Supporting Strategies
Our Ambitions (Service Strategy 2008-2013)
The Trust has reviewed its strategy in preparation for becoming an NHS Foundation Trust. The strategy builds on a current reputation of increasingly good performance, excellent waiting times, sound governance arrangements and delivery of high quality care as evidenced by a range of external assessments.
The healthcare sector is changing in response to the Government’s reform strategy and the way patients are becoming increasingly discriminatory about the choices they are making about their own healthcare. To meet these challenges, the Trust has considered its vision, values and strategy in collaboration with its staff.
As part of our Foundation Trust application, we are consulting on a new vision for the organisation. We would value your input. Please view the Foundation Trust consultation document here
Vision and Values
It is the Trust’s ambition and vision that:
Our Trust will deliver safe and effective healthcare to the local population through a partnership with staff, patients, the public and other organisations.
In other words, the Trust’s aim over the next five years is Keeping services local.
This ambition is in line with the principles of the NHS Constitution and is underpinned by five values that characterise the way the organisation operates at every level. These are:
| Integrity | We will act with integrity and openness. |
| Diversity | We will treat others fairly and equally and value diversity. |
| Compassion | We will demonstrate care and compassion |
| Support | We will listen and support others and make time to do so. |
| Excellence | We will strive for excellence in all that we do. |
During the process of developing the Trust’s vision and values, a series of staff listening events will be held with during October – November 2009 to ensure the values are recognised and embedded within the culture of the organisation.
Strategic Objectives
The Trust’s aim, vision and values provide a unified ambition for the organisation. This is supported by six high-level strategic objectives, both service-based and organisational, which enable the Trust to plan five years ahead to 2015 in order to visualise what the organisation will look like once the strategy has been delivered. They are:
| Effective care | We will deliver clinically effective care grounded in safe and effective systems and processes. |
| Sustainable services | We will continue to provide locally sustainable services that are supported through robust clinical networks |
| Integrated care | We will maximise the opportunities of an integrated health and social care delivery systems to provide the right care at the right time in the right place for the individual patient. |
| Exceptional workforce | We will find, recruit and retain exceptional staff. |
| Modern environments | We will maintain and develop clean, modern and welcoming environments at each Trust’s location. |
| Financial health | We will ensure ongoing sustainable financial health. |
There is a degree of inter-dependency between the different strategic objectives in cases where the achievement of one may have an adverse impact on another. For example, provision of a specific clinically effective service may not be cost-effective.
The diagram below illustrates the links between the Trust’s vision, values and strategic objectives.
As part of the Trust’s annual business planning process, each of the strategic objectives will be translated into work programmes which will have been developed to identify the actions that will deliver the Trust’s vision. These in turn will be monitored through Key Performance Indicators.
Each service in turn will be required to develop plans to demonstrate how they will deliver the strategic objectives. This information will form the basis of the Trust’s Annual Business Plan 2010-2011.
Supporting Strategies
