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annual report Contents
5
South Tees Hospitals NHS Foundation Trust Annual Report 2012
5
About the trust
13
Directors report and business review
Annual Report and Accounts 1 May 2011 to 31 March 2012
35
Patient experience and the environment
65
The board of directors
6
Chairman and chief executive’s statement
9
Trust structure
11
Highlights of the years
29 19 2008/2009 23 Keeping you safe
43 Our staff
69
Our performance
49
Partnerships and engagement
73
Council of governors
Membership
97
99
Quality account
Service developments and change
59
Sustainability
83
Summary of financial performance
Notes
Our mission is to deliver world-class outcomes, dependable safety and an outstanding experience for patients, their families and carers.
South Tees NHS | 2012 Annual Report and Accounts
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NHS Foundation Trust
South Tees Hospitals
South Tees Hospitals NHS Foundation Trust | Annual Report 1 April 2010 to 31 March 2011
Our vision is to be the hospital of choice for patients and staff and to confirm our position as a major specialist centre in North east England for heart, cancer, trauma and children’s services.
South Tees Hospitals NHS Foundation Trust
Annual Report and Accounts 1 April 2010 to 31 March 2011
We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre of everything we do. We continuously seek to improve the service we deliver to patients. We want to succeed in delivering the best possible care to the patients we serve. We put the needs of patients at the centre
annual report 2008/2009
Our mission is to deliver world-class outcomes, dependable safety and an outstanding experience for patients, their families and carers.
Annual Report and Accounts 1 May 2009 to 31 March 2010 South Tees Hospitals NHS Foundation Trust
22
Quality of care and patient safety
86
87
Summary of financial performance
Statement of changes in taxpayers’ equity
Public Retained ReDonated dividend earnings valuation asset capital £000 reserve reserve (PDC) £000 £000 £000
Taxpayers’ equity as 1st April 2010
154,107
(61,860)
Other reserves £000
31,581
Income
Total £000
3,561 26,514
The trust’s operating income in the period to the end of March 2011 amounted to £474million. The providers of funding included the following:
153,903
Changes in taxpayers’ equity for 2010-11
Where our income comes from (£000)
Total Comprehensive Income for the year: for the year
Retained
0
Revaluation gains/(losses) and impaiment losses on property, plant
We want to make sure that we are keeping every patient as safe as possible by ensuring everyone gets the right treatment and medicine at the right times, that we learn from any mistakes we make and that we follow the latest advice and guidance. Doing zero harm should be every member of staff’s highest priority and our aim is to deliver outstanding outcomes for our patients and to achieve no avoidable death and no avoidable harm. Patient safety, their experiences at the trust and the quality of care they receive are at the heart of everything we do and while we measure quality of care in a number of ways, we are looking to improve further – whether that’s looking at new working, developing the skills of staff, funding innovative treatments or giving patients more choice.
At the trust there has already been a significant reduction in some healthcare associated infections MRSA and MSSA - however (HCAIs) we still need to further reduce these and other infections such as clostridium (CDI).
“I was immensely impressed by the courtesy and good humour I encountered in all aspects of my treatment. Hygiene is of course paramount and I found the cleaning staff were meticulous in their efforts to promote this”
Everyone has a part to play in infection prevention and control and we recognise we must all work together to tackle infections. Achieving this will help patients to feel confident wherever they are having treatment. Good nursing management and monitoring of vulnerable patients helps to reduce the possibility of them contracting a CDI although individual isolated cases are extremely difficult to avoid in vulnerable patients. If a patient does develop CDI, it is important to contain the source of infection and prevent an outbreak to avoid further patients becoming ill. We never turn away a patient who already has MRSA or CDI, including patients transferred to us from other hospitals because of our intensive care and other specialist facilities.
Throughout the year we continued to work hard to reduce our rate of infection and some of the measures taken are mentioned in this section with further details in the trust’s Quality Account (pages 97 to 129). All of these help to strengthen the trust’s commitment to a culture of zero tolerance to avoidable infection but this is an area where we can never be complacent and requires constant vigilance.
