Annual Report and Accounts 2012/13 - Royal Devon & Exeter Hospital
Annual Report and Accounts 2012/13 - Royal Devon & Exeter Hospital
Annual Report and Accounts 2012/13 - Royal Devon & Exeter Hospital
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2. Our Trust <strong>Royal</strong> <strong>Devon</strong> <strong>and</strong> <strong>Exeter</strong> NHS Foundation Trust<br />
<strong>Annual</strong> <strong>Report</strong> <strong>and</strong> <strong>Accounts</strong> <strong>2012</strong>/<strong>13</strong><br />
Investing in the future<br />
Over the course of the year, the Board<br />
approved a number of new investments<br />
designed to improve the quality <strong>and</strong><br />
outcomes of the care provided by<br />
the Trust. Being able to invest in new<br />
services, to ensure that we have the<br />
latest technology <strong>and</strong> to enhance<br />
patient experience, is one of the key<br />
rationales for being a Foundation Trust.<br />
Some of the main investments we<br />
have made are set out in the Our Year<br />
section (pages 12-23) but some of the<br />
more notable investments included:<br />
• The modernisation of patient record<br />
management through eNotes<br />
• The RILD Centre, due for completion<br />
October 20<strong>13</strong>, will bring together<br />
skills, learning <strong>and</strong> innovation to<br />
improve patient care in a single<br />
centre of excellence. Its facilities<br />
include clinical research areas <strong>and</strong><br />
medical research laboratories,<br />
offices, meeting rooms, write up<br />
areas, primary laboratories <strong>and</strong><br />
specialist laboratory space. The<br />
facility will also house the new Post<br />
Graduate Education Centre (PGEC)<br />
consisting of specialist teaching<br />
rooms, lecture theatres <strong>and</strong> seminar<br />
rooms, social areas <strong>and</strong> breakout<br />
spaces<br />
• The <strong>Exeter</strong> Surgical Health Services<br />
Research Unit (HeSRU) - a new<br />
specialist resource bringing together<br />
a wealth of clinical knowledge <strong>and</strong><br />
research to improve the care <strong>and</strong><br />
experience of surgical patients<br />
• The Trust's new £2.5 million robotic<br />
equipment that is being used in<br />
surgery to target prostate cancers<br />
• The new modular wards.<br />
Strategic direction<br />
At the RD&E we always strive to<br />
provide the very best healthcare to<br />
our patients. As described above, in<br />
the face of major funding constraints,<br />
rising dem<strong>and</strong>, increased patient<br />
expectations <strong>and</strong> substantial changes<br />
to the NHS, we know that we need<br />
to rethink what we do <strong>and</strong> how we<br />
can deliver it effectively <strong>and</strong> efficiently<br />
whilst providing the best possible<br />
health outcomes for our patients <strong>and</strong><br />
the wider community.<br />
Over the last few years we have begun<br />
this process of change <strong>and</strong> we have<br />
achieved a lot in this time. We have<br />
sought to listen to staff, to learn from<br />
their expertise, <strong>and</strong> take action to<br />
improve the care we offer.<br />
But it is now becoming clear that we<br />
need to think <strong>and</strong> act more radically<br />
if we are to achieve our vision of<br />
providing safe, high quality, seamless<br />
services delivered with courtesy <strong>and</strong><br />
respect.<br />
In five years’ time, we want the RD&E<br />
to be:<br />
• Offering improved high quality<br />
services to more people whether<br />
that is delivered at home, in hospital<br />
or in a local setting<br />
• Providing first rate clinical outcomes<br />
for our patients delivered in a way<br />
that is sustainable, cost effective<br />
<strong>and</strong> more individualised<br />
• In tune with <strong>and</strong> held accountable<br />
by the communities we serve<br />
• Financially sustainable <strong>and</strong> able to<br />
continue reinvesting in improving<br />
our care, in line with the priorities of<br />
our patients.<br />
Meeting this vision will be challenging<br />
<strong>and</strong> at times unsettling for both our<br />
staff <strong>and</strong> our community. But we<br />
believe that, with concerted <strong>and</strong><br />
joined-up effort from all of our staff,<br />
<strong>and</strong> working with our partners, we can<br />
make the changes needed. In taking<br />
our strategy forward, we will focus on<br />
three areas.<br />
We will:<br />
1. Ensure we maintain the quality,<br />
safety <strong>and</strong> sustainability of our<br />
current healthcare services as well<br />
as our research <strong>and</strong> training. What<br />
we do now provides the building<br />
blocks for our future success <strong>and</strong><br />
it is essential that we safeguard<br />
what we do well. We recognise<br />
that sustaining our current services<br />
requires:<br />
• New, innovative ways of<br />
working developed by engaging<br />
our staff in continuously<br />
improving the delivery of<br />
safe, high quality, financially<br />
sustainable services to patients<br />
• A clear, unambiguous focus<br />
on providing safe services that<br />
results in improved health<br />
outcomes delivered with<br />
courtesy <strong>and</strong> respect<br />
• Driving forward our ambitions<br />
to continue the delivery of high<br />
quality research <strong>and</strong> becoming<br />
a regional hub for academic<br />
excellence.<br />
2. Work to better integrate seamless<br />
care beyond our four walls – either<br />
by offering new services or working<br />
in partnership with others.<br />
Already we are doing this in a<br />
number of areas – in stroke care, in
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