TRUST STRATEGY 2017/2021 - Striving for excellence - The Mid Yorkshire Hospitals NHS ...
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TRUST STRATEGY
2017/2021
Striving for excellence
TRUST STRATEGY 2017/2021
TRUST STRATEGY 2017/2021
The Trust
The Mid Yorkshire Hospitals NHS
Introduction Trust provides hospital services,
from its three hospitals, to a
population of 530,000, and also
The aim of this refreshed strategy
delivers a range of community
is to ensure clarity of purpose,
services, primarily to the 350,000
direction and priorities for the Trust’s
population of Wakefield.
workforce and for the Board of
In addition, the Trust provides specialist burns
Directors. and spinal injuries services to a large regional
It describes the intended place and role of the population.
Trust in the local and regional health and social
The Trust has a workforce of 8,000 people, making
care economies as well as the strategic objectives
it one of the largest employers in the locality. It
to achieve our ambition.
generates an income of around half a billion
For the Trust to meet its vision to ‘achieve an excellent pounds a year, primarily via contracts with two
patient experience each and every time’ it is crucial, Clinical Commissioning Groups and with NHS
both within the Trust, and through the partnership England.
relationships the Trust establishes and strengthens,
that our collective endeavours are aligned. We must The ambition of the Trust is reflected in our
work together with external health and social care vision statement:
organisations in ways which: contribute to the improved
health and wellbeing of the population; reduce To achieve excellent patient
experience each and every time
avoidable admissions to hospital; and secure further
efficiencies and increases in productivity.
The purpose of the Trust is reflected in
our mission statement:
To provide high quality
healthcare services at home,
in the community and in
our hospitals, to improve the
quality of people’s lives
Whilst the central purpose of the Trust is the
provision of healthcare, the Trust also has duties
to: help educate and train future healthcare
professionals; increase knowledge and discover
better ways of doing things through good quality
research and development; and be an excellent
employer, investing in the skills and development of
its workforce.
2
TRUST STRATEGY 2017/2021
The place
of the Trust
The Trust delivers secondary care to
a large catchment population; it is the
delivery on this scale which supports our
service viability and sustainability.
As the Trust makes progress in reducing waiting times for
outpatient consultation, treatment and surgery, it will aim to be
the provider of choice for patients, thus getting back work from
other providers.
The Trust plans to make a significant and effective contribution
to ‘out of hospital’ services through: strengthened partnership
arrangements with the six local GP Federations; its two partner
Local Authorities; and voluntary/ third sector providers.
In Wakefield, the main vehicle for providing strengthened
integrated services, in ways which support primary care, is the
establishment of a Multi-specialty Community Provider (MCP).
In North Kirklees, the principle organisations will be: Curo Ltd -
the local GP Federation; and Locala Community Partnerships
- the provider of community services.
The Trust aims to maintain its position as place of choice
for medical students from Leeds Medical School. The Trust
also aims to significantly improve the training experience of
many junior doctors. Another key ambition is to significantly
increase the number of student nurses who have their
practical placements at the Trust – students from both
Huddersfield and Bradford Universities.
Working in partnership with local universities, commercial
companies and the NHS regional research network, the Trust
aims to be an active contributor to research; increasing its
activity and strengthening its Research and Development
arrangements.
Being an excellent employer is an essential prerequisite for
the Trust to be successful in meeting the needs of its patients.
The Trust aims to be a popular, local, major employer;
investing in the skills and development of its workforce.
3
TRUST STRATEGY 2017/2021
Background
Refreshing the Trust’s strategy has
been necessary as a consequence of
a significant number of national policy
changes over the past couple of years,
the main ones being:
NHS Five Year Forward View 2014.
Primary Care Five Year Forward View 2016.
Encouraging Trusts to work together to reduce costs,
resolve issues of sustainability of some services.
Development of new models of services/care, for example
Multi-specialty Community Providers (MCPs) or Primary
and Acute Care Services (PACS) or Accountable Care
Organisations (ACOs).
An extremely challenging financial settlement for the
NHS and local authorities.
