Our Vision and Strategy

At the heart of our work is a commitment to providing safe, effective and compassionate care within the resources we have. High-quality, safe care is the golden thread that runs throughout all our priorities, putting the patient at the centre and underscoring everything we do.

We will:

• Provide safe, holistic, personalised care, supporting both mental and physical health needs.
• Develop prevention, self-care, patient and community activation, increasing our offer of care at home or in the most appropriate setting.
• Define new resilient service models for acute and community care, meeting our population needs and supporting the development of Integrated Neighbourhood Health.
• Use accurate data and continuous improvement to support outcomes.
• Embrace technology and innovation to improve the overall patient experience.
• Pursue our ambition to achieve high Care Quality Commission ratings.

This priority sets out the Trust’s commitment to everyone who works across our services. We will support our people, foster a strong sense of belonging, innovate in how we work and deliver care, and sustainably secure our future.

Our colleagues are central to delivering excellent care for patients and service users. Work is a mutual commitment, and colleagues should be clear and confident about what they can expect from the Trust in recognition of the contribution they make and the value they bring.

The overall ambition is for Airedale to be a place where:

• People want to join.
• People choose to stay.
• People feel valued, supported and developed.
• Our workforce is ready for a new hospital, new services and new ways of working.

This ambition will be delivered through six strategic people priorities: 

1. Workforce Supply, Stability and Retention
   Attracting the right people and supporting them to develop and thrive.
2. Everyday Experience, Wellbeing and Attendance
   Creating a healthy, supported workforce that consistently delivers safe, high-quality care.
3. Compassionate, Inclusive and Accountable Leadership
   Leadership from every seat, taking responsibility for shaping culture and enabling high performance.
4. Skills, Careers and Future Workforce Readiness
   Developing the skills, capability and capacity needed for today and tomorrow.
5. Diversity, Inclusion and Equality of Opportunity
   Building a workforce where everyone feels they belong and can grow and succeed.
6. Workforce Transformation, Productivity and Digital Enablement
   Releasing time for care and making best use of innovation and technology to secure our future.

This priority reinforces the need to be progressive in our ambitions, through continuous improvement, innovation and development.

Our priority areas of focus are:

• Progressing system working through established partnerships across Bradford District and Craven and West Yorkshire, to design and deliver alternative, advanced, resilient and sustainable services.
• Maximise the Neighbourhood Health and Acute Care opportunities to drive forward integration.
• Progressing opportunities through our established service partnerships.
• Supporting our people, teams, patients and visitors through a period of estate instability, with the ongoing management of the RAAC buildings.
• Maximising the benefits from our New Hospital development, including the anchor role and social value benefit we have and can drive in communities.
• Actively focusing on reducing health inequalities and improving the social determinants of health, incorporating digital inclusion.

This priority recognises we are in a period of significant transformation, to support and improve the delivery of high quality, sustainable care.

Transforming our services not only improves the care and experience we give our patients, it also drives efficiencies to support working within our budgets. This is about longer-term planning, keeping our services sustainable and protecting the care our communities rely on.

Our priority areas of focus are:

• Harnessing a considerable era of transformation.
• Achieving progressive and innovative new practice.
• Managing financial recovery and sustainability.
• Reducing our environmental impact and promoting sustainability initiatives.
• Prioritising digital investment, including Artificial Intelligence (AI), to underpin service delivery and realise efficiencies.
• Enhance our digital service offer including through our established Digital Care Hub and a new Electronic Patient Record (EPR), and remote monitoring and wearables for patients.