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Vision and strategy (healthcare services)

  • Organisations we regulate

W2. Is there a clear vision and credible strategy to deliver high-quality sustainable care to people, and robust plans to deliver?

W2.1 Is there a clear vision and a set of values, with quality and sustainability as the top priorities?

W2.2 Is there a robust, realistic strategy for achieving the priorities and delivering good quality sustainable care?

W2.3 Have the vision, values and strategy been developed using a structured planning process in collaboration with staff, people who use services, and external partners?

W2.4 Do staff know and understand what the vision, values and strategy are, and their role in achieving them?

W2.5 Is the strategy aligned to local plans in the wider health and social care economy, and how have services been planned to meet the needs of the relevant population?

W2.6 Is progress against delivery of the strategy and local plans monitored and reviewed, and is there evidence to show this?

Case studies

Hinchingbrooke Hospital introduced new branding to help inspire staff to achieve their ambition of an outstanding rating. ‘Ward accreditation’ based on CQC’s key lines of enquiry rated the wards ‘bronze’ to ‘platinum’.
Leeds Teaching Hospitals NHS Trust crowdsourced solutions from their staff for a ‘requires improvement’ rating. There were over 45,000 responses. Submissions were anonymous, and people could comment and vote on others’ suggestions.
Cambridge University Hospitals NHS Foundation Trust introduced a weekly meeting to improve the communications from ‘board to ward’. It gives staff an opportunity to ask questions and hear about the trust’s progress directly from the CEO and executive team.


Last updated:
08 May 2018