salford royal hospitals

Annual Report & Accounts 2004/2005

Salford Royal Hospitals NHS Trust

3 Star Trust

Leading NHS employer

Award-winning staff

Delivering first class patient care

Salford Royal Hospitals NHS Trust 2004 – 2005

Our Mission StatementTo provide clinical, academic and service

excellence, and to strive for these on the basis

that what matters most of all is the patient

experience. Our priorities are Quality,

Performance and Service Development, all of

which we aim to achieve in co-operation with

our partners.

01

Introduction 2

Priority No 1

Quality and Improvement 6

Priority No 2 10

Performance and Delivery

Priority No 3 14

Service Development and Redesign

Staff Development 20

The Year Ahead 26

Financial Report 30

Summary of Inpatient Activity 42

Summary of Outpatient Activity 43

List of Trust Board members,

Senior Managers and Clinical Directors 44

How to find us 47

Contents

Salford Royal Hospitals NHS Trust was formed in 1994 andcomprises Hope Hospital and The Maples Neuro-RehabilitationCentre on a separate site. The structure of the organisation is asfollows:

The Trust Board has statutory responsibility for the organisation’sactivities on behalf of the Secretary of State and sets the strategicdirection of the Trust. There are sub-committees covering Audit,Corporate Clinical Governance, Corporate Performance,Corporate Governance and Risk Management, Patient and PublicInvolvement and Remuneration.

The Executive Board is responsible for the overall performance ofthe Trust and the delivery of its strategic and operationalactivities.

The Operations Board is responsible for the day to day running ofthe Trust and ensuring performance targets are met.

The Strategy and Development Board directs and supports serviceand capital development within the Trust’s strategic direction,ensuring consistency with the objectives of the SHIFT Programme.

The SHIFT Programme Board works on behalf of the Trust andSalford Primary Care Trust to deliver the SHIFT Programme.

02 Salford Royal Hospitals NHS Trust

We’ve had another very successful year –this has been recognised by the Trustbeing awarded 3 stars again for itsperformance against national standards,by being officially recognised as one ofthe leading employers in the NHS andby our staff winning regional andnational awards.

Building on our successful track record the Trust now seeks to becomean NHS Foundation Trust enabling us to pursue our developmentalplans in order to continue improving our services to the people weserve in Salford and beyond.

This Trust firmly believes in the creation of new approaches todeveloping its services through partnership working. We believe thatthis offers the best means of achieving sustainable services forpatients, which can be judged by the extent to which they are:

• Safe• Convenient

• Effective

• Timely

• Efficient

• Patient Centred

The Trust has identified eight key Partnership Themes which it wishesto continue to pursue. We believe that these will provide “addedvalue” over and above our three priorities of quality, performanceand delivery.

Details of these partnership themes can be found later in this Report.

Chairman’s & Chief Executive’s Introduction

Councillor Margaret Morris Chair

David Dalton Chief Executive

03INTRODUCTION

We believe that this approach to partnership working -whether it be with our Commissioners, our staff, ourresearchers or with our neighbouring hospitals – is the keyingredient to our future success. It will enable us topursue our redesign of services across Salford, using theSHIFT Programme, including the building of new hospitalaccommodation to replace the old Victorian ward blocks.We can pursue new service developments eg, cancerservices in partnership with the Christie Hospital and jointventure services with other hospitals. Together with ourstaff we are reviewing new roles for our workforce anddeveloping new ways of improving our productivity. Laterin this Report you can read the review by the Director ofFinance which highlights not only our financial success butalso the challenges that face us in operating in the newfinancial regime of “payment by results”.

As a University Teaching Hospital the Trust has a strongcommitment to education and research. We have theambition to develop the scale of our undergraduatemedical teaching in partnership with others. We also wishto exploit the potential for population based research withcolleagues in primary care.

In looking to the future the Trust has involved key clinicalstaff and the workforce generally in the review of ourclinical services and produced a new Service DevelopmentStrategy which outlines our plans for the future.Ourdevelopment themes are grouped into three categories:

• Planned Care – where patients will choose to be booked into the Trust for treatment

• Unscheduled Care – where patients have an unexpected event requiring access to a hospital for assessment and/or treatment, and

• Long Term Conditions - where patients will require ongoing support and treatment.

We want to get people involved – public, patients andstaff – to help us to consider our plans for the future.As a Foundation Trust we will have greater freedoms andthe flexibility to design services to meet the needs of thepeople that we serve. Everybody has the opportunity tobecome a member of the Foundation Trust and wewant the support of as many people as possible. At theback of this Report you will find details of how to becomea member. Please support us by becoming a member sothat we may in turn be there as your Hospital to supportand care for you.

Within this Report you will be able to read about ourmany achievements and successes. We have grouped ouractivities under the headings of our three priorities:Quality, Performance and Development.


You will be able to read amongst other things:

• That we achieved the highest performance score (star ratings) out of all of the acute hospitals in Greater Manchester

• How we became one of the first Trusts to be awarded the gold standard for improving the working lives of our staff

• That we won the national award for the “best nursing team” in the NHS

• Our continued success in reducing waiting times for treatment

• The opening of our Acute Stroke Unit and world’s first “next generation” MR body scanner.

• Spending over £6.2 million on new equipment and facilities for patients.

• How we have listened to what our patients and staff have to say about us – and how we have acted on what they have said. Throughout the Report you will see examples of this.

This Annual Report highlights the many changes,developments and improvements to our services. Nonewould have been possible without the support andcommitment of our staff. We want to state clearly our

appreciation for their hard work and to thank them fortheir contributions to the Trust. It is their many andfrequent acts of kindness and thoughtfulness that arenoticed by our patients and commented upon innumerous letters of appreciation.

We are extremely proud of this organisation’sachievements over the last year. We hope that you enjoyreading about them and our plans for the future.

So let us end by looking to the future: we believe that wehave charted a clear direction for the Trust as a leader inGreater Manchester NHS, working with our partners toachieve better health for our patients. We are ambitiousfor the future – help us to make it happen by gettinginvolved and registering to become a member of thiswonderful hospital.

Patient said We did

I think the WRVS do a

wonderful job. Many

thanks indeed ”“

We agree, thanks to

everyone at the

WRVS. ”“

New 3T Scanner


The Trust’s Annual Clinical GovernanceReport is reviewed by the HealthcareCommission and is one of the subjectareas considered in the star ratingsassessment.

Quality and

Improvement Priority 1

07QUALITY AND IMPROVEMENT

Day to day, Clinical Governance is about improving andsafeguarding the quality of healthcare we provide for ourpatients. There is a strong Clinical Governance culturethroughout the Trust, from corporate to directorate levelswith committees established for specialist areas of risk.

The Trust’s approach to Clinical Governance has beenbased on the process previously recommended by theDepartment of Health (DH). However in July 2004 the DHpublished “Standards for Better Health”, aimed atachieving continuous quality improvement. The Trust hasembraced the new way of working and has already carriedout reviews of corporate and directorate plans againstnational standards and ensured that clinical groups aremaking progress against those plans.

A safer hospital We are able to offer further reassurance to patients thatwe provide safe services following an independentassessment of our clinical policies and practices.The Trustretained Level 1 accreditation in the Clinical NegligenceScheme for Trusts and having demonstrated markedimprovement, we were fast-tracked for Level 2assessment. We were successful, scoring 100% in five ofthe seven standards and over 90% in all the categories. In May 2004 Maternity Services obtained Level 1 and willbe assessed for Level 2 later in the year.

Staff are being trained to identify and record all risks via aRisk Register. The management of adverse incidents hasbeen improved and all serious incidents are reviewed bythe Corporate Clinical Governance and Risk ManagementCommittee.

The Patient Experience Patients, carers and the public have a key role in theeveryday business of the Trust either through structuredinvolvement in our planning processes or as a result of acomplaint or contact with our Patient Advice and LiaisonService (PALS).

Our PALS Service continues to develop. In the last yearthere were 1,211 contacts by users of our services andthese may have been by phone, email, confidentialcomment card or in person This is a 14-fold increase sincePALS began in 2002.

The PALS team meets regularly with all the ClinicalManagement Groups to feedback on issues raised.Changes resulting from PALS involvement include:

• The Trust working in partnership with Job Centre Plus to provide a workplace opportunity as part of our new welcome to Entrance 4 area

• Provision of refreshments to outpatients

• Training from the RNID and Salford’s Learning Difficulty team cascaded throughout patient contact staff following concerns raised by relatives and carers

• Tarmac has been laid on the pavement by Entrance 1

• Working with colleagues from Salford City Council to offer a weekly drop-in advice service in the PALS department

• Internal and external signage reviewed with two wheelchair users

In the PALS Office

WRVS refreshments in Outpatients


We carried out a comprehensive review of ourComplaints Management during the year. Now clinicalteams produce action plans to show how they will ensurethat similar complaints will not occur again. In additioneach month a randomly selected complaint is examined bya committee including Trust Board Executive and Non-Executive Directors. This has proved to be very useful,revealing actions points not only for the directorateconcerned but sometimes for the Trust as a whole.

A total of 434 complaints were received during the year.We are particularly pleased to report that 95.0% ofcomplaints were answered within 20 working dayscompared with 73.2% the year before.

After a complaint is received there is always a thoroughinvestigation. When the investigation is completed anaction plan will be drawn up and agreed by the relevantparties. We generally invite the complainants to return fora meeting and discussions if they are not initially satisfiedwith the outcome of our investigation.

