Trust Strategy

2021/2022

Safe & Effective | Kind & Caring | Exceeding Expectation

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Trust Strategy 2021-2022

Contents
Page
Our Vision 1

Strategic Objectives 1

Trust Overview 3

How our patient profile is changing 3

Building on a solid foundation and driving innovation 4

How are we improving patient experience and outcomes? 4

External Landscape 7

Internal Analysis 10

Achieving Our Vision - Strategic Objectives 12

Strategic Plan on a Page 23

Trust Strategy 2021-2022

Our Vision

Our vision is to be an NHS organisation that We therefore recognise that we have to

continually strives to improve the outcomes make brave decisions and develop innovative
and experiences for the communities we solutions to ensure that our patients and
serve. wider communities continue to receive the
highest levels of care.
Whilst our vision remains unchanged, there is
no escaping the impact that Covid-19 has had Strategic Aims
on the environment in which we operate. The Accordingly, we have based our strategy
disease has acted both as an illuminator and around the following six key aims:
catalyst for some of the changes required as
well as identifying new challenges in the form 1. To have an effective and well-
of restoration and recovery. integrated local health and care
system that operates efficiently
Owing to the exceptional circumstances and
the uncertainty of the current environment, 2. Seek opportunities to develop our
this strategy intentionally focuses on the services through digital technology
strategic direction for a shorter timeframe and innovation
than usual - the 2021/22 financial year. This
allows us to develop our usual longer term 3. Attract, retain and develop our staff
strategy once there is more certainty over the and improve employee engagement
environment in which we operate. 4. Deliver a safe and high-quality service
In order to achieve our vision, we have
5. Operationally manage the recovery
established a clear set of strategic objectives
from Coronavirus to achieve national
that are supported and underpinned by
standards
our core values. We know that the journey
ahead of us can only be achieved through 6. Maintain financial health –
the collaboration and support of our staff, appropriate investment to patient
stakeholders and the communities with which services.
we work. We want every patient who interacts
with our services to know that we are working Our strategic aims are underpinned by
tirelessly to deliver safe and clinically effective strategic objectives (detailed later in the
services. We want them to experience the document) – these are the specific, time-
highest standards of care, and for them to based measures which we use to judge our
feel as though we have been kind, thoughtful, achievement against our strategic aims.
respectful, caring, compassionate and, above The strategic aims are long term in their focus
all, listened to throughout their patient and we are already well in to our journey to
journey. If we can achieve this, then we are achieving them. We are working closely with
confident that we can enhance our reputation our health and social care partners to develop
and be seen by others as a beacon of good an Integrated Care System (ICS). Within this
practice and leader for innovation. system, we will continue to take a leading role
Notwithstanding the above, the longer-term in the delivery of the place based agenda –
challenges facing the NHS have remained working with other stakeholders to maximise
unchanged. In its simplest form, the current the use of the Wolverhampton pound.
configuration of services cannot cope In doing so, we will ensure that we consider
with the level of demand, has inequality the health and wellbeing of the community,
in outcomes, has too much overlap and and not simply intervene during periods
unnecessary bureaucracy, has an ageing of ill health. Our approach will see greater
workforce with shortfalls in current and future community-based care. Services will be
recruitment and, fundamentally, is financially integrated and based on the principle of
unsustainable.

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Trust Strategy 2021-2022

multi-disciplinary working among health and We recognise that our patients and the
care professionals. communities we serve want to interact with
us in many ways, and that technology has an
Our patients will be supported to manage
important role to play in this. We have and
their own care, and will no longer be passed
will continue to use digitally enabled solutions
from one organisation to another as they seek
so that people can book appointments, see
to identify the care they support and require.
clinical staff and safely monitor their own
We believe that this approach will enable us to health. We will embrace this change, and work
remove unnecessary duplication, and ensure with partners across the whole healthcare
resources are used effectively. system to automate processes and information
Separate organisations will cease to have sharing. We will help create a system where
competing agendas as we will work together patients feel supported to live healthier and
to put the patient at the centre of all we do. more independent lives.
Together, we will be mutually accountable We will continue to work with our
for the delivery of services as we share all communities, patients, partners and staff
available resources. We believe that this is as we evolve. Understanding the need and
the most appropriate, safe and financially requirements of the diverse communities
responsible solution for the future of health of Wolverhampton, Staffordshire and the
and care provision in Wolverhampton and Black Country is fundamental in our vision
beyond. as well as identifying and addressing the
Collaboration will also extend beyond the inequalities within these communities. Our
city as we look to work more closely with approach will always be inclusive, and we will
other providers of care. We know that safe share, discuss and consult on all major service
services are those that are well resourced reconfiguration.
and have adequate clinical support. Making This vision, our values and the strategic
best use of collective resources to achieve objectives provides the narrative for this
this goal is a positive step for patients. journey.
Together with Walsall Healthcare NHS Trust,
The impact of the pandemic has meant that
we have expressed our intention to work
the key operational priority for 2021/22 will be
closer with each other to ultimately improve
on restoration and recovery.
patient outcomes and reduce duplication and
inefficiency.
Our history suggests that we have adapted What success looks like by 2022
well to the challenges we have faced and
embraced innovation to achieve our strategic Amongst other things, we will have:
aims. • Established the Wolverhampton
We must continue on this path if we are to Integrated Health and Care
remain financially and clinically resilient. Partnership and South Staffordshire
Integrated Care Partnership
Similar to all healthcare providers, perhaps the
biggest challenge we face over the coming • Developed a person centric
years is our staffing capacity to accommodate integrated data resource for
the demand in the system and the ability to population level planning and
successfully attract and retain appropriate research
staff. We know that as different generations
• Reduced the gap in engagement
enter the workforce we need to adapt and
scores for BAME staff
provide career paths that satisfy their needs.
We will respond to this challenge through • Recovered services following Covid in
innovative and creative career development line with the national ambitions
pathways, working collaboratively with
academic institutes. We will look to develop a • Delivered the RWT component of the
sustainable workforce in a caring, supportive STP medium term financial plan.
and exciting environment.

