Our Vision 5. Our Values 5. Strategic themes 5. Quality priorities Implement evidence-based 7 pathways for Patients

Transcription

1

2

3 Contents Introduction What are we trying to accomplish? 3 Our strategic direction Delivering the Quality Plan Our Vision 5 Our Values 5 Strategic themes 5 Quality priorities Implement evidence-based 7 pathways for Patients Update the 2018 programme 7 and develop a strategy to 2025 Implement coaching leadership 9 Establish an accredited nurse 9 training programme Establish the BioMedical 9 Research Centre Summary 10 1

4 2

5 Introduction What are we trying to accomplish? People have a right to expect safe, effective, compassionate, high-quality care, and the right to access high quality services, irrespective of who they are, where they live, or what condition they have, everything we do is geared towards this goal. We are committed to being a high-performing organisation. It is now widely recognised that the NHS needs transformational change to frontline care, in order to deliver better outcomes for patients and to ensure that we live within our means. We are committed to protecting the founding principles on which the NHS was established. We recognise that the Trust needs to evolve, working across traditional boundaries, to deliver sustainable high quality services in an era of rising need, rising expectations and lower financial settlements. The Trust will need to demonstrate flexibility through the year as we harness teams across all of our divisions, directorates and patient services in collaboration to deliver our corporate objectives. Last year, the Trust re-visited its vision, strategic themes and underpinning values in light of the widespread contextual changes we have seen across both the NHS as a whole and also our local health economy. The Trust also agreed a set of corporate objectives for delivery in 2014/15. As we enter, 2015/16 it is important that we develop key objectives, which help us to deliver our vision, and that every member of staff can understand how their work will contribute to our organisational success. Integral to achieving this, is a clear alignment between our agreed corporate objectives and the individual objectives of every member of staff. These objectives will therefore form part of the Trust appraisal process. This Quality Plan will help the Trust to make it clear what our priorities are and how we will measure our progress against them. We will communicate this plan through a number of mechanisms, both internally and externally to our commissioners and key stakeholders. We will focus our attention on projects that will improve patient health outcomes, support and develop our staff, ensuring we have the right amount of staff with the right skills and knowledge to perform their work effectively and improve our research infrastructure to facilitate research output. The Trust monitors quality through a number of mechanisms and will use the Quality Accounts priorities for 2015/16 and this year s Commissioning for Quality and Innovation (CQUINs) targets as drivers of quality within the financial year to continually improve the services we provide. This document outlines our Quality approach over the next 12 months and the Trust s priorities for 2015/16. These priorities will be widely communicated to staff, patients and stakeholders so that everyone can understand what the Trust wants to achieve and how this will be monitored throughout the year. We will monitor our progress from ward to board and feedback to staff and patients our progress. Our clinicians and managers will need to demonstrate their commitment to delivering this plan during a period of internal and external challenge. 3

6 Strategy to 2018 Vision Corporate objectives Delivering the highest quality healthcare driven by world class research for the health and wellbeing of the population Values Patient Centred Professional Open and Engaged Collaborative Creative Strategic themes To deliver an exceptional patient experience, making the Trust one of the most sought after places to be treated anywhere in the world. To improve the quality of life for our patients by providing excellent, safe, and accessible healthcare which puts patients wellbeing at the heart of all we do. To develop a world-class workforce, recognised for its skills and level of engagement, and founded on a culture of achievement, education, training and development. To achieve international recognition for our research and innovation, bringing new therapies from the bench to the bedside. To play a lead role in the development of a sustainable health system for the communities we serve. Corporate and quality objectives Implement evidence-based pathways for patients Implement 2018 programme/ develop strategy to 2025 Implement coaching leadership Establish an accredited nurse training programme Establish the BioMedical Research Centre (Stratified Medicines and Personalised Health) 4

7 Our strategic direction Our Vision Delivering the highest quality of healthcare driven by world class research for the health and wellbeing of the population Our Values Patient centered Professional Open and engaged Collaborative Creative Strategic themes a. To deliver an exceptional patient experience, making the Trust one of the most sought after places to be treated anywhere in the world b. To improve the quality of life for our patients by providing excellent, safe and accessible healthcare, which puts patient s wellbeing at the heart of all we do c. To develop a world-class workforce, recognised for its skills and level of engagement and founded on a culture of achievement, education, training and development d. To achieve international recognition for our research and innovation, bringing new therapies from the bench to the bedside e. To play a lead role in the development of a sustainable health system for the communities we serve. Delivering the Quality Plan High quality care for all can only be delivered through a well-executed purposeful clear plan that involves and engages everyone, with strong lines of responsibility and accountability, open and transparent reporting and an understanding of the impact that makes it happen. Activities to be undertaken to ensure the Quality Plan 2015/16 is delivered are as follows:- Share with staff the aims of the Quality plan through a number of workshops and internal communications Continue to engage with staff on quality priorities and share with them the progress they are making in helping to deliver key objectives Report progress and ongoing plans in the quality performance report and share this with staff on the staff intranet Engage with patients and key stakeholders on an ongoing basis regarding the priorities we have agreed and the progress we are making Seek out patient feedback at every opportunity to ensure what we think is working is actually perceived as such by our patients Use patient feedback to review progress and set ongoing priorities for improvement. Quality priorities Our priorities, outlined above, will be monitored through three distinct workstreams. These are: Our quality goals priorities outlined in the Trust Quality Account The agreed priorities within our Commissioning for Quality and Innovation [CQUIN] framework. This outlines a number of areas of work that have been set at a national level (all NHS acute trusts have to meet). There are also local agreements that the Trust, alongside our Clinical Commissioning Group(CCG) have agreed to review in order to deliver an improved patient experience The delivery of the Trust s 2015/16 objectives. These work streams will support the remaining strategic themes by developing innovative approaches to healthcare and enabling the Trust to support our communities in the development of a sustainable healthcare system that really supports the communities we serve. 5

