Post on 19-Mar-2020
2013/2018
North Tees and HartlepoolNHS Foundation Trust
Corporate Strategy
2
ContentsForeword 4
Executive Summary 5
1. Introduction 9
2. Who We Are 11
3. Our Strong Foundations 12
4. Our Approach to Corporate Strategy 14
5. Strategic Planning Cycle 16
6. Developing the Corporate Strategy 2013/2018 18
7. Our Corporate Strategy 2013/2018 26
8. Delivering our Corporate Strategy 31
9. Conclusion 39
10. Corporate Strategy Diagram 40
Appendices
Appendix A - Corporate Strategy Template 43
3
ForewordThis strategy sets out the journey we are on as an NHS Foundation Trust and provider of acute and community services. We review our strategy regularly so we can ensure we are concentrating on the things that matter to our patients. Over the years we’re faced with new threats but in turn there are new opportunities of which we can take advantage as we move forwards as a highly successful organisation.
This year our staff, our governors, our partners and our patients have helped to shape the strategy and they have worked with us to scan the changing landscape of the NHS to ensure that our plans for the future are still the right ones.
The fundamental values and beliefs of our organisation have not changed. While we may alter our course we still hold true to our people first values; they underpin everything we do.
To reflect the changing world we have replaced some of our strategic aims with new ones and you’ll see this is in our triangle (see the page opposite) which describes very clearly what we stand for as a trust.
The world of healthcare is changing at a pace it is hard for everyone to keep up with medical and surgical advances which at one end mean much more care can be provided near to people’s homes and at the other that some more specialist services need to be brought together to give the patient the very best chance of survival and recovery are happening continuously. We need to be at the forefront of change. To lag behind is to let down the people we serve.
We remain a strong and successful organisation in the three areas which add up to what it means to be successful, namely quality, efficiency and finance. This strategy provides the framework for us to stay that way.
We are indebted to the many people who have helped to refresh the strategy, not only to members and our council of governors who provide an objective view, our board of directors who lead the strategic development of the trust but also to staff on the front line who need to see on a daily basis how their work fits the bigger picture.
We commend this refreshed strategy to you.
Paul Garvin, Alan Foster MBE Chairman Chief Executive
4
Executive SummaryNorth Tees and Hartlepool NHS Foundation Trust is a vibrant and successful provider of hospital and community based health care services to the people of Stockton and Hartlepool in Teesside and parts of Easington and Sedgefield in Durham.
Our Corporate Strategy provides the overarching direction for the Trust for the next five years and provides the framework by which the Trust plans, delivers, monitors and manages everything that it does.
The Corporate Strategy can be summarised in the following diagram.
Taking each of the areas in turn:
Our Patients
Our patients are at the pinnacle of our triangle. It is for our patients that we are here.
Our Vision
To be the best healthcare provider by delivering excellent services for our patients.
ourpatients
our vision
our mission
our values
our direction
our foundations
to be the best healthcare provider in the region
to be the healthcare provider of choice
responsive • compassionate • listening • respectful team working • professional • caring • courteous
excellent patient care • training and education • efficient services clinical governance • employer of choice • sound finances
North Tees and HartlepoolNHS Foundation Trust
putting patients first • integrated care pathways service transformation • manage our relationships
maintain compliance and performance • health and wellbeing
© NTH NHS FT 2013
5
Our Mission
North Tees and Hartlepool NHS Foundation Trust will become the healthcare provider of choice by putting patients first, delivering efficient, safe and reliable services, enabling excellence, encouraging innovation, embracing learning, knowledge and change.
We will achieve this by operating a LEAN performance focussed organisation that thrives on change and provides:
•Good patient care through safe, modern high quality health services
•Efficient services by recognising that waste in one area compromises patient care in another
•A good place to work by being a good employer, working together and valuing people
•Education and training to enable staff to deliver individual, professional, team and organisational objectives.
Our Values
Healthcare is a people business and therefore we place great emphasis on all the people associated with our business, namely, patients, public and our staff. All are key to what we do. This is recognised in our People First Values which underpin our service delivery. We expect our People First Values to drive our behaviour when we are delivering care to our patients and their families as well as in our dealings with colleagues and people in our own and other organisations.
Our People First Values expect that we will:
•Be responsive to the needs of our patients as individuals
•Be responsive to the needs of our stakeholders
•Treat all people with compassion, care, courtesy and respect
•Respect each person’s right to privacy, dignity and individuality
•Take time to be helpful
•Respond quickly and effectively
•Always give clear, concise explanations
•Practise good listening skills
•Develop and maintain an appropriate environment
•Look the part
•Deal effectively with difficult situations
•Perform as a team
Fundamentally, ‘Putting Patients First’ is what we stand for and believe in.
Our Direction
We have identified six key strategic themes for the organisation as follows:
•Putting Patients First
•Integrated Care Pathways
•Service Transformation
6
•Manage Our Relationships
•Maintain Compliance and Performance
•Health and Wellbeing
These have been translated into strategic aims as follows:
a. Putting Patients First To create a patient centred organisational culture by engaging and enabling all staff to add value to the patient experience and demonstrated through patient safety, service quality and LEAN delivery.
b. Integrated Care Pathways To develop and expand the portfolio of services to provide integrated care pathways for the people of Easington, Hartlepool, Sedgefield and Stockton providing equal access to acute care and care as close to home as possible in line with Momentum: Pathways to Healthcare.
c. Service Transformation To continually review, improve, transform and grow our healthcare services to respond to the needs of our healthcare community. In line with evidence based guidelines we will enhance quality, clinical effectiveness and patient experiences whilst improving clinical outcomes.
d. Manage our Relationships To ensure our services, and the way we provide them, meet the needs of our patients, commissioners and other partners by proactively engaging with all appropriate stakeholders including our staff, through communications, engagement and partnership working.
e. Maintain Compliance and Performance To maintain our performance and compliance with required standards and continually strive for excellence by good governance and operational effectiveness in all parts of our business.
f. Health and Wellbeing To embrace the health and well being of the population we serve and ensure that the health needs of the people of Easington, Hartlepool, Sedgefield and Stockton are reflected and catered for in the provision of services from the Trust.
Underpinning all of the strategic aims are strategic objectives which identify the outcomes to be delivered for the aims to be achieved. These in turn are underpinned by specific strategies and delivery plans.
Our Foundations
Our vision, mission, values and direction are built upon the firm foundations and track record of:
•Excellent patient care
•Training and education
•Provision of efficient services
•Clinical governance
•Being a good employer
•Sound finances7
These are encapsulated in a range of plans and strategies which support the delivery of the Corporate Strategy.
Delivering the Corporate Strategy
The underpinning detail of the Corporate Strategy is set out in Corporate Strategy templates that show in detail the Strategic Objectives, the Supporting Strategies and Plans, the Accountable Director and the Strategic Measures which will be used to demonstrate progress against and achievement of the Strategic Aims.
Eleven strategic measures have been selected to allow us to demonstrate how well we are doing as we continue on our journey over the next five years and to manage our delivery of the Corporate Strategy. These measures consider patient safety, patient satisfaction, staff satisfaction, being the provider of choice, good governance, our provision of mandatory services, financial stability, new facilities, care delivered closer to home, involvement in Research & Development and the health and wellbeing of our population. Each Strategic Aim has measures aligned to it and each strategic measure is an indicator of delivery of one or more Strategic Aims.
Through the Trust Strategic Planning Cycle the Corporate Strategy guides and directs and is translated into the Annual Plan which is delivered year on year by the people working in our organisation.
This strategy is underpinned by a robust actions and communications plan to embed it at the centre of the organisation, driving everything we do.
8
1. IntroductionWelcome to the North Tees and Hartlepool NHS Foundation Trust Corporate Strategy for 2013/2018.
It is two years since we refreshed our Corporate Strategy. A considerable amount has happened in those two years and following a significant refresh of parts of the Corporate Strategy in 2011, the 2013 refresh has been used as a chance to pause and reflect on the strategic direction that the Trust is following and update as appropriate.
We have made progress in delivering previous Corporate Strategies. In 2009 we set ourselves six strategic aims to help us deliver our vision of being the best healthcare provider by delivering excellent services for our patients. These were reinforced in 2010 and 2011 and have been updated to reflect the progress made and changes in health care organisations, and are clearly presented in the 2013-2018 Corporate Strategy. To monitor and manage delivery of our strategy at the over-arching strategic level we identified a range of measures with associated metrics. Analysis of these metrics shows that over past years we have made good progress in working towards our vision.
Significant improvements in hospital mortality continue and we remain compliant with our regulatory bodies. We have seen an improvement in overall patient satisfaction and our journey through service transformation towards a new hospital with supporting community facilities continues.
In addition to the progress against our strategic metrics we have continued to deliver high performance and build on our already strong foundations, which is recognised in the next section. Looking forward, the main aspects affecting us are in relation to economics and the wider policy environment.
The world-wide and the United Kingdom economic situation provides the context for the NHS in general and for the Trust in particular. The requirement for the NHS to release £20billion savings for reinvestment which led to the Department of Health establishing the “QIPP” programme with its emphasis on Quality, Innovation, Productivity and Prevention, continues to be the economic backdrop in which the NHS is operating. For the Trust, this equates to a Cost Improvement Programme of circa £16m through 2013/14 and similar challenges in the forthcoming years.
Following the publication of the White Paper “Equity and Excellence: Liberating the NHS” in the summer of 2010, there has been a listening exercise leading to publication of the Health and Social Care Act 2012. 2013 will see the abolition of the Strategic Health Authority (SHA) and Primary Care Trusts (PCTs) and the emergence of Commissioning Boards and clinically led Clinical Commissioning Groups (CCGs). The 2013-18 strategy sets out an ambitious programme of work for the next five years aimed at providing the best possible healthcare for the people that we are here to serve.
9
Delivering the programme will be exciting and challenging, and at times unpredictable; however the rewards will make it worthwhile.
The Strategy covers:
•A brief overview about the Trust to set the context
•The approach that we have used for developing and resetting our Corporate Strategy and a description of the Strategic Planning Cycle as it applies to our organisation
•The Corporate Strategy itself is presented as both a visual summary and a detailed description
•An explanation of how we intend to continue to manage the delivery of our Corporate Strategy
This Corporate Strategy will provide a framework and drive our activities over the next five years.
Delivery of the Corporate Strategy is enabled by many supporting strategies, not least the Clinical Services Strategy which details the quality and safety standards, clinical outcomes and service redesign required to remain “ahead of the game”.
10
2. Who we areNorth Tees and Hartlepool NHS Foundation Trust provides health care services to a population of approximately 400,000 people predominantly covering an area from Easington in the North, Stockton in the South, Hartlepool in the East and parts of Sedgefield in the West. Patient Choice means that some people from further afield choose to use our services.
We provide a wide range of health services covering some specialist acute services, a wide range of acute general hospital services, outreach services into community settings and the full range of community services.
We provide a wide range of services from two major hospital sites: the University Hospital of North Tees and the University Hospital of Hartlepool, although plans are in development for relocating on to one new hospital site in the relatively near future. In addition, our outreach and community services are provided from 29 community based facilities, including Peterlee Community Hospital, as well as delivering services in people’s homes and other community venues such as schools, residential and nursing homes and community centres.
The Trust employs in excess of 5,500 members of staff across the hospital and community services and has an income of over £270 million (2012/2013).
11
3. Our Strong FoundationsSince our Corporate Strategy was last updated we have continued to build upon our strong foundations of safe, high quality patient care.
North Tees and Hartlepool NHS Foundation Trust has a strong record of performance in relation to the provision of health care services. This success has been achieved through the exemplary work and dedication of our clinical, support and managerial staff and is set against the backdrop of increased performance targets, cost focus and pressures and external scrutiny.
The Trust’s operational and financial performance continues to be strong despite the current challenging economic climate. There are many external assessments undertaken each year in which we achieved good outcomes. The Trust takes its corporate, social and environmental responsibilities most seriously, and sees this as paramount to its success. Through our recognition as a major employer in the region we are actively engaged and involved with the community we serve.