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Trust Strategy 2021-2022

Trust Overview

The Royal Wolverhampton NHS Trust is one What population do we serve

of the largest healthcare providers in the
Black Country and West Midlands, providing Whilst the majority of our patients still come
primary, secondary, community and tertiary from Wolverhampton, we have seen an
care services to a combined population of increasing number of patients from outside
450,000 people. of the city. We see a significant number of
patients from Southern Staffordshire and,
We provide 850 beds at our New Cross site in recognition 3%
of our status as a specialist
4%
(including intensive care beds and neonatal provider, receive income from Specialised
cots), 56 rehab beds at West Park Hospital, and Commissioners.
54 beds at Cannock Chase Hospital.
Over the past few years, we have treated an
We are the largest employer in increasing number of patients from other
Wolverhampton, with more than 10,500 15%
Black Country Clinical Commissioning Groups
staff, providing services from the following which demonstrates the importance of
locations: working as a system and the lack of distinct
• New Cross Hospital - Secondary and boundaries.
40%
tertiary services, Maternity, Accident 2020/21 Patient Income £557.1M
& Emergency, Critical Care and
3%
Outpatients 4%

• West Park Hospital - Rehabilitation,

Inpatient and Day Care services, 15%

Therapy services and Outpatients

• Community Services - More than 20 40%

community sites providing services for

19%
children and adults, Walk-in Centres,
and Therapy and Rehabilitation
services
• Cannock Chase Hospital - General 19%

Surgery, Orthopaedics, Breast

Surgery, Urology, Dermatology, 1%

Medical Day Case investigations and 1%

treatment (including Neurology and 18%

Endoscopy) Inpatient rehabilitation
18%

beds
Wolverhampton CCG Wolverhampton Council
Wolverhampton CCG
Specialised Services
Wolverhampton Council
Staffordshire CCGs

Specialised Services
Other Black Country CCGs Staffordshire CCGs
NHS England

• Primary Care - Nine GP practices. Other Black Country CCGs

Other Black Country CCGs NHS England
Other Black Country CCGs
We also successfully host Black Country
Pathology Services (BCPS) and the West
Midlands Local Clinical Research Network
(WMCRN), and have done since its
establishment in April 2014.

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Trust Strategy 2021-2022

Building on a solid Innovation

The Trust has established a reputation
foundation and driving for innovative practice, and developing
alternative models to improve patient care.
innovation We pioneered new approaches around
dementia care and infection prevention, and
As a Trust, we foster a culture that embraces
held the record for the longest consecutive
innovation in the work place. We recognise
period without a case of MRSA across all
that if the NHS is to meet rising demand,
hospitals in England. We won the national
we must continue to innovate and develop
Carter Innovation Award for our pioneering
new technologies that enhance and improve
healthcare project SafeHands. This provides
patient care.
real time information on bed status, patient
Black Country Pathology Services pathway tracking and asset management and
has provided numerous benefits.
Staff from neighbouring trusts joined The
Royal Wolverhampton NHS Trust as part of the Huddle Tool
Black Country Pathology Service (BCPS).
Trusts across the country are facing the
The BCPS is a ‘hub and spoke’ service model challenge of having to maximise the flow of
with the “hub” located in showcase facilities patients within the hospital. In order to do
at New Cross Hospital in Wolverhampton this visibility is needed on what patients are
and Essential Service Laboratories (ESLs) waiting for on a day by day basis. The Trust
supporting acute services in the other partner has invested in a Continuous Improvement
sites at Dudley, Walsall and Sandwell & West Team who have developed the ‘huddle’ tool.
Birmingham Trusts. A live and interactive tool showing what
patients are awaiting next in their stay.
Global Digital Exemplar Developed internally, the tool is the only one
The Trust has been recognized as a Global of its kind in England and allows for greater
Digital Exemplar - an internationally transparency on the reasons for delay.
recognised NHS provider delivering
improvements in the quality of care, through
the world-class use of digital technologies
How are we improving
and information. Exemplars will share their
learning and experiences through the creation
patient experience and
of blueprints to enable other trusts to follow
in their footsteps as quickly and effectively as
outcomes?
possible. Over the last three years we have seen a
number of developments that have supported
Babylon our ambitions to improve the outcomes and
The Royal Wolverhampton NHS Trust experiences of patients.
(RWT) and Babylon have launched a Vertical Integration
10-year partnership to develop a new
healthcare delivery model of ‘Digital-First 2016 saw the launch of The Royal
Integrated Care’, for 300,000 people across Wolverhampton Trust Primary Care
Wolverhampton and its surrounding areas. Programme. This is a Vertically Integrated (VI)
model where GPs and Primary Care teams
Patients will get greater control over their work closely with Community and Secondary
own health, faster treatment, fewer trips to Care teams to reduce fragmentation in care
hospital, treatment from their own home and delivery.
greater access to their own data. Staff will
have time freed-up for patients with the most The programme has evolved throughout the
urgent and complex issues, avoid duplication, years and the Trust now has its own ‘Primary
and improve information-sharing. Care Network’ – the group of vertically
integrated practices working more closely
together to improve patient outcomes and
reduce duplication.

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Trust Strategy 2021-2022

As of April 2021, nine GP Practices are Other significant developments

now part of the Trust. This means that we
across the Trust include:
are directly responsible for the delivery of
primary care. This vertical integration offers • Development of Stroke network with
a unique opportunity to redesign services Walsall Healthcare NHS Trust
from initial patient contact, through ongoing
• Development of unplanned flow
management to end of life care.
programme focused on improving
As a single organisation, the issues of scope the flow of patients throughout
of responsibility, funding, differing objectives hospital
and drivers will be removed, and clinicians
will be in a position to design effective, high • Outpatients transformation
quality clinical pathways which will improve programme designed to implement
appropriate access and positively impact on some of the best practice seen
patient outcomes. throughout the pandemic, including
virtual attendances and effective
‘Physician A’ Model and Emergency triage.
Care
We opened the new Emergency Department Quality Overview
(ED) in November 2015 which saw a much The Trust has highlighted three key quality
improved physical facility for patients, staff priorities that will help ensure that the
and ambulance crews. We have continued experience a person has of their care,
to look at ways that the ED can evolve treatment and support will be of high quality,
and improve the experience for patients clinically effective and safe. These priorities
by developing new clinical practice that is are:
revolutionary in its approach.
• Preventing the spread of infection
The Physician A model was introduced in
early 2016, and sees a consultant physician • Minimising the impact of Covid-19
permanently based in ED, working alongside
ED consultants to assess, investigate and • Improve waiting times, patient
treat patients before discharge or referral experience and outcomes for cancer
for ongoing care. Their overall role is to diagnostics and treatments.
assess medical patients in the Emergency The work we are doing to achieve these
Department, with the aim to reduce priorities is described in more detail in the
admissions, refer to community services, Strategic Objectives and Enabling Strategies
and start treatment earlier. This has been sections of this document.
extremely successful with a 15% reduction
in admissions avoided since its development.
We have continued to pursue improvements
to the service with the introduction of
ambulatory care where patients can receive
timely intervention without the need for
admission. From April 2021, the Trust will take
over the running of the Urgent Care Centre
(on the New Cross Site). This allows us to
ensure patients follow the most appropriate
pathway to their needs.

