AH ANNUAL REPORT 2018

Future Plans 2018/19
1. Completion of the 3 year Global Digital Exemplar
(GDE) Programme will:
• improve data capture; each patient will have
a fully digitised and accurate record of their
care; resulting in improved clinical governance,
including for example which grade of medical
staff has reviewed the patient and when –
accurately capturing time-to-review.
• provide digitised clinical pathways re-designed in
line with best clinical practice, which will improve
patient experience, patient safety and clinical
outcomes and their ease of reporting.
• lead the delivery of a collaborative approach to
health and social care; working with other trusts,
Primary Care and Social Care in sharing clinical
information to improve the patient experience in
the wider healthcare setting and future proofing
our approach to 7-day services and other clinical
pathways.
2. Continuation of Out Of Hours group monthly
meetings to monitor gaps in rotas, recruitment to
additional posts, and oversight of junior doctor
wellbeing.
3. Comprehensive New Models of Care Work
Programme will be established 2018/19 with likely
3 year implementation plan. Aligned to this will be
dedicated Consultant Job Planning in 2018/19,
working towards standardised weekend and out of
hours consultant working across all specialties, for
all patients.
4. Trust Patient Flow Work Programme (18/19),
including implementation of SAFER Bundle across
the Trust will support all 4 standards.
5. The Trust will review ANP developing workforce
and their coordinated contribution to roles and
responsibilities across Junior Doctor and ANP
competencies, and their contribution to 7 day
working standards.
3.3.4 PRIORITY 4 – Provide
Support that will Enable our Staff to
Feel Valued and Respected by the
Organisation and Actively Contribute
to the Organisation’s Success
The Trust recognises the need to support and celebrate
the great work undertaken by our staff and how
they contribute to the organisation’s success, and is
committed to ensuring our workforce is representative
of the local population demographics.
In striving to deliver this priority, the Trust agreed to
place a specific focus on:
• Reward & recognition and celebrating success
• Increasing BME representation in the workforce
Reward and Recognition and
Celebrating Success
Aim: To identify and celebrate the remarkable and
outstanding effort being demonstrated every day by
the staff at Alder Hey so that staff feel valued at work
and feel like they contribute to the organisation’s
success.
Target:
• 5% improvement in baseline measure of ‘staff
that recommend Alder Hey as a place to work’ in
National Staff Survey.
Outcome:
Year Percentage Improvement
2016/17 53%
2017/18 63%
10%
It is widely recognised by leaders at Alder Hey that
the Trust’s most valuable asset is its workforce.
The importance of recognising and rewarding the
great work being undertaken on a daily basis has
been a strong area of focus during 2017/18. With a
highly motivated workforce, we will see continued
improvements in performance, patient experience
and outcomes, and a high degree of staff satisfaction.
Numerous initiatives have been adopted, many driven
through our Listening into Action approach, which
empowers staff by giving them confidence to raise
issues and make change in their own areas.
Improvements 2017/18
• Fab Staff Week
As a means of saying ‘thank you’ to the staff, and in
recognition of the NHS Fab Change Day the Trust held
a ‘Fab Staff Week’, consisting of a whole week of health
and wellbeing activities and stalls, free fruit and snacks
for staff, and created a pledge wall for staff to commit
to making a simple positive change to improve working
life for themselves and their colleagues.
Catering’s
‘thank
you’ stall
Alder Hey Children’s NHS Foundation Trust 123
Annual Report & Accounts 2017/18