The Trust's vision is to be the principal provider of high quality, patient-centred, healthcare to the populations of Merton, Sutton, Epsom and surrounding areas.
Improving the quality and safety of services to patients will be at the core of everything we do. We shall strive to continually improve the effectiveness, efficiency and accessibility of our services, to be the first choice for patients and to ensure their future affordability and clinical sustainability, and to be a centre of excellence for research and teaching.
Where we can provide increased benefits to patients, we shall enhance and expand our range of services, whether through direct provision, the development of partnerships and networks, or through integration with other care providers.
This vision statement was approved by the Trust Board on 4 September 2009 and was reviewed and updated at the Trust Board strategy seminar on 16 October 2009.
2012-13 has proved to be another successful year for our hospitals. As well as meeting the vast majority of the Government's key standards for providing high quality care to our patients, we met our financial targets, including reducing our deficit from £19.4 million to £12.1 million.
In addition, recent surveys show we have improved the care provided to our patients, especially when compared to other local hospitals.
We are committed to continuously improving the care we provide to our patients, whilst ensuring our services offer best value for the taxpayer.
We must also ensure our staff are well supported and are able to do their job to the best of their ability. Importantly, staff must be held to account for their own work and that of their teams.
Our doctors, nurses, midwives, managers, other staff and volunteers will lead this and aim to deliver the following objectives during 2013-14.
1. Our patients
Put our patients first and treat them as individuals, with a particular focus on excellent care, compassion and communication;
Reduce our levels of healthcare associated infections, in particular Clostridium difficile and MRSA (bacteraemia);
Ensure our patients receive high quality safe care, including:
• maintaining low mortality rates;
• further reducing the number of patient falls;
• further reduce the number of emergency
• further improve the awareness and diagnosis
• further improve the way we communicate with
GPs after patients have been discharged.
Learn from the outcome of the Francis Report into the failings of Mid Staffordshire NHS Foundation Trust;
Further improve our patient survey results and take full advantage of the new friends and family test;
Continue to use feedback from our patients and their representatives to improve the quality and safety of the services we provide;
Launch a new quality directorate which focuses on learning from incidents, complaints, audit, inquests and litigation.
2. Our services
3. Our people
Continue to train, motivate and educate our staff, including ensuring they undertake their mandatory and statutory training;
Provide high quality undergraduate and postgraduate training for nursing, medical and other staff;
Improve our annual staff survey results in targeted areas, including the support provided by line managers;
Further improve the quality and maintain the frequency of staff appraisals;
Further improve our staff attendance rates, bringing sickness absence in line with the NHS average;
Further improve the way we communicate and engage with our staff and volunteers, including launching a new Trust intranet.
4. Our finances
Maintain strong financial management and deliver our agreed financial target of a deficit budget of £7.4 million;
Ensure we make the best use of our resources and deliver our agreed quality and cost improvement plan (of £19.9 million);
Further reduce our use of expensive agency employees, as well as temporary staff;
Build on our success in reducing the number of patients who miss their appointments;
Increase the financial data held by our clinical specialties and support them in using it to maximise the efficiency of our services.
5. Our future
Provide clarity on the long-term future and sustainability of our hospitals in collaboration with primary care, social care and other NHS partners, including our local clinical commissioning groups;
Progress the £219 million redevelopment of the St Helier Hospital site;
Maintain our good working relationships with key partners and stakeholders, including MPs, council officers and elected officials, patient groups and hospital charities.
The Trust Board is ultimately responsible for setting the strategy for the Trust and the overall performance of the Trust.
In recent years, our hospitals have grown increasingly busy, but thanks to the continuing hard work and commitment of our staff and volunteers, we still perform well and provide our patients with a high level of care.
At the heart of our work is a set of beliefs - a set of values that we, like other NHS organisations up and down the country, all believe in. Our values drive us to keep on improving the service we provide to our patients as well as their family and friends. It also guides the way in which we work together as staff and volunteers, and how we treat each other.
But of course, we have to be sure that these values, and the behaviours that support them, continue to reflect what our staff believe in and strive for. As such, we have held a number of workshops to refresh our values and identify ways to make sure we are all living up to them.
With the help of all those who took part, we have learned what matters to our staff and have identified five values that really stand out for us, and the actions we can take to live them in our work.
Working with staff from across our hospitals, we have refreshed our five values, and have agreed some good examples of the sort of behaviours that would underpin our values and help to keep them at the forefront of what we do. These are:
1. Putting the patient first
There should be no doubt that our patients are the number one priority for everyone at the Trust.
Dr Amir Hassan is a consultant in the A&E (accident and emergency) department at St Helier Hospital, and explained why putting the patient first is so important. He said: "When people walk through the doors of our hospitals, they put a huge amount of trust and hope in our hands. It's up to us to make sure that our patients receive the very best of care at all times, and are treated with compassion and respect throughout their stay with us.
"Whether you work on the wards or in an office, our patients and their loved ones should always come first. I firmly believe that each of our patients should be treated as we would want a loved one to be cared for, and we should all play a unique and positive part in that."
2. Work as one team
As a large organisation with more than 4,700 staff and volunteers, there's no question that we are a big team. But why is it so important that we work well together?
Karen Kilday, a senior sister and the manager for the children's ward at Epsom Hospital, explained why. She said: "Working together as a team is the only way of making sure we are achieving the very best for our patients.
"Hospitals rely on so many different people to make them successful, from the nurses and midwives to the teams who make sure our buildings are safe and well-maintained, and it's absolutely vital that we're working together with a common goal and shared vision."
3. Respect each other
Lisa Carter, Head of Operational Human Resources said: "We all know that working for the NHS can be challenging at times, but with a mutual respect for our colleagues, we can appreciate and recognise their hard work and commitment.
"Respecting one another is absolutely vital to the way that we work, because we've all got the same goal - to make sure our patients get the very best from us."
4. Protect the environment
By doing all we can to cut our carbon footprint, we can help protect the environment and, importantly, save money in what are challenging financial times across the health service.
Richard Blatch is the acting head of estates management (operations). He said: "As an organisation that works around the clock, it's really important that we take responsibility for our carbon footprint, and do all that we can to make sure we are saving energy wherever possible.
"And that's not just about turning off lights when you leave the room (although that does make a huge difference of course!), but it's something much bigger than that. From the way we deal with our waste and recycling to the way that we order our equipment and supplies, we can all make a difference to our hospitals' carbon footprint."
5. Strive for continuous improvement
Over recent years, we have proved that we are a high performing Trust, despite some significant challenges.
Chief Executive Matthew Hopkins said: "I have always been incredibly proud of our hospitals, and the way that our staff and volunteers drive the organisation forwards.
"It's essential that we continue to perform well against the standards the Government expects of NHS hospitals, that we improve our financial outlook and above all, we provide the people who need our services with a high level of care. For that, I would like to say a huge thank you to our staff and volunteers for all of your hard work during recent years - you always rise to the challenge.
"However, we cannot become complacent. We have got to keep up the good work for our future patients and their loved ones, and make sure we're working hard to make improvements wherever we can."