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Trust Strategy 2021-2022

Workforce Overview Finance Overview

We employ over 10,500 people, which The financial challenge facing the NHS has
makes us the largest single employer in possibly never been greater than it is now.
Wolverhampton. The last few years have seen national financial
settlements that are historically low, and this
More than 60% of our staff live in
is now coupled with rising pressures from the
Wolverhampton, and speak highly of us both
Covid-19 pandemic.
as an employer and as a service provider. This
is reflected within the national Friends and Underlying demand on the service continues
Family Test scores. to increase, whether this is the cost of
new technology, or the cost of an ageing
Employees work across three hospital sites,
population living longer with chronic diseases.
20+ community sites and primary care sites
At the same time, waiting lists have grown
and walk-in-centres. We invest heavily in
as Covid-19 has disrupted patients planned
education and training for staff, and foster
treatment. As a result, the NHS needs to strive
learning through links with the Academic
to be as efficient as possible.
Institute of Medicine (AiM), University
of Wolverhampton, and other education The table below shows the income and
partners. We have our own library, and expenditure position for 2020/21 and previous
Education and Training centre, as well as years:
a Clinical Research Network. During 2016,
2017/18 2018/19 2019/20 2020/21
we were voted as the best place to train by
Junior Doctors, and the 12 month nursing £m £m £m £m
preceptorship programme is a model of best Income 534.4* 539.2* 537.4* 557.1
practice. Retrospective
Top Up 25.0
Our values underpin the culture of the Trust. Income
We have embraced the national ‘Freedom to Operating
Speak Up’ framework and we are signed up 506.0 510.0 504.5 548.2
Expenditure
to the ‘National Call to Action’ on bullying Non-
and harassment. We are in the process of Operating 26.80 27.6 27.5 33.9
implementing the NHS ‘Equality Delivery Expenditure
System’ which helps to strategically embed Surplus 1.6* 1.6* 5.4 0.0
equality, diversity and inclusion across our Memo line
workforce and services. - the above
plan includes:
Our Vision CIP Total 26.9 30.0 29.5 2.1
An NHS organisation that continually strives to CIP as % of
operating 5.3% 5.9% 5.8% 0.4%
improve the outcomes and experiences for the
expenditure
communities we serve.
*The figures are presented excluding
Our Values Sustainability and Transformation Funding. If
this were included, then both the income and
Safe and Kind and Exceeding
the surplus would be £10m higher in 2017/18
Effective Caring Expectation
and 2018/19.
We will work We will act We will
Ordinarily a forecast for the future year
collaboratively in the best grow a
would be included. However, owing to the
to prioritise interest of reputation
exceptional circumstances we find ourselves
the safety others at all for
in, funding for 2021/22 has not yet been
of all within times excellence as
confirmed.
our care our norm
environment

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Trust Strategy 2021-2022

External Landscape

National Picture External Analysis and

As we head into 2021/22, the national picture
is heavily influenced by the Covid-19 pandemic
Assumptions
and the impact it has, and will continue to We have examined our external environment
have, on the NHS and society in general. using an analysis of the Political, Economic,
This impact has been seen across the country Societal, Technological, Legal, and
and will be as relevant for others as it is for Environmental (PESTLE) framework.
Wolverhampton.
From this assessment, the key issues are
Prior to COVID-19, NHS England released the described as:
‘Long Term Plan’ detailing the priorities and
• Political/Legal – The political agenda
challenges facing the NHS. These still hold
has been dominated by Covid-19 in
with COVID-19 having magnified some of
the last year and this is expected to
these challenges and giving greater emphasis
continue into 2021/22. The focus is
to the priorities.
expected to turn to recovery and the
The key drivers contained within this implications for the NHS of living
document are wider than individual with the disease.
organisational concerns. However, they Recent new legislation has given
do reflect the issues and concerns facing Integrated Care Systems (ICS)
Wolverhampton as a city. They are: greater powers with them becoming
statutory bodies in their own
• What does recovery from Covid-19
right. This reflects the focus seen
look like and how do we achieve it
in recent years on more integrated
(recognising our capacity constraints
working and RWT will continue to
from before the pandemic and the
act as a key player both within this
patients who have subsequently had
system, and more locally, within the
their treatment delayed)?
Wolverhampton place.
• How we can we work collaboratively The COVID-19 pandemic has shone
as an Integrated Care System to a light on the health inequalities
prevent illness and then support within the population we serve. We
patients and users before they enter are committed to understanding
the acute care system? these inequalities and developing
a plan, alongside our partners, for
• How do we realise the benefits of eliminating these.
working more closely with our acute
partners, and specifically in Walsall, • Economic – the economic outlook
to deliver improved outcomes to clearly looks challenging following
patients and eliminate inefficiency? the pandemic and the funding
for the NHS remains unclear. That
• How care is delivered across the city, said, it is widely expected that we
and whether the formal distinctions will face a challenge to make some
between primary, secondary and level of efficiency savings and move
community-based care need to be away from the previous ‘Payment By
made more integrated? Results’ (PBR) approach.
• The level of resource that is available This represents a significant change for the
across the city to meet the existing NHS and Trust, fundamentally changing the
and future demand needs to be put business model previously at play. The new
to best use to support the whole of payment system emphasises the need to
the health economy? maximise the use of our resources and manage
our patients in different ways.

