Foreword
Our 2026-2031 strategy comes at a defining moment for the NHS. Demand is rising, our population is growing and ageing, health inequalities remain deep, and expectations of timely, personalised care continue to increase. At the same time, the NHS must recover performance, improve productivity and live within a much tighter financial settlement. A tough ask but one which we are determined to meet.
The Government’s 10 Year Health Plan sets a clear direction through three fundamental shifts: from hospital to community, from analogue to digital, and from sickness to prevention. It also signals a changing NHS operating model, with greater transparency, stronger local accountability and a sharper focus on outcomes, value and partnership. For LGT, these are not abstract national ambitions. They speak directly to the needs of our communities across Lewisham, Greenwich and Bexley and to the pressures experienced every day by our patients and colleagues.
This is why we have set our sights on becoming exceptional for the people who deserve it the most - our patients, our colleagues and our partners. Our strategy is rightly ambitious, but it is also disciplined and clear on what we know we must do.
We will improve quality and access now, while redesigning care for the longer term: strengthening neighbourhood services, acting earlier to prevent ill health, using Epic, our new electronic patient record platform, and trusted data to transform how we work, and collaborating across south east London to provide more joined-up care. We must also secure LGT’s financial sustainability. That means tackling unwarranted variation, improving productivity and making deliberate choices about where our people, estate and resources can deliver the greatest benefit - without compromising safety, compassion or equity.
This strategy gives us a clear framework for those outcomes. Its objectives - quality care, timely access, healthier communities and thriving people - are supported by the essential enablers of digital and data, buildings and facilities, and value and efficiency. Delivery will require visible leadership, difficult decisions and shared accountability, as well as the insight and commitment of patients, partners and TeamLGT. I am proud of the foundations we have built and confident that, by turning this strategy into measurable action, we can navigate the changes ahead and become exceptional.
Ben Travis
Chief Executive
Strategic objectives
Timely access: We will ensure people can access timely and appropriate care, in line with best practice and clinical need. Learn more>>
Quality care: We will lead, learn and continually improve to deliver safe, compassionate, high-quality care for every patient. Learn more >>
Healthier communities: We will work in partnership to build strong neighbourhoodbased support, that helps people stay well and reduces avoidable pressure on hospital services. Learn more >>
Thriving people: Everyone at LGT will have a positive, safe and supportive working experience so they can do meaningful work and feel proud to be here. Learn more >>
Strategic enablers
Digital and data: Fully realised digital transformation to support our patients and colleagues - driven by Epic. Learn more >>
Buildings and facilities: Strategic development of our estate to ensure it meets clinical requirements. Learn more >>
Value and efficiency: We will maximise efficiency and productivity to deliver the greatest value for our communities. Learn more >>