Vision, values and objectives 


 

  • UCLH strategic and annual objectives 2019/20

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

    • Continue to reduce avoidable harm through agreed safety priorities and annual infection targets
    • Maintain patient experience, with improvements in agreed areas
    • Work towards all contact and booking with patients and GPs being timely, accurate and professional
  • 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
    • Develop advanced analysis and urban health programmes as key parts of the research hospital
    • Develop and encourage research opportunities for junior doctors, nurses and other clinical staff across UCLH
  • 3. Operational excellence through our electronic health record system and optimised processes

    • Go live with our electronic health record system, stabilise it, and start delivering the improvements we have planned for patients
    • Improve our patients’ experience of waiting, both from referral to diagnosis and treatment, and while waiting in the building
    • Shorten waits for patients in our emergency department and patients waiting for discharge from the Trust
    • Shorten waiting times at all stages of pathways for cancer patients, including earlier diagnosis for patients in the UCLH Cancer Collaborative
    • Work with local and specialist partners to develop new pathways, improve integration and support preventative care for local patients
    • Open phase 5, complete the emergency department development, and deliver phase 4 and Westmoreland Street milestones
  • 4. Develop all of 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
    • Enable high quality training
  • 5. Improve the financial sustainability of UCLH and the wider health economy

    • Achieve financial targets with a focus on controlling expenditure
    • Deliver productivity improvements in line with NHS Improvement’s Model Hospital and Use of Resources programmes
    • Further develop our role within the North Central London Sustainability and Transformation Partnership to deliver financial sustainability