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Trust Strategy 2021-2022

• Social - The NHS has an ageing • Deliver financial stability and

workforce, and there is an inability to efficiencies throughout the local
recruit sufficient new staff. COVID-19 health care system
has changed the way that we work
and new opportunities present The Trust will be a member of the ICS as well
themselves as a result of the increase as being part of a provider collaborative
in remote working. allowing us to work with neighbouring trusts
Wolverhampton is a very diverse city to integrate services locally. The boards of The
with stark health inequalities. One of Royal Wolverhampton and Walsall Healthcare
our key priorities over the next year NHS trusts have already both committed
is to understand these inequalities to embarking on a strategic collaboration
and establish a plan, alongside our focused on improving outcomes for the
stakeholders to work to eliminate populations of Wolverhampton and Walsall
them. whilst making services more sustainable.
We also expect to see the evolution of the
• Technological – We serve a
Wolverhampton place based agenda in
population, the majority of whom
2021/22. This agenda brings together health
are comfortable with the use of
and social care stakeholders from across
technology and use it in their daily
Wolverhampton in the development of a
lives. As we embark on our recovery
programme of work aimed at making best
from COVID-19, we need to embrace
use of the Wolverhampton pound for the
new ways of working and build
population of Wolverhampton.
on some of the initiatives already
introduced, e.g. the increase in
virtual attendances. Our Patients
• Environmental – Awareness of We serve a number of communities and
the impact we all have on the our main Trust site resides in the heart of a
environment has arguably never diverse city with a CCG registered population
been so high. Like with the rest of of 263,000 people. Recognising the close
society, the NHS needs to be aware proximity to neighbouring areas, the wider
of the impact of its operation and population that we serve is closer to 450,000.
identify the measures it can take to This covers patients from across South
reduce this. Staffordshire, Walsall, and, to a lesser extent,
patients from other areas of the Black Country
and Shropshire.
Local Picture and ICSs The Office of National Statistics (ONS)
2021/22 will see greater focus on estimates that the population of
collaborative working. For the past few Wolverhampton will grow to 273,000 by 2025,
years, Wolverhampton has been part of the an overall increase of 4%. The population of
Black Country and West Birmingham STP. South Staffordshire will grow slightly from
This comprises 18 local health and social care 112,000 in 2018 to 114,000 in 2025, an increase
organisations across the Black Country and of 2%.
West Birmingham. From 1st April 2021, the
STP will evolve to become an Integrated Care
System (ICS) which, under recent government
proposals, will ultimately become an
independent statutory body. The aims of the
ICS are to:
• Improve the health and wellbeing of
local people
• Improve the quality of local health
and care services

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Trust Strategy 2021-2022

The current age profile of Wolverhampton We know that high levels of deprivation
is broadly in line with that of the country are a determining factor in the health of a
whereas a greater proportion of people over population. Life expectancy in Wolverhampton
the age of 65 reside in South Staffordshire is lower than for England as a whole and
compared with the country generally. the mortality rate across all causes is higher
than for England as a whole. In terms of
Wolverhampton and behavioural risk factors, Wolverhampton has
a lower percentage of physically active adults
Staffordshire’s Health than the country and a higher percentage
classified as overweight or obese. Smoking
Needs prevalence is however slightly below the
English average.
A key challenge for the Trust is the diversity
Finally, males experience a health inequality
of the communities we serve. Wolverhampton
at birth of 7.8 years and females, 6.3. Both are
is characterized by high levels of deprivation
higher than the national average.
whereas South Staffordshire is typically more
prosperous and less ethnically diverse. As
a Trust, we work closely with colleagues in
commissioning and the Local Authority to
develop the Health and Wellbeing Strategy.
We also contribute to the Joint Strategic
Needs Assessment (JSNA) that defines the
health considerations across our communities.

Wolverhampton South Staffordshire

Population 1
c263k c112k
3

Ethnic 2
White: 64.5% White: 96.5%
3

Background
BME: 35.5% BME: 3.5%
Life Expectancy 1
Males: 77.3 3
Males: 80.3
Females: 81.9 Females: 84.3
Below national average Above national average
Quality of Life 2
Males: 58 years 5
Males: 71 years
(lower than national average) (higher than national average)
(Disability free
life expectancy) Females: 61 years Females: 73 years
(lower than national average) (higher than national average)
Deprivation 1
17th most deprived LA 5
250th most deprived district
51.3% of population amongst the 9% of population amongst the 20%
20% most deprived nationally most deprived nationally
Morbidity 1
67.3% of adults (18+) classified as 3
62.7% of adults (18+) classified as
overweight or obese overweight or obese
2
27.7% suffer from one or more LTCs 4
18.7% suffer from one or more LTCs
Single greatest cause of years of life
Single greatest cause of years of life
lost: circulatory diseases
lost: Cardiovascular Disease
Taken from:
1
Health Profile 2017-19, Public Health England
2
Wolverhampton JSNA 2019
3
Health Profile 2017-19, Public Health England
4
Health & Wellbeing Profile 2015 for South Staffordshire
5
South Staffordshire E-JSNA

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Trust Strategy 2021-2022

Internal Analysis

We have used a SWOT tool to complete the

internal analysis. The key themes that have Weaknesses
emerged from this are: • Like other Trusts across the country,
the impact of Covid-19 has been seen
Strengths in our waiting times and we have
patients waiting longer than we
• Experienced and well-established would like.
Board with over 200 years of
combined experience at board level. • Whilst we have low levels of clinical
This gives the Trust stability and and nursing vacancies generally,
confidence to deal with the current we face specific challenges in some
and future challenges facing the areas (e.g. emergency) and have a
health sector as well as influence workforce profile that mirrors the
outside of the Trust national position. This means we
have a high proportion of staff that
• There is a good level of clinical are experienced and skilled, but are
engagement with clinicians leading due to retire over the next five to ten
the development of their services in a years
culture of innovation
• The Trust has an old estate requiring
• The Trust is currently rated as ‘Good’ significant investment, alongside a
by the CQC – the highest rating of capital programme that is insufficient
any provider in the Black Country for the investment required
• We are a combined acute, community • We have inconsistency with regard
and primary care service provider to the achievement of national
which enables us to consider the total performance standards with specific
pathway of care for all our patients areas of challenge - the most notable
when planning our services. This gives of which is the achievement of the
us the opportunity to develop new 62-day cancer standard
services and work to prevent patients
from attending hospital unnecessarily • Like other trusts, there is a
and makes us an attractive company fundamental lack of capacity (both
for external stakeholders to work staffing and physically) to treat the
with backlog of patients caused by the
Covid-19 pandemic
• There are low levels of clinical and
nursing vacancies which support us in • The Trust is working through the
delivering our strategic priorities recommendations from the last
CQC assessment and whilst this is
• The Trust has a history of strong in progress, some have not been
financial performance and sits in completed
the top quartile of most efficient
Trusts (as measured by our cost per The Trust recognizes that there are health
weighted activity unit). inequalities being faced by people within the
population we serve.
Our hospital at Cannock allows us to run ‘cold
site operating’ – increasingly important during
COVID-19.

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Trust Strategy 2021-2022

Opportunities Threats
• The Trust recognises the • The impact of COVID-19 continues to
opportunities that come from represent one of the biggest threats
working more closely with our ever faced by the Trust and the NHS
neighbouring trusts. Together, with in general. Despite the roll out of
Walsall NHS Foundation Trust, we vaccinations, we remain conscious of
are pursuing the benefits of this the further disruption it could bring
approach
• Following the recent legislative
• Following the recent legislative proposals that offer greater influence
proposals that offer greater influence and decision-making power to
and decision-making power to Integrated Care Systems, there is
Integrated Care Systems, there is the a threat that this could negatively
opportunity for the Trust to have an impact on the Trust
influence on a larger scale
• The demand on services is not
• Vertical integration offers further sustainable – this was true before
opportunities for the Trust to COVID-19 and has been emphasised
enhance the whole patient pathway in the backlog of patients waiting as
a result of Covid-19
• Our recently announced 10-year
partnership with Babylon combines • Delivering the financial plan remains
the experience of running a hospital a challenge. The expectation on us to
with cutting edge technology to continually deliver a significant CIP
bring innovative solutions for our whilst demand for services increases
patients puts considerable pressure into the
system
• We can further improve our CQC
rating to ‘Outstanding’ and take • Financial pressures faced by other
advantage of the benefits that come partners in the health and social care
with this. sector, could have a de-stabilising
effect. This puts pressure elsewhere in
the system, and creates inefficiencies
and poorer health outcomes
• In the same way that acute
collaboration brings opportunity, it
also brings threats which we must
remain mindful of.

