Strategy

Corporate Priorities

Actions for Delivery

Associated Outcomes

Ensure the highest standards of care for our patients

Systematic use of patient feedback, Patient‑reported experience measures (PREMs) and Patient-Reported Outcome Measures (PROMs) informing continuous improvement ensuring patients are actively involved in informing service design and improvement.

·     PROMS metrics

·     Phased rollout of PREMS measures relating to: Communication & Information

·     Respect, Dignity & Compassion

·     Access & Timelines

·     Co-ordination & Continuity of Care

·     Environment & Practical Experience

·     Feeling Safe and Reassured

·     Patient Engagement evidenced in service pathway redesign.

Redesign our outpatient services to modernise pathways, utilise digital enablement, and improve flow adopting GIRFT best practice.

·     Reduction in waiting list for new and follow up appointments.

·     Increased patient satisfaction for access to services

Improve the utilisation and efficiency of our operating theatres, including increasing our sessions per day and weekend utilisation adopting GIRFT best practice

·     Reduction in waiting list for elective admissions.

·     Increased patient satisfaction for access to services

Address equity of access and health inequalities for our catchment population

Address equity of access and health inequalities for our catchment population

Reduce variation between English and Welsh waiting times to access services, by improving access to first appointments within 26 weeks and addressing our longest waiting patients.

·     % of Welsh patients accessing first appointments within 26 weeks improved

·     No Welsh patients waiting over 104 weeks for first definitive treatment

Reduce variation in accessing services for our most deprived population to address health inequalities for our catchment population

·     Metrics to focus on:

·     DNA rate variation

Develop our services through partnership and shared decision-making

Expand and embed integrated digital tools for our patients to improve accessibility to information and improve patient experience

·     My Recovery extended in line with implementation plan

·     NHS App further roll out in line with implementation plan

·     DrDoctor patient booking roll out

Strengthen the interface between GP and hospital services through enhancement of the Advice & Guidance and other established mechanisms to ensure seamless primary-care to secondary-care collaboration.

·     Adherence to A&G turnaround time

·     Increase in A&G for Specialist advice

Create a compassionate, inclusive and engaging cultural environment for our staff

Strengthen organisational development, internal communications, and staff engagement to create a culture where people feel empowered, informed, and aligned with our values.

·     Implementation Plan agreed and monitored

·     Strengthened mechanisms to receive staff feedback to ensure actions deliver intended outcomes.

Implement actions to increase staff confidence in arrangements for raising and addressing concerns.

·     Improved staff survey results for raising and addressing concerns.

Recruit, retain and transform our workforce to provide an exemplar experience for our staff and patients

Invest in our nursing and allied health professional workforce through advanced practice development and expanding our advanced practice workforce.

·     Increased AHP workforce aligned to workforce plan

·     Staff feedback demonstrating that are opportunities to improve my career in this organisation

Invest in our medical l workforce through recruitment and opportunities for professional development and research

·     Increased Medical workforce aligned to workforce plan

·     Professional development area: ’train the trainer’ development

Corporate Priorities

Actions for Delivery

Associated Outcomes

Veterans strategy in place that sets out the sustainable future model for veterans services.

Set out the Trust’s long‑term vision, priorities, and commitments for Veterans care working in collaboration with NHS commissioners, partners and Veterans.

·     Trust Veterans Strategy agreed by the Trust to meet the Trust/s strategic objective.

Work with our partners to establish a NHS Veterans network to develop consistent models of excellence in care for veterans

·     Veterans NHS network established

Working in collaboration with NHS commissioners at a local and national level to establish clearer funding streams for the veterans’ service and better access to specialist veterans’ services. 

·     Reduce the funding stream risk associated with LVA or IPFR for our patients 

·     Improved patient experience in accessing our services

Develop our veterans rehabilitation pathway

Headley Court Veteran rehabilitation Programme Pilot to commence in May 2026 and be implemented for an 18-month period with monitoring and evaluation throughout the pilot phase to inform future decision making.

