PROUD TO MAKE A DIFFERENCE - Making a Difference Corporate strategy 2017-2020 - Sheffield Teaching ...
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Making a Difference Corporate strategy 2017-2020 PROUD TO MAKE A DIFFERENCE
Introduction
We are pleased
to present
I am immensely proud to have led In recent times, the NHS and the
our Making a Sheffield Teaching Hospitals over public sector has been faced with
Difference the last sixteen years, thirteen of delivering services with reduced
funding and increasing levels of
corporate which have been as a successful
NHS Foundation Trust. I have demand. The Board of Directors
strategy seen the Trust’s corporate and the senior leadership team are
now faced with a different set of
2017-2020 strategies play a significant role in
setting the framework for the challenges that will require new
success of the organisation; from solutions. In light of the changing
Excellence as Standard through to environment nationally and locally,
Making a Difference, these have we have refreshed our Making a
all ensured the continuation of Difference corporate strategy and
high quality, operationally resilient the key elements are outlined in
and financially sustainable this document.
services through a changing
health and social care
environment.
02
To deliver our ambitions will require As a large, stable and successful
complete engagement with our staff organisation, the Trust has an
and partners. important role to play in leading
this change and shaping it for the
The Trust make a difference every population we serve. However,
day and it is only with their we must ensure that we are not
continued commitment to providing complacent nor closed to the
the best possible care to our patients lessons and innovations that
that the organisation will remain many of the organisations around
sustainable. us can evidence. Collectively, the
health and social care system
We have set a timeframe of three must develop new approaches
years for this updated strategy with a that bring the strength and
commitment to review annually as we stability we will need in order to Sir Andrew Cash OBE
Chief Executive
expect further change within the continue to provide the very best
health and social sector as new in healthcare, clinical research
partnerships, structures and and innovation for our local
accountability arrangements emerge. communities and wider
population.
03
Who We Are
We are proud to
deliver safe, high
Sheffield Teaching Hospitals NHS Foundation
quality care for Trust is one of the UK’s biggest and most
our patients. successful providers of hospital and community
based healthcare. We provide a comprehensive
range of local services to the residents of
Sheffield, South Yorkshire, Mid Yorkshire and
North Derbyshire and also some highly specialist
services to all parts of England.
FIVE
HOSPITALS
The Northern General Royal Hallamshire Hospital
Hospital
ONE OF THREE Provides a dedicated neurosciences
major trauma centres in
Yorkshire and the Humber Home to Sheffield’s Adult Accident department, intensive care unit for
and Emergency department and is patients with head injuries,
one of three Major Trauma Centres in neurological conditions such as a
16,500 MEMBERS
OVER
the Yorkshire and Humberside region. stroke and for patients undergoing
OF STAFF It provides a number of specialist neurosurgery. The Sheffield
medical and surgical services Stereotactic Radiosurgery Centre is
2MILLION
OVER
including cardiac, orthopaedics, based here. We also have a large
PATIENTS PER YEAR burns, plastic surgery, spinal injuries, tropical medicine and infectious
gastroenterology and renal. A state of diseases unit, ophthalmology
ACCIDENT & the art laboratory complex providing centre, gynaecology and a
150,000
OVER
EMERGENCY leading edge diagnostic services is specialist haematology centre,
ATTENDANCES
based here. alongside other leading medical
£1BILLION BUDGET
and surgical services.
40 COMMUNITY LOCATIONS &
OVER
CARE IN PEOPLE'S HOMES
04
Charles Clifford Dental Weston Park Hospital Community Services
Services
One of only four dedicated cancer We deliver a range of adult
A large dental teaching hospital hospitals in the country, Weston community and primary healthcare
linked to the University of Sheffield Park includes one of the best services across the local community
School of Clinical Dentistry and radiotherapy departments in the to make accessing services more
providing specialist dental services for UK (and the only one in the vicinity convenient to patients. The core
Sheffield and the surrounding areas. of South Yorkshire, North purpose is to support people in
Community & special care dentistry Nottinghamshire and North their own homes and in their
provides dental care in various Derbyshire). It is equipped to communities by providing high
community settings for patients who support the new cases of cancer quality health services that promote
do not receive their dental treatment diagnosed annually in this region, independence and improve quality
in local dental practices. providing outpatient and inpatient of life.
care including provision of
Jessop Wing Chemotherapy and Radiotherapy
treatments for patients from across
A purpose built maternity unit where the region.
approximately 7,250 babies are born
each year. The Jessop Wing provides Outreach services are provided
a comprehensive range of tertiary within other local hospitals and
maternity services. There is a there are nearly 160,000 patient
consultant led labour ward area, visits each year across the whole
advanced obstetric care unit and service. Our purpose built Cancer
midwifery led care unit. In addition Research Centre, is fully integrated
there is one inpatient antenatal ward within Weston Park Hospital and is
and there are two inpatient postnatal a pioneer of numerous modern
wards. The Jessop Wing also provides advances within the field of cancer
neonatal intensive care and special research.
care facilities for sick and premature
babies born in Sheffield and those
transferred from other units in the
region. It is also home to the Jessop
Wing Assisted Conception Unit.
05
Why we have refreshed our strategy?