Measuring improvement in reducing healthcare associated infections This year the target set for MRSA changed and was as ‘trust-attributed cases’ - cases which have occurred among inpatients, excluding patients where the first positive blood culture sample was submitted two days before hospital admission. The trust reduced its numbers of MRSA cases from 13 (9 of which were trust-attributed in 2009/2010 and are used as the comparator for this year’s to six attributed cases - a further reduction of 33%, against a Department of Health target of 7. The target we have been set for 2011/2012 is to have no more than 4 cases.
0
0
0
3,208 109
0 0
10,024 3,317
4% 1%
and equipment Increases in donated assets reserve due to receipt of donated assets Reduction in the Donated Asset Reserve in respect of
0
0
0
368
0
6%
368
0
0
0
Other transfers between reserves
(444) (26)
(470)
0
524
(618) 94
0
Taxpayers’ Equity at 31 March 2011
154,107
(51,312)
34,171
Statement of cash
31 March 2011 £000
depreciation, impairment, and/or disposal of donated assets
Cash
for the period ending 31 March 2011
0 3,688 26,488
29,506
2,331
14,350
14,048
Impairments and reversals
(4,138)
12,237
Transfer from donated asset reserve
(444)
(425)
(Increase)/decrease in inventories
(127)
342
(Increase)/decrease in trade and other receivables
3,409
(5,699)
(Increase)/decrease in trade and other payables
Net cash
from operating activities
(Payments) for property, plant and equipment Proceeds from disposal of property, plant and equipment (Payments) for intangible assets from investing activities
Net cash
before
Net cash from
Other operating activity £29,786
89%
6,732 (57)
1,608
2,109
43,185
31,618
Loans repaid to the Department of Health Capital element of
79
76
(24,037)
(16,796)
27
294
(56)
(249)
Expenditure
(23,987)
(16,675)
19,198
14,943
(4,774)
(5,986)
Operating expenses amounted to £445million in the period to the end of March, 2011.
This expenditure can be analysed as follows (£000): 6%
lease and PFI
from/(used in) other
activities
from
Net increase/(decrease) in cash and cash equivalents
15,000
0
(21,316)
(19,697)
655
2,170
(10,435)
(23,513)
8,763
(8,570)
Cash and cash equivalents at 1 April
14,325
22,895
Cash and cash equivalents at 31 March
23,088
14,325
The trust aims to comply with the Confederation of British Industry (CBI) better payments practice code. This means we aim to pay 95% of our creditors within 30 days of the receipt of a valid invoice. The trust did not quite meet this target, paying 94% of invoices within 30 days. This was an improvement on 2009/10 (91%) and 2008/2009 (80%).
Salaries and wages £269,271
5%
activities
Public dividend capital received / (paid)
Net cash
Other income from activities £6,882
from investing activities
Interest received
Cash
(937) (42)
Other movements in operating cash
Cash
Income from activities (other NHS) £17,437
from operating activities
Depreciation and amortisation
Cash
Income from activities (PCTs) £420,275
167,412
Restated 11 month period ending 31 March 2010 £000
Operating
(Increase)/decrease in provisions
Healthcare associated infections Infection prevention is everyone’s responsibility, as is providing clean and safe care to patients. Robust infection prevention practice, such as good hand hygiene and high standards of cleanliness, are much easier to instil than managing the problem and will provide sustainable reductions in infection rates.
10,024 0
7% 61%
Supplies and Services £80,978 Premises £14,771
3%
Drug costs £32,736 Depreciation / impairment £19,430 18%
Other £27,688
The other national target is reducing the risk of CDI cases among inpatients aged over two years, excluding patients where the first positive target was submitted within two days of admission, and in-year our target was no more than 116 cases.
South Tees Hospitals NHS Foundation Trust | Annual Report 2010/2011
South Tees NHS | 2011, 2010 and 2009 Annual Report and Accounts
South Tees Hospitals NHS Foundation Trust | Annual Report 2010/2011
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1950’s
THE SUNDERLAND
1960’s
1970’s
1980’s
1990’s
2000’s
2010’s
THE SUNDERLAND
EXHIBITION 1952 - 2012
WIN VIP TICKETS TO JUBILEE EXHIBITION PREVIEW
For four days in July, Sunderland residents will have the opportunity to step back in time and explore the past six decades of Queen Elizabeth II’s reign. The Sunderland Diamond Jubilee Exhibition, a free public exhibition, will give 6,500 people the chance to take a walk through the 50s, 60s, 70s, 80s, 90s, the new millennium and the current day, reliving milestone moments for the city and the country since the Queen’s accession in 1952. The exhibition kicks off on Thursday, July 19 and will run for four days ending on Sunday, July 22.
