Strategy FAQs

Who was involved in developing the strategy?

The strategy was co-produced with patients, staff from Moorfields and the UCL Institute of Ophthalmology, and a number of external stakeholders including organisations such as the RNIB, Royal College of Ophthalmologists and College of Optometrists. Almost 800 people fed into the development of the strategy. Find out more about how the strategy was developed by watching our video.

How has University College London and the Institute of Ophthalmology been involved in creating the strategy?

From the outset the process to refresh the strategy was co-led by Johanna Moss, director of strategy and business development at Moorfields, and Professor Andrew Dick, director of the UCL Institute of Ophthalmology and Duke-Elder Chair of Ophthalmology. Throughout the process they sought input from and tested ideas and conclusions with a range of stakeholders, both internally and externally. Our partnership with UCL is essential to our progress, particularly in education and research.

How will we measure our success?

Our eight objectives describe what we need to become and what we need to do to realise our purpose. Four are ambitions that represent the impact we aim to have in the world and four are enablers that represent what we need to do within Moorfields to achieve our ambitions. To make the implementation of our strategy focused and measurable, our trust board will use these objectives to track progress over the next five years. We will do this by developing key performance indicators (KPIs) for each objective to evaluate our performance. 

Did the trust board have to make any tough decisions to decide the focus of the new strategy?

Our trust board includes executive and non-executive directors who bring to bear a wealth of experience from the NHS and other sectors. The board has been invested in the strategy development process from the outset and engaged at a number of stages along the way to feed in and test the conclusions being drawn. This included using feedback from staff across the trust and patients. During the debates and constructive challenge a unanimous theme emerged – to focus our future strategy on discovery and innovation. Find out more about our trust board.

Our core belief is that ‘people’s sight matters’. What about patients who have no sight?

Our core belief was developed in partnership with patients. It is intended to be inclusive and respectful of varying degrees of sight loss. Whether an individual is blind, partially or fully sighted, we believe that everyone’s needs should be taken into account. We know that the experience of losing sight is distressing and can be isolating and costly for those affected. Our strategy puts the people affected by sight loss at the centre of our care.

What happens to the previous strategy, the original ‘Vision of Excellence’ published in 2012?

Our intention throughout the strategy development process has been to refresh our original ten year strategy from 2012-2022. We needed to do this at the mid-way point to ensure that we are responding to significant changes in the world around us and to ensure that our strategy remains relevant for the next five years. Our refreshed five year strategy for 2017-2022 therefore builds on and replaces our original strategy ‘Vision of Excellence’. Most significantly, it brings together all aspects of our work across clinical care, research and education into one strategy for the first time.