Public Session Report to Trust Board on 25 February 2009 Strategic Direction (Refresh) 2009 - 2014 Background The Board approved the Trust’s Strategic Direction for the period 2008 – 2013 at its meeting in February 2008. In approving the document the Board agreed that it should be refreshed on a regular basis. The refreshed Strategic Direction, based on the recently updated Strategy chapter of the Integrated Business Plan, is attached. The original Strategic Direction document is appended for ease of reference. Detailed objectives and action plans for the coming financial year will be set out in the Annual Plan for 2009/10, a draft of which will be brought to the March Board meeting. Key Themes • The Strategic Direction takes account of progress (see list overleaf) against the objectives in the original document and updates the drivers for change including Darzi, the national dementia strategy and Valuing People Now It needs to be viewed in the context of the new economic climate It incorporates the aims (the temple pillars) articulated by the Board, namely o o o o • Person centred care Clinical excellence Valued and skilled workforce Effective partnerships • • Likewise the foundations: o o o o Well governed Financially viable Legally constituted Upholding the values and principles of the NHS • The risks related to the objectives within the strategic goals will be reflected in the Board assurance framework for 2009/10, to be approved by the Board in March 2009 Recommendations To approve the Strategic Direction 2009 - 2014 Report prepared by: Mick Jenner, Director of Performance Progress made against strategic intentions per current strategic direction The following is a list of the main areas of progress against the document approved by the Board in February 2008: • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Achieved “excellent” (quality) and “good” (use of resources) in annual healthcheck Achieved level 1 in the NHSLA risk management standards Carers’ and engagement strategies developed for Board approval – February 2009 Mindful Employer tender won Successful tender for community development workers in partnership with HANA Strategies for finance, workforce, estates, clinical governance developed and updated Significant investment in our services by all main commissioners Excellent relationships with local PCTs including work on mental health strategies Chairman and Chief Executive are members of Hull Local Strategic Partnership Board Initial FT membership target achieved and exceeded HR and Diversity directorate established under new director Robust policies for absence management, mandatory training, PDR Development of generic job descriptions and person specifications to support KSF outlines and care cluster development Staff survey results to go to HR group and action plans monitored by staff communication group Associate Director of Business Development post established and advertised Business case for marketing Mental Health First Aid being developed Comprehensive programme of board development in place Significant progress on FT application – HDD commences March 2009 Development of performance framework and improved board reporting of financial and non financial performance Planned surplus and CIP targets met Programme of recurrent CIPs for 2009/10 in place with robust processes for tracking and reporting progress Service Line Reporting developed and reported to Board monthly Monthly management accounts at Business Unit level Annual plan process in place based on Monitor format Business Units established and working successfully Agility review completed with substantial savings Policy developed for implementation of NICE guidance Cleaning and Infection Control brought together under Nurse Director Standard national contract for mental health services issued Relationships with the new LINks being established Humber Mental Health Teaching NHS Trust Strategic Direction 2009 - 2014 1. Our vision for the future This strategic direction outlines our vision, strategic goals, aims and objectives for the five year period up to 2014. The vision and strategic goals were part of the consultation process undertaken in 2008 for Foundation Trust status. The Trust Board has spent significant time in developing our Vision and Strategy for the services we provide as a key contributor to the Local Health Economy (LHE). As part of this work a detailed market assessment was undertaken to ensure that the Trusts vision and strategy drive the Trust to deliver the needs of the LHE and enable us to exploit opportunities for future growth. Our strategy over the next five years aims to ensure high quality safe services provided by a competent workforce, based upon national and international best practice. Our strategy recognises the importance of sustainable effective partnerships in delivering an integrated programme of future development. We will develop our services and care pathways in partnership, continuing to provide more community based services supported by world class inpatient services that are safe, fit for purpose and designed to ensure privacy and dignity whilst promoting well-being and recovery. 