Annual goals
We have five Trust-wide corporate objectives each with indicators to measure progress, and nominated executive leads and governance forums responsible for monitoring progress.
- Deliver high-quality, patient centred care
- Create a diverse and inclusive workplace, ensuring we develop our workforce and introduce new ways of working
- Restore core services and improve performance
- Make better use of resource to get financially fit
- Be a proactive contributor in our local community
In each of the sections below you can find the full details of the indicators for each of the five objectives.
Deliver high-quality, patient centred care
We will support improved communication between healthcare professionals and patients on all inpatient wards by asking our patients five questions about communication. We will monitor progress and aim to achieve at least 8.5/10 for all five questions by the end of Q2 and 9.0/10 for all five questions by the end of Q4
| Indicator | Executive lead | Governance forum | |
|---|---|---|---|
| 1 | Increase the number of patients that are screened for sepsis within 15 minutes and treated appropriately using the Sepsis 6 Pathway to within one hour of attending ED or admission to a ward to at least 95 per cent. | Chief Nursing Officer | Quality Assurance Committee |
| 2 | We will support improved communication between healthcare professionals and patients on all inpatient wards by asking our patients five questions about communication. We will monitor progress and aim to achieve at least 8.5/10 for all 5 questions by the end of Q2 and 9.0/10 for all 5 questions by the end of Q4 | Chief Nursing Officer | Quality Assurance Committee |
| 3 | By the end of March 2023, the Trust will implement the new National Patient Safety strategy embedding the Patient Safety Incident Response Framework. This will demonstrate learning through a five per cent reduction of recurrent Serious Incidents. | Chief Nursing Officer | Quality Assurance Committee |
| 4 | Build upon the successful implementation of the Ward Accreditation programme. All phase one adult inpatient wards to improve and to have achieved at least a silver accreditation before the end of March 2023. Phase two to commence and run concurrently. Phase two wards (Maternity and Assessment) to have achieved Bronze before end of March 2023 | Chief Nursing Officer | Quality Assurance Committee |
| 5 | Improve safety and equity of maternity care by delivering all actions identified by Ockenden report (first phase report published in December 2020) by March 2023 | Chief Nursing Officer | Quality Assurance Committee |
Create a diverse and inclusive workplace, ensuring we develop our workforce and introduce new ways or working
| Indicators | Executive lead | Governance forum | |
|---|---|---|---|
| 1 | Improve staff wellbeing resulting in 10 per cent increase in staff believing the organisation takes positive action on wellbeing to meet the national average within three years (baseline: 26.1 per cent)* | Deputy CEO | People and Culture Committee |
| 2 | Foster a sense of belonging amongst all staff, increasing staff survey score of “I would recommend my organisation as a place to work” to at least meet the national average within three years (baseline 56 per cent at BHRUT compared to 67 per cent nationally) | Deputy CEO | People and Culture Committee |
| 3 | Increase diversity of senior roles, with >5 per cent improvement in proportion of colleagues at band 8c and more senior roles that are from groups currently unrepresented in our management in each of the next three years (baseline pending)* | Director for EDI and Director of Workforce | People and Culture Committee |
| 4 | Improve line management experience with a 5 per cent annual improvement in the proportion of staff who state their line manager takes positive action to improve their experience (in each of the next three years) | Deputy CEO | People and Culture Committee |
| 5 | Reduce gender pay gap (our target may be to reduce it from 27.4 per cent to 20 per cent within three years) | Director for EDI and Director of Workforce | People and Culture Committee |
| 6 | Implement a professional education strategy for postgraduate doctors and ensure that 95 per cent of educational supervisors are appropriately trained and undergo appraisals | Chief Medical Officer | People and Culture Committee |
Restore core services and improve performance
| Indicators | Executive lead | Governance forum | |
|---|---|---|---|
| 1 | Improve urgent and emergency care performance relative to London peers, with fewer ambulance handovers taking longer than fifteen minutes, fewer patients spending more than 12 hours in the emergency department and a reduction in time between when a patient is clinical ready to proceed to when they leave the department** | COO – Emergency | Finance, Investment and Performance Committee |
| 2 | Restore cancer services to pre-pandemic levels, delivering three consecutive months of 85 per cent performance of the 62-day cancer waits by end March 2023 | COO – Elective | Finance, Investment and Performance Committee |
| 3 | Restore elective services and operate at 110 per cent of the 2019/20 baseline, clearing the 52-week waiting list by end March 2023 | COO – Elective | Finance, Investment and Performance Committee |
| 4 | Improve elective pathway efficiency by increasing theatre utilisation to over 80 per cent* (KGH 85 per cent, Queen’s 75 per cent) by September 2022 (within existing list capacity and resources against baseline of 60 per cent) | COO – Elective | Finance, Investment and Performance Committee |
| 5 | Contribute to system increase of diagnostic activity to >120 per cent of pre-pandemic activity in 2022/23 | COO - Elective | Finance, Investment and Performance Committee |
Make better use of resource to get financially fit
| Indicators | Executive lead | Governance forum | |
|---|---|---|---|
| 1 | Reduce bank and agency run rate (incl covid workforce costs) to 20 per cent of 2019/20 baseline | Chief Financial Officer and Director of Workforce | Finance, Investment and Performance Committee |
| 2 | Continue to work towards financial balance by 2024/25, achieving and maintaining a £5m monthly deficit run rate in 2022/23 | Chief Financial Officer | Finance, Investment and Performance Committee |
| 3 | Improve digitalisation and the condition of Trust estate by investing £50m in 2022/23 as part of overall £250m programme over five years | Chief Financial Officer | Finance, Investment and Performance Committee |
| 4 | Implement an establishment workforce control process by the end of Q1 2022/23 to ensure we have a funded establishment in place and sustain this throughout 2022/23 | Director of Workforce | Finance, Investment and Performance Committee |
Be a proactive contributor in our local community
| Indicators | Executive lead | Governance forum | |
|---|---|---|---|
| 1 |
Demonstrate commitment to progressing the agreed Barts Health and BHRUT collaborative priorities through progressing the 4 urgent priorities by September 2022* *Measurable benefits in development through the Barts Health and BHRUT delivery group |
Director of Strategy and Partnerships | Audit Committee |
| 2 | Demonstrate our commitment to equitable career development by implementing the agreed career map projects by March 2023 | Chief Nursing Officer | People and Culture Committee |
| 3 | Demonstrate our responsibility as an anchor organisation, by committing 10 per cent of our annual non-pay procurement spend with local public and private sector providers and their supply chains from across the BHR/NEL community footprint | Chief Financial Officer | Finance, Investment, and Performance Committee |
| 4 | Demonstrate our commitment to be an anchor employer by progressing BHR Academy collaborative priorities and enabling 150 local people to take up work experience and/or and apprenticeship with us by the end March 2023 | Chief Nursing Officer and Director of Workforce | People and Culture Committee |