Candidate Brief

James Paget University Hospitals NHS Foundation Trust

Contents Welcome letter from our Chief Executive Page 2 Background Page 3 Our vision and priorities Page 4 Our values Page 5 Trust Objectives Page 6 Our Strategic Ambitions Page 7 Education, training and research Page 8 Nursing Page 9 Foundation Doctor Page 11 Norfolk & Waveney Sustainability & Transformation Plan Page 12 Links Page 12 Getting to Great Yarmouth Page 13 Living in Norfolk Page 14 Applications Page 15 Temporary Staffing Service Page 16 Remarkable People Awards Page 16 Clinical Excellence Awards Page 16 Appendix 1 – Management structure Page 17

Welcome letter from our Chief Executive

“The Paget is a real hidden gem in terms of a place to work. We are a friendly bunch of Consultants. The Paget is very clinically focused hospital.”

This is an exciting time to join us – we are a medium sized acute trust, with an ambitious Five Year Strategy in place. We are seeking to deliver services in a more integrated way with sustainable healthcare services for our local population as part of the Norfolk and Waveney Sustainability and Transformation Partnership (STP). Our catchment population is 230,000 currently, with the main growth in Norfolk and Waveney area expected in those aged 65+. A demand and capacity review across the system is clear that ‘do nothing’ is not an option. We are exceptionally proud of our staff. We celebrate them through monthly and annual staff awards and reward their long service; we also commenced our exciting plans to enhance our staff engagement starting this summer. Nationally over the last year we have seen success in the Best workplace for learning and development in the Nursing Times Workforce Awards which highlighted how we are developing the future workforce including introducing a new Health Academy and nursing scholarship. We have a long standing, international reputation as a research active hospital. In April we were the first centre in the world to be up and running with a global research trial looking at early stage dry age-related macular degeneration led by Professor Ben Burton, welcoming our first local patient. Our team is active on social media and recently saw a total reach of over 16 million at the end of our first #whywedoresearch tweetfest. Our lead nurse published The Whitehouse Report in 2018, following her experience with the Florence Nightingale Foundation, in which she investigates nursing and midwifery research structures and strategies. Our Board comprises a dynamic and skilful team of Executive and Non Executive Directors from a range of backgrounds. We are continually seeking improvements to ensure that patients and staff have the most positive experience possible when they are here. We are a learning organization, committed to continuous improvement and taking on board the comments made by any external assessment to further strengthen services. We have been rated ‘Good’ by the Care Quality Commission on three consecutive inspections and are awaiting the report following our last inspection in September/October 2019. Financially it is challenging, whilst we have ended last year having achieved our control total and therefore able to support the rest of the STP. We are planning for a small surplus this year. Our vision and priorities Our vision is to be an innovative organisation delivering compassionate and safe patient care through a well-led and motivated workforce. Strategic ambitions provide our focus. Our longer term strategy is supported by our Clinical Strategy, People Strategy and Quality Improvement Strategy. Trust values are the guiding principles for the way we behave and they underpin the work that we all do – whatever our role and whoever we come into contact with. Anna Hills Chief Executive “I’m having the greatest time of my life here, and would definitely recommend the Paget to anyone who wants to be the best professional they can be!”

Background About the Trust

The James Paget University Hospitals NHS Foundation Trust became a Foundation Trust in 2006. The Trust has 500 beds, employs over 3000 staff and is the largest local employer in the area.

The hospital was built in 1981 to provide a full range of district general hospital services for the population of Great Yarmouth, Lowestoft and the surrounding areas. This includes the many visitors to this popular holiday destination. Our catchment population is 230,000 and with 40,000 new homes predicted across Norfolk and Suffolk a significant impact is anticipated across all health and social care services.

The Trust provides a full range of general acute and specialised services; in addition a hyperbaric chamber is provided for ventilating and monitoring critically ill patients whilst they are receiving hyperbaric oxygen therapy. We work collaboratively with a number of local primary care colleagues and community services, to ensure that patients receive the best care in the right place.