EXHIBITION
in partnership with
The organiser of the event, Sunderland City Council, has teamed up with The Bridges Shopping Centre in Sunderland to offer 20 lucky winners the chance to win a pair of tickets to a special preview event on Wednesday, July 18. Winners will be among the first 200 people to pass through the exhibition, enjoying a sneak peak of an event that brings together the success of Sunderland and the nation since Queen Elizabeth II came to the throne.
1952 - 2012
For your chance to win, simply fill in a competition entry form at our customer services desk by no later than Tuesday, July 10.
Or to apply for tickets to attend the free public exhibition between Thursday, July 19 and Sunday, July 22, call 0191 520 5518.
1950’s
1960’s
1970’s
1980’s
Sunderland City Council | Brand identity and event marketing collateral
1990’s
2000’s
2010’s
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Mark O’Leary and the amputee adventurers $IWHU O\LQJ TXLHWO\ LQ P\ VOHHSLQJ EDJ IRU ZKDW VHHPHG OLNH PDQ\ KRXUV , ZDV DFWXDOO\ JODG ZKHQ WKH KUV ZDNH XS FDOO ZDV DQQRXQFHG E\ DQ DOO WRR FKHHUIXO $ODQ 7KH SUHYLRXV QLJKW , KDG VOHSW LQ P\ IDYRXULWH WKHUPDO WRS DQG RQFH DJDLQ SUH GUHVVHG P\ SURVWKHWLF OHJ LQ ERRW JDLWHU DQG WURXVHUV VR , VOLSSHG LQWR P\ ODVW SUHFLRXV
Rapid dressing had become second nature in the chill of [OL KVYTP[VY` ZV 0 Ă„UPZOLK VMM my bottom half with a second boot and gaiter then snow proof over-trousers (essential when trying to ensure a microprocessor controlled prosthetic leg stays dry!). Having the trouser braces in place I could proceed to the second baselayer and soft-shell as we had been warned by Des that the weather was likely to be cold this morning. My great Attrition II hard-shell kindly supplied by )LYNOH\Z ^HZ [OL Ă„UHS SH`LY between me and the elements, the advanced features of which I had only begun to appreciate in the clement weather of Scotland but were now seemingly vital to maintain cosiness in the mountains. After some rudimentary ablutions I grabbed my daypack (also organised the previous evening), crampons and poles and was ready to go. Once the group had assembled for breakfast we were given an impromptu IYPLĂ„UN I` +LZ +\YPUN the night a considerable amount of fresh snow had fallen and the temperature had dropped. We were told to expect the summit to be much harder to achieve as the fresh snow would make WYVNYLZZ TVYL KPMĂ„J\S[ HUK
tiring – we would just have to see how we got on once out of the refuge. Des left us with this instruction to cope with the cold: “If you’ve got it, wear it!â€? (M[LY ZJVMĂ„UN HZ T\JO IYLHK laughing cow and water as I could force down, I took my spare warm layer consisting of an Ignite vest out of my bag, put it on along with my gloves, hat etc and was ready once again. At this point my day-pack was the lightest I had ever taken out on a serious walk. I was pre-hydrated so was carrying only a litre of water, the only spare clothes I was had were some gloves, I had my head torch attached to the helmet, all I had in my bag were some snacks and emergency gear – I should have been happy but it somehow felt wrong! When the time was right we made our way out to the lobby for crampon attachment – it was cold! mountaineering I have done to date!
“One of the best and most enjoyable trips I have been on� Arting point foAborpostia consequis expla seque laceatu scimincime
PAGE 10
Berghaus Adventure Challenge in partnership with Climb
PAGE 11
in partnership with
Berghaus Adventure Challenge in partnership with Climb
Berghaus | Adventure Challenge Suppliment
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NEWS Issue one | November 2011
Improving our
Welcome Hello and welcome to the first edition of your Durham BID News, the fact sheet where we will be answering your questions and keeping you updated as Durham City Centre works together to become an official Business Improvement District.