2. National Policy and Drivers In July 2008, Lord Darzi published his review of the NHS, “High Quality Care for All”, which described “An NHS that gives patients and the public more information and choice, works in partnership and has quality of care at its heart” We are working closely with the PCTs to realise this vision and develop mental health strategies which will deliver the world class commissioning agenda and the aims of “Healthy Ambitions” (Yorkshire and the Humber SHA vision based on the outcomes and recommendations of the Darzi review) The Healthy Ambitions document reinforces our strategy, particularly in terms of: • • • development of single point of access for mental health focus on reducing waiting times for all services enhancing provision of community services including the further development of Crisis and intensive home treatment teams working more closely with primary care modernising dementia services in line with the new National Dementia Strategy • • • continuing to develop those specialist services we provide across the Yorkshire and the Humber Strategic Health Authority area. Our strategy is also aligned to delivering other key objectives of “High Quality Care for All” eg the NHS Constitution as well as aligning our services to deliver major national strategies including “Valuing People Now – a strategy for people with learning disabilities” and ensuring that quality is at the heart of everything we do. 3. Building our Strategy The Trust strategy identifies 4 main aims which will underpin the vision. The table in section 3.5 provides the link between the SMART objectives which will deliver these aims and the following strategic goals which were developed and agreed as part of our public consultation. • • • • • • • • provide and develop services that are efficient, cost effective and responsive to the needs of the people who use them to ensure a firm financial foundation underpins delivery of our vision optimise the benefits of being a membership organisation retain the confidence of patients, carers and commissioners by upholding the principles of the NHS provide services that are safe, person centred, delivered in appropriate environments and sensitive to the needs of the individual through the use of evidence based practice provide high quality services, to establish a reputation for exceptional standards of care be an excellent employer maximising the skills and talents of our staff with a workforce that feels valued work with partners to continuously improve the quality of our services for the people who use them Our vision, the aims which support its delivery and its underpinning foundations are illustrated below. Our over-arching vision is supported by 4 pillars or aims as follows:Person Centred Care This means ensuring that all our services are designed to meet the needs of our patients. For example it means making sure our services are safe, provided in clean and appropriate environments and that waiting times are kept to an absolute minimum. We will treat all our patients with dignity and respect. We will continue to promote choice, listening to our patients to find out how we can shape services to fit in with their lives, encouraging patients to choose for themselves and recommend us to others. Clinical Excellence This means aiming to achieve consistently high standards in the way we deliver services so that as a Foundation Trust we establish a reputation for exceptional standards of care. We need to be assured that the services we provide are evidence based and produce outcomes for patients that meet and beat the national standards. We believe ensuring the quality of care and being able to manage effectively at Board and individual clinician level is the single most important priority for the next phase of the NHS reform journey. We will do this, for example by continuing to invest in new technologies such as the NPfIT to enable us to measure and compare ourselves against local and national competitors, thus encouraging innovation. Valued and Skilled Workforce This means investing in staff so that they are even better equipped and supported to provide excellent clinical and patient centred care. We will underpin this with greater involvement in planning and delivering our services, so that our staff feel valued and like genuine partners in the Trust’s success. We will provide enhanced training and development opportunities so that all staff can reach their full potential. This includes developing leaders and recognising and nurturing talent at all levels. We will value staff as individuals and look after their health and wellbeing. We will communicate well with staff and ensure our management systems are business like, professional and fit for purpose. Effective Partnerships This means being more outward facing as an organisation, developing strategic partnerships to maintain and grow our market share. We will encourage all our staff to work with our partners and commissioners in a professional and cooperative way. We will listen to partners and communicate effectively to work together to deliver safe and effective services to all of our patients. We will use the flexibilities that Foundation Trust status provides to develop our existing partnerships and exploit opportunities to develop new partnerships which support the delivery of our vision. The vital underpinning foundations are the enablers which need to be in place to support the aims. These are: • • • • Well Governed Financially viable Legally Constituted Upholding the values and principles of the NHS 3.5 Summary of our Strategic Objectives The table below sets out detailed objectives based on our strategic goals Strategic Goal - Provide and develop services that are efficient, cost effective and responsive to the needs of the people who use them Foundation 1 – Well Governed Objective Achieve FT status and ensure benefits and opportunities are fully exploited Monitored by