Our Making a Difference corporate strategy was originally
developed in 2012 and has enabled the Trust to be Vision
successful in providing high quality clinical care to our To be recognised as the best provider of health care,
patients; being financially sound; and, remaining at the clinical research and education in the UK and a
forefront of research and innovation. The rising challenges strong contributor to the aspiration of Sheffield to be
associated with maintaining the highest standards of a vibrant and healthy city region.
healthcare delivery, responding to new government policy
frameworks and major change initiatives within the
organisation has required a revisit of our corporate
strategy. Mission
We are here to improve health and wellbeing, to
Addressing these and all future challenges in a flexible support people to keep mentally and physically well, to
way, will we believe, enable us to shape and define get better when they are ill and when they cannot fully
our future as an ongoing leader in providing healthcare recover, to stay as well as they can to the end of their
services. lives. We aim to work at the limits of science –
bringing the highest levels of human knowledge and
During the last 12 months the Board of Directors has skill to save lives and improve health. We touch lives at
considered how well the Trust has performed and whether times of basic human need, when our care and
Making a Difference will continue to drive the on-going compassion are what matter most to people.
sustainability of Sheffied Teaching Hospitals as a successful
NHS Foundation Trust. We have done this through Board
and Executive discussions, engagement with a wide range
of stakeholders who helped shape our strategy five years
ago and specific engagement sessions held with our
Governors and staff.
P atient-first Ensure that the people we serve are
at the heart of all we do
R espectful Be kind, respectful to everyone and
value diversity
In carrying out this work, we wanted to reaffirm our
commitment to the vision and values that have shaped our O wnership Celebrate our successes, learn
continuously and ensure we improve
organisation.
Unity Work in partnership and value the
roles of others
Having reviewed all the feedback the Board has agreed Deliver Be efficient, effective and accountable
for our actions
that Making a Difference remains the best framework to
guide the Trust during the next three years. Our Vision,
Mission, PROUD values and five key strategic aims remain
and as a result of the specific comments received some
modest amendments have been made to our strategic
objectives to reflect the challenges we are facing.
06
Our aims
Deliver the best Provide Employ caring Spend Deliver excellent
clinical patient-centred and cared for public money research, education
outcomes services staff wisely and innovation
Treat and care for people Treat patients and their Treat staff with dignity Ensure financial Become one of the top
in a high quality, safe families with respect, and respect, encouraging strength and stability. R&D performers in
environment and protect dignity and care. them to take responsibility England.
them from avoidable for their own actions. Reduce inefficiencies
harm. Provide the right care in and continually identify Become a leading centre
the right place, first time, Ensure staff seek more efficient and for innovation, spread
Help people to recover working in partnership. feedback from patients, productive ways of and adoption, working
from episodes of ill visitors and colleagues. working. with industry to create
health or following Maximise the quality of jobs and wealth.
injury. the patient experience. Develop a culture that Ensure our services cost
promotes and less to deliver than we Lead the development
Maximise the health of Provide patients with demonstrates PROUD receive in income. of top quality education
those who use our choice, giving them values. and training for all staff.
services. greater involvement in Ensure value for money
and control over their Employ engaged and is central to all Develop research in all
Enhance the quality of care. motivated staff. decision-making disease areas.
life for people with processes.
long-term conditions. Move care closer to Engage, support and Participate in all NIHR,
home where appropriate empower all staff to Learn from other health other UK and EU grant
Ensure clinical practice is and be evidence based. continually improve the care providers both in funding programmes.
evidence-based. services they deliver. the UK and abroad.
Communicate effectively To maximise the benefits
Contribute to the and develop a vibrant Promote health and from the use of
development of locally system of engagement well-being for all our staff, technology.
tailored public health within the local their families and the
prevention strategies. community. communities they live in.
Ensure person centred Learn from complaints, Provide an environment
and coordinated care for compliments and other where staff can achieve
our patients near the feedback. their potential and
end of life. develop their leadership
skills.
07
Regional and national Similarly, there is an increased
emphasis on prevention and that
The current financial and operational better coordination between
pressure observed within the NHS organisations will be needed to
comes after a number of years of reduce the determinants of ill
funding restraint and rising demand. health, to prevent health
This has meant that it is increasingly deterioration and hospitalisation as
challenging for NHS organisations to we all strive to live longer healthier
maintain standards of care, waiting lives.
times and key performance targets.
Preventing and managing demand
These pressures are being felt right for services by supporting people to
across the health and social care keep healthy will feature more as
system. In parallel there has been a the NHS aims to get better value
contraction in funding to local from the available health and social
authorities, which has impacted upon care funding. A greater emphasis
social care provision for older people. on redesigning services and
These factors can be tracked through investing in new ways of providing
to a direct impact on the NHS. joined up care in a more clinical and
cost-effective way for patients and
The NHS Five Year Forward View their carers will become more
remains the national policy backdrop evident.
for the future NHS changes and
advocates investment in The Forward View requires
preventative approaches and commissioners to consider how
better integration of care to best to integrate services in the
manage the gap between light of competition, choice and
resources and population procurement regulations. Greater
needs. With the publication collaboration between providers,
of the Next Steps on the implementing changes that will
Five Year Forward benefit patients and progressing
View it is evident different contracting models will
that further arise resulting in providers taking
change is greater responsibility for
needed at pace commissioning. This will also be
to take the NHS the case for primary care and local
forward. authorities as they also seek new
ways to implement different
models of services in the
community to improve care.