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Trust Strategy 2021-2022

Achieving Our Vision - Strategic Aims and

Objectives
We have refreshed our strategic objectives to ensure they remain relevant and fit for purpose.
In doing so, we have moved to a tiered approach comprising high level, long term aims that are
underpinned by SMART (Specific, Measurable, Achievable, Realistic and Time Based) objectives.
Our strategic aims and objectives underpin all of the work we do across the Trust and help us to
remain focused. All of the key decisions identified within this strategy will support our strategic
objectives as we build the foundations that will enable us to deliver our vision.

Our Values
Safe and Effective
Kind and Caring Exceeding Expectation
We will work collaboratively to
We will act in the best interest of We will grow a reputation for
prioritise the safety of all within our
others at all times excellence as our norm
care environment

Strategic Aims
Seek
To have an Operationally
opportunities Attract, retain Maintain
effective and well manage the
to develop and develop our Deliver a safe financial health
integrated health recovery from
our services staff and improve and high quality – appropriate
and care system Coronavirus to
through digital employee service investment to
that operates achieve national
technology and engagement patient services
efficiently standards
innovation

Strategic Objectives (2021-22)

Establish the Identify and implement Maintain the lowest Recover and restore planned activity to at least Delivery of the RWT
Wolverhampton Health a digitally enabled vacancy levels in the 85% of normal levels by July 2021. component of the STP
Board and implement operating model in Black Country medium term financial
the associated partnership with Achieve best practice By March 22, reduce plan
operating framework Babylon Increase the percentage for the management of the number of patients
of staff who deem the Covid patients awaiting initial cancer Use our influence
Work with partners Develop a person organisation has taken treatment to the levels for Black Country
to develop a model centric integrated data positive action on their Reduce indirect harm seen in February 2020 investment into RWT
of care collaboration resource for population health and well being caused by Covid by and maximise external
across the Black level planning and establishing systems to Prioritise the treatment capital opportunities
Country research Improve overall identify and monitor of P1 and P2 patient, to support the
employee engagement learning from related reducing the number development of the
Establish a South- Establish a Digital incidents waiting to the levels estate and related
West Staffordshire Collaborative to focus seen in February 2020 assets
Reduce the gap in
Integrated Care on the construction, engagement scores Reduce harm by
Partnership engineering and for BAME staff and assessing, recognising
analysability of a high improve performance and responding
Improve outcomes for quality clinical  and against the Workforce to prevent patient
patients and efficiency care data set Race Equality standard deterioration
of process through
closer collaboration Promote equity of
with Walsall access and equality
of outcomes by
understanding and
reporting the outcomes
of service users

12
Trust Strategy 2021-2022

Deliver a safe and high-quality service

We already know from demographic data that We will use tools that have been tried and
the population we serve has poorer outcomes tested nationally or internationally to measure
than the national average and there are and monitor patient quality and safety.
inequalities within this. We also know that Where these are not available we will work to
there is improved understanding of public develop ways of measuring good quality and
health, and our population are aware of the safety ourselves.
high levels of care they should receive.
These measures will provide our patients,
Our vision is to ensure that we improve the Board, commissioners and regulators with the
outcomes and experiences of the community assurance that patients and their loved ones
we serve. We can only do this by having a feel happy and safe to be cared for by The
relentless focus on providing safe, high quality Royal Wolverhampton NHS Trust.
care in every patient interaction. We want
Each year we will publish our quality and
our patients to be treated in accordance
safety performance in the Annual Quality
to our values, and to be able to feel cared
Account in accordance with the current
for, experience effective services, and know
guidance. This will be shared publicly and also
that the organisation prioritises their safety.
provide focus for the coming year.
We will achieve this by continually driving
standards and looking for innovative and Whilst at the time of writing, the vaccination
improved ways of care delivery. programme is reducing the level of COVID-19
infection within our population, we remain
Our three quality priorities for 2021/22
vigilant in our efforts to maintain excellent
support this vision:
infection, prevention and control standards.
• Preventing the spread of Infection
In support of reducing the spread of infection
• Minimising the impact of Covid-19 we will develop and promote best practice to
prevent the transmission of Covid-19 within
• Improve waiting times, patient hospital. We will continue to develop testing
experience and outcomes for cancer and risk assess the placement of patients. This
diagnostics and treatments. is in line with our zero tolerance of avoidable
hospital acquired infections and sustains the
In order to ensure we deliver the agreed
excellent reputation our Trust already has.
outcomes defined in the ‘Our Patient Quality
and Safety Strategy’ we will innovate, share With regard to the improvement in waiting
and spread best practice, learn methods of times, we recognise that the best way to
continuous quality improvement, adopt new achieve this, and in turn improve patient
guidance, and benchmark our performance to outcomes, is by restoring and recovering
enable us to compare with the best. our services following COVID-19. This is a
key priority for the Trust in 2021/22 with the
We will formally involve patients and the
focus on restoring pathways for patients
public in our quality and safety improvements
with elective care safely and in line with new
in line with the Patient Experience,
Infection Prevention and Control standards.
Engagement and Public Involvement Strategy
2019-2022 and staff in line with the People We recognise that our cancer performance
and Organisation Development Strategy does not match our own aspirations. This is
2016-2020, which sets our plans to engage and reflected in the emphasis that is being placed
further develop organisational culture in line on cancer in 2021/22. The Trust is establishing
with this strategy. an improvement group, supported by the
Continuous Quality Improvement Team to
take forward this work.

