A G E N D A 1. APOLOGIES FOR ABSENCE Ian Metcalfe 2 ...

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MEDICAL LEADERSHIPAs Medical Director and Responsible Officer, provide effective professional leadershipof all medical staff working for the Trust, and support to Associate Medical Directorsand Clinical Directors ensuring their development needs are reviewed and supported.Identify and nurture medical leadership potential in the Trust with the aim of havingeffective succession planning.In conjunction with the Director of HR deal appropriately with problems arising from theconduct, performance and health of medical and dental staff.Act as a management side member in meetings and negotiations with the LocalNegotiating Committee for medical and dental staff ensuring all agreements reachedmaintain the commitment and morale of medical staff whilst delivering cost effective,flexible, high quality medical care.Oversee and participate in the process of Consultant appraisal and Revalidation,ensuring both the quality of the process and the robustness of individual appraisalsand appropriate record- keeping.The Medical Director will be managerially responsible for the Chief Pharmacist andResearch and Development structure in the Trust, and will work with relevant staff onthe overall R&D strategy and enhance its reputation and output as a centre of researchexcellence.Oversee processes to review the Trust’s committee governing Clinical ExcellenceAwards.To support Clinical Directors in the job planning process.EDUCATIONWork with Medical Education leads, Medical Personnel and others involved in medicaleducation to provide post-graduate medical education and training and theprofessional development of all doctors in the Trust.Provide guidance on the development and implementation of a medical educationstrategy which supports the Trust and contributes to the wider NHS agenda.Ensure that the Trust meets all its obligations for the training and education of juniormedical staff, and complies with the Royal College and NHDS guidance regulation andrecommendations.Ensure that appropriate action is taken following visits from colleges, PostgraduateDean, etc.EXTERNALDevelop links with Medical Directors of other key Trusts.Promote effective relationships with Royal Colleges and Postgraduate Deans.Develop professional and effective links with key CCG staff.TS - June 20133
OTHERContribute fully to the day to day running of the Trust, including in participating in theExecutive on-call rota.To assume the role of the Caldicott Guardian in accordance with the attached roledescription.NOTE – These functions and the support provided will be reviewed with the successfulappointee.TS - June 20134
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A meeting of the Board of Directors
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THE ROYAL BOURNEMOUTH AND CHRISTCHU
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In response to a question from KT a
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how this was being rolled out throu
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still challenged at times;• that
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(c)Stroke Performance (Presentation
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• nurse staffing was already bein
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(b) Informatics Strategy (Appendix
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(b)Monitor’s Guidance for NHS Pro
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THE ROYAL BOURNEMOUTH AND CHRISTCHU
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BOARD OF DIRECTORSMeeting Date and
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Quality Impact Assessments 2013/14T
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Example of completed QIATransformat
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Board of Directors Part 114th June
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Board of Directors Part 114th June
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Area Indicator Measure Target Monit
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Trust Performance Dashboard - Quali
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Board of DirectorsJune 2013Financia
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Board of DirectorsJune 20138. Recom
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BOARD OF DIRECTORSMeeting Date and
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Board of Directors Part 114 June 20
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EnforcementGuidance28 March 2013Mon
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ForewordThe Health and Social Care
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1 IntroductionThe Health and Social
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Table 1.1 Monitor’s enforcement p
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Licence enforcementDiscretionary re
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Competition lawMonitor has concurre
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2 PrioritisationThis chapter sets o
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3 Imposing discretionary requiremen
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Board of Directors Business Program
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A G E N D A 1. APOLOGIES FOR ABSENCE Ian Metcalfe 2 ...

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