08We have always recognised the arise and understand the lessons Improvement. There is greater
opportunities that working with from early work. A new integrated co-operation envisaged between
partners brings but the scale and pace leadership structure with the NHS Improvement and the Care
of collaboration has taken a significant necessary governance arrangements Quality Commission that will see a
step forward in the last few years. will be required to ensure all partners shared view of performance, the
Across the NHS and specifically within are clear on how we will make intent to remove duplication
South Yorkshire and Bassetlaw, important decisions that span the between organisations and ensure
organisations have come together in region. The move to a system of there is a focus on quality alongside
greater numbers and with a redefined accountable care will help provide financial sustainability. Whilst
purpose of bridging the gaps associated the opportunity to design and deliver Foundation Trusts retain autonomy
with health and wellbeing, quality and services for the population served to there has been a change in the
finance. These discussions have a much greater degree than at degree of central scrutiny over
involved acute, community and mental present. aspects of finance, workforce and
health providers; local authorities; operational performance. The
Clinical Commissioning Groups (CCGs); An Accountable Care Organisation policy framework within the
GPs: ambulance services and voluntary (ACO) is a group of health providers Forward View has provided the
organisations and have been shaped that accepts accountability for the emphasis on greater integration
around the previous work within the cost and quality of care provided to a and is providing earned autonomy
Working Together Programme and defined population. The ACO also for NHS providers and the freedoms
through the development of shares risks and savings; on condition of the Foundation Trust model to
Sustainability and Transformation Plans of meeting quality metrics. This allow for the necessary changes in
in 2016/17. Arising from this recent requires co-ordination of care across governance and leadership
work are eight identified priorities: a network of providers. The structures.
significance of Sheffield Teaching
• Healthy lives, living well and Hospitals as a key player in these Local
prevention emerging arrangements will become
• Primary and community care more apparent in the next year. We Our Trust is amongst the most
• Mental health and learning see the major benefits of developing effective and well recognised
disabilities new models of care with our partners providers of secondary and
• Urgent and emergency care to address the priorities we specialist services to the city’s
• Elective care and diagnostics collectively face and at the same time population and beyond. Over
• Maternity and children’s services will ensure we manage any risks to recent years the Trust has worked
• Cancer the high quality services the Trust has across the region to develop new
• Standardising back office functions always provided. relationships and seek opportunities
for providing services in new ways.
Developing these priorities further and However, these are now more
implementing them will take a number The regulatory framework within the critical than ever and the health
of years. We expect to refine and NHS has changed with the coming and wellbeing of our population is
update them as we learn more about together of Monitor, the NHS Trust a guide to where our efforts must
the possibilities of working Development Authority and National be focussed.
collaboratively, see the benefits that Patient Safety to form NHS
0910
The health profiles for the city show currently 60.8 years which means grown by 30,000 from 2011 –
that deprivation is varied compared that around the last 18 years of their 2017. Within this growth there
with the England average. With a life will be spent in poor health. For was a significant increase in the
population of 564,000, Sheffield is women, it is worse with a healthy life population over 75 years old.
amongst the 20% most deprived expectancy of 60.3, meaning the last
districts/unitary authorities in England 22 years of their lives are likely to be The two main causes of death in
with 24% (22,800) of children living in spent in poor health. Hence, whilst Sheffield people are cancer and
low income families. Overall, life expectancy is increasing, healthy cardiovascular disease, which
Sheffield’s population is expected to life expectancy is not and this together account for more than
increase by around 1% per year over represents a key challenge for the half of all deaths each year. When
the next 5 – 10 years. Health profiles city. The number of people over 65 causes of death for men and
for the surrounding areas are included in Sheffield is predicted to rise women are considered separately,
in Appendix 1 and all show a mixed significantly over the next 10 years dementia is the third main cause of
picture of deprivation, health issues increasing by 20% from 85,000 to death in women whilst respiratory
and priorities. over 102,000 in 2025. Spending disease is the third main cause of
many years in poor health with death in men. Although death
Life expectancy continues to increase increasing co-morbidities presents a rates are reducing in Sheffield, they
in Sheffield and now stands at 78.9 set of complex problems for how the remain higher than England with
years for men and 82.5 years for city provides services and the the exception of deaths from
women. This compares favourably demand placed on them especially certain infectious and parasitic
with the other major English cities but with musculoskeletal, mental health, diseases.
for both males and females is lower diabetes and dementia.
than the England average. However, Of greater concern is the number
life expectancy is 10.1 years lower for Sheffield is an ethnically diverse city, of deaths that are considered
men and 7.6 years lower for women in with around 19% of its population preventable. Overall, it is estimated
the most deprived areas of Sheffield from black or minority ethnic groups. that around 20% of all deaths in
compared to the most affluent areas The largest of those groups is the Sheffield could be prevented each
of Sheffield. Pakistani community, but Sheffield year – that is equivalent to around
also has large Caribbean, Indian, 900 deaths every year. This is
The public health picture does not Bangladeshi, Somali, Yemeni and significantly higher than for
compare favourably with other cities Chinese communities. More recently, England. The main direct causes of
and the average across England. Sheffield has seen an increase in the preventable death,(i.e. could have
Public Health partners describe healthy number of overseas students and been avoided through good quality
life expectancy as a measure, which people seeking work from the healthcare/ public health
reflects both the length and quality of enlarged European region. Good interventions) in England are high
life and represents the number of years estimates and projections of the blood pressure, obesity, high
that someone can expect to live in population total and how it breaks cholesterol, smoking, alcohol
good health. When healthy life down by age and gender are vital in consumption and lack of physical
expectancy is taken into account, a the planning and delivery of our activity - addressing these causes
different picture of health and services. Compared to a population would saves lives and improve
wellbeing emerges. For men in growth of 17, 500 from 2008 – livelihoods.
