Appendix 1: How we developed our strategy

It’s essential that our strategy reflect the diverse perspectives of our stakeholders, including staff, patients, and system partners. To achieve this, we collaborated with key leads to identify the most effective ways to engage these groups and ensure the strategy is truly representative.

To support the development of the strategy, we undertook targeted engagement with key stakeholders. This included a combination of structured workshops, focused discussions, and one-to-one sessions designed to build on themes identified during the diagnostic phase.

Workshops were held to discuss the following themes: people, digital, staff safety, patient safety, and health inequalities.

Further targeted engagement – Additional discussions with subject matter experts explored emerging priorities such as environmental sustainability, our future care delivery model, value for money, quality, and infrastructure requirements.

Leadership engagement – Strategic input was also gathered through focused discussions with our senior leadership group, executives and non-executive directors.

External engagement – We have shared our draft strategic ambition with partners from across our geographical footprint to ensure that we are aligned and clear on how trusted partnerships will support delivery of our strategy.        

In total, the sessions engaged a broad range of stakeholders, including over 270 colleagues from across key areas and system partners, ensuring diverse perspectives were represented throughout the process. 

Using insights from our stakeholders we have developed a refreshed set of strategic aims which reflect the major themes identified through consensus building. These aims have been re-tested with stakeholders to ensure they resonate with the organisation’s purpose, vision, and values and that they provide a clear framework for our underpinning strategic plans.