When it comes to understanding the inner workings of a major healthcare trust, it’s often the voices from within that offer the most insightful perspectives. Recently, I had the opportunity to sit down with Sarah Thompson, a Planning and Service Development Manager at Doncaster and Bassetlaw Teaching Hospitals NHS Foundation Trust (DBTH), to discuss how the Trust is embracing collaborative working and its operational planning for the future.
A Culture of Collaboration
Sarah welcomed me into her office at Doncaster Royal Infirmary with a warm smile, her desk cluttered with papers and plans that spoke volumes of the ongoing efforts to enhance the Trust’s operations. “What we’re doing here at DBTH is truly remarkable,” she began, enthusiasm evident in her voice. “The collaborative approach we’ve adopted isn’t just a buzzword—it’s a way of working that permeates everything we do.”
DBTH, serving a vast region encompassing South Yorkshire and North Nottinghamshire, has long been a cornerstone of the local community. Its three main hospital sites—Doncaster Royal Infirmary, Bassetlaw Hospital, and Montagu Hospital—each play a pivotal role in delivering exceptional healthcare services. However, it’s the synergy between these sites and their integration with community stakeholders that sets DBTH apart.
Strategic Planning and Engagement
Sarah explained, “We began our planning cycle earlier this year, setting the stage for robust and thoughtful service developments. Our aim was to create an operational plan for 2024/25 that not only aligns with NHS guidelines but also reflects the needs of our community.”
The Trust’s commitment to engagement is evident in their approach. In November 2023, DBTH held sessions to explain refreshed templates and the planning process to various divisions. “We wanted everyone on the same page,” Sarah noted. “This wasn’t about dictating terms; it was about listening and incorporating feedback.”
A significant milestone was the Divisional Planning Priorities Sharing workshop in December 2023, which allowed different departments to voice their priorities and collaborate on shared goals. “The sense of unity was palpable,” Sarah recalled. “We’re all working towards the same end: delivering exceptional healthcare.”
Aligning with NHS Operational Planning Guidance
One of the key challenges DBTH faces is aligning their plans with the NHS Operational Planning Guidance. “It’s a complex task,” Sarah admitted, “but our Planning Steering group has been instrumental in ensuring our strategies are both ambitious and realistic.”
The Trust’s focus on recovering core services to pre-pandemic levels is a priority. Yet, Sarah highlighted that it’s not just about numbers. “We’re committed to improving patient outcomes and experiences,” she said, “and that requires a holistic approach.”
A Vision for the Future
When asked about the Trust’s vision, Sarah’s eyes lit up. “Our new strategy is encapsulated in the phrase ‘Healthier together – delivering exceptional healthcare for all.’ It’s a commitment to our patients, our people, and our partners.”
This vision is underpinned by four strategic priorities: Patients, People, Partnership, and Pounds. Each priority reflects a commitment to delivering safe, person-centred care, fostering a supportive environment for staff, enhancing community partnerships, and ensuring efficient use of resources.
The Role of Quality Improvement and Innovation
A particular area of focus is the Quality Improvement and Innovation (Qii) Strategy. “We’ve restructured our Qii department to better support divisions and departments directly,” Sarah shared. “The engagement has been phenomenal, with more people involved in Qii initiatives than ever before.”
The Trust aims to embed Qii into everyday practices, ensuring tangible benefits across quality, morale, delivery, and use of resources. “It’s about creating a culture where improvement is continuous and everyone feels empowered to contribute,” Sarah emphasised.
Looking Ahead
As our conversation drew to a close, I asked Sarah about the challenges ahead. Her response was measured yet optimistic. “Improving access to mental health services, reducing elective long waits, and enhancing staff experience are no small tasks,” she acknowledged. “But with our collaborative approach and dedicated team, I’m confident we can make a significant impact.”
Sarah’s insights offered a window into the dynamic and forward-thinking world of DBTH. The Trust’s commitment to collaboration and innovation is not only shaping its operational plans but also setting a benchmark for healthcare delivery in the region. As they continue to navigate the complexities of modern healthcare, one thing is clear: DBTH is poised to lead with compassion, competence, and a collective vision for a healthier future.
Eileen Pierson
Be the first to comment