We are also committed to learning from complaints. Thefollowing are examples of developments arising directlyfrom complaints during the year:

• An integrated care pathway for the care of ladies who have suffered a miscarriage

• Patient information leaflets are being reviewed and updated

• Development of a care process for renal patients on a non-renal ward

• Updating the “needlestick” injuries policy

• The development of a new procedure for dealing with vexatious complainants

The Trust appointed an Associate Director for Patient andPublic Involvement and this has led to partnership workingwith the local community and our Patients’ Forum. Theoutcome from a full day Patient and Public Involvement(PPI) event was used to improve our strategy in thisimportant area.

The strategy involves each directorate recruiting a patientto their governance group and appointing a member ofstaff as a PPI Champion who co-ordinates the PPI work fortheir department.

Patient Environment Our Patient Environment Action Team (PEAT) continues torespond to patients’ comments and make improvementsto clinical and non-clinical areas. Two patientrepresentatives are key members of the team. We arepleased to report that the Trust was awarded the toprating by NHS Estates in the annual assessment forpatient environment and hospital food.

An area of concern is the high level of MRSA infection.The Trust is committed to halving the number of patientsdeveloping MRSA infections over the next three years andhas invested £500,000 to back its policy. This is payingfor:

• An extra 62 hours a day of cleaning in patient areas

• Recruiting our first Nurse Consultant in Infection Control and an extra two infection control nurse posts

• Taking part in the National Patient Safety Agency “cleanyourhands” campaign and Saving Lives, a delivery programme to reduce healthcare associated infections including MRSA

2003/04 2004/05

Complaints received: 523 434

% acknowledged within 2 days 100% 99.3%

% replies sent within 1 month 73.2% 95.0%

% replies sent over 1 month 26.8% 5.00%

No. of complaints resolved by local resolution 503 425

Matrons on “Think Clean Day”

09QUALITY AND IMPROVEMENT

• Providing alcohol gel to all clinical areas and personal alcohol gel dispensers for “frontline” staff.

• Installing “wash your hands” floor signs by washbasins at the entrance to every ward.

The Electronic Patient Record (EPR)The development of the Electronic Patient Recordcontinues together with a number of interconnectingprojects in radiology, supporting the planned Choose andBook appointment system and a new PatientAdministration System (PAS). For example, we now have:

• A wireless network on all wards allowing EPR at the bedside

• Installation of the Patientline bedside television and communications system for patients

• Electronic internal patient transfer/assessment documentation

• Network links to GPs

• GPs now receiving a copy of the record for all patients discharged from our A&E department.

Patient Surveys The National Patient Survey for Accident and EmergencyDepartments asked patients about the quality of theirexperience. The Trust scored significantly better than thenational average in 13 of the questions, with no questionsrated significantly worse than average.

The National Patient Survey for Outpatient Departmentsshowed that in three questions the Trust was significantlyworse than the national average and systems have alreadybeen put in place to address these issues, including apatient comment and feedback card.

In addition mini surveys will be developed and carried outon a quarterly basis so that the Trust can respond to issuesin a more timely manner.

Dr Foster the independent surveying company of UKhealth services showed the Trust in a good light. In nine ofthe 13 indicators used in its 2004 Good Hospital Guide weperformed better than or as well as the national average.In the other four we were only marginally below thenational average.

Health and Safety The Trust takes all health and safety issues very seriouslyand has a Health and Safety policy in place. We employ adedicated Health and Safety Manager and have a robustprocedure for investigating incidents. All health and safetyincidents are recorded electronically with the most seriousgoing via an automatic link to the National Patient SafetyAgency and Greater Manchester Strategic Health

Authority. All of the incidents are reviewed monthly by theCorporate Risk Management Committee and quarterly bythe Trust Board

Emergency Preparedness The Trust has in place a Major Incident Plan, whichcomplies fully with “Handling Major Incidents: AnOperational Doctrine”. This will be amended to complywith any future NHS guidance. Our Plan is regularly testedby table top and full excercises.

Partnership working The Trust works closely with Salford Primary Care Trust (PCT),Salford City Council, the University of Salford and many otherlocal agencies to help build a healthier population andenvironment. Together we are working towards theregeneration of the City. The SHIFT Programme is alreadybeginning to contribute to the development of the LocalStrategic Partnership and its community and neighbourhoodrenewal strategies. Salford PCT represents health on thePartnership Board. (Details of the importance of partnershipsin the future are included in The Year Ahead.)


Following the success of the previousyear we were determined to continueimproving our services to patients. Thishas been matched by the imposition ofhigher targets in many spheres of ourwork. As a result of magnificent teamwork, not only have we consistentlymet those targets throughout the year –in several cases way ahead of schedule– we have, just as importantly,improved patient care.

Performance and

Delivery Priority 2

11PERFORMANCE AND DELIVERY

The efforts put in by staff last year were once again rewarded with 3 stars. None of this would have been possible without aco-ordinated and committed approach from our staff.

The next few pages show in charts how we have met our targets.

All key targets were achieved by theTrust.

NHS Performance Rat ings

Department of Health Rating

STAR RATING 3 Star ★★★9 mths + inpatient waits ✔

17 week outpatient waits ✔

12 hour trolley waits ✔

2 week Cancer waits ✔

98% < 4 hour A&E wait ✔

Hospital cleanliness ✔

Financial Management ✔

Out/inpatients pre booked ✔

The Trust has continued to treat moreand more inpatients and day caseseach year. Compared with 1994/95 weare now treating an additional 28,704patients per annum.

There were no patients waiting 6+ months

by 31 March 2005. This is nine months

ahead of target

Staff said

We did

Request for lighter work wear

for Porters in the summer ”“An open neck shirt with

Trust logo is available and is

optional.

”“


The Trust as reduced substantially thelength of time patients need to wait fortheir first out patient appointment. Inthree years we have reduced thenumber of patients who have needed towait over 13 weeks for theirappointment from 2647 in 2001 to just44 as at March 2005.

The Trust has continued to treat more out patientseach year. Compared with 1994/95 we are nowseeing an additional 3,500 new attendances eachyear.

An increasing percentage of cancer patients havebeen seen within two weeks of their GP’s referralsince March 2002. The figure for 2004/05 was99.9%.

Patient said

We did

Considering the pressures that you all

work under, I think everyone should

be applauded! Every time I’ve visited

(usually with my children), the service

provided is second to none ”“

Thank you! ”“

13PERFORMANCE AND DELIVERY

The Emergency Department continuesto be very busy. We saw a total of70,149 patients. This is an increase ofmore than 7,000 from 1994/95.

During the year on average 84.3% ofoutpatients were seen within 30minutes of their appointment time. In2004/05 2.5% of operations werecancelled on the day.

The target of 98% of A&E patients tospend less than four hours from arrival todischarge or admittance was achieved overthe year. By the end of the year our A&Eteam achieved an impressive 100% andhas consistently been the best performingA & E Department in Greater Manchester.

Staff said

We did

Forms are duplicated when a

patient is transferred from

one ward to another. ”“

New generic nursing

documentation is being

introduced. ”“

Health Minister Rosie Winterton meets A&E

Clinical Director Mr Chris Brookes


There have been many positive changesin the way we have provided patient careduring the year, some more significantthan others. It is impossible to mentionthem all but some have had far reachingconsequences for the Trust as a wholeand we are featuring some of those inthis section of the Annual Report.

Service

Development Priority 3

15SERVICE DEVELOPMENT

A new way of providing Emergency Care Our Emergency Care team has performed consistently wellfor some considerable time and 98% of patients werebeing treated and discharged, transferred or admittedwithin four hours way before it was a national target.

We continued to meet and exceed that figure once it didbecome a target and indeed we were – and continue tobe - the best performing Emergency Department in theNorth West. Towards the end of the year we went onebetter and were able to report that every single patientwho came into the department during the whole weekwas treated and discharged, transferred or admittedwithin four hours. With our 100% achievement came theaccolade of the best performing A&E Department in thewhole country.

But none of this could have been possible withoutsupreme team working from staff throughout the Trustand new ways of working. These have included very visiblechanges such as the creation of the Emergency MedicalAdmissions Unit and the Emergency Clinical Decisions Unitand new Emergency Clinics, all designed to improve ourservice to patients by moving them out of the EmergencyDepartment to a more appropriate place of care, whetherthey are being assessed or waiting for a specialist opinion.

But we have also seen tremendous co-operation fromcolleagues throughout the Trust and from other partnerorganisations such as Salford Primary Care Trust andSalford City Council’s Social Services. We have also seenincreased flexibility and responsiveness from clinicalsupport services such as Radiology, Pathology andPharmacy, especially during evenings and at weekends.

For instance, the new Unscheduled Care Pharmacy is openan extra 34 hours each week in “out of hours periods”,helping to reduce workload pressures on A&E and GPservices. In its first six months the service provided over6,000 urgent medicines to more than 3,000 patients.

In Pathology we have new, fully automated bloodanalysers in the departments of Clinical Biochemistry andHaematology, which have significantly reduced the turnaround time for tests urgently needed by A&E colleagues.

The opening hours in Radiology have been extendedmeaning there is less “out of hours”. Our two MRscanners now work six days a week routinely. The plainfilm x-ray service is now 24/7 and there is a six day routineUltrasound service.

A new Transfer of Care service was introduced to makesure the best possible care is provided for patients leavingthis hospital, whether they are going to another NHSorganisation, a nursing or residential care home or theirown home. We are extremely pleased to work withexternal colleagues such as those in the Rapid Responseteams in this successful development. The service isbacked by the charity Age Concern which offers supportto older people who are discharged from our EmergencyDepartment.Rosie Winterton visits ECDU. Also see main picture page 10

The Health Minister along with local MP Hazel Blears (Centre)meet Matron Olive Goodall in the Emergency Department

Sir George Alberti (right) congratulates Dr Steve Waldek, CriticalCare Group Clinical Director


Huge support by Theatres, Medicine and non-clinicalsupport services have also contributed to the success ofour Emergency Service.

