Annual Report and Accounts 2012/13 - Royal Bournemouth Hospital

Business Reviewwelcoming environment. Friendly andefficient staff. I felt very informed andinvolved in my treatment’.4.6 Investing in servicesThe Trust has continued to invest inpatient services over the last 12 months.This has only been possible due to carefulfinancial management and deliveringabove what was expected in theorganisation’s Cost Improvement Plan.Developments include:l Endoscopy Reprocessing Unit: anewly built unit for the cleaning ofscopesl Emergency Department/Acute MedicalUnit: refurbishment and remodellingl an additional MRI scannerl lift refurbishmentl Coronary Care Unit: an additional bayand shower/WC facilities to providesingle sex accommodationl design work for both the ChristchurchHospital development and thedesign of the new Jigsaw buildingfor women’s health and haematologyunitsl refurbishment of resident blocks4.7 Business continuity andemergency resilience planningThe Trust has ensured, with itsresponsibilities under the CivilContingencies Act 2004, that thefollowing plans are in place so that theorganisation remains resilient to anyemergency situation:l Major Incident Planl Business Continuity Planl Chemical, Biological, Radiological,Nuclear and explosive (CBRNe) Planl Pandemic Influenza PlanWithin each of these plans, eachdirectorate and department hasspecific plans for their area. Theseplans set out each department’s rolesand responsibilities in the event of anemergency, helping to ensure a cohesiveresilient emergency response. The Trust’semergency preparedness arrangementsensure continued patient care in timesof emergency and that normal businessis maintained as far as reasonablypracticable.The Trust still continues to work withmulti-agency partners to ensure the safetyand welfare of the local communities inthe event of an emergency incident. Thiswork facilitates the production ofmulti-agency emergency plans tohelp facilitate a robust, resilient, saferesponse to any emergency incident thecommunities in Dorset may experience atany time.On 1 April 2013, primary care trustsand the strategic health authoritieswere dissolved and replaced by clinicalcommissioning groups and local andnational commissioning boards. Althoughthis will not directly impact on emergencypreparedness, it is likely to strengthenlinks with neighbouring counties and leadto NHS trusts facilitating even strongermutual aid agreements. This will alsoenable a more holistic geographicalresponse to any incident facilitated by theclinical commissioning groups and theWessex NHS Commissioning Board LocalArea Team.In October 2012 the Trust ran a livechemical, biological, radiological, nuclear,explosive (CBRNe) incident exercisewhich not only tested the Trust’s CBRNePlan but additionally the major incidentand business continuity plans. Thishas led to some slight amendments inour plans and procedures to aid betterresponse and recovery. Further testingof the Trust’s emergency planningarrangements is due to take place insummer 2013.4.8 Putting patients firstQuality governanceAll aspects of quality are ultimatelyreported to the Board of Directors. Thereis a framework of sub committees whichsit underneath this for quality governance.These are:l Patient Experience andCommunications Committee34Annual Report and Accounts 2012/13