Wrightington, Wigan and Leigh NHS Foundation Trust
| Wrightington, Wigan and Leigh Teaching Hospitals NHS Foundation Trust | |
|---|---|
| Former name |
|
| Type | NHS hospital trust |
| Established | 1 April 2001 |
| Headquarters | Trust HQ, Royal Albert Edward Infirmary, Wigan Lane, Wigan, WN1 2NN |
| Region served | Metropolitan Borough of Wigan and Wrightington |
| Population | 326,000 |
| Budget | £397 million |
| Hospitals |
|
| Chair | Mark Jones |
| Chief executive | Silas Nicholls (outgoing) |
| Website | www |
Wrightington, Wigan and Leigh Teaching Hospitals (WWL) NHS Foundation Trust is an NHS Foundation Trust providing services in the Metropolitan Borough of Wigan and Wrightington, England. It was formed on 1 April 2001 by the merger of Wrightington Hospital NHS Trust and Wigan and Leigh Health Services NHS Trust, and became an NHS Foundation Trust in December 2008. "Teaching Hospitals" has been included in its name since 1 April 2020.
Juliette Tait, joined the Trust as Chief People Officer in August 2023 following the departure of Alison Balson who left in December 2022 to take on her new role as Chief People Officer at University Hospitals Of Morecambe Bay NHS Foundation Trust (UHMB).
Most recently, Juliette, worked at Greater Manchester Mental Health NHS Foundation Trust (GMMH), undertaking a variety of roles in Human Resources (HR) and Organisational Development (OD). In 2019, Juliette was the Deputy Director of HR & OD before taking on the role of Executive Director of Human Resources.
On 5 September 2023 it was announced that Rabina Tindale will soon step down from her current role as executive chief nurse and director of infection prevention and control to take up her new role as executive director of nursing and quality assurance at Leeds Teaching Hospitals NHS Trust.
It was also announced on 2 October 2023 that Silas Nicholls will leave his role as chief executive and become the chief executive at Lancashire Teaching Hospitals NHS Foundation Trust (LTH), which runs Royal Preston and Chorley and South Ribble hospitals, early next year.
Facilities
[edit]The Trust operates several hospital and outpatient sites:
- Royal Albert Edward Infirmary
- Leigh Infirmary
- Wrightington Hospital
- Thomas Linacre Centre
- Hanover Diagnostic and Treatment Centre
- WWL Eye Unit
In June 2013, a new children's outpatient department was opened at the Thomas Linacre Centre; it has bright decor inspired by the colours of the rainbow and a games console in the main waiting area.[1]
On 1 April 2019, community services transferred into the foundation trust and these are delivered from numerous premises across Wigan.
Performance
[edit]According to the most recent Care Quality Commission report published in March 2018, the Trust handled 74,367 inpatient admissions, 676,690 outpatient attendances, 88,718 A&E attendances, 2,436 deliveries and 1,362 deaths between August 2016 and July 2017.
A&E
[edit]WWL has not met the NHS four-hour A&E target since October 2015. However, the latest figures, from May 2018, show that the Trust only just fell below the 95% target, with 94.3% of patients seen within four hours, compared to the national average of 90.4%. This ranked WWL 25 out of 133 trusts.[2] In 2022 it was reported that it was “increasingly common” for patients to die in the accident and emergency department. The report said "Of the 72 patients in A&E as I write this, 16 have been there over 24 hours and 34 over 12 hours. The longest stay is almost 48 hours."[3]
Cancer Care
[edit]In April 2018, WWL ranked 18 out of 133 trusts in the area of cancer care, with 91.7% of patients beginning treatment within 62 days of an urgent GP referral. This is above the target of 85% and well exceeds the national average of 82.3%.
Planned Operations
[edit]In April 2018, WWL ranked 5 out of 128 trusts when it came to planned operations and care, with 94.3% of patients waiting less than 18 weeks. This is above the target of 92% and well exceeds the national average of 87.5%.