Development of Sustainability and Transformation
Plans (STPs).
NHS Five Year Forward View Delivery Plan 2017.
In response to these national policies, local changes are
taking place and these are reflected in this updated strategy.
In particular, there is a focus on innovative and co-operative
working; leading to strong, effective partnerships.
This refreshed strategy also reflects a real determination to
ensure the Trust consistently provides high quality, responsive,
timely services, and resolves historical patchy performance.
This strategy is also a very important contribution to
transforming our health and social care economy, addressing
the three gaps that each STP was tasked to address: care and
quality; finance and efficiency; and health and wellbeing.
The way the Trust developed this refreshed strategy is
described in Annex 1.
4
TRUST STRATEGY 2017/2021
Where we are now
Patient Experience developed using the Virginia Mason Production System
The Trust receives patient experience feedback from (VMPS) principles; the healthcare version of Lean
a range of sources including Friends and Family Test Manufacturing and the Toyota Production System.
(FFT), surveys, NHS Choices, complaints and the Patient
Advice and Liaison Service. Our feedback via FFT Virginia Mason has successfully translated lean
(around 140,000 Friends and Family Test forms each philosophy and embedded it into the way they
year) tells us patients would recommend the Trust as a deliver healthcare. This people-centred management
place to receive care and treatment at a higher rate than philosophy and approach has been credited with
the national average for our: Emergency Departments; transforming Virginia Mason and is now being
inpatient and outpatient care; and for the community transferred to other healthcare organisations throughout
services we provide. Yet our annual Care Quality the world.
Commission (CQC) inpatient survey (a sample of 900
patients) demonstrates poor feedback in comparison Patient safety
with other Trusts. Furthermore, relative to the size of the Besides the risks caused by delays in receiving care and
Trust, we receive a high number of written complaints. treatment, the Trust has an above average weekend
We believe the root causes of the dissatisfaction to mortality rate and a comparatively high incidence of
be: delays in receiving care and treatment; and staff pressure ulcers amongst community patients. The Trust
shortages. The Trust has struggled to meet a lot of the also has a low rate of treating patients with a fractured
NHS Constitutional access standards. neck of femur in a timely way, in accordance with best
practice standards. Feedback from GPs also indicates
Improving quality the need to increase the speed of delivery of clinical
According to the National Reporting and Learning letters as well as reducing waiting times to comply with
System (NRLS) the Trust has succeeded in being the 18 week referral to treatment (RTT). Most other
placed in the top quarter of organisations in the metrics are within the expected range.
country for reporting incidents. This means we have the
mechanisms in place to investigate appropriately when Care Quality Commission (CQC)
things do go wrong, to ensure lessons are learned and The Trust received an overall rating of ‘requires
actions to address these are implemented. improvement’ from the CQC and a rating of ‘good’ within
our community services. We are striving to achieve an
In June 2016, the Trust took the decision to implement ‘outstanding’ before the end of the period covered by this
a new quality improvement system. It has now started strategy, ie by 2021.
its journey in implementing the Mid Yorkshire Quality
Improvement System (MYQIS) which has been
5
TRUST STRATEGY 2017/2021
Partnerships
with other
organisations
The Trust is aligned with the West
Yorkshire and Harrogate Sustainability
and Transformation Plan (STP).
The Trust has governance structures to support its
involvement in and to ensure it is sighted on developments
and initiatives. This supports new partnerships and co-
operative ways of working with the aim of closing the ‘triple
gap’ identified within the Five Year Forward View of: the health
and wellbeing gap; the care and quality gap; and the finance
and efficiency gap.
The following key priorities for West Yorkshire and
Harrogate STP have been identified:
Urgent and Emergency Care
Specialised Commissioning
Mental Health
Prevention
Stroke
Cancer
Primary and Community Care
Acute Sustainability
Standardisation and Variation
The Trust’s involvement in delivering key outputs from the
West Yorkshire and Harrogate STP will be through our active
involvement with the West Yorkshire Association of Acute
Trusts (WYAAT) through being a member of its Committee in
Common. Similarly the Trust is also a member of the South
Yorkshire Acute Trusts ‘Working Together’ Committee in
Common.
