Strategic Goal: Fit for the future
QEF has grown significantly since its inception, now providing 18 distinct services to seven partner organisations across the North-East, Yorkshire, Lothian and the East Midlands. Our Fit for the Future Strategy sets out how we will build on this foundation, ensuring we remain resilient and ready to thrive in a changing NHS and commercial landscape.
In shaping this strategy, we considered national priorities such as NHS guidance on subsidiaries and the Estates & Facilities Workforce Action Plan, alongside the financial pressures facing the Group and the wider NHS. We also assessed our business performance and regional opportunities, recognising where we must use resources more effectively while pursuing sustainable growth.
Our corporate strategy identifies 3 strategic business objectives to support the ongoing resilience of the organisation.
These include a focus on productivity and efficiency, commercial acumen, and collaborative working. Each objective is supported by three strategic aims which will guide where we will focus our activity to achieve our goals. These are summarised below:
Live within our means
Consistently strive to deliver services in the most efficient, productive and sustainable way
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We will be a data informed organisation using insights to improve our safety, efficiency and productivity
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We will embrace advances in technology to support the way we deliver our services
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We will minimise our impact on the environment by ensuring our teams are working towards reducing their carbon footprint and delivering net zero targets
Insight driven
Develop and expand our services by making proactive and deliberate choices about where to invest and grow
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We will positively contribute to the financial sustainability of Gateshead Health by achieving our growth plans to reinvest back into the Group for the benefit of patient care
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We will proactively develop our commercial capability, supporting our teams to expand their services and bid activity within the market
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We will grow our market presence and establish ourselves as a leading provider of healthcare support services within our target regions
Collaborate for impact
Proactively collaborate with partners, working together to improve our services and patient care
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We will positively support the achievement of the Group’s strategic ambitions, with an emphasis on facilitating the shift to greater prevention and community activity
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We will support the delivery of sustainable healthcare across the Alliance, taking a lead role in identifying opportunities for collaboration and growth
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We will grow our presence in regional estates and facilities activities supporting initiatives to work in partnership at scale
As part of turning this strategy into a reality, our aim is to:
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Establish a clear annual plan for implementation as part of the annual business planning cycle
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Utilise these aims to set clear objectives for individuals as part of the appraisal process, as well as the creation of divisional business plans
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Review progress against objectives through monthly divisional team meetings
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Oversee progress across all Divisions through regular performance reviews
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In addition, reports on key strands of the annual plan will be reviewed through our governance structures as outlined in the diagram to the right
Given the current financial environment within which we are operating, our year 1 plan has been established based on what can be achieved within the resources and capacity available wherever possible. In the short-term, aspects requiring additional funding may include:
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Creation of bid development team
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Development of commercial training and release of time for teams / leaders to attend training
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Support to communication plan (e.g. website refresh)