said: “This was a fantastic event and I’d like to thank each of the swimmers, along with the organisers and everyone who came along to watch us and raise money for the new Royal.”

Staff Awards Nominate your colleagues Nominations for this year’s Staff Achievement Awards are now officially open!

The awards recognise some of the excellent work and good practice across our hospitals. Nominations need to show that there has been improvement in practice or demonstrate teamwork in providing excellent services for our patients.

Two of the awards this year have changed and staff can now apply for the following awards: • The chairman’s award • The chief executive’s award • The medical director’s award • T he executive nurse and chief operating officer’s award • The division of surgery award • The division of medicine award • T he division of core clinical and support services award • T he division of corporate services award – new for 2013 • T he everyone matters (staff engagement) award – new for 2013 • Health and wellbeing award • Team of the year award The deadline for nominations is Friday 15 March so make sure you don’t delay in putting your application together.

The Awards ceremony will be held at the BT Convention Centre in Liverpool on June 28.

To nominate a colleague fill out the online form available on the staff intranet.

Good luck!

The Royal’s swimming team of medics and managers

24

Campaigns

Hospital choir raises money for Pancreatic research The hospital choir have recently raised money for the Pancreatic Biomedical Research Unit, or PBRU, based here in the Royal and in collaboration with the University of Liverpool.

Joined in song (and dance) by an enthusiastic Professor Neoptolomos, the choir managed to raise ÂŁ200 from passing hospital visitors in the main foyer of the Royal.

Funds will go towards research hosted by PBRU, a specialist research unit set by the Royal’s Professor Sutton.

The PBRU was set up in 2008 with the help of an award from the National Institute of Health Research and is the only pancreatic research unit funded by the NIHR in the UK. The PBRU provides world class research into the study of digestive diseases such as chronic pancreatitis and pancreatic cancer.

The PBRU would like to thank all members of the hospital choir for their help in raising money for the research unit.

For more information on the PBRU please visit: www.pancreasbru.co.uk

In full voice: The hospital choir raising funds for Pancreatic research

World AIDS Day highlights the need for HIV testing The Liverpool Centre for Sexual Health and Infectious Diseases team held a successful World Aids Day event in November 2012 at the Royal, with several teams and stalls there to provide information and guidance about sexual health to staff and the public.

The day highlighted the need for increased awareness about HIV in both the general public and health care professionals.

Despite being a preventable infection, HIV is still on the increase, affecting 34 million people worldwide. In the UK it is estimated that, 100,000 people are infected with HIV. 25,000 of these are unaware they have the virus because they have not been tested.

Thirty years into the HIV epidemic patients still present late for testing and this remains a problem. Evidence shows that the majority of these patients have seen a healthcare professional and HIV/AIDS indicators and symptoms have been missed

Staff at the World AIDS days event

and testing for HIV has not been carried out. This can lead to a late diagnosis and preventable complications and sadly sometimes death.

Guidelines are available for healthcare professionals about testing from the British Association of Sexual Health and HIV, the British HIV Association and National Institute for Clinical Excellence (NICE) guidelines 2011.

The themes for World Aids Days between 2012 and 2015 is Getting to Zero.

This means zero new infections, zero discrimination and zero AIDS-related deaths

Zero new infections The previous statistics highlight the on-going need for people to have access to practical, easy to understand information on how to prevent transmission of HIV such as condom use and where to go for help and support.

Zero discrimination In the UK, discrimination against people with HIV is against the law and the Equality Act offers protection against discrimination for people with HIV in areas such as employment, housing and education but sadly some cases of discrimination are still reported.

Zero related deaths Since the HIV epidemic began in the 1980s over 20,000 people have died in the UK. Today, advances in treatment means there are fewer than 700 deaths among people with HIV each year. Many of these were diagnosed late. In countries where people have good access to HIV treatment and care many people with HIV are living long, healthy and fulfilling lives.

You can have a confidential HIV test at the Liverpool Centre for Sexual Health here at the Royal. Find out more on our website www.rlbuht.nhs.uk.

25

Fundraising

Tache for Cash Bikram Yoga Liverpool £10,000 target for new Royal raises money Liverpool business, Bikram Yoga Liverpool, has announced its aim to raise £10,000 for its charity of the year, ‘R’ charity.

Estelle Cartlidge, director of Bikram Yoga Liverpool on Great Crosshall Street, said: “We are very excited to be supporting the Royal’s ‘R’ charity campaign for 2013. It is the epicentre for the city’s health and we want to do all we can to boost fundraising.

Rebecca Grime, Corporate and Fundraising Manager at the Royal Liverpool University Hospital said: “We are thrilled that Bikram Yoga Liverpool have chosen to support R Charity. The money they hope to raise will make a big difference to our patients and it is great to see such a young company prioritising Charity and Corporate Social Responsibility.”

1Health and wellness is what we stand for at Bikram Yoga Liverpool so we’re planning a year of activities that we hope will raise much needed funds and support the wellbeing of people in the city.”

Although Bikram Yoga Liverpool only opened its doors in September, it has already raised £350 for the Linda McCartney Centre by holding a pink ‘karma class’ where attendees to the Bikram session donated their cash and energy to those affected by breast cancer.

Estelle Cartlidge, Director of Bikram Yoga Liverpool supporting R Charity

‘Tache for Cash’ recruited a bristly bunch, who have managed to raise over £1,900 up to now. The money will go towards services working with prostate cancer and other men’s health issues at the Royal.

Carl Henry, one of our many volunteers for Tache for Cash said: “It was a great month supporting a good cause. Parts of the hospital looked like something out of a 70s cop drama!”