Sheffield, the healthy life expectancy is 2011, the population of Sheffield has
11The challenge for Sheffield is clear and To ensure that fewer people go Lateral
will require the city to agree and to hospital unnecessarily, ensure
implement actions that see people the required capacity and There are two universities within
living not only longer, but healthier services are in place for people Sheffield that STH has strong
lives. As a major employer and provider where they need them and working relationships with. They
of healthcare, it is an imperative part of support neighbourhoods to take are both integral to the teaching,
our strategy to tackle these inequalities control of their own health. training and education of our
and improve the health of Sheffield in • Being good employers and highly skilled workforce. Those
all that we do when delivering care, ensuring staff are caring, have training in Sheffield have access to
working with our staff and as a city the right skills, knowledge, and some of the most experienced and
partner. The Transforming Sheffield experience and are supported to internationally renowned
Programme Board represents the Chief work across organisational educators that equip our
Executives of the health and social care boundaries. workforce to a high standard.
organisations and has collectively • Developing and expanding Increasing student numbers and
committed to a single plan for Sheffield specialised services for children retaining graduates locally is an
to work towards addressing these and and adults across the region. important aspect of helping ensure
other problems, that by working alone Sheffield grows as a city.
has yet to be proven successful. A Memorandum of Understanding
is in place to help guide the We also have the opportunity to
A programme of work is in place and required transformation of services further develop excellence in
whilst some aspects are still in across different organisational patient care through our
development, the aims include: boundaries. This will develop over innovation partners, be that
time as the approach to a local through new ways of delivering
• Increasing Health and Wellbeing – system of accountable care is care in different settings to the use
there needs to be a measurable understood further. of new technology. The Trust has
improvement in mental and physical an emerging role to play with
health and wellbeing, including Linked to this work STH, Sheffield's government and industry in the
education and employment. two Universities, commissioners and expanding opportunities
• Reducing mental and physical many private and community associated with the Olympic
health Inequalities – there are partners have been working Legacy Park developments.
substantial differences within the together to explore ways to further
City that require improvement to unlock the economic and social Many different organisations can
reduce the variance. potential of Sheffield City Region. contribute to the health and
• Providing children, young people This is a longer term aim and wellbeing of our patients and
and adults with the help, support includes a specific programme of Sheffield residents. As well as the
and care they need and feel is right work relating to the development of vital role played by many voluntary
for them – there is a need to a joined-up Health and Wellbeing and charity organisations, we can
improve the experience, including approach that integrates lifestyles find health and wellbeing partners
good access to services when and behaviour, the excellence of the in many other places, for example
children, young people and adults region’s health care provision, Sheffield City Trust and South
need them. research and public health, to Yorkshire Fire and Rescue Service,
• Designing a Health and Wellbeing population health as well as and work with them to help
System that is innovative, affordable developing economic opportunities. deliver better health outcomes for
and offers good value for money – Sheffield.
12We want our
region to be
known for its
healthy and active
population.
13Where Are We Now?
Service delivery Financial performance The Trust has had a corporate efficiency
programme for over ten years and
In 2016/17 our annual income was in Over the last 2 years, the Trust has continues to drive productivity and
the region of £1billion, we employed experienced significant challenges efficiency savings. The Trust updated its
approximately 16,500 staff and associated with continued internal arrangements for driving
during the year we carried out over achievement of regulatory productivity and efficiency in 2016
290,000 inpatient episodes and day standards, responding to through its Making It Better
cases and, when taken together with operational pressures and delivering Programme, which co-ordinates the
outpatient appointments, our patient consistently high quality care to work to maintain financial sustainability
contacts totalled over 2 million. patients. These challenges are in and improve quality in an increasingly
common with the rest of the NHS complex environment. The programme
We have a strong track record of and whilst in the past growth aims to bring together the Trust’s
delivering very high performance allowed the Trust to deliver some of transformation work on quality, finance
against the national standards, our its efficiency requirements through and culture. Included as part of the
contractual requirements and the the generation of additional programme is the response to the
challenging internal targets that are income, our focus is to now be Carter Report and the opportunities
set by the Board of Directors each even more efficient and deliver that exist within Emergency Care,
year. What underpins the delivery of reductions in our cost base. Surgery, Outpatients, Workforce,
our targets is that our patients are Organisational Development and
cared for with kindness, dignity and The Trust has delivered income and Commercial arenas.
respect and that they are happy with expenditure surpluses since its
their care. formation at a high level. These The Making It Better Programme aims
have recently been modest when to lift our efforts on improvement and
Whilst we successfully meet these you consider the size of the transformation to help secure improved
targets and offer some of the best organisation. The Trust has a quality and sustainable finances in a
care available, we are increasingly statutory duty to as a minimum challenging context. It also aims to
seeing sustained pressure on our break-even and it is therefore integrate or reflect a number of
services. The Trust has introduced a essential that every Directorate external strategic drivers including the
Performance and Assurance delivers this and does not rely on Carter Report. There is increasing
Framework that feeds into the Board other parts of the organisation to evidence that taking an integrated,
assurance process regarding support it as these significant joined up approach to tackling quality
performance. The Framework is pressures mount. Our investment and finance, underpinned by high
designed to ensure that quality of plans require a sound financial impact organisational development, is
care for patients is maintained at all position and any inability to achieve how organisations really can develop a
times, performance challenges are this will impact on the available high performance, engagement and
identified early and that supportive funding the Trust has for its capital improvement culture.
action is targeted in the appropriate programme.
areas.