Trust Board Owner Chief Executive Timescale 2009 onwards Success Criteria • authorisation as a FT in 2009 with full and continuing compliance with Monitors compliance framework progress on achievement of the benefits as detailed in the next section but including: greater autonomy from central control business culture facilitating growth board reports will include market development, key trends, risks and mitigation and forecasts flexible commercial approach to partnership working full realisation of the benefits of the membership and the governors’ assembly effective use of key performance indicators including Mental Health Intelligent Board. Risk • failure to achieve FT status failure to engage members • • • • • • • • Strategic Goal – To ensure a firm financial foundation underpins delivery of our vision Foundation 2 – Financially Viable Objective Fully implement the Finance Monitored by Finance & Performance Owner Director of Finance Timescale 2009 – 2013 Success Criteria Risk • achievement of year on year surpluses for • fitness of purpose of Strategy Committee • • • • reinvestment in patient care by achieving or exceeding our financial plans development and achievement of annual cost improvement programme alongside and as a result of service redesign and efficiency improvements implementation of SLR and SLM to facilitate effective management of business units and services. This will enable informed decisions on future service provision, marketing and expansion implementation of care clusters as a currency to support care pathways and effective contracting with commissioners. This will ensure prompt ,evidence based treatment and fair activity based contract income for the Trust Maintain a risk rating of 4 or above. • • • • finance functions financial support to business units failure to achieve a whole system approach failure to agree currency calculations with Commissioner s. possible loss of income from impact of tariff approach Strategic Goal – Optimise the benefits of being a membership organisation Foundation 3 – Legally Constituted Objective Through effective engagement of members ensure we optimise the benefits of being a membership organisation Monitored by Governors’ Assembly Owner Jane Fenwick Chair Timescale 2009 onwards Success Criteria • high level of involvement of members in service improvements high level involvement of members in strategic developments Risk • failure to engage effectively with members • Work with partners to Governors’ Jane Fenwick 2009 onwards • achievement of growth targets set • failure to “grow” a continuously grow a representative membership Assembly Chair • out in the Annual Plan evidence of representative membership • membership which is representativ e of the communities we serve Impact of requirement to obtain confirmation from “first application“ members of continuing membership Strategic Goal – Retain the confidence of patients, carers and commissioners by upholding the principles of the NHS Foundation 4 – Upholding the values & Principles of the NHS Value Compassion Respect and Dignity Commitment to the quality of care Improving lives Working together for patients Everyone Counts Impact We will make sure we take the time to listen and understand We will ensure people are treated as individuals, in environments where their dignity is maintained. By getting the basics right we will maintain and improve the quality of care We will strive to deliver continuous quality improvement, improving people’s health and well being. We will promote activities that make a positive impact on the “work life balance” of our staff We will work with partners across organisational boundaries to improve user and carer experience We will maintain clear focus on people as well as services Objective To ensure the Trust continues to live up to its values developed in consultation with staff Monitored by Trust Board Owner Chief Executive Timescale 2009-onwards Success Criteria Risk • • • values agreed and shared throughout the organisation behaviours and attitudes agreed and modelled by leaders culture of constantly checking personal and corporate compliance • failure to engage key stakeholder s failure of the organisatio n to effectively implement • • continuously improving results from patient and staff surveys agreed values Strategic Goal – Provide services that are safe, person centred, delivered in appropriate environments and sensitive to the needs of the individual. Aim 1 – Person Centred Care Objective Monitored by Clinical Effectiveness & Compliance Committee Finance & Performance Committee Information programme Board Owner Timescale Success Criteria Risk Work with patients and carers to enable them to make informed choices about their care Director of Nursing and Service Delivery 2009-2010 • • • • • • engagement of membership in service developments integrated care pathways established for all services all waiting times minimised, moving towards the “no waits” commitment in “Healthy Ambitions” single point of access working effectively range of early intervention services in place patients holding personal budgets for care carers’ and engagement strategies agreed by Board Growing useage/impact of Positive assets • impact of plurality and choice impact of personalisat ion agenda • • • Continue to develop and promote equality of access as part of the social inclusion agenda Trust Board Director of Nursing and Service Delivery 2009 onwards • service design reflects the needs of the people who access our services increasing numbers of patients in • capacity to