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Committed to caring for you
Everything we do at Northern Lincolnshire and Goole NHS Foundation Trust is focused on getting and giving the best for you, our patients and communities.
We want you to know that if you or a loved one needs our care we will stop at nothing to provide excellent levels of support and clinical expertise.
That promise of high levels of care and support is equally applicable to our staff.
We are one of the biggest employers in Northern Lincolnshire and simply could not function without the drive, passion and outstanding levels of commitment our teams show every day.
As a public sector organisation, we must also ensure that we live within our means and work collaboratively with other health and social care providers to make the most of the resources we have.
And to do this, we need to provide strong leadership whilst growing and developing the leaders of the future across our organisation.
To achieve our aims we developed a series of strategies, each focused on a different area of the organisation. Each is summarised below but if you would like to read any of them in full, please get in touch.
Our clinical strategy is focused on providing the right care, in the right place, at the right time.
We continue to provide the safe, high quality and sustainable clinical services you deserve, working with partners to provide more care to you either in your own home or closer to home.
We transform care pathways and develop best practice models of care to improve waiting times and reduce both the need for admission and length of stay in our hospitals. Restructuring cancer services will also help us to diagnose patients more quickly and get you faster access to specialist clinicians
We will be an employer of choice, with the right people, in the right place, with the right skills, knowledge and experience to provide you will excellent standards of care.
This will be focused on three key themes:
- Workforce: We will attract, develop and retain talented, qualified and highly skilled staff, creating clear, attractive career pathways and reduce our spend on agency staff.
- Culture: The health and wellbeing of our staff is one of our top priorities and we continue to invest in measures to support them both in and outside work
- Leadership: We recognise that all employees have a leadership role and ensure they have the skills and knowledge they need.
Nursing, midwifery and Allied Healthcare Professionals strategy
Our focus is on providing patient centred, harm-free care, ensuring that you are discharged at the point it is best for you and your ongoing care.
We want your experience of being our patient to be excellent, especially for those of you who are vulnerable, have additional needs or are undergoing end of life care.
Our teams have a culture of continual professional development, constantly striving to build and improve our professional standards.
We’re also continually investing in our teams, developing new roles and attractive career pathways.
We give great care, providing high quality, stable and safe services by:
- Improving performance against constitutional standards and continually learning, so we take every opportunity to improve standards and provide a better experience for you
- Reducing waiting times, backlogs and deaths within our hospitals
- Improving the effectiveness of cancer care, management of diabetes and mental health provision
- Working with partners to support end of life care
All developments in our technology and digital networks are focused on providing the best care for you and your loved ones.
Our focus is on becoming more efficient, reducing the need for our staff to update multiple systems and providing better access to patient information across a variety of care settings.
We are modernising and redesigning our IT infrastructure. More than 30% of appointments are now being conducted virtually and our aim is for 90% of observations to be recorded digitally.
We’re also creating a single point of access to help you access the information you need to make informed choices about your health.
We’ll continue to make significant investment into the refurbishment and improvement of our sites, involving our clinical teams so that they have the facilities they need to provide high standards of care.
This will reduce our operational costs and levels of backlog maintenance.
The new Emergency Departments at Grimsby and Scunthorpe will allow us to integrate urgent and emergency care.
Ongoing work to install more energy efficient power sources and additional sustainability measures will reduce our carbon footprint by more than 5,000 tonnes a year.
Risk and governance strategy
In order to ensure your safety and the safety of our staff we:
- Continuously raise awareness of risk management with active involvement of staff from all grades and disciplines
- Keep and regularly review an organisation-wide risk register
- Have a robust incident reporting system in place and ensure staff feel comfortable raising issues at an early stage, so we can mitigate and resolve them
- Focus on what we can learn from situations, rather than apportioning blame if something does go wrong
Medical engagement strategy
Our clinical staff are fully engaged in helping to shape our future.
There are strong connections between doctors, divisional managers and executives to ensure that candour, transparency and collaboration are embedded into our everyday culture.
Doctors’ views are welcomed and listened to by our senior leaders, who take these into account when making decisions about our future.
We also provide opportunities for medical colleagues to meet and discuss ways to improve, ideas for our development and to share learning.
Our full finance strategy is still in development but a key focus is ensuring that money is invested in developing our teams and ensuring they have the right equipment and buildings to provide you with the best possible care.
The Humber Coast and Vale Health and Care Partnership
The Humber, Coast and Vale Health and Care Partnership is a collaboration of nearly 30 different organisations across a geographical area of more than 1500 square miles taking in cities, market towns and remote rural and coastal communities.
We are working together to plan for the future of health and care services in our area and to find new ways to tackle the challenges that we face locally.