Corporate Strategy - North Tees and Hartlepool NHS ... · Corporate Strategy. Delivering the...

2013/2018

North Tees and HartlepoolNHS Foundation Trust

Corporate Strategy

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

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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

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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


putting patients first • integrated care pathways service transformation • manage our relationships

maintain compliance and performance • health and wellbeing

© NTH NHS FT 2013

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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

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•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.

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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.

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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”.

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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).

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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.

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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.

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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

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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.

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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

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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.

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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




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.


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


October 11 – September 12 (12 month rolling data)

The 12 monthly rolling SHMI has improved since January 2011

Patient Satisfaction


Patient Satisfaction Recommend family or friend

Improve year on year

2008/09 Baseline 2009/10 End of Year Position



77% 75% 78% 77%


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.

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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.


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


February 2013 Baseline

Staff Satisfaction


Staff Satisfaction Investors in People Accreditation

Retain

2009/10 End of Year Position 2010/11 End of Year Position



Accredited Accredited Accredited Accredited


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


Provider of Choice % North East Market

Increase





Dr Foster 8.7% Dr Foster 8.4% Dr Foster HED 8.73%

HED 8.76%


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).

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Quality of Services


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


Q4 report from Monitor

Governance and Mandatory Services


Governance Monitor Risk Rating Maintain Green





Green Amber/Green Amber/Red Amber/Green


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


Mandatory Services Monitor Risk Rating Maintain Green




2012/13 Q3 position

Green Green Green Green


Q4 2012/13 reporting by Monitor

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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


Financial Stability Monitor Risk Rating Achieve planned rating (current plan is 3)





3 (regulatory concerns in one or more components. Significant breach unlikely)



5 (no regulatory concerns)


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.

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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


New Facilities New hospital delivery Open during 2017





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


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.

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Care Delivered Closer to Home



Integrated Pathways

Increase number of patients where care is delivered outside of hospital setting





28,923 outpatient appointments delivered from non-acute setting





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


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


2011/12 End of year position

2012/13 End of year position

159 413 458 1,147 1,657


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


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


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


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


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


Annually - December


36

Annual Plan – will be developed in the context of the Corporate Strategy


Annually - May


Corporate Strategy Review – will check applicability and continued relevance and appropriateness of the corporate strategy and its various elements

Board Annually – January


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


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


Annually Delivered and ongoing

New Staff Corporate Induction – presentation about North Tees and Hartlepool NHS FT to provide explanation of the Corporate Strategy


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


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


Trust Intranet – includes details of the corporate strategy in accessible format



Public full document for circulation Head of Communications


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



Regular reminders about the strategy triangle on weekly round up, chief executive’s briefing, Anthem and pop ups.



Explore possibly of banner pens for staff and stakeholders - September 2013



Summary version for circulation and inclusion in any Trust organised events; recruitment etc.



Poster versions for display at every reception desk and prominently around Trust premises



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

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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

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