In comparison to the previous year, 2012/13 saw an increase in inpatient planned admissions, with a higher proportion of patients being operated on as a day case admission. Accident and Emergency attendances and inpatient emergency admissions increased, however, ambulatory care pathways saw fewer patients admitted for overnight stays.
As a provider of community and hospital healthcare, the Trust welcomes the opportunity of the annual quality account to demonstrate its commitment to delivering high quality patient care wherever the patient is being cared for. The Commissioning Board’s planning framework, Everyone Counts: Planning for patients 2013/14, has adopted the five domains of the NHS Outcomes Framework to deliver effectiveness, positive patient experiences and patient safety and the National Quality Board publication, Quality in the new health system (2013) focuses on improving quality and outcomes in the changing structure of the NHS.
We strongly believe that quality should be at the centre of everything we do and should be of primary importance to all staff. Although we believe that the services we provide are good there is a renewed understanding of the components or dimensions of quality, and an awareness of the principles and actions to enable a steady and systematic improvement to raise the level of services geared to the needs of the Trust’s patients.
We have continued to achieve clinical and financial success, which has resulted in adherence to the Terms of Authorisation and consistent risk ratings by Monitor. The end of year position at March 2013 reported a risk rating of five for finance, and Green for mandatory services. Governance resulted in a rating of Amber/Green due to under-achievement of the C-Difficile standard, however significant work has been undertaken in collaboration with the Commissioning CCG and the Health Protection Agency and reassurance obtained following peer review that appropriate actions were being taken. Strengthened governance processes have been embedded within the organisation to ensure good performance is sustained.
12
A key element of the Trust Corporate Strategy is the delivery of the Momentum: Pathways to Healthcare programme. The Momentum programme orchestrates the strategic planning needed to reduce the demand for hospital beds and provide more care closer to home, as well as modernise facilities available for local patients within a hospital or community setting.
North Tees and Hartlepool NHS Foundation Trust is committed to being a good corporate citizen. During 2012/13 it worked hard to strengthen its corporate responsibility programme including how the Trust trains and develops its workforce, how it purchases goods and services, how it conducts its relationships with its patients, carers, staff, Governors and members of the public and how it uses energy. Following the Trusts participation in the Carbon Trust’s NHS Carbon Management Programme in 2010 to seek further improvements in corporate responsibility, in 2012 it received a gold award in recognition of its commitment to a zero to landfill and wider progress on waste management practices.
Putting Patients First is our Trust strap line, this applies equally to all our stakeholders, and especially to our staff without whom we could not provide or deliver our healthcare services to the public that we serve. The value of our staff cannot be over-emphasised, and we strive to be an excellent employer and become an employer of choice for our staff, and potential staff.
Research and Development continues to embed research into the culture of our Trust through more patients being recruited into National Institute for Health Research (NIHR) portfolio studies, more staff benefiting from the Research and Development Incentive fund, increased numbers of staff trained in Good Clinical Practice for research and an increase in the number of staff developing their own research proposals for external funding.
The Council of Governors’ membership includes elected public, staff, patient and carer area and others appointed to represent a diverse number of stakeholder organisations.
13
4. Our Approach to Corporate StrategyOur approach to the Corporate Strategy remains as described in our Corporate Strategy (2009/2014).
The Corporate Strategy provides the overarching direction for the organisation over a five year time horizon. This then provides the framework and the context within which the organisation plans, conducts, monitors and manages what it does. This is illustrated in the diagram below:
Beginning at the left of the diagram, the process begins with a review of the operating and competitive environment that the organisation occupies and leads on to establishing the strategic direction. The strategy provides a clear sense of direction based on analysis of different strategic choices and their implications.
Defining the strategic direction involves a vision, mission statement and values, together with aims and objectives that provide a coherent and consistent framework for co-ordinating activity where:
•A vision is a statement describing a desired future
•A mission statement describing the organisation’s purpose
•The values underpin the behaviours expected of and by the organisation
•Aims are statements of what needs to be delivered in order to achieve both the mission and vision of the organisation
•Objectives are the specific statements of outcomes to be delivered to achieve the aim
Strategic DirectionDirectorate Plans
and Service DesignDelivery Outcomes
Public, patient and staff feedback
consultation and engagement
Measurement and analysis, testing,
piloting and continuous learning
Corporate
high level
aims and
goals
Healthcare
trends and
futures
Local
context and
constraints
14
In turn the strategic direction provides the framework within which directorate plans and supporting or enabling strategies are developed and delivered. Taken together, the directorate plans and supporting strategies inform the Annual Plan for the organisation and are the framework for the delivery of high quality patient care.
An important part of the cycle is that of measurement and analysis of progress against the strategic director as set out in the aims and objectives.
Explicit in this approach is the iterative nature of corporate strategy development and delivery. It is not a once and for all process, it is continuous and cyclical with refreshes and updates at regular intervals to reflect both delivery of strategic aims as well as changes in the light of the operating environment and feedback from patients, partners, staff and other sources.
15
5. Strategic Planning CycleIn the first iteration of the Corporate Strategy, we established a cycle for reviewing, updating and monitoring and managing the delivery of our Corporate Strategy. We have now had the experience of several full cycles and have found it to be suitable for our purposes.
Defining the Corporate Strategy, ensuring that it is being delivered, ensuring that it continues to be appropriate to guide the organisation and updating it in the light of the changing environment is a cyclical process. The way we do this in North Tees and Hartlepool NHS Foundation Trust is illustrated in the following diagram:
Implementation
and Monitoring of
Service
Developments and
Plans
August
September
October
November
DecemberMarch
April
May
June
July
JanuaryFebruary
Annual Plan /
Business Plan
Corporate
Strategy
Setting
Directorate
Business
Planning
Corporate
Strategy
Review
Patient and
Stakeholder
FeedbackBusiness
Intelligence
DH
Strategy
16
The previous diagram shows a four step annual cycle for reviewing the Corporate Strategy. Whilst this is a continuous process, for the purposes of description the start of the cycle is the Corporate Strategy Setting which coincides with Quarter Two of the Business Year. Each step is described as follows:
Corporate Strategy Setting - this takes place in the second quarter of each year and involves reviewing the existing strategy taking into account the performance to date and any changes to the organisation’s operating environment including any business intelligence and any changes to the policy environment. Tools that are used here include SWOT (Strengths, Weaknesses, Opportunities and Threats) and PESTL (Political, Economic, Sociological, Technological and Legislative) analysis. Also at this stage, progress in relation to delivering the strategic aims in the previous year is taken into consideration. The output of this stage is that the Corporate Strategy is updated as necessary.
Directorate Business Planning - having reviewed and updated or changed the corporate strategy this then provides the framework and context for the business planning cycle within the organisation towards the end of the second and leading into the third quarter of the year. The outputs of this stage are directorate level business plans for the following year that will guide day to day delivery in line with the direction set in the Corporate Strategy.
Corporate Strategy Review - this takes place in the fourth quarter of the year and involves two processes; firstly, the six monthly review of delivery of the strategy and, secondly, the reconciliation of the directorate business plans with the strategy to ensure alignment.
Annual Plan - following the reconciliation of the individual directorate business plans these are then translated into the Annual Plan for the organisation for the forthcoming year. The Annual Plan performs a dual purpose in that it is the year on year operational plan for the organisation as well as being formally submitted to Monitor, the independent regulator of NHS Foundation Trusts.
17
6. Developing the Corporate Strategy 2013/2018In updating our Corporate Strategy for 2013 – 2018 we have reviewed our existing strategic direction including the high level aims and objectives with particular emphasis on:
•Delivery of the strategy as demonstrated by the metrics
•Reconsidered the SWOT (strengths, weaknesses, opportunities and threats) and PESTL (political, economic, sociological, technical and legislative) analyses
•Modified the SWOT and PESTL slightly to reflect the current environment in which we operate and ensured they correlate to the high level aims and objectives
•Revisited the supporting strategies to ensure that a full and appropriate suite is available and that they are aligned to delivering the high level aims and objectives
•Produced an updated Corporate Strategy for 2013-2018
As in previous strategy setting our analysis has considered external and environmental assessments combined with a detailed understanding of the internal strengths, weaknesses, opportunities and threats to enable an objective and balanced appraisal of “who we are, what we stand for and what we intend to achieve and by when.”
The analyses have been reconsidered by the Executive Directors, Senior Managers, the Governor Strategy Committee and the Council of Governors.
Delivery of 2013-2018 Corporate Strategy
Eleven metrics are used to allow us to demonstrate progress on our strategy. The latest position on each of these, compared to previous years, is presented below.
Patient Safety
Strategic Measures Strategic Metrics Target
Patient Safety Hospital Standardised Mortality Ratio (HSMR)
Maintain, same or better than England
2009/10 End of Year Position
2010/11 End of Year Position
2011/12 End of Year Position
2012/13 End of Year Position
106.8 95.5 99.0 107.8
Date of Latest Position Update
April 12 – March 1318
The Trust continues to drive reductions in hospital mortality rates. We aim to reduce the number of deaths expected in our hospitals further and to have the lowest death rates in England. There has been a slight increase in the HSMR in 2012/13.
Hospital mortality has historically been measured using the hospital standardised mortality ratio (HSMR) which reflect deaths in hospital and adjusts for palliative care. The Department of Health, following recommendations from the national review of HSMR, is now committed to using the summary hospital mortality-level indicator (SHMI) as the indicator for the NHS for England. SHMI measures deaths in hospital and within 30-days of discharge and does not adjust for palliative care; deaths after surgery; and deaths in low risk conditions.
Strategic Measures Strategic Metrics Target
Patient Safety Summary Hospital –level Mortality indicator (SHMI)
Maintain, same or better than England
January 11 – December 12 Position
April 11 – March 12 Position
July 11 – June 12 position
112.27 110.28 107.7
Date of Latest Position Update
October 11 – September 12 (12 month rolling data)
The 12 monthly rolling SHMI has improved since January 2011
Patient Satisfaction
Strategic Measures Strategic Metrics Target
Patient Satisfaction Recommend family or friend
Improve year on year
2008/09 Baseline 2009/10 End of Year Position
2010/11 End of Year Position
2011/12 End of Year Position
77% 75% 78% 77%
Date of Latest Position Update
Based on question 74 “Overall, how would you rate the care you received?” of the Survey of adult inpatients in the NHS 2011 published in April 2012
The latest publication of the National Inpatient Survey shows a consistently good performance. Furthermore, the continuation of the Patient Experience and Quality Standards (PEQS) monitoring ensures real time face-to-face assessment of patient experience with immediate feedback and continuous evaluation. Feedback on patient experience continues to be good and results are reported to our Board of Directors and Council of Governors. The 2012 survey has changed slightly from the direct question about rating care to a 10 point Likert scale where patients are asked to circle their experience from 0 (very poor) to 10 (very good) and is therefore not comparable with previous years data. 79% of patients rated their overall care at 7 or above with 22% scoring a 10.
From April 2013 the national indicator for patient satisfaction will be the NHS Friends and Family Test. All adult inpatients and patients discharged from A&E will be asked “how likely are you to recommend our ward/A&E department to friends and family if they needed similar care or treatment?” Patients will use a descriptive six point scale to answer; extremely likely, likely, neither likely nor unlikely, extremely unlikely or don’t know.
19
The Trusts score will be calculated by subtracting the proportion of patients who responded neither likely nor unlikely, unlikely or extremely unlikely from the proportion who responded extremely likely. A pilot was commenced in February 2013 to set a baseline for the Trust. Data must be submitted monthly from May 2013 for publication.