All this development and success received nationalrecognition when Health Minister, Rosie Winterton,together with Sir George Alberti, the Clinical Director or“Czar”, for Emergency Access and Sir David Colin-Thomépaid a visit. They wanted to see a shining example ofemergency care - an organisation that was “getting itright”.

The visitors spent time talking – and listening – to a largecross section of staff in relevant departments and let it beknown that they were very impressed with their findings.

The Emergency team also won the Emergency and CriticalCare section of the new Greater Manchester NHS Awardsfor their achievements. (More details in the StaffDevelopment section)

A year of development – and awards - forNurses and MidwivesThe past 12 months has been an exciting time for nursesand midwives here in the Trust.

The year began with the retirement of Dorothy KnupferOBE as Executive Nurse Director and the appointment ofElaine Inglesby from Stockport.

There has been a key focus on leadership developmentaimed primarily at ward nursing and midwifery teams, withan emphasis on coaching and mentoring by senior nurses.There is a new structure that has been brought in to bestmeet the needs of our patients and their carers, as well asthe organisation. The changes include the introduction ofAssistant Directors of Nursing in each of the four clinicalgroups and an emphasis on the quality role of the Matron.

Nurses and Midwives have worked closely with AlliedHealth Professionals, Catering, Domestic and Porteringstaff in rolling out throughout the hospital, the nationalEssence of Care programme of ensuring the fundamentalsof care are present. The good practice built up in variousdepartments is shared at the regular “Market Days” withthe culmination being the winning of the national NursingTimes Award for Team Working for our implementation ofEssence of Care. The award was presented by Dr JohnReid, then Secretary of State for Health, who termed theawards the “Oscars of nursing”. Our thanks must go toLesley Wrightson, our patient advisor, who has challengedassumptions and provided wise counsel throughout theproject.

There are details of other awards in the StaffDevelopment section.

The Chief Nurse visits The year also saw two visits by the newly appointed ChiefNursing Officer of England, Christine Beasley. On her firstvisit she was received by the senior nurses and waspresented with a portfolio of innovative practice takingplace in the Trust. She readily toured wards and metnursing and midwifery teams.

In January 2005 she returned to launch our drive toimprove dignity and respect for patients during a seminarinvolving staff, patients, volunteers and actors – whoshowed their audience how dealing with patients shouldand should not be done.

The Chief Nursing Officer was particularly impressed witha new notice for closed bed curtains, born out of Essenceof Care work, which reminds staff to check with thepatients if they can enter the curtains. She is picturedbelow (right) with our Executive Nurse, Elaine Inglesby.


Patient involvementMany wards and departments have recognised theimportance of involving patients in planning care and areactively encouraging them and sometimes carers as well toshare their views on their experiences. Intestinal Failure isan example, where a nurse-led patient focus group is heldeach week.

Acute Stroke Unit The Acute Stroke Unit was opened in May 2004. It is a10-bedded, nurse-led research unit where nurses have apivotal role. They assess patients on other wards anddepartments, such as A&E, and admit to the Unit. Afterbreaking down the traditional demarcation lines of work,some grades of nurses now order CT scans and prescribethe first dose of aspirin. The Unit team won the BUPAClinical Excellence Award for this work and WardManager, Sarah Roberts, won a North West NHSInnovation Award for her work.

Patient and Public Involvement ForumWe continued to work with our Patient and PublicInvolvement Forum (PPIF) throughout the year and werepleased to welcome Forum members into the hospital onmany occasions, to talk to patients and visitors about theirexperiences of care and any concerns they may have. Thepositive suggestions and comments put forward by theForum are always appreciated and we try to act upon themwherever we can. Our thanks go to all the members for theircontributions to improving patients’ experience of thehospital, and in particular to the Forum’s Chair, Brian Minor.

Working with volunteers The Manchester Motor Neurone Disease Care Centre,based at the Trust has teamed up with Motor NeuroneDisease Association visitors (volunteers) to help ease the

path of patients through clinics. The highly trainedvolunteers offer support, friendship, and a listening ear aswell as information and assistance, without attempting totake over any of the existing roles of the specialist clinicteam. The result is a blueprint for other services and wasdiscussed at an international symposium on the disease.

RCM Midwifery Awards The Trust provides care to an inner city population whichcontains areas described as “socially deprived”. There is agrowing requirement to provide maternity services towomen who are socially disenfranchised, who sufferdomestic violence, are involved in child protection issuesor they or their partner are dependent on drugs oralcohol. By working in partnership with Sure Start andadopting their philosophies our community midwiferyteams have been able to transform the health of manyfamilies resulting in “normal” births for 60% of thewomen who book for care. This work won our communitymidwives and Birth Centre staff the Royal College ofMidwives Award for the category “Promoting Normality”.

Groundbreaking 3T scanner The world’s first “next generation” MR body scanner isnow working at the Trust, bringing benefits to patientsand making sure the University of Manchester stays at theforefront of worldwide medical research. Located on thissite because of the leading edge work already beingcarried out in the fields of Neurosciences, Stroke, Cancerand Renal medicine, the powerful, 3T Scanner was boughtby the University and produces much higher quality scansat a faster speed. This means that more patients -including those too ill to tolerate longer scanning times -will benefit. It can create images of structures, such asindividual vessels in the brain, nerves and cartilage and isexpected to lead to improvements in diagnosing andtreating major conditions.

Acute Stroke Unit

3T Scanner


Video link in new parent rooms New bedrooms for parents of babies being cared for onour Neonatal Intensive Care Unit are the first in thecountry to have a video link to the baby’s cot. The creationof the comfortable accommodation – seven bedrooms,plus bathroom, living, dining and kitchen facilities – wasmade possible thanks to a donation of £201,000 fromRMCC (Ronald McDonald Children’s Charities).

Major investment A major, three year investment plan totalling £13 millionwas unveiled. The spending covers a broad range ofactivities including equipment replacement, refurbishmentand service expansion. Among the proposals are £1.3million to expand Level 1 Theatres and Day Case capacityin response to existing pressures; £550,000 to create adecanting ward in a modular building; £1,036,000 toincrease the number of Neurosurgery beds; £679,300 toupgrade the Microbiology Laboratory; £450,000 for a staffnursery on Stott Lane and £428,000 to ease overcrowdingin Renal services.

New Hospital Radio We launched our first radio station during the year thanksto Northern Air, which is broadcast from a studio at NorthManchester General Hospital and beamed here. Thestation was founded 40 years ago and broadcast toSalford Royal Hospital some time ago.

SUPPORTING EDUCATION AND RESEARCH

Medical Education This last year saw the retirement of Professor CharlesGalasko as Director of Medical Education. His place isbeing taken by Professor Tim Dornan.

The biggest challenge of the year has been to put in place“Foundation Training”, which is the name given to thenew Post Graduate Training Programme taking the placeof “House Jobs”. This has been implemented nationallyagainst short timescales, as part of the Department ofHealth’s programme of “Modernising Medical Careers”.This huge organisational feat was ably accomplished bythe Post Graduate team. Our training programme provedextremely popular and 24 very capable young doctors arenow in post.

Another highlight of the last year has been thedevelopment of the Hope Hospital Simulation Centre.“Simulation” means using models and simulated clinicalsettings to train doctors in skills so that they do not haveto learn by trial and error from patients. A simulationmanager has been appointed, equipment acquired, andstaff are already benefiting from this facility. The Trust isembracing the concept of “multiprofessionalism”,according to which doctors, nurses, and other healthprofessionals learn beside one another from one another.The simulation centre is a flagship initiative for thisHospital.

Staff said We did

The main visitor car park

isn’t as secure as it

should be. ”“ Security staff increased

presence and visibility.

Police have issued an

award to Trust for car

parking safety. ”“

Official launch of our radio station

Simulation training


On the Undergraduate medical education front, anexcellent managerial and administrative team has, again,successfully implemented a remarkably complexcurriculum. This is done in very close collaboration withmedical staff who put huge effort into training youngdoctors in addition to their clinical responsibilities.The challenge is all the greater because the number ofundergraduate medical students is progressively rising,and set to rise further.

Looking aheadMedical Education in this Trust will be carrying forward itsambitious plans into the coming year. Plans are welladvanced to rationalise the use of space and facilities sothat not just simulation but the whole delivery of medicaleducation is rational, efficient and effective. The presentmove to “blur the boundaries” between the training ofdifferent health professionals is set to proceed. Theundergraduate curriculum will continue to cope withincreasing numbers of medical students under increasingefficiency pressures, whilst actually enhancing rather thancompromising the quality of their education.

The post graduate department is now planning the secondyear of the two year programme, which will give traineesattachments in general practice, and a wider range ofchoice in their learning. Overall, medical education isworking towards being part of, and supporting, our widereducational mission, and using our excellent facilities andstaff to not just sustain this position, but move ahead as acentre of educational excellence.

Molecules to Metropolis –Clinical Research in the TrustWe are one of the University’s most research activehospitals. We have an excellent research track record andmany of our leading researchers have an internationalreputation for their work.

We received £3,151,320 from the R&D Levy and grantincome was £9,848,000. There were 213 active researchprojects being carried out during the year. There werefewer peer reviewed publications this year at 187,compared with 250. This represents a national andinternational trend for collaborative research, whichproduces fewer but higher quality publications. Therewere five intellectual property innovations identified asbeing of potential value to the Trust.