Of crucial importance is the ‘place based’ partnerships in
Wakefield and North Kirklees. The recently established
Wakefield New Models of Care Board is a very positive
opportunity to improve out of hospital services, and is the first
step to it becoming a Committee in Common and a Multi-
specialty Community Provider.
In North Kirklees, partnership discussions with Curo Health
Ltd, the GP Federation, and Locala Community Partnerships;
the community services provider have just started at the time
of finalising this strategy (June 2017).
6
Summary Operating Plan 2017-2019
Workforce
The Trust has a workforce of
around 8,000, all of whom work Summary Operating Plan 2017-2019
Financial
very hard to meet the needs of
our patients. However, it is clear
too many staff are consistently
stretched too much, and for too
long. performance
This is mainly due to the capacity problems the
Trust has and the difficulties the Trust experiences in The NHS has been facing
recruiting to our Registered Nurse (including District significant financial pressure in
Nurses) and medical staff vacancies. Despite these
issues staff are rightly proud of what they achieve recent years. With an ageing
for patients and are very committed to meeting the population and increasing
needs of patients are doing great work. However, both
the Staff Friends and Family Test results and the CQC demand, there is need for the
Staff Survey results indicate about a quarter of staff health service to continue to
would not recommend the Trust as a place to receive
treatment or as a place to work. The staff sickness evolve to meet these challenges.
rate is 5.4% which is higher than average compared
to other acute Trusts. Vacancy rates for registered These challenges are not exclusive to the Trust but,
nurses and medical staff runs at about 10%. Staff in addition, we have faced unique challenges which
turnover rate averages 10.6% have impacted on our ability to keep expenditure
within income levels. There is likely to be minimal
financial income growth over the next five years and
therefore there will be an ongoing need to deliver
high quality services in a cost effective way.
The Trust has had a persistent underlying deficit
of about £20m, which is largely due to the Private
Finance Initiative (PFI) costs for Pinderfields and
Pontefract Hospitals. In the past six years the Trust
has not been able to make inroads into this position.
However, unlike many other Trusts, the position has
not deteriorated any further.
The Trust has two new hospitals, Pinderfields
Hospital in Wakefield and Pontefract Hospital. Both
are PFI hospitals which opened in 2010. The third
hospital is Dewsbury and District Hospital, which
will be the subject of investment over the life of
this strategy to update the infrastructure, improve
the ward environments and rationalise the site. All
aspects of the estate, infrastructure and equipment
will be continually reviewed to ensure it is fit for
purpose and safe so services can be delivered in the
most effective and efficient way.
The Trust investment and replacement programmes
are risk-based and deliver clinical and safety
priorities.
7
TRUST STRATEGY 2017/2021
Trust Strategic
Objectives The values are:
The refresh of the Striving for Excellence
Strategy 2017/21 was driven by national Respect
Showing value and respect for
and local challenges as well as the everyone and treating others as
emerging opportunities within the we would wish to be treated.
healthcare landscape; all of which impact
upon the Trust. High Standards
Taking responsibility for
The Trust has listened to staff, patients and partners and, as a
providing the best services and
result, has revised its Vision, Mission, and Strategic Objectives.
patient experience.
The strategy and objectives ensure that the Trust’s workforce
has a clear understanding of the goals of the organisation. Improving
Actions and choices made by each member of the Trust’s
We always look for ways to
team will be aligned with the Trust’s vision and its six strategic
objectives. improve what we do. We encourage
involvement, value contributions
and listen to and positively act on
Vision feedback.
To achieve excellent patient experience each and every time.
Caring
Mission Ensuring quality of care is at the
To provide high quality healthcare services at home, in the
community and in our hospitals, to improve the quality of
heart of everything we do.
people’s lives.
To ensure the delivery of services reflect
Strategic Objectives the Trust values, each value is supported
Keep our patients safe at all times. by standards of behaviour which all staff
of the Trust are expected to maintain.