Strategic Measures Strategic Metrics Target
Patient Satisfaction NHS Friends and Family Test Improve month on month
New Metric
Wards - 26.1% response rate (n=561), 90.55% = extremely likely or likely, Trust score = 54 A&E - 9.6% response rate (n=243), 95.47% = extremely likely or likely, Trust score = 72
Date of Latest Position Update
February 2013 Baseline
Staff Satisfaction
Strategic Measures Strategic Metrics Target
Staff Satisfaction Investors in People Accreditation
Retain
2009/10 End of Year Position 2010/11 End of Year Position
2011/12 End of Year Position
2012/13 End of Year Position
Accredited Accredited Accredited Accredited
Date of Latest Position Update
Confirmed at the end of 2012/13
The Trust was reaccredited with the Investors in People Standard in March 2010 and is to be reassessed against the bronze level Investors in People Standard alongside the Health and Wellbeing Standard in April 2013 to aspire to be the employer of choice to attract skilled staff providing quality care.
Provider of Choice
Strategic Measures Strategic Metrics Target
Provider of Choice % North East Market
Increase
2009/10 End of Year Position
2010/11 End of Year Position
2011/12 End of Year Position
2012/13 End of Year Position
Dr Foster 8.7% Dr Foster 8.4% Dr Foster HED 8.73%
HED 8.76%
Date of Latest Position Update
2012/13 end of year position
Due to a change in information systems the percentage market share is not comparable for 2009/10 and 2010/11. The percentage of the elective market share of the North East has increased slightly in 2012/13 from 2011/12 from 8.73% to 8.76% according to the Healthcare Evaluation Data (HED).
20
Quality of Services
Strategic Measures Strategic Metrics Target
Quality of Services Ratings CQC Achieve and maintain excellent
2010/11 End of Year Position 2011/12 End of Year Position 2012/13
Green – Registered no concerns Green – Registered no concerns Green – Registered no concerns
Date of Latest Position Update
Q4 report from Monitor
Governance and Mandatory Services
Strategic Measures Strategic Metrics Target
Governance Monitor Risk Rating Maintain Green
2009/10 End of Year Position
2010/11 End of Year Position
2011/12 End of Year Position
2012/13 End of Year Position
Green Amber/Green Amber/Red Amber/Green
Date of Latest Position Update
Q4 2012/13 reporting by Monitor
The Trust was risk rated as Amber/Red at the end of quarter 4 2011/12, i.e. material concerns surrounding terms of authorisation, for Governance. This was due to a performance over annual trajectory of the C-Difficile standard during Quarters 1, 2 and 3 of 2011/12. The Trust recognised in early June 2011 that performance against the C-Difficile target was deteriorating and subsequently adopted both internal and external collaborative actions to recover the position. The Trust has worked closely with colleagues from the Commissioning PCT and the Health Protection Agency during 2012/13 to take action to improve the C-Difficile performance. Reassurance was obtained following peer review that the organisation is working in line with other organisations and undertaking appropriate actions. The Trust has continued to struggle to achieve the required reduction in cases in 2012/13 (target set at 44 cases), however stringent action plans and programmes of work are in place to assist in improving the ongoing performance position. At the end of Q3 2012/13 the Trust is rated as ‘Amber/Green’ by Monitor, with recognition that the Trust has robust action plans in place to mitigate the risk.
Mandatory services
Strategic Measures Strategic Metrics Target
Mandatory Services Monitor Risk Rating Maintain Green
2009/10 End of Year Position
2010/11 End of Year Position
2011/12 End of Year Position
2012/13 Q3 position
Green Green Green Green
Date of Latest Position Update
Q4 2012/13 reporting by Monitor
21
With the abolition of the Annual Health Check ratings, the Monitor assessment of Governance and Mandatory Services has been split over two metrics for the purpose of the Corporate Strategy.
During 2012/13 the Trust was consistently rated “Green” for mandatory services i.e. no material concerns.
Financial Stability
Strategic Measures Strategic Metrics Target
Financial Stability Monitor Risk Rating Achieve planned rating (current plan is 3)
2009/10 End of Year Position
2010/11 End of Year Position
2011/12 End of Year Position
2012/13 End of Year Position
3 (regulatory concerns in one or more components. Significant breach unlikely)
3 (regulatory concerns in one or more components. Significant breach unlikely)
3 (regulatory concerns in one or more components. Significant breach unlikely)
5 (no regulatory concerns)
Date of Latest Position Update
Q4 - 2012/13
The financial risk rating for the year ending 2012/13 is 5.
The Trust originally planned for a financial risk rating of 3 in 2012/13 which reflected a deliberate reduction in surplus and the Earnings Before Interest, Taxes, Depreciation and Amortisation (EBITDA) margin. At that time, the Board of Directors took a conscious decision to maintain a planned operational income & expenditure surplus of £2.6m to ensure an appropriate balance between the challenging financial efficiency agenda and the desire to continue to improve quality, patient experience and service performance. This decision recognised an EBITDA margin percentage at the lower end of the spectrum for the acute sector (4.5%), which is a function in the main of the impact of having no major leases or PFIs and having been the first FT to integrate community provider services.
The Trust’s financial performance in 2012/13 delivered significantly ahead of plan, achieving an in-year operating surplus (before the impact any technical adjustments or non-operating income) of £5.743m. Due to the twin site nature of the trusts estate a significant number of medical and surgical services and diagnostic support are duplicated across two sites, this is achieved within a relatively efficient reference cost index of 96 (after the application of the market forces factor) however this signifies that it is becoming increasingly difficult to achieve the challenging cost efficiencies required to generate the planned surplus.
In spite of the above the trust has delivered another sound financial performance. Instrumental in this was the delivery of the cost efficiency target alongside the rigorous control of pay and non-pay budgets, with particular emphasis on the control and reduction of agency and locum staff expenditure despite the immense pressure on beds. The hard work and dedication of the trust’s staff has been fundamental to another successful year. This performance has enabled the trust to strengthen its balance sheet, cash and underlying liquidity position for the sixth year in a row since achieving Foundation Trust status.
22
The Trust will face another challenging year in 2013/14; the efficiency challenge facing the NHS is unprecedented especially with the continued application of a deflationary tariff. This coupled with zero or marginal growth in the economic and financial environment and an increasingly ageing population puts further pressure on the ability to maintain a healthy financial position whilst continuing to deliver high quality safe and caring services to our patient. The Trust with its local commissioners have agreed plans to ensure the needs of the local population can be met however the ever increasing demand for hospital and community services means that the local health economy and the Trust are facing a period of real terms reductions in funding in 2013/14.
To deliver the requirements as set out in the Everyone Counts – Planning for Patients guidance 2013/14, The Outcomes Framework, the Annual Operating Plan (AOP) agreed with Clinical Commissioning Groups and internal service developments the Trust is required to deliver a £13.9m cost efficiency target. The size of the efficiency target presents another extremely challenging year ahead for the Trust, by planning in advance, however, a number of initiatives are already progressing improving the likelihood of delivering the efficiencies required. For 2013/14 the Trust plans to deliver an income and expenditure surplus margin of circa £3.47m, which recognises the need to reverse the downward trend of recent years in the EBITDA margin percentage and maintain a financial risk rating of 3.
To summarise, the Trust has exceeded its planned financial performance targets in 2012/13 despite significant increased activity pressures on emergency care. The challenge to continually deliver efficiencies over the next three years as outlined above will be extremely challenging, but is no different to that facing the majority of trusts. With sound financial control and management, the Trust is well placed to continue to deliver incremental improvements in the quality of services delivered to our patients and deliver the financial performance targets agreed.
New Facilities
Strategic Measures Strategic Metrics Target
New Facilities New hospital delivery Open during 2017
2009/10 End of Year Position
2010/11 End of Year Position
2011/12 End of Year Position
2012/13 End of Year Position
Public funding withdrawn by Government on 17/06/10; alternative funding explored
OBC remains under discussion. Developing procurement documentation aiming to enter next phase in 2012
OBC finalised.
Commence plan for OJEU.
OJEU procurement commenced late 2012
At ITPD stage 1 of competitive dialogue complete
Date of Latest Position Update
Position at April 2013
The Outline Business Case has been subject to intense scrutiny from Department of Health officials and also considered by Monitor. The Trust Board considered the position in light of comments received and approved the OBC in Sept 12 for progression to competitive dialogue.
Following commencement with the ITPD stage 1 of competitive dialogue with three bidders, the evaluation stage is about to commence with the remaining two bidders following one being unable to continue in the process.
23
Care Delivered Closer to Home
Strategic Measures Strategic Metrics Target
Care Delivered Closer to Home
Integrated Pathways
Increase number of patients where care is delivered outside of hospital setting
2009/10 End of Year Position
2010/11 End of Year Position
2011/12 End of Year Position
2012/13 End of Year Position
28,923 outpatient appointments delivered from non-acute setting
27,419 outpatient appointments delivered from non-acute setting
25,436 outpatient appointments delivered from non-acute setting
27,000 outpatient appointments delivered from non-acute setting
Date of Latest Position Update
April 12 – March 13
There has been a small decrease in the number of outpatient appointments delivered from non-acute settings from the 2009/10 baseline however there has been an increase from the 2011/12 position. Operational efficiencies strive to reduce new to review ratio by reducing the number of face to face follow up appointments where appropriate. It is to be considered if the current measure is still relevant of if an alternative should be introduced, e.g. number of community contacts.
Research & Development
Strategic Measures Strategic Metrics Target
Research & Development
Number of patients recruited to National Institute for Health Research (NIHR) studies
Double the number of patients recruited to NIHR portfolio studies between 2009 and 2014
2008/09 Baseline 2009/10 End of Year Position
2010/11 End of Year Position
2011/12 End of year position
2012/13 End of year position
159 413 458 1,147 1,657
Date of Latest Position Update
CLRN data from NIHR recruitment portal 25/02/2013
We can report a 44% increase in patients recruited to National Institute for Health Research (NIHR) portfolio studies compared with the previous year. We exceeded our projected recruitment of 1250 patients by 33%. We continue to increase research activity year on year and expand into clinical areas that were previously not research active. New opportunities for collaboration with commercial research sponsors are opening up within respiratory medicine, cardiology, paediatrics and gastroenterology.
Health and Well Being
Strategic Measures Strategic Metrics Target
Health and Well Being Cancer Screening Coverage Improve Health and Well Being of the population
New Metric
Baseline to be developed in 2013/14
24
It has been agreed that the strategic metric of Cancer Screening Coverage will be the measurement of choice from the Public Health Outcomes Framework to measure health and well being. Baseline measures will be developed in year 2013/14.
Overall the eleven metrics demonstrate that progress is being made in line with the Trust strategic direction. They show what we have delivered and considered in the context of the following section, demonstrate that the Trust is on the correct course of action.
“Strengths Weaknesses Opportunities Threats” and “Political Economic Sociological Technological Legislative” Analyses
During the 2012/13 refresh, the opportunity has been taken to revisit and update both the Strengths, Weaknesses, Opportunities and Threats (SWOT) and the Political, Economic, Sociological, Technological and Legislative (PESTL) analyses with a number of Trust stakeholders.
For this refresh we have engaged with a range of stakeholders to canvass a wider view on new and emerging Department of Health strategy, patient and stakeholder feedback and business intelligence in order to test whether the SWOT and PESTL analyses need to be revised. Considering this wider context it is felt that on the whole the analyses as developed last year remain extant except for some minor tweaks, which are reflected in the next section.
a. Strengths, Weaknesses, Opportunities and Threats
The Strengths, Weaknesses, Opportunities and Threats are presented in the table below and are felt to describe well the internal and external factors that are either supportive or unfavourable to the Trust in its achievement of its strategic aims and objectives.
