1. Welcome to the Royal Cornwall Hospitals NHS Trust

2. 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.

3. 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

4. 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

5. 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.

6. 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.

7. 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

8. 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

9. 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

10. 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

11. £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 additional Trolley Bays – Dec 2013

12. Questions?