We continually strive to improve clinical outcomes and patient experience to meet the needs of our patients and local population. We pride ourselves on our continuing commitment to modernise and improve patient care. As a University Hospital, the Trust trains over one third of the medical students from the University of East Anglia and has a strong national reputation for research and excellence in the quality of their training facilities.

We must continue to meet the demands of our patients but also deliver services in the most cost effective, high quality and efficient way, eliminating waste and reducing bureaucracy.

The Trust’s activities are governed by NHS Improvement and by legislation. Our quality of care is assessed by the Care Quality Commission.

The Board, Governors, our staff and volunteers are very #proudofthepaget.

Our vision and priorities Our vision is to be an innovative organisation delivering compassionate and safe patient care through a well-led and motivated workforce.

Our strategic ambitions are focused and underpin all that we do.

Our Five Year Strategy has been refreshed this year and a new Clinical Strategy has just been published. Delivery of these, our Quality Improvement Strategy and partnership working, is supported by a range of strategies as set out below:

The vision for the Norfolk and Waveney STP is to provide high quality services that support more people to live independently at home, especially older people and those with long-term conditions, like heart disease, breathing problems, diabetes or dementia.

We want to provide our patients and service users with a truly positive experience of care. This means really engaging with those who use our services in order that we can meet expectations.

The Trust’s Quality Report details the actions that will be taken to enhance the patient experience during 2018/19. Monthly updates through the Quality and Safety report to the Board of Directors can be found on the Trust’s website: http://www.jpaget.nhs.uk/about-us/board-of-directors/meetings/

The public and staff are directly involved in decisions about our services, through our Council of Governors, and influence the future. Like all hospitals, we face a challenging future, but we are ready to make the bold decisions so that we are at the forefront of innovative working practices. Our services have to be safe and also represent value for money. Our staff work in creative ways, using advances in technology to their full potential and to eliminate waste that adds no value to patient care.

Clinical activity

A three year activity trend clearly shows the increase in demand in A&E, the challenges being faced and dealt with through working together in the local healthcare system.

Our most recent performance information can be found within our Board papers. Why we are here: Our values and behaviours Our values are the guiding principles of the organisation and provide a set of beliefs for the way we behave.

Staff are the ambassadors for the Trust and the values should underpin the work that all of us do – whatever our role and whoever we come into contact with.

I intend to do the best I can by:

Putting Patients First Provide the best possible care in a safe, clean and friendly environment Treat everybody with courtesy and respect Act appropriately with everyone

Aiming to get it right Commit to my own personal development Understand my and others’ roles and responsibilities Contribute to the development of service

Recognising that everybody counts Value the contribution and skills of others Treat everyone fairly Support development of colleagues

Doing everything openly and honestly Be clear about what I’m trying to achieve Share information appropriately and effectively Admit to and learn from mistakes

Trust Objectives 2019/2020

Ambition 1  Deliver the quality priorities for 2019/20 in line with the Quality Improvement Strategy.  Deliver the 2019/20 objectives of the Clinical Strategy  Develop and agree a single clinical strategy across the three Norfolk acute trusts, reflecting the priorities of the NHS Long Term Plan

Ambition 2  Deliver the 2019/20 objectives of the Trust’s People Strategy  Develop and start resourcing a 10 year workforce plan to deliver Trust objectives  Agree a robust and comprehensive organisational development plan, fully engaging with staff, delivering in-year objectives to plan  Deliver the 2019/20 Education Strategy objectives  Agree resource and commence delivery of a plan to underpin staff wellbeing, ensuring our staff are supported and appropriately trained.

Ambition 3  Balance quality of care, performance and financial resources to meet regulatory requirements, working as part of the Norfolk and Waveney health and care partnership (STP)  Align, where appropriate, the Trust IT strategy with the STP Digital Roadmap  Deliver the 2019/20 objectives of the Trust’s Commercial Strategy  Deliver the 2019/20 objectives of the Trust’s Site Development and Estates Strategy including completion of the strategic estates partner procurement process.