Strengths Weaknesses
1. Strong Trust Board of Directors2. Good Reputation3. History of delivering performance targets4. Credibility and track record of senior team5. Strong Trust Directors Group6. Community Services integration7. Good clinical governance8. Risk management focus and board assurance of compliance9. Utilisation of LEAN principles and methodology10. Dedicated workforce11. Governors and Members12. Vertical integration of community services13. Commencement of procurement phase of new hospital14. Pathway transformation15. New community facilities16. Adoption of Service Line Management17. Motivated and innovative clinical teams18. Skilled workforce19. Resilience in services, finances
1. Working across two acute sites2. Geographical location of Trust sites3. Some outdated estate4. Limited range of services provided5. Organisation and quality of some patient
documentation6. Ability to flex capacity to meet fluctuating
demand7. Integrated IT systems8. Communicating good practice9. Invest to save10. Communications and Engagement
Opportunities Threats
1. Focus of Quality Agenda2. Service developments3. Collaboration with alternative providers4. Commercial partnership and joint ventures5. Any Qualified Provider6. Joint marketing ventures7. New ways of working8. Links to Clear and Credible plans9. PLICS to understand cost base
1. Any Qualified Provider2. QIPP3. Economic climate4. Recruitment and retention of scarce staff5. Transformation of services6. Increasing complexity of patient conditions7. Cost subsidy between profit and loss
making services8. Cost effectiveness of care closer to home9. Transition to CCGs10. Resilience in services, finances11. CIP
25
b. Political, Economic, Sociological, Technological and Legislative
The Political, Economic, Sociological, Technological and Legislative influences are presented in the diagram below and are used as a guide to strategic decision-making. The ability to understand the current environment and to assess potential changes to the external environment will ensure that the Trust is better placed than its competitors to respond to changes.
Implications for the Corporate Strategy 2013/2018
Some changes have been made to the SWOT and PESTL analyses; however the overall strategic direction of the Trust remains appropriate.
In the SWOT analysis there have been some changes and additions to reflect the current economic climate, service transformation, the availability of new community facilities, commencement of the procurement of a new hospital and the new NHS structure and political agenda. There is also recognition of the strong Board of Directors and Council of Governors and skilled and motivated clinical teams and workforce strengthening the ability to overcome the threats and weaknesses to continue to improve and sustain a successful organisation.
Political
1. Local political stakeholders
2. Existing / emerging / future policy
3. Governance
4. Registration (Care Quality Commission)
Economic
1. Downturn / QIPP1 / CIP2 / new hospital affordability / CQUIN3
2. Transactions – tariff
3. Competition / AQP
4. Regulation and Licensing (Monitor)
Sociological
1. Patient expectations
2. NHS Constitution
3. Patient demographics
4. Media coverage
Technological
1. NICE4 – therapies and techniques – implementation and impact
2. Future information technology developments and implementation
3. New ways of working utilizing advancements in technology
Legislative
1. Equality and Diversity – patients and staff
2. Equity
3. Health and Safety at Work Act
4. National Terms and Conditions
1 Quality Innovation Productivity and Prevention
2 Cost Improvement Programme
3 Commissioning for Quality abd Innovation
4 Any Qualified Provider
5 National Institute of Clinical Excellence
26
For the PESTL changes include the Coalition Government has been replaced by local political stakeholders and new ways of working has been added to the technological influences in line with the strategic direction of the Trust.
The engagement and support of local political stakeholders is crucial in transforming services to provide enhanced quality, clinical effectiveness and patient experience to the people of Easington, Hartlepool, Sedgefield and Stockton whilst improving clinical outcomes. As we progress to moving into a new hospital, advancements in technology will be explored to facilitate new ways of working.
Furthermore, in April 2013 SHAs and PCTs will formally cease to exist and the supra-regional bodies and local Clinical Commissioning Groups will become fully established. Although the Trust has been fully engaged with the new organisations during the transitional period challenges will be presented until they become wholly embedded into the health care community.
One area of policy since the Government White Paper are new freedoms to make a major impact on improving people’s health and tackling health inequalities. Public health will become the responsibility of Local Authorities, and to this end the Trust has developed a Public Health Strategy to complement those of the Local Authority areas that we serve. The Trust will also be a full member on each of the Local Authority Health and Wellbeing Boards which it serves.
It is also important to note that under Governance, the Trust continues to engage with and involve the local Health Scrutiny Committees and Local Involvement Networks (LINks), and continues to do so from the latter becoming Healthwatch, the new independent consumer champion for health and social care, in October 2012.
Community Services are now fully integrated with the Trust. This has provided us with the exciting opportunity to redesign and reinvigorate this essential element of healthcare and as we go forward over the coming years, this is being done under the banner of Community Renaissance.
It is also worth noting that the economic downturn shows little sign of recovery and this remains a significant external pressure on the Trust and the NHS as a whole, to be managed through system-wide Quality, Innovation, Productivity and Prevention (QIPP) plans and internal Cost Improvement Programmes.
Each element of the revised SWOT and PESTL analyses are addressed by at least one strategic theme and underpinned by at least one facilitating strategy/plan (detailed in Appendix A - Corporate Strategy Templates).
27
7. Our Corporate Strategy 2010/2015Our Corporate Strategy can be summarised in the following diagram:
Taking each of the areas in turn:
Our Patients
Our patients are at the pinnacle of our triangle. It is for our patients that we are here.
Our Vision
To be the best healthcare provider by delivering excellent services for our patients.
Our Mission
North Tees and Hartlepool NHS Foundation Trust will become the healthcare provider of choice by: putting patients first, delivering efficient, safe and reliable services, enabling excellence, encouraging innovation, embracing learning, knowledge and change.
We will achieve this by operating a LEAN performance focussed organisation that thrives on change and provides:
•Good patient care through safe, modern high quality health services
•Efficient services by recognising that waste in one area compromises patient care in another
•A good place to work by being a good employer, working together and valuing people
•Education and training to enable staff to deliver individual, professional, team and organisational objectives
ourpatients
our vision
our mission
our values
our direction
our foundations
to be the best healthcare provider in the region
to be the healthcare provider of choice
responsive • compassionate • listening • respectful team working • professional • caring • courteous
excellent patient care • training and education • efficient services clinical governance • employer of choice • sound finances
North Tees and HartlepoolNHS Foundation Trust
putting patients first • integrated care pathways service transformation • manage our relationships
maintain compliance and performance • health and wellbeing
© NTH NHS FT 2013
28
Our Values
Health care is a people business and therefore we place great emphasis on all the people associated with our business, namely, patients, public and our staff. All are key to what we do. This is recognised in our People First Values which underpin our service delivery. We expect our People First Values to drive our behaviour when we are delivering care to our patients and their families as well as in our dealings with colleagues and people in our own and other organisations.
Our People First Values expect that we will:
•Be responsive to the needs of our patients as individuals
•Be responsive to the needs of our stakeholders
•Treat all people with compassion, care, courtesy and respect
•Respect each person’s right to privacy, dignity and individuality
•Take time to be helpful
•Respond quickly and effectively
•Always give clear, concise explanations
•Practise good listening skills
•Develop and maintain an appropriate environment
•Look the part
•Deal effectively with difficult situations
•Perform as a team
Fundamentally, ‘Putting Patients First’ is what we stand for and believe in.
Our Direction
We have identified six key strategic themes for the organisation as follows:
•Putting Patients First
•Integrated Care Pathways
•Service Transformation
•Manage Our Relationships
•Maintain Compliance and Performance
•Health and Wellbeing
29
These have been translated into strategic aims as follows:
g. Putting Patients First To create a patient centred organisational culture by engaging and enabling all staff to add value to the patient experience and demonstrated through patient safety, service quality and LEAN delivery.
h. Integrated Care Pathways To develop and expand the portfolio of services to provide integrated care pathways for the people of Easington, Hartlepool, Sedgefield and Stockton providing equal access to acute care and care as close to home as possible in line with Momentum: Pathways to Healthcare.
i. Service Transformation To continually review, improve, transform and grow our healthcare services to respond to the needs of our healthcare community. In line with evidence based guidelines we will enhance quality, clinical effectiveness and patient experiences whilst improving clinical outcomes.
j. Manage our Relationships To ensure our services, and the way we provide them, meet the needs of our patients, commissioners and other partners by proactively engaging with all appropriate stakeholders including our staff, through communications, engagement and partnership working.
k. Maintain Compliance and Performance To maintain our performance and compliance with required standards and continually strive for excellence by good governance and operational effectiveness in all parts of our business.
l. Health and Wellbeing To embrace the health and well being of the population we serve and ensure that the health needs of the people of Easington, Hartlepool, Sedgefield and Stockton are reflected and catered for in the provision of services from the Trust. Underpinning all of the strategic aims are strategic objectives which identify the outcomes to be delivered for the aims to be achieved. These in turn are underpinned by specific strategies and delivery plans.
Our Foundations
The strategic aims and associated objectives are in turn underpinned by specific strategies and delivery plans which together encapsulate the priority that we give to:
•Excellent patient care
•Training and education
•Provision of efficient services
•Clinical governance
•Being a good employer
•Sound finances
These provide the foundations for the delivery of our strategic aims.
30
Supporting Strategies
The specific strategies and delivery plans which support delivery of the strategic aims and objectives are as follows:
a. Quality Strategy
•Quality
•Patient Safety
•Patient Relations
•Nursing
•Clinical Governance
•LEAN
•LIPS (Leading Improvements in Patient Safety) Implementation Plan
•Infection Prevention and Control
•Privacy and Dignity
•Quality Account
b. Nursing Strategy
c. Patient Experience Strategy
d. Service Development/Clinical Service Strategies
e. Service Line Management Plans
f. People and Organisational Development Strategy
•Workforce Planning
•Training Strategy
•Organisational Development
g. Business Development and Marketing Strategy
h. IM&T Strategy
i. Patient Environment Strategy
•Estates
•Facilities
•Support Services
j. Research and Development Strategy
k. Medical Equipment/Capital Investment Plan
l. Directorate Business Plans
m. Trust Annual Plan
n. Communication and Engagement Strategy
o. Momentum Programme Plan31
p. Momentum Outline Business Case/ Full Business Case
q. Governor Development Strategy
r. Financial Five Year Plan
s. Integrated Governance and Risk Management Strategy
t. Emergency Plan
u. Community Services Clinical Strategy
v. Public Health Strategy
32
8. Delivering our Corporate Strategy8.1. Corporate Strategy Templates
The previous section has given the overview of our Corporate Strategy. The detail of the Corporate Strategy is set out in the Corporate Strategy Templates that are attached as Appendix A and show:
•The Strategic Themes
•The Strategic Aims
•The link of each aim to the SWOT and PESTL analysis
•The detailed Strategic Objectives that align with the strategic aims described previously
•The Supporting Strategies and Plans that are the vehicles for delivering the Strategic Objectives and will lead to the aims being achieved
•The accountability for the delivery of the Corporate Strategy is highlighted by identifying the Lead Director for each of the Supporting Strategies and Plans
•The Strategic Measures that will be used to check progress against each theme
It is this detail that enables us to manage and ensure that our Corporate Strategy is being delivered.
8.2. Measuring and Managing Progress
Measuring and managing progress in delivering our Corporate Strategy is an essential part of our approach and our strategic planning cycle. How we are going to do this is addressed in this section.
The operational performance of the Trust is critical and there are numerous metrics used to manage this which are reported through Corporate Dashboards regularly throughout the business year. However, in order to provide a helicopter view and articulate and manage progress against the Strategic Aims defined in this strategy, eleven strategic measures, each with a single metric, have been carefully selected which cover the breadth of the strategy.
The latest available position against each measure informs the Corporate Strategy Setting step in quarter 2 and the Corporate Strategy Review step in quarter 4. For half of the measures, this position will be the same for both steps because the selected metric is only updated once per year, for the other half, an interim position will be available. As far as possible, the metrics which have been selected also provide external validity to the measurement and analysis of progress as they are published by independent bodies such as Monitor.
The latest available position against each of the eleven metrics was presented in section 6 - Developing the Corporate Strategy 2013-2018.
33
The following three pages contain details of how the metrics will demonstrate progress against the strategic aims
It is important to note that the Care Quality Commission has ceased its annual review of health service organisations, which means that Trusts - previously labelled from excellent to weak - will no longer be given a single tag describing their care quality. For the purpose of the Corporate Strategy, the Monitor Risk Ratings for Governance and Mandatory Services have been split and assigned as individual measures however, with the addition of Health and Well Being the number of strategic measures as now eleven.