“Who loves ya baby”: The St. Paul’s team

Growing the extra mile: Kevin Bailey with his winning entry

We would like to thank all who took part and donated money to participants of ‘Tache for Cash’. A special word of congratulation goes to Kevin Bailey of the ECG team’s Marvellous Moustachios, who won the award for best moustache.

‘Christmas Charity Shop’ for local cancer care In the run up to Christmas, Rose and Keith Fairhurst added to the season’s festive cheer by setting up a Christmas Charity Shop. The shop in Wallasey, raised £1,500 for people suffering from Cancer and Crohn’s Disease and Colitis, a subject very close to the hearts of Rose and Graham.

Keith said: “We have been fundraising for many years, after our son Graeme lost his battle with cancer in 2009 at the age of 30. Graeme also suffered from Crohn’s Disease and Ulcerative Colitis which affected his social life and meant Graeme often spent long periods of time in hospital.

“We want to provide modern facilities for young patients living with Cancer, Crohn’s and Colitis to receive treatment in more comfortable surroundings.”

To date the family have raised around £23,000 towards their target of £40,000.

For more information please visit www.cancercrohnscharity.com

Rose and Keith Fairhurst’s Christmas shop raised nearly £1,500 for their cancer charity 3C

‘R’ Royal in full voice for Charity Christmas concert The great and the good of the city helped to raise festive cheer and around £4,000 for the new Royal appeal, with our first annual Christmas Carol Concert.

‘R’ new Royal appeal to help provide the very best facilities at the new Royal Liverpool University Hospital.

The concert was held in the iconic St. George’s Hall and staff and members of the public sang along to Christmas favourites, alongside Deputy Lord Mayor, Councillor Gary Millar.

Aidan Kehoe, chief executive attended the concert and said: “We hope the night was ‘music to the ears’ of everybody. We would like to give a big thanks to Brown Turner Ross Solicitors who kindly sponsored the event, as well as all our supporters.”

Led by the Liverpool Community Choir as well as pupils from Booker Avenue Junior School and our very own hospital choir, the sell-out night was held to raise money for

The event was also supported by Joe Anderson, Mayor of Liverpool and Liverpool City Council, as well as Spindles Health and Leisure, The Olive Press and ISS.

Chief exec Aiden Kehoe with some of our special guests and sponsors for the evening

Festive: Our hospital choir in high spirits for the event

Rodney House

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4-6 Canning Street Tel: 0151 709 3883

Royal Liverpool and Broadgreen University Hospitals NHS Trust, has not vetted the advertisers in this publication and accepts no liability for work done or goods supplied by any advertiser. Nor does Royal Liverpool and Broadgreen University Hospitals NHS Trust endorse any of the products or services.

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32

Other Trust news and updates

p l e h d n a y a d o t Join us … e r u t u f r u o e p sha becoming a We are on our way to ! e want YOU to join us w d an t us Tr n tio da Foun mbers to help us

staff as me al people, patients and We want to recruit loc ns. develop our future pla s about how blic and staff in decision pu the , nts tie pa ed olv cial surpluses Foundation Trusts inv FTs can also retain finan . ure fut the in ed vid services should be pro hy don’t you become a direct into patient care.W est nv rei can y the ich wh ke a difference. member and help to ma

, embership or to join us m t ou ab e or m t ou d To fin bership Office. please contact our Mem Tel: 0800 694 0180 .office@rlbuht.nhs.uk Email: foundationtrust more about You can also find out ebsite: membership on our w www.rlbuht.nhs.uk

What’s at the Royal?

What’s at Broadgreen?

Shopping The mezzanine floor (1st floor, RLUH) is open 8am – 7.30pm, Monday to Friday and 10am – 6pm at weekends.

Shopping The WRVS general store is on the main corridor. It is open 8am – 5pm, Monday to Friday and 10am – 2pm at the weekend.

Shops include Delifresh, the Stock Shop, Costa Coffee (open until 4pm on weekends) and WH Smiths (open until 5pm on weekends).

Dining room Breakfast and lunch served: 7.30am - 11am and 12pm to 2pm. Hot drinks/cold food available 12pm - 5pm.

WRVS Tea and coffee bars Royal Hospital, ground floor: open 8.30am - 5pm, Monday to Thursday and 8.30am - 4pm on Fridays. Near to Outpatient Clinics.

Chapel and multi-faith prayer room Both are situated on the mezzanine floor and are open for private prayer. Church of England services are held every Sunday at 10.30am and Roman Catholic Mass every Sunday at 4pm and at 12pm on holy days.

Dental Hospital: Open 8.30am - 4pm, Monday to Friday.

Linda McCartney Centre: Open Monday to Thursday, 8am - 5pm and 8am - 4pm on Fridays

Finding your way ‘Lend a hand volunteers’ will help you find your way. Contact the volunteers on ext 3170 if you need assistance.

Dining room Open 8am – 4pm for breakfast, lunch and supper: 8am-11am; 12pm-2.30pm. Hot drinks and snacks available 2.30pm-5pm

and every Wednesday at 12.30pm.

Roman Catholic Mass takes place every Sunday at 11am and at 11.30am Monday to Friday aswell as at 11.30am on Holy Days.

Radio Broadgreen Radio Broadgreen broadcasts to all bedsides. Requests can be made on 252 0919 or ext 6588.

Chapel Located off the surgical corridor, the Chapel is open for private prayer.

Church of England services are every Sunday at 4.15pm

Got something for the next InSight?

Got something for the next Insight? The next edition is out in May. If you have something to share or some news you want to tell people please email communications@rlbuht.nhs.uk or call 0151 706 5489 by 12 April.

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