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North Bristol NHS Trust Strategy 2016-2021

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North Bristol NHS Trust Strategy 2016-2021 North Bristol NHS Trust Strategy 2016-2021 Contents 1 Executive summary 04 2 Introduction 06 3 Our values and vision 08 4 Strategic themes 10 5 Next steps and delivery plan 20 6 Conclusion 22 7 Appendix A: North Bristol NHS Trust today 24 8 Appendix B: The challenges we face 30 1 | Executive summary North Bristol NHS Trust Achieving our vision to provide This strategy has been the high quality care that we developed for the period 2016 - is a provider of local aspire to within the resources 2021 to provide focus and clarity hospital services and available is an increasing of direction for our organisation complex specialist care challenge. By improving patient and its stakeholders. It takes flow, maximising productivity, into account detailed analysis for a large population using resources including our of the Trust, activity, quality, in the South West of workforce wisely, and sharing performance, outcomes, England. Employing over best practice across the Trust, opportunities and challenges, our finances will be sustainable and is informed by clinician, 8,000 highly skilled and and we will meet the national staff and patient views. caring staff, we aim to standards for operational The detail of this analysis is performance in the coming described in appendices A & B: deliver excellent clinical years. The aims described in The eight strategic themes that outcomes and a great this strategy are designed to will form the basis of our plans create an organisation in which experience for all service over the next five years are: the necessary savings and users: exceptional efficiencies are delivered to 1) Change how we deliver healthcare, personally enable us to do more with the services to generate delivered. resources already available. affordable capacity to meet the demands of the future We will take a leading We are one of the largest role and work with health 2) Be one of the safest trusts hospital trusts in the UK and and social care partners to in the UK treat some of the most difficult develop and implement 3) Treat patients as partners medical conditions, in an a Sustainability and in their care increasingly complex patient Transformation plan for the 4) Create an exceptional population. Bristol, North Somerset and workforce for the future We ended the 2015/16 financial South Gloucestershire area. 5) Devolve decision making and year with a £51.6m budget This will improve the lives of empower clinical staff to lead deficit, against a planned deficit residents by ensuring their of £26m. This adverse position healthcare needs are met as 6) Maximise the use of was mainly due to increased mandated in the NHS England technology so that the right use of temporary staff and Five Year Forward View. We information is available for lower than expected income, in will also work with specialist the key decisions part resulting from difficulties commissioners and networks of local providers to ensure 7) Enhance patient care through managing the amount of work research to do through our hospital high quality delivery of the beds. In 2016/17, and in the specialist services for which we 8) Play our part in delivering a years ahead, we aim to reduce have a wider responsibility to successful health and our deficit year on year and the population of the South care system return to a position of financial West of England stability. 4 We are committed to During 2016/17 the Trust maintaining a culture of will produce a set of enabling openness, transparency and supporting strategies and candour in all we do including Quality, Research, and especially in the way Information Management and we communicate with our Technology, Workforce, Estates patients and their families. In and Facilities, Communications consultation with staff, the and Stakeholder strategies. Trust developed a set of values These will provide more detail that represent what we stand and support delivery of the for and these will underpin overall strategy. the way we deliver the vision This strategy sets out a vision through our strategic themes. for the future and the themes Our values are: for work streams that will ensure the vision is realised. • Putting patients first Through this work: • Working well together • Striving for excellence • Recognising the person The Board of Directors at North Bristol NHS Trust is committed “We will realise the to creating a strong, vibrant organisation which is at the great potential of our forefront of healthcare delivery in the West of England. The organisation by Trust Management Team is empowering our responsible for delivering the strategic vision. Each year, the skilled and caring Trust and Directorate business plans will detail actions that staff to deliver will specify how the strategic themes will be progressed. high-quality, financially Implementation of the business sustainable services in state-of-the-art plans is overseen by the Trust Management Team and the facilities. Clinical outcomes will Board. be excellent and with a spirit of Progress on implementation of the strategic themes will be openness and candour we will ensure an reported annually to the Board. outstanding experience for our patients.” 5 2 | Introduction North Bristol NHS Trust This strategy has been We also provide high quality developed for the period 2016- specialist care for some of the is a centre of excellence 2021 to provide focus and clarity sickest patients in the region. for healthcare in the of direction for the organisation We work in partnership with South West and one and its stakeholders. It sets University Hospitals Bristol out a vision for the future and NHS Foundation Trust and of the largest hospital the strategic themes that will following a number of transfers trusts in the UK. The ensure that vision is realised. and mergers of clinical services The Trust strategy aims to between the two Trusts we environment and deliver a successful, sustainable both now provide coherent, context in which it and resilient organisation, high quality specialist services provides services is playing a full part in an at scale for the South West effective health and care region. We also work closely changing rapidly. This system. with other hospital providers strategy will ensure that in the delivery of networked we continue to provide The successful opening of care, for example hosting the the Brunel building on the Severn Network Major Trauma a high quality service Southmead Hospital site in May Centre, the South West Major to patients within an 2014 completed an important Arterial Centre, the South West phase of the long term Trust Burns Network and South West increasingly complex strategy. The new hospital Neuromuscular Network. environment whilst building has resulted in a Having worked hard to deliver transformative improvement also contributing to the a safe transfer in to the to infrastructure for services. new hospital infrastructure, health of the population Starting with two medium we recognise that the sized and separate hospitals in that we serve and the performance, quality and the north of Bristol and South wellbeing of our staff. financial sustainability of our Gloucestershire, the Bristol service delivery is not yet at the Health Services plan created a standard that we would expect. single Acute Trust, which has This was demonstrated in the merged the two hospitals on to reports of the Care Quality a single site. This has maximised Commission hospital inspections the opportunity for realising in 2014 and 2015 which the benefits of size and inter- assessed the Trust as ‘requires dependency of services. improvement’. North Bristol NHS Trust provides general hospital services for the local populations of South Gloucestershire, Bristol and North Somerset. 6 This strategy and the Trust’s The NHS as a whole, including We will ensure that the views improvement work must North Bristol NHS Trust, is facing of key stakeholders, including address its financial position increasing pressure to deliver the local population inform and the delays in accessing its more with less. Our plans based the implementation plans to services, as well as continuing to on our strategic themes must enable delivery of the strategy. develop the highest standards deliver a sustainable, recurrent The Trust Board will monitor of patient care so that we financial surplus. Implementing and evaluate implementation deliver excellent outcomes and our strategy will ensure that we of the Trust strategy through a patient and carer experience make more efficient use of the the setting of objectives with that we can be proud of. The resources available to maximise key performance indicators and strategy has been developed benefit of our resources for outcome measures agreed on following detailed analysis of patient care and identify where an annual basis. The strategic the Trust taking into account cost savings can be made. themes will be reviewed each activity, quality, performance, year to ensure they reflect an outcomes, clinician, staff and The overarching strategy will appropriate direction of travel patient views. It takes a fresh be supported by enabling as the environment in which we look at our organisation, at and supporting strategies work and the population we the opportunities available, including Quality, Research serve continuously evolves. the challenges that can be and Development, Information foreseen, and at our strengths Management and Technology, and weaknesses. The detailed Workforce, Estates and analysis can be found in Facilities, Communications appendices A & B of this and Stakeholder strategies. document. The Trust strategy aims to deliver a successful, sustainable and resilient organisation, playing a full part in an effective health and care system. 7 3 | Our values and vision 3.1 Trust Values During 2012, in consultation with staff, the Trust developed a description of our underlying values that represent what we stand for. We know that embedding these shared values in everything we do will increase staff engagement, improve outcomes and create a positive experience for patients.
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