Welcome to the Royal Cornwall Hospitals NHS Trust

About Royal Cornwall Hospitals NHS Trust The only acute trust in Cornwall 5,000 staff £340m income Three Hospitals: Royal Cornwall Hospital (Truro) West Cornwall (Penzance) St Michael’s (Hayle) Four clinical divisions plus corporate departments: Surgery, Anaesthesia and Theatres Medicine and ED Women, Children and Sexual Health Clinical Support Services and Cancer Do you know which Division you work in? Introduce self. Briefly note your role as a Board member, and what the Trust Board is.

Chair and Non-Executive Directors Non-Executive Directors provide crucial oversight and challenge and are custodians of the governance process The Trust Board is made up of Non-Executive and Executive Directors: Jon Andrewes Chairman Non-executive directors play a vital role in the governance of the Trust. You will no doubt see some of the NEDs around the site. Please take the opportunity to talk to them and let them know what you do and how they can help you do your job to the best of your ability. Adam Broome Roger Gazzard Charlotte Russell John Bennett Dr Mairi Mclean Non Executive Director Non Executive Director Prof Steve Thornton Associate Non Executive Director

Executive Director Team The Executive Directors are responsible for day-to day operation of the Trust Feel free to contact any member of the Executive team. We are keen to hear your ideas and views. Bill Shields Chief Executive Executive directors are full time employees of the Trust. Each one covers a specific area I cover ……… The Trust Board meets each month (the last Thursday) and this includes a public session. Feel free to come along to see what is discussed. Ethna McCarthy Director of Strategy and Business Development Karl Simkins Director of Finance and Performance Steve Vaughan Interim Director of Operations Dr Rob Parry Medical Director Nick Macklin Director of HR and OD Andrew MacCallum Nurse Executive

The Trust’s Vision and Strategic Aims Our Vision is: “Working together to achieve outstanding care and better health outcomes.” This is underpinned by four Strategic Aims: We will.. QUALITY – provide outstanding health care services PEOPLE – make best use of our expert skills and capabilities, PARTNERSHIP – collaborate and innovate with our partners FINANCE – make efficient use of our resources The Trust has six objectives. Hopefully you will recognise these as being worthwhile objectives and with a focus on delivering better patient care.

Strategic Priorities High quality care – see and treat patients in a timely , effective way, provide the ‘ right care, in the right place’ Live our Values - promoting an open, learning culture – every one, every where, every day Play our role in the delivery of integrated care – offer acute and specialist expertise as close to home as possible , be a successful and innovative competitor Make best use of the resources we have available – achieve efficiency savings by reducing waste and improving quality, invest in technology and facilities to improve patient outcomes and staff experience The Trust has a responsibility to plan operationally and for the longer tem. We recognise the importance of an acute healthcare provider role but also work with our partners to help provide integrated care and rely on you to help us deliver the changes. We want to use technology to improve patient care and spend £4m per year on this. We believe that the best way to deliver healthcare is by developing pathways for services and working closely with our partners.

Trust Values Living our values is vital. We want you to feel that you are able to commend colleagues on living the values, and challenge them when they don’t

You Are Our Most Important Asset We will support you and will value your contribution: People Strategy Health and Well Being Strategy Investing in leadership and development In-house training department Listening into Action scheme Extra Mile, Excellence and Innovation Awards Highly regarded apprenticeship scheme Benefits: Purchase annual leave Childcare Vouchers Cycle to Work Improving Working Lives Staff survey results reflected poor communication and low morale Need for greater clinical engagement Highly successful staff awards – currently short-listing for 2011 awards – more than double the number of nominations 8

Keeping Yourself & Others Safe Duty under the Health & Safety at Work Act 1974 Requires EVERYONE at work taking positive actions to identify accident causes and implement suitable preventative measures. Reporting of incidents via Datix. RIDDOR – duty to report certain incidents to the HSE. Risk Assessment – identify, evaluate and control. Taking care of your hands – Dermatitis. Manual Handling – don’t do it unless absolutely necessary, then risk assess. Fire Safety – knowing how to respond in the event of a fire to keep patients and staff safe. Staff survey results reflected poor communication and low morale Need for greater clinical engagement Highly successful staff awards – currently short-listing for 2011 awards – more than double the number of nominations 9

We continue to invest heavily in our other assets Over £40M invested in past three years Residences – 230 New Residences funded by Plymouth University. Critical Care Unit – fully modernised and expanded to provide first class facility for our most vulnerable patients. ‘True-Beam’ Linear Accelerator £5.2M supported by Sunrise Appeal Second True Beam to be delivered in April 2014. Tower 4 & 5 Laparoscopic Theatre – investment in latest fully integrated laparoscopic technology

£7m invested in Trelawny Surgical ‘hot hub’ Here are some examples of recent investments Emergency Department Phase 1 – extension of ED to provide new Minors & Paediatric Assessment Areas - Aug 2013 £7m invested in Trelawny Surgical ‘hot hub’ Wheal Coates, St Mawes & Pendennis Wards £2m – remodelling and upgrade of x 3 wards and new Surgical Receiving Unit. Emergency Department Phase 2 - 9 additional Trolley Bays – Dec 2013

Questions?