8 6

9 The Quality Objectives in line with our corporate objectives table The quality objectives for 2015/16 are outlined below: 1. Implement evidence-based pathways for patients 2. Implement the 2018 programme/develop a strategy to Implement coaching leadership 4. Establish an accredited nurse training programme 5. Establish the BioMedical Research Centre (Stratified Medicines and Personalised Health) Update the 2018 programme and develop a Trust strategy to 2025, with clear milestones Each objective has an executive and operational lead. Ensure as many patients as possible receive the best (evidenced based pathway) care Peter Williams Jules West Real evidence based medicine has the care of the individual patient as its top priority BMJ 2015 This objective supports the delivery of key strategic themes a, b, and c, as set out on page 8. Examples of key features within the objective would be: implementing the new Advancing Quality pathways for high volume conditions - COPD, sepsis, diabetes, hip fractures, liver disease the implementation of an electronic database for the monitoring of individual NICE guidelines Helen Jackson This objective supports the delivery of all five key strategic themes, as set out on page 8. Examples of key elements within the strategy would be the: existing workstreams designed to ensure an effective transition into the new hospital ensuring the sustainability of health provision supporting innovation, bench to bedside improvements and life sciences improving patient care and enhancing the Trust profile national and internationally Measures of success would be: Steve Powell reducing the bed requirement for the new hospital by 30 (length of stay reductions contributing to patient experience) - February 2016 agreement with Clatterbridge of new cancer care pathways and shared services - February 2016 successful transfer of hard FM from Lorne Stewart to Carillion - June 2015 a continued increase in the number of commercial studies between phases 1 and 4 - September 2015 accelerator start on site June 2015 (subject to TDA approval) Measurement of success would be achieved by reviewing key indicators such as: achievement of the AQ measures for each pathway - September 2015 compliance with NICE guidelines - September 2015 the impact of evidence based pathways on length of stay and patient outcomes - October

10 8

11 Launch and implement coaching leadership Measures of success would be: 600 nurses enrolled - June nurses graduate - June 2016 designed RLB Dental Nurse Programme - March 2016 Establish the BioMedical Research Centre for Stratified Medicines and Personalised Health Ros Edwards Kirstin Gregson This objective supports the delivery of key strategic themes a, b, and c as set out in section 3. Examples of key features within the objective would be: the introduction of a Post Graduate Certificate in Coaching for senior Trust managers the introduction of a 5 day structured coaching programme for band 7s and above the use of coaching conversations and sessions throughout the organisation Measures of success would be: 25 people PGCC qualified - September people completing the 5 day programme - July 2015 benchmark and targets for impact measures will be established via a survey - January 2016 Establish and embed an accredited nurse training programme Peter Williams This objective supports the delivery of all 5 of the key strategic themes, as set out in section 3.Examples of key features within the objective would be: development of the framework which includes the themes, translational work within the themes, creation of the governance and management structure including external advisory panels, steering group and operational meetings. identification of work streams Measures of success would be: core staff appointed - September 2015 Jules West theme leaders appointed - January 2015 work streams active - March 2016 Lisa Grant Jo Marinas This objective supports the delivery of key strategic themes a, b, and c as set out in section 3.Examples of key features within the objective would be: a bespoke programme for all Trust nursing staff designed to equip the workforce with the skills and attributes to deliver exceptional patient care 9

12 Summary The goals within the quality plan are in line with our corporate objectives, our priorities for the next 12 months and we will work with our staff to ensure these are understood. The progress against this quality plan will be outlined in the quality performance report and in reports that will be taken to the Trust Board and the Quality Governance Committee. We will provide an overall summary of progress that will be accessible to staff through the team brief on a quarterly basis World class services and hospitals, recognised as those of choice for the people of Merseyside, Cheshire and beyond Where we all make a difference. 10