Annual goals
We have six Trust-wide goals, 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 economy
- Understand the inequalities for 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
| Indicator | Executive lead | Governance forum | |
|---|---|---|---|
| 1 | Maintain and improve our CQC ratings | Chief Nurse | Quality Assurance Committee |
| 2 | All clinical areas to be assessed by the Ward Assurance Framework programme to achieve bronze | Chief Nurse | Quality Assurance Committee |
| 3 | Use the Career Maps to formalise the pipeline of staff from ethnic minority backgrounds into 8B and above nursing and midwifery posts | Chief Nurse | Quality Assurance Committee |
| 4 | Improve patient experience scores | Chief Nurse | Quality Assurance Committee |
| 5 | Maintain vacancy levels below 12% | Chief Nurse | 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 | Increase the staff survey score of “I would recommend my organisation as a place to work” to at least meet the national average by March 2025 | Chief People Officer | People and Culture Committee |
| 2 | Increase diversity of senior roles, with >5% 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 two years | Chief People Officer | People and Culture Committee |
| 3 | Reduce the median gender pay gap from 19.46% (2020 figure) to 16.96% by 2025 | Chief People Officer | People and Culture Committee |
| 4 | Improve staff retention by 5% by 2025 | Chief People Officer | People and Culture Committee |
Restore core services and improve performance
| Indicators | Executive lead | Governance forum | |
|---|---|---|---|
| 1 | Reduce the number of medically fit to discharge patients in our hospitals, addressing NHS causes as well as working in partnership with local authorities | COO – Emergency | Finance, Investment and Performance Committee |
| 2 | Reduce handover delays to support the management of clinical risk across the system | COO – Emergency | Finance, Investment and Performance Committee |
| 3 | Reduce outpatient follow-up appointment by 25% from the 2019/2020 baseline (by March 2024) | COO – Elective | Finance, Investment and Performance Committee |
| 4 | Ensure patients are receiving equitable access to appointments | COO – Elective | Finance, Investment and Performance Committee |
| 5 | Increase diagnostic and treatment capacity and prioritise urgent suspected cancer patients | COO – Elective | Finance, Investment and Performance Committee |
| 6 | Increase elective efficiency and theatre utilisation in line with GIRFT | COO – Elective | Finance, Investment and Performance Committee |
Make better use of resources to get financially fit
| Indicators | Executive lead | Governance forum | |
|---|---|---|---|
| 1 | Reduce bank and agency premium to no more than £12m in 23/24 and £7m in 24/25 | Chief Financial Officer | Finance, Investment and Performance Committee |
| 2 | Continue to work towards sustainable financial balance by delivering the 23/24 financial plan | Chief Financial Officer | Finance, Investment and Performance Committee |
| 3 | Improve digitalisation and the condition of Trust estate by investing £50m in 23/24 | Chief Financial Officer | Finance, Investment and Performance Committee |
| 4 | Trust wide standardised pay control environment | Chief Financial Officer | Finance, Investment and Performance Committee |
Be a proactive contributor in our local economy
| Indicators | Executive lead | Governance forum | |
|---|---|---|---|
| 1 | Actively work with acute hospital and other provider collaboratives to broaden access to our services that reduce health inequalities | Director of Strategy and Partnerships | Audit Committee |
| 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 | Chief People Officer | People and Culture Committee |
| 3 | Extend the use of our social value based procurement approach to 25% of our procurements | Chief Financial Officer | Finance, Investment, and Performance Committee |
| 4 | Widen access to healthcare roles through apprenticeships and promote the work of the BHR/NEL Academy | Chief Nurse | People and Culture Committee |
| 5 | Deliver year one targets of our green strategy | Chief Financial Officer | Finance, Investment, and Performance Committee |
Build an understanding of inequalities for staff and patients
| Indicators | Executive lead | Governance forum | |
|---|---|---|---|
| 1 | Develop and engage our workforce equitably, across all levels of the organisation, where staff are engaged and supported, and leaders and managers foster a culture of belonging by embedding equality diversity and inclusion principles in everything that we do | Chief People Officer | People and Culture Committee |
| 2 | Amplify the voices of disadvantaged and vulnerable groups and communities, by engaging with our patients, staff, and local partners to improve health outcomes | Chief People Officer | People and Culture Committee |
| 3 | 30% of line managers to complete the relevant manager license | Chief People Officer | People and Culture Committee |
| 4 | Assess the impact of our work to close the health equity gap, using effective measurement to drive improvement and accountability. The EDI dashboard will demonstrate monthly improvements for patients and staff | Chief People Officer | People and Culture Committee |
Executive objectives
Our exec objectives supplement the annual goals, with each executive given two priorities for the year. The objectives are set by the Chief Executive and approved by our board.