Provide excellent patient experience that delivers expected
outcomes. These have been developed through
consultation with staff mainly via the ‘Big
Be an excellent employer.
Conversation’ process.
Be a well-led and governed Trust with sound finances.
Have effective partnerships that support better patient care. A list of the behaviours can be found in
Annex 2.
Provide excellent research, development and innovation.
opportunities.
8
Strategic Plan 2017/18 to 2020/21
Overview of ‘Striving
for Excellence’
Vision
Achieve
excellent patient
experience each
and every time
Mission
To provide high quality healthcare
services at home, in the community
and in our hospitals to improve the
quality of peoples lives
S T R ATValues
EGIC AIMS
CARING IMPROVING RESPECT HIGH STANDARDS
Strategic Aims
1 2 3 4 5 6
Provide
Keep our Provide excellent Be an excellent Be a well-led Have effective
excellent
patients patient employer and governed partnerships Research,
safe at experience and Trust with sound that support Development
all times deliver expected finances better patient and Innovation
outcomes care Opportunities
9
The Trust has developed six strategic objectives for
delivery over the next five years. This section of the
strategy describes what each strategic objective means
and how the Trust will know when it is achieving.
Strategic Plan 2017/18 to 2020/21
TRUST STRATEGY 2017/2021
Strategic Objectives
Objective 1- Keep Our Patients Safe at All Times
Patient safety is of paramount The annual PLACE audit demonstrates the Trust
provides services in a clean and safe environment
importance to the Trust. The Trust is that facilitates patients being cared for with
committed to keeping patients safe compassion and dignity.
at all times. The Trust is continuously improving our practices to
deliver harm free care.
This means the Trust will: The Trust is achieving reducing rates for Sepsis,
infections, falls, pressure ulcers.
Eliminate avoidable harm to patients.
There are zero never events as defined by NHS
Ensure patients are safe in our care. England.
Ensure all staff understand their roles in keeping
patients safe and are competent in doing so.
Ensure staff feel able to raise concerns and that they
are swiftly responded to.
Ensure our environment and equipment is safe,
functional, suitable, secure and clean.
Ensure we have effective quality governance
arrangements.
Have a below average Hospital Standardised
Mortality Rate (HSMR).
Ensure we learn from experience to help us
continuously improve.
The Trust will know it is achieving this objective because:
The Trust is compliant with national published or
national Best Practice Standards. For example
Fracture Neck of Femur and Stroke, amongst others
The Trust has systematic analysis of adverse events
which lead to evidence lessons learned that are acted
upon.
10TRUST STRATEGY 2017/2021
Strategic Objectives
Objective 2 -Achieve excellent patient
experience and deliver expected outcomes
Achieving the Trust vision and mission means providing excellent
patient experience to the people we serve, every time they encounter
care we deliver.
This means the Trust will: The Trust will know it is achieving this objective
Provide clinically effective treatment and care, which is because:
delivered safely.
The Trust’s Friends and Family Test and patient
Provide services that are accessed with ease and in a experience survey results has improved.
timely manner.
The Trust has a consistent record of improvement in
Ensure patients have a positive experience of care at the performance trends.
Trust.
There is a significant reduction in the number of formal
Ensure patients are actively engaged and understand complaints.
their care, and our communication with them is excellent.
Staff attitude has been eliminated as a reason of an
Listen and act upon feedback and evidence learning upheld complaint.
when things have gone wrong.
The Trust workforce recommends us as a place to
Use national data to support our ambition for striving for receive care.
excellence.
More patients choose the Trust ahead of other providers .
Work in accordance with national guidelines and best
The Trust is delivering care within national access
practice where available.
standards especially within Emergency Care Standard
Meet national clinical standards and best practices. and Referral to Treatment times.
The Trust exceeds NHS Constitution rights and pledges.
11Strategic Plan 2017/18 to 2020/21
TRUST STRATEGY 2017/2021
Strategic Objectives
Objective 3 - Be an excellent employer
The Trust values its staff and The Trust vacancy rate is reduced, having a
positive effect on reducing spending on agency
aspires to be an excellent staff.
employer; one which people The Trust has improved the result it receives from
choose to join, want to stay and all trainee feedback surveys and that it receives
from its education partners.
where they can develop their People feel proud to work here and are eager to
careers celebrate success.