13
Trust Strategy 2021-2022

Continuous Quality Strategic Objectives

Improvement • Recover and restore planned activity 85%
of normal levels by July 2021 (initially) of
Continuous Quality Improvement (CQI) is normal levels
the application of a systematic approach to
tackle complex challenges that are common in • Achieve best practice for the
healthcare. It is focused on improving patient management of Covid patients
and staff outcomes and experience and is
a way of giving everyone a voice, bringing • Reduce indirect harm caused by Covid
staff and service users together to improve by establishing systems to identify and
and redesign the way that care is provided. monitor learning from related incidents
Continuous quality improvement can be a • Reduce harm by assessing, recognising
powerful vehicle for improving organisational and responding to prevent patient
effectiveness and behaviours. deterioration
A new CQI Team was established in April 2019
• Promote equality of access and outcomes
with two initial aims:
by understanding and reporting the
1. Build the organisation’s CQI outcomes of service users
capability and capacity – a
standardised approach to quality
improvement across an organisation
is a key determinant of success with
no particular model showing an
overall advantage. We will train
our colleagues through a staged
education offer using the Quality
Service Improvement and Re-design
(QSIR) framework which has been
successfully implemented in other
trusts and is supported by NHS
Improvement.
2. Practical support for CQI projects -
for directorate and divisional teams
to deliver improvements where
an opportunity for significant and
meaningful improvement has been
identified through quality the
Trust’s quality assurance process
including governance systems (e.g.
serious incidents, complaints) and
benchmarking (e.g. Mortality, GIRFT,
other audit resources).

14
Trust Strategy 2021-2022

Attract, retain and develop our staff, and

improve employee engagement
We are acutely aware that it is our people that Coupled with our work to maintain our
underpin all of our strategic objectives and low vacancy rate, are our efforts to further
is our most important asset. With a national improve the health and wellbeing and
shortage of suitably qualified individuals, one engagement of our existing staff.
of our key priorities is to both attract and
There is increasing recognition of the inequity
retain these people.
faced by black, Asian and minority ethnic
We are thankful that our efforts to do this groups in society. We will focus our attention
mean we have the best vacancy rate in the on understanding our employee engagement
Black Country and score better than most for this group of staff, how it differs from
on our Staff Survey. We will not become other members of staff and the reasons for
complacent, with our efforts focused on how this.
we can improve further and maintain this
Finally, we are proud that the recent NHS staff
position.
Survey results demonstrate that we perform
Nurse recruitment has historically been a better than the national average for nine out
challenge, partly owing to changes to the of the eleven indicators (our performance
number of applicants into new training places for the remaining two being in line with the
for nurses from both the UK and overseas. average). The focus for 2020/21 is in improving
The Trust has tackled these issues head on – this score further, particularly with regard to
working in partnership with higher education the percentage of colleagues who deem the
establishments to attract suitable candidates organisation has taken positive action with
and widening our recruitment oversees. As a regard to their health and well being and
result, our nursing vacancies continue to fall also employee engagement. Whilst this was a
consistently. focus pre-Covid, we recognise the immensely
difficult environment they have worked in
We have also developed a highly successfully
over the past year and the need to support
Clinical Fellowship Programme in partnership
our staff.
with The University of Wolverhampton,
Academic Institute of Medicine (AIM). This is
a high-quality training programme for junior Strategic Objectives
doctors seeking experiential service-based • Maintain the lowest vacancy levels in the
learning outside of the standard UK training Black Country
programmes. This award winning initiative
has enabled us to attract Fellowship posts to • Improve overall employee engagement
work across the Trust in a variety of medical
and surgical specialties. This is an exciting • Reduce the gap in engagement scores for
programme that is targeting doctors at several BAME staff
stages of their career and will help to support • Increase the percentage of staff who
patient safety and care, and reduce reliance deem the organisation has taken positive
upon costly short-term locum staff to support action on their health and well being.
service delivery.
The success of this initiative has led us to
extend it to nursing roles offering individuals
the chance to develop their career and work
within cutting edge clinical practice.

15
Trust Strategy 2021-2022

Seek opportunities to develop our services through digital

Seek opportunities to develop
technology our services
and innovation
through digital technology and innovation
Digital technology plays a role in the vast • Show information online which is
majority of our lives and we recognise that available to them wherever they are
it can also play a role in the delivery of
healthcare. Not only is there an appetite • Provide them with options as to how
for it amongst the population we serve but they receive information from the
also a need for it if we are to find new and hospital.
innovative ways of meeting our challenges.
Babylon
We also recognise that the business
The Royal Wolverhampton NHS Trust
intelligence software will support us with our
(RWT) and Babylon have launched a
numerous strategic projects including:
10-year partnership to develop a new
• Clinical metrics/indicators through healthcare delivery model of ‘Digital-First
analysis of SafeHands and other Integrated Care’, for 300,000 people across
clinical systems Wolverhampton and its surrounding areas.
• Additional support to Carter and Patients will get greater control over their
Costing Transformation Programme own health, faster treatment, fewer trips to
hospital, treatment from their own home
• Additional analytical support to and greater access to their own data. Staff
Divisions will have time ‘freed-up’ for patients with
• Digitisation the most urgent and complex issues, avoid
duplication, and improve information-sharing.
• Pathway projects such as Ambulatory
Emergency Care (AEC) and stroke Digital Support for Collaborative
Working
• Integration projects such as vertical
integration With increasing emphasis on working
collaboratively, there is increasing importance
In order to achieve this, we have invested on the ability of organisations to share
and developed a data warehouse solution meaningful data and utilize digital solutions.
with enhanced Business Intelligence (BI) The Trust has developed a Structured Clinical
tools. This will give us the opportunity to Data Set (SCDU) to support this work with
provide automated standard information workstreams across inpatient flow, palliative
requirements readily available at analyst’s and care, overarching projects, community and
manager’s fingertips and, more importantly, it primary care.
will free up analytic time to support managers
in making quicker decisions to help patient Strategic Objectives
care.
• Identify and implement a digitally
myRWT Portal enabled operating model in partnership
with Babylon
To support our patients, we launched the
myRWT patient portal in March 2021 which is • Develop a person centric integrated data
accessible via a smartphone, laptop or other resource for population level planning
smart device. and research
The aim of the portal is to:- • Establish a Digital Collaborative to focus
• Give patients easier access on the construction, engineering and
to information about their analysis of a high quality clinical data set.
appointments
• Reduce the chance of lost letters and
confusion about appointment dates
and times 16
Trust Strategy 2021-2022

