Annual goals
We have six Trust-wide goals, each with headline objectives and deliverables to measure progress, and nominated executive sponsors and to help us achieve these, our executives have four overarching priorities.
- Deliiver high-quality, patient centred care
- Create a diverse and inclusive workplace
- Maximise capacity utilisation and improve performance
- Make better use of resource to get financially fit
- Be a good partner and proactive contributor in our local economy
- Address the inequalities experienced by staff and patients
In each of the sections below you can find the full details of the indicators for each of the goals.
Deliver high-quality, patient centred care
| Objective | Executive sponsor | |
|---|---|---|
| 1 | Improve patient experience scores | Chief Nurse |
| 2 | Achieve a 5% improvement in scores for all wards assessed by the Ward Assurance Framework | Chief Nurse |
| 3 | Maintain clinical vacancy levels below 12% | Chief Nurse/Chief People Officer/Chief Medical Officer |
| 4 | Deliver harm free care to 95% of patients | Chief Medical Officer |
| 5 | Deliver the Electronic Patient Record (EPR) | Chief Digital Transformation Officer |
Create a diverse and inclusive workplace
| Objective | Executive sponsor | |
|---|---|---|
| 1 | Increase diversity of senior roles | Chief People Officer |
| 2 | Improve staff experience | Chief People Officer |
| 3 | Achieve an overall turnover target of 10% or less by 2025 | Chief People Officer |
Maximise capacity utilisation and improve performance
| Objective | Executive sponsor | |
|---|---|---|
| 1 | Cancer: Deliver national cancer standards set out in the NHS Operating Plan and improve patient experience | Chief Operating Officer |
| 2 | Urgent and Emergency Care (UEC): Ensure performance against UEC standards continuously improves | Chief Operating Officer |
| 3 | Planned care: Deliver key waiting list and waiting time targets set out in the NHS Operating Plan | Chief Operating Officer |
| 4 | Planned care: Maximise capacity utilisation | Chief Operating Officer |
| 5 | Diagnostics: Deliver national standards set out in the NHS Operating Plan and maximise the use of community diagnostic centres (CDCs) | Chief Operating Officer |
Make better use of resources to get financially fit
| Objective | Executive sponsor | |
|---|---|---|
| 1 | Continue to work towards sustainable financial balance by delivering the 2024/25 financial plan | Chief Financial Officer |
| 2 | Improve productivity to no more than 10% lower than before Covid-19, working within our funded establishment (March 2024 it was 15% lower) | Chief Financial Officer |
| 3 | Having significantly increased capital investment over the past five years, invest a further £50m again in 2024/25 | Chief Financial Officer |
Be a good partner and proactive contributor in our local economy
| Obective | Executive sponsor | |
|---|---|---|
| 1 | Deliver our role as an anchor organisation in Barking, Havering and Redbridge | Director of Strategy and Partnerships |
| 2 | Be a good partner at Place to deliver preventative care together actively supporting work on the broader determinants of health such as poverty through cost of living work | Director of Strategy and Partnerships |
| 3 | Actively work with acute hospitals and other provider collaboratives to broaden access to our services that reduce health inequalities | Director of Strategy and Partnerships |
Address the inequalities experienced by staff and patients
| Indicators | Executive sponsor | |
|---|---|---|
| 1 |
Amplify the voices of underserved and vulnerable groups and communities, by engaging with our patients, staff, and local partners to improve our equality performance |
Chief People Officer |
| 2 |
Assess the impact of our work using effective measurement to drive improvement and accountability |
Chief People Officer |
| 3 |
30% of line managers to complete relevant manager’s license on BEST (our training platform), focusing on areas with highest issues identified in data from the Guardian Service, staff survey, patient surveys, CQC |
Chief People Officer |
Executive priorities
This year, our executives have four overarching priorities.
