Agenda and supporting papers - Plymouth Hospitals NHS Trust
Agenda and supporting papers - Plymouth Hospitals NHS Trust
Agenda and supporting papers - Plymouth Hospitals NHS Trust
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Item 3<br />
Board oversight of contributing or underlying issues.<br />
Noted as outst<strong>and</strong>ing.<br />
[Post meeting note: Board Secretary to follow up with Medical<br />
Director <strong>and</strong> NED Mike Williams].<br />
BS<br />
The Board noted the action list.<br />
D<br />
In setting the context for the day, the Chairman referred to recent<br />
media attention on the <strong>Trust</strong> <strong>and</strong> the overriding requirement to focus<br />
on the needs of the patient. For some months now Board members<br />
had stressed the requirement to get the basics of care right <strong>and</strong>, in so<br />
doing, produce a compelling<br />
R<br />
strategy to set the organisation’s future<br />
path. Today the Board would focus on both these important<br />
requirements. It would be asked to approve proposals to improve<br />
emergency target performance, together with an associated bed<br />
programme to increase bed availability <strong>and</strong> aid patient flows, <strong>and</strong> the<br />
Chief Executive would be presenting the Board’s strategy <strong>and</strong> vision<br />
for the <strong>Trust</strong>.<br />
A<br />
106/13 Chairman’s introductory remarks<br />
The new clinical leadership structure was vital to service delivery <strong>and</strong><br />
placed clinicians at the heart of the <strong>Trust</strong>. In return, the Board must<br />
expect this new framework to pay dividends in terms of quality,<br />
performance <strong>and</strong> efficiency. Finance remained a significant challenge<br />
<strong>and</strong> the Board required<br />
F<br />
assurance that this would be effectively<br />
tackled at the pace to effect success.<br />
107/13 Chief Executive’s Report<br />
The Senior<br />
Management Team had had challenging but productive discussions<br />
with the local press <strong>and</strong> had been clear on their commitment to work<br />
with the public <strong>and</strong> with staff as the Board launched its strategic<br />
vision. To support this, details of the new clinical leadership team<br />
would be announced to staff next week; these were key individuals<br />
whose work would support the delivery of the <strong>Trust</strong>’s overarching<br />
strategy, At the Heart of Health in the Peninsula.<br />
Ms James supported the Chairman’s remarks.<br />
T<br />
Ms James gave a presentation to support the strategy launch. The<br />
approach adopted in developing this vision had been open <strong>and</strong><br />
transparent <strong>and</strong> had involved clinicians <strong>and</strong> stakeholders. The<br />
document gave a clear sense of the <strong>Trust</strong>’s future direction <strong>and</strong> set<br />
out the approach to creating new partnerships with patients, staff <strong>and</strong><br />
the health community. Ms James referred to debate concerning the<br />
<strong>Trust</strong>’s future positioning as either a ‘district general hospital’ or a<br />
specialist service provider. It was her view that it should, <strong>and</strong> could,<br />
be both <strong>and</strong> that doing so need not be complex.<br />
The strategy detailed the core services that the <strong>Trust</strong> would continue<br />
4