PAHT 2030 - corporate transformation

Our achievements - 2022 Corporate transformation

Welcome

A warm welcome to our first PAHT2030 magazine – a celebration of all that you have achieved in the first three years of our long-term plan that is PAHT2030.

Our PAHT2030 strategy began as the COVID-19 pandemic arrived along with the unprecedented challenges that the pandemic presented us all at home and work.

With the main thrust of COVID-19 now behind us, we can turn our attention more to planning and putting in place changes to assure that we achieve our aims of being a modern, integrated and outstanding place to be.

Many of you have already been part of improvements and campaigns to develop the care we provide. The improvements belong to us all and over 100 PAHT senior leaders have completed a PAHT2030 Ready course last year (2022) to support the skills of leading change.

Our five key priorities for PAHT2030 are:

y Transforming care

y Our culture

y Digital health

y Corporate transformation

y New hospital

And they each lead focused transformation actions that provide a clear focus on our patients and people together.

This magazine captures the successes of each element of the plan and a huge thank you goes to everyone who is involved and to everyone who is getting involved this year. Take part and help make things better for the patients and people we care for and the people you work alongside. This is Us.

Best wishes

Lance McCarthy Chief executive

Our vision

To be modern: always using up to date treatments, technology and facilities.

To be integrated: working as one to provide joined-up healthcare that always puts patients first.

To be outstanding: delivering healthcare that our patients deserve and that makes us proud.

Our strategic priorities

Through our work developing PAHT2030 we have identified five areas of focus that we believe will deliver our ambition to be modern, integrated and outstanding:

Transforming our care

The most up to date and expert care designed to meet the individual needs of the patient, where and when they need it.

Our culture

Fostering and nurturing an inclusive environment that champions diversity and equality, and where our people are engaged, supported and helped to learn and grow.

Digital health

Harnessing new technology and digital solutions to transform patient care and improve how we work.

Corporate transformation

Modernising our corporate services to support our clinical teams in providing outstanding care.

Our new hospital

A world-class hospital for the future, providing first-rate care for our patients and the best place to work for our people.

Our future PAHT

We are on a journey of transformation and improvement that will lead us successfully into the future, enabling us to deliver modern, integrated and outstanding care that keeps our growing and ageing population healthier.

Against a backdrop of NHS and system transformation, the relentless pace of scientific, technical and clinical innovation, and our amazing opportunity to build a brand-new hospital, we need a strategy that is big, bold and ambitious.

This is PAHT2030, our organisational roadmap. It is designed to inspire and challenge us, to guide and unite us in working smarter and better to achieve our vision.

Since its launch, PAHT2030 has made great progress – thanks to your hard work. However, there is much more to do. Now, more than ever, we need to come together as one team, working with our local, regional and national partners, our patients and our communities to make PAHT the centre of excellence we know it can be.

Our progress so far...

PAHT2030 is well underway, with all divisional leadership teams implementing detailed delivery plans to ensure that we achieve our strategic priority milestones and realise the benefits to our organisation. We are continuing to track progress against the PAHT2030 strategic priorities.

Outcomes framework

The PAHT2030 outcomes framework is designed to focus our work on the issues that really matter and which will contribute to the successful achievement of our PAHT2030 ambitions. The aim is to provide our people with a clear direction of what needs to be achieved at personal, team and organisational levels by clarifying the direct links between the outcomes of the services they provide to wider PAHT2030 strategic objectives, and the shared health improvement outcomes that they are working with partners to achieve.

Your role in PAHT2030

PAHT2030 envelops all that we do at PAHT. It sets our ambitious goals and the pathways to achieving the transformation and change involved.

As this magazine illustrates, no one change will provide PAHT with the required change. Change is across all divisions and needs everyone to support the plans and achieve the positive outcomes.

We do not have a varied mix of stand-alone focus areas and targets – every action provides a way for the successful delivery of the PAHT2030 strategy. A real joined up approach with many examples of cross-divisional work and change.

However, putting the change in place is being done by a joined-up approach with specialists and those close to specific actions taking the lead to deliver. This means that there are clear leadership roles and accountabilities. This is aligned with a wider responsibility for supporting the actions through testing, analysis and operational change management that is supported by the central teams in each division.

There is a role for each of us to be part of leading the way to PAHT2030 and making a difference to our patients, improving the quality of the care provided and way we all work together.

PAHT2030 matters.