deliver buy-in from partners • • employment • Ensure all patient environments offer safety, privacy and dignity Finance & Performance Committee Director of Nursing and Service Delivery 2009 -2011 patient survey results All patient environments maximise: • safety, as evidenced by reducing suicide and violence/aggression trends • range of beneficial recreational activities and choice of nutritious food prepared on site • modern well equipped premises that provide privacy and dignity with no mixed sex ward areas • compliance with Monitor targets/HCC standards • • failure to secure necessary capital funding failure to agree revenue adjustment to support service delivery Strategic Goal – Through the use of evidence based practice provide high quality services, to establish a reputation for exceptional standards of care Aim 2 – Clinical Excellence Objective Achieve the highest possible levels of service quality and clinical governance Monitored by Finance & Performance Committee Governance Committee Clinical Effectiveness & Compliance Committee Owner Medical Director Timescale Continuous process of improvement Success Criteria • attainment of “excellent” for both quality of services and use of resources in the Annual Healthcheck by 2010 achievement of NHSLA standards Meet the requirements of the new Care Quality • • Commission. • Production of quality accounts (CQUIN) active promotion of the NHS brand, placing the emphasis on “right care first time” quality provide care that is informed by local research and national evidence ability to publish quality accounts in line with Darzi recommendations Maintain and improve market share Successful development of care clusters as currencies. • • Work with commissioners to identify and measure outcomes from clinical interventions Governance Committee Trust Board Medical Director By April 2010 • • • Develop top quality teaching and research capability within the Trust to lead innovation Work with clinicians to implement NICE guidance effectively and within timescales Governance Committee Medical Director By April 2010 • • Governance Committee Medical Director 2009-onwards • • Trust has a reputation for innovation Increased research activity that results in business development opportunities. Clinicians have access to high quality clinical and non clinical evidence and best practice guidance and information. Reduction in SUIs and Near Misses due to improved sharing and understanding of best practice guidance and information. Strategic Goal – Be an excellent employer maximising the skills and talents of our staff with a workforce that feels valued Aim 3 – Valued & Skilled Workforce Objective Monitored Owner Timescale Success Criteria Risk by To develop an organisation that proactively pursues and champions equality and diversity throughout its services and workforce HR Committee Director of HR & Diversity Continuous process of improvement • compliance with Healthcare standards a workforce that is diverse and a culture that embraces the aims of this agenda key stakeholders engaged in impact assessments of policies, proposals and functions • failure to engage minority communities failure to secure engagement of key stakeholders • • • Full implementation of the workforce strategy resulting in a workforce that is: Productive Motivated Skilled Fit for purpose Value added and patient centred HR Committee Director of HR & Diversity 2009 - 2013 • sickness absence reduced from >7.0% to 4.5% or less by 2010 new Ways of Working embedded as a standard and all opportunities exploited throughout the Trust by 2010 • potential loss of key staff failure to provide appropriate training and development ineffective workforce plan failure to achieve positive cohesive organisational culture ineffective engagement with staff and staff side organisations • • • • • training and development clearly linked to Trust objectives (PDR) and competencies based on patient need ensuring a skilled, motivated and productive workforce talent management and succession planning successfully implemented to • • secure a ready supply of future leaders • effective engagement and consultation with staff as part of OD strategy implementation improving results from annual staff survey demonstrating further improvements in satisfaction with the Trust as employer with as positive impact on absence, turnover and patient care • Fully exploit and implement opportunities for New Ways of Working linked to service redesign and development and based on maximising the potential and productivity of our staff HR Committee Director of HR & Diversity 2009 - 2013 • implement the recommendation s from the Fitness for Purpose review for HQ and support services using Agility model in 2009 – 2009 resulting in improved efficiency and financial savings new roles demonstrably linked to service needs and developed using the capabilities of Agenda for Change workforce planning based on Creating Capable Teams approach linked to patient need enabling a productive and • failure to develop a flexible support service ineffective workforce plan inappropriate training and development • • • Develop capability and capacity for effective workforce planning HR Committee Director of HR & Diversity 2009 - 2009 • • Ineffective workforce plan unable to recruit and retain the right • responsive workforce • • OD strategy developed and implemented to drive effective change management and carry the support of staff through engagement and involvement staff ineffective engagement with staff and staff side organisations Strategic Goal – Use