This means the Trust will: The Trust’s workforce is representative of the
community we serve.
Value staff and their contribution.
The Trust has achieved the Investors in People
Have effective clinical leadership. Gold Standard.
Create the right conditions so people want to work
here and, when they do, they choose to stay.
Support all staff to live by our values and
behaviours.
Provide healthy and safe workplaces.
Invest and promote appropriate education, training,
development and leadership opportunities for all
staff.
Support staff to achieve their career ambitions.
Provide high quality clinical education and
professional development that is valued by our
student placements.
Be an equal opportunities employer.
The Trust will know it is achieving this objective because:
Rates of staff recommending the Trust as a place
to work is greatly improved.
Staff turnover and sickness is greatly reduced.
The Trust has an external reputation for being a
good place to work.
There is a choice of appointable candidates for
posts within the Trust.
The number of appointments made from within
the Trust increases (above entry level posts).
12Strategic Plan 2017/18 to 2020/21
TRUST STRATEGY 2017/2021
Strategic Objectives
Objective 4 - Be a well-led and
governed Trust with sound finances
The Trust is an NHS organisation The Trust will know it is achieving this objective because:
with responsibility for providing Patients achieve better outcomes as a result of
innovation and transformation.
best value for the use of the
The Trust’s ranking on the Single Oversight
public’s money. The Trust will Framework improves.
ensure its leaders support the The Trust recurrently meets its financial control
vision, share the values and totals and obligations.
behaviours and pledge to spend The Trust has a robust approach to business and
financial planning which is considerate of the
resources to meet the objectives. changing system environment.
The Trust is rated good or outstanding for being
This means the Trust will:
well-led.
Know its business and be flexible to change. The Trust has a reputation as a place where
Invest in innovation and transformation which patients want to receive their care.
enables the provision of high quality care to The Trust’s reference costs and weighted Average
patients. Unit Cost of Activity are less than 102%.
Consistently comply with regulators’ standards. The Trust’s quality and governance arrangements
Ensure there is a clear line of sight from ‘ward to support year on year improvement in patient
Board’ and manage and monitor issues effectively. experience and outcomes.
Consistently meet financial obligations.
Support all staff to understand their role in relation
to the use of public resources and act responsibly
to deliver best value.
Provide best value whilst improving patient care.
Ensure our Performance Management Framework
is patient-centric and provides foresight and
actively supports us towards our Vision.
13Strategic Plan 2017/18 to 2020/21
TRUST STRATEGY 2017/2021
Strategic Objectives
Objective 5 - Have effective partnerships
that support better patient care
The direction of the NHS is to work The Trust will know it is achieving this objective because:
more collaboratively with other Transformation, service improvements and
efficiencies are realised through partnerships.
providers and commissioners
Patient outcomes and feedback improves within
for the benefit of patients and pathways where we are working in partnership.
to safeguard the sustainability of The Trust workforce is aware of partnership
services. arrangements and collaboration and how they
benefit patients.
This means the Trust will: Trust Board and Executive Directors regularly
Work with other organisations to provide seamless consider partnerships and collaboration
patient care. opportunities.
Have partnerships that will deliver efficiencies and The Trust receives positive feedback from
sustainability. Commissioners and Local Authorities about the
way we work.
Explore and adopt new models of care.
Be an active member of Sustainability and
Transformation Plan workstreams to support the
change and collaboration required.
Support and work with primary care to improve
patient outcomes and experience.
Work with the third sector where and when it will
enhance patient experience or support better
patient outcomes.
Make a full contribution to West Yorkshire
Association of Acute Trusts (WYAAT).
Make a full contribution to the Health and
Wellbeing Boards to improve the health of the
people of Mid Yorkshire.