Demonstrate the benefit realisation of pilot to inform future service developments

-      PROMS

-      Admission avoidance

-      Patient experience

Corporate Priorities

Actions for Delivery

Associated Outcomes

Develop a single seamless MSK pathway from prevention, early intervention to specialist care

Strengthen partnership working and collaboration across the system, full integration of the MSK pathway.

·     Prevention programme for MSK established in partnership with Local Authority and NHS partners

·     GP practices and Primary Care Networks collaboration embedded as part of the integrated MSK pathway.

·     Integrated provider delivery model across provider partners  

Work in partnership with PTHB to develop their CMATs single point of access model and support their GIRFT improvement programme.

·     Reduction in patients referred to secondary care to receive treatment that can be offered locally.

Deliver an MSK service that ensures equity of access and improves population health by meeting the needs of our population

Implementation of the agreed spinal pathway to ensure consistent, evidence‑based care and the development of community and complex pain services to prevent requirement for surgical intervention and improve patient experience,

·     Reduction in spinal disorders referrals to secondary care to receive treatment that can be offered locally

·     Increase in patients accessing pain services to prevent the need for surgical intervention

Preparing our workforce to deliver Neighbourhood Health models for MSK.

Undertake a comprehensive review of therapy and MSST services to ensure services are efficient, seamless and aligned to future neighbourhood health models.

·     Workforce requirement to deliver MSK Neighbourhood health quantified and agreed across STW

·     Workforce and service development programme agreed with system partners based on best practice.

Corporate Priorities

Actions for Delivery

Associated Outcomes

Delivering our services sustainably to meet the needs of our patients.

New theatre to be commissioned and operationalised to deliver improved access to services to return to constitutional standards.

·     Increase in the number of elective patients treated per annum.

·     Reduction in waiting list for elective admissions.

Ensuring that our workforce is able to deliver services sustainably to meet the needs of our patients.

·     Workforce recruitment and development programme in place informed by best practice and future service models

Develop our commercial   strategy and support unlocking value for reinvestment into NHS services

Develop a comprehensive commercial strategy over the coming year, focusing on delivery of opportunities that create value for reinvestment in NHS patient care and hospital services.

·     Increase in commercial income contribution to deliver NHS services per annum

Enhancing income commissioning through the development and application of best-practice approaches for reviewing tariffs and payment structures

·     NHS clinical income reflecting service delivered

Expanding our reach and specialist expertise to other providers and sectors

Collaborate with Royal Orthopaedic Hospital to deliver particular project workstreams based on an agreed set of objectives.

·     2026/27 deliverables to be confirmed

Corporate Priorities

Actions for Delivery

Associated Outcomes

Create the cultural environment to promote continuous Improvement

Develop the capability and capacity of our workforce to drive service transformation, adopt new models of care, and contribute to long‑term organisational sustainability of services whilst improving productivity

·     Targeted staff feedback to assess confidence and capability in making and implementing improvements, including specific questions aligned to continuous improvement behaviours.

Enhance Leadership and Management capabilities

Leadership Development programme to strengthen leadership and management capability across the Trust.

·     Roll out of Leadership development programme for 2026/27

Optimise the potential of digital technologies to transform care and improve outcomes

Stabilise and optimise existing digital technologies adopted by the Trust

·     Delivery of the 2026/27 programmes from the Digital Roadmap

Embed the necessary infrastructure and governance to deliver a clinically led, digitally enabled innovation programme to support delivery of the Trust’s digital roadmap and supporting productivity improvement.

·     Clinical membership and supporting clinical stakeholder groups defined within our digitally enabled innovation programme

Recognition of our innovation, educational and research capabilities as an organisation

Application for university hospital status assessment to be completed.

·     University hospital status achieved

Partnership working and collaboration regional and national teams to deliver innovation, education and research programmes.

·     Number of regional and national improvement programmes with RJAH participation

·     Number of regional and national research studies with RJAH participation

·     Educational programmes delivered by RJAH to other partners and in partnership with other organisations