The Board of the Foundation Trust is made up of a Non-Executive Chairman, Non-Executive Directors (NEDs) and Executive Director including the Chief Executive.
The Board keeps the balance of its skills and competencies under review to ensure completeness and appropriateness for the requirements of the Trust. Both the Board and the Council of Governors considered that there was a need to strengthen clinical governance and clinical improvement knowledge among the non-executive directors. A NED with improvement knowledge was recruited in June 2014 and the recruitment of an additional non-executive director with a clinical background was initiated toward the end of 2014/2015.
Find out more information about our Executive Management team in the Meet the Team section
The Board meets formally every month and review the Trust’s performance across the spectrum. From 25th July 2012 Board Meetings will no longer be held in private and the ROH would like to invite members of the public to these meetings. Click here for more information about forthecoming Public Board Meetings.
Each meeting receives a detailed Corporate Performance Report that gives information on key aspects of the Trust’s work. Key strategic issues and priorities are discussed in detail and financial performance is kept under stringent control. Clinical quality, patient care and service improvements ranging from infection control to new build projects, all form part of the comprehensive agenda.
At least twice a year, the Board holds a joint Board meeting with Council of Governors . This allows a direct exchange of ideas and affords the opportunity for both bodies to share a common agenda.
The Board has several sub committees:
‘Being Open’ – Saying sorry when things go wrong
The Royal Orthopaedic Hospital NHS Foundation Trust recognises and acknowledges the importance of good communication and openness between staff, patients, their families and carers.
‘Being Open’ is a set of nationally defined principles that healthcare staff should use when communicating with patients, their families and carers following a patient safety incident in which the patient was harmed. It is this Trust’s view that the principles of ‘Being Open’ should also apply in all situations and especially when something has gone wrong. Consequently the Trust will work to embed the culture of honesty, transparency and responsiveness in all communications with patients and their families.
‘Being Open’ involves –
- Acknowledging, apologising and explaining when things go wrong.
- Conducting a thorough investigation when appropriate, ensuring lessons have been learnt after a serious incident which will help stop the incident recurring.
- Providing support after a serious incident for those involved (patients, their families and staff) to cope with the physical and emotional consequences of what has happened.
The Trust has published a ‘Being Open’ Policy (June 2010) and identified that Lindsey Webb, Director of Nursing and Governance, and Professor Tauny Southwood, Non Executive Director, are responsible for ‘Being Open’ at Board level. The Trust expects that the policy and practice of openness is part of every health care professional’s work.
The Trust will continue to place a strong emphasis on open communications and as part of this, is committed to embedding the principles of ‘Being Open’ fully.
Reports and Business Plans
Board agendas and reports are not made routinely available to the public, however approved Board minutes will soon be publicly available
The Trust prepares an annual plan and annual reports which are available to download, together with Terms of Authorisation for the Trust from the following website – www.monitor-nhsft.gov.uk