It should also be noted that other areas not covered by any of the specific strategic measures described below such as legality of constitution, growing a representative membership, appropriate board roles and structure, effective risk and performance management and cooperation with NHS bodies and Local Authorities are also important, however, they will be tracked and reported through specific supporting strategies and plans, in particular through the Annual Plan.
Fig 1 is a schematic that shows how each of the six strategic aims is linked to a number of strategic measures. Each measure is then translated into a metric that is capable of being quantified. Each metric then has a target linked to managing delivery of the Corporate Strategy. This has been updated to reflect the changes in Directors’ portfolios and latest position on each strategic metric.
34
Fig. 1 Monitoring progress against strategy
Strategic Measures
Strategic Metrics
Target Baseline Source Frequency
Patient Safety HSMR & SHMI
Reduce Annual Review
Dr Foster Intelligence
Six Monthly (Rolling 12 month position)
Patient Satisfaction
Recommend family or friend
Improve To review NHS Choices
CQC Patient Surveys
Local Surveys
Annually
Staff Satisfaction Investors in People Accreditation
Retain and Improve
Annual review
Through IIP accreditation process
Every three years externally; annually internally
Provider of Choice % North East Market
Retain and Increase
Annual Review
Dr Foster Intelligence
Six monthly (rolling 12 month position)
Quality of Services Ratings CQC Achieve and maintain excellent
Annual and ad hoc review
CQC assessment Annually
Governance and Mandatory Services
Monitor Risk Rating
Maintain Green Quarterly review
Monitor Annually
Financial Stability Monitor Risk Rating
Achieve planned rating
Quarterly review
Monitor Annually
New Facilities New hospital delivery
Open by 2016/17
Milestone review
Compliance to project plan
Ongoing
Care Delivered Closer to Home
Integrated pathways
Increase number of patients where care is delivered outside of hospital setting
Milestone review
Trust internal reporting
Six Monthly
Research and Development
Number of patients recruited to National Institute for Health Research (NIHR) studies
Double the number of patients recruited to NIHR portfolio studies between 2009 and 2014
Milestone review
CLRN data Annually
Health and Well Being
Cancer screeningcoverage
Improve Health and Well Being of the population
Annual Review
Joint Strategic Needs Analysis
Annually
35
8.3. Embedding the Corporate Strategy
The Trust has come a long way in respect of embedding its Corporate Strategy since its initial launch as a result of implementing the actions detailed in the tables within this section.
The ability of this organisation to meet its business strategy depends upon: the support the Trust provides to its employees; employee competencies and their commitment to enable the Trust’s mission, vision and values to be achieved. Consequently the organisation needs to ensure that there is alignment between the energies generated by its people and its purpose as expressed through its strategy.
What we aim for is a workforce that has an understanding of the Trust’s purpose, aims and values and also has the energy and commitment levels to support the Trust in achieving them. The strategy therefore needs to be embedded within the organisational culture so that everyone can clearly identify their particular contribution to the success of the Trust.
The Executive needs to ensure that there is alignment between every activity and the corporate strategy and the Board needs to be reassured of such achievements through robust challenge. It is essential that this process of embedding and alignment begins at the top and is clearly articulated and demonstrated.
In the following tables are the key actions and enablers that are in operation and are facilitating the embedding of the corporate strategy within the organisation:
Key Actions
What Who When Status
Board of Directors / Council of Governors papers – each paper will include a statement at the beginning that cross references the paper and its subject to the relevant strategic aim
Chief Executive Officer / Directors
Each Board of Directors / Council of Governors meeting
Delivered and ongoing
The link to the Corporate Strategy will become standard work for all agenda setting and methods of conducting meetings throughout the organisation.
General Managers
Each meeting Delivered and ongoing
Annual Business Planning launch – the Corporate Strategy to provide the context for the development of directorate annual business plans
Chief Operating Officer / Deputy Chief Executive
Annually – July
Delivered and ongoing
Review of Directorate Business Plans – part of the review and approval process for directorate business plans will be to check alignment with the Corporate Strategy and contribution to delivery
Chief Operating Officer / Deputy Chief Executive
Annually - December
Delivered and ongoing
36
Annual Plan – will be developed in the context of the Corporate Strategy
Chief Operating Officer / Deputy Chief Executive
Annually - May
Delivered and ongoing
Corporate Strategy Review – will check applicability and continued relevance and appropriateness of the corporate strategy and its various elements
Board Annually – January
Delivered and ongoing
Corporate Strategy Setting – will check applicability and continued relevance and appropriateness of the corporate strategy and its various elements and update, refresh or renew as necessary
Board Annually - July
Delivered and ongoing
Corporate Strategy Metrics – is the process for monitoring, measuring and managing delivery of the Corporate Strategy. This mechanism will plot delivery of the strategy and initiate changes as required
Board Biannually Delivered and ongoing
Supporting Strategies and Plans – programme for updating, refreshing and/or producing supporting strategies and plans that will underpin the delivery of the corporate strategy has been established
Chief Executive Officer / Directors
Annually Delivered and ongoing
New Staff Corporate Induction – presentation about North Tees and Hartlepool NHS FT to provide explanation of the Corporate Strategy
Chief Executive Officer / Directors
Monthly Delivered and ongoing
In addition to local departmental/ward objectives the appraisal process will also reflect the individuals contribution to the achievement of the organisation’s strategic aims and the development needs associated with their attainment
Director of Human Resources and OD / Trust Board Secretary
Ongoing Delivered and ongoing
The recruitment processes will bring the organisation’s strategic aims and values to the fore. This will be achieved with a mechanism which enables an applicant to demonstrate their ability to do a particular role and also an opportunity to articulate their potential contribution to the achievement of the organisation’s vision and value base
Director of Human Resources and OD / Trust Board Secretary
Ongoing Delivered and ongoing
37
8.4. Communicating the Corporate Strategy
Communicating the Corporate Strategy is an area that the Trust has come a long way since the launch of the strategy. It is pleasing to note the awareness levels among staff and partners of the strategic direction and the part that they play within it.
Our Corporate Strategy is not a document that sits on a shelf. It is a living and breathing entity that provides a framework and context for everything that everyone who works in the organisation contributes to and has a part to play. As such, everyone needs to know about it. We have developed a triangle to provider our staff, patients, the public and other stakeholders of who we are and what we stand for. Communicating our Corporate Strategy is a key element in embedding the strategy and making it a central driver of what we do and how we do it.
Embedding and communicating a strategy is as important as developing it. While a great many people have been involved in developing the strategy it is vital that all staff see it as their own strategy and they know where their contribution fits into it. The table below outlines the ongoing actions to communicate the strategy widely to staff, patients and the general public.
What Who When Status
New staff Corporate Induction – presentation about North Tees and Hartlepool NHS FT to provide explanation of the Corporate Strategy
Chief Executive Officer / Director
Monthly Delivered and ongoing
Trust Website – includes details of the corporate strategy in accessible format
Head of Communications
Ongoing Delivered and ongoing
Trust Intranet – includes details of the corporate strategy in accessible format
Head of Communications
Ongoing Delivered and ongoing
Public full document for circulation Head of Communications
Ongoing Delivered and ongoing
Trust powerpoint slides to always include the large triangle as the first slide so we can communicate who we are and what we stand for at every opportunity - see Appendix B
Head of Communications
Ongoing Delivered and ongoing
Regular reminders about the strategy triangle on weekly round up, chief executive’s briefing, Anthem and pop ups.
Head of Communications
Ongoing Delivered and ongoing
Explore possibly of banner pens for staff and stakeholders - September 2013
Head of Communications
Ongoing Delivered and ongoing
Summary version for circulation and inclusion in any Trust organised events; recruitment etc.
Head of Communications
Ongoing Delivered and ongoing
Poster versions for display at every reception desk and prominently around Trust premises
Head of Communications
Ongoing Delivered and ongoing
38
9. ConclusionThis document sets out the Corporate Strategy for North Tees and Hartlepool NHS Foundation Trust for 2011-2016. It sets out the vision and direction for the organisation for the next five years in both words and pictures and makes the much needed link between the strategy of the Trust and the day-to-day patient care that is delivered and supported by all the staff and people working for and associated with the organisation.
This strategy remains at the centre of everything that we do and drives us in all of our activities.
39
Ou
r p
ati
en
ts O
ur
pat
ien
ts a
re a
t th
e p
inn
acle
of
ou
r tr
ian
gle
. W
e ar
e h
ere
for
ou
r p
atie
nts
.
Ou
r vis
ion
To
be
the
bes
t h
ealt
hca
re p
rovi
der
by
del
iver
ing
exc
elle
nt
serv
ices
fo
r o
ur
pat
ien
ts.
Ou
r m
issi
on
No
rth
Tee
s an
d H
artl
epo
ol N
HS
Fou
nd
atio
n T
rust
will
bec
om
e th
e h
ealt
hca
re
pro
vid
er o
f ch
oic
e b
y: p
utt
ing
pat
ien
ts fi
rst
, d
eliv
erin
g e
ffi c
ien
t, s
afe
and
rel
iab
le s
ervi
ces,
en
ablin
g e
xcel
len
ce, e
nco
ura
gin
g in
no
vati
on
, em
bra
cin
g le
arn
ing
, kn
ow
led
ge
and
ch
ang
e.
We
will
ach
ieve
th
is b
y o
per
atin
g a
LEA
N
per
form
ance
fo
cuss
ed o
rgan
isat
ion
th
at t
hri
ves
on
ch
ang
e an
d p
rovi
des
:
• G
oo
d p
atie
nt
care
th
rou
gh
saf
e, m
od
ern
hig
h
qu
alit
y h
ealt
h s
ervi
ces
• Ef
fi ci
ent
serv
ices
by
reco
gn
isin
g t
hat
w
aste
in o
ne
area
co
mp
rom
ises
pat
ien
t ca
re in
an
oth
er
• A
go
od
pla
ce t
o w
ork
by
bei
ng
a
go
od
em
plo
yer,
wo
rkin
g t
og
eth
er
and
val
uin
g p
eop
le
• Ed
uca
tio
n a
nd
tra
inin
g t
o e
nab
le s
taff
to
del
iver
in
div
idu
al, p
rofe
ssio
nal
, tea
m a
nd
o
rgan
isat
ion
al o
bje
ctiv
es
Ou
r valu
es
Hea
lth
car
e is
a p
eop
le
bu
sin
ess
and
th
eref
ore
we
pla
ce g
reat
em
ph
asis
on
all
the
peo
ple
ass
oci
ated
wit
h
ou
r b
usi
nes
s, n
amel
y, p
atie
nts
, pu
blic
an
d o
ur
staf
f.
All
are
key
to w
hat
we
do
. Th
is is
rec
og
nis
ed in
ou
r Pe
op
le F
irst
Val
ues
wh
ich
un
der
pin
ou
r se
rvic
e d
eliv
ery.
We
exp
ect
ou
r Pe
op
le F
irst
Val
ues
to
dri
ve o
ur
beh
avio
ur
wh
en w
e ar
e d
eliv
erin
g c
are
to
ou
r p
atie
nts
an
d t
hei
r fa
mili
es a
s w
ell a
s in
ou
r d
ealin
gs
wit
h c
olle
agu
es a
nd
peo
ple
in o
ur
ow
n
and
oth
er o
rgan
isat
ion
s. O
ur
Peo
ple
Fir
st v
alu
es e
xpec
t th
at w
e w
ill:
• B
e re
spo
nsi
ve t
o t
he
nee
ds
of
ou
r p
atie
nts
as
ind
ivid
ual
s
• B
e re
spo
nsi
ve t
o t
he
nee
ds
of
ou
r st
akeh
old
ers
• Tr
eat
all p
eop
le w
ith
co
mp
assi
on
, car
e,
cou
rtes
y an
d r
esp
ect
• R
esp
ect
each
per
son
’s r
igh
t to
pri
vacy
, d
ign
ity
and
ind
ivid
ual
ity
• Ta
ke t
ime
to b
e h
elp
ful
• R
esp
on
d q
uic
kly
and
eff
ecti
vely
• A
lway
s g
ive
clea
r, co
nci
se e
xpla
nat
ion
s
• Pr
acti
se g
oo
d li
sten
ing
ski
lls
• D
evel
op
an
d m
ain
tain
an
ap
pro
pri
ate
envi
ron
men
t
• Lo
ok
the
par
t
• D
eal e
ffec
tive
ly w
ith
dif
fi cu
lt s
itu
atio
ns
• Pe
rfo
rm a
s a
team
Fun
dam
enta
lly, ‘
Putt
ing
Pat
ien
ts F
irst
’ is
wh
at w
e st
and
fo
r an
d b
elie
ve in
.