The Care Quality Commission - ‘must and should’ programme

The Care Quality Commission (CQC) noted 74 ‘must’ and ‘should do’ actions following their inspection in summer 2021, across our divisions. This was part of their latest report in which PAHT was rated as Requires Improvement >

We are pleased to update that we have made significant progress, with 31 additional projects being fully embedded as business as usual in 2022, with 44 actions completed in total (blue rated). There are now 17 green rated projects (three more than 2021), 10 amber rated projects (18 less than 2021) and three red rated projects (two less than 2021). Thank you to all involved in this important work towards PAHT2030.

Key

Red: Where there is risk to the timeline of a project or risk to the overall delivery of a project it is rated as red to highlight this concern (escalated)

Amber: Where a project may have fallen slightly behind schedule and more attention may be required to ensure this does not move to red

Green: Where a project is on schedule for delivery as planned and there are currently no concerns about delivery

Blue: When a project has been closed down (has been delivered) and fully embedded into the organisation as business as usual

Corporate transformation

Improving our ways of working and administration processes

We are working to deliver a patient and medical administration function that is modern, integrated and outstanding, embracing digital solutions where possible to reduce duplication, human error and provide efficient and effective care for patients and an enhanced experience for our people.

We have run four workshops with clinical and non-clinical colleagues to understand how and where we need to improve patient and medical administration at PAHT. This was followed up with a presentation on the outputs of the workshops to the Medical Advisory Committee (MAC), for a further opportunity to engage and listen to our people. A survey was also completed by colleagues who were unable to join the workshops. This work is now informing a transformation plan, which will outline the improvement and change needed to take a positive steps forward to becoming modern, integrated and outstanding for our patients, people and wider community.

Implementing a new procurement system (GHX)

We implemented a new procurement system, GHX, to improve the experience of buying goods and services for our #PAHTPeople.

The new system streamlines the process of ordering products and more, with a modern user interface. Thank you to all involved.

Embedding the healthcare group transformation and structure refresh

Following a restructure of our divisions in 2021, we have continued to develop our services in the new divisional structure. This supports strengthening clinical leadership and provides further clarity on governance and accountability frameworks across the organisation.

Tom Burton, finance director Executive sponsor for the corporate transformation strategic priority

“We are focused on modernising our corporate services for the benefit of our people in supporting patient care.” -

Tom Burton

Other highlights include:

y The people team have been working with the IT and information departments to develop our digital capacity and support with our transactional delivery, including:

y Developing a people management dashboard in QlikSense to support our managers, this will pull real time information from our people and financial systems (Electronic Staff Record (ESR), NHS Professionals (NHSP), Allocate, and Trac) including establishments, temporary staffing usage, recruitment data, statutory and mandatory training compliance and appraisal compliance

y Developing robotics/artificial intelligence to support transactional elements across systems such as Trac, Cohort (occupational health system) and ESR

y Integrated Care System (ICS) service improvements including ICS procurement strategy and collaboration: procurement services have been transferred to the ICS procurement team, allowing organisations to share purchasing power to ensure value for money when buying equipment and supplies

y Business planning cycle for corporate and divisions: teams have identified the services we will need to provide in the next year, to ensure we have the resources in place to deliver high quality care for our patients and support for our people

What PAHT 2030 means for you...

y You will continue to see a significantly increasing emphasis on digital care and information with many services, clinical and non-clinical, transforming as a result

y You will experience integration and partnership working with our local and regional partners on a scale not seen before

y You will see the movement of services from their existing hospital location into other settings, including care at home and virtual appointments and treatments

y You will see far less patients stay in hospital overnight with an emphasis on day case services

y You will be working as part of an organisation which will be transforming and changing, with many new ways of working and thinking

y You will be working in an environment that allows you to be the best you can be and you will be supported and developed appropriately

y You will be part of an ambitious and exciting programme of work which will see us become a modern, integrated and outstanding organisation

PAHT 2030 Ready

Launched in May, our PAHT2030 Ready development programme concluded with its sixth and final day in October. Here is a snapshot of why the programme was developed and how the participants will take forward their learning to deliver our PAHT2030 strategy.

What?

PAHT2030 Ready was a six-month programme for our senior management teams to develop their knowledge and skills in taking forward the transformational changes set out within our PAHT2030 strategy. Over 100 participants explored these key topics critical to taking PAHT2030 forward:

y Understanding the PAHT2030 strategy and outcomes framework

y Building self-awareness as a leader

y Involving teams in achieving our vision

y Engaging communication techniques

y Creative thinking approaches

y Giving and receiving feedback

y Overcoming problems and barriers

y Managing change

y Accountability vs. responsibility

y Effectively planning how we spend our time

Pictured left: the PAHT2030 delegates.

What now?

