Our Strategy 2019/2024 - "Creating a Great Place to Work and A Great Place to be cared for" - University Hospitals of Morecambe Bay NHS ...
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Our Strategy 2019/2024 “Creating a Great Place to Work and A Great Place to be cared for”
As part of making University Hospitals of Morecambe
Bay NHS Foundation Trust a Great Place to Work we
Foreword are creating a Great Place to Learn….”
In the year of its 70th anniversary
the NHS stands at the beginning
of another period of change and
transformation. The challenges we
face are well documented; a growing
population with people living longer,
increasing demand for health and care
services, increasing numbers of frail,
elderly patients, workforce challenges
and the continued demands to deliver
greater improvements in productivity
and efficiency.
These are the challenges that face us
in Morecambe Bay and, alongside
our Bay Health and Care Partners and
along with fantastic support from our
communities we have worked hard,
together to deliver real improvements
in quality, safety and experience over
recent years – resulting in our most
recent CQC inspection giving our Trust a rating of “Good”
overall and “Outstanding” for the care we provide. Something
all of our incredible colleagues have played a huge role in
delivering and we should all be immensely proud of.
Building on our hard work, now is the time to look at our future
and develop a refresh of our strategy. There is the obvious link
with the work being done nationally on the NHS Long Term
Plan – the themes of which will be reflected here- but there is
also a need for us to re-group, reflect on what we’ve achieved
together so far, re-energise and agree what we want to focus
on in this next chapter of our improvement journey. After a
number of discussions with colleagues and our partners in
recent months it is clear there is a real commitment to continue
our work on improving the quality of care we provide and to
continue our approach to this work – close partnerships with
our communities and colleagues across all organisations in
the Bay. But what has also come out of those conversations is
a real desire to push on…..to explore further opportunities to
maximise that partnership approach and to really deliver on our
ambitions to make the services we provide in Morecambe Bay
to be the best they can be.
It is in this context that this strategy has been developed – not
necessarily new, more a recommitment to put our patients and
our communities at the heart of what we do, to continue to
work in and create strong partnerships, to have an unrelenting
focus on improving the quality and safety of our services, to
deliver our ambition to be as productive and efficient as we
can be and to have the experience of our colleagues and our
patients as the most important measures of our progress. It is
the delivery of this strategy, and the behaviours and values that
underpin it that will ensure Morecambe Bay is a great place to
work……and a great place to be cared for.
Aaron Cummins, Chief Executive
Ian Johnson, Chair
Page 2 | University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) | Our Strategy 2019/2024
FOREWORD
“I’ve learnt a lot from my
mentors and all the staff, and
Contents
experienced a really wide variety
The Key To Our Strategy 4
of different things while on the
wards.” Introduction 6
Abbie Roberts – Student Childrens Nurse Patients 8
People 10
Partnerships 12
Progress 14
Performance 16
“I’ve really enjoyed my time here
and lots of new things. Everyone
has been so lovely, and it’s a
really enjoyable experience.”
Yasmine Si Mohammed – 1st year student nurse
“All of the staff here are
approachable and friendly and
willing to teach, and I feel that
it’s a really supportive learning
environment.”
Emmanuella Adu-Peprah – 4th year medical
student
“Creating a Great Place to Work and A Great Place to be cared for” | Page 3
The key to
our strategy
Our Vision
We will consistently provide the highest possible standards of compassionate care
and the very best patient and colleague experience. We will listen to and involve
our patients, service users, colleagues and partners.
Our Values
Our values are central to our strategy. They have been We have come a long way in the last five years, however there
designed by our staff, members, governors and volunteers is still much to do. We will be able to achieve our goals by
and we are extremely proud of them. Underpinning everything working in partnership with others to get there. We believe
is our behavioural standards, which is our staff defining how we are stronger with our partners. We’ve constructed our
we should all behave as we create a great place to work and strategy around each value to help everyone to see at a
a great place to be cared for. glance how they can make a difference.
Trust Core Values – the 5 Ps
1. Patients 2. People 3. Partnerships 4. Progress 5. Performance
3 Our
commitment to continuous improvement in quality, safety and
1. Patients
outcomes remains the foundation of this next phase in our journey. We
will develop and implement a Quality Improvement strategy to work with
partners to reduce harm, mortality and unwarranted variation across all of
our services.
3 Feedback
from our patients will be the most important measure of our
progress. We will develop a Patient Experience strategy that will focus on
creating a great place to be cared for, including a particular focus on our
environment.