Ou
r d
irect
ion
We
hav
e id
enti
fi ed
six
key
str
ateg
ic t
hem
es f
or
the
org
anis
atio
n a
s fo
llow
s:
Putt
ing
Pat
ien
ts F
irst
Mo
men
tum
: Pat
hw
ays
to H
ealt
hca
re
Serv
ice
tran
sfo
rmat
ion
Man
age
ou
r R
elat
ion
ship
s
Mai
nta
in C
om
plia
nce
an
d P
erfo
rman
ce
Hea
lth
an
d w
ellb
ein
g
Ou
r fo
un
dati
on
sO
ur
visi
on
, mis
sio
n, v
alu
es a
nd
dir
ecti
on
are
b
uilt
up
on
th
e fi
rm f
ou
nd
atio
ns
and
tra
ck
reco
rd o
f:
Exce
llen
t p
atie
nt
care
Trai
nin
g a
nd
ed
uca
tio
n
Pro
visi
on
of
effi
cien
t se
rvic
es
Clin
ical
go
vern
ance
Bei
ng
a g
oo
d e
mp
loye
r
Sou
nd
fi n
ance
s
Ther
e is
a r
ang
e o
f p
lan
s an
d s
trat
egie
s to
hel
p u
s d
eliv
er t
he
Co
rpo
rate
Str
ateg
y.
Deli
veri
ng
th
e C
orp
ora
te S
trate
gy
The
un
der
pin
nin
g d
etai
l of
the
Co
rpo
rate
Str
ateg
y is
set
ou
t in
Co
rpo
rate
Str
ateg
y Te
mp
late
s th
at s
ho
w in
det
ail t
he
Stra
teg
ic O
bje
ctiv
es, t
he
Sup
po
rtin
g S
trat
egie
s an
d P
lan
s, t
he
Acc
ou
nta
ble
Dir
ecto
r an
d t
he
Stra
teg
ic M
easu
res
wh
ich
will
be
use
d t
o d
emo
nst
rate
pro
gre
ss a
gai
nst
an
d a
chie
vem
ent
of
the
Stra
teg
ic A
ims.
Elev
en s
trat
egic
mea
sure
s h
ave
bee
n s
elec
ted
to
allo
w u
s to
dem
on
stra
te h
ow
wel
l we
are
do
ing
as
we
con
tin
ue
on
ou
r jo
urn
ey o
ver
the
nex
t fi
ve y
ears
. Th
ese
mea
sure
s co
nsi
der
pat
ien
t sa
fety
, p
atie
nt
sati
sfac
tio
n, s
taff
sat
isfa
ctio
n, b
ein
g t
he
pro
vid
er o
f ch
oic
e, t
he
qu
alit
y o
f o
ur
serv
ices
, g
oo
d g
ove
rnan
ce a
nd
man
dat
ory
ser
vice
s, fi
nan
cial
sta
bili
ty, n
ew f
acili
ties
an
d c
are
del
iver
ed
clo
ser
to h
om
e. R
esea
rch
an
d d
evel
op
men
t an
d h
ealt
h a
nd
wel
lbei
ng
un
der
pin
nin
g a
ll o
f th
e st
rate
gic
aim
s an
d s
trat
egic
ob
ject
ives
wh
ich
iden
tify
th
e o
utc
om
es t
o b
e d
eliv
ered
fo
r th
e ai
ms
to b
e ac
hie
ved
.
This
str
ateg
y is
un
der
pin
ned
by
a ro
bu
st a
ctio
ns
and
a c
om
mu
nic
atio
ns
pla
n t
o e
mb
ed it
at
the
cen
tre
of
the
org
anis
atio
n, d
rivi
ng
eve
ryth
ing
we
do
.
ou
rp
atie
nts
ou
r vi
sio
n
ou
r m
issi
on
ou
r va
lues
ou
r d
irec
tio
n
ou
r fo
un
dat
ion
s
No
rth
Tee
s an
d H
artl
epo
ol
NH
S Fo
un
dat
ion
Tru
st
10. C
orpo
rate
Str
ateg
y D
iagr
am
40
App
endi
x A
- C
orpo
rate
Str
ateg
y Te
mpl
ates
Stra
teg
ic
Them
eSt
rate
gic
Aim
SWO
T /
PEST
LSt
rate
gic
Ob
ject
ives
Faci
litat
ing
Str
ateg
ies
/ Pla
ns
Ow
ner
/ Ex
ecu
tive
Le
ad
Stra
teg
ic
Mea
sure
s
Putt
ing
Patie
nts
Firs
tTo
cre
ate
a pa
tient
cen
tred
or
gani
satio
nal
cultu
re, b
y en
gagi
ng a
nd
enab
ling
all s
taff
to
add
val
ue t
o th
e pa
tient
exp
erie
nce
and
dem
onst
rate
d th
roug
h pa
tient
sa
fety
, ser
vice
qu
ality
and
LEA
N
deliv
ery
S1, S
2,
S3, S
4,
S5, S
6,
S7, S
8,
S9, S
10,
S11,
S12
, S1
3, S
14,
S15,
S16
, S1
7, S
18
W1,
W3,
W
4, W
5,
W6,
W8,
W
10
O1,
O2,
O
3, O
4,
O5,
O6,
O
7, O
8,
O9
T1, T
2,
T3, T
4,
T5, T
6,
T8, T
10
Po1,
Po2
, Po
3, P
o4
Ec1,
Ec2
, Ec
3, E
c4
So1,
So2
, So
3, S
o4
Te1,
Te2
, Te
3
Le1,
Le2
, Le
3
Impr
ove
the
clin
ical
out
com
es f
or p
atie
nts
by s
yste
mat
ical
ly a
nd
regu
larly
rev
iew
ing
the
deliv
ery
and
outc
ome
of s
ervi
ces
and
impl
emen
ting
chan
ges
and
impr
ovem
ent
acco
rdin
gly.
Impr
ove
the
safe
ty o
f al
l ser
vice
s th
roug
h th
e im
plem
enta
tion
of a
ran
ge o
f in
itiat
ives
incl
udin
g LE
AN
, GTT
, wor
kfor
ce
deve
lopm
ent,
ski
ll m
ix, S
ervi
ce L
ine
Man
agem
ent
and
Serv
ice
Line
Rep
ortin
g.
Dev
elop
and
impl
emen
t pl
ans
for
impr
ovin
g pa
tient
exp
erie
nce
of s
ervi
ces
incl
udin
g a
part
icul
ar f
ocus
on
priv
acy
and
dign
ity
and
on r
egul
arly
ass
essi
ng p
atie
nt s
atis
fact
ion
and
actin
g on
the
fe
edba
ck.
Impr
ove
serv
ices
thr
ough
the
reg
ular
and
app
ropr
iate
in
volv
emen
t an
d en
gage
men
t of
pat
ient
s, c
arer
s, H
ealth
wat
ch,
Patie
nt F
orum
s, s
taff
, Gov
erno
rs a
nd f
rom
fee
dbac
k ab
out
serv
ices
fro
m o
ther
sou
rces
suc
h as
NH
S Ch
oice
s, C
omm
issi
oner
s,
com
plim
ents
and
com
plai
nts.
Prov
ide
serv
ices
tha
t ar
e as
acc
essi
ble
to p
atie
nts
as p
ossi
ble
in
term
s of
loca
tion;
ava
ilabi
lity
thro
ugh
Choo
se &
Boo
k; t
imel
ines
s of
app
oint
men
ts w
ith a
vie
w t
o m
ovin
g to
bei
ng a
“no
wai
t”
orga
nisa
tion;
and
als
o ac
cess
ible
in t
he m
anne
r in
whi
ch t
hey
are
orga
nise
d an
d pr
ovid
ed.
Cont
inue
to
deve
lop
a hi
gh c
alib
re w
orkf
orce
abl
e to
del
iver
qu
ality
ser
vice
s th
roug
h be
ing
a go
od e
mpl
oyer
and
inve
stin
g in
st
aff
thro
ugh:
wor
kfor
ce p
lann
ing
and
recr
uitm
ent,
tra
inin
g an
d ed
ucat
ion,
lead
ersh
ip a
nd p
rofe
ssio
nal d
evel
opm
ent.
Enab
le b
est
prac
tice
by b
eing
pro
activ
e in
inve
stig
atin
g an
d ad
optin
g ne
w t
echn
olog
ies
and
trea
tmen
ts in
line
with
the
bu
sine
ss s
trat
egy
of t
he T
rust
.
Prov
ide
a hi
gh q
ualit
y, c
lean
and
effi
cien
t pa
tient
car
e en
viro
nmen
t th
roug
h si
te r
atio
nalis
atio
n an
d re
furb
ishm
ent
and
impr
ovem
ents
to
patie
nt s
uppo
rt s
ervi
ces.
1.1
Qua
lity
Stra
tegy
incl
:
•Q
ualit
y•
Patie
nt S
afet
y•
Patie
nt R
elat
ions
•Cl
inic
al G
over
nanc
e•
LEA
N Im
plem
enta
tion
Plan
•G
TT Im
plem
enta
tion
•In
fect
ion
Cont
rol
•Pr
ivac
y an
d D
igni
ty
1.2
Patie
nt E
xper
ienc
e St
rate
gy
1.3
Nur
sing
Str
ateg
y
1.4
Serv
ice
Dev
elop
men
t Pl
ans
/ Clin
ical
Ser
vice
St
rate
gies
1.5
Serv
ice
Line
Man
agem
ent
Plan
s
1.6
Peop
le a
nd O
rgan
isat
iona
l D
evel
opm
ent
Stra
tegy
•O
rgan
isat
iona
l Cha
nge
•Re
war
d &
Rec
ogni
tion
•O
pera
tiona
l Effi
cien
cy•
Dev
elop
men
t
1.7
Busi
ness
Dev
elop
men
t an
d M
arke
ting
Stra
tegy
1.8
IM&
T St
rate
gy
1.9
Patie
nt E
nviro
nmen
t St
rate
gy in
cl:
•Es
tate
s•
Faci
litie
s•
Supp
ort
Serv
ices
1.10
Med
ical
Equ
ipm
ent /
Cap
ital I
nves
tmen
t Pla
ns
1.11
Dire
ctor
ate
Busi
ness
Pla
ns
1.12
Tru
st A
nnua
l Pla
n an
d Tr
ust
Qua
lity
Acc
ount
s
1.13
Com
mun
icat
ion
and
Enga
gem
ent
Stra
tegy
1.14
Res
earc
h an
d D
evel
opm
ent
Stra
tegy
1.1
DoN
PS&
Q
/ MD
1.2
DoN
PS&
Q
1.3
DoN
PS&
Q
1.4
COO
/DCE
1.5
COO
/DCE
/ D
oFI&
T
1.6
DoH
R&BD
1.7
COO
/DCE
1.8
CD /
DoF
I&T
1.9
CD
1.10
MD
/ D
oFI&
T
1.11
CO
O/
DCE
1.12
CO
O/
DCE
/ D
oFI&
T
1.13
CEO
1.14
CEO
Patie
nt
Safe
ty
Patie
nt
Satis
fact
ion
Staf
f Sa
tisfa
ctio
n
Qua
lity
of
Serv
ices
Gov
erna
nce
and
Man
dato
ry
Serv
ices
41
Stra
teg
ic
Them
eSt
rate
gic
Aim
SWO
T /
PEST
LSt
rate
gic
Ob
ject
ives
Faci
litat
ing
Str
ateg
ies
/ Pla
ns
Ow
ner
/ Ex
ecu
tive
Le
ad
Stra
teg
ic
Mea
sure
s
Inte
grat
ed
Care
Pat
hway
sTo
dev
elop
an
d ex
pand
th
e po
rtfo
lio
of s
ervi
ces
to
prov
ide
inte
grat
ed
care
pat
hway
s fo
r th
e pe
ople
of
Eas
ingt
on,
Har
tlepo
ol,
Sedg
efiel
d an
d St
ockt
on p
rovi
ding
eq
ual a
cces
s to
ac
ute
care
and
car
e as
clo
se t
o ho
me
as p
ossi
ble
in li
ne
with
Mom
entu
m:
Path
way
s to
H
ealth
care
.
