Infection Prevention and Control We know that patients who attend Velindre Cancer Centre often have a weakened immune system. Therefore we have a ‘zero tolerance’ approach to infections being picked up in our hospital. We support our staff to do this by adopting national guidance and standards. For example, we know that some treatments have a greater risk of infection than others, including when we use catheters as part of a treatment plan. To reduce the risk of this type of infection we only use such devices when absolutely necessary. During 2014/15 we achieved a 22% reduction in the number of catheters used for female patients, and a 50% reduction in male patients. We know that hand washing is a simple and effective way of reducing the spread of infection. We encourage patients to ask staff about hand hygiene practices and every month we ask about this in our patient experience survey. In May 2014 we asked 40 patients if they had seen staff clean their hands before they cared for them: In 2014/15 we have: C.diff Reduced the number of Clostridium difficile (sometimes called C. difficile or C.diff) infections: 8 cases in 2014/15 14 cases in 2013/14 13 cases in 2012/13 MRSA Reduced the number of Meticillin Resistant Staphylococcus aureus (MRSA) stream infections: 0 cases in 2014/15 2 cases in 2013/14 0 cases in 2012/13 MSSA Reduced the rates of Meticillin Sensitive Staphylococcus aureus (MSSA) blood stream infections: 2 cases in 2014/15, 7 cases in 2013/14 7 in 2012/13
Cleanliness Ensuring a environment is essential when preventing and controlling the spread of infections. In our 2012/13 Annual Quality Statement we reported scores of over 90% in our All Wales Credit for Cleaning Standards audit. Our scores for 2013/14 and 2014/15 are provided below: Type of Area Target Score (%) 2013/14 (%) 2014/15 (%) Very High Risk Areas 98 100 96* High Risk Areas 95 95 94 Significant Risk Areas 85 91 94 Low Risk Areas 75 86 89 *In 2014/15 the ‘Very High Risk Areas’ percentage score decreased as a result of the condition of the building in our theatre, not through any cleanliness issues. Currently there is a business case near completion to redevelop of the theatre location and therefore the building issues will be addressed within this scheme. We also ask representatives of our Patient Liaison Group (PLG) to do an independent audit using the Credit for Cleaning audit tool. In 2012/13 we scored 93%. In 2013/14 we scored 97%. In 2014/15 a member of “Friends of Velindre Organisation” carried out the external audit and we achieved a score of 97%. We also asked patients about our Operational Services: During 2012/13 During 2013/14 During 2014/15 96% were satisfied with Catering services 93% were satisfied with Portering services 93% were satisfied with Domestic services 96% were satisfied with Catering services 93% were satisfied with Portering services 94% were satisfied with Domestic services 92% were satisfied with Catering services* 95% were satisfied with Portering services 95% were satisfied with Domestic services *In relation to the decrease in the ‘Catering services’ percentage score, for 2014/15 we added additional questions addressing the out of hours provision for catering. As a result it
Velindre NHS Trust Board Sickness Return 2014 - 2015 Trust Board Data Definition 2014 / 2015 Data Value Type Tab NOTE 2013 / 14 Variance %age Variance Days Lost (Long Term): 28 days or more sickness, Absence Management Analysis, Long / Short Term Analysis 27,579.15 FTE Long Term % of sickness is long term 26,916.54 662.61 2.40 Total Days Lost (Short Term): 27 days or less sickness, Absence Management Analysis, Long / Term Analysis 12,882.39 FTE Short Term % of sickness is short term 12,807.69 74.70 0.58 Days Lost: FTE Days Absent in the period. Absence Timeline Analysis. Cumulative FTE Days Absent 40,461.55 FTE Long Term + Short Term 39,724.23 737.32 1.82 Total Staff Years Lost: (Average staff employed in the period – FTE) SIP, FTE (Contracted) at end of each calendar month / 12 months (Apr – Mar) 2,895.15 FTE Staff in Post 2,882.58 12.57 0.43 Average Working Days Lost: Based on 12 cumulative sickness absent rate use Calendar Days in a year - (52 Weekends + 30 Ave A/L + 8 BH) 8.5 Days Ave Wk Days Lost 8.4 0.1 1.18 Total Staff Employed in Period (Headcount): SIP, Headcount @ 31 2014 3,285 Headcount in Post 3,176 109 3.32