The research programmes within the Trust is grouped asfollows:

• Imaging

• Clinical Neuroscience

• Injury

• Dermatology

• Gastrointestinal

• The Greater Manchester Diabetes and Obesity Research Network Programme (DORN)

Patient said We did

I have just visited the Renal

Unit for the first time and

was surprised to see no

signs to it from the

Ladywell entrance. I think a

couple of signs would be

useful. ”

“ We have put some

signs to the Renal Unit

from the Ladywell

entrance. Thank you

for pointing this

out to us. ”“

Staff said We did

Additional patient

controlled analgesia

pumps are needed ”“ Extra pumps bought”“

Control Room, Simulation Centre


Our staff have worked tremendouslyhard over the year and their efforts areclearly visible in yet another year ofimproved patient care and performanceagainst national standards. None of theachievements of this Trust would havebeen possible without their dedication,compassion and enthusiasm.

Staff

Development

21STAFF DEVELOPMENT

Improving the quality and responsiveness of servicesrequires the commitment and expertise of our staff.Trust Board members value the staff and appreciatetheir contribution to the success of the organisation.We are committed to improving the workingenvironment and providing job satisfaction throughpersonal and career development. We want SalfordRoyal Hospitals NHS Trust to become a world-classemployer.

Supporting Staff – Supporting Patients We recognise that improving the working lives of staffcontributes directly to better patient care, and so we weredelighted to be awarded the Improving Working LivesPractice Plus Award in July 2004.

Improving Working Lives (IWL) Practice Plus is the goldstandard of excellent employment practices in the NHS.The IWL standard covers a range of policies, practices andmanagement behaviours that improve the working lives ofstaff through investing in their education, valuing theircontribution and diversity, supporting their well-being andpromoting sensible work-life balance.

The route to the award is through a rigorous and wideranging assessment by a team of independent validators.The process involved interviewing 273 staff from acrossthe Trust and a review of a portfolio of evidence includingthe independent staff survey. The validation team foundthat:

• Staff expressed a real feeling of being valued

• Staff felt that the approach adopted is making a noticeable difference in practice

• Staff are actively involved with managers in designing improvements

• There is a leadership culture on wards and departmentswhich is encouraging, staff to give of their best

The Trust Board is immensely proud of this Award andwishes to thank the 130 staff who volunteered to becomeIWL Links and to make the IWL Standard a reality acrossthe Trust.

In recognition of the achievements of the Trust Mr AndrewFoster, Director of Workforce for the NHS, visited the Trustto congratulate staff and managers. He is pictured (left)presenting the IWL Practice Plus Award to Chief ExecutiveDavid Dalton.

The Trust is committed to improving the working lives ofstaff further.

We will ensure our staff are treated with dignity andrespect, support them and recognise that theircontribution will lead to better health and well being forour staff and, of course, result in better patient care.

The Trust Board firmly believes that sustainableimprovements are made in partnership with staff. We arepleased to have developed effective working arrangementswith staff side representatives and value their involvementin pursuing the objectives of the Trust.

The following statement has been provided byChris Welch, Chair of the Joint Trades Unions

“The Joint Trades Unions have a good workingrelationship with Trust management and areincreasingly involved with change issues within theorganisation. We are particularly pleased to havebeen involved in Improving Working Lives activitiesand, of course, have a major role in implementingAgenda for Change.


Greater Manchester Large Employer of the Year The Trust won the title Large Employer of the Year in thenew, annual Greater Manchester Employer CoalitionAwards. The only NHS organisation to be short-listed inany of the seven categories, the Trust was praised for itsinnovative approach to recruitment and its commitment toworking with the local community. By liaising withJobcentre Plus the Trust has reduced recruitmentadvertising costs, appointed more staff – particularly inpreviously difficult to fill positions – and taken on peoplewho have been out of work as a result of long-termsickness and disability.

Staff Survey The Trust featured in the top 20% of acute Trustsnationally for Staff Satisfaction. Twelve areas of thequestionnaire showed a significant improvement, examplesof these are:

• Job satisfaction

• Work-life balance

• Extent of the positive feeling within the organisation

• % of staff with personal development plans

• Opportunities for flexible working

The Trust was not rated so well in one area and that wasstaff experiencing physical violence from patients orrelatives in the previous 12 months. As a result we haveworked very closely with staff and strategies have beenput in place to address this issue.

We relaunched our Zero Tolerance on Violence andAggression policy during the year to emphasise that thisTrust will not tolerate violence, aggression or harassmenttowards staff and will prosecute wherever possible.

Staff Consultation and CommunicationEffective staff consultation and communication isimportant. The Trust has the following initiatives in placeto promote better consultation and communication.

• Joint Consultative ForumManagers meet regularly with recognised trade unionrepresentatives at the Trust’s Joint Consultative Forum. It isused by the staff side to raise issues of concern and bymanagers to involve staff when changes are beingplanned that could significantly affect people at work.

• Team BriefThere is a monthly team briefing system to cascadeinformation. The Brief is available on the day of issue onthe Intranet for those who cannot have a face-to-facebriefing session.

• Managers’ Forum The Chief Executive presents the Core Brief at the monthlyManagers’ Forum to an invited audience of around 100senior and middle managers. This is then followed by apresentation and interactive session on an important topic.

• Staff newsletter The Gen is the monthly staff newsletter, which isdistributed to departments of the Trust.

• IWL Newsletter Regular newsletter to all staff updating them ondevelopments

• IWL LinksA large group of staff across the Trust, who provide afocus for consultation and communication on IWL andother matters.

• Ask the Executive TeamThis is an opportunity for staff to ask the Chief Executiveor other Executive Directors - via the Intranet - questionson any topic. Answers are given on screen and can beaccessed by all members of staff.

Zero Tolerance launch

Raj Jain, Director of Workforce and Corporate Affairs andLesley Moss (right) accept the Award

23STAFF DEVELOPMENT

Staff Recruitment and RetentionOur recruitment strategy owes much of its success to staffworking together with Human Resources personnel onnew initiatives. For instance at our monthly Job Shops,where we target local people, Facilities Department alwayshave a stand and are keen to talk to prospectiveemployees. Many staff have signed up for the FacilitiesBank and from there have progressed to permanentemployment.

Annual Salford Symposium on Good Practice This annual event provides an opportunity to shareexpertise for staff from this Trust and Salford PCT. The firstprize and Irving Award for poster submissions was won bythe Joint Hospital and Community Palliative Care Teams.Helen Shepherd, Clinical Specialist Physiotherapist inWomen’s Health was the runner-up and Corinne Reed, IVco-ordinator collected the third prize.

Assistant Practitioner Programme The Trust now has 13 Assistant Practitioners with 39 intraining. This new role provides a career framework forthe non-professional staff group. The two year programmebuilds on NVQ training together with a Foundation Degreein Health and Social Care.

International Recruitment Senior nurses travelled to Spain to recruit nurses to workin Orthopaedics and Neurosciences. There have been 117overseas nurses actively recruited since 2001 with themajority still working for the Trust and settling within thelocal community.

Multi-professional Cadets The cadet scheme offers school leavers an opportunity togain experience in the NHS in a variety of professions.Thestudents gain a Diploma in Heath Studies and an NVQ inCare at Level 2. The progression from the cadet scheme touniversity is over 95%. All who complete the coursechoose to stay with the NHS, with radiography,occupational therapy, physiotherapy, nursing andpharmacy being chosen by the students for their furtherstudy.

Education and TrainingThe Education and Training directorate has responsibilitiesin the following areas: undergraduate and post graduateeducation, Reache (see page 24), healthcare professionals’education and continued professional development fornon-medical staff. During the year an Associate Director ofLearning and Development was appointed.

One of the main activities was the implementation of theNHS Knowledge and Skills Framework, which supportsstructured staff learning and development so they arebetter able to do their jobs and provide a better service topatients. The Trust is recognised as a centre of excellenceas a result of developing learning for administration andclerical staff and a member of the Training andDevelopment Team was invited to join the ModernisationAgency’s National Referencing Panel and chair theNational Medical Secretaries Education and SteeringGroup.

In September another new role, that of AdvancedPractitioner was introduced. We have seven trainees whowill study for two years at Masters Degree level and workalongside medical colleagues.

Staff said We did

Introduce an

admissions waiting

area for patients. ”“ This is a good idea and

will be introduced ”“ Good Practice winners


A Trust Management and Leadership DevelopmentCompetency Framework has been introduced and is beingpiloted with nursing ward managers and clinical leaders. Acoaching programme has been developed to help supportthe line managers of those taking part in the pilot. Inaddition 24 clinical leaders successfully completed the RCNClinical Leadership Programme and improved patient careas a result.

A Quality Assurance Agency Major Review of theUniversity of Salford’s healthcare courses - withplacements at this Trust - reported an overall confidencein the strong partnership which is delivering highacademic and practice standards.

ReacheReache is the Refugee and Asylum Seekers Centre forHealthcare Professionals Education. It supports doctorsand other practitioners, who qualified in their homecountry, to pass the necessary UK examinations so theycan be employed by the NHS.The Centre opened in April2003 and now has 149 members, including 117 doctors,four dentists, 22 nurses, two pharmacists, tworadiographers, one pharmacy technician and onelaboratory scientist. The annual cost of Reache is around£220,000, which compares with the cost to train a singlemedical student of £250,000 over five years.

Student NursesSuccessful twice-yearly “Student Nurse Days” haverecruited around 100 newly qualified nursing staff. Thesedays enable visits to wards/departments and the jobapplication paperwork to be dealt with on the day.

A new award was launched during the year and ratherthan being for student nurses it was given by studentnurses. They voted for the ward or department theyconsidered to offer the best opportunities and support ona placement. The first winner was the Heartcare Unit – arunaway winner. The award was presented during GreaterManchester Learning Environment Week but this Trust wasthe only one in the area to introduce the award. Weexpect other Trusts to follow suit next year and we intendto extend the award to also include non-nursing students.(see picture page 20)

Diversity and Equality Diversity and Equality is important and the Trust mustmeet its legal requirements in making sure it is fair andequitable to its employees and its patients who come froma range of different communities and have diverse needs.The Trust has a Diversity and Equality Steering Group anda Staff and Patient Diversity Council to review and monitorprogress. Staff and patients need to be confident thatdiscrimination and harassment will be identified, tackled

and rooted out. Managers and staff side representativesare involved and the Trust is working in partnership withother local organisations on this initiative.