S1, S
2,
S3, S
4,
S5, S
6,
S7, S
9,
S10,
S12
, S1
4, S
15,
S17,
S18
W1,
W2,
W
4, W
6,
W7,
W8,
W
10
O1,
O2,
O
3, O
5,
O7
T1, T
2,
T3, T
4,
T5, T
6,
T7, T
8
Po1,
Po2
Ec1,
Ec2
, Ec
3, E
c4
So1,
So3
, So
4
Te1,
Te2
, Te
3
Le1,
Le2
, Le
3
Plan
, im
plem
ent
and
deliv
er t
he M
omen
tum
: Pat
hway
s to
H
ealth
care
pro
gram
me
lead
ing
to a
tra
nsfo
rmat
ion
of t
he lo
cal
heal
th c
are
syst
em, t
he b
uild
ing
of a
new
hos
pita
l to
repl
ace
the
exis
ting
two
site
s, a
nd t
he d
evel
opm
ent
of a
ran
ge o
f co
mm
unity
ba
sed
serv
ices
and
fac
ilitie
s.
Dev
elop
and
impl
emen
t ne
w p
atie
nt p
athw
ays
and,
whe
re
appr
opria
te n
ew s
ervi
ces,
bas
ed o
n th
e be
st p
ract
ice
and
evid
ence
bas
ed s
ervi
ce m
odel
s de
velo
ped
as p
art
of t
he
Mom
entu
m p
rogr
amm
e.
Lead
, pla
n, im
plem
ent
and
deliv
er a
new
sta
te o
f th
e ar
t ho
spita
l to
mee
t th
e 21
st c
entu
ry h
ealth
care
nee
ds o
f th
e pe
ople
of
the
area
.
Cont
ribut
e to
the
pla
nnin
g an
d de
liver
y of
com
mun
ity b
ased
fa
cilit
ies
bein
g de
velo
ped
by t
he P
CTs.
Plan
and
impl
emen
t th
e tr
ansi
tion
of s
ervi
ce p
rovi
sion
and
co
nfigu
ratio
n ov
er t
he 5
yea
r pe
riod
tow
ards
del
iver
y of
the
new
ho
spita
l
2.1
Mom
entu
m P
rogr
amm
e Pl
an C
ase
2.2
Out
line
Busi
ness
Cas
e / F
ull B
usin
ess
Case
2.3
Serv
ice
Dev
elop
men
t Pl
ans
/ Clin
ical
Ser
vice
St
rate
gies
2.4
Dire
ctor
ate
Busi
ness
Pla
ns
2.5
Tran
sitio
n Pl
an
2.1
COO
/DCE
2.2
CD /
DoF
I&T
2.3
COO
/DCE
2.4
COO
/DCE
2.5
COO
/DCE
Staf
f Sa
tisfa
ctio
n
Patie
nt
Satis
fact
ion
New
Fa
cilit
ies
Care
D
eliv
ered
Cl
oser
to
Hom
e
42
Stra
teg
ic
Them
eSt
rate
gic
Aim
SWO
T /
PEST
LSt
rate
gic
Ob
ject
ives
Faci
litat
ing
Str
ateg
ies
/ Pla
ns
Ow
ner
/ Ex
ecu
tive
Le
ad
Stra
teg
ic
Mea
sure
s
Serv
ice
Tran
sfor
mat
ion
To c
ontin
ually
re
view
, im
prov
e,
tran
sfor
m
and
grow
our
he
alth
care
ser
vice
s to
res
pond
to
the
need
s of
ou
r he
alth
care
co
mm
unity
. In
line
with
evi
denc
e ba
sed
guid
elin
es
we
will
enh
ance
qu
ality
, clin
ical
ef
fect
iven
ess
and
patie
nt e
xper
ienc
es
whi
lst
impr
ovin
g cl
inic
al o
utco
mes
.
S1, S
2,
S3, S
4,
S5, S
6,
S7, S
9,
S10,
S12
, S1
3, S
14,
S15,
S17
, S1
8
W1,
W2,
W
3, W
4,
W6,
W
7,W
8,
W10
O1,
O2,
O
3, O
4,
O6,
O7
T1, T
2,
T3, T
4,
T5, T
6,
T7, T
8, T
9
Po1,
Po2
Ec1,
Ec2
, Ec
3, E
c4
So1,
So2
, So
3, S
o4
Te1,
Te2
, Te
3
Le1,
Le2
, Le
3
Iden
tify
and
expl
ore
oppo
rtun
ities
for
the
dev
elop
men
t of
co
mm
unity
bas
ed s
ervi
ces
in li
ne w
ith t
he s
tren
gths
and
co
mpe
tenc
ies
of t
he T
rust
.
Revi
ew c
urre
nt s
ervi
ce p
rovi
sion
to
stre
amlin
e an
d im
prov
e in
tegr
atio
n ac
ross
the
pat
hway
s bo
th w
ithin
the
hos
pita
l en
viro
nmen
t an
d ac
ross
the
com
mun
ity /
othe
r ag
ency
inte
rfac
e w
ith p
artic
ular
em
phas
is o
n th
e be
tter
man
agem
ent
of lo
ng
term
con
ditio
ns.
Dev
elop
and
impl
emen
t pl
ans
to lo
cate
as
man
y se
rvic
es a
s po
ssib
le in
the
com
mun
ity c
lose
to
peop
le’s
hom
es.
Revi
ew a
nd m
oder
nise
inte
grat
ed c
are
thro
ugh
the
Com
mun
ity
Rena
issa
nce
proj
ect
Revi
ew t
he s
ervi
ce p
ortf
olio
for
mat
ch w
ith n
eed
and
dem
and
and
Trus
t ex
pert
ise
to id
entif
y op
port
uniti
es f
or s
ervi
ce
impr
ovem
ent
and
serv
ice
deve
lopm
ent.
Ana
lyse
and
und
erst
and
curr
ent
mar
ket
shar
e an
d in
spe
cific
id
entifi
ed a
reas
impr
ove
mar
ket
shar
e an
d / o
r m
arke
t pe
netr
atio
n in
clud
ing:
uro
logy
, spi
nal,
brea
st, i
nfer
tility
, re
spira
tory
med
icin
e, p
aedi
atric
, gas
troe
nter
olog
y, n
eona
tal
inte
nsiv
e ca
re.
Impr
ove
serv
ices
in t
he f
ollo
win
g ar
eas:
end
of
life
care
, st
roke
ser
vice
s, d
iabe
tes,
gyn
aeco
logy
, mat
erni
ty, c
ardi
olog
y,
inte
rven
tiona
l rad
iolo
gy
Eval
uate
all
oppo
rtun
ities
for
impr
ovin
g an
d / o
r ex
pand
ing
the
Trus
t’s
port
folio
of
serv
ices
and
pre
pare
and
sub
mit
tend
ers
acco
rdin
gly.
Expl
ore
oppo
rtun
ities
for
col
labo
rativ
e w
orki
ng a
nd jo
int
vent
ures
with
oth
er o
rgan
isat
ions
to
impr
ove
serv
ices
in li
ne w
ith
the
busi
ness
str
ateg
y of
the
Tru
st.
3.1
Serv
ice
Dev
elop
men
t Pl
ans
/ Clin
ical
Ser
vice
St
rate
gies
3.2
Dire
ctor
ate
Busi
ness
Pla
ns
3.3
Mom
entu
m P
rogr
amm
e Pl
an
3.4
Busi
ness
Dev
elop
men
t an
d M
arke
ting
Stra
tegy
3.5
Com
mun
ity S
ervi
ces
Clin
ical
Str
ateg
y
3.6
Publ
ic H
ealth
Str
ateg
y
3.7
Serv
ice
Dev
elop
men
t Pl
ans
/ Clin
ical
Ser
vice
St
rate
gies
3.8
Busi
ness
Dev
elop
men
t &
Mar
ketin
g St
rate
gy
3.9
Dire
ctor
ate
Busi
ness
Pla
ns
3.10
Res
earc
h an
d D
evel
opm
ent
Stra
tegy
3.11
Dire
ctor
ate
qual
ity r
epor
ts
3.12
Pub
lic H
ealth
Str
ateg
y
3.1
DoO
&P
3.2
DoO
&P
3.3
DoS
D/D
CE
3.4
DoS
D/D
CE
3.5
DoS
D/D
CE
3.6
DoS
D/D
CE
3.7
COO
/DCE
3.8
COO
/DCE
3.9
MD
/ CO
O/D
CE
3.10
MD
3.11
D
oNPS
&Q
3.12
CO
O/
DCE
Patie
nt
Satis
fact
ion
Prov
ider
of
Choi
ce
Care
D
eliv
ered
Cl
oser
to
Hom
e
Staf
f Sa
tisfa
ctio
n
Qua
lity
of
Serv
ices
Fina
ncia
l St
abili
ty
43
Stra
teg
ic
Them
eSt
rate
gic
Aim
SWO
T /
PEST
LSt
rate
gic
Ob
ject
ives
Faci
litat
ing
Str
ateg
ies
/ Pla
ns
Ow
ner
/ Ex
ecu
tive
Le
ad
Stra
teg
ic
Mea
sure
s
Man
age
our
Rela
tions
hips
To e
nsur
e ou
r se
rvic
es, a
nd
the
way
we
prov
ide
them
, m
eet
the
need
s of
our
pat
ient
s,
com
mis
sion
ers
and
othe
r pa
rtne
rs
by p
roac
tivel
y en
gagi
ng w
ith
all a
ppro
pria
te
stak
ehol
ders
, in
clud
ing
our
staf
f, th
roug
h co
mm
unic
atio
ns,
enga
gem
ent
and
part
ners
hip
wor
king
S1, S
2,
S4, S
5,
S6, S
9,
S10,
S11
, S1
2, S
13,
S14,
S15
, S1
7, S
18
W1,
W2,
W
4, W
8,
W10
O1,
O2,
O
3, O
4,
O5,
O6,
O
7, O
8
T1, T
2,
T3, T
4,
T5, T
7,
T8, T
9
Po1,
Po2
, Po
3, P
o4
Ec1,
Ec2
, Ec
3, E
c4
So1,
So2
, So
3, S
o4
Te1
Le1,
Le2
Enga
ge p
roac
tivel
y w
ith G
Ps, n
asce
nt C
linic
al C
omm
issi
onin
g G
roup
s an
d PC
T Co
mm
issi
oner
s to
und
erst
and
thei
r re
quire
men
ts
of t
he T
rust
and
its
serv
ices
and
use
thi
s to
mar
ket,
dev
elop
and
im
prov
e se
rvic
es.
Wor
k in
par
tner
ship
with
the
loca
l hea
lth e
cono
my
stak
ehol
ders
to
del
iver
and
, whe
re p
ossi
ble,
exc
eed
the
requ
irem
ents
of
com
mis
sion
ers
and
patie
nts.