our positive reputation to position ourselves to secure opportunities to develop new and expand existing services Aim 4 – Effective Partnerships Objective Work with NHS East Riding of Yorkshire to improve funding and develop mental health and learning disability services locally Monitored by Finance & Performance Committee Owner Director of Nursing & Service Delivery Timescale Success Criteria 2009 - 2011 Risk • joint work with the PCT in developing a mental health strategy supported by planned investment full implementation of CRHT services in East Riding based on agreed LDP investment – home treatment services for people in crisis will improve patient care and avoid hospitalisation; and modernise and expand dementia services redesign mental health services inpatient provision to consolidate adult beds on one site, and older people’s beds provided from Maister lodge. This will improve patient safety, privacy and dignity and give added value for • failure to achieve stakeholder s “buy in” failure to secure full revenue costs from Commissio ners failure to agree a service model with key stakeholder s • • • • • money • good effective relationships with the new LINks extension to Aysgarth LD Unit2009 Development a single site for adult mental health services in Hull the above will vastly improve the patient environment , enable effective implementation of single point of access and secure economies of scale • failure to secure necessary capital funding failure to achieve successful planning permission failure to secure adjusted revenue to support environmen tal improveme nts failure to secure necessary capital funding failure to achieve successful planning permission failure to secure adjusted revenue to support environmen tal improveme nts Work with NHS Hull to develop safe modern facilities for mental health and learning disability inpatient care on a single site Finance & Performance Committee Director of Nursing & Service Delivery 2009 - 2013 • • • • • Work with the Specialist Commissioning Consortium to improve and develop the environment for forensic learning disability patients Finance & Performance Committee Director of Nursing & Service Delivery 2010 • reprovision, with 2 additional beds of County Unit to the newly extended Humber Centre this will centralise inpatient forensic services on the Willerby Hill site, dramatically improve the patient environment and provide potential for additional income generation • • • • Work with the Specialist Commissioning Consortium to develop new inpatient services for people with a personality disorder Project Board Director of Nursing & Service Delivery 2009 - 2011 • new 15 bed extension to the Humber Centre completed and fully operational giving: successful development of a major new service in the Trust • failure to secure necessary funding failure to recruit necessary staff failure to secure • • • • opportunities for additional income generation enhanced reputation of the Trust as a specialist service provider additional revenue • Develop capacity and capability to create and seize opportunities for expansion of existing services and development of new services Strategic Investment Committee Director of Performance & Planning 2009 onwards • marketing development capability in place and able both to respond effectively to new opportunities and to identify and create opportunities for new service developments, jointly with partners where beneficial • inability to recruit and retain the right staff failure to secure support of partners • Humber Mental Health Teaching NHS Trust Strategic Direction 2008 to 2013 1. Introduction This is a high level document which sets out the future direction of the Trust and its key goals and priorities over the 5 years to 2013, in the context of our agreed ambition, operating principles and strategic goals. Given the constantly changing NHS environment it will need to be refreshed on a regular basis. To ensure the strategic direction is converted into action, key service and supporting strategies (ie including finance, workforce, marketing and estates) are being developed. Each year an Annual Plan will be prepared giving detailed objectives and actions for the year ahead. This is supported by a performance framework which will secure the “golden thread” between broad objectives, through action plans to individual performance objectives for staff. In 2008 the strategic direction and its supporting strategies will be key to the development of an Integrated Business Plan (IBP) and the Trust’s application for Foundation Trust status. This Strategic Direction sets the scene for the development of a fit for purpose Foundation Trust with patient care as its core purpose, delivered by a skilled, motivated and increasingly entrepreneurial workforce. In partnership with the local health organisations we developed a set of care delivery principles to guide local commissioning and delivery. Our strategic goals are consistent with these principles which are as follows: • • • • • Reducing health inequalities across the populations Interventions to support individual wellbeing Care delivered in the right setting Appropriate access and choice for all Improved clinical outcomes, safety and governance Partnership working across agencies and sectors is recognised as the key to delivery of the local health and social care agenda. We are committed to working more closely with commissioners and other partners to secure improvements in the quality and scope of the services we are able to offer. 