1. Strategic Objectives
1. Commission for safer and better health outcomes
Why?
to improve the performance of our providers and ensure that our citizens have best possible outcome and experience from the care that is given.
Continually striving to improve clinical outcomes
Ensure the safeguarding of all citizens in our care
What?
Imbed key actions identified in Francis, Winterbourne, Berwick and other reviews to ensure improved safety, dignity and user experience.
-Use contracting and procurement effectively to support move towards commissioning for outcomes
-Imbed NICE standards of care
Measured by?
Year on year improvement against outcomes indicators & Patient experience surveys.

2. Strategic Objectives
2. Deliver sustainable health and care service transformation
Why?
To make real improvements in how we deliver care, in particular making a real move towards integration of health and care services in a way that delivers support in the right place, more connected transitions of care and enables individuals to take more responsibility for their own health and maximise their independence
To support improvements in Patient safety, clinical effectiveness and patient experience.
To deliver productivity and efficiency improvements to enable us to meet the growing demand.
Delivering our Transformation Programmes
Ensure that the right enablers are in place to support transformation
Use contracting and procurement effectively to ensure value for money
What?
Modernise how we deliver care to all of our patient groups
Measured by?
year on year improvement in our performance against the 5 clinical outcomes and ambitions framework.
Deliver real year on year improvement in our performance against clinical outcomes and ambitions framework
Continually bench mark our services and seek opportunities to improve productivity
Continually research best practice both nationally and internationally
Continually evaluate initiatives to ensure value for money

3. Strategic Objectives
3. Ensure that our citizens are at the heart of all that we do
 Why?
So Provision is built around and responsive to the different needs of our communities and localities
to enable people to take responsibility for their own health and retain independence where appropriate.
What?
Improve the way we work with our citizens so that they better inform the development and delivery of the services that we commission
Find better ways for citizens voices to be heard. (enhanced PPE model)
Mobilise our communities to contribute to the health and wellbeing of citizens
Measured by:
Health & Engagement of PPE groups at all levels, reduced unnecessary use of health resources, feedback from patients demonstrates that they believe that they are being listened to and real change is happening as a result.

4. Strategic Objectives
Developing as a leading commissioning organisation of health and care services
Why?
To support the delivery of improved care in the best way possible
What?
Work towards a fully integrated health and social care commissioning organisation by April 2015
Move to commissioning for outcomes
Support primary care to develop at scale through co-commissioning of primary care
Support providers to deliver fully integrated and coordinated care
Measured by?
Real improvements in health outcomes through delivery of integrated care.

5. Strategic Objectives 5. Building effective partnerships Why?
To support and underpin how we work as an integrated health and care community
What?
build a new relationship with our communities
work better with our partners in commissioning and providing
Working better with local authorities and the voluntary sector
Measured by?
Progress against Joint strategic plan
Improvements in health outcomes
Managed demand for services