Our Strategy Refresh FINAL - Flipbook - Page 8
from our staff survey and our listening sessions. Central to
our workforce strategy will be a refresh to the way we recruit
and much stronger emphasis of talent development and
retention. Our staff know that there are lots of
opportunities, and moving forward we intend to offer this in
a more structured and systematic way.
We’ve heard from our staff and our patients that we need to
continue our work on bringing community and hospital
services together. There are many examples where this is
starting to emerge, such as in End of Life Care, and we can
use these to drive forward our agenda at pace. As we
continue on this work, and develop our relationships with
the wider health and care system [developing an Integrated
Care System for Swindon] we will need to put more time into
looking how we could do things differently, such as keeping
people well and at home or other out of hospital
alternatives.
Our patients, staff and other organisations, such as Primary
Care [GPs], have raised the need for improved
communication – for example patients telling us that they do
not want to have to tell every healthcare professional they
come into contact with their story. In part this relies on
improvement to how we use IT and patient data, for example
accessible shared care records which will help with more
timely clinical decision making and a smoother journey for
patients. We’ll be working with our commissioner colleagues
and the wider system to make this happen.
Capacity is a recurring theme throughout all our
engagement. Services across the board are under pressure
and population growth has a significant impact on this. Key
pinch points within the Trust include the Emergency
Department, which currently sees almost twice the number of
patients that it was designed for. This makes it difficult to
ensure we deliver a good experience at all times through
earlier diagnosis, a key goal in the NHS 10 year plan, for
diseases such as cancer. Such demands not only make the
delivery of services physically difficult but they also place an
additional challenge on staff and impact on the patient
experience. The Trust has been working hard in this area over
the past 18 months and has recently been awarded £30m of
central funding to co-locate and expand emergency and
urgent services and to develop a new intensive rehabilitation
service which will help address the current capacity issues,
and begin unlocking our estate for expansion in other service
areas.
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