Stakeholder newsletter
Celebrating success: National Oversight Framework results (NOF)
We are pleased to share that both ShropCom and SaTH have made significant progress in their latest NHS league table positions The Quarter 3 2025/26 results from the NOF demonstrate strong improvement across both organisations In addition, both Trusts have been rated amber/green in NHS England’s annual provider capability assessments - reflecting growing credibility, capability and confidence across our developing Group.
This progress has been driven by colleagues across all parts of our system and is contributing to real improvements for patients and communities Together, we have:
Reduced waiting times significantly, with both Trusts close to eliminating 52 week waits SaTH is now in the best-performing national quartile for the 28‑day Cancer Faster Diagnosis Standard and is the most improved Trust nationally against the 18 week RTT standard
Maintained strong financial discipline, with both organisations on track to deliver their financial plans for the year
League table progress
ShropCom achieved Segment 1 in the Non Acute Trust league table for the first time, rising from 17th to 14th out of 61 Trusts - an important milestone that reflects sustained improvement in community services.
SaTH climbed 18 places in the Acute Trust league tables to 78th out of 134 Trusts, following its recent exit from special measures The Trust has moved from Segment 5 to Segment 3 in recognition of consistent improvement For context, SaTH was ranked 113th as recently as September and is estimated to have been around 130th eighteen months ago
Looking ahead: Urgent and Emergency Care
Urgent and emergency care continues to be a top priority for us We are not where we want to be and we are determined to reduce waiting times for patients We know it will take time, but improving flow across our entire system is the biggest opportunity for our patients. So what are we doing?
Ahead of Easter, we have a system-wide focus on improving the 4 and 12 hour wait times for our patients needing urgent and emergency care
We are piloting a series of improvements to improve flow, and we are starting to see green shoots. This includes our average ambulance handover times which is currently at 61 minutes March-to-date Whilst this is not yet where we want to be, it is the best they have been for more than six months
The proportion of patients spending more than 12 hours in the Emergency Department (ED) is also now showing statistically significant improvement Our focus now is on building our community offer to reduce the delays in discharge in both our acute and community hospitals, which will ultimately reduce waiting times for ambulances and support our ED colleagues
Looking ahead: Focus on our patients and colleagues
We are committed to ensuring that the move to a Group does not distract us from our important delivery of day-to-day services and ambitious transformation programmes. Both Trusts have submitted their individual medium-term plans to NHS England Feedback from our regional teams, shows that already our Group has gone further than before, in having early discussions about integrating our workforce and service delivery to ultimately deliver the aims of the 10 Year Plan:
From hospital to acute services
From analog to digital
From a sickness service to a wellness service
We remain realistic about the challenges that continue to face both Trusts and the wider NHS, and we recognise that there is more to do Key priorities as we enter our Group from April include:
Further reducing waiting times and sustaining strong financial performance
Continuing to improve urgent and emergency care, particularly patient flow Building and strengthening our community services to reduce delays in discharge and better support people at home
Supporting the wellbeing of our workforce, with a new Wellbeing Strategy
We are reflecting on this year ’ s staff survey results and in 2026/27 will be investing in the culture of our Group. If we want to deliver great care for our patients, then we must look after the wellbeing of our colleagues
A new name for a new era of collaboration
Our priority is to make services better for everyone. As a Group, it is important we speak with one voice and one purpose - having a shared identity will support closer collaboration Thank you to everyone who shared their views on our Group name Key themes you told us, included:
A need to keep our name as short as possible, but at the same time not cause confusion for patients by being clear on what we provide
To consider our broad geography, including mid-Wales and Dudley, but at the same time keep our name short, easy to use and focus on our core areas
To recognise that a Group brings new opportunities and is a chance for us to inspire change and innovation through a new identity
Our Transition Committee reflected on the comments From 1 April, our Group name will be the Shropshire, Telford and Wrekin Community and Hospitals NHS Group Although longer than we would want, it recognises that our core contract is community and acute (hospital) services and Shropshire, Telford and Wrekin is where most of our population live
This will not be a legal name – we will continue to retain individual organisational names – but we will use when talking as a Group We’re taking a sensible and sustainable approach to using this name to ensure value for money
Next steps
Everything remains on track for 1 April Our first public Boards in Common meeting is planned for Thursday 14 May, and it’s been great to see teams already working so collaboratively Our Group Executive leadership team is being finalised, ahead of 1 April, and we hope to announce this soon, once the necessary HR processes have been completed
While 1 April is an important milestone, it’s just the beginning – 2026/27 will be our transition year as we build and embed our new Group together
Preparation: 2025/26
One Board structure
Develop shared objectives
Shared People Committee
Transition: 2026/27
April 26: formally a Group
Shared strategy
More shared committees
Create vision and values
Shared services, where we can
2027-29
Care closer to home - accelerating neighbourhood working
Sustainable and financial balance
Deliver Hospitals Transformation Programme
Digital transformation
Continue to engage patients, communities, partners and staff