To have an effective and well-integrated

local health and care system that operates
efficiently

The Trust has been a committed partner across We welcome the increased national emphasis
the local health economy and the STPs for a being placed on collaboration and the
number of years. We recognise the challenges increased powers being given to Integrated
that all providers face in the current climate Care Partnerships (ICPs) in the recent
and that if we are to realise our strategic legislative changes.
ambitions we need to work together focusing
During 2021/22 we expect to see the Black
on collaboration rather than competition.
Country and West Birmingham STP develop
We have already seen the benefits of this into an Integrated Care System (ICS) from
approach. 1st April 2021. This ICS is expected to evolve
in maturity during the course of the year
• In June 2016 we embarked on an
ultimately resulting in the establishment of
ambitious Primary Care Programme
the ICS as an independent statutory body by
(Vertical Integration) whose aim
April 2022. As part of this, the Trust will be
was to address these issues. We
represented on the ICS board whilst also being
already have nearly 60,000 patients
part of a provider collaborative -allowing us to
registered with our GPs, and the Trust
integrate services locally.
is directly responsible for the delivery
of primary care Wolverhampton place
• Pathology services across the Black Whilst the ICS develops across the Black
Country are now working together Country and West Birmingham, the Trust
in a service hosted by The Royal will continue to play the leading role it
Wolverhampton NHS Trust. This has established in the development of the
allows us to exploit economies of Wolverhampton place based agenda. This
scale and improve the sustainability agenda brings together health and social care
of the service stakeholders from across Wolverhampton
in the development of a programme of
• Both The Royal Wolverhampton work aimed at making best use of the
NHS Trust and Walsall Healthcare Wolverhampton pound for the population of
NHS Trust have agreed to strategic Wolverhampton.
collaborate. In doing so, we aim
to improve outcomes for patients, Strategic Objectives
improve the sustainability of services
and reduce inefficiency. • Establish the Wolverhampton Integrated
Health and Care Partnership and
We believe that collective responsibility implement the associated operating
for resources and wider population health framework
through coordinated, joined up care will
help people to live healthier for longer and • Work with partners to develop a model
improve the health and wellbeing of the of care collaboration across the Black
communities we serve, in the context of rising Country
demand and financial pressures. • Establish a South-West Staffordshire
Our vision is for a system of integrated services Integrated Care Partnership
founded on multi-disciplinary working among
• Improve outcomes for patients and
health and care professionals.
efficiency of process through closer
collaboration with Walsall.

17
Trust Strategy 2021-2022

Operationally manage the recovery from

COVID-19 to achieve national standards
The operational performance of the Trust in Referral to Treatment – The Trust delivers a
2019/20 was severely compromised by the comprehensive range of services, and takes
Covid-19 pandemic, as it was for the NHS referrals from a catchment population that
generally. This has regrettably led to patients extends far beyond Wolverhampton and the
waiting much longer than usual and that we Black Country, into Staffordshire, Shropshire
would aspire for them to. and Wales. The pandemics impact on our
waiting list has been similar to that seen across
The key operational priority for 2020/21 will
England with patients waiting longer than
be on restoration and recovery combined with
normal. Our focus for 2021/22 will be on:
an improvement to cancer waiting times. At
the time of writing, the immediate national • The restoration of services and
focus is on restoring services and treating as treating as many patients as possible
many patients as possible.
• Treating patients according to their
Cancer – Alongside the restoration of services, clinical priority (using the framework
delivery of the cancer waiting times standards from the Royal College of Surgeons)
remains one of biggest priorities moving
forward. There is a suite of performance • Clinically reviewing those patients
measures – the main measure currently being who have waited the longest
the 62-day target. Our performance on this
• Embedding the innovation and best
standard is not at the levels we would wish
practice seen during the pandemic,
it to be. We recognise the emphasis that
e.g. the increase in virtual outpatient
needs to be given to further understanding
attendances being offered.
the complexities of these pathways and the
improvements that can be made to reduce Diagnostics – the number of patients awaiting
waiting times for patients. We recognise that a diagnostic test has increased as a result of
in addition to the patients referred directly the impact of Covid. We are focusing our
to us, as a tertiary provider of cancer care, attention on reducing this waiting list to the
we will receive referrals from a number of levels seen pre-Covid.
other providers. This provides additional
complexities and delays across the pathway of
care between providers. We therefore need
to be more creative and innovative in our
approach so that we can achieve this target.
We will also focus our efforts on the
achievement of the 28-day faster diagnosis
standard being introduced in 2021/22.

18
Trust Strategy 2021-2022

Urgent Care – We have made significant We will commit to the following actions:
investment over the past three years in urgent
• Work collaboratively with
care. This has seen the opening of a new ED
neighbouring trusts to develop
facility, and the development of a co-located,
improved patient pathways that
Urgent Care Centre which the Trust will run
provide equitable access
from April 2021. Our current performance
puts us in the top half of all trusts in the • Establish working groups with
country, but we want to improve upon this. other providers to take forward
Our ambition is be in the top 25% of all Trusts key initiatives such as Community
nationally. Diagnostic Hubs
We have already made a number of positive • Implement the new 28-day cancer
and innovative changes to the way we deliver diagnosis standard.
care in ED. This has seen considerable patient
benefits as fewer patients now require
admission, and we are able to triage patients Strategic Objectives
to the most appropriate point of care upon
• Recover and restore planned activity to at
arrival. In addition to this we have developed
least 85% of normal levels by July 2021.
an Ambulatory Emergency Care facility which
will specifically support identified patients. • The number of patients awaiting initial
This affords greater opportunity to provide cancer treatment to the levels seen in
appropriate and enhanced care for patients February 2020
and should, again, result in the requirement
for fewer patients to have a hospital • Prioritise the treatment of P1 and P2
admission. patients, reducing the number waiting to
the levels seen in February 2020.
We note the recent consultation into new
standards for patients in need of Urgent and
Emergency Care and support the principles
underpinning the new standards. We will
continue to monitor our performance against
these standards in anticipation of them being
introduced.

19
Trust Strategy 2021-2022

Maintain financial health - Appropriate

investment to patient services
Even prior to the pandemic, the Trust faced The development of the Integrated Care
financial challenge stemming from the System (ICS) is a positive step forward in this
increasing demand being placed upon its regard, as we look to build new ways for
resources. The pandemic has further increased patients to receive care without the need
the pressure both in the direct cost coming to create organisational boundaries and
from treating patients with the disease as well infrastructure costs. We recognise the need to
as the backlog of patients waiting for their deliver care closer to home and have effective
planned treatment. community services. It is our intention,
through the ICS, to create a seamless care
Underlying this, we have seen that the
service. We will work with primary care, public
population of the city and surrounding areas
health, and mental health colleagues so that
is predicted to grow, alongside the number
the new model of care focuses on prevention
of health-related conditions that will require
and wellbeing, helps to manage demand, and
intervention.
ensures any intervention with a care provider
This will put pressure on the Trust and the adds value, is effective, and is financially
system in a number of ways: affordable.
• Increased demand leads to increased We will also work with our neighbouring
costs – in the short-mid term this Trusts (Walsall in particular) as we look to
demand comes from the backlog of establish more effective services for patients
patients already in the system through collaborative working. We know
that duplication and inefficiency currently
• Services will need to change
exist as services are replicated, often less than
significantly to reflect the change
3-5miles away. Trying to deliver comparable
in demand, and capital resource is
services without having the necessary
already stretched
resources available can lead to poor clinical
• It assumes that the workforce is experiences and create financial pressures. We
available and affordable, at a time are committed to having a mature dialogue
when we already have vacancies with all partners to create a health system that
and are struggling to appoint to key offers the best experience for all patients that
clinical posts is affordable. We know that this model works
from the success we have had in delivering
• We are operating in an environment Black Country Pathology Services, stroke
where Covid continues to transmitted networks and back office services such as
and gives rise to reduced productivity payroll.
• There is still considerable uncertainty
over future funding making it more
difficult to plan.
The scale of the financial challenge described
means we will need to consider innovative
and radically different ways of delivering care.
The current configuration of services and
organisations is no longer fit for purpose. As
a result, we will need to work collaboratively
with other stakeholders across the system to
develop new models of care that are effective
and safe for patients whilst maintaining a
level of affordability.

