Our Enabling Strategies

Our strategy and values will drive everything we do for the next three years from the development of annual plans through to an assessment of service investment proposals and policy development. We will monitor progress against our objectives at Board level and publicly report annually on how we have delivered on our objectives.

Delivery of our strategic goals will be achieved through:

  • Developing and agreeing supporting strategies in workforce, quality, finance, estate and digital.
  • Agreeing and implementing individual clinical service strategies. 
  • Trust annual plans.
  • Establishing a programme to support change management and realise the strategy, including establishment of clear milestones and objectives.
  • Setting up clear governance and reporting to monitor the delivery of the strategy and hold ourselves accountable to achieving this through an annual public report on how we have delivered on our objectives.

Everything we do in the Trust will be aligned to the Trust vision and strategic goals, for example Board papers and investment proposals will consider how any change will support their delivery.

The Board will review the strategy each year, including progress to date, and making any minor changes to reflect the changing landscape.

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Download a copy of our Digital, Data and Technology Strategy

The Digital, Data and Technology Strategy is currently under development for ratification by the Board in Q4 of 2021/22.The strategy lays out how the Trust will become a data-driven organisation providing smart digital care to all our patients. Pending approval, the Trust is committed to the core objectives laid out in the strategy:

  • Streamlining IT operations, building on industry best practice and our own capabilities.
  • Moving to a user-centred design model, including increased collaboration with patient groups and staff.
  • Adapting procurement and investment strategies in response to opportunities to collaborate with ICS partners.
  • Supporting reduced carbon emissions through remote care provision, increased home working, and exploring digital innovations to better monitor and predict our emissions footprint.
  • Improve core IT infrastructure to strengthen current services and provide foundation for new opportunities.
  • Produce a Cyber Security Plan to ensure future digital decision-making takes cyber security into account.
  • Develop a Systems Integration Plan to ensure patient care and information flow between different systems is smooth and efficient.
  • Redevelop Hinchingbrooke Hospital as a Smart hospital, taking into account existing and emerging digital opportunities.
  • Introduce a Patient Held Record, communication platforms, and remote monitoring tools to empower patients in their own healthcare.
  • Upskill our staff through new training resources, drop-in IT clinics, and new apprenticeship roles in AI and Data Analytics. 


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Download a copy of our People and Culture Strategy

Our people are key to delivering this vision, as well as our future clinical services strategy. We need a clear direction for how we will develop our workforce, considering how we recruit, retain and train our staff, how we support them and how we build a sustainable pipeline of talent for local health and care system. Over the coming months  we will be developing a specific workforce strategy, building on the principles laid out above and the national NHS People Plan and national People Promise.

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Download a copy of our Green Plan

We play a major environmental role in our local community affecting not only the air and water quality for those living close to our sites but also the wider environment through the choices we make to limit the damage caused to the climate.

We have made significant progress to reduce our carbon emissions – achieving the NHS target of an 80% reduction (against a 1990 baseline) through investment in a low-carbon electricity tariff and broader efficiency measures. This places us in a good position, but the incremental effort required to reduce each additional tonne of Carbon equivalent increases significantly, so we cannot be complacent.  

Our key actions are outlined under ‘Delivering long-term sustainability’ above and are based on developing sustainable models of care, embedding sustainability principles across our organisation and engaging our staff to create a network of Net Zero Heroes. We recognise the large amount of work ahead of us and are taking action to reduce emissions across our transport, our footprint and our people and behaviours to reach the NHS target of Net Carbon Zero by 2040. We will aim to reduce further than this trajectory requires – we will set ambitious targets and monitor progress, reporting out carbon footprint as part of our Annual Report. 

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Download a copy of our Quality and Patient Safety Strategy

We have recently developed our Quality and Safety strategy setting out how the Trust will achieve our seven safety ambitions and by embracing continuous quality improvement methodology to embed a culture of quality and safety improvement across the whole organisation. We are committed to the following ambitions: 

  • Prevent and protect patients from avoidable harm – improving direct patient care so that no patient will suffer avoidable harm.  
  • Patient engagement and co-production to promote quality improvement – ensuring that all patients who use our services have the opportunity to feedback, shape patient pathways and improve patient experience
  • Infection prevention and control – reaching the irreducible minimum of preventable healthcare associated infections 
  • Reduction in Hospital Standardised Mortality Rate (HSMR) and Summary Hospital-level Mortality Indicator (SHMI) – aiming to place the Trust back within the top 20% of non-specialist acute NHS Trusts 
  • Provide delay free care – deliver care on time and within cost, meeting or exceeding all national standards in relation to safe, high quality care 
  • Delivering outstanding Maternity services – providing a positive and safe experience delivered by an outstanding maternity team
  • Provide a safe system and culture of care, thereby reducing avoidable harm – developing a culture of transparency, learning from safety incidents and using these to drive quality improvement 

The Trust will introduce the recommendations in the Patient Safety Incident 

Response Framework (PSIRF); this affects every aspect of patient care and is a common theme throughout all the Ambitions.