Senior management teams are putting their learning into practice to continue our journey towards PAHT2030. To make big changes happen, we need to take lots of small steps – and we want everyone to feel they are part of this journey together. You can expect to hear more conversations driven by your senior managers about…

y The aspirations for what the future at PAHT will look like

y The types of changes within your departments that will be key along this journey

y Projects which have already started in your division and opportunities to get involved

y How our work towards PAHT2030 will impact you and your team

y Team culture and how our ways of working with each other are critical to our success (including participating in culture huddles)

y How we positively hold each other to account for our responsibilities in supporting our success (including having more feedback conversations with each other)

For more information

y Visit the PAHT2030 section on AlexNet >

y Listen out for updates about PAHT2030 as part of ongoing conversations, such as at team meetings

y Reach out to a member of your senior management team, who will be pleased to hear from you. You can find out who this is in our senior management team booklet on AlexNet >

PM3 project management tool

In March 2022, we introduced PM3, an integrated project management tool to support oversight, governance, and data-led decision making. It also features a broad range of project management functionality across our services.

PM3 provides one source of information, demonstrating the progress we are making with our programmes of work. The project management office (PMO) team use this to identify, highlight and escalate any areas of concern and provide support where required. Since its introduction, the PMO team have trained a total of 205 people to use the system. We are using this to track progress with the PAHT2030 milestones and will keep you updated.

Project management office AlexNet workspace

We have introduced a project management office AlexNet workspace, where you can access further information about the service and PAHT2030 progress. It includes guidance on using PM3 and the latest updates >

Our next steps

With 2023 underway, we have a set of fresh plans to deliver the next stages of our five main focus areas.

Plus, new to PAHT2030 is the Patients – Quality – Productivity way of working to support the action plans for the strategy.

Designed for all, the Patients – Quality – Productivity (PQP) programme, sits within our PAHT2030 strategy.

The PQP approach ensures that we focus on improving the quality of care and experiences for our patients, while driving forward our productivity and financial efficiencies.

You will be aware that post-COVID, we are experiencing challenges in meeting demand from our community, both in waiting times for urgent and emergency care and for planned care, such as outpatient appointments and surgery. We are also in a financially challenging position, anticipating approximately a £24m underlying deficit for this financial year (2022-23). We have seen a decrease in productivity of 20% since the end of 2019-20, meaning our clinical colleagues are seeing and treating less patients, which impacts on waiting lists.

Some of the reasons for our overall operational and financial position include the impact of COVID-19, increased demand for our services and changes in the income we receive. We all need to continue to work together to improve our services for our patients and for the people we work with.

You will hear your divisional leadership teams discussing PQP plans and seeking your ideas for innovation and ways to improve in your areas.

Please get involved to make the care you deliver more efficient and makes a difference to our patients.

Please contact your line manager with ideas of how you could improve quality of care, productivity and financial efficiencies in your area in the first instance. It is time to be different and innovative change is encouraged.

Please look out for more updates on the Patients – Quality – Productivity programme coming soon.

Our next steps

Our next areas of focus are:

Transforming our care

y Completing all clinical strategies for each specialty

y Ensuring that all clinical documentation is accessible in one place

y Developing a patient portal, supporting two-way communication between our people and our patients

Our culture

y Implementing a new learning management system to ensure our people can easily access developmental opportunities to support with their roles

y A new approach to performance conversations to support our #PAHTPeople

y Refreshing the way we roster our people, so we are able to safely care for our patients whilst maintaining fairness and equity in shift allocation

Digital health

y Continuing on our journey towards our new electronic health record (EHR), with the support of our people

y Piloting new monitoring technologies to identify which will best support the delivery of patient care

Corporate transformation

y Focusing on Patients - Quality - Productivity (PQP), improving the quality of care and experiences for our patients, while driving forward our productivity and financial efficiencies

y Continuing to digitise corporate functions to ensure our people can access the support they require

y Modernising our financial systems to support management of funds - this will focus on upgrading our ledger (Integra) and the implementation of a contract management system as part of the Integrated Care System (ICS) (Atamis)

y Rolling out a new digital pathway for pathology services to improve patient experience

y We are continuing to focus on self-service, following the rollout of ESR Manager Self-Service, working towards more robotic process automation, including for invoice processing as far as is possible

y Future focused finance (FFF) accreditation - a national programme designed to support our people by engaging everyone in improving NHS finance, for which we are working through the application requirements

y Optimal customer focused support, focusing on areas for improvement in finance

New hospital

y Following the announcement of a decision on funding from the Government, which is expected early this year, we will proceed to our Outline Business Case

The Princess Alexandra Hospital NHS Trust, Hamstel Road, Harlow, Essex , CM20 1QX

ThePrincessAlexandraHospital

@NHSHarlow