3 We
will develop an approach to engagement, co-design and learning with
our patients and communities that is truly inclusive and will become the
way in which services are developed and improved in Morecambe Bay.
3 O
ur Behavioural Standards Framework (BSF) remains the fabric of the culture
2. People
we are developing across the Trust. This strategy has the behaviours and
values on which it is based running through each chapter.
3 W
e are making a commitment to create a great place to work for all
colleagues across Morecambe Bay – with a particular focus on looking
to eradicate bullying and harassment. We will be developing a Colleague
Experience strategy together to bring to life that ambition.
3 W
e will create a workforce that is fit for now and for in the future. Our
Workforce Strategy expands on our innovative approach to recruitment,
retention and development and has a real focus on talent management,
succession planning and leadership development at every level of our system.
3 W
e will create supportive career frameworks and opportunities through
innovative apprenticeships, continuing personal development, including
training opportunities, lifelong learning and a talent management approach.
Page 4 | University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) | Our Strategy 2019/2024
THE KEY TO OUR STRATEGY
3 Working
together with partners across Morecambe Bay and beyond has
3. Partnerships
been a critical part of our improvement journey to date – and partnership
working will be our key strategic approach in this next phase.
3 We
will make integration more than just a word – integrated care
and the development of our Integrated Care Communities will drive
improvements in the quality, efficiency and experience of our patients. To
this end we will strengthen our partnerships with Primary Care, Mental
Health, Social Care and Community teams to deliver truly seamless care.
3 We
will also be refreshing and prioritising partnerships with General
Practice and primary care, higher education in Lancashire and Cumbria,
charitable/voluntary/faith sectors and industry as we recognise the
reciprocal contribution we and our diverse range of partners can make to
improving the health and care of the communities we serve.
3 We
will work with our partners to maximise our commercial and income
generation potential.
3 Our
recent history has focused on really getting the basics right – we
4. Progress
want to retain these foundations and really use this next phase to begin
to expand our approach to innovation, improvement and development by
maximising the “U” in UHMBT!
3 We
will develop a Research and Innovation Strategy to promote research,
recruitment and access to high quality clinical trials for our population
whilst expanding our reputation for excellence in education and training.
3 With
Lancaster University as a core partner we will be looking to maximise
the opportunity that the creation of the Health Innovation Campus in 2020
will create – in particular the connections with industry and the work we
are leading to improve population health across Morecambe Bay.
3 We
will build on the platform of our recently developed Electronic Patient
Record (EPR) to design our Digital Strategy – this will be key to integrating
services, promoting self-care and improving both colleague and patient
experience.
3 The
continual improvement of all services remains essential, but we will
pay particular attention to the further development of : Children and young
people’s services, Mental Health and Young People’s Services.
3 W
e recognise performance is more than just delivering “targets” –
5. Performance
how long our patients have to wait for urgent care, elective treatment
or diagnosis and assessment are key measures of quality, safety
and experience. Our strategy states our commitment to delivering
constitutional standards and links clearly with our commitment to
improvement, innovation and workforce development in particular.
3 W
hilst it is clear there are issues underpinning the Trust’s current
financial position - relating to our geography and the necessity to
duplicate some services- it is equally clear there is more we can do to
improve our financial performance. We will work to improve our financial
position through our focus on improving quality, reducing unwarranted
variation and working with system partners to redesign services like
Outpatients and management of long-term conditions.
3 W
e will be working with Bay Health and Care Partners to maximise the
power of the partnership in relation to improving performance through
the development of live performance dashboards, a system-wide
performance management framework and cross organisational support.
All of this work is underpinned by our behavioural standards framework, which was created by our colleagues, for each other,
so everyone is clear about the behaviours they expect and don’t expect at work.
“Creating a Great Place to Work and A Great Place to be cared for” | Page 5
Introduction
University Hospitals of Morecambe Bay NHS Foundation
Trust (UHMBT) provides good quality, safe and effective acute
and community care to the population of north Lancashire,
south Cumbria and beyond.
Our Vision:
We will consistently provide the highest
possible standards of compassionate
care and the very best patient and
colleague experience. We will listen to
and involve our patients, service users,
colleagues and partners.
Our Trust, which operates Furness General Hospital in
Barrow, Royal Lancaster Infirmary in Lancaster, Westmorland
General Hospital in Kendal, Millom hospital in Millom, health
centres in Ulverston and Morecambe and a number of
The figures below gives a simple overview of the care our
community facilities, was established as an NHS Trust in
Trust delivered during 2017/18.
