Our Strategy Refresh FINAL - Flipbook - Page 2
Introduction
The past seven years have been what many consider to be
one of the most challenging periods in the history of the
NHS.
Despite those challenges, we have much to be proud of in
terms of how we have improved the care we provide and
how we are saving more lives than ever before. Our
ambitious push to improve safety through our Sign up to
Safety pledges are one of the best examples of how we can
make a life changing difference to people when we commit
to a goal.
Equally the way staff pulled together to help lift the Trust
out of enforcement action, which we were placed in because
of our worsening finances, was no mean feat and was
achieved because we were clear with ourselves about what
we were trying to do and why.
That is why a strategy like this is important. It sets out in
black and white our ambition to improve the quality of care
in the years ahead and how we expect to do that. It helps
provide clarity for all of us who work here about what it is
we are trying to do and where we are trying to get to.
In truth there is no such thing as a ‘finished job’ when it
comes to delivering a strategy or indeed at all in the NHS.
Each success moves you forward to the next and puts us in a
stronger position to meet new challenges that require new
ways of doing things.
At the time of writing our previous strategy, the landscape
within which we operated was different. STPs [Sustainability
& Transformation Partnerships] did not exist, Integrated Care
Systems were scarce, the NHS 10 Year Plan was a long way off
and we were not the provider of community services in
Swindon.
The support and commitment of staff is essential if we are to
deliver our strategy. We have many reasons to be proud and
to share our learning and experience with other Trusts
nationally, but equally there is much we can learn from the
best providers.
We need to be as ambitious in searching for new ideas to
bring to Swindon as we are of developing our own. We also
know that we can only deliver sustainable improvements if
we work much more closely with our partners.
Page 1 of 18