14Developing and
supporting a flexible
health and care
workforce that
comes together in
neighbourhood hubs
and specialist centres
to offer people the
best and most
appropriate care.
15NHS Improvement has divided all develop its regulatory model which
providers of healthcare into four will include an approach for
segments according to the level of assessing providers’ use of resources
support each trust needs across the five and developing a shared well-led
themes of quality of care, finance and framework along with targeted
use of resources, operational more specific inspections.
performance, strategic change and
leadership and improvement capability. Workforce
STH is in segment 2 at present, which
denotes that in 2016/17 it was a The healthcare workforce is
low-risk organisation in terms of changing; roles and responsibilities
financial management and governance are evolving and traditional
issues and hopes to continue this trend professional demarcation lines are
into 2017/18. being eroded in the face of new
ways of working. There is a
Quality reduction in the supply of some key
elements of the workforce and we
The Care Quality Commission (CQC) is need new roles to fill these gaps.
the independent quality regulator of all This is being felt with junior doctors,
health and social care services in nurses and a range of other
England. The Trust is registered with specialist clinical roles. Where this is
the CQC and has no compliance evident is that we are increasingly
concerns or actions. The five key areas recruiting Advanced Care
that the CQC assess are Safe, Effective, Practitioners to fill junior doctor rota
Caring, Responsive and Well-led. gaps and this in turn is causing
Following the most recent CQC pressure due to gaps in nursing
inspection of STH in December 2015, rotas and posts.
the Trust was awarded a rating of
‘Good’ at a Trust-wide level. There Our workforce, alongside our
were a number of areas that were patient population, is ageing and we
highlighted as ‘Outstanding’ but also need to make sure that we support
areas where some improvement was and nurture our staff to enable
required. These areas have been our them to continue working whilst
immediate focus and have helped maintaining their health and
shape our strategy. wellbeing. Parts of our current and
what will be our future workforce
For the future, the Trust will seek to are likely to have very different
work to maintain this high standard expectations and motivations
and be responsive to further associated with employment. We
advancements, as the CQC propose to are recognised as a centre of good
1617
practice for the way we use the As a Trust we now recognise the Research
information from staff surveys to changing models of leadership
improve both staff and patient required in the increasingly system Our Trust is one of the UK’s largest
experience. The Trust has a long based model of health and social healthcare research institutions.
history of effective staff care. These include: The Trust together with the
engagement and has always University of Sheffield and
invested considerable time and • A greater focus on system Sheffield Hallam University has
effort into this work, which will leadership skills formed a partnership to promote,
continue to feature heavily as we • A need to promote and host, facilitate and implement the
face and embrace change over develop the practice of findings of clinical and healthcare
the coming years. Our Listening 'collective leadership' research in Sheffield. The research
into Action approach has provided • The importance of developing focus of these institutions ranges
a high impact approach to quality improvement skills from basic science through to
complement the other leadership, 'from within' organisations or clinical research and clinical
engagement and improvement systems and designing application. Research is carried
approaches we take. leadership development and out in modern purpose-built
expectations research environments and our
The Trust is developing a new • A refreshed and more research staff from STH recruited
Workforce Strategy, which will be extensive focus on talent 8,587 patients to clinical trials in
informed by these issues and management 2016, placing the Trust in the
those that are emerging. The NIHR’s top ten for the volume of
importance of strategic workforce Alongside this we aim to continue recruiting to studies. This has
planning for the organisation, to develop greater management increased the volume of clinical
including careful consideration of skills to support our leaders to trials it was offering to patients by
future workforce opportunities manage and lead in this 13% in recent years. The latter
and challenges, has never been increasingly complex environment. was the fifth highest surge
more important in particular as We are committed to our recorded by any NHS Trust in the
staff are both our biggest asset responsibilities under the Equality country in 2016.
and cost. Enabling the workforce Act 2010 and encourage equal
to work effectively and efficiently opportunities, diversity and By taking part in clinical research,
in the context of and across the flexibility within our workforce. patients play a vital role in helping
boundaries of traditional We are seeking to promote clinicians understand how new
healthcare provision will be a inclusivity across all sections of the treatments and innovations work,
focus with our partners. Where workforce and are advancing helping to drive clinical
appropriate, the Trust will need to workforce race equality in STH breakthroughs that could become
plan its workforce within the which will reflect the national established treatments of the
context of the wider health and strategic approach for the NHS future. All five of our hospitals
social care system to reduce the Workforce Race Equality Standard and our community services
impact of material changes in the (WRES), which was established on provide opportunities for patients
workforce in other health and 1st April 2015. to take part in medical research.
social care organisations. These include ground breaking
1819
studies for cancer patients, into focused in five key areas to This will also be crucial to
progressive diseases such as underpin the overall Trust support our work in research
dementia, stroke and multiple Strategy: and innovation as we move
sclerosis as well as heart disease forward.
and many other lesser known • Patient Records.
conditions such as Meniere’s Completing our journey • Infrastructure.