14Strategic Plan 2017/18 to 2020/21
TRUST STRATEGY 2017/2021
Strategic Objectives
Objective 6 - Provide excellent Research,
Development and Innovation Opportunities
As a learning organisation, with Staff feel supported to develop their ideas
and encouraged to be part of funded research
three acute hospitals and vibrant opportunities.
community services, the Trust is The Trust communicates its successes widely and
perfectly positioned to be actively celebrate those involved.
involved in research, development Income relating to Research and Development
increases including NIHR.
and innovation opportunities. The Trust is recognised for being a key provider
Enhancing the Trust’s involvement of Research and Development in the Yorkshire
in these will strengthen our offering and Humber region.
to patients and staff.
This means the Trust will:
Make it easy for staff to present ideas and
innovations.
Support staff to realise ideas quickly and
effectively.
Work with academic and healthcare organisations
to explore and support appropriate research
partnerships to improve care
Actively engage patients and the public in
delivering effective research and development
projects.
Encourage a culture that promotes the
development and engagement in research.
Develop funded research activity and grow
research income.
The Trust will know it is achieving this objective because:
More staff are involved in funded research,
development and innovation opportunities.
There is an increase in the number of staff
suggestions for innovation that are received and
evaluated.
15TRUST STRATEGY 2017/2021
Enabling
Strategies
The Trust has five crucial enabling
strategies which are in place to
underpin and support the delivery
of this strategy.
Enabling Strategies
Quality Improvement Strategy
Workforce Strategy
Information Management and Technology Strategy
Estates and Sustainability Strategy
Research and Innovation Strategy
Trust Operating Plan 2017-2019
The Trust has a two year Operating Plan which describes
the key objectives and work plan for the next two years. In
effect, this is the tactical plan to take the Trust ever closer to
realising its vision and its strategic objectives. The Operating
Plan is updated every 12 months.
Conclusion
The Trust Striving for Excellence Strategy 2017/2021 will
be formally reviewed in September 2018 but continually
assessed against its progress as measured through the
delivery of the Operating Plan and the Strategic Scorecard
as shown in Annex 3.
The Trust believesthe Striving for Excellence Strategy for
2017/2021 is built upon a clear understanding of the needs,
challenges and priorities of the people it serves and is
based upon sound organisational knowledge. The Trust has
developed specific strategic objectives and has a clear line of
sight on how it intends to achieve its vision.
To achieve excellent
patient experience each
and every time
16Annex 1. How We Developed
the Strategy
The strategy ‘Striving for Excellence’ ‘Striving for Excellence’; resulting in a strategy that better
reflects the needs of the staff, patients and big changes
was developed in close consultation within the wider economic environment which occurred
with external stakeholders, patients since the strategy was first developed.
and carers, clinical commissioning Following this a series of development sessions were held
groups and local authorities and with Trust Board members, the Leadership Community
Forum, Clinical Executive Group and the Executive Team
reflected the changes required to the to focus upon The Trusts strategic objectives.
Trust as part of the reconfiguration
Key stages of our strategy development included:
of services.
The collection and analysis of staff opinion.
In 2016 our Trust Board Members recognised a need to
refresh, rather than recreate, the Striving for Excellence Trust Board strategy development sessions.
Strategy to reflect changes in the national NHS direction.
A strategy development support pack was formulated
The strategy development process mirrors the seven
based on guidance from NHS Improvement to enable
stage framework for strategy development published by
senior leaders to ensure the development of a strategy
NHS Improvement; frame, diagnose, forecast, generate
which responds to the needs, challenges and priorities of
options, prioritise, deliver and evolve.
the local people, that they had sound knowledge of of
During the past 12 months, the Trust has successfully the Trust’s clinical and financial performance, both current
delivered a programme of work incorporating a series of and how this has changed over time.
events across the Trust to engage staff in refreshing the
Development sessions were held with the Clinical
organisations five year strategy and priorities.
Executive Group and the Leaderships Community Forum
As a direct result of these discussions, the Trust has to further develop the strategic objectives, to understand
developed new Vision, Mission, Values and Behaviours. the necessary objectives to achieve these and how the
These engagement events, known as the Big Trust will monitor progress.
