Vision, values and objectives 


 

  • UCLH strategic and annual objectives 2018/19

  • 1. Provide highest quality care within our resources and increase our focus on safety

    • Continue to reduce avoidable harm through our agreed safety priorities
    • Improve how we learn from mortality and serious incidents
    • Improve patient experience
    • Work towards all contact and booking with patients and GPs being timely, accurate and professional
    • Improve patient involvement in their care
    • Achieve hospital acquired infection targets
  • 2. Become a world class academic research hospital embedding research throughout the organisation and all disciplines

    • Deliver the promises of the Biomedical Research Centre bid
    • Give as many of our patients as possible the opportunity to be part of research trial
    • Align medical and academic leadership at all levels in our organisation
    • Develop operational research in the hospital with key partners
    • Plan for using EHRS informatics to drive research opportunities
    • Draw up a plan for research into the health needs of our local population
    • Develop and encourage research opportunities for junior doctors, nurses and other clinical staff across UCLH
  • 3. Operational excellence through EHRS and optimised processes

    • Implement our Electronic Health Record System
    • Embed our Coordination Centre to improve how patients move through our services
    • Improve our ability to interact with patients in a more customer-focussed way
    • Improve our patients’ experience of waiting, both from referral to diagnosis and treatment and while waiting in the building
    • Improve the quality and timeliness of our IT services
  • 4. Improve patient pathways through innovation and collaboration with partners

    • Work with system partners to shorten waits for patients in our emergency department and avoid admission where possible
    • Shorten waiting times at all stages of the pathways for cancer patients
    • Deliver earlier diagnosis for cancer patients across the sector through the cancer vanguard
    • Continue to develop our relationship with the Whittington in support of population health and prevention
    • Work with local and specialist STP partners to develop new pathways and support preventative care for local patients
    • Deliver phase 4, phase 5 and ED development milestones
    • Develop regional and national specialist services, working with our specialist partners in UCLP
  • 5. Develop all our diverse staff to deliver their potential and foster talent

    • Promote equality and inclusion and demonstrate we are an employer of choice
    • Improve staff experience
    • Improve the quality of education and development
    • Improve working conditions for junior doctors and other staff in training
    • Develop our staff to achieve transformational change, particularly in research, productivity and digital programmes
  • 6. Improve financial sustainability of UCLH and the wider health economy

    • Achieve financial targets and deliver the cost improvement programme
    • Deliver clinical and non-clinical productivity efficiencies in line with the Carter agenda
    • Continue our leading role within the NCL and specialist sustainability and transformation partnerships (STPs) to support financial objectives
    • Improve management of commercial relationships
    • Achieve value for money from our assets and estate
    • Deliver more efficient use of non-pay resources