disease, a debilitating condition of towards a full Electronic Making sure that our core
the inner ear. Patient Record system in line technology infrastructure is
with international standards robust and sustainable, yet
Information Technology and with a user friendly flexible enough to support the
interface provided through changing landscape in which
In 2013, the Board of Directors clinical portal technology. we operate as a major
approved our current Technology Teaching Trust
Strategy. This set out the direction • Communication and
for a five year programme of Collaboration. Developments
technology change that led to the Significantly enhancing our
Transformation Through ability to collaborate and share Having a high quality environment
Technology (T3) Programme. Over information across our own and facilities within the Trust is
the last two years we have organisation and across the something that our patients and
delivered significant changes to wider health economy both staff should be provided with. We
the Trust’s use of technology and regionally and nationally have recently set out an
our approach positioned us well through a range of modern investment plan for the coming
to become a future digital communications and years that will ensure we maintain
healthcare organisation. Our “borderless working” mobile this position.
patients expect us to use technologies.
technology seamlessly to support • Redevelopment of theatres
their interactions with us and our • Resource and Asset at the Royal Hallamshire
staff need an effective IT Management. Hospital
infrastructure to aid them in their Introducing standardised Additional state of the art
roles. software and hardware operating theatre capacity is
platforms to help us manage being put in place to facilitate
In 2016 we refreshed our all of our resources and assets the refurbishment of the
Technology Strategy with support including people, space, and existing theatres at the Royal
from staff across the Trust. The equipment. Hallamshire Hospital. The
investment will ensure we meet objective is to provide a safe
the ambitions outlined in • Intelligence and Analytics. operating environment for
Personalised Health and Care Significantly enhancing the patients and staff, reduce the
2020. Using Data and Technology use of data and intelligence to risk of infection and provide
to Transform Outcomes for help us deliver safe, high the highest quality experience
Patients and Citizens and will be quality integrated healthcare. for patients.
2021
• Radiology environment at at • New state of the art helipad
the Royal Hallamshire and GP Centre to complement
Hospital the Emergency department at
Improving the radiology the Northern General Hospital
department to provide bespoke and the GP Collaborative
surroundings which better meet
the needs of our patients. • Special care baby unit
Bespoke surroundings ensuring expansion
privacy and dignity for patients. The increased capacity will ensure
that the estimated future
• New and replacement MRI demand will be met and the unit
and CT scanners will be able to accept babies that
We will keep abreast of need this specialist care as well as
technological advances by be able to accommodate the
updating our current diagnostic parents who need to be on or
equipment including an near the ward in order to be with
intra-operative MRI scanner in their baby.
the A Floor Theatre Suite.
• Haematology side-rooms
• Weston Park Hospital Ward development
Refurbishments Additional state of the art
As our purpose-built oncology isolation rooms have been
facility, we will seek to develop created as part of the
and implement changes to the Haematology centre to support
whole of the hospital to patients who are
compliment the great service that immuno-compromised. The
our patients receive at Weston capacity will also allow
Park Hospital. These Haematology to grow its Blood
improvements include developing and Marrow Transplant (BMT)
the outpatient area, the activity.
chemotherapy suite, radiology
and radiotherapy areas.
• Cataract Unit
The new Cataract Unit will
provide state of the art integrated
cataract services that will provide
this high quality care for patients
and meet the increasing demand
for this form of treatment.
2223
Where Do We Want To Be?
The impact of austerity measures on The Single Point of Access service plans for the next three years. As part of
health and social care provision and has demonstrated new ways of this there will be a focus on:
the continuation of these for the effectively managing referrals from
foreseeable future means, that we patients and health professionals • Improving clinical quality and
must become even more efficient into all community health and outcomes for patients – keeping
and productive as we continue to many of our acute and emergency patients safe in our care, ensuring
deliver cost effective and high quality services. Staff working in the services are clinically effective,
care for our patients. Our refreshed community feel that they are achieving improved outcomes and
corporate strategy therefore consulted with, encouraged to lead paying particular attention to the
represents a step change for us as an on service developments and experience of patients in our care.
organisation. valued. Being able to replicate this This will be closely aligned to the
work as we work with our partners development of the Trust’s updated
As highlighted in our Care Quality is important for the success of Quality Strategy.
Commission inspection in 2016 and these new arrangements.
other key performance measures, we • Delivering financially viable services –
consistently achieve high standards Moving with pace to a system of providing services that are resilient,
but we know we can and will need accountable care, provides the Trust integrated and which offer value for
to, continue to improve. Patients in partnership with the city’s leaders money and are provided through
continue to tell us that specialised the ability to move forward with a innovative means: new technology,
services are of the highest quality but single shared plan that has not new business, new markets, new
at times our general hospital services been available in such a way partnerships and new strategic
could be further improved and before. The city have an agreed set alliances and networks.
enhanced. A key area of work will of behaviours in which we expect
be to further integrate our care the system to behave and a shared • Building collaborative approaches –
delivery with other services. We will recognition that there are a number this means that between directorates
achieve this by forging even closer of issues including operational, within the trust, other providers, GPs,
collaboration with or partners. strategic and structural that are not Social Services, and stakeholders will
able to be resolved at an be working together to design and
We have learnt about how to organisational level but instead deliver services that benefit patients
successfully integrate and transform require multi-agency cooperation. and the public.
services across the community and
acute interface over many years. Working with directorates • Aligning research, innovation,
Examples such as the active recovery teaching, training and staff –
service have helped to reduce With a revised corporate strategy attracting, retaining and developing
un-necessary hospital admissions and comes the need to ensure each of a skilled, flexible, professional
facilitate the timely discharge of our devolved clinical and corporate workforce that places the patient at
more complex patients from hospital. directorates revisit their strategic the centre of decisions about their
care.