Disabilities The Trust has a policy relating to employing people withdisabilities. This covers staff with existing disabilities, futurestaff who may have disabilities on appointment and staffwho develop a disability whilst employed by the Trust. Wealso work in partnership with Job Centre Plus to provide anadvisory service covering all aspects of disability. Two advisorsare available within the Recruitment Department. We alsorun a placement scheme to help people with disabilities intothe workplace. In addition, we have a number of frontlinestaff who are undertaking sign language training.

Health at Work The Trust’s Occupational Health department has movedinto larger premises, which will help OH staff provide amore pro-active service to benefit Trust staff. Our HumanResources directorate works closely with OccupationalHealth to promote healthy working, e.g., a healthy eatingclub, staff gym, subsidised complementary therapies andsmoking cessation support. A monthly draw for membersof staff who have had no sickness absences in theprevious three months was introduced during the year.The draw winners receive retail vouchers.

Links with the Community The Trust believes in building stronger links with the localcommunity and offers work experience placements tosecondary school pupils and teacher placements to helpbuild knowledge of NHS careers. Trust staff visit schools totalk about their work and also take part in mentoringschemes and mock interviews to help prepare pupils forworking life.

Voluntary Support We are indebted to the volunteers who contribute somuch to this Trust. Their work is appreciated by patients,visitors and staff and we thank them for their support.There are many individuals and small groups of volunteerswho willingly work here. The largest group is the WRVSwho continue to support us financially and in service withtheir shops and tea bars and welcome desks - which isalso supported by the League of Jewish Women.

Staff said We did

There is a lack of signage

to Outpatients. ”“An additional 56 signs

have been fitted and

patient feedback is

good. ”“

25STAFF DEVELOPMENT

Congratulations !Greater Manchester NHS Awards - In the first GreaterManchester NHS Awards, we had two winners.

Our Emergency Care Team won the Emergency andCritical Care section for “Changing the flow of emergencyadmissions” and consistently exceeding the 4-hour waittargets during the year. There is no doubt that thisachievement would not have been possible without newways of working within the specialty and the tremendousco-operation of colleagues throughout the Trust and otherpartner organisations such as Salford Primary Care Trustand Salford City Council.

Reache North West won the Education and Trainingcategory by providing training and support for refugeehealthcare professionals.

The Birth Centre team was short listed in the AdultHospital Services category.

North West NHS Innovations Awards In these awards we were again successful. Sister SarahRoberts won the Innovative Service Award for the practiceof nurses giving aspirin to patients on the Acute StrokeUnit as part of the new extended role of nurses there.

Mr Gordon Carlson, Consultant Surgeon, was placed jointsecond in the Innovative Devices/Technology category forthe software he developed as an audit tool designed to beused in a hand held computer.

Mr Paul Fulford, Consultant Surgeon, now working at.The Christie Hospital NHS Trust, was placed joint third inthe Innovative Devices/Technology category for the bowelpump he developed whilst working for this Trust.

* Last year Dr Tim Johnson, Consultant in Anaesthesia andPain, won the Innovative Devices/Technology Award withhis invention of a mannequin to help in teaching thecorrect way to inject pain relief. The innovation is nowgoing into commercial production and Dr Johnson waswidely featured in the media explaining the benefits of hisinvention.

Nursing Times Team Worker Award The Essence of Care Project Group scooped the nationalNursing Times Team Worker Award for the introduction ofchanges that are making a difference to the patient’sexperience. Essence of Care is a national initiativecomprising a series of nine benchmarks around thefundamentals of care.They are privacy and dignity,communication, hygiene, record keeping, continence,safety, pressure ulcers, self-care and nutrition. There areagreed performance standards to measure against. Here atthe Trust the team was seconded by their Matrons oneday a week to help implement Essence of Care across allwards and clinical departments.The Award was presentedat a special ceremony by the then Secretary of State forHealth, Dr John Reid.

BUPA Foundation Clinical Excellence Award The Acute Stroke Team won the BUPA Foundation ClinicalExcellence Award for their new way of working withStroke patients. Their submission was titled “ExpeditingAspirin delivery following acute ischaemic stroke by nurseled care”. It explained the new extended role of nurses onthe Acute Stroke Unit.

Finance Team awarded Level 3 Accreditation forstaff developmentOur Finance Team was the first within the NHS to beawarded the highest level of accreditation (Level 3) fordemonstrating “consistently excellent performance” instaff development. (see picture page 32).

Royal College of Midwives“Promoting Normality” AwardOur midwives won the Royal College of Midwives“Promoting Normality” Award for their inner city workentitled “High risk postcode - low risk labour”. Theyadopted Sure Start practices in their everyday work and,despite a high number of inner city women experiencingmedical problems, domestic violence or drug and alcoholdependency, 60% of women have normal deliveries in ourmidwifery-led Birth Centre.

Winning Emergency Care Team

Essence of Care Project Group


We are expecting the year aheadto be one of momentous changeas we work towards, andhopefully become, an NHSFoundation Trust. We will alsoreach significant milestones in theSHIFT Programme, unveil plansfor a Cancer Centre on this siteand take steps towards providingchildren’s services here in thehospital.

The Year

Ahead

PartnershipsThe year will also be one of partnerships designed toprovide services which are:

• Safe

• Effective

• Efficient

• Accessible

• Timely

• Patient centred

The Trust has identified eight key partnership themes,which can provide “added value” to our own endeavours.They are illustrated here.

Relationship with Commissionersand “Preferred Provider” Concept As relationships change – particularly withFoundation status - there will be a need forgreater understanding of the interests andincentives of PCTs and GPs. Commonpursuits create greater interdependency anddeveloping this Trust as a “PreferredProvider” with Salford PCT and local GPswill be a key objective.

Clinical and OrganisationalPerformance The Trust has a strong track record ofeffective performance management anddelivery of corporate plans. It has developedapproaches which engage and involve keyclinical staff and the workforce generally inthe review and delivery of financial and otherobjectives. These relationships will be crucialin support of further organisational changenecessary to make sure we continue toachieve plans and improve the patients’experience.

27THE YEAR AHEAD

SHIFTProgramme +HospitalRedevelopment

Joint Ventures withother NHS Providers

Controlling Costsacross Systems ofCare

Strategic ServiceChange

Developing theWorkforce

CommissionerRelationshipand “PreferredProvider”Concept

Clinical andOrganisationalPerformance

Safe Effective Efficient

ADDED VALUEAccessible

Timely Patient Centred

Education andResearch

“Joint Ventures” withother NHS ProviderOrganisations Relationships with otherTrusts in the North WestSector of Greater Manchester,Central Manchester and TheChristie will be crucial tobring about an improvementof NHS services. Undoubtedlysome services will need to bereconfigured so that they maymeet the needs of a widerpopulation of about onemillion.

Controlling Costs Payment by Results (PbR)performance will be thekey factor influencing thefinancial viability of theTrust. A new approach willbe pursued with partnersto understand costs acrossboth primary andsecondary care generallyand to make sure thelength of time patients arein hospital is reducedwherever it is safe to do so.

Strategic Service Change Many changes are expected, not only as a result ofSHIFT, but also due to the reviews within GreaterManchester of Scheduled and Unscheduled Care, CancerServices plus Maternity, Neonatology and Children’sServices..

Developing the Workforce The Trust will build on the successes ofstaff and IWL to work to become aworld class employer. This will providea solid foundation that enables ourstaff to develop their skills to deliverthe new and improved services ourpatients, students and users need.

Education and ResearchAs a University Teaching Hospital thisTrust has a strong commitment toeducation and research. Our ambition isto expand our undergraduate medicalteaching in partnership with others. Wealso wish to exploit the potential forpopulation based research withcolleagues in primary care.

Salford’s Health Investment For Tomorrow (SHIFT)SHIFT is a nationally acclaimed “whole systems” approach to reforminghealthcare in Salford including building health and social care centresacross the city and redeveloping the hospital site. Working withSalford Primary Care Trust we are redesigning services under theheadings of Unscheduled Care, Planned Care, Long TermConditions, Diagnostic Services, Children’s Services andPractice Based Commissioning.

P A R T N E R S H I P S T H E M E S


SHIFT - Salford’s HealthInvestment For Tomorrow

SHIFT is a nationally acclaimed “wholesystems” approach to reforminghealthcare in Salford including buildinghealth and social care centres acrossthe city and redeveloping the hospitalsite. These are complemented byworkforce, research and educationdevelopment and using informationtechnology so that patients recordsand test results are readily available,wherever they are needed.

Working with Salford Primary CareTrust we are redesigning services underthe headings of Unscheduled Care,Planned Care, Long Term Conditions,Diagnostic Services, Children’s Servicesand Practice Based Commissioning.

The Trust is about to appoint a PrivateSector Partner under the PrivateFinance Initiative (PFI) to redevelop thehospital in a contract expected to beworth in the region of £130 million,which will contain:

• Main Entrance

• Emergency Admissions Unit

• High Dependency Unit

• Heart Care Unit

• Renal Unit

• Urology Unit

• Mortuary

• Intestinal Failure Unit

• Education Centre

• New residential accommodation for hospital staff

The PFI contract will be part of a widerpackage of investment in modernisingthe site. The Trust will also bespending nearly £30 million upgradingand adapting some of our existingbuildings and approval in principle hasalso been given to add a new £30million Cancer Centre, with servicesprovided in conjunction with TheChristie Hospital NHS Trust.

