Royal National Orthopaedic Hospital Trust
Trust Board Meeting - Executive Summary
Report/Paper:
Interim Report on academic progress
Date:
24 Sep 2009
Purpose of Paper:
Report progress on the work of the R&D Department and the Institute of
Orthopaedics and Musculoskeletal Science
Summary of Paper:
A full report will be given to the Board at its October meeting, following the next
meeting of the Joint Academic Committee, including the prospects for Stanmore’s
involvement in UCL Partners, the Academic Health Sciences Centre.
The Joint Research Committee reports:
- modest success in obtaining national peer-reviewed grant funding and
much work in progress to obtain more
- action taken to ensure compliance with GCP (Good Clinical Practice)
regulations
- agreement with the Special Trustees to fund pump-priming research
The Joint Education Committee reports:
- continued successful recruitment of students for the multidisciplinary MSc
in Musculoskeletal Science, including RNOH staff
- plans to convert the Higher Surgical Training programme to an MSc in
Trauma and Orthopaedics
Action Required by
the Board:
Recommendation
from Legal Advisors
(if applicable):
Author and position
of Report/Paper
Lead Director
For information
Professor David Marsh
Professor David Marsh
Links to Assurance Framework, Local Performance Targets and Corporate Strategic risk register:
This paper/report links to the following principal objectives, local performance targets and the corporate
strategic risks: - (please tick as appropriate)
Principal Objectives
Principal Objective One - Maintaining clinical excellence
Tick as
appropriate
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To be the pre-eminent, effective, efficient and safe provider of orthopaedic and musculoskeletal services,
providing the highest standards of care.
(Linked to performance target Q1,Q2,Q3, Q4, Q5, P1, P2, P3, P4 and corporate strategic risk: 463)
Principal Objective Two - Re-development and capital investment
To redevelop the RNOH Stanmore campus to provide a modern healthcare building and facilities.
To effectively use capital investment to improve the working environment and health and safety. To improve and
sustain business activity.
(Linked to corporate strategic risks: 463, 467, 470, 472))
Principal Objective Three - Finance
To achieve financial balance and maintain liquidity and increase turnover.
(Linked to performance target F1 and corporate strategic risk: 468)
Principal Objective Four - Leadership and workforce
To ensure that the workforce is fit for purpose and supports the Trusts service and financial plans.
(Linked to performance target M&L1, M&L2, M&L3 and corporate strategic risk: 465)
Principal Objective Five – Governance
To implement, embed and monitor effective arrangements that reflect current Trust business
(Linked to corporate strategic risks: 464, 466)
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Principal Objective Six - Achievement of access/activity targets
To achieve access targets and to deliver the activity targets.
(Linked to performance target A1, A2, A3, A4, P1, P2, P 3, P 4 and corporate strategic risk: 463)
Principal Objective Seven - IM&T
Develop and implement a cohesive and integrated IM&T strategy.
(Linked to corporate strategic risk: 471)
Principal Objective Eight - Foundation Trust
To achieve Foundation Trust status.
(Linked to corporate strategic risks: 463, 467, 469, 472)
Key:
Q – Quality targets
A – Access targets
D – Financial targets
M&L - Management & Leadership targets
P – Productivity targets
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