24We consider our
staff to be as
Priorities for action a) To ensure that we play a full and important as our
active part in the transformation of patients and our
We must optimise our resources to health and social care services locally
deliver a high quality service with an within Sheffield and also across workforce strategy
excellent patient experience, and South Yorkshire and Bassetlaw. We focuses on high
maximise the number of patients who will work with local health and
can be seen as quickly and as efficiently social care providers, our universities
quality training,
as possible. This will be achieved by and other partners under new leadership
continuing to embed a culture of governance and accountability development and
continuous service improvement with arrangements to implement new
the introduction of new ways of models of care delivery that serve staff well being.
working and technology to support our patients better.
improved patient pathways. We will
also continue to foster an environment b) We are on a journey with our
in which all staff are engaged, partners both in the city of Sheffield
committed and encouraged to reach and with providers across South
their full potential. Yorkshire, Bassetlaw and North
control over their care, crucially
Derbyshire to design and embed
through access to information,
We will collaborate more with a wide new ways of working. These will
care planning and patient
range of partners across the local seek to ensure that we deliver the
directed follow-up and support.
health and social care economy as part right care to people at the earliest
We will only achieve this by the
of a wider system of accountable care. opportunity that we can. We will
whole system working together
We will seek to form strategic alliances do this by developing an
in a way that patients cannot
with other organisations when this is in Accountable Care System and
determine when they transition
the best interests of the patients we Partnerships that work differently to
from one type of care to another
serve. Keeping people out of hospital provide care to people. When it is
and where all parts of the system
where possible and appropriate will be working properly this will reduce
seize opportunities to meet all
key to managing increasing demand on unnecessary admissions to hospital
the health and care needs of
our hospitals, which can only do by as well as avoid those where the
people as they present rather
working with our community services right care provided early can stop
than the specific element for
and partners. people deteriorating, or even
which they are responsible.
getting conditions in the first place.
To ensure we strike a balance between This will also improve flow in the
c) To have the necessary workforce
focusing on what takes place inside system, reduce lengths of stay in
with the right skills to ensure that
and outside our hospitals there are a hospital and prevent people from
every interaction by every
number of priorities for action that attending hospital when they do not
member of staff throughout the
follow: need to. Patients will be given more
Trust is caring, compassionate
25and responsive to the needs of e) Seek continuous improvement in g) To ensure that our IT infrastructure is
patients, their families and their the clinical quality of services, stable, safe and secure to enable
colleagues. To develop new roles setting goals and objectives and efficient clinical service delivery. To
that support direct clinical care measuring ourselves against continue to explore the ways in
and seek opportunities for a such standards that we, our which new technology will help
workforce that works across partners and users of the service drive sustained improvements,
organisational boundaries. We believe to be important and are support the integration of services
will continue to think differently beyond the standard regulatory and working across different
about how we deliver care in the and performance requirements. organisations.
future, recognising changes in the
composition of our workforce f) To be the provider of choice: h) To increase our market share in
and ensuring roles and • In elective, maternity and elective and specialist healthcare
responsibilities of all our staff community care, for patients services where we can differentiate
continue to maximise each selecting their preferred elective the clinical excellence of the services
individual contribution to patient care provider we provide. We will maximise the
care. • In emergency care, whilst benefits of services where there is a
patients do not have a choice in potential to increase non-NHS
d) To deliver all services in an these circumstances, we want income that can then be reinvested
efficient way, to examine them patients to agree that we would into NHS services locally. Where
systematically to ensure they are be their chosen provider possible, we will seek to do this in
efficient and make the best use of • For commissioners when they partnership with other providers to
the available resources. Where consider which provider is best enable the efficient use of assets
we identify a financial imbalance placed to serve their population and to ensure continued provision
this will need to be resolved either well of care to our local population.
through new ways of working, • For staff and prospective staff to
alternative service delivery with be the healthcare employer of i) To respond to the needs being
partners or changing the cost choice expressed by people for greater
base of the service. To continue • For other providers when personalisation and bespoke
to consolidate and contract our working in collaboration on information to inform choice and
non-clinical estate, increasing integrated pathways and clinical joint decision-making. We will take
utilisation of clinical space and networks a pro-active approach to the
improving the physical • For students of nursing and promotion of health and wellbeing,
environment at our core locations midwifery, medicine, dentistry, empowering individuals to live
across the city. We will seek to management and other allied independently through self-care
develop proposals for health professionals when with support in the community.
consolidation of back office considering learning, education
functions and pathology services and development options J) To increase the quality, quantity and
with neighbouring trusts. In • For research bodies and the impact of clinical research to
doing this, we would plan to pharmaceutical industry when improve patient outcomes
align systems and processes to choosing research and embedding a culture of the highest
combine finance costs and innovation partners. standards of healthcare delivery
potentially release savings. underpinned by clear evidence.
2627
How Are We Going To Get There?
