Agenda item

Presentation from Andy Hardy, UHCW, who have been invited to the meeting for the consideration of this item along with Justine Richards

The Board received a presentation from Andy Hardy, Chief Executive, University Hospitals Coventry and Warwickshire on the new organisational strategy for the hospitals for 2022-2030 ‘More than a Hospital’, as part of the consultation process. Dame Stella Manzie, Chair of the Hospitals Trust also attended the meeting for the consideration of this item and spoke in support of the new strategy.

The presentation commenced with a short video highlighting the employees and the good work they carried out whilst caring for local residents at the hospital, along with the innovation and research that was currently taking place.

Covid was now a springboard for transformation with a collective approach to the response including businesses, communities and individuals. It has enabled agility in making big changes. There was now a focus on building community resilience with a focus on prevention and proactive interventions moving away from a “care and repair” model. The Board were reminded that Healthcare was changing, with a new environment brought about by the Health and Care Act with more opportunities being created by greater integration. There would be a focus on reducing health inequalities by focussing on the wider determinants of health – the economy, employment, education, housing, leisure and the environment, with the hospital’s role being that of an anchor organisation 

The presentation highlighted the current strategic triangle which put the patient at the top of everything. The current mission, values and objectives were set out. The Board were informed of the refreshed strategic triangle which once again put the patient at the top of everything. The hospital’s new vision was ‘To be a national and international leader in healthcare rooted in our communities’. The new purpose was ‘Local integrated care. Being a regional centre of excellence. Research Innovation and Training’. The following were the values for the new organisational strategy:

Compassion; Openness; Improve; Respect; Partnership; Pride and Learn. 

The new strategy contained the following purpose:

‘Our fundamental purpose is to deliver the best possible care for our local communities. We will achieve this by leading in all that we do, with our three interconnected purposes enabling us to continually improve local care’.

The three interconnecting purposes were:

i) Local integrated Care – Collaborating with partners to integrate services, improve population health and tackle health inequalities.

ii) Research, innovation and training – developing the next generation of health and care professionals and leading research and innovation to improve patient outcomes.

iii) Being a regional centre of excellence – developing the strongest specialities to meet the needs of a broader population.

Additional information was provided on these three purposes and what they meant for patients, people and the organisation.

Reference was made to supporting strategies – the ability to deliver outstanding care was dependent on how the hospital improved quality, supported employees, invested in digital technology and data insights and promoted sustainability. These cross-cutting enabling strategies related to the three purpose elements of local integrated care; being a regional centre of excellence; and research; training and excellence. The four supporting strategies were:

i) Developing our people – employees define UHCW and were vital to the care being delivered and the outcomes achieved for patients. It was proposed to transform culture, making UHCW a great place to work.

ii) Improving quality of care – high quality care was effective, safe and provided the best possible experience for patients

iii) Investment in digital -the hospital was investing and transforming care using the latest advances in technology

iv) A sustainable future – in the clinical, environment and finance areas.

Members questioned the representatives on a number of issues and responses were provided, matters raised included:

·  An acknowledgement of the importance of successful partnership working, with particular reference to the partnership work of the Health and Wellbeing Board and the Place Forum, of which the hospital was a member along with the other health partners in the city

·  The need to work in partnership with primary care

·  The importance of improving patient discharge from the hospital to back into the community

·  Support for the focus on health inequalities

·  Further information on shared electronic patient records and the issue of data protection

·  Support for the work of the bereavement services team

·  Concerns about the availability of out of hours pharmacy services and what could be done to enable existing provision to open 24/7

·  The importance of a successful integrated care system to support patients following discharge from hospital and those in their own home with more minor ailments

·  Details about what the hospital’s work on Covid research including the implications of long Covid and information about Covid vaccine reactions

·  The number of Covid vaccines administered by the hospital

·  In relation to health inequalities, why patients in affluent areas spent less time on hospital waiting lists and how this could be addressed to support patients from the more deprived areas

·  What were the problems currently being experienced with patient transfer between the ambulance service and A and E

·  The use of the Government Apprenticeship Levy by the hospital

·  The sharing of best practise between hospitals at both national and international levels

·  Further details about the recruitment and retention of staff and were employees still having to work excessive hours to enable to hospital to provide appropriate patient care

·  The support for patients where English was not their first language  

·  Moving services out into the community to help address health inequalities

·  What was the hospital doing in support of patients whose health was deteriorating whilst on a hospital waiting list

·  The issue of missed appointments and how was this being addressed

·  The requirement for pooled budgets to enable the best use of resources to support services for local residents.

RESOLVED that:

(1) The contents of the presentation be noted.

(2) The proposals for the new organisational strategy for University Hospital Coventry and Warwickshire ‘More than a hospital’ for 2022-2030 be supported.