Strategies & Policies

Five Year Strategy 2018-23

Please click on the images below to read our five year strategy documents. The summary document 'Shaping our Future' outlines the strategy and you can view the full document too if you wish. For more information, please contact Ann Filby.

Operational Plans

The Trust is required to produce a two year operational plan in line with statutory requirements set by NHS Improvement. A summary of the plan for 2017-19 is available here This is the latest information on Trust plans, with more information on plans across Norfolk and Waveney available within the Sustainability and Transformation Plan.

Vision and community

The Trust is undertaking work in a variety of areas which will support the aims of the Five Year Forward View. The most recent development is the local health system’s Vanguard bid. This national bid has been invited in response to the need to identify new models of care. Unfortunately we weren’t successful as a system, but we still plan to take forward the principles as set out below:

In partnership with social, primary and community care and the CCG, the Trust has expressed an interest to jointly take forwards a new integrated approach to organising how services are provided locally. This process is a key part of the Trust’s response to the 5YFW. This partnership bid seeks to:

Break down inter-organisational barriers;
Create a single pan organisational culture placing the citizen at the centre;
Pool resources financial and otherwise;
Establish cross organisation delivery teams with single operational management;
Reduce costs with savings shared across the system;
Promote greater staff empowerment to foster innovation; and
Foster community resilience and mutual support.

The bid states that in order to achieve this, the following aims will be delivered:

Roll out and expand the multi-disciplinary Out of Hospital model which has seen more people staying at home and a reduction in emergency admissions;
Implement a shared staffing workforce which will increase the available pool of staff, especially for providers running small staff teams, and out of hours;
Exploit opportunities to streamline pathways;
Adopt an incremental approach, increasingly combining budgets of health and social care organisations, thus maximising the spending power of the ‘local health pound’; and
Increase integrated leadership roles across the NHS and local government for strategic and commissioning activities.

We are in the process of revising a number of key strategies including Quality, Site and the Trust’s Clinical strategy. We are also exploring a number of opportunities to work with strategic partners, focusing on development of the Trust’s estate and the legal and commercial frameworks involved in adopting new organisational governance models to support the delivery of care as part of an ‘integrated provider partnership’.