A Business Improvement District (BID) is an exciting way to help businesses take control of and improve their trading environment. If you are a business within the proposed BID area (see map) you have opportunity to identify the projects you want to see implemented which will make a positive change in your City Centre. In order to remain competitive Durham City Centre needs to stand out. By obtaining the Business Improvement District Status we can all work together to invest in our City Centre, enhance our trading environment and make
WHAT ARE BIDS?
An arrangement whereby businesses get together, decide what improvements they want to make in their City Centre, how they will manage these and what it will cost them. This all goes into a business plan which is voted on by all those who would have to pay. The BID lasts for a maximum of 5 years and must be able to demonstrate how it benefits the businesses that have funded it.
a real difference, attracting more shoppers and visitors and in the long term, businesses wanting to invest in our City Centre. Great news for Durham City Centre, great news for you. Please take the time to read this fact sheet as a BID in Durham City Centre could make a real difference to your business. Over the coming months the BID organisers will be meeting with you all to find out what is important to you and how we can work together to ensure local businesses and therefore Durham City Centre thrives.
Carol Feenan
BID Co-ordinator
WHY DO BUSINESSES SUPPORT BIDs?
A BID is a mechanism which allows businesses to raise a sum of money to manage and deliver projects that they have identified and believe will improve their trading environment, ultimately increasing trade for those businesses who are paying for the improvements.
HAVE BIDs BEEN SUPPORTED ELSEWHERE IN THE UK?
Since September 2004 when this legislation was introduced, there have been over 140 BIDs in the UK which over the next 5 years will bring in nearly £300 million of new finance to develop their City Centres.
Let’s make DURHAM an even better place to do business
WHAT MIGHT A BID DELIVER?
It’s up to you – your voice, your vote! BIDs can deliver any projects or services that are agreed by the businesses in the BID area (for our BID area see map) and that are over and above anything that the Public Sector provides. In most cases they include marketing and promotional activities, increasing safety and security for businesses and customers and enhancing the customer experience. The important thing is that the BID is focused on delivering the operational projects as determined by detailed consultation with all businesses in the BID area.
Durham BID, 28 Market Place, Durham City, DH1 3NJ | T: 0191 383 1898 | E: info@durhambid.co.uk www.durhambid.co.uk
Durham BID | Brand identity, stationery and website
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Durham BID | Brand identity, stationery and website
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news from the pigments division Issue 3 Quarter 4 2011 OUR BUSINESS IN ACTION
For internal communication only
PAGE 5
Do you have a story to share? Email us at inform@huntsman.com
Market
know-how A thorough understanding of market trends and drivers is vital if you want to work successfully in partnership with customers. Julie Reid is a market manager for Inks. It’s her job to keep up to speed with developments in the inks market - all the way through the value chain to the end users of products using ink.
Inks marketing
is transformed
Inks has traditionally been the ‘baby brother’ of the business compared to coatings but not anymore. Repositioning and a 50 percent rise in our ink pigment volume mean this baby is growing up fast. Thrust 1 of our Transform Program is all about ‘aggressively growing sales’. That’s exactly what we’ve done with
and understanding of the market and promoted our strong product offer. We’ve gone out there to tell customers about the
designed and produced for inks.
them in partnership to deliver value.”
This is our second successive year of substantial growth for inks - with volume production up 50 per cent on 2009.
Our pigment expertise and the technical excellence of our products are strong selling points. For instance, we are able to work closely with customers to help them leverage value from the excellent dispersion properties of our inks pigment - helping ink producers to reduce processing time and cost.
A growing packaging market is driving the demand for inks. Our Coatings and Inks team has focused on this growth area and of our pigments to key customers in the inks industry.
Focus Caroline Morris, global marketing manager for Coatings and Inks, explains: “The Transform Program has made a huge difference - making us focus on of them. We’ve transformed our position in inks. We’ve utilized our knowledge
Stronger Says Caroline: “We’re supplying the top three ink producers globally. We now hold have a stronger relationship with them than two years ago. We’ve taken one of our core competencies and driven growth in our business. We’ve made huge progress and there’s still much more value that we can create.”
“We’ve made huge progress and there’s still much more value that we can create.”
Did you
know?
Ink goes back to the 12th century BC when the Chinese used natural plant dyes to produce ink. Last year, around 2,000 billion items as crisps and confectionary) were sold globally. The value of the ink used on this packaging was more than $50 billion.