Awards
[edit]The Health Service Journal named WWL as Provider Trust of the Year in November 2014 on the basis that their strong focus on staff engagement had helped them to reduce mortality rates while achieving a cash surplus. It also won the awards for Improving Environmental and Social Sustainability and Patient Safety.[4] In 2015, it was named by the Health Service Journal as the second best acute trust to work for. At that time, it had 4,169 full-time equivalent staff and a sickness absence rate of 4.71%. 78% of staff recommend it as a place for treatment and 77% recommended it as a place to work.[5]
Management
[edit]In the financial year 2017–18, the Trust had fifteen remunerated directors,[6] at a total cost ranging from £1.56 million to £1.63 million.
| Director | Position | Total Remuneration (£) |
|---|---|---|
| Robert Armstrong | Chairman | 45,000 - 50,000 |
| Andrew Foster | Chief Executive | 235,000 - 240,000 |
| Sanjay Arya[Notes 1] | Medical Director | 310,000 - 315,000 |
| Alison Balson | Director of Workforce | 145,000 - 150,000 |
| Neil Campbell | Non-Executive Director | 10,000 - 15,000 |
| Mary Fleming | Director of Operations and Performance | 170,000 - 175,000 |
| Robert Forster | Director of Finance and Informatics | 240,000 - 245,000 |
| Mick Guymer | Non-Executive Director | 10,000 - 15,000 |
| Carole Hudson | Non-Executive Director | 15,000 - 20,000 |
| Pauline Law | Director of Nursing | 175,000 - 180,000 |
| Jon Lloyd | Non-Executive Director | 10,000 - 15,000 |
| Richard Mundon | Director of Strategy and Planning | 150,000 - 155,000 |
| Christine Parker-Stubbs | Non-Executive Director | 15,000 - 20,000 |
| Neil Turner | Non-Executive Director | 15,000 - 20,000 |
| Tony Warne | Non-Executive Director | 10,000 - 15,000 |
- ^ The above remuneration includes clinical duties of £107k that are not part of the individual’s management role.
Controversy
[edit]WWL Solutions
[edit]On 3 November 2017, the Trust established a subsidiary company, WWL Solutions Ltd,[7] in an attempt to transfer 900 estates and facilities staff, which was ultimately unsuccessful.
The intention was to reduce the Trust's costs by taking advantage of VAT loopholes present in the Value Added Tax Act 1994. The Act provides a mechanism through which NHS trusts can qualify for refunds on services that are contracted out, in comparison to in-house NHS services, which can only claim back VAT on a small subset of goods and services.[8]
The subsidiary company would have also produced payroll savings, by recruiting new staff on less expensive non-NHS contracts.
See also
[edit]References
[edit]- ^ "New outpatient department for children in Wigan and Leigh". Health Service Journal. 17 June 2013. Retrieved 12 January 2014.
- ^ "NHS Tracker: Check key targets in your area". BBC News. 15 June 2018. Retrieved 17 July 2018.
- ^ "Internal memo warns of 'increasingly common' deaths in A&E". Health Service Journal. 17 August 2022. Retrieved 29 September 2022.
- ^ "HSJ Awards 2014: Provider Trust of the Year". Health Service Journal. 22 November 2014. Retrieved 14 December 2014.
- ^ "HSJ reveals the best places to work in 2015". Health Service Journal. 7 July 2015. Retrieved 23 September 2015.
- ^ Trust, Wrightington, Wigan and Leigh NHS Foundation. "Annual report and accounts 2017-2018" (PDF). www.wwl.nhs.uk. Retrieved 17 July 2018.
{{cite web}}: CS1 maint: multiple names: authors list (link) - ^ "WWL SOLUTIONS LIMITED - Overview (free company information from Companies House)". beta.companieshouse.gov.uk. Retrieved 17 July 2018.
- ^ "In full: Trusts with staff transfer plans". Health Service Journal. 14 February 2017. Retrieved 15 February 2018.
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