Artist’s impressions of our hospital redevelopment

29THE YEAR AHEAD

These developments mean we will be able to providemodern healthcare without many of the shortfalls of theexisting estate. The service redesign has prompted theinclusion of an expanded Emergency Admissions Unit,forming part of an Emergency Village.This will enablepatients brought into hospital as emergencies to be caredfor by clinicians most skilled in diagnosing, stabilising andtreating the sick and injured. Also within the redevelop-ment will be an enhanced and expanded Critical Caredepartment, supporting those patients with greatestdependency on medical and nursing care. All accommod-ation will be purpose built to present day standards andinclude an increased proportion of single bedrooms.

The Victorian buildings at the centre of the site will bereplaced and a new “main” hospital entrance will becreated off Eccles Old Road. The plans also includebuilding a multi storey car park housing up to 1200vehicles.

Becoming an NHS Foundation Trust During the coming year the Trust will consult with thepublic and other key stakeholders on its plans for thefuture and how it proposes to make an NHS FoundationTrust work for the benefit of its members – the Trust staffand the public. We are confident that Foundation Truststatus will bring “added value” for our patients.

For more information about our Foundation Trustapplication please see the back cover of this Report

Children’s Services A discussion document on how to transform children’shealth services in Greater Manchester has been issued forpublic consultation.

Here in Salford we plan to have children’s A&E servicesbacked by a 24-hour Observation and Assessment Centre.Day Surgery is planned but there would not be anyovernight surgical beds.

For Neonatal services, St Mary’s in Central Manchester willbe the supra-regional centre with three other high-levelcentres of care. The decision about where these will behas still to be made.

Walk-In Centre During the coming year a Walk-In Centre – Salford’s first -will open near to our Accident and EmergencyDepartment. This service will supplement the existing GP-led out of hours service as well as our A&E.The service willbe led and staffed by primary care practitioners and willensure that Salford residents will receive timely andappropriate care and treatment for conditions which arenot emergency or life-threatening.

Helping the Environment We will continue to work with Salford City Council toimplement our green transport policy. We will encouragestaff to walk or cycle to work wherever possible, to carshare or use public transport.

As part of our energy-saving policy, we recycle as much ofour waste as possible and we are always looking for moreways to extend our recycling schemes.

Entrance 3 - part of the Victorian buildings which will be replaced


I am pleased to report another successfulyear, with the Trust meeting its statutoryFinancial Duties. Investment in the NHSis at record levels, and we have been ableto expand the services we offer with thisextra resource. But the NHS has alsofaced significant cost pressures, over andabove general rates of inflation, whichthe Trust has had to absorb too.

Financial

Report Director of Finance Report – Review of theFinancial Year ending 31 March 2005.

31FINANCIAL REPORT

Developments in Patient Care ServicesCommissioners invested heavily in the expansion ofexisting services over the last year. We continue to expandour Renal services with the investment of an extra £1.4m.This has enabled the opening of the final phase of therenal dialysis service at Bolton along with the necessaryassociated expansion at Hope, Similarly with theinvestment of a further £0.25m we have the full year costof running the additional capacity opened in 2003/04. Wewere able in February 2005 to expand Intensive Carecapacity by 15% bringing the total number of beds up to16, with funding of £0.75m being consolidated for2005/06. We have also been able to appoint an additionalsurgeon to expand our Gastro Intestinal service.Commissioners have invested a further £0.8m across awide range of services buying additional patient careactivity.

Financial DutiesThe Trust has a responsibility to meet three key financialduties. They are:

The Breakeven DutyThe Trust is expected to manage its total expenditure towithin the amount of income it receives in any year. Thebudgetary control process and monthly Trust BoardReporting enables this to be monitored successfully withthe Trust spending £194.1m, compared to income of£194.5m, resulting in a small underspend of £0.4m.

Target = at least Breakeven Achieved = £0.45m underspend

TARGET has been achieved

External Financing LimitThe External Financing Limit (EFL) is a cash limit placedupon the Trust by the Department of Health (DH). The EFLset by the DH is achieved by managing the Trust’s cashposition to a pre-determined limit.

Target = £1.7mAchieved = £1.7m


Capital Resource LimitThe Capital Resource Limit (CRL) set by the DH is a limiton the amount of capital expenditure the Trust canexpend in any one financial year. Capital expenditure ismainly associated with renewal or refurbishment ofbuildings, and purchase of equipment.

Target = £6.29mActual = £6.29m

TARGET has been achievedIn addition we have a responsibility to meet :

Public Sector Payment PolicyIn line with all Public Sector bodies and Better PaymentPractice Code Trusts are required to pay all valid invoiceswithin 30 days or agreed payment terms. The NHSrequires Trusts to have a 95% compliance to this targetbased on the number of invoices processed.

Target = 95% Actual = 95%


Full details of compliance with the Code can be found onpage 40

Senior Managers’ RemunerationDetails of senior managers’ remuneration can be found onpage 38

Management CostsDetails of management and administrative costs can befound on page 40

AuditorsThe Trust’s auditors are the Audit Commission and theirfee (as disclosed in the full accounts) is £163,000, all ofwhich is for the statutory audit.

Capital Expenditure in 2004/2005.The Trust continues to invest in front line patient services.Our capital investment programme benefited from anadditional £1m contingent on our 3 star rating, and£0.3m reward for meeting A&E waiting time targets.

£000's

Ward Expansion 865

ECDU 791

Pathology Analysers 746

Radiology Equipment 558

PACs (Computerised X-ray films) 485

Staff Crèche 430

Minor Schemes 311

Decontamination and Sterilising Equipment 288

Information Technology 250

Echoendoscopic Ultrasound 230

Refurbishment of Hospital Plaza 107

Patient & Public Environment 362

Estates Strategic Maintenance Programme 155

Refurbishment of Webb House

(Staff accommodation) 137

Other Schemes (below £100K each) 573

Total Spend 6,288


Our capital investments have allowed us to open a new,fully air conditioned, Medical and Elderly assessment unit.Which enables us to assess and treat patients in a moretimely and improved way. In addition we have created anEmergency Clinical Decision Unit to assess and diagnosequickly, patients with likely surgical conditions. This wouldhave previously occurred within the Accident andEmergency Department in a much less comfortableenvironment.

We also understand how crucial diagnostics are in thedelivery of quality patient care. Hence, £0.8m spent onstate of the art Pathology analysers, £0.6m on new x-rayequipment including a fully digital mammographymachine, and the commencement of moving to a PACSenvironment. PACS is where x-ray images are capturedelectronically (like a digital camera), and stored on acomputer system, which means they are always availableto clinicians at the touch of a button.

Other Financial IssuesThe year has undoubtedly been another successful one.However, there have been some financial challenges thatthe Trust has had to address. The impact of the newconsultant contract continues with the Trust having tomeet a pressure of £0.9m over and above the £2manticipated spend. Similarly as we implement ‘Agenda forChange’ (the new reward structure for non-medical staff),we will have absorbed costs of £0.7m over the £1.3mfunded.

These costs were on top of a requirement to meet a costimprovement programme of over £3.6m. It has beenparticularly pleasing to work with Managers and Cliniciansto look at new and innovative ways to make costefficiencies. The future NHS is being designed toencourage, more than ever before, greater operationalefficiencies. Reviewing processes and flows will be thekey to the management of costs whilst delivering a qualityservice. There were a number of other financial pressuresthat the Trust has dealt with and managed through itsfinancial management processes.

Payment By ResultsThe year saw the first phase of the introduction of thenew funding regime within the NHS, Payment by Results(PBR). This means Trusts are paid based upon the numberof patients (spells) that are treated within the hospital,adjusted for casemix complexity using Healthcare ResourceGroups (HRGs). Whilst the value of activity subject toPayment by Results was modest (approx £3.0 million) agood deal of preparatory work was undertaken during2004/2005 in readiness for the main phases ofimplementation, which start with effect from 1st April

2005. The agreements made between Trusts and PCTs(Service Level Agreements ([SLAs]) have to be converted toreflect the new national tariff and casemix complexity. Thedifference between the old SLA values and the PBR valuesis then subject to four years transition (the impact ismitigated over four years). The introduction of PBR is ofhuge significance to all who work in the Trust. As thesystems evolve it will require engagement by all to enablethe new arrangements to work for the benefit of thepatients we serve.

ConclusionThe whole Salford Royal team has worked hard to make2004/05 another successful year and we move into thenew financial year debt free. As we celebrate the year’sachievements we also face new challenges, to realise thebenefits to patients SHIFT, and in particular our PFI project,will bring, and to prepare for our journey towardsbecoming a Foundation Trust.

The following Summary Financial Statements are merely asummary of the information to be found in the fullaccounts of the Trust. Copies of the accounts, whichinclude a Statement on Internal Control, are available ondemand, from the Chief Executive’s Office, E2 HopeHospital, Stott Lane, Salford, M6 8HD. Telephone: 0161206 5186.

Tony Whitfield. Director of Finance

Members of our award-winning Finance Team

33FINANCIAL REPORT

I have examined the summary financial statements set out on pages 34 to 40.

This report is made solely to the Board of Salford Royal Hospitals NHS Trust in accordance with Part II of the Audit Commission Act

1998 and for no other purpose, as set out in paragraph 54 of the Statement of Responsibilities of Auditors and of Audited Bodies,

prepared by the Audit Commission.

Respective responsibilities of directors and auditors

The directors are responsible for preparing the Annual Report. My responsibility is to report to you my opinion on the consistency

of the summary financial statements with the statutory financial statements. I also read the other information contained in the

Annual Report and consider the implications for my report if I become aware of any misstatements or material inconsistencies with

the summary financial statements.

Basis of opinion

I conducted my work in accordance with Bulletin 1999/6 ‘The auditor’s statement on the summary financial statements’ issued by

the Auditing Practices Board for use in the United Kingdom.

