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Identifying unmet clinical needs for opportunities for research and innovation to benefit patient care

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Identifying unmet clinical needs for opportunities for research and innovation to benefit patient care

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From a diagnostics stand point as we are formally collaborating and forming partnerships, the direction of travel will be around reginal delivery of service with direct involvement from NHSE

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The logo is not something I think patients or staff really would recognise, however, the identity of the bexley wing I think is wide reaching and recognised across the region as the West Yorkshire centre for tertiary cancer care and radiotherapy

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Patient satisfaction, pride in treating centre.
Staff retention and competition for applicants to roles in the trust.
Increased research portfolio and keeping up with other nearby centres

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Understanding the current pressures and threats to the cancer workforce and how these are likely to change (particularly within oncology at the present times with decreasing medical oncology presence in the nearby DGH trusts).
Planning to stay ahead of developments instead of reacting to then.
Utilising our own data more to influence service planning

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Workforce planning and ensuring adequate training for allied health professionals and advanced pharmacists/clinical practitioners to support the service. Technology- increasing imaging requirements and adaptive radiotherapy needing the technology to support these changes. Planning for the impact on increasing indication for proton therapies. Supporting the wider region- and ensuring appropriate links made

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Opportunity to share learning, exemplar projects, good practice

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Opportunity to share learning, exemplar projects, good practice

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Patient Satisfaction, Staff Satisfaction (measured by Staff Survey, Recruitment/Retention)

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Patient Satisfaction, Staff Satisfaction (measured by Staff Survey, Recruitment/Retention)

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Being able to deliver all NICE approved therapies, bespoke options for patients with rare cancers, and support for a wide range of clinical trials - in line with being a world renowned centre of excellence

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Being able to deliver all NICE approved therapies, bespoke options for patients with rare cancers, and support for a wide range of clinical trials - in line with being a world renowned centre of excellence

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I think it needs something more recognisable to the public - other Cancer Centres e.g. The Royal Marsden have very strong branding and this often links to national fundraising campaigns

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I think it needs something more recognisable to the public - other Cancer Centres e.g. The Royal Marsden have very strong branding and this often links to national fundraising campaigns

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Opportunity to ensure project work is aligned with the vision and goals in the strategy

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Opportunity to ensure project work is aligned with the vision and goals in the strategy

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Meeting cancer targets
Centre of excellence for cancer services (world renowned)
Patient satisfaction excellent
LEAN working to ensure services are both efficient and effective

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So that as a trust we have a clear vision and goal for how we want cancer services to be be developed and delivered to ensure we are at the forefront of delivering excellent cancer services to our patients

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Where patients travel in to Leeds from other areas there will be an opportunity to ensure that pathways are as smooth as possible and that inter-provider transfers work in a way which doesn't advantage/ disadvantage patients depending on where they are from

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Where patients travel in to Leeds from other areas there will be an opportunity to ensure that pathways are as smooth as possible and that inter-provider transfers work in a way which doesn't advantage/ disadvantage patients depending on where they are from

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There will be an opportunity to align priorities and developments with those agreed by other trusts in West Yorks

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There will be an opportunity to align priorities and developments with those agreed by other trusts in West Yorks

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I think this depends on how the Cancer Centre views itself- if it is primarily a function of LTHT (rather than the Leeds system as a whole) then the branding should probably better reflect the wider trust branding

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I think this depends on how the Cancer Centre views itself- if it is primarily a function of LTHT (rather than the Leeds system as a whole) then the branding should probably better reflect the wider trust branding

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It will ensure that thinking across the organisation/ system is aligned and that decisions are taken with a common set of strategic aims in mind

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It will ensure that thinking across the organisation/ system is aligned and that decisions are taken with a common set of strategic aims in mind