Making a Difference 2017-2020 is There is now a much greater the Trust Executive Group and a
the culmination of a detailed requirement for collaborative summary to the Board on an
review of the current partnerships between health and annual basis.
environment, analysis of our social care providers to ensure
current position and engagement clinical and financial resilience of Each clinical Directorate will
with staff, patients, governors and services. Each and every develop a revised strategy during
partners on our future direction. organisation has a responsibility to 2017 and will be signed off by the
It is a strategy that forms the basis work in this way and maximise organisation based on the above
for a robust strategic plan for the their strengths and minimise their criteria and the extent to which
next three years. The vulnerabilities. they deliver the priorities set out in
environment that the Trust this strategy. These will be in
operates within has changed Arising from the refresh of Making place by September 2017, and
considerably in recent years and it a Difference, a set of corporate will form the basis for the
is critical that the Board again objectives will be presented to the priorities in each Directorate’s
shapes the organisation’s future Board of Directors for agreement Annual Business Plan for 2018/19.
direction and does so flexibly with on an annual basis. These will An annual assessment will take
the Trust’s vision in mind. A strong include a set of specific metrics, place and be based on operational
Sheffield Teaching Hospitals is a which will allow progress to be performance, delivery of business
strong Sheffield and South measured. An update will be plan priorities and strategic plans.
Yorkshire. provided every half year to provide
assurance that the strategy is This strategy provides a
Making a Difference will help in being implemented within the framework for high quality and
facilitating the difficult decisions organisation. We will need to be financially resilient services to the
that are ahead and provide a solid sufficiently agile in this approach people of Sheffield, South
basis upon which we will shape as the landscape changes over the Yorkshire, North Derbyshire and
our future plans. This is next few years. beyond. At the centre of Making
particularly true when setting our a Difference, is our shared desire
future strategy in the current Each supporting strategy that to promote and develop a culture
context because there are bound exists, and those that are in the in which every member of staff
to be myriad changes that we process of either being refreshed continues to treat patients, the
cannot foresee at present. We or rewritten within the Trust, will public and our colleagues with
must still shape and define our also develop a framework within care and compassion.
own future but we see the move which performance can be
to accountable care as the way to assessed. An update will be
help in this task. provided that will be presented to
28We will promote a
culture in which
every member of
staff continues to
treat patients, the
public and their
colleagues with care
and compassion.
29APPENDIX 1 – Health Profiles
Area Population Statistics Health Issues
Doncaster Population: 304,000 The health of people in Doncaster is generally worse than the England average.
2020 projected Life expectancy for both men and women is lower than the England average.
population: 307,000 The rate of alcohol-related harm hospital stays is worse than the average for
England.
Doncaster is one of the The rate of smoking related deaths is worse than the average for England.
20% most deprived Estimated levels of adult excess weight, smoking and physical activity are worse
districts/unitary authorities than the England average.
in England and about Rates of sexually transmitted infections and TB are better than average.
24% (13,300) of children
live in low -income Priorities
families. Include reducing alcohol misuse and reducing obesity.
Bassetlaw Population: 114,000 The health of people in Bassetlaw is varied compared with the England
2020 projected average.
population: 116,100 Life expectancy for both men and women is lower than the England average.
Estimated levels of adult excess weight are worse than the England average.
About 17% (3,400) of Estimated levels of adult physical activity are better than the England
children live in low average.
-income families. Rates of sexually transmitted infections and TB are better than average.
Priorities
Tackling excess weight, young people and adults.
Rotherham Population: 260,000 The health of people in Rotherham is varied compared with the England
2020 projected average.
population: 264,900 Life expectancy for both men and women is lower than the England average.
The rate of alcohol-related harm hospital stays is worse than the average for
Rotherham is one of the England.
20% most deprived The rate of smoking related deaths is worse than the average for England.
districts/unitary Estimated levels of adult excess weight are worse than the England average.
authorities in England Rates of sexually transmitted infections and TB are better than average.
and about 23% (11,300)
of children live in Priorities
low-income families Include improving infant and child health (helping mums stop smoking and
start breast-feeding), reducing early deaths (including deaths from infectious
diseases and suicide) and helping people stay healthy for longer.
30Area Population Statistics Health Issues
Barnsley Population: 238,000 The health of people in Barnsley is generally worse than the England average.
2020 projected Life expectancy for both men and women is lower than the England average.
population: 247,600 The rate of alcohol-related harm hospital stays is worse than the average for
England.
Barnsley is one of the The rate of self-harm hospital stays is worse than the average for England.
20% most deprived The rate of smoking related deaths is worse than the average for England.
districts/unitary authorities Estimated levels of adult excess weight, smoking and physical activity are worse
in England and about than the England average.
24% (10,300) of children Rates of sexually transmitted infections and TB are better than average.
live in low -income
families Priorities
Focusing on improving the oral health of children, creating a smoke free
generation and increasing levels of physical activity.
North East Population: 99,000 The health of people in North East Derbyshire is varied compared with the
Derbyshire 2020 projected England average.
population: 105, 600 Life expectancy for men is higher than the England average.
The rate of alcohol-related harm hospital stays is worse than the average for
About 15% (2,400) of England.
children live in low The rate of smoking related deaths is better than the average for England.
-income families Estimated levels of adult excess weight are worse than the England average.
Rates of sexually transmitted infections and TB are better than average.
Priorities
Include smoking in pregnancy, reducing inequalities in life expectancy and
healthy life expectancy, increasing breastfeeding.
High Peak Population: 91,000 The health of people in High Peak is varied compared with the England
(Glossop, About 13% (2,100) of average.
Buxton and children live in Life expectancy for both men and women is similar to the England average.
New Mills) low-income families. Rates of sexually transmitted infections and TB are better than average.
Priorities
Include smoking in pregnancy, reducing inequalities in life expectancy and
healthy life expectancy, increasing breastfeeding.
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