Vision, Values & Strategy

Safe, High Quality Care

Work with the people we care for, their families and our partners to ensure equity and excellence in access, experience and outcomes.

We will deliver the best possible care for the patients and service users we serve. They will be treated with kindness, compassion and respect. Our patients and service users are all unique individuals; we will provide personalised care that meets their needs and empowers them as partners and decision makers in their own care.

Everyone who works at BCHC is passionate and committed to delivering outstanding patient care that improves health outcomes, enhances patient safety and experience, and ensures equity of access for all.

We will enable our teams to deliver the best possible care for the patients and service users we serve. Our essential care framework will be core to our work on improving the quality and safety of the care we provide.

Create a great place to work and learn, enabling our colleagues to be the best that they can be and to be themselves at work.

The people who work for BCHC are the heart of everything we do. We will ensure that we have enough people with the right skills to provide safe, high quality care and that our people feel valued, listened to, cared for and are able to develop and progress their careers within BCHC.

1. Increasing the capacity of our workforce

We will ensure we have the capacity and capability to sustainably and effectivelydeliver our services and commitments. We will have a strong focus on:

• recruitment and retention;
• improving our systems and processes; and
• supporting health and wellbeing.

2. Developing our culture, so colleagues feel valued, supported, and have a strong voice

We will develop a culture built around our 5 values; they are central to the way we behave and act. We will collaborate across disciplines and organisations and support our colleagues to deliver the best care. Wherever we work we will feel like a team.

We will be a compassionate organisation that cares for our colleagues to support them to care for our patients. We will have a strong focus on:

• supporting colleagues to have a strong voice in trust decision-making;
• inclusive leadership.

3. Valuing our diversity, building equality and inclusion into everything we do

We are proud of the diversity of our workforce which we have actively worked to increase in recent years. Diverse teams make better decisions, supporting the safety, quality, equity and effectiveness of care. We have a clear commitment to be an actively anti-racist organisation. We will be an organisation where everyone who works here is treated fairly; where who we are as individuals and how we identify is respected and valued; where we all receive the right support to meet our needs.

Work with our communities and partners to support people to live healthy in their communities.

We cannot deliver our vision of Best Care: Healthy Communities alone.
Our ambition is to develop multi-professional and multi-organisational
teams across all disciplines to provide the best care and support for
the people who need our services, as locally as possible.

1. Integrating our services with our partners and communities to deliver seamless multi-professional care, including through the Birmingham Community Integrator

Integration with other health and care partners is fundamental to patients’ overall experience of their care journey and our ability to support people in their own community.

We will:

• work with health and care partners, to enable more multi-professional workingwith shared pathways and outcomes;
• ensure equity of access to services and offer bespoke services to communitiesto tackle health inequalities;
• have a strong focus on the Community Integrator; and
• strengthen our relationships with our communities through meaningful engagement.

2. Focusing our efforts on deeper integration in our existing communities and footprints

To focus our energies on the communities we serve, we will concentrate on integrating care provision and building relationships with the communities and partners within our existing geographical footprint (our BSol ICS and, for our specialised services, the West Midlands).

3. Addressing the social determinants of health in our communities by using our role as an ‘anchor institution’

Only 20 per cent of being healthy is due to healthcare; the rest is due to the wider social determinants of health (the underlying causes of illness) such as health behaviours, social circumstances and environmental factors. The size and scale of our organisation means we affect the social determinants of health of our local populations, intentionally or not, through our employment practices, spending, buildings, service models and environmental impact. We will be more mindful in our activities and how we allocate resources to positively influence the wider health of our populations.