Our vision, values and priorities

Our vision

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.

Our priorities

The Trust has five top priorities, which drive everything we do. They are:

1. Deliver safe and efficient clinical services within the resources available to us

• Achievement of key performance and quality standards;

• Maintain our registration and full compliance with CQC standards;

• Deliver the Trust's agreed financial target of a deficit budget;

• Delivery of the Trust's agreed quality and cost improvement programme for 2012/13;

• Maintain strong financial management and value for money performance;

• Delivery of a professional education and training strategy across the healthcare professions;

• Increase research and development activities in partnership with AHSN and CRN.

2. Improve the patient experience

• Putting the patient first and treating them as an individual with a particular focus on maintaining their privacy and dignity;

• Maintain low HSMR;

• Reduced levels of healthcare associated infections;

• Improve patient survey results and reduction in numbers of complaints;

• Work towards NHS Litigation Authority's risk management standards Level 2 for general areas and maintain Level 2 for maternity;

• Improve accessibility to our services.

3. Improve the staff experience

• Improved annual staff survey results in targeted areas;

• Appraisal rates maintained at 90% for all staff groups;

• Attendance rates improved, with sickness absence in line with London average;

• Communication channels link 'Board to Ward';

• Implementation of the Equality Delivery System.

4. Safe services for the future

• Progress in the redevelopment of the St Helier Hospital site;

• Clarity on the future of St Helier Hospital in collaboration with primary care, social care and other NHS partners;

• Further enhanced access to and use of the latest IT systems to further improve the care provided to patients;

• Further development of service marketing strategy;

• Further improvements to estate through capital investment plan.

5. Foundation trust status

• Contribute effectively to the transaction process that enables Epsom Hospital to achieve foundation trust status by April 2013 through acquisition by Ashford & St Peters.

The Trust Board is ultimately responsible for setting the strategy for the Trust and the overall performance of the Trust.

Our values

Over recent years, our Trust has gone from strength to strength and, thanks to the hard work of all of our staff and volunteers, we have made great improvements in the care we provide to our patients.

But what is it that makes our organisation the success that it is? At the heart of our hard work is a set of beliefs - a set of values that we, like other NHS staff up and down the country, all believe in. These values are what 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.

With the help of staff and volunteers from across our hospitals, we have been working to find out exactly what values are most important to our Trust, and have found five that really stand out.

1. Put the patient first

There should be no doubt that our patients are the number one priority for everyone at the Trust.

Sister on ward A5 at St Helier, Pat Mendonsa, explained why putting the patient first is so important. She said: "Quite simply, our patients are the reason that we're all here. Every single patient that we treat, as well as their loved ones, deserves to be treated with kindness, care and professionalism.

"We all know that if our loved ones were in hospital, we would only expect the very best for them and that's what we should aim to deliver, all day every day."

2. Work as one team

As a large Trust with more than 5,000 staff and volunteers, there's no question that we are a big team. But why is it so important that we work well together?

Human resources manager Donna Harris explained why. She said: "Effective team working not only impacts on how happy staff and volunteers are, but it also ensures that our patients get the very best possible treatment.

"Evidence shows that if a team feel like they are listened to and matter to the organisation, morale is much higher. Because of that, it's vital that our staff communicate well with each other and can become involved in the decision making processes that go on across the Trust."

3. Respect each other

One member of staff who definitely knows how important it is to respect one another, is head of security, Andrew Foley.

Andrew said: "We're all in this together with the same goal - to provide a first class service to the public. It's important we respect one another and respect the hard work our colleagues in other departments are putting in.

"I believe we can achieve so much more if we work with one another to achieve our goal. We should have respect for each other and if you treat everyone as an equal, you can't go wrong."

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 world.

Dr James Marsh is a consultant and the Clinical Director for Renal Services. He said: "Everyone knows about climate change and how important it is to help to protect the planet, and that's one belief that we should definitely bring to work with us.

"I think this can be summed up in a few lines - if it's not required, turn it off. If it can be recycled, don't throw it away. If you can walk or use public transport, don't drive. We've got to protect the planet today for the sake of tomorrow's generations."

5. Strive for continual improvement

Being good at what we do is okay. However, being great is even better.

Former Chief Executive Samantha Jones said: "It's true that as a Trust, we are currently doing very well and I am incredibly proud of the achievements we've made to date.

"However, we can't be complacent about our progress, and we've got to keep on working hard to make sure that our patients continue to get the very best. We've got to keep building on our successes and work to improve in areas of weakness.

"We've got to keep on making strides to continue improving, whether that's the direct care we provide to patients, the food we serve on our wards, or the training we offer to our staff and volunteers."