1998 and became a Foundation Trust in 2010. We employ
more than 6,500 colleagues, have 700 hospital and 73
community beds, and provide a range of services to a
Trust activity in 2017/18:
population of approximately 370,000 people. These services
Number of people cared for in
88,507
include Community services, A&E, Urgent Care Treatment
centres, general surgery, maternity, outpatients, therapies and our A&E department &
children’s health. Urgent Care Treatment Centre
The Trust is also a founding member of Bay Health and Care
Number of operations
22,379
Partners (BHCP). Established in 2014, the partnership was set
up to improve health and care services across Morecambe
and day case
Bay through its clinical model – Better Care Together and procedures performed
includes Morecambe Bay CCG, Cumbria Partnership
Foundation Trust, Lancashire Care Foundation Trust, GP Attendances in
495,324
Federations and both Lancashire and Cumbria Councils and our outpatient
North West Ambulance Service NHS Trust.
clinics
UHMBT colleagues continually work towards providing the
Requests for medical
281,774
safest and highest quality care possible and are now regularly
recognised for their work and achievements. Our Trust is imaging (such as
consistently named as one of the best employers in the X-rays and MRIs)
NHS, is one of a few acute and community Trusts in England
to have a ‘Good’ overall rating and rated “Outstanding” for Number of births Number of
2,957 70,912
care by the Care Quality Commission (CQC), and achieved
GP referrals
the best results of all NHS organisations in the 2018 national
received
Inclusive Companies Awards. UHMBT also has formal
partnerships with both Lancaster University – in which we
£370m
work with the medical school and research teams to further
the education, training and development of our future Our financial
workforce – and the University of Cumbria in the development turnover
of our Nurse apprenticeship scheme.
Page 6 | University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) | Our Strategy 2019/2024
INTRODUCTION
Our existing strategy was developed in 2014 and was Within the strategy the 5 key
based on a commitment to improving the quality and
safety of our services, responding to the significant issues priorities are:
highlighted in the Kirkup report and CQC inspections at
that time, a focus on working with our communities to build Our Patients
better relationships and a recognition that our colleagues Our patients will be treated with
and partners were fundamental if we were to deliver our compassion, dignity and respect; patient
ambitions. experience is our most important measure
of achievement.
To a significant extent, many of our ambitions have been
achieved and real progress has been made across a number
of areas over the last 5 years; the quality and safety of our Our People
services, patient outcomes, colleague and patient feedback, Our colleagues (employees and volunteers)
CQC ratings, Vanguard recognition for our integrated are the ones who make the difference;
partnership work and the relationships we have built with our colleagues understand and share our values
communities have all improved.
and this is reflected in everything they do.
This improvement is entirely down to the dedication,
commitment, values and hard work of our colleagues, Making Progress
communities and partners and it is this partnership Our progress will be improved through
approach that will continue to underpin this next phase in innovation, education, research and
our improvement journey which is reflected in this strategy. technology to meet the challenges of
the future.
The 5 defined priorities contained in the strategy are the
same, values based priorities we developed together in 2014
– they have been refreshed with our colleagues to reflect In Partnership
our changing environment and the challenges we now face. Our partnerships make us stronger; by
Staffing shortages, poor colleague experience (bullying and investing in them, we will deliver the best
incivility) financial challenges, operational pressures and possible care to our communities.
a growing demand for our services – this strategy is our
approach to continuing to improve and to address these
issues together and continue to work towards our vision.
Improving Performance
Our performance drives our organisation.
Providing consistently safe, high quality
patient-centred care is how we define
ourselves and our success.
Please take the time to read our strategy, to reflect on it
in relation to your own work, experience of your care, or
future decisions and to use it to guide your contribution to
our progress over the years ahead.
Page 7
Patients
Our patients will be treated with
compassion, dignity and respect;
patient experience is our most
important measure of achievement.
The aim of this strategy is to ensure that all patients,
their families, carers and visitors have a positive
experience in our care, ensuring their physical
and emotional needs and expectations are met or
exceeded. This approach will be achieved by working
in partnership to shape and develop our services with
a fundamental goal of delivering a consistently positive
experience.