Trust Board Data Definition 2014 / 2015 Data Value Type Tab Found NOTE 2013 / 14 Variance %age Variance Staff Employed in Period with No Absence (Headcount): Absence Timeline Analysis for the period by Employee Number, sort cumulative absence rate and those with 0% absence. 1,623 Absence Timeline Analysis 1,484 139 8.56 Percentage Staff with No Sick Leave: Staff with no sickness / Headcount SIP @ 31 Mar 2014 49.41% Absence Timeline Analysis 46.73% 2.68% 5.42 Sickness Absence Rate for Velindre NHS Trust 1 Apr 2014 - 31 Mar 2015 3.83% Welsh Government Sickness Target for Velindre NHS Trust 3.54% NHS Pension Scheme As an employer with staff entitled to membership of the NHS Pension Scheme, control measures are in place to ensure all employer obligations contained within the Scheme Regulations are complied with. This includes ensuring that deductions from Salary, employer’s contributions and payments into the Scheme are in accordance with Scheme Rules and that member Pension Scheme Records are accurately updated in accordance with the timescales detailed in the Regulations.
Salary and Pension Disclosure Tables – Single total figure of remuneration (continued) 2014-15 2013-14 Name and Title Salary (bands of £5,000) Other (bands of £5000) Benefits in Kind (to the nearest £100) Pension benefits (to the nearest £1000) Total (to the nearest £1,000) Salary (bands of £5,000) (bands of £5000) Benefits in Kind (to the nearest £100) Pension benefits (to the nearest £1000) Total (to the nearest £1,000) Restated Restated Executive Directors Simon Dean, Accountable Officer 2 - - - - - 130-135 - 3 8 140-145 Steve Ham, Interim Chief Executive 3 125-130 - 2 135 260-265 100-105 - 8 7 105-110 Mark Osland, Interim Executive Director of Finance 4 30-35 - - - 30-35 - - - - - Peter Barrett-Lee, Medical Director 30-35 110-115 2 - 141-145 30-35 110-115 2 - 141-145 Susan Morgan, Executive Director of Nursing and Service Improvement 95-100 - - - 95-100 95-100 - - - 95-100 Sarah Morley, Executive Director of OD and Workforce 5 60-65 0 1 33 95-100 - - - - - Senior Manager Carl James, Director of Planning, Performance & Estates 6 95-100 - 19 4 100-105 95-100 - 34 - 95-100 Non Executive Directors
Name and Title Real increase in pension at age 60 (bands of £2,500) Real increase in pension lump sum at aged 60 of £2,500) Total accrued pension at age 60 at 31 March 2015 (bands of £5,000) Lump sum at age 60 related to accrued pension at 31 March 2015 (bands of £5,000) Cash Equivalent Transfer Value at 31 March 2015 Cash Equivalent Transfer Value at 31 March 2014 Real increase in Cash Equivalent Transfer Value Employer’s contribution to stakeholder pension £000 £000 £000 £000 £000 £000 £000 £000 Directors Steve Ham, Interim Chief Executive 5 - 7.5 15-20 25-30 80-85 574 424 150 - Peter Barrett-Lee, Medical Director 0-2.5 0-2.5 55-60 165-170 1,242 1,200 42 - Susan Morgan, Director of Nursing 0-2.5 0-2.5 30-35 100-105 681 655 27 - Morley, Executive Director of Workforce and OD 0-2.5 5-7.5 15-20 45-50 282 228 41 - Senior Manager Carl James, Director of Planning, Performance & Estates 0-2.5 0- 2.5 25-30 0 286 271 15 - Notes: Mark Osland, Interim Executive Director of Finance is on secondment from Welsh Government and his future pension liability will be met by the Welsh Government through the civil service pension scheme and therefore disclosures regarding his pension have not been included in the above table. As Non-Executive members do not receive pensionable remuneration, there will be no entries in respect of pensions for Non-Executive members.