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Annual plan 2005/06

Annual Plan cover

The six overarching objectives for 2005- 08 have been developed to take forward our Pathfinder Clinical Strategy to deliver excellence in everything we do so that patients can live better, longer, fuller lives.

These overarching objectives focus on improving clinical quality, the patient experience and service efficiency – the Pathfinder core criteria for success – as well as the culture, systems and partnerships that will support this ambition.

They are set out below, together with the supporting objectives that will help us deliver them, and examples of the key goals that we will need to achieve this year (2005/06).

Download Summary Annual Plan 2005/06.

1. Making the most of every pound we spend

The Trust has a statutory duty to break even, so the more efficient we are, the further we can stretch our budget and the more care we can give.

2005/08 objective

We will ensure that we receive sufficient income to continue to provide the high quality care for which we are renowned, as well as to meet financial balance and other patient access targets.

This means:

  • Improving the use and capacity of our clinical facilities
  • Ensuring efficiency savings of 2.7% per annum across the Trust
  • Implementing greater control on expenditure, particularly through improved procurement practices and a reduction in the number of temporary staff

For example, this year, we will:

  • Reconfigure our beds and redeploy staff for maximum effectiveness
  • Increase usage of the Short Stay Surgical Service
  • Recruit into all our nursing and midwifery vacancies
  • Ensure we are getting the best value from our £160 million procurement budget by, for example, using fewer versions of the same product

2. Fast and easy access

Reducing waiting times for elective and emergency care remains a key focus for the Trust.

2005/08 objective

We will meet or exceed national targets for patient access

The NHS improvement plan requires a reduction in the waiting time between GP referral and treatment to no more than 18 weeks by 2008. We will achieve this by streamlining our services and improving our efficiency through the measures outlined in Objective 1.

This means:

  • Reducing outpatient waiting time to a maximum of four weeks by 2008
  • Reducing inpatient waiting time to a maximum of 10 weeks by 2008
  • Reducing diagnostic waiting time to a maximum of four weeks by 2008
  • Working with primary care partners to manage patients with long-term conditions in community settings

For example, this year, we will:

  • Reduce outpatient waiting times to 13 weeks or lower by the end of 2005
  • Reduce inpatient or daycase waiting times to no more than six months by the end 2005
  • Reduce diagnostic test waiting times to no more than nine weeks by the end of 2005
  • Treat, admit or discharge 98% of patients in A&E within four hours
  • Identify the majority of patients with long-term conditions and redesign their care pathways

3. Hospitals of choice

The advent of patient choice in the NHS signals nothing short of a revolution – a competitive market in which our continued success will rely on being hospitals of choice for patients and their advisors.

2005/08 objective

Ensure that the Trust is a preferred provider for our catchment population

This means:

  • Ensuring that we are in the top two preferred providers of tertiary care in London and the south east of England for the leading-edge services identified in the Pathfinder Clinical Strategy
  • Ensuring that we are the secondary care provider of choice for Tower Hamlets residents, and in the top two preferred providers for residents of northeast London
  • Providing the highest quality care in line with national standards supported by robust clinical governance
  • Continuously improving the patient experience and environment and our responsiveness to individual patient needs
  • Ensuring that commissioners and referrers view the Trust as a responsive partner

For example, this year, we will:

  • Build on and raise awareness of the clinical excellence of our services
  • Agree and implement our patient and public involvement strategy to improve our ability to listen, respond and inform
  • Improve the responsiveness of our service to referring clinicians

4. Model employer

The quality of our staff is at the heart of our ability to deliver excellence. To meet the challenges ahead, we need to attract and retain the best staff by providing leadership and development opportunities at all levels.

2005-08 objective

We will develop the Trust as a learning organisation and a model employer

This means:

  • Making the Trust the public sector employer of choice in east London and within our London teaching hospital peer group
  • Developing people and general management skills among all line managers in the Trust
  • Improving patient care, efficiency and staff morale through a comprehensive review of roles and responsibilities, streamlining job descriptions and increasing opportunities for promotion and development
  • Providing leadership development programmes for all senior clinical and non-clinical staff to underpin the culture and values of the Pathfinder Clinical Strategy
  • Developing and implementing an integrated training, education and learning strategy for the Trust

For example, this year, we will:

  • Design new roles
  • Complete the Agenda for Change assimilation process
  • Introduce new leadership development programmes
  • Ensure that all staff have a Personal Development Plan
  • Reduce nursing and midwifery vacancy rates and expenditure on Bank and Agency staff

5. World-class infrastructure

Underpinning our care with truly world-class systems and infrastructure is fundamental to realising our Pathfinder vision.

2005-08 objective

We will be a leader in best clinical, teaching and R&D practice supported by excellent systems and facilities

This means:

  • Delivering new build projects that reflect the future needs of patients and staff, on time and within budget
  • Implementing the Care Record Service to revolutionise the sharing of patient data and enhancing patient care
  • Ensuring that benefits are realised from all our initiatives through excellent project management and control
  • Linking pioneering research with leading edge clinical practice
  • Establishing the speediest, safest and most appropriate care pathways for our patients

For example, this year, we will

  • Bring the new hospitals programme to financial close and begin building work
  • Meet Care Record Service project milestones
  • Increase the number of applications for specialist and postgraduate training
  • Increase the number of academic publications by Trust staff

6. Safe hands

Barts and The London is committed to becoming the safest trust in our peer group by developing a proactive safety culture, implementing a clear and integrated system for managing risk, working towards a cleaner environment and reducing the rate of hospital-acquired infections.

2005-08 objective

We will become the safest Trust in our peer group

This means:

  • Developing a pro-active safety culture within the Trust through education, training and staff development
  • Continuing to develop our integrated healthcare governance framework so that systems for managing risk are clear and well understood
  • Working towards a cleaner environment and reducing the rate of hospital acquired infection

For example, this year, we will:

  • Achieve CNST Level 2 (general) by January 2006
  • Increase clinical incident reporting
  • Continue the development of an integrated healthcare governance and risk framework

Previous years Annual Plan