Our five year strategy

Our Strategy 2025–2030

We want our patients, staff and the public to be proud of our hospitals and the care and support we deliver.

For our staff and our communities, we want their hospitals to be recognised as a place to receive high-quality care and support.

We also want to support primary care and help shape the future development of neighbourhood health services, with a focus on long-term conditions and frailty.

In developing the strategy, staff and communities told us what matters most to them:

• What we do is shaped by feedback from patients, staff and our communities.
• We are known as a good place to work and receive care.
• We provide good care which is safe, effective, inclusive and responsive.
• We get the basics right by doing the simple things well and consistently.
• We live within our means and deliver value for money in everything we do.
• We work together to improve our estates and facilities, providing a good place to work and receive care in the future.
• We deliver our core acute and specialist services well and support wider health and care provision.
• We work in a joined-up way to support people to get care more locally where needed and in hospital when necessary
• We build on our research and innovation to find the care for tomorrow's generation.
• Our digital systems are easy to use and connect patients to better manage their own health.

Our Strategic Aims

These are our four strategic aims to support our vision.

• Patient experience and voice - What we do is shaped by feedback from patients, carers and our communities.
• People, culture and leadership - Making our Trust somewhere everyone is proud of and would recommend as a place to work and receive care
• Quality, safety and delivery - Provide good care which is safe, effective, inclusive and responsive
• Digital first - Helping patients and staff work together using technology and new ideas to make care better

Our Golden Threads

We have identified four golden threads that run through our strategy and all that we do.

• Health inequalities - Working with our communities to prevent illness and tackle health gaps
• Continuous improvement - Involving staff and patients to make innovation and improvement happen
• Brilliant basics - Simple actions that, when done well and consistently, make a difference to patients and staff
• Green sustainability - Our actions must be green, fair, and affordable

Our Enablers of Success

There are four key strategic enablers that are central to delivering our strategy, working alongside our other priorities and day-to-day activities.

• Living within our means - We live within our means and deliver value for money in everything we do
• Estates and facilities - Improve our estates and facilities, providing a good place to work and receive care in to the future
• Research and innovation - We build on our research and innovation to find the care for tomorrow’s generation
• Partnerships with purpose - Work in a joined-up way to support people to get the care they need