Opinion

In my opinion the summary financial statements are consistent with the statutory financial statements of the Trust for the year

ended 31 March 2005 on which I have issued an unqualified opinion.

13th September 2005

Julian Farmer Audit Commission

District Auditor Aspinall House

Middlebrook

Horwich

Bolton BL6 6QQ

Independent Auditor’s Report to the Directors of Salford Royal HospitalsNHS Trust on the Summary Financial Statements


Summary Financial Statements

Income and Expenditure Account For the year ended 31 March 2005

2003/04£000 £000

Income from activities 163,816 141,141

Other operating income 30,816 29,794

Operating expenses (189,996) (167,558)

OPERATING SURPLUS 4,636 3,377

Cost of fundamental reorganisation/restructuring 0 0Profit (loss) on disposal of fixed assets (13) 585

SURPLUS BEFORE INTEREST 4,623 3,962

Interest receivable 273 276Interest payable 0 0Other finance costs - unwinding of discount (3) (2)Other finance costs - change in discount rate on provisions 0 (5)

SURPLUS FOR THE FINANCIAL YEAR 4,893 4,231

Public Dividend Capital dividends payable (4,443) (4,000)

RETAINED SURPLUS FOR THE YEAR 450 231

Staff said We did

The frequency andstandard of cleanliness onwards/departments needsto be reviewed ”

“ Identified problems resolved

immediately by Housekeepers.

New cleaning monitoring role

for Housekeepers introduced

and action plans

drawn up. ”“

31 March 2004£000 £000

FIXED ASSETSIntangible assets 547 747Tangible assets 147,604 130,688

148,151 131,435CURRENT ASSETSStocks and work in progress 2,461 2,044Debtors 10,743 11,716Cash at bank and in hand 435 435

13,639 14,195

CREDITORS: Amounts falling due within one year (16,051) (16,685)

NET CURRENT ASSETS (LIABILITIES) (2,412) (2,490)

TOTAL ASSETS LESS CURRENT LIABILITIES 145,739 128,945

CREDITORS: Amounts falling due after more than one year 0 0

PROVISIONS FOR LIABILITIES AND CHARGES (1,433) (909)

TOTAL ASSETS EMPLOYED 144,306 128,036

FINANCED BY:

TAXPAYERS’ EQUITYPublic dividend capital 80,852 82,552Revaluation reserve 47,097 32,556Donated asset reserve 6,896 5,354Income and expenditure reserve 9,461 7,574

TOTAL TAXPAYERS’ EQUITY 144,306 128,036

Signed

David Dalton Tony Whitfield

Chief Executive Director of Finance

Date: 8 July 2005

35FINANCIAL REPORT

Summary Financial Statements continued

Balance Sheet as at 31 March 2005


2003/04£000 £000

Surplus for the financial year before dividend payments 4,893 4,231

Fixed asset impairment losses 0 0

Unrealised surplus on fixed asset revaluations/indexation 16,898 10,593

Increases in the donated asset and government grant reserve dueto receipt of donated and government grant financed assets 982 167

Reductions in the donated asset and government grant reserve dueto the depreciation, impairment and disposal of donated and government grant financed assets (360) (223)

Total recognised gains and losses for the financial year 22,413 14,768

Prior period adjustment 0 0

Total gains and losses recognised in the financial year 22,413 14,768


Statement of Total Recognised Gains and LossesFor the year ended 31 March 2005

Staff said We did

There are not enough

rooms to interview patients

and families ”“ This is a difficult issue and is

unlikely to be resolved until

the new hospital is built as

part of the SHIFT Programme,

when there will be many

more single rooms. ”

“

37FINANCIAL REPORT

2003/04£000 £000

OPERATING ACTIVITIESNet cash inflow/(outflow) from operating activities 12,282 9,808

RETURNS ON INVESTMENTS AND SERVICING OF FINANCE:Interest received 273 276Interest paid 0 0Interest element of finance leases 0 0

Net cash inflow/(outflow) from returns on investments andservicing of finance 273 276

CAPITAL EXPENDITUREPayments to acquire tangible fixed assets (6,412) (6,945)Receipts from sale of tangible fixed assets 0 615Payments to acquire intangible assets 0 (404)Receipts from sale of intangible assets 0 0Payments to acquire/receipts from sale of fixed asset investments 0 0

Net cash inflow/(outflow) from capital expenditure (6,412) (6,734)

DIVIDENDS PAID (4,443) (4,000)

Net cash inflow/(outflow) before management of liquid resources and financing 1,700 (650)

MANAGEMENT OF LIQUID RESOURCES(Purchase) of current asset investments 0 0Sale of current asset investments 0 0

Net cash inflow/(outflow) from management of liquid resources 0 0

Net cash inflow/(outflow) before financing 1,700 (650)

FINANCINGPublic dividend capital received 0 659Public dividend capital repaid (1,700) 0

Net cash inflow/(outflow) from financing (1,700) 659

Increase/(decrease) in cash 0 9


Cash Flow StatementFor the year ended 31 March 2005


P C Barnes - Medical Director 20 - 25 145 - 150 15 - 20 95 - 100

D N Dalton - Chief Executive 135 - 140 8,000 130 - 135 7,700

T A Whitfield - Director of Finance 90 - 95 5,300 85 - 90 4,900

E Inglesby - Executive Nurse 85 - 90

H J Mullen - Director of Operations 90 - 95 85 - 90

M A Morris - Chair 20 - 25 20 - 25

C J Dale - Non Executive Member 5 - 10 5 - 10

W B Pennington - Non Executive Member 1 - 5 5 - 10

K Perera - Non Executive Member 5 - 10 5 - 10

J Potter - Non Executive Member 5 - 10 5 - 10

D Tyldesley - Non Executive Member 1 - 5 5 - 10

S HG Neville - Director of Strategy & Development 80 - 85 7,400 75 - 80 3,500

R K Jain - Director of Human Resources 75 - 80 3,700 70 - 75 1,400

D Knupfer - Executive Nurse 75 - 80

D Knupfer - Executive Nurse Left 31/03/2004

W B Pennington - Non Executive Member Left 30/11/2004

D Tyldesley - Non Executive Member Left 31/10/2004

All benefits in kind were for lease car benefits.

ÏRemuneration for Executive Directors is determined by the the Remuneration Committee of the Trust Board.

Remuneration for Non Executive Directors is determined using a national scale.

The Chief Executive was appointed by the Trust Board and has a non fixed contract which may be terminated by either party.

2004-05 2003-04

Name and Title Salary Other Benefits in Salary Other Benefits in(bands of Remuneration Kind (bands of Remuneration Kind£5000) (bands of Rounded to £5000) (bands of Rounded to£000 £5000) the nearest £5000) the nearest

£100 £100

£000 £ £000 £000 £

Patient said We did

Fill your food and drink

machines for the night! ”“Food and drink machines

are now re-stocked twice

per day, including

over the weekend. ”“


Salary & Pension Entitlements of Senior ManagersRemuneration

39FINANCIAL REPORT

P C Barnes - Medical Director 0.0 - 2.5 245 - 250

D N Dalton - Chief Executive 12.5 - 15.0 170 - 175 561 484 64

T A Whitfield - Director of Finance 2.5 - 5.0 115 - 120 422 383 28

E Inglesby - Executive Nurse 10.0 - 12.5 110 - 115 367 317 41

H J Mullen - Director of Operations 7.5 - 10.0 90 - 95 301 261 33

S HG Neville - Director of Strategy 5.0 - 7.5 85 - 90 277 241 29

R K Jain - Director of Human Resources 5.0 - 7.5 40 - 45 132 105 25

As Non-Executive members do not receive pensionable remuneration, there will be no entries in respect of pensions for Non-Executive members.

A Cash Equivalent Transfer Value (CETV) is the actuarially assessed capital value of the pension scheme benefits accrued by a member at a particular

point in time. The benefits valued are the member's accrued benefits and any contingent spouse's pension payable from the scheme. A CETV is a

payment made by a pension scheme, or arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves

a scheme and chooses to transfer the benefits accrued in their former scheme. The pension figures shown relate to the benefits that the individual has

accrued as a consequence of their total membership of the pension scheme, not just their service in a senior capacity to which the disclosure applies.

The CETV figures, and from 2004-05 the other pension details, include the value of any pension benefits in another scheme or arrangement which the

individual has transferred to the NHS pension scheme. They also include any additional pension benefit accrued to the member as a result of their

purchasing additional years of pension service in the scheme at their own cost. CETVs are calculated within the guidelines and framework prescribed

by the Institute and Faculty of Actuaries.

Real Increase in CETV - This reflects the increase in CETV effectively funded by the employer. It takes account of the increase in accrued pension due to

inflation, contributions paid by the employee (including the value of any benefits transferred from another pension scheme or arrangement) and uses

common market valuation factors for the start and end of the period.

Real increase in Total accrued Cash Cash Real Employerspension and pension and Equivalent Equivalent Increase Contributionrelated lump related lump Transfer Value Transfer Value in Cash to Stakeholdersum at age 60 sum at age 60 at 31 March at 31 March Equivalent Pension(bands of at 31 March 2005 2004 Transfer To nearest£2500) 2005 (bands Value £100

of £5000)

£000 £000 £000 £000 £000

Staff said We did

It takes a long time for

Switchboard to answer

internal calls. ”“ Switchboard staff are

instructed to give priority to

external calls. Staff should

endeavour to find numbers

themselves wherever

possible. ”“


Salary & Pension Entitlements of Senior ManagersPension Benefits


2004/05 2003/04£000 £000

Management costs 5,441 4,906

Income 194,632 170,935

Management costs are defined as those on the management costs website atwww.dh.gov.uk/PolicyAndGuidance/OrganisationPolicy/FinanceAndPlanning/NHSManagementCosts/fs/en

Better Payment Practice Code - measure of compliance Number £000

Total bills paid in the year 48,115 38,071Total bills paid within target 45,475 34,545Percentage of bills paid within target 95% 91%

The Better Payment Practice Code requires the Trust to aim to pay all valid non-NHS invoices by the due date or within 30days of receipt of goods or a valid invoice, whichever is later.