Says Julie: “I’ve been in this job for three years. The most interesting thing I’ve learned about the inks market is the impact of printed products on our everyday life affecting everything from the food we buy from the supermarket to the cosmetics we buy to enhance our beauty. Most people think of books and newspapers when thinking about ink but it is the packaging market that
is really important to us. It’s a much more dynamic and innovative market and more demanding. More than 90 per cent of TiO2 sold into the inks market is used for printing on packaging.” Julie said a strong performance in product quality and consistency - together with reliable and responsive customer support - are “critical” success factors in supplying the inks market. She said: “As well as our excellent products, we’ve developed an understanding of the need for this strong performance throughout the business. Everyone has a part to play - from the people making the pigment at our production sites, right through to those facing the customers and providing expert customer support.”
Market sector focus Some of the markets where our inks excel... Packaging
Securities
This innovative and dynamic industry continues to expand as demands for packaging grow in many parts of the world. Ink products on packaging
Prevention of fraud is a big driver in the development and manufacture of inks for the securities market. The ability to print bank notes and documents that
then perform consistently. The vibrant whiteness of our pigments enhances color in inks - delivering a high impact product with shelf-appeal.
challenge. Our specialized pigment portfolio helps to ensure that inks deliver high quality and consistent printing.
Textiles First-time coverage and color accuracy are important for the textile market whether it’s printing labels on fabrics or logos on sportswear. We match our products to the exact needs of our customers. Our specialist titanium dioxide pigments deliver strong, opaque color.
Technology Technology-related markets have expanded rapidly - with new generations of computers, cell phones and media appearing at an unprecedented pace. In these competitive markets, we help customers to create high-quality inks for various applications including DVDs, CDs and notation ink for circuit boards.
Pictured above, from left to right: Julie Reid and Caroline Morris.
For internal communication only
Huntsman Pigments | International magazine
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Spring/Summer 2012
Stockton
Stockton
news news The community magazine of Stockton Borough Council
Stockton Borough Council | Residents magazine
Spring 2012
The community magazine of Stockton Borough Council
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keep in
touch
Brands to
shout about
Keep up to date with the latest happenings, events and special offers at Prince Bishops by liking us on Facebook or following us on Twitter. Or why not visit us at www.princebishops.co.uk
Located in the heart of the city, just off the historic Market Place and close to Durham’s cultural and leisure attractions is Prince Bishops Shopping Centre, bringing you the best in big brands. Getting to Prince Bishops Shopping Centre is easy thanks to its central location. Easily accessible by train or bus, P[ PZ HSZV H Ä]L TPU\[L KYP]L MYVT [OL ( >P[O P[Z H^HYK winning, 400 space, safe and secure car park there’s always somewhere to leave your car 24 hours a day – placing you right in the heart of the city centre to enjoy the shopping, culture and nightlife!
www.princebishops.co.uk
Put Mum
in the Picture
Has your child
put you in the Picture?
Prince Bishops Shopping Centre is working with local schools to celebrate Mums with its very special ‘Put Mum in the Picture’ Mother’s Day competition. Local primary school children have been asked to draw a picture of their Mums. These pictures will then be displayed in Prince Bishops from Friday 2 March up until Mother’s Day. So why not visit Prince Bishops and see if your child has put you in the picture?
www.princebishops.co.uk
Look gorgeous with great labels at Terms and conditions 1: All entries must be received by Friday 24 February 2012, before 5pm. 2: The judging will take place week commencing 19 March 2012 and the winner contacted via the school. 3: All prizes must be claimed by Thursday 27 April 2012. 4: No cash equivalent is available. 5: We reserve the right to use the name of the winner and runners up, their artwork and photographs in publicity.
www.princebishops.co.uk
Prince Bishops Shopping Centre | Various marketing campaigns
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Prince Bishops Shopping Centre | Website and email marketing
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North East England | Adventure Generator website
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Outdoor Industries Association | website
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Outdoor Industries Association | Online advert
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DC Thomson | Online store
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goodbye | or hello? We hope that this document has provided you with something to think about and we’d love to continue the conversation that we’ve started. E: kg@pressahead.info T: 0191 516 6235 M: 07790 000041