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Our vision and strategy

Aspiring to be Better Today and Even Better Tomorrow for our people and our patients

During 2016/17, the Trust worked with its staff, patient representatives and partners to develop its Unified Recovery Plan, which set out the recovery trajectory for the Trust following the outcome of our May 2016 Care Quality Commission inspection and subsequent inadequate rating.

Our Five-Year Strategic Plan, developed after several months of consultation, builds on this work, recognising the areas in which further improvement and consolidation is necessary to ensure sustainable change.

It recognises that there is on-going work across the organisation in developing plans for our future and that further work is needed to revise the Trust values and to set out further detail of our clinical model and enablers.

Recognising these gaps, and setting out plans to address these within the delivery plan over the next two years, this documents sets out our vision and goals for the next five years and our objectives for the next two years.

As an organisation we must continue to learn from feedback from our staff, our volunteers and our patients and embed organisation wide change as a result of this learning. Our simple mission embodies this approach.

To achieve this mission, the strategic plan for the next five years is focussed on delivery of our four strategic themes: 

  • Our people – supporting and developing our staff and volunteers
  • Our patients – ensuring timely quality care, in the right place by the right people
  • Our enablers – fit for purpose technology, fleet and estates, underpinned by sustainable financial performance
  • Our partners – working with health, blue light and education partners

This strategic plan demonstrates how the Trust will ensure the provision of safe, quality care to its communities, acknowledging that it is in the process of improvement and consolidation to get back to consistent provision of quality care whist delivering financial balance.

This will require continuation of a journey that moves through the stages of recovery, improvement and consolidation, using agreed improvement methodologies. We will strive to deliver sustainable services, secure the best possible outcomes for our patients and meet fundamental standards, whilst achieving best value for taxpayers’ money.

We acknowledge that to do this we need to work in increasing partnership with other agencies across health, social care, blue light, third sector, and local communities, including our regulators.

We must also, to standardise care and deliver more efficiently, do things ‘once for the region’ where possible. We will work with our commissioners and partners to explore areas in which greater standardisation can be achieved.

To support the delivery of our overarching strategy a number of key strategies have been developed and include:

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