Ambition 4  Complete the first stages of Acute Services Integration  With acute and commissioning partners, review the options and agree to more closely align the three acute trusts in Norfolk at a strategic and operational level  Work with partners to respond to the capacity and demand challenges, agreeing and delivering the initial steps required to maximise the sustainability of the Norfolk and Waveney system  Deliver the objectives of the Trust’s Research Strategy

Our Organisational Development Plan

Education, Training and Research Education and training are at the heart of staff development at JPUH. The professional and forward looking Post Graduate Medical Education (PGME) Department is highly committed to supporting the education and development of Doctors in Training. The Trust has performed very highly in the GMC National Trainee Survey for the last 3 years, being ranked highest in terms of positive feedback from trainees in Health Education East of England in the 2016 Survey. The Norwich Medical School opened at the James Paget University Hospital in 2002 and in 2006 we obtained University Hospital status. This development has delivered tremendous benefits for our patients in raising the quality of care and the profile of the Trust with its high quality of medical education, with the establishment of the Faculty of Health at the University of East Anglia and our excellent links with the Norwich Medical School here at the James Paget University Hospital.

It has highlighted the importance of the JPUH as a teaching and training centre, and the key role it plays both in developing a new generation of health professionals and continuing to develop a hospital workforce that is ‘fit for purpose’. It also gives us the opportunity to recruit the best staff to work here, providing excellent services to the people in Great Yarmouth and Waveney.

This Trust has a National and International profile in delivery Specialist post graduate medical education. In conjunction with the University of East Anglia, Specialist Masterships in Oncoplastic Breast Surgery, Colorectal Surgery and Regional Anaesthesia, which are the highest qualifications in these specialities, have been running since 2011. These award winning programmes led by Professor Jerome Pereira now recruit candidates from the UK and 20 other countries. All these programmes are endorsed by the Royal Colleges and key professional associations. Recently, Health Education England commissioned a National Feasibility Study to assess the effectiveness of this blended educational strategy, in partnership with the JPUH. This new educational strategy is now being considered by Health Education England and the Department of Health for wide application for medical training across the NHS. The senior management of the JPUH with Professor Pereira and his Team are in the preliminary stages of exploring the potential of establishing a National centre of excellence for blended education and training at the Trust.

With an International reputation for research, the JPUH is committed to providing opportunities for patients to participate in research studies. In the past five years, over 8,000 patients have enrolled in research and there are currently over 150 live research studies active across the organisation. The Trust is also committed to staff development; the Research & Development Department are developing opportunities to support potential researchers (Medical, Nursing, Midwifery, Allied Health Professionals and Management) to bid for National grants.”

The professional and forward looking Post Graduate Medical Education (PGME) Department is highly committed to supporting the education and development of Doctors in Training. The Trust has performed very highly in the GMC National Trainee Survey for the last 3 years, ranking highest in terms of positive feedback from trainees in the Health Education East of England 2016 Survey and surveys from college visits. There is a full engagement programme with trainees and consultants through presentation and monthly lectures opportunities. The department is leading on innovative practice with the first cohort of Physician Associates joining the Trust in 2018.

Nursing

We welcome and encourage applicants interested in working as a nurse at the James Paget. We are a multi-award winning hospital, collecting awards from the Nursing Times and the Health Service Journal (HSJ), among others, for our innovative projects, and are CQC rated ‘Good’. We were a finalist in the ‘Nursing Times Placement of the Year 2018’, achieved ‘Best Workplace for Learning and Development 2018, at the ‘Nursing Times Workforce Summit 2018’ award. We hold yearly multi-professional educational conferences at the Trust with national speakers.

Head of Education and Practice Development at JPUH Sharon Crowle said: “We are delighted to win this award, which reflects the hard work of the whole team in developing innovative ways of growing and retaining our workforce to care for both today’s and tomorrow’s patients.”