To support this we will:
3 evelop and implement a process for engaging
D
meaningfully with patients, carers, front line staff, and
stakeholders
3 trengthen the emphasis on using data and intelligence
S
from patient, carer and citizen feedback and engagement
to inform improvement
3 ork with our Bay Health and Care partners to ensure
W
that patient, carer and citizen engagement is the keystone
for informing how we develop future services
3 ake the Behavioural Standards Framework integral to
M
the working life of all staff, to help us to inspire, develop
and support every staff member to live the values for
every patient, every colleague, and every day
3 emonstrate clear alignment to key strategies including
D
the Quality and Safety strategy and the Trust Inclusion
and Diversity strategy
3 ecure strong and effective relationships with regulators,
S
charitable, voluntary and faith and no faith organisations
3 tilise Experience Based Design and “Always Events”
U
methodology as a framework for meaningful engagement
Page 8 | University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) | Our Strategy 2019/2024
TRUST VALUE: PATIENTS
An example of how our team have listened to
patient and carer needs and worked together to
make things better is outlined below:
ALBERT’S CAMPAIGN: MONITORING OUR PROGRESS WILL
INCLUDE:
Following on from a
complaints meeting Reviewing and responding to:
with a patient and their 3
Feedback from multiple routes for patients,
family it was identified including those with diverse needs
that whilst in our
3 eedback from listening events by our Care
F
care for an unrelated
Groups to inform positive changes
reason the patient had
developed an Acute 3 eedback from patient questionnaires and
F
Kidney Injury (AKI). feedback e.g. Friends and Family Test, annual
patient surveys, feedback from patient advice
With the agreement and
and liaison team, formal and informal complaints
support of the family we
and compliments
began our journey for a
quality improvement to 3 eedback from patient/carer networks on quality
F
eliminate avoidable AKIs. of information and response to complaints and
We have named this project ‘Albert’s Campaign’. concerns to ensure that these are addressed in a
way that satisfies the patient/carers
The family shared the on-going impact of ‘Albert’s
harms’ whilst in our care. This has been recorded 3 Feedback and comments on social media
for sharing with staff to ensure we engage staff 3 Feedback identified during Trust quality reviews
fully in the learning. A multidisciplinary team
on a number of wards including Trauma and 3 sing patient feedback effectively and
U
systematically for quality improvement and
Orthopaedic and rehabilitation are working on
organisational learning.
a project to look at using coloured jug lids to
identify those patients at risk of dehydration. Each MEASURING OUR ACHIEVEMENT WILL
morning our support workers give each patient INCLUDE:
a jug with a red lid. At defined intervals during
3 he implementation of the UHMBT Patient
T
the day the jugs are checked. When a patient has
Experience Network as a forum for open
emptied their jug it will be replaced with the next
discussion and engagement.
colour lid; red, amber and then green. At a point
in the afternoon any patient who still has a red 3 ead governor to act as sponsor for each
L
lid remaining will be flagged to the appropriate listening event and subsequent change
programme
registered nurse and doctor.
3 vidence of the regular use of patient narrative/
E
stories to inform improvement at all Trust
SUPPORTING FAMILIES IN VIGIL WITH meetings Results of national and local surveys
COMFORT BAGS:
3 Include patients and carers in all aspects of
service review, design and improvement
3 un a number of listening events focusing on the
R
areas of most vulnerability e.g. those with autism,
learning disability and mental health needs
3 systematic and consistent approach to
A
analysing patient feedback including triangulation
3 ontinuously review and improve quality of
C
information and response to complaints and
incidents to ensure responses satisfy the patient/
The Duddon Trefoil Guild and local Girl Guiding Groups are carers
providing lovely homemade fabric bags containing items such 3 eporting and assurance via the Equality of
R
as soap; a toothbrush; comb; shower gel; deodorant etc. for Access to Health Network, through to Quality
families/friends that are at the bedside for long periods and Assurance Committee
need to freshen up. These often contain a personal message
from the person who made them.
“Creating a Great Place to Work and A Great Place to be cared for” | Page 9
People
Our colleagues (employees and
volunteers) are the ones who make the
difference; colleagues understand and
share our values and this is reflected in
everything they do.
There is a very simple philosophy behind our colleague
approach and leadership ethos – treat colleagues
well, look after them, nurture them and support their
health & wellbeing. Our ambition is to create a culture
of joy, kindness and inclusion that will enable those
colleagues to flourish, ensuring the highest levels of
compassionate care are consistently provided to our
patients and service users each and every day.