2. Ambition, Operating Principles and Strategic Goals The Trust Board has developed a statement of ambition and a set of operating principles, strategic goals and values which will form the context of the Trust’s purpose, vision, culture and objectives for the future. These are as follows: 2.1 • 2.2 • Statement of Ambition To improve the health and wellbeing of the communities we serve Operating Principles Ensure that the best interests of the people who use our services and their carers are our primary focus, placing them at the centre of all that we do Maintain and develop strong partnerships which support the delivery of our strategic goals and bring benefits to the communities we serve Devolve responsibility ensuring decisions are made at local level, with accountability upwards Our culture will promote team working and mutual respect, balancing rights and responsibilities We will celebrate success and learn from experience Deliver strong and visible leadership throughout the organisation Service delivery and development will be underpinned by sound financial management Strategic Goals • Through the use of evidence-based practice provide high quality services that are safe, person-centred, delivered in appropriate environments and sensitive to the needs of the individual • • • • • • 2.3 • Retain the confidence of service users, carers and commissioners by upholding the principles of the NHS Work with partners to continuously improve the quality of our services for the people who use them Be an excellent employer maximising the skills and talents of our staff with a workforce that feels valued Seize opportunities to develop new services and new ways of working helping us to retain our reputation as a local provider Provide and develop services that are efficient, cost effective and responsive to the needs of the people who use them • • • • 3. Values The Trust has adopted and adapted the core NHS principles to serve as its values, as follows: • The Trust will provide services based on equal access, free at the point of use, based on clinical need and not ability to pay We will help keep people healthy and work to reduce health inequalities We will work continuously to improve quality and safety We will strive for the most effective and sustainable use of resources We will treat every patient with dignity and respect We will shape our services around the needs and preferences of individual patients, their families and their carers We are committed to equality and non-discrimination We will support and value our staff We will work in partnership with others to ensure a seamless service for patients We will respect the confidentiality of individual patients and provide open access to information about services, treatment and performance • • • • • • • • • 4. Environment and Drivers for Change The Trust has undergone a number of significant changes since its inception in 1999. Currently a provider of mental health, learning disability and addictions services, the Trust has a turnover of around £80m, some 1900 staff and a local catchment population approaching 600,000 in Hull and the East Riding of Yorkshire. In 2007 the composition of the Trust Board changed dramatically with the appointment of a new Chairman, Chief Executive, and four new non executive directors. An organisational restructuring has been undertaken resulting in the creation of three Business Units, aligned in large part to commissioners of services, with responsibility for managing their own services, contracts and resources within the overall Trust envelope. Externally the environment in which the Trust operates is changing, with key influences exerted by: • • • • Ageing of the population and increased life expectancy Diversity and ethnicity issues Changing patterns of disease Growing consumerism and these are reflected in national health policies and initiatives which include: • • • • • • • • • • • Development of patient choice Improving patient and carer involvement Tackling social exclusion and discrimination Suicide prevention Development of personality disorder services Requirement for all Trusts to achieve Foundation status Development of Payment by Results The Connecting for Health programme 18 week target for referral to treatment Cleanliness and infection control requirements Darzi review In pursuing Foundation status the Trust Board has decide to secure maximum flexibility to provide a wider range of services in the future than the existing portfolio based on a typical mental health trust. The intentions and priorities set out in the next section also take account of the recently published Operating Framework for the NHS as well as our internal strengths and weaknesses, and external opportunities and threats (SWOT analysis) recently identified by the Trust Board. This is attached as Appendix 1. 