Quality Care - everyone, everytime
 

Trust Strategies

Title Purpose 
Trust Strategy Following on from the publication of the NHS Five Year Forward view and the success of My Life a Full Life in attracting development funding, we have taken the opportunity to review our Trust Strategy so that it is fit for purpose for the next 5 years. We need to ensure we are ready to embrace the opportunities that My Life a Full Life will bring to the wider health and wellbeing system, including social care and housing, so we need to be sure we are concentrating on the right strategic priorities and getting the basics right.
Clinical Strategy Our Clinical Strategy outlines the Trust’s ambition to deliver health and social care radically differently to the way we do now. We want to break down the boundaries that exist within the Trust to improve quality and efficiency. This covers not only departments but also the conventional professional and vocational boundaries and those that exist between the Trust, Primary Care and The Council to develop a highly integrated model of Health and Social Care delivery on The Island.
Human Resources Strategy As recruitment within the NHS becomes increasingly competitive, it is essential that Isle of Wight NHS Trust create the best possible culture and environment in which our staff can provide quality services and person focused care. Our Strategy will help us to transform our workforce ready to meet this new and exciting opportunity for delivering Health and Social Care locally.
IT Strategy The Information Management and Technology Programme for the Isle of Wight NHS Trust is probably broader than anywhere else in the NHS in England. It aims to integrate information across all care settings – ambulance, primary care, acute, community, mental health and social care.  This Strategy reflects both the DH information strategy (The Power of Information) and our local plans to become paperless by 2018.
Estates Strategy This estate strategy sets out how The Isle of Wight NHS Trust will ensure that it has a fit for purpose estate that enables delivery of our clinical strategy and the organisation’s wider five year plans. The scope of the strategy includes all of the estate we use to support our services, whether or not buildings are in our ownership.
Stakeholder Engagement Strategy This Strategy, which is very much a ‘living document’ represents our renewed commitment to engage more effectively with our local community in the future. We will work to ensure that our stakeholders are more aware of our work, our successes and our challenges in general - on a more regular basis. We will also listen and learn from what local people have to say about our services and in the development and consideration of options - before change is made or decisions are taken.

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