To support this we will:
3 Ensure
that colleague experience at UHMB continually 3 reate supportive career frameworks and opportunities
C
improves through the development and delivery of a through innovative apprenticeships, continuing personal
Colleague Experience Strategy to create a Great Place development, including training opportunities, lifelong
to Work learning and a talent management approach
3 tilise our Behavioural Standards Framework as the
U 3 ork with partner organisations to develop new ways of
W
basis for the Colleague Experience Strategy, bringing working and fully utilise their capabilities
about a culture of culture of joy, kindness and inclusion
3 Include colleagues in service review, design and
3 ontinue with our commitment to Quality Improvement,
C improvement – providing colleagues the opportunity to
empowering our colleagues to continuously improve influence how their services can improve patient experience
patient quality, experience and performance and care
3 nsure that inclusion and diversity is at the heart of
E 3 evelop approaches to ensure that the contribution of
D
our approach, maximising the potential of the Trust’s teams and individuals are recognised, valued and rewarded
various diversity networks and ensuring effortlessly
3 evelop effective tools for the contemporaneous capture
D
inclusive employment practice
and reporting of how it feels to work at UHMB
3 ocus on further developing our colleague health and
F
3 nsuring that our leaders are equipped with the right
E
wellbeing approach, ensuring colleagues are happy,
competencies, skills, ethos and tools to create and lead a
healthy and safe at work through a focus on physical
positive employment culture
and mental wellbeing, prevention and population health
3 improving working environments as a core component of
3 liminate bullying & harassment through a Chief
E
our Estates strategy
Executive led approach, with a focus on rapid-
response, civility and early intervention
Page 10 | University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) | Our Strategy 2019/2024TRUST VALUE: PEOPLE
The intention is that, like the BSF, the colleague
experience strategy will become part of the
collective fabric of the trust, a culture of joy,
kindness and inclusion that makes the trust a
truly great place to work and become part of
what we do every day at UHMB.
DEVELOPMENT OF A COLLEAGUE EXPERIENCE
STRATEGY
The Colleague
Experience Strategy,
like the Behavioural
Standards Framework
(BSF), will be developed
in partnership with
our colleagues,
by colleagues, for
colleagues. It will vision
a culture where the best
colleague experience
leads to improved
MONITORING OUR PROGRESS WILL
patient experience, INCLUDE:
underpinning the delivery of our performance
and quality aspirations. We will build on the Reviewing and responding to:
expectations set out within the BSF, taking further 3 eedback from Big Conversations and other
F
feedback from colleagues on what they want their Colleague Engagement frameworks, ensuring that
experience at work to be, what matters most to we are hearing what matters most to our colleagues
them and how they want to be at work. and responding to this
3 eedback from colleagues provided through
F
The Colleague national and local surveys, identifying themes and
developing actions plans to improve employee
Experience strategy
experience
will be incorporated
3 eedback from exit and entry interviews, utilising
F
throughout the
feedback to continuously improve colleague
employee lifecycle,
3 alanced score-cards, highlighting areas for focused
B
from values-based
attention and/or intervention
recruitment and
3 ocal intelligence provided through our Trade
L
induction, and
Unions, Staff Governors and Professional
through annual cycles Associations
of performance &
development review/
MEASURING OUR ACHIEVEMENT WILL
appraisal. The approach
INCLUDE:
will be fundamental to setting out how we work
3 eople Metrics, setting out both experience and
P
together, valuing one another’s contribution
performance measures
whilst recognising and appreciating each other’s
3 eporting and assurance via the Workforce
R
differences.
Assurance Committee
3 esults of national and local surveys to demonstrate
R
continuous improvement
“Creating a Great Place to Work and A Great Place to be cared for” | Page 11Partnerships
Our partnerships make us stronger; by
investing in them, we will deliver the
best possible care to our communities.
Working in partnership has been a fundamental
part of our improvement journey so far and
will continue to underpin all of our work as we
continue that journey.
The relationships and partnerships we develop with our
communities, health & care partners, colleagues, volunteers,
charities, employees, universities and commerce are key
to delivering our ambition to make Morecambe Bay a true
Integrated Care Partnership. Partnerships make us greater than
the some of our parts – Better Care Together.