Conversations, included six largescale events attended
The draft strategy was sent to external stakeholders as
by more than 400 staff from all disciplines and locations.
well as staff and staff side representatives to seek further
The big conversations resulted in staff describing:
comment and suggestions.
440 priorities/challenges comments
The Trust believes the resulting Striving for Excellence
63 vision statements Strategy 2017-21 demonstrates a true understanding
of its current position, the key priorities and objectives
1,000+ behaviours for improvement and describes how the Trust will know
259 behaviour statements when it has achieved.
The findings have provided the corner stone for the
refresh of the organisation’s five year strategy:
17mY bEHaviOurS
Our miSSiOn (purpOSE): To provide high quality healthcare services
Annex 2. at home, in the community and in our hospitals, to improve the quality of people’s lives.
MY BEHAVIOURS Our viSiOn (ambiTiOn): We strive to achieve excellent patient experience each and every time.
HIGH STANDARDS CARING
Taking responsibility for providing the best Ensuring quality of care is at the heart of
services and patient experience. everything we do.
I will strive to do things right first time, every time. I will avoid making assumptions and always treat
HIGH
I will speak up about and report any concerns people as individuals.
I have.
STANDARDS
I will support and encourage others in the team.
CARING
I will make eye contact, smile and introduce myself
with, “Hello, my name is…”
Ensuring quality of
I will make first impressions count by being I will listen and welcome different opinions.
Taking responsibility care is at the heart of
professional in my appearance, communication, I will put myself in thewe
everything other
do. person’s shoes and take
for providing the best
body language and attitude. time to understand their needs.
services and patient
I will recognise, praiseexperience.
and celebrate a job When I make a commitment, I do what I say I am
well done. going to do.
Our
I will commit to continuing my development, I will aim to give the standard of care or service
learning new skills and sharing knowledge. I would expect for myself or my relative and ask
Values
I will take responsibility for my actions. myself, “would I be happy with this?”
I welcome feedback. I will give time to people in distress or who need me.
I will show genuine compassion to others by being
kind and thoughtful.
RESPECT RESPECT IMPROVING
IMPROVING
Showing value and respect for everyone and
Showing value and respect We always look for ways to
We always look for ways to improve what we do.
treating others asforthey wouldand
everyone wishtreating
to be treated. We encourage improve what wevalue
involvement, do. contributionsand
others as they would wish listen to andWe positively
encourage act
involvement,
on feedback.
I will protect the privacy and dignity of patients,
to be treated. value contributions and listen
service users and colleagues. I will be responsive and adaptable to changing
to and positively act on
I value the opinions of others and show circumstances and new expectations.
feedback.
consideration for their feelings. I appreciate learning can come from mistakes
and I will take positive steps to change.
I will take the time to listen to others and consider
I will continually reflect on my actions and take every
their perspective, even if it is different to my own.
opportunity to make improvements.
I will treat people as individuals, taking into account I will work as part of a cohesive team, praise
their personal circumstances. co-operation and value the views and contributions of
I will listen, check my understanding and act with others.
fairness, honesty and consistency. I will learn from others, be receptive to new ideas and
look elsewhere to see what works.
I will show appreciation by saying thank you for
work well done. I will speak up when I see or hear behaviour which
does not reflect the Trust values.
I will respect the confidential nature of information. I will help seek opportunities to improve and take part
I will strive to develop insights into how I impact on in the way it is done.
others, accepting and acting on feedback. I will encourage creativity and support new ideas by
suspending judgement until all the benefits and risks
have been fully explored.
18Annex 3
Strategic
Scorecard
(currently being drafted)
19TRUST STRATEGY
2017/2021
Dewsbury and District Hospital 0844 811 8110 / 01924 541000
Halifax Road, Dewsbury WF13 4HS
@MidYorkshireNHS
Pinderfields Hospital
Aberford Road, Wakefield WF1 4DG
TheMidYorkshireHospitalsNHSTrust
Pontefract Hospital www.midyorks.nhs.uk
Friarwood Lane, Pontefract WF8 1PLYou can also read
