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WELCOME


FROM PROFESSOR TIM ORCHARD CHIEF EXECUTIVE


A


s we head into our new financial year, I find it hugely encouraging to see so many improvements underway across our Trust. It’s even better to know


they’re being led by staff in all sorts of roles, increasingly in partnership with patients and carers as well as colleagues in other health and care organisations. While the extra money committed to the NHS over the next few years will make a big difference, 2020/21 will still be an especially challenging year for us. We’re anticipating a savings goal of well over £50 million on an annual budget of just over £1.2 billion. It’s going to be trickier still for the wider north west London health and care system, of which we’re part, to meet financial targets. The only way we’ll be able to meet the needs of our patients and local communities – and stick to budgets – will be to liberate everyone’s improvement potential. We have to do more to help local people to stay healthy, to respond to problems as early as possible and to


join up our care with others so that we can treat people more holistically. It’s just as important in helping us respond to new challenges. As I write, we’re starting to see a sharp rise in novel coronavirus infections and our staff are working hard to think through all of the ways they can provide the best care and limit the impact on patients and colleagues.


We began to invest significantly in improvement training and support in 2015 and we’ve carried on doing so. More recently, we’ve also focused on developing a shared vision for where we want to get to, aligning our priorities for getting there and clarifying the values that must guide our behaviour along the way. Together, this is creating an organisational culture that will allow us to make positive change even under pressure.


You can read about some of our fantastic improvements underway in this issue of Trust magazine – and see what they mean in practice for patients, partners and staff. Some are making use


of exciting new technology – such as virtual reality films to improve dementia care – while others are simply focusing on the importance of basic human interactions for team performance, for example in ensuring safety in operating theatres. Many initiatives have better collaboration at their core, like the great joint work with local nursing homes to improve care for the most vulnerable patients in our community or ‘virtual clinics’ run by our renal clinicians in partnership with local GPs. I hope you enjoy the read and, even better, feel inspired to get involved yourself, if you’re not already. Just contact imperial. involvement@nhs.net if you’re a patient or live or work locally. If you work at the Trust, take your ideas or suggestions to your manager or contact the quality improvement team at imperial.quality.improvement@ nhs.net.


Professor Tim Orchard Chief executive


Become a values ambassador


We are looking for Trust staff to join our community of 80 values ambassadors to support our values and behaviours programme over the next year Ambassadors are given support and training to help champion the values and behaviours across the organisation. This is a great opportunity for personal development while building


networks across the Trust. If you want to be an


ambassador we invite you to join a half-day workshop. There is no requirement to complete an application form but please read the role description available on the intranet and seek approval from your manager. Dates, venues and booking information are all available on the intranet.


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FOR MORE INFORMATION


If you have any questions about the living our values programme, please contact: imperial.values@nhs.net


Spring 2020


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