Blackpool Teaching Hospitals NHS Foundation Trust
| Type of Trust | |
|---|---|
| NHS hospital trust | |
| NHS Region | |
| NHS | |
| Location | |
| Trust Details | |
| Last annual budget | |
| Employees | |
| Chair | Ian Johnson |
| Chief Executive | Gary Doherty |
| Links | |
| Website | Blackpool Teaching Hospitals |
| Care Quality Commission reports | CQC |
Blackpool Teaching Hospitals NHS Foundation Trust is an NHS Foundation Trust providing health services in North Lancashire, England. It runs Blackpool Victoria Hospital which is a large busy acute hospital; two smaller community hospitals - Clifton Hospital and Fleetwood Hospital; three elderly rehabilitation hospitals - Wesham Hospital Rehabilitation Unit, Rossall Hospital Rehabilitation Unit; the National Artificial Eye Service; Blenheim House Child Development Centre and community health services for North Lancashire.
The organisation gained Foundation Trust status in 2007 as Blackpool, Fylde and Wyre Hospitals NHS Foundation Trust.
In December 2013 the Trust was one of thirteen hospital trusts named by Dr Foster Intelligence as having higher than expected higher mortality indicator scores for the period April 2012 to March 2013 in their Hospital Guide 2013.
The Trust recorded a deficit of £0.5 Million in 2012-13 but predicted a surplus of £3.2m in 2013-14. In 2013/14 the trust actually recorded a £12.4m deficit, and £15.3m expenditure on temporary staff.
The Trust was instrumental in devising and piloting a health care plan in 2015 to give youngsters who suffer from diabetes an individualised care ‘manual’, so school teaching staff know about their condition.
It was named by the Health Service Journal as one of the top hundred NHS trusts to work for in 2015. At that time it had 5738 full time equivalent staff and a sickness absence rate of 4.33%. 62% of staff recommend it as a place for treatment and 62% recommended it as a place to work.
In February 2016 the trust had the worst performance in England against the four-hour target in emergency departments with a performance of 63% against the target of 95%. It's handover times from paramedics to casualty staff were also very poor, with a designated "corridor nurse" employed to manage patients for whom there was no bed available.
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