We are now in the third year of a multi-year strategy stemming from a review that took place in 2017. At this time, the HTA undertook a fundamental evaluation of the extent to which our strategic approach protects public and professional confidence in the proper use, and quality and safety of, human tissues, cells and organs. We based this evaluation on evidence and analysis from a variety of sources, including the views of those working in establishments we regulate, an evaluation of public opinion, analysis of the data we hold, and the views and opinions of HTA staff and Authority Members.
An assessment of the evidence provided us with great reassurance that both the public and professionals think we are on the right track with our regulatory approach. However, the review identified opportunities and challenges relating to our operating environment that require us to adapt as an organisation.
As a statutory body, our aim remains unchanged. As such, our review focused on evaluating our future operating environment and whether our resources are optimally aligned to where the risks are greatest.
Our strategy therefore continues to focus on the steps we need to take in order to operate in a more sustainable way, building in greater resilience and agility in the face of increasing complexity and uncertainty in our external environment.
By sustainable, we mean taking a new approach to recruiting, developing and retaining high-quality staff and working in new ways to reduce the growing pressures on the staff we have.
By resilience, we mean adapting our operating model to retain staff for longer and developing strategic alliances with other organisations to put us in a better position to manage unexpected demands.
By agility, we mean providing a highly responsive regulatory framework that supports innovative uses of organs, tissues and cells, burnishes our reputation as an expert regulator and actively supports the Industrial Strategy for Life Sciences.
Success will mean retaining alignment with core principles and values, whilst developing our staff in a flexible manner to lead and adapt to innovations in our area of regulation.
In order to meet the challenges ahead we require continued focus on our:
- People recognising our staff as our key asset, widening the pool of candidates for recruitment beyond the South East and investing in training and development
- Business Technology ensuring our systems are not reliant on location and making strategic choices about key business systems
- Information and data meeting our obligations relating to data security and using information and data as a key strategic resource
- Finance being clear about managing our fee levels based on workload and regulatory effort, including longer term planning to ensure continued financial viability