To support this we will:
3 dopt an approach of co-design and co-production as a
A 3 Our partners are illustrated by, but not limited to:
core improvement and development model
3 evelop a Communications and Engagement strategy
D
that has building partnerships at its core
3 emonstrate the behaviours needed as an organisation
D BHAC Partner
to foster strong relationships – Open, Honest, Organisations
Committed to putting our patients, colleagues and NHS Regulators
communities first Mental Health
& Political
Organisations
Networks
3 reate opportunities to more effectively collect, evaluate
C
and act on the opinions and ideas that are fed back
through our partners
3 ngage with and empower our colleagues, encouraging
E
Charity &
them to innovate and use best practice by removing the
barriers to progress. We will make it easier to turn good
Voluntary
Organisations
Citizens Community &
Neighbourhoods
ideas into practice
3 ement our partnerships and joint working
C
arrangements through the use of patient enabled IT;
across health organisations and people’s homes through
Colleagues &
the delivery of our Digital Strategy GPs
Volunteers
3 ecognising that the local, neighbourhood needs
R
of citizens will vary across Morecambe Bay, our University &
partnerships must add personal value to the citizens Innovation Hubs
and colleagues alike
3 o deliver outstanding care, both now and in the future.
T
We will encourage academic and commercial partners
to work with us and be really innovative, bringing the 3 ur approach will focus on the physical, mental and
O
very best health outcomes for our citizens. We will social needs of our citizens and their families
develop new Commercial and Research & Innovation
strategies to take this forward
Page 12 | University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) | Our Strategy 2019/2024TRUST VALUE: PARTNERSHIPS
The relationships and partnerships we develop
with our communities, health & care partners,
colleagues, volunteers, charities, employees,
universities and commerce are key to delivering
our ambition to make Morecambe Bay
a true integrated care partnership.
What we wish to change:
3 Our
focus now includes the full spectrum of
relationships from neighbourhood to national levels
3 e will remove the boundaries for patients that currently
W
exist in navigating health and social services
3 ur approach is to welcome university and commercial
O
skills, advice and ideas; growing together
3 y listening to hospital and community based teams,
B
including our Trade Union/professional representatives,
ensure UHMB grows as an exciting and supportive
place to work
3 reater engagement with charities to contribute to the
G
health and wellbeing of our patients and their families
3 In order to be truly outstanding we will welcome and
seek out better ways of working with GPs and Primary
Care in our community, to make local services resilient,
personal and effective
Monitoring our progress will include:
3 Delivering
real examples of neighbourhood, locality
based working
3 Show
tangible improvements in reducing health
inequalities and improving life expectancy
3 Holding
ourselves and our partners to account for
delivery on our promises; in a transparent and open
manner
3 Securing
additional resources for the Hospital and
community services through innovative relationships
driven by genuine risk share and benefit share
arrangements
3 Working
hard to ensure our staff and volunteers have
a voice and are enabled to develop professional
partnerships that matter to our citizens health and
wellbeing every day of their lives
“Creating a Great Place to Work and A Great Place to be cared for” | Page 13Progress
Our progress will be improved through
innovation, education, research and
technology to meet the challenges of
the future.
Research, education, innovation and the
use of modern technology are critical to the
delivery of high quality healthcare.
Research and development will play a central and strategic
role in establishing Morecambe Bay as a high performing
health economy. Our colleagues and patients will also
benefit from the innovative use of technology as our
Electronic Patient Record and adoption of digital solutions
develops which will improve the efficiency and effectiveness
of the care that we provide and improve the experience of
the patients that we serve.
To support this we will:
RESEARCH and INNOVATION
EDUCATION
3 Support
our staff to develop skills in research and
3 Build
upon our excellent reputation for the clinical
innovation
education of nurses, doctors and AHPs and expand the
3 outinely offer patients in all specialties the opportunity to
R opportunities for staff to contribute to the training of the
participate in high quality research studies future workforce
3 Develop an HTA-approved Tissue Bank 3 Work
with the Universities and regulators to provide an
3 uild research activity into our measures of performance
B excellent learning experience for our future clinical staff
and clinical quality
3 trengthen research governance and expand the research
S TECHNOLOGY
and development support function
3 Progressively
change the way care is delivered through
3 Increase the research activity of the Trust and the research
the innovative use of technology including support for
income from national funding bodies
self-care and community based care and made possible
3 evelop strategic partnerships with neighbouring
D through the delivery of our Digital strategy
organisations to increase our research potential
3 Maintain
the clinically led development of information
3 evelop our partnership with Lancaster University Health
D technology and informatics through the Digital Strategy
Innovation Campus to roll out an innovation pathway for the Board
harnessing and development of medical innovation
3 Take
advantage of our progress in the implementation
3 ork with the Lancaster Health Innovation Campus and our
W of the Electronic Patient Record to enhance the use of
BHACP partners to develop a joint research office clinical information in the care of patients
3 ork with neighbouring Universities and the Academic
W 3 Achieve
further integration of primary and secondary
Health Sciences Network to develop and manage our care information to provide better information and
intellectual property communication to clinicians and patients
3 evelop a team of innovation scouts to encourage the
D
identification and development of innovation in products
and services
Page 14 | University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) | Our Strategy 2019/2024TRUST VALUE: PROGRESS
Our vision is for an increasingly research-active
organisation, building on our reputation for
academic excellence in education, which attracts
high calibre doctors, nurses and allied health
professionals (AHPS) enabling them to participate
in high quality research.
