Royal National Orthopaedic Hospital Trust
Trust Board Meeting - Executive Summary
Report/Paper: PEAT Assessment 2009
Date: 22 July 2009
Purpose of Paper: Inform the Board on the PEAT assessment results for 08/09 financial year
Summary of Paper: The annual PEAT assessment was carried out on the 19 March 2009.
This year, for the first time in a number of years, the Trust was allocated an
external validator. The following areas were assessed for cleanliness,
environment, infection control, access, food service, privacy and dignity.
Spinal Cord Injury Centre
Jackson Burrows Ward
Alan Bray Unit
Improvements noted this year was the installation on the majority of the wards of a
standard design curtain enabling easier change over/cleaning. A new window
cleaning contract is in place.
The external validator commented on two issues to do with the food service – no
portion control possible with Steamplicity and no garnish on the plate.
The patient’s representative also commented on the lack of privacy in the OPD
clinic rooms and the fact that conversations could be overheard from the adjoining
The Trusts score this year is Good for Environment, Good for Food and Acceptable
for Privacy & Dignity.
Although the results are still favourable, the Food and Privacy and Dignity scores
are down on last year.
Action Required by None – For information only
from Legal Advisors
Author and position Lynne Wilson, Facilities Manager
Lead Director Mark Masters, Director of Projects, Estates and Facilities
Links to Assurance Framework, Local Performance Targets and Corporate Strategic risk register:
This paper/report links to the following principal objectives, local performance targets and the corporate
strategic risks: - (please tick as appropriate)
Principal Objectives Tick as
Principal Objective One - Maintaining clinical excellence √
To be the pre-eminent, effective, efficient and safe provider of orthopaedic and musculoskeletal services,
providing the highest standards of care.
(Linked to performance target Q1,Q2,Q3, Q4, Q5, P1, P2, P3, P4 and corporate strategic risk: 463)
Principal Objective Two - Re-development and capital investment √
To redevelop the RNOH Stanmore campus to provide a modern healthcare building and facilities.
To effectively use capital investment to improve the working environment and health and safety. To improve and
sustain business activity.
(Linked to corporate strategic risks: 463, 467, 470, 472))
Principal Objective Three - Finance
To achieve financial balance and maintain liquidity and increase turnover.
(Linked to performance target F1 and corporate strategic risk: 468)
Principal Objective Four - Leadership and workforce
To ensure that the workforce is fit for purpose and supports the Trusts service and financial plans.
(Linked to performance target M&L1, M&L2, M&L3 and corporate strategic risk: 465)
Principal Objective Five – Governance
To implement, embed and monitor effective arrangements that reflect current Trust business
(Linked to corporate strategic risks: 464, 466)
Principal Objective Six - Achievement of access/activity targets
To achieve access targets and to deliver the activity targets.
(Linked to performance target A1, A2, A3, A4, P1, P2, P 3, P 4 and corporate strategic risk: 463)
Principal Objective Seven - IM&T
Develop and implement a cohesive and integrated IM&T strategy.
(Linked to corporate strategic risk: 471)
Principal Objective Eight - Foundation Trust
To achieve Foundation Trust status.
(Linked to corporate strategic risks: 463, 467, 469, 472)
Q – Quality targets
A – Access targets
D – Financial targets
M&L - Management & Leadership targets
P – Productivity targets