Cont
inue
to
deve
lop
a hi
gh c
alib
re w
orkf
orce
abl
e to
del
iver
qu
ality
ser
vice
s th
roug
h be
ing
a go
od e
mpl
oyer
and
inve
stin
g in
st
aff
thro
ugh:
wor
kfor
ce p
lann
ing
and
recr
uitm
ent,
tra
inin
g an
d ed
ucat
ion,
lead
ersh
ip a
nd p
rofe
ssio
nal d
evel
opm
ent.
Dev
elop
a v
ibra
nt, e
ngag
ed a
nd in
volv
ed g
over
nor
and
mem
bers
hip
body
to
info
rm t
he T
rust
goi
ng f
orw
ard
and
to a
ct
as a
mba
ssad
ors
for
our
serv
ices
.
Esta
blis
h an
d em
bed
a co
rpor
ate
bran
d an
d id
entit
y.
Dev
elop
and
impl
emen
t m
arke
ting
and
rela
tions
hip
man
agem
ent
met
hods
and
tec
hniq
ues
for
trac
king
pub
lic, s
take
hold
er a
nd
staf
f op
inio
n ab
out
Trus
t se
rvic
es a
nd u
se t
his
for
impr
ovin
g an
d pr
omot
ing
serv
ices
.
Cont
ribut
e to
the
wid
er T
ees
econ
omy
and
wel
l bei
ng t
hrou
gh
activ
e en
gage
men
t an
d pa
rtic
ipat
ion
in p
artn
ersh
ips
with
st
akeh
olde
rs in
clud
ing:
reg
ener
atio
n, h
ealth
and
wel
lbei
ng,
educ
atio
n an
d re
sear
ch.
4.1.
Bus
ines
s D
evel
opm
ent
& M
arke
ting
Stra
tegy
4.2.
Com
mun
icat
ions
and
Eng
agem
ent
Stra
tegy
4.3.
Gov
erno
r D
evel
opm
ent
Stra
tegy
4.4.
Peo
ple
and
Org
anis
atio
nal D
evel
opm
ent
Stra
tegy
•O
rgan
isat
iona
l Cha
nge
•Re
war
d &
Rec
ogni
tion
•O
pera
tiona
l Effi
cien
cy
•D
evel
opm
ent
4.5.
Res
earc
h an
d D
evel
opm
ent
Stra
tegy
4.6.
Qua
lity
Acc
ount
s
4.1
COO
/DCE
4.2
CEO
4.3
CEO
4.4
DoH
R&O
D/
TBS
4.5
MD
4.6
DoN
PS&
Q
Patie
nt
Satis
fact
ion
Staf
f Sa
tisfa
ctio
n
44
Stra
teg
ic
Them
eSt
rate
gic
Aim
SWO
T /
PEST
LSt
rate
gic
Ob
ject
ives
Faci
litat
ing
Str
ateg
ies
/ Pla
ns
Ow
ner
/ Ex
ecu
tive
Le
ad
Stra
teg
ic
Mea
sure
s
Mai
ntai
n Co
mpl
ianc
e an
d Pe
rfor
man
ce
To m
aint
ain
our
perf
orm
ance
an
d co
mpl
ianc
e w
ith r
equi
red
stan
dard
s an
d co
ntin
ually
str
ive
for
exce
llenc
e by
go
od g
over
nanc
e an
d op
erat
iona
l ef
fect
iven
ess
in
all p
arts
of
our
busi
ness
S1, S
2,
S3, S
4,
S5, S
7,
S8, S
9,
S10,
S1
1,S1
2,
S14,
S16
, S1
7, S
19
W1,
W2,
W
3, W
4,
W5,
W6,
W
8, W
9,
W10
O1,
O2,
O
3, O
4,
O5,
O6,
O
7, O
8,
O9
T1, T
2,
T3, T
4,
T5, T
6,
T7, T
8,
T9, T
10,
T11
Po1,
Po2
, Po
3, P
o4
Ec1,
Ec2
, Ec
3, E
c4
So1,
So2
, So
3, S
o4
Te1,
Te2
, Te
3
Le1,
Le2
, Le
3, L
e4
Secu
re c
ontr
acts
thr
ough
the
Ann
ual O
pera
ting
Plan
with
PCT
s an
d na
scen
t Cl
inic
al C
omm
issi
onin
g G
roup
s fo
r th
e pr
ovis
ion
of
serv
ices
tha
t m
atch
and
mee
t th
e Tr
ust’
s po
rtfo
lio o
f se
rvic
es.
Del
iver
ser
vice
s th
at m
eet
and
seek
to
exce
ed t
he s
ervi
ce
spec
ifica
tions
und
erpi
nnin
g th
e co
ntra
cts
with
com
mis
sion
ers.
Mee
t al
l Mon
itor
com
plia
nce
requ
irem
ents
.
Mee
t le
gal,
stat
utor
y, r
egul
ator
y an
d po
licy
requ
irem
ents
pa
rtic
ular
ly in
res
pect
of
emer
genc
y pr
epar
edne
ss, s
afeg
uard
ing
child
ren
and
adul
ts, g
over
nanc
e an
d cl
inic
al g
over
nanc
e.
Del
iver
Fin
anci
al P
lan
/ Str
ateg
y to
add
ress
fina
ncia
l tar
gets
pa
rtic
ular
ly in
rel
atio
n to
effi
cien
cy t
arge
ts. C
ost
Impr
ovem
ent
Prog
ram
me
and
deliv
ery
of p
lann
ed s
urpl
us.
Redu
ce fi
xed
asse
t co
st b
ase
in li
ne w
ith e
stat
e ra
tiona
lisat
ion
plan
s an
d m
axim
um u
tilis
atio
n of
est
ate
foot
prin
t fo
r cl
inic
al.
5.1.
Ser
vice
Dev
elop
men
t Pl
ans
/ Clin
ical
Ser
vice
St
rate
gies
5.2.
Ser
vice
Lin
e M
anag
emen
t Pl
ans
5.3.
IM&
T St
rate
gy
5.4.
Fin
anci
al F
ive
Year
Pla
n
5.5.
Qua
lity
Stra
tegy
•Q
ualit
y•
Patie
nt S
afet
y•
Patie
nt R
elat
ions
•N
ursi
ng•
Clin
ical
Gov
erna
nce
•LE
AN
Impl
emen
tatio
n Pl
an•
GTT
Impl
emen
tatio
n •
Infe
ctio
n Co
ntro
l•
Priv
acy
and
Dig
nity
5.6.
Peo
ple
and
Org
anis
atio
nal
Dev
elop
men
t St
rate
gy
•O
rgan
isat
iona
l Cha
nge
•Re
war
d an
d Re
cogn
ition
•O
pera
tiona
l Effi
cien
cy•
Dev
elop
men
t
5.7.
Pat
ient
Env
ironm
ent
Stra
tegy
inc:
•Es
tate
s•
Faci
litie
s•
Supp
ort
Serv
ices
5.8.
Inte
grat
ed R
isk
Man
agem
ent
&
Gov
erna
nce
Stra
tegy
5.9.
Dire
ctor
ate
Busi
ness
Pla
ns
5.10
. Tru
st A
nnua
l Pla
n
5.11
. Em
erge
ncy
Plan
5.12
. Qua
lity
Stra
tegy
CQ
UIN
S
5.13
Nur
sing
Str
ateg
y
5.14
Pat
ient
Exp
erie
nce
Stra
tegy
5.1
COO
/DCE
5.2
COO
/DCE
5.3
DoF
I&T
/ CD
5.4
DoF
I&T
5.5
DoN
PS&
Q
/ MD
5.6
DoH
R&O
D/
TBS
5.7
CD
5.8
DoN
PS&
Q
5.9
COO
/DCE
5.10
CO
O/
DCE
/ D
oFI&
T
5.11
CO
O/
DCE
5.12
D
oNPS
&Q
5.13
D
oNPS
&Q
5.14
D
oNPS
&Q
Patie
nt
Safe
ty
Patie
nt
Satis
fact
ion
Staf
f Sa
tisfa
ctio
n
Qua
lity
of
Serv
ices
Gov
erna
nce
and
Man
dato
ry
Serv
ices
Fina
ncia
l St
abili
ty
45
Stra
teg
ic
Them
eSt
rate
gic
Aim
SWO
T /
PEST
LSt
rate
gic
Ob
ject
ives
Faci
litat
ing
Str
ateg
ies
/ Pla
ns
Ow
ner
/ Ex
ecu
tive
Le
ad
Stra
teg
ic
Mea
sure
s
Hea
lth a
nd
Wel
lbei
ngTo
em
brac
e th
e he
alth
and
w
ell b
eing
of
the
popu
latio
n w
e se
rve
and
ensu
re t
hat
the
heal
th n
eeds
of
the
peo
ple
of E
asin
gton
, H
artle
pool
, Se
dgefi
eld
and
Stoc
kton
ar
e re
flect
ed
and
cate
red
for
in t
he
com
mis
sion
ing
of s
ervi
ces
from
th
e Tr
ust.
S1, S
2,
S3, S
4,
S5, S
6,
S7, S
8,
S10,
S1
1,
S12,
S1
5,
S17,
S1
8
W4,
W
6, S
8,
W10
O1,
O2,
O
3, O
4,
O5,
O8
T1, T
3,
T6, T
9
Po1,
Po2
Ec3
So1,
So
3,
So4
Te1,
Te3
Le1,
Le
2, L
e3
Prot
ect
and
impr
ove
the
heal
th o
f th
e po
pula
tion.
Del
iver
som
e pu
blic
hea
lth s
ervi
ces
Prom
ote
heal
th t
hrou
ghou
t th
e fu
ll ra
nge
of o
ur c
linic
al a
ctiv
ity
by u
sing
the
mul
titud
e of
pat
ient
con
tact
s th
at t
ake
plac
e ev
ery
day
as o
ppor
tuni
ties
to p
rom
ote
heal
thie
r liv
ing.
Incr
ease
hea
lth li
fe e
xpec
tanc
y, t
akin
g ac
coun
t of
the
‘Qua
lity
of
Hea
lth’ i
n ad
ditio
n to
leng
th o
f lif
e
Redu
ce d
iffer
ence
s in
life
exp
ecta
ncy
and
heal
thy
life
expe
ctan
cy
betw
een
com
mun
ities
.
6.1
Repr
esen
tatio
n on
Hea
lth a
nd W
ell B
eing
Bo
ards
6.2
Part
icip
ate
in N
atio
nal H
ealth
Pro
mot
ion
in
Hos
pita
ls (N
HPH
)
6.3
Case
not
e au
dits
6.4
Org
anis
atio
nal s
urve
ys
6.5
Join
t St
rate
gic
Nee
ds A
sses
smen
ts
6.6
Hea
lth L
inks
– H
ealth
and
Wel
lbei
ng R
epor
ts
6.7
Serv
ice
Dev
elop
men
t Pl
ans
/ Clin
ical
Ser
vice
St
rate
gies
6.8
Dire
ctor
ate
Busi
ness
Pla
ns
6.1
CEO
6.2
DoN
S&Q
6.3
DoN
S&Q
6.4
DoN
S&Q
6.5
COO
/DCE
6.6
COO
/DCE
6.7
COO
/DCE
6.8
COO
/DCE
46
Key:
S – Strength, W – Weakness, O – Opportunity, T – Threat
Po – Political, Ec – Economic, So – Sociological
Te – Technological, Le – Legislative
DoNPS&Q – Director of Nursing, Patient Safety and Quality
DoFI&T – Director of Finance, Information and Technology
CD – Commercial Director
DoHR&OD/TBS - Director of Human Resources and Organisational Development/Trust Board Secretary
COO/DCE – Chief Operating Officer / Deputy Chief Executive
MD – Medical Director
47
App
endi
x B
- Co
rpor
ate
Pow
erpo
int
Tem
plat
es
www.nth.nhs.uk North Tees and HartlepoolNHS Foundation Trust