
3 minute read
Content Page Introduction from the chief executive
Contents
Content Introduction from the chief executive State ment of directors’responsibilities About this report Gove rnance arrangements Care Quality Commission rating Priorities for quality im provement in 2021-22 State ment relating to the quality of care provided Progress against priorities set for 2020-21 Our patie nts
Responding to an emergency Infection prevention and control Quality improvements Patient experience and engagement Our Patient Panel Improving care for vulnerable patients Learning from safety incidents Improving medicine safety
Our pe ople
Recognising our amazing people The national NHS staff survey Inclusion
Our pe rformance
Participation in clinical audits Achievements in information technology Research and development
Our place s
Improving our estate Environment and sustainability
State ments from stakeholders Glos s ary of te rms Page
2 4 4 5 5 8 9 26
33 33 39 43 46 47 49 45 53 56 56 57 58 61 69 70
71 73 80 83

1
Introduction from the chief executive
Welcome to our quality account 2020-21. In any look back at the last year it is necessary, and unsurprising, that at the front of our minds, and our recollections, is the huge impact that the COVID-19 pandemic has had on us all.
Since February 2020, our PAHT people have experienced the most challenging period of their careers. Their hard w ork, commitment and professionalism has remained central to caring for our patients and continuing to provide high quality care throughout the toughest of times. I am so very proud of the w ay our people have risen to, and met, the many challenges that COVID-19 has presented them w ith and the w ay that they have also cared about and cared for their colleagues too.
During the last year, w e have put in place many changes in the w ays we deliver care as part of our clinical response to the demands and impact of COVID-19. Often put into action at pace, these changes have, in many w ays, escalated the introduction of a range of plans for improving and modernising the w ay we work and the environment w e work in.
We have made hundreds of decisions about issues w e w ould never have thought about a year ago; w e have run at more than 600% critical care capacity; w e have turned w ards to COVID-19 w ards, back to non-COVID-19 and back to COVID-19 again; w e have rolled out 1,000s of laptops for virtual outpatient appointments and home w orking.
As w e face our future w e are focusing on the changes that w e will build on as w e get back to better. We are able and equipped to w ork in a more agile w ay and to continue our new and transformed w ays of working, including virtual appointments for our patients. Many of our patients have told us how helpful they find virtual appointments in terms of fitting them around their w ork and family commitments w ithout the need to travel. As technology extends, w e will be able to offer more video-call appointments and bring the benefits of a virtual face-to-face appointment to a w ider range of patients.
Our new Princess Alexandra Hospital programme continues at pace as w e work tow ards the next stage and the completion of the outline business case, w hich will be submitted at the end of the year. Included in the case w ill be the new models of care that have been developed and designed by our clinicians and clinical leaders. This huge piece of w ork has taken an in-depth look at how w e deliver care and the schedule for putting this in place. The new models of care need to be active before any move to our new hospital to ensure high quality care and improvements are fully operational.
The COVID-19 pandemic continues and w e remain mindful of the impact on our people and making sure they have the help and support they need in terms of their health and w ellbeing as, every day, they continue to provide high quality care to our patients and support their colleagues too. They are amazing.
