Organisational Strategy 2011-2016
We are delighted to introduce the executive summary of Mid Essex Hospital NHS Trust’s organisational strategy for the five year period from 2011-2016.
This strategy has been developed and formulated through an extensive process of staff, public, partner and patient engagement and involvement and is designed to guide the organisation over the next five years to develop our services to meet the health needs of the people we serve.
It is based upon four key strategic priorities supported by clear measurable objectives and activities. A set of organisational values and behaviours have also been developed with staff that will enable the organisation to deliver the vision, which has been encapsulated in the strap line :
“Care, Excel and Innovate”
The Trust’s strategy places patient care at the centre of what it does through combining clinical excellence with service excellence
Prof. Sheila Salmon
Chairman
Malcolm Stamp CBE
Chief Executive
The organisational vision, which has been developed during the consultation and engagement process, is:
“To be a healthcare organisation that puts patient CARE first and whose reputation for EXCELLENCE and INNOVATION inspires our patients, staff and the population we serve”
The strategy is based upon four key strategic priorities supported by clear measurable objectives and activities that will enable the organisation to deliver the organisational vision, which has been encapsulated in the strap line
“Care, Excel and Innovate”
Two key factors have been identified as central to the success of the organisational strategy as follows:
“Patients who are satisfied with the health care they receive”
“Staff who are competent, confident, proud of and positive about the Trust”
1 Clinical and service excellence
Five year goal: Our patients will experience high quality, responsive care from our staff. We will be known for our innovative approach to delivery of the best possible care, so that patients can receive the best of modern treatment in a compassionate, caring and safe environment.
-
Build and consolidate a high performing and inspirational leadership culture that embraces change and encourages innovation
-
Develop and implement a consistent and clearly articulated strategy
-
Engage with staff and encourage a culture of learning and development and ensure that we learn from our mistakes and build on our successes
-
Demonstrate commitment to team work across the Trust and working together to achieve our vision
-
Recognise and value excellence.
2 Quality leadership
Five year goal: We will be an organisation that is characterised by high-performing leaders at all levels who motivate staff to learn, innovate and achieve the best they possibly can for the patients in their care and the community they serve.
-
Provide a quality, clean, safe experience for our patients, their family and carers
-
Build on the expertise of our staff and ensure that all staff are competent, confident, motivated and empowered to achieve and deliver
-
Communicate with our patients effectively and provide the right information at the right time and in the right place
-
Ensure that our facilities support a high quality patient experience
-
Be a centre of excellence and innovation, exploring new models of care.
3 Effective relationships
Five year goal: We will be a significant partner with our local community and the wider health sector in order to deliver the best possible healthcare in the most effective way. We will look for partnerships which can enhance the quality of care and service we deliver.
-
Work with our patients, their family and carers and staff to deliver high quality, safe care within the available resources
-
Work in partnership with our commissioners and other health care providers to ensure that our population has high quality, seamless healthcare
-
Develop a greater understanding of the health needs of our diverse population
-
Develop and foster effective strategic partnerships and alliances that will enable us to achieve our vision
-
Encourage relationships that enable innovation and new models of care.
4 Business excellence
Five year goal: We will have a reputation for superb performance, managing our physical and financial assets in such a way as to underpin high-quality services and to allow investment in the best care available for our patients and community.
-
Communicate well internally and externally to ensure decisions are communicated, staff are well informed, successes are promoted and our reputation reflects the quality of our services
-
Build on and harness the positive attitude to innovation and development that exists within the trust
-
Encourage all staff to understand the part they play and ensure they are committed to implementing the strategy and achieving the vision
-
Invest in and utilise our workforce effectively and efficiently to deliver the best possible care within our budget
-
Ensure that the necessary systems, processes and policies are in place to plan and run a dynamic organisation that is fit for purpose.
Always CARE about the wellbeing of everyone connected to our hospital
-
Work at all times to serve the needs of our patients and their families.
-
Be aware of how our actions and what we say affects others.
-
Seek support and support others.
-
Focus on the things that really make a difference to patients and to staff.
-
Be responsible for own wellbeing and take action to maintain it.
-
Raise concerns about patient care.
-
Maintain patient and staff confidentiality.
-
Behave with honesty and integrity.
-
Not use behaviour which others could interpret as intimidating or bullying.
Seek to EXCEL in everything we do, constantly striving to deliver the highest standards
-
Be an ambassador for own team and the Trust.
-
Deliver excellence by going the extra mile, and showing flexibility.
-
Use the resources we have available in the most productive way.
-
Acknowledge and celebrate success
-
Be positive (and open) about change.
-
Ask questions and challenge decisions where we consider excellence and/or patient safety is at risk.
-
Maintain good attendance and time keeping.
-
Challenge innapropriate behaviour.
-
Proactively value difference and do not discriminate.
LISTEN, LEARN & INNOVATE with our patients & colleagues, & respond promptly & constructively
-
Listen attentively to others, checking we understand what is being said.
-
Involve others in improving services, e.g. Patients, colleagues, carers, public etc.
-
Communicate in a timely and effective way.
-
Ensure that anyone with a geniune concern is treated reasonably and fairly.
-
Keep up to date with developments and best practice.
-
Encourage innovation.
-
Be a leader that is visible and accessible.
-
Engage in decision making and problem solving
Case Study 1: CARE – Comfort Ward Rounds
To ensure that patient’s needs are identified and responded to in a timely and effective manner the Trust’s Chief Nurse has worked with nursing staff to implement comfort nurse led ward rounds every two hours on all the Trust’s inpatient wards. This change has already started to have a positive impact through ensuring that there is a regular opportunity for patients to communicate with the ward nursing teams so that issues and concerns can be identified, discussed and dealt with promptly. The comfort ward round initiative will support further improvements to patient care and build upon the excellent progress that the Trust has made in key areas such as reducing hospital acquired grade three and four pressure ulcers, reducing the incidence of patient falls that cause harm and ensuring that patients nutritional needs are met.
Case Study 2: EXCEL – Breast Symptomatic Waiting Times
The breast clinical team have recently made some changes to how the service deals with and manages patients who are referred non-urgently to the breast service. Patients are now contacted within seven days and are offered up to three choices of appointment date and time thereby ensuring that there is better notice and choice given to patients regarding their appointment. As a result of this change more patients are choosing to benefit from an appointment within 14 days of referral in line with national waiting time standards.
Case Study 3: INNOVATION – From idea to reality
The Trust’s Director of Business and Performance Development has established a simple three step process for enabling staff in all areas and at all levels to propose and develop innovative ideas for service and clinical improvement. The simple three step process was recently established and communicated to staff and already there are a several ideas that have been submitted for consideration and development. It is anticipated that a number of schemes will be successful and will be taken forward and implemented over the coming months.
The Trust has developed a five year organisational strategy that reflects the views of our staff, patients, members of the public and our key strategic partners. The delivery of this strategy and the progression towards the organisation’s vision will ensure that the Trust will be able to demonstrate the following:
To ensure we are meeting these commitments to you, our progress will be reviewed every two years, the next review being 2013.
To view the full version of the organisational strategy, or give feedback, please e-mail: Jean.DeBruin@meht.nhs.uk
Powered by EasySite™