The Late Payment of Commercial Debts (Interest) Act 1998During the year there were no claims for interest, made against the Trust, under the above legislation.

Post Balance Sheet EventsFrom 1 April 2005 HM Treasury changed the discount rate used in calculating provisions from 5.5% to 2.2%. This change will result in an increase in our provision of £209,000 which will be charged to the Income and ExpenditureAccount in 2005-06. National funding of NHS commissioners will be increased by the total estimated effect to offsetthis charge.

Staff said We did

Cleaners are not allocated

enough time to clean the

wards properly.

”“ They have been given more

time by taking the beverage

service from them. All aspects

of the domestic contract

are being reviewed. ”“


Management Costs


Inpatient Activity

For April 2004 - March 2005

Day Case Elective Non-Elective Total Inpatient Inpatient

Main specialty

Accident & Emergency 3019 3019

Anaesthetics 21 21

Bone Anchored Implants 30 5 35

Cardiology 104 14 861 979

Clinical Haematology 2,274 60 70 2,404

Complex Spines 84 31 115

Dialysis 6 209 215

Dialysis (inpatient only) 2 7 9

Dermatology 11 227 109 347

Ear Nose & Throat 257 572 339 1,168

Gastroenterology 4,047 222 604 4,873

General Medicine 491 140 15,035 15,666

General Surgery 2,255 1,738 3,236 7,299

Geriatric Medicine 3 25 5,528 5,556

Gynaecology 1,091 594 1,005 2,690

Hypogammaglobulinaemia 436 7 2 445

Ilizarov 31 19 50

Immunopathology 137 1 138

Intestinal Failure 8 63 91 162

Midwives (Birth Centre) 0 1,623 1,623

Nephrology 469 206 787 1,462

Neurology 1,056 719 556 2,331

Neuro Rehabilitation 1 47 202 250

Neurosurgery 242 1,165 1,330 2,737

Obstetrics 0 4 8,201 8,205

Oral Surgery 220 2 222

Paediatrics/Special Care/Intensive Care 1 2,304 2,305

Pain Management 573 63 3 639

Radiology 2 2

Rehabilitation/Stroke 2 428 430

Rheumatology 571 86 223 880

Trauma & Orthopaedics 1,461 1,728 2,023 5.212

Urology 1,841 926 836 3,603

Grand Total 17,594 8,737 48,691 75,022

43

Outpatient Activity

For April 2004 - March 2005

New Follow-up Grand Total Main specialty Attended Attended Attended

Anaesthetics 176 80 256

Anticoagulant 585 20,086 20.671

Bone Anchored Implants 10 10 20

Cardiology 1,864 3,416 5,280

Cardiothoracic Surgery 59 84 143

Chemical Pathology 81 416 497

Clinical Haematology 433 3,315 3,748

Complex Spines 1,487 2.733 4,220

Dermatology 12,264 31,783 44,047

Diabetic 1 1

Ear Nose & Throat 3,880 8,199 12,079

Gastroenterology 2,011 5,496 7,507

General Medicine 2,453 11,810 14,263

General Surgery 4,653 9,186 13,839

Geriatric Medicine 600 3,160 3,760

Gynaecology 4,114 6,935 11,049

Hypogammaglobulinaemia 52 258 310

Ilizarov 5 5

Immunopathology 304 272 576

Intestinal Failure 21 481 502

Midwives (Birth Centre) 1 1

Nephrology 581 7,571 8,152

Neurology 2,612 5,959 8,571

Neuropsychiatry (Epilepsy) 58 89 147

Neuro Rehabilitation 1 20 21

Neurosurgery 1,416 3,999 5,415

Obstetrics 2,011 6,120 8,131

Oncology 296 771 1,067

Oral Surgery 1,619 2,633 4,252

Orthodontics 461 1,908 2,369

Paediatrics 11 465 476

Pain Management 807 2,883 3,690

Palliative Medicine 8 32 40

Plastic Surgery 33 13 46

Psychology 186 1,888 2,074

Radiology 1 9 10

Rehabilitation/Stroke 427 206 633

Rheumatology 1,236 7,150 8.386

Trauma & Orthopaedics 8,156 23,097 31,253

Urology 1,638 5,426 7,064

Weight management 338 9,621 9.959

Grand Total 56,944 187,586 244,530


No Director has any interest which is material to the affairs of the Trust. A register of interests of the Directors is available for inspection at the offices of the Trust Executive, Hope Hospital.

Details of Directors’ remuneration are included on page 38 of this Annual Report.

Mr JJ Potter Cllr MA Morris

Mrs D Tyldesley Miss CJ Dale Professor K Perera

Mr WB Pennington

Mr SHG Neville Director of Strategyand DevelopmentNon voting member

Mr DN Dalton, Chief Executive

Mr TA WhitfieldDirector of Finance

Dr PC BarnesExecutive MedicalDirector

Mrs E InglesbyExecutive Nurse

Mr HJ Mullen,Director of Operations

Mr RK JainDirector ofWorkforce andCorporate Affairs Non voting member

Deputy ChairmanChair

Non Executive Directors

Executive Directors

Member of the Audit Committee

Member of the Remuneration Committee

Member of the Corporate Clinical Governance Committee

Member of the Corporate Performance Committee

Member of the Corporate Governance and Risk Management Committee

Member of the Patient and Public Involvement Committee

Member of the SHIFT Programme Board

Directors of the Trust 2004-2005

45DIRECTORS

Associate Director

Dr Bob Young, Medical Director Clinical Effectiveness

Group Clinical Directors

Vacant Orthopaedics & ENT

Dr Paul Chadwick, Clinical & Diagnostics

Dr Richard Cooper, Theatres & Anaesthetics

Dr Teresa Kelly, Women’s & Children’s

Mr Kieran O’Flynn, General Surgery & Urology

Vacant, Medicine & Elderly Care

Mr James Leggate, Neurosciences

Dr Stephen Waldek, Critical Care

Group General Managers

Ms Denise Campbell, General Surgery & Women’s & Children’s

Mr Roger Spencer, Critical Care & Clinical & Diagnostic Services

Mr Steven Smith, Medicine & Elderly Care

Mr Simon Wright, Neurosciences, Orthopaedics & ENT

General Managers

Mr Mike Hall, Facilities

Mrs Tanya Hibbert, Access, Booking & Choice

Clinical Directors

Anaesthetics Dr Glyn Smurthwaite

Cardiology Dr Peter C Barnes

Radiology Dr David Hughes

Dermatology Dr Russell Ead

Diabetes/Endocrinology Dr Bob Young

ENT Mr Shak Saeed

Elderly Care Dr Amit Pramanik

Emergency Medicine Mr Chris Brookes

Gastoenterology Dr Chris Babbs

General Surgery Mr Iain Anderson

Intensive Care Dr Tony Thomas

Intestinal Failure Dr Jon Shaffer

Neonatal Intensive Care/

Paediatrics Dr Mike J Robinson

Neurology Dr Jeremy Dick

Neurosurgery Mr Andrew King

Pain Relief Dr Tim Johnson

Pathology Dr Mansel Haeney

Renal Medicine Dr Donal O’Donoghue

Respiratory Medicine Dr Ronan O’Driscoll

Rheumatology Dr Ariane Herrick

As at 31.3.05

Patient said

We did

The accessible parking area

for disabled people at

Entrance 4 has raised

cobbles on the path. ”“

We have replaced the

cobbled path with smooth

Tarmac. Thank you for

pointing this out. ”“

47

How to find us

PERFORMANCEmeans monitoring and

improving our standards of service which we will achieve by new ways of working.

DEVELOPMENTmeans developing

services including the SHIFT Programme andits continuing progress

towards improving health in Salford.

QUALITYmeans Clinical Governance and

the constant drive to achieve quality assurance in

clinical practice.

At the heart of everything we do it is the patient experience that matters and it matters more than anything else.

OUR THREE PRIORITIES

PATIENTEXPERIENCE

Trust ExecutiveSalford Royal Hospitals NHS TrustHope HospitalStott LaneSalford M6 8HDTelephone 0161 206 5186web site: http://www.srht.nhs.uk

Support Your Hospital

Do you want to support your local hospital? Do youvalue the specialist care we provide? Would you beproud to influence the future of your hospital’s services?

We are applying to become an NHS Foundation Trust – anorganisation we would like you to be a member of. So ifyou answered ‘yes’ to the questions above, please join us.Registering to become a member is easy and will:

• make a statement of your support for this hospital

• offer a sense of belonging and a personal stake in the hospital

• provide an opportunity to become involved and shape our services

Members will not receive any preferential treatment butthey will:

• receive regular information about the Trust

• be able to stand for election to the Council of Governors, and vote for those standing

• influence the future of the hospital’s services – the most important benefit of being a member

So if you value this hospital and believe in our future,become a part of it by joining us as a member.We want your support to make a great hospital greater.

To join and to find out more:Visit our website at www.srht.nhs.uk/foundation.You can complete the on-line membership form atwww.srht.nhs.uk/foundation/application.htm.

Call us to join on 0800 028 1788 (FREEPHONE).

E-mail membership queries to srht@nhs membership.co.uk

We look forward to welcoming you.

Trust staff will automatically become members of theFoundation Trust and so do not need to apply.

Salford Royal HospitalsNHS Trust

Foundation for the Future

salford royal hospitals

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