Our teams are supportive, caring and patient-focussed and we encourage professional development at all levels. We have some new roles in place such as advanced nurse practitioners and trainee nursing associates. We have also expanded our apprenticeships into nursing.

We are very proud of three of our top nurses – Julia Hunt, our Director of Nursing (above centre), Sharon Crowle, our Head of Education and Practice Development (right) and Claire Whitehouse, our Lead Nurse for Research (left), who have received prestigious Chief Nursing Officer Awards.

Sharon and Claire were both honoured with Silver Award recognition badges while Julia was presented with a Gold Award badge – currently just one of a handful given out nationwide to nurses to recognise outstanding achievements in the field of nursing.

On the sunrise coast, close to the most easterly point in the UK, we offer opportunities to progress your career and all the benefits of low-cost seaside living.

We are keen to attract those who may be considering returning to nursing, international nurses who may be looking for an opportunity to work in the UK, student nurses and those who are qualified and considering a move. If you would like to know more about the programme before applying, please contact Claire Ward, Practice Development Nurse on: 01493 453669 (direct dial) or 01493 452452 (switchboard) Bleep: 1525. Alternatively you can email [email protected]

More information about re-registration with the NMC is available https://www.nmc.org.uk/registration/returning-to-the-register/ and Health Education England also has more information https://comeback.hee.nhs.uk/

In return you will join a team of dedicated professionals, with a strong team-work ethos, with plenty of social and health and wellbeing opportunities, and recognition for good work. Further opportunities

If you are interested in helping care for patients at our hospital you could explore health care assistant (HCA) or Assistant Practitioner (AP) roles. We also offer opportunities to progress into nursing for HCAs and APs.

Please see here for more information and relevant contacts if you would like to find out more.

Foundation Doctor’s - East Anglia Health Education East of England aim is to be the best Local Education and Training Board (LETB), and to be a great place to work in order to improve the quality of services provided for patients in the East of England. The East of England comprises of Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk, Suffolk and Peterborough and serves a population of approximately 5.8 million

Norfolk and Waveney Sustainability and Transformation Plan (STP) A priority in the NHS Long Term Plan is to join-up health and care services. By April 2021 it is an aspiration that all areas of the country will have an Integrated Care System, or ICS, bringing together local NHS organisations, councils, the voluntary sector, care organisations and others to take collective responsibility for managing resources, improving the health of their population and ensuring high quality services.

We are one of 13 health and care organisations that form the Norfolk and Waveney Health and Care Partnership (NWHCP). Our partnership comprises of five NHS Clinical Commissioning Groups, three hospital trusts, Norfolk and Suffolk County Councils, Norfolk and Suffolk NHS Foundation Trust, Norfolk Community Health and Care NHS Trust and East Coast Community Healthcare CIC.

Across Norfolk and Waveney and within each CCG locality, much is already being done to address the “gaps” which are highlighted in the Five Year Forward View. New models of care are being developed to suit local need, quality-driven efficiencies are being sought and implemented and we are helping people change their lifestyles.

Our agreed aims are to change the way we work together and develop a culture of collaboration to achieve integrated compassionate care across the system, to tackle the distress and challenges by developing both sustainable models of care and sustainable financial models across organisational boundaries. Our shared vision is to support more people to live independently at home, especially older people and those with long term conditions, with high quality services and help to enhance the health and wellbeing of local communities.

Links to further information Getting around the hospital For a floorplan inside the hospital, please click here. For those with disabilities, a lift is available to access the second floor. There are also maps available on the main hospital corridor.

