Introduction
One of the things that makes me very proud to be chief executive of CWP is the constant drive for improvement. We aim to work together, think innovatively and, importantly, support our communities and partners in making this happen.
Imagining the Future is a reflection of this and is the next step in our journey as an organisation. As such, this Strategy aims to build on the past three years of development and progression whilst facing the present challenges we have.
Importantly, this Strategy has been developed within an ever-changing public sector landscape. Since the national NHS Long Term Plan was published in 2019, we have been working across a wider set of partnerships to lead, support and enable the development of Integrated Care Systems (ICSs) and Places (aligned to local authorities). This is a vehicle for NHS organisations like ourselves to work with local councils and other key stakeholders to take collective responsibility for improving the health and wellbeing of the population, co-ordinating services together and managing resources collectively.
As our name suggests, we have long valued the importance of working in partnership. Therefore, we believe that we are in a strong position to meet the objectives set out in this Strategy, our wider care systems and places and the overall long-term plan for the NHS.
Tim Welch, Chief Executive
Since our last strategy was published in 2018, we have successfully moved along a journey of transformation and improvement, working together with colleagues, people who access our services, partners and communities in doing so.
However, as we grow and develop, the context within which we operate becomes increasingly challenging. The population we serve is growing and the health needs of the people we care for are becoming more complex. Nevertheless, our overall direction remains; to work in partnership to improve health and well-being across all communities that we support.
By our actions we have demonstrated our willingness as an organisation to act for the long-term benefits of the local population. This includes taking on three GP practices and responding to the call to run a mass vaccination centre and roving model during the pandemic, supporting over 130,000 people to receive their vaccine in a safe and timely way.
Of particular importance within this Strategy are the enabling pieces of work that will support our overall vision and objectives. There are eight of these that incorporate: communications and engagement; digital working; effectiveness; estates and infrastructure; patient and carer experience; people; quality; and research. Each of these creates opportunities for us to think differently about the way we do things and accelerate our improvement journey.
Isla Wilson, Chair