Board Members - 2009 - 2010
Dr. Kenneth Andrew Richardson - Chairman
Dr. Leonard Surage - Director
Dr. Horatius Jeffers - Director
Ross Gardner - Director
The work of the Board is partly undertaken by a number of Committees with specific responsibility for certain aspects of the Tapion business. The sub-committees of the Board are:
Audit Committee
Clinical Governance & Remuneration Committee
Medical Advisory Committee
Finance Committee
Quality Assurance Committee
Pharmacy and Therapeutics Committee
Promotions and Marketing Committee
Premises and Procurement Committee
Management
Dr. Romel Daniel - Medical Director
Mrs. Sybil Martial - Executive Director
The work of the management team is partly undertaken by a number of committees with specific responsibilities for certain aspects of the Hospital's business:
Risk Management - Committee
Education & Training - Committee
Infection & Control - Committee
Quality and Safety - Committee
Socializing - Committee
Our values and beliefs
Tapion Hospital has a set of values and beliefs that show a commitment to provide the best possible care and treatment for our patients. Our values and beliefs also influence our thinking when planning services and highlight the positive way in which we view our staff, patients and the local community. Our values and beliefs are set out below:
Patients
We will put the safety and well being of patients at the forefront of everything we do.
Respect
We will treat each individual with respect
Culture
We will be welcoming, friendly and helpful
Integrity
We will be open and honest
Excellence
We will continually find better ways of delivering our services
Stewardship
We will respect our environment and use resources wisely
Tenacity
We are reaching for our goals
Confidentiality
We respect our patients privacy
Our priorities and our progress
The Strategic Plan
The Hospital was required to produce a Service Development Strategy (SDS) as part of its objectives and its plan for how it would develop over a five year period.
The key strategic objectives which Tapion Hospital set itself in the SDS were:
The Annual Business Plan
Each year in June Tapion Hospital produces a document setting out its key objectives and priorities for the coming year in an Annual Business Plan for the shareholders. The document contains a brief review of the previous year highlighting the successes and disappointments experienced in the preceding year. The majority of the Business Plan documents the Hospital's work plan for the coming year and forms the foundation of the Hospital's approach to internal performance management.
Halfway through the year the Board produces an Annual Review outlining progress made against the objectives the organization has set itself.
Targets, aims and objectives
The Hospital's business plan for 2008/09 was based on the principles adopted within its Organizational Development Strategy which highlighted six key aims.
Hospital's financial performance is assessed and monitored in the following areas:
Compliance Framework
Monitor reviews the Hospital's key areas of performance through a quarterly self-assessment against key performance measures. These include: waiting times in A&E;, waiting times from GP referral to treatment, hospital acquired infections, and the time taken for patients with suspected heart attacks to receive clot-busting drugs. The Board receives a quarterly update on the Hospital's performance against the Compliance Framework. This is entitled "Progress against Targets & Performance Indicators" and is included in the Board papers, that are updated every half year.
Dr. Kenneth Andrew Richardson - Chairman Dr. Leonard Surage - Director Dr. Alison Plummer - Director
Dr. Christy Daniel - Director
Dr. Horatius Jeffers - Director Dr. Dawit Kabiye - Director
Ross Gardner - DirectorThe work of the Board is partly undertaken by a number of Committees with specific responsibility for certain aspects of the Tapion business. The sub-committees of the Board are:
Audit Committee
Clinical Governance & Remuneration Committee
Medical Advisory Committee
Finance Committee
Quality Assurance Committee
Pharmacy and Therapeutics Committee
Promotions and Marketing Committee
Premises and Procurement Committee
Management
Dr. Romel Daniel - Medical Director Mrs. Sybil Martial - Executive DirectorThe work of the management team is partly undertaken by a number of committees with specific responsibilities for certain aspects of the Hospital's business:
Risk Management - Committee
Education & Training - Committee
Infection & Control - Committee
Quality and Safety - Committee
Socializing - Committee
Our values and beliefs
Tapion Hospital has a set of values and beliefs that show a commitment to provide the best possible care and treatment for our patients. Our values and beliefs also influence our thinking when planning services and highlight the positive way in which we view our staff, patients and the local community. Our values and beliefs are set out below:
Patients
We will put the safety and well being of patients at the forefront of everything we do.
Respect
We will treat each individual with respect
Culture
We will be welcoming, friendly and helpful
Integrity
We will be open and honest
Excellence
We will continually find better ways of delivering our services
Stewardship
We will respect our environment and use resources wisely
Tenacity
We are reaching for our goals
Confidentiality
We respect our patients privacy
Our priorities and our progress
The Strategic Plan
The Hospital was required to produce a Service Development Strategy (SDS) as part of its objectives and its plan for how it would develop over a five year period.
The key strategic objectives which Tapion Hospital set itself in the SDS were:
- To be the hospital of choice for local people for acute hospital services
- To be the hospital of choice for a wider population under Choice and PBR
- To deliver high quality and improve on efficiency and productivity
- To build on our present capacity
- To contribute to the growth and development of the local community.
- To increase our medical marketing strategies to the medical tourism industry.
The Annual Business Plan
Each year in June Tapion Hospital produces a document setting out its key objectives and priorities for the coming year in an Annual Business Plan for the shareholders. The document contains a brief review of the previous year highlighting the successes and disappointments experienced in the preceding year. The majority of the Business Plan documents the Hospital's work plan for the coming year and forms the foundation of the Hospital's approach to internal performance management.
Halfway through the year the Board produces an Annual Review outlining progress made against the objectives the organization has set itself.
Targets, aims and objectives
The Hospital's business plan for 2008/09 was based on the principles adopted within its Organizational Development Strategy which highlighted six key aims.
- Improving patient safety
- Improving the way services are provided
- Increasing the extent to which the public are involved in influencing how the hospital’s services develop
- Making the hospital more customer focused
- Improving staff well being
- Financial surplus in order to invest in hospital facilities.
Hospital's financial performance is assessed and monitored in the following areas:
Compliance Framework
Monitor reviews the Hospital's key areas of performance through a quarterly self-assessment against key performance measures. These include: waiting times in A&E;, waiting times from GP referral to treatment, hospital acquired infections, and the time taken for patients with suspected heart attacks to receive clot-busting drugs. The Board receives a quarterly update on the Hospital's performance against the Compliance Framework. This is entitled "Progress against Targets & Performance Indicators" and is included in the Board papers, that are updated every half year.