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Dear colleagues,
What would you like University Hospitals Sussex to be known for in five years’ time?
That was one of the important questions at the heart of the Big Conversation we held in the second half of last year to help us agree our long-term ambitions and decide how we should go about achieving them.
Your answers to it have been shaping the development of the new Trust strategy that will set our course for the rest of the decade. That process is now in its final stages, and we’ll be publishing the full strategy next month.
As we head towards that launch, I want to thank everyone who took part in the Big Conversation and shared your views on our identity, purpose and priorities; our strengths and assets; and how we should go about building great services for patients, colleagues and our communities.
It’s really heartening that so many of you got involved: 3,000 colleagues had a say through roadshows, workshops and an online survey. Involving you in decision-making is vital to improving care and I want that to continue as we develop the plans that will deliver the strategy’s ambitions.
We also heard from 1,500 members of the public and 77 of our partner organisations. In all, we collected more than 12,500 insights from these listening activities.
So what did we learn?
Firstly, you said you want all our hospitals to thrive, for us to improve services and patient experience, and be known for innovation and excellent care.
Patients’ priorities were faster access to better and more personalised care, as well as improved communication and appointment booking processes.
Our partners said they want it to be easier for us to work together, to align with us around strategic goals, and explore place-based integrated working.
These ambitions will all be reflected in the new Trust strategy and are things we can all get behind.
I’ll be talking about the Big Conversation and its role in the strategy development process in this Friday’s all-staff briefing, so do join me on Teams or watch afterwards if you’d like to know more.
UHSussex was created to unlock the benefits of collaborative working between our hospitals: to achieve together what our predecessor trusts would not have been able to do alone.
Combining two organisations in the aftermath of the pandemic has made that difficult, but I’m as excited as ever by the opportunities we have ahead of us.
The new strategy – based on your ideas and insights – will help us make the changes and improvements we all want to see.
Thank you everyone for your input so far.
