Candidate Brief 1 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 2 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!” 3 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. 4 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. 5 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 6 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.