PROGRESS TO DATE
We have a small research and development team
and comparatively few clinical researchers.
Despite this we have managed to be one of the
top four recruiters of patients to clinical trials
in the region. Our ambition is to move on from
MONITORING OUR PROGRESS WILL
participating in multicentre trials to generating
INCLUDE:
our own research programmes across Morecambe
Bay relevant to the needs of our patients and to Reviewing and responding to:
involve primary and secondary care clinicians. 3 Feedback
from patients and clinical staff in the
We already have a reputation for high quality clinical Trust and Bay Health and Care Partners about
education and seek to maintain our high level of the opportunities for involvement in research and
performance for example in the expansion of the medical the success of our partnership arrangements
with NHS and academic organisations and with
school and the nurse apprentice programme.
national funding bodies
We have received excellent feedback for the quality of our
3 he generation of new research and securing of
T
teaching from trainees, HEE and the GMC. In the last two
grant funding
years we have been commended for professional training
and gynaecology training by the RCOG, placing us in the top 3 eedback from patients, hospital colleagues and
F
ten Trusts nationally. out of hospital colleagues about the effectiveness
and utility of technology based solutions
We have an advantage over many other organisations in the
3 eedback from national bodies including General
F
use of technology including our EPR, integrated care model
Medical Council and Royal Colleges about the
and our data warehouse informatics. This has facilitated the
quality of teaching and the teaching environment
introduction of innovation such as the advice and guidance
programme in partnership with primary care which has 3 eedback from students and clinicians in training
F
about the educational experience in the Trust
substantially reduced unnecessary referrals, benefiting both
patients and clinicians.
MEASURING OUR ACHIEVEMENT WILL
INCLUDE:
3 eporting and assurance via the Research and
R
Development committee, Education Committee
and the Digital Strategy Board, through to the
Quality Assurance Committee
3 umber of patients recruited to clinical trials and
N
our regional ranking
3 umber of new studies generated and income
N
from grants and commercial funding sources
3 Establishment of new strategic partnerships
3 onitoring reports from national bodies about the
M
quality of education and research
“Creating a Great Place to Work and A Great Place to be cared for” | Page 15Performance
Our performance drives our
organisation. Providing consistently
safe, high quality patient-centred care
is how we define ourselves and
our success.
Our Performance will be based on good clinical
outcomes, speed and accessibility of care and
efficiency and quality of the services we provide
Our goal is to provide the highest quality of care to our
patients and the communitieswe serve. We will do this
by making best use of the resources available to us
through reducing the unwarranted variation in the care
we provide, ensuring our services are readily accessible
and focusing on achieving good clinical outcomes for
everyone who uses our services.
