April 2013 - Royal Shrewsbury Hospitals NHS Trust

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Focus on . . . Putting Patients First: Our Vision and Strategic Priorities for 2013/14Financial StrengthBuilding a sustainablefutureOur plans for the futuremust be built on firmfoundations. We will build afinancially strongorganisation that can investin future services andinfrastructure whilstcontributing to the overallplans for a clinically andfinancially sustainablehealth community.This will enable us to be ahighly efficient,streamlined, productive NHSFoundation Trust that willconsistently deliver itspromises to ourcommunities.Building for our FutureWork is continuing on our state-of-the-art Women andChildren’s Unit, which is due to open at PRH in summer 2014as part of our efforts to ensure our services are sustainable.The unit will be for all women and children who need tostay in hospital overnight. It will include a children’soutpatient department, children’s assessment unit and anew children’s cancer and haematology unit. It will also befor women who require a consultant-led delivery and babieswho need special care. In addition, all gynaecology servicesthat require an overnight stay will take place here.A special ground breaking event was held in February tomark the start of work on the unit, including a symboliccutting of the ground.Work on the new unit began in December. It followed theopening of a new Surgical Assessment Unit and Surgical ShortStay ward at RSH last summer and the transfer of inpatientHead and Neck facilities to PRH in September.Cathy Smith, Head of Midwifery and Deputy Centre Chief ofJoseph wins our hard hat competitionA mid Wales pupil’s colourfuldesign has won our Hard Hatcompetition to mark the startof work on the new Womenand Children’s Unit.Joseph Dowle, aged 16 and apupil at Cedewain School, aspecial school in Newtown,entered the competition after itwas launched last year ahead ofbuilding work starting.Pupils from 14 schools acrossShropshire, Telford & Wrekin,and mid Wales decoratedbuilders’ hats based on thetheme of ‘keep fit and healthy’.Schools each put forward oneof their pupils’ designs andattendees were asked to helpchoose a winner at our groundbreaking event.Joseph was presented with a prize of £100 in book tokens for his schoollast month during a visit by Adrian Osborne, Communications Director(pictured with Joseph, his prize and the winning design) and membersof the Balfour Beatty team who are building the new unit.the Women and Children’s Centre said: “Thousands ofwomen and children over the years will benefit from thisfantastic new facility at PRH and improved services at RSH.”For the latest on the new unit visit www.sath.nhs.uk/futureor to get involved call 01743 261183.Pictured at the symbolic ground breaking event to mark the start of workon the new Women and Children’s Unit at PRH are (from left): Sister GinaPowell; from the Neonatal Unit at RSH; Health Care Assistant PathyHobbs; from the Children’s Wards at PRH; Cathy Smith, Head ofMidwifery and Deputy Centre Chief for the Women and Children’sCentre; and Staff Nurse Rachael Elson, from the Children’s Wards at PRH.“Together we can make a real difference” - improving our sustainabilityImproving our sustainability is an important part of being a Good Corporate Citizen, whichinvolves looking at how we can reduce any negative impact we have on theenvironment, take an active role in local sustainable development, improve health andreduce inequalities in health in the communities we serve through our day-to-dayactivities.This essentially means using the resources we have available to us in ways that benefit,rather than damage the social, economic and environmental conditions in which we live.Work is ongoing to ensure we improve our sustainability — and some of this can be found inlast month’s “green” edition of our Putting Patients First newsletter (pictured right),available from the intranet. Being a Good Corporate Citizen is about us all doing our bit toimprove our sustainability — if we are all involved we can make a real difference.Picture courtesy of The County Times6
Our Trust Operating Plan 2013/14 — cut-out and keep guideWe have workedwith patients,communities, staffand partnerorganisations toidentify fiveStrategic Priorities.These StrategicPriorities providethe focus for ourwork over thecoming years.For each StrategicPriority we’ve setout OperationalObjectives for2013/14.Our OperationalObjectives are thespecific actionsthat we will takethis year to deliverour StrategicPriorities andachieve our Vision.Quality and SafetyProviding the best clinicaloutcomes, patient safetyand patient experienceHealthcare StandardsDelivering consistentlyhigh performancehealthcare standardsPeople andInnovationStriving for excellencethrough people andinnovationCommunity andPartnershipImproving the health andwellbeing of our communitythrough partnershipFinancial StrengthBuilding asustainable futureWhat areourOperationalObjectivesin 2013/14?QS1 Reduce avoidable deathsQS2 Improve the nutritional status of patients and hydration and fluid managementQS3 Enhance communication and information for all patients and their carersQS4 Eradicate all avoidable grade 3 and 4 pressure ulcersQS5 Reduce the number of RIDDOR reportable fallsQS6 Develop plans to extend 7 day workingQS7 Achieve all CQUIN targets and PROMs to improve safety and patient experienceQS8 Develop a long-term clinical services site strategy and wider health strategy for the optimalconfiguration of acute, community and primary care servicesQS9 Focus on improving clinical outcomes particularly for stroke and fractured neck of femurHS1 Ensure bed capacity meets demand supported through wider health partnership solutionsHS2 Improving the timely flow of patients from admission to dischargeHS3 Deliver all key performance targetsHS4 Embed and enhance new booking and scheduling arrangementsPI1 Implement a Staff Engagement Framework that improves employment experience and reducesabsence to less than 4%PI2 Embed Employment Basics contract, pay and policyPI3 Increase workforce flexibility through new roles and working practicesPI4 Build leadership and management capabilityPI5 Deliver benefits for patients from Academic Health Sciences Network, High Impact Interventionsand research and developmentCP1 Develop an integrated service strategy in conjunction with all health and social care partnersCP2 Embed the Frail & Complex serviceCP3 Deliver the benefits for patients through the implementation of RAID service (RapidAssessment Integrated Discharge) and dementia practiceCP4 Progress Telehealth initiatives in line with commissioner’s strategiesCP5 Deliver priority health and wellbeing initiativesCP6 Achieve sustained improvement in trust, confidence, reputation, customer service and public/community engagementFS1 Deliver our milestones to achieve FT statusFS2 Deliver milestones within the Women and Children’s services reconfiguration planFS3 Deliver a financial surplus of £1.2mFS4 Deliver Trust’s 5% implied efficiency target and support delivery of joint QIPPFS5 Develop an investment strategy to secure funds to modernise Trust estates and infrastructureFS6 Address liquidity issuesFS7 Produce strategy for integrated clinical & patient information systems & associated ITFS8 Complete Pathology reconfiguration and Central Sterile Services Department (CSSD) tenderexerciseFS9 Develop environmental and sustainability through Good Corporate Citizen progressOur Vision for Putting Patients First: To ensure that the interests of our patients, and providing the best possible care to them, are at the heart of everything we do.The Shrewsbury and Telford Hospital NHS Trust, April 2013
Page 2 and 3: Thank YouPeter Herring, Chief Execu
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Page 12: Celebrating our StaffNHS Winter Her

April 2013 - Royal Shrewsbury Hospitals NHS Trust

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