20
Trust Strategy 2021-2022

When using the ‘Cost per Weighted Activity

Unit’ we know that we benchmark favourably
Strategic Objectives
when compared to other trusts. This gives us
some understanding of how efficient we are • Delivery of the RWT component of the
in the day to day running of the organisation. STP medium term financial plan
The contrast to this is that we find it difficult
• Use our influence for Black Country
to continually find the cost improvement
investment into RWT and maximise
levels required of us to be financially stable.
external capital opportunities to support
However, we are committed to financial
the development of the estate and
stability and this requires us to explore every
related assets.
opportunity to become more efficient.

Getting It Right First Time (GIRFT)

The Trust is an active participant in the GIRFT
programme. This is a programme run by NHS
England that supports the NHS in delivering
productivity and efficiency opportunities. A
rolling programme of GIRFT visits take place,
underpinned by action plans that are held by
directorates.

Model Health System

The Model Health System portal supports
trusts in the following: reducing unwarranted
variation, continuously evaluating and
improving productivity in order for better
care for patients. The Model Health System
dashboards and metrics provide information
to identify the Trust’s drivers for efficiency
opportunities, and benchmark against peers
and national median.

Service Efficiency Team

The Trust has invested in a service efficiency
team. Programme partners within the team
are responsible for working with our clinical
divisions to ensure we make our operation
as effective as it can be, taking learning from
best practice, national guidance etc.

21
Trust Strategy 2021-2022

Enabling Strategies and Delivery Plans

We recognise that the Trust Strategy is a document that should not sit in isolation. A clear structure
is in place, outlined in the table below. The Trust has one strategy and one set of strategic aims
and objectives which are supported by nine enabling strategies which align to the sub-committees
of the Board. Delivery plans sit underneath the enabling strategies setting out the detailed
philosophy of delivery.

Type of Document Number of Purpose

Trust Strategy 1 To set out the Trust’s Strategy,
Strategic Objectives and other key
enduring themes and values.
Enabling 9 To set out the strategic approach and
Strategies actions within each of these areas
• Clinical
including the high level aims to be
• People engagement & OD, achieved over the life of the Enabling
• Quality & Safety, strategy and philosophy of delivery.
• Patient engagement,
• Finance & performance
• Innovation & Research
• Estates
• Digital & IT
• Trust Charity
Delivery Plans As agreed* To set out the detailed objectives/
deliverables and detailed philosophy
e.g. Under People:
of delivery together with a credible
• Attraction and Retention action plan to be monitored through
• Engagement the *relevant board committee.
• Leadership and OD
• Wellbeing
• Employee Relations
• Education
*tbc by relevant Committee of the
Board

Planning and Monitoring Delivery

We understand that our objectives will only be delivered if we continue to plan and monitor the
work we are doing throughout each year. We will use our sub-committees as well as the divisional
performance review process on a quarterly basis, to ensure we are making progress towards
delivery of our objectives.
We will look to ensure that additional assurance is obtained by presenting updates through various
forums across the Trust, this will cover the following domains:
• Quality of Service Delivery
• Activity and Finance
• Operational Performance

22
Trust Strategy 2021-2022

Strategic Plan on a Page

Our Vision
An NHS organisation that
continually strives to improve
the outcomes and experiences
for the communities we serve

Our Values
Safe and Effective
Kind and Caring Exceeding Expectation
We will work collaboratively to
We will act in the best interest of We will grow a reputation for
prioritise the safety of all within our
others at all times excellence as our norm
care environment

Strategic Aims
Seek
To have an Operationally
opportunities Attract, retain Maintain
effective and well manage the
to develop and develop our Deliver a safe financial health
integrated health recovery from
our services staff and improve and high quality – appropriate
and care system Coronavirus to
through digital employee service investment to
that operates achieve national
technology and engagement patient services
efficiently standards
innovation

Strategic Objectives (2021-22)

Establish the Identify and implement Maintain the lowest Recover and restore planned activity to at least Delivery of the RWT
Wolverhampton Health a digitally enabled vacancy levels in the 85% of normal levels by July 2021. component of the STP
Board and implement operating model in Black Country medium term financial
the associated partnership with Achieve best practice By March 22, reduce plan
operating framework Babylon Increase the percentage for the management of the number of patients
of staff who deem the Covid patients awaiting initial cancer Use our influence
Work with partners Develop a person organisation has taken treatment to the levels for Black Country
to develop a model centric integrated data positive action on their Reduce indirect harm seen in February 2020 investment into RWT
of care collaboration resource for population health and well being caused by Covid by and maximise external
across the Black level planning and establishing systems to Prioritise the treatment capital opportunities
Country research Improve overall identify and monitor of P1 and P2 patient, to support the
employee engagement learning from related reducing the number development of the
Establish a South- Establish a Digital incidents waiting to the levels estate and related
West Staffordshire Collaborative to focus seen in February 2020 assets
Reduce the gap in
Integrated Care on the construction, engagement scores Reduce harm by
Partnership engineering and for BAME staff and assessing, recognising
analysability of a high improve performance and responding
Improve outcomes for quality clinical  and against the Workforce to prevent patient
patients and efficiency care data set Race Equality standard deterioration
of process through
closer collaboration Promote equity of
with Walsall access and equality
of outcomes by
understanding and
reporting the outcomes
of service users

23
Trust Strategy 2021-2022
Trust Strategy 2021-2022
Trust Strategy 2021-2022

Designed and produced by The Department of Clinical Illustration, New Cross Hospital, Wolverhampton - Tel: 01902 695377 MI_8152314_10.05.21_V_1