PAHT 2030 - our culture

Our achievements - 2022

Our culture

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

Our culture

Opening of the Alex Lounge

We celebrated the official opening of our fantastic Alex Lounge on 17 March 2022, with Lance McCarthy, chief executive, and Hattie Llewelyn-Davies, chair.

The Alex Lounge (pictured right), next to the Alexandra Restaurant (location A21) at The Princess Alexandra Hospital, is a hub for you to meet colleagues and relax together, to take some time out for yourself, or to join one of the health and wellbeing sessions.

Open to all and free of charge, the space is a bright, modern area and has been funded in response to your feedback about how important a new staff area is to support your health and wellbeing.

Above the Alex Lounge is a modern working area, the Alex Agile Zone, for our people to use, improving the facilities available on The Princess Alexandra Hospital site.

Our Learning and Education Centre

Our new Learning and Education Centre was unveiled for our people in April 2022.

Open to all, the bright and modern facility consists of a library, lecture theatre, training rooms, a clinical skills room, a resuscitation training room, a simulation suite, IT training room, and a manual handling training room.

Ogechi Emeadi, director of people, organisational development and communications Executive sponsor for the our culture strategic priority

“We are committed to supporting our #PAHTPeople with an inclusive environment that encourages learning and development.” -

The centre is adjacent to The Princess Alexandra Hospital main entrance. Thank you to everyone involved.

Ogechi Emeadi

New values embedded

Following the introduction of our new values they have become embedded in much that we do – from campaigns to interview questions and appraisals. They are:

y Patient at heart: Always holding the patient and their wellbeing at the centre of our thoughts and efforts

y Everyday excellence: Sharing and celebrating our successes, being honest when we get it wrong, giving us the ability to learn from both

y Creative collaboration: Knowing strength comes from diversity, we combine our experiences, skills and talents, working together to find new and better ways to care

The most valuable part of our values and what they mean to us all is that they reflect your thoughts, your thinking and what is important to you. Thank you to everyone who shared your feedback to shape our new values, which we are continuing to embed across PAHT, including through culture huddles with teams.

Our new Extranet, AlexNet

Following the go live of AlexNet and the populating of the site and workspaces, 2022 was a year of growing and implementing further functionality and refinements in response to user feedback. This included:

y Page reviews: automated messages to page owners to improve governance by tracking updates and reminding page owners to review their pages each month

y Surveys and polls: to gather feedback from our people

y Push notifications: for urgent updates

Other features include:

y Workspaces for all teams and services

y Event and noticeboard listings

y Easy to locate policies and procedures

y Your most frequently used pages populated on the home page

y Available from your phone or tablet, as well as your laptop and desktop PC

We have seen more than one million visits to AlexNet in the last year.

This is Us Week - our new engagement event

We held our brand new engagement event, This is Us Week, from 27 June - 2 July 2022. It featured an exciting mix of sessions, activities, learning and fun.

We also celebrated our new annual This is Us Awards and our Long Service Awards. This included refreshed awards categories to reflect our new values. Thank you to all who took part - we are looking forward to seeing you at This is Us Week 2023.

Improvements to the recruitment experience for our #PAHTPeople

We have made significant improvements to the recruitment experience for our new #PAHTPeople, recruiting managers and people who are changing roles within PAHT. In 2022, we:

y Recruited more than 800 whole time equivalent (WTE) external new starters to the organisation, and supported over 550 role moves within PAHT

y Met with over 200 people from our local community at events to support them into work with us

y Supported monthly one-stop-shop recruitment days for healthcare support workers (HCSWs), maternity support workers (MSWs), midwives, and facilities colleagues

y Increased the recruitment on-site presence to support our managers and people

y Enhanced support for international new starters as well as recruiting for a number of new specialisms/groups of our people

y Delivered our inclusive recruitment and selection training to over 250 managers

y Introduced our new recruitment site, a hub of information about the fantastic opportunities available. The site, hosted as part of the main website, includes features such as engaging video content with teams sharing more about their roles at PAHT, blogs with stories from colleagues on their development, and all of the information to support people to apply to work at PAHT

Our new onboarding programme

We developed and adapted the service we deliver, including a refresh of our pre-boarding documentation, processes, the corporate induction and managers’ induction. We also introduced our e-form for new starters to streamline the recruitment process.

The ICT team won a Health Tech Digital Transformation Project of the Year Award in September 2022 for their support with this work.

We also introduced the new employee forum, for our new #PAHTPeople to meet our executive team.

Staff Survey - record response rate

Thank you to everyone who completed the Staff Survey 2022 – your feedback helps to ensure that we are working together as one team to improve how we work at PAHT - making it better, together. We are pleased to share that our final response rate was 49.5%, compared with 47.3% in 2021, and 38.1% in 2020.

It is great to see more and more of you sharing your feedback – it is especially important to know that this year’s results are based on almost half of our people’s experiences.

We expect to receive the national results soon and will keep you updated.

Please look out for opportunities being shared about how to get involved in using the results to make positive changes to how we work.

Other highlights include:

y Revised people governance structure embedded, with committees and subcommittees established to ensure effective governance

y Introduction of a Statutory Mandatory Governance Group to improve governance

y Further developing our equality, diversity and inclusion (EDI) networks

y Improved continued professional development (CPD) process

y Increased utilisation of the apprenticeship levy to support the development of our people

y Restarted work experience to support our community and promote roles in healthcare

y Improved presence of our teams at all PAHT sites

y Developed and introduced culture huddles

y Providing This is Us workshops for managers (supporting the introduction of This is Us)

y Refreshed organisational development (OD) consultancy approach to support teams

y Introduced organisational development (OD) consultancy light offerings (team away day sessions)

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

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