Our vision, values, strategy and objectives - March 2018
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Our vision, values, strategy and objectives March 2018
UCLH vision
We are committed to delivering
top-quality patient care, excellent
education and world class
research
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UCLH values
Our values are:
safety, kindness, teamwork and
improving
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UCLH strategy
Local care
Working with partners we will improve the
health of our local population
Specialist care
Investing in our specialist services we will
ensure world class provision for our patients
Expand research
We will work more closely with UCL
(University College London) and other
academic partners, becoming a research
hospital where research is embedded
across all services
Operational excellence
We will optimise our operational processes,
supported by new technology and electronic
health records, separating acute and elec-
tive streams where possible
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Six objectives and priorities to achieve them
1 Provide the highest quality care within our resources
and increase focus on safety
• We will standardise care by driving up adherence to
standards and guidelines with the support of Electronic
Health Record System (EHRS), designing safety
mechanisms into the system.
• We will improve patient experience and improve patient
involvement in their care.
• We will continue to work towards reducing avoidable harm
through our agreed priorities.
• We will expect innovation in practice to improve services
we provide to patients.
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2 Become a world class academic research hospital
embedding research throughout the organisation and
all disciplines
• We will invest and grow services that align with UCL
research expertise.
• Our research focus will include urban health and the
health needs of our local population including being part of
the North London Partners in Health and Care’s* health
information exchange.
• We will use EHRS informatics data to enable more
research opportunities.
• The way we select new consultants will reflect the priority
we place on patient care and research.
• We will support junior staff to engage in research, and
encourage non-medical disciplines to combine clinical
work with research.
• We will strive to align and bring together medical and
academic leadership at all levels in our organisation.
• We will offer all our patients the opportunity to be part of
appropriate trials.
*Our Sustainability and Transformation Partnership in North Central London
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3 Improve patient pathways through innovation and
collaboration with partners
• We will work closely with providers, clinical
commissioning groups and local authorities through
North London Partners in Health and Care and beyond.
• We will continue to develop our partnership with
Whittington Health as part of our work to improve care for
local patients.
• We will work with GP Federations and our community
providers to support population health and prevention
work; reduce emergency attendances and admissions;
as well as ensure a joined up and integrated approach to
out-of-hospital-care and speed up appropriate
discharges.
• We will innovate and advance specialist health and care
developing regional and national services, where
appropriate working with our specialist partners in
UCLPartners and beyond (e.g. Mount Vernon Cancer
Centre, Great Ormond Street Hospital for Children NHS
Foundation Trust, Moorfields Eye Hospital NHS
Foundation Trust).
10Support the development of our staff to deliver their
potential and foster talent
• We will attract and retain the right staff, being an inclusive
employer of choice by focussing on the experience of our
staff.
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• We will demonstrate the right leadership, developing
leaders who achieve great outcomes through
collaboration.
• We will invest in the right capabilities, stimulating talent,
and ensuring learning and development is available for all
to build clinical, administrative managerial, education and
research capability and to sustain digital transformation.
• We will deploy our staff in the right way: helping staff work
as effectively as they can and improving our productivity.
115 Achieve financial sustainability
• We will achieve financial targets, including the delivery of
an extensive but realistic cost improvement programme.
• We will deliver clinical and non-clinical productivity
efficiencies in line with the Carter agenda.
• We will deliver more efficient use of non-pay resources.
• We will continue our leading role within North London
Partners in Health and Care and specialist sustainability
and transformation partnerships to support financial
objectives.
• We will achieve value for money from our assets and
estate.
12Deliver operational excellence through Electronic Health
Record System and optimised processes
• We will develop standardised processes and expect
adherence to them.
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• We will make the most of our coordination centre to
improve patient flow and reduce delays at our hospitals
using digital tracking technology.
• We will ensure non-clinical staff can work as effectively as
possible.
• We will make optimal use of our infrastructure.
• We will improve our interaction with patients.
• We will put effort into researching and evidencing
operational excellence.
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