To support this we will:
3 ork with our partners to design an integrated system that
W 3 Maximise the use of digital technology to improve
delivers the right care, in the right place at the right time quality of care, access to services and financial
performance
3 nsure that individual patients receive the care that they
E
need and agreed with them 3 ontinuously monitor and respond to our key
C
3 se feedback from our service users to continuously
U performance indicators alongside benchmarking and
improve peer review information
3 oster a culture of continuous improvement and develop
F 3 nsure our staff have access to the latest possible
E
improvement specialists across all areas of the Trust information on our performance
3 ncourage, support and facilitate our staff to make
E 3 eview and refine service delivery models to improve
R
improvements in their areas of work using approaches productivity and access based on quality, service
such as Listening into Action improvement and redesign principles and made possible
through the delivery of our Clinical Services strategy
3 Work to achieve the NHS constitutional standards
3 educe clinical variation harnessing the available
R
3 nsure a return to financial sustainability by eliminating
E
opportunities through Right Care, Get It Right First Time
waste, reducing variation and improving quality to reduce
and Model Hospital
deficit
3 oster a culture of happiness, kindness, empathy and
F 3 elivering our Estates Strategy to ensure the
D
pro-activity that makes our Trust a great place to work and configuration of our estate to be as safe and efficient as
a great place to be cared for it can be for our patients, public and staff
3 evelop streamlined clinical pathways and delivery of
D 3 ork with partner organisations to improve standards
W
seamless care with partner organisations and made of care
possible with the delivery of our Clinical Service strategy
Page 16 | University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) | Our Strategy 2019/2024TRUST VALUE: PERFORMANCE
PROGRESS TO DATE
An example of how our team have improved
the clinical outcomes for patient, the speed and
accessibility of care and the efficiency of the
services we provide is outlined below:
Lack of bed capacity due to delayed transfers
of care
Historically, delayed transfers of care in our hospitals
have exceeded the national average of 4.2% and levels
often exceeded 7% with the biggest delays experience by
patients waiting for 24h Elderly Mentally Ill care provision; in
some cases delays stretching to 6 or 7 months. As a result
of a system wide programme, levels are now much lower
with a rate varying between 3.6 – 4.6%. In addition the
average number of medically fit for discharge patients in our
hospitals was reduced by over 60% from over 120 patients
and as a consequence bed capacity has improved and
impacted positively on flow through our hospitals including MONITORING OUR PROGRESS WILL
improved speed of admission and reduced number of INCLUDE:
operations cancelled.
Reviewing and responding to:
3 Feedback
from patients and the public to improve
the quality of care provided
WHAT DID WE DO?
3 Feedback
from our Care Group performance
reviews to maximise opportunities for improvement
3 Benchmarking
data to identify opportunities for
service development
3 Integrated
performance reports to monitor and
respond to the overall performance of the Trust
3 Feedback from our regulators and our partners
MEASURING OUR ACHIEVEMENT WILL
INCLUDE:
3 Integrated Performance Reporting and the monthly
care group performance reviews
Schemes introduced to reduce delays include easier 3 eporting and assurance via the Finance and
R
assessment by social care, provision of the Trust’s own Performance, and Quality Committees
Hospital Home Care – a more responsive alternative to 3 stablishment of improved and streamlined patient
E
statutory domiciliary are in the patients home, commissioning pathways with partner organisations
of more Elderly Mentally Ill nursing beds and of Care Home
Selection – a service to assist patients and families with 3 onitoring reports from regulators, e.g. Care
M
choice of care home and subsequent easier placement. Quality Commission, NHS Improvement
The programme has further developed into a full Discharge 3 Improved speed and accessibility of our services
to Assess programme; supported by an extended Hospital
Home Care service supplemented by therapists, social care 3 Improved financial performance
workers and re-ablement. 3 Reduction in estate backlog maintenance
“Creating a Great Place to Work and A Great Place to be cared for” | Page 17The development of this strategy has been undertaken in collaboration with many others. The work has been led by our leadership teams across not only our organisation but the wider Bay Health and Care Partnership whose membership include colleagues from our Care Groups, General Practice, Community Services, Morecambe Bay Clinical Commissioning Group, Mental Health and Social Care. The illustration and logo included on the cover of this strategy was also designed in conjunction with a number of our colleagues in response to a request for them to define how we might portray “Partnership” (the key theme of this work) and the interdependencies of each of our strategic priorities. This imagery will be used as part of the communication of this strategy and the key pieces of work that will flow from it. Wider colleague consultation has included a number of forums, including organisation wide Big Conversations, our Leadership Congress, Chief Executive “Tea & Talk” sessions, and feedback from various colleague group meetings. Further feedback has been captured from our Public Governors and our patients and communities through our Foundation Trust members. We are very grateful for the advice and feedback received – all of which has been reviewed, considered and helped shaped this strategy. “Creating a Great Place to Work and A Great Place to be cared for” University Hospitals of Morecambe Bay NHS Foundation Trust Westmorland General Hospital Burton Road, Kendal, LA9 7RG Telephone: 01539 716 698 Email: TrustHQ@mbht.nhs.uk Twitter: twitter.com/UHMBT Facebook: Facebook.com/UHMBT Website: www.uhmb.nhs.uk/ Please do not hesitate to contact us should you require this document in an alternative format. The information is this brochure is correct to the best of our knowledge as of January 2019. © University Hospitals of Morecambe Bay NHS Foundation Trust 2019
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