5. Strategic Intentions and Priorities The following tables set out the Trust’s strategic intentions and priorities linked to the operating principles and strategic goals listed in section 2 above. Service strategies have been developed for all the Trust’s current services and these are attached as Appendix 2 Principle: Ensure that the best interests of the people who use our services and their carers are our primary focus, placing them at the centre of all that we do Goal: Through the use of evidence-based practice provide high quality services that are safe, person-centred, delivered in appropriate environments and sensitive to the needs of the individual Intentions and Priorities • • • • Continued compliance and improved performance on Annual Healthcheck Achievement of Risk Management Standards Level 1 through Level 3 Development of a carers’ strategy in line with the forthcoming national strategy Development and implementation of an estates strategy prioritising patient access, quality of the environment, privacy and dignity, and cost effectiveness Continued high level focus on cleanliness and infection control within all Trust environments Preparation for the extension of the 18 weeks referral to treatment target beyond the current GP to consultant scenario Development of strategies to empower patients through “choice, information and personalisation” • • • Principle: Maintain and develop strong partnerships which support the delivery of our strategic goals and bring benefits to the communities we serve Goals: Retain the confidence of service users, carers and commissioners by upholding the principles of the NHS. Work with partners to continuously improve the quality of our services for the people who use them Intentions and Priorities • Continue to develop the equality and diversity and social inclusion agendas with a particular emphasis on race equality and access to services for disadvantaged and vulnerable groups Develop the role of the Trust as a “good citizen” with better engagement with local communities and optimum involvement of a growing FT membership Develop effective continuing relationship with LINk ( replacing PPI forums) Develop and maintain excellent working relationships at a senior level with key partner organisations including GP commissioners, PCTs, SHA, local authorities and LSPs Work with local PCTs to secure improvements in crisis resolution and other key services in the East Riding; and to optimise the use of available resources in Hull • • • • Principle: Devolve accountability and responsibility ensuring decisions are made at a local level Goal; Be an excellent employer maximising the skills and talents of our staff with a workforce that feels valued Intentions and Priorities • • Progress recruitment of the Director of Human Resources and Diversity ensuring focus on key workforce and diversity agenda Optimise training opportunities for staff based on needs identified through the Knowledge and Skills Framework (KSF), the Trust mandatory training requirements and the skills escalator approach for the non-professionally qualified workforce Enable staff to work to their full potential through a structured programme of talent management and succession planning Ensure universal implementation of the PDR process Use the results of national and locally developed staff surveys to secure improvements for both staff and patients • • • Principles: Our culture will promote team working and mutual respect, balancing rights and responsibilities. We will celebrate success and learn from experience. Deliver strong and visible leadership throughout the organisation Goal: seize opportunities to develop new services and new ways of working helping us to retain our reputation as a local provider Intentions and Priorities • Continue to develop OD, change management and project management expertise in the Trust to maximise opportunities for service improvement and ensure effective corporate development Refresh and implement the marketing strategy with agreed targets for increasing market share and enabling exploration of new markets beyond the current Trust service portfolio and the potential for joint ventures with other sectors Instil and embed an entrepreneurial culture with recognition throughout the workforce that good patient care is increasingly dependent on this approach Fully exploit the existing national and new local opportunities for new roles and new ways of working, as part of the workforce strategy Develop systems, and culture to ensure lessons are learned from SUIs and that good practice is recognised, celebrated and disseminated Ensure leadership and Board development are given the priority required, on an ongoing basis, for a successful Foundation Trust • • • • • Principle: Service delivery and development will be underpinned by sound financial management Goal: Provide and develop services that are efficient, cost effective and responsive to the needs of the people who use them Intentions and Priorities • • Achieve Foundation Trust status and utilise the benefits of FT status to support successful implementation of this strategic direction Refresh the finance strategy ensuring identification and achievement of financial targets, annual CIP requirements, PbR and Service Line Reporting Develop a performance framework geared to clear roles and responsibilities, agreed KPIs and effective reporting and performance improvement arrangements Develop the Trust Annual Plan, taking forward this strategic direction and in the Monitor format setting out action plans for each year, with leads and timescales for each objective Prepare and implement a workforce strategy reflecting the key impact of workforce issues in everything we do as a Trust Prepare for the implementation of new model contract arrangements in 2009 in the context of PbR and the need to significantly improve data quality and information to support Trust business • • • • 6. Implementation The above programme represents a challenging agenda. As indicated a range of supporting strategies have been/are being developed to guide the implementation via the Annual Plan process. The Trust enjoys a good local reputation for service delivery and financial performance; effective implementation of this strategic direction is the key to continuing success into the future.