Who we are Commercial Strategy Latest published CQC Inspection Report Trust background information on NHS Improvement website The Norfolk and Waveney Health and Care Partnership

Getting to Great Yarmouth, Norfolk Within Norfolk there are good transport links, and once you are here there are many ways to explore the whole of our county. By train: Greater Anglia provides a service every half hour from London Liverpool Street to Norwich. The journey time is two hours on average. Once in Norwich, there are local connections provided to Great Yarmouth. If travelling from Scotland, the North, or the Midlands, you can change at Peterborough where hourly trains to Norwich are provided by East Midland Trains. National Rail Enquiries provide local and national rail information including online booking. Their telephone number is 0845 6007245. (Cyclists can usually take their bicycle on the train itself but it is worth checking with the operator before travelling). By coach or bus: National Express provide a number of coach routes to Norwich bus station. When in Norfolk there are local services provided by First and Konect Buses. For further details on local routes are available from Travel line on 0870 608 2608. By car: Travelling from the South East or London, the A11, A12, A14 and M11 are the major routes. If you are travelling from the North of England or the Midlands the A11, A14 and A47 are recommended, travelling via Norwich towards Great Yarmouth. Before entering the town of Great Yarmouth, take the route over the new Breydon Bridge, following signs to Gorleston and Lowestoft. On leaving Gorleston, the James Paget Hospital is on the right. By air: Norwich International Airport has flights from various UK destinations, as well as overseas. Daily flights are available from Amsterdam with connections to over 1000 destinations worldwide. There are train and bus services from airports to great Yarmouth.  Stansted airport is only 75 minutes away by car (1h 46m)  Heathrow airport is 122.3 mile away by car (2h 35m) By boat: If you would like to travel by boat then ferries operate daily from mainland Europe to Harwich which is located about two hours away from Norwich by train or a 60 minute drive to Great Yarmouth. Transport Links

. For bus information – Traveline South East website www.travelinesoutheast.org.uk . For train times – National Rail www.nationalrail.co.uk . By air – Norwich International Airport https://www.norwichairport.co.uk/

Living in Norfolk This is a fantastic opportunity for someone to take on a challenging and rewarding role, make it their own and contribute to making a real and lasting difference to how healthcare is delivered to the people of this beautiful region.

James Paget Hospital is located in a picturesque region of England with a high quality of life (great scenery and coastline, low housing costs compared the London and the South East, good schools, low crime rates etc.)

Quality of Life Situated between two popular holiday destinations, and with a steadily increasing local population of over 230,000, JPUH is the largest local employer with over 3,000 staff.

Living here Norfolk, Great Yarmouth and Lowestoft have something for everyone; beautiful rural countryside, award winning beaches, unique market towns and a wealth of social activities. We have the world famous Norfolk and Suffolk Broads, which have National Park status and represent the country’s largest inland waterways.

Norwich is just a short distance away, with its vast number of shops, fine dining, cinemas, medieval landmarks, and of course the home of Norwich City Football Club. Plus, Southwold, Cambridge, Ipswich and London are all within easy reach.

The area is a great place to live, especially for families, and is proud to have one of the lowest crime rates in the country.

Working for us Every member of our staff plays a vital role in providing the highest possible standards of care for our patients. They ‘live’ by four key values which underpin the work that we all do; to put patients first, aim to get it right, recognise that everybody counts, and do everything openly and honestly.

We support flexible working and family friendly policies that enable our staff to have a rewarding work life balance. We also have the Busy Bees nursery on site.

Finding a home Norfolk and north Suffolk offers a wide range of properties for sale or rent. Property prices locally are more affordable than London and the south east. Find your new home by contacting the National Association of Estate Agents or by searching on Rightmove.

Education Norfolk and Suffolk have many good schools and colleges, in the state, church and independent sectors. The links below can you help find out more about local schools.

. Norfolk County Council – school finder www.schools.norfolk.gov.uk . Independent Schools Council www.isc.co.uk

The University of East Anglia has been named in the top ten best universities for overall student experience for the sixth consecutive year. Announced in the Times Higher Education Student Experience Survey 2016, published in the Times Higher Education magazine, UEA has been revealed as the seventh best university in the UK. In The Which? University 2016 Student Survey, UEA was placed in the UK’s top five ‘all-rounder’ universities.

Job opportunities in the locality East Anglia has one of the UK’s fastest growing economies; the Great Yarmouth and Lowestoft areas are being driven by the burgeoning energy industry, which is set to see investment of about £50 billion over the next 20 years in offshore wind, offshore gas, decommissioning, nuclear and renewables. This has resulted in considerable employment opportunities for engineers and technicians, with many local companies recruiting qualified personnel to their growing workforces.

The region is also a popular tourism destination, has strong roots in agriculture and is experiencing an upsurge in the construction industry. The position of the hospital bordering two counties gives easy access to a wide reaching area giving opportunity for employment in various public sector careers including teaching, social work, council office and the Broads Authority. All of which means various options for friends or family in the event of wishing to relocate to the area.

Advertising The post will be advertised to the Trust’s public membership through a range of routes, including the external Trust website, the local press within the area of the Trust, TRAC jobs, NHS Jobs and any other relevant local publications/professional networks as funded by the Trust and agreed by the Committee

Applications The preferred method of application is through TRAC Jobs.

Applications should include: A completed online application form via TRAC, with education and professional qualifications, and full employment history. It is also helpful to have daytime and evening telephone contact numbers and e- mail addresses, which will be used with discretion. The details should include names and contact details of three referees. References will not be taken without applicant permission.

All candidates are also requested to complete an Equal Opportunities Monitoring Form which will be available upon submission of your online application.

This will assist us in monitoring our selection decisions to assess whether equality of opportunity is being achieved.

The successful applicant will be subject to Occupational Health and, Disclosure and Barring Service checks. Senior executive posts are subject to the Fit and Proper Persons Requirement (FPPR). All organisations regulated by the Care Quality Commission need to ensure that successful candidates meet the Fit and Proper Persons Requirement (Regulation 5, The Health and Social Care Act 2008 (Regulated Activities) Regulations Act. This means that the care provider must not appoint a director unless:

 The individual is of good character;  The individual has the qualifications, competence, skills and experience which are necessary for the relevant office or position or the work for which they are employed;  The individual is able by reason of their health, after reasonable adjustments are made, to properly perform tasks which are intrinsic to the office or position for which they are appointed or to the work for which they are employed;  The individual has not been responsible for, been privy to, contributed to or facilitated any serious misconduct or mismanagement (whether lawful or not) in the course of carrying on a regulated activity or providing a service elsewhere which, if provided in England, would be a regulated activity; and  None of the grounds of unfitness specified in Part 1 of Schedule 4 apply to the individual (e.g. bankruptcy, sequestration and insolvency, appearing on barred lists and being prohibited from holding directorships under other laws) 14

 Good character is measured by the criteria set out in Part 2 of Schedule 4 of the Regulations: Whether the person has been convicted in the UK of any offence or been convicted elsewhere of any offence which if committed in any part of the UK would constitute an offence; and  Whether a person has been erased, removed, or struck off a register maintained by a regulator of a health or social work professional body. Temporary Staffing Service

Being part of the Trust’s Temporary Staffing service offers a flexible way of working. There are a variety of temporary roles available which include qualified professional clinical roles in nursing, medical locum, allied health professions, clinical support worker roles and administration support. The most important factor in joining our temporary staffing service is that the flexibility is yours to own. As a bank worker you choose how many hours you want to work and when. Working through the temporary staffing service doesn’t have to be your primary source of employment and many of our permanently contracted staff work additional shifts via the temporary staffing service.

As a member of the Temporary Staffing Service you will have:  The opportunity to gain experience in a variety of settings  Flexible hours to suit your personal commitments  Access to opportunities to meet continuing professional development needs  Access to NHS Pension scheme and NHS discounts  Access to permanent vacancies

Remarkable People Awards Each year the James Paget Remarkable People Awards recognise individuals and teams at the hospital for their exceptional service. We look to celebrate staff, teams, apprentices and volunteers that have made a significant difference to patients, or provided support to colleagues in offering the best possible care to those visiting our hospital. Clinical Excellence Awards The Clinical Excellence Awards (CEA) scheme in England and Wales for Medical and Dental staff is intended to recognise and reward those Consultants who contribute most towards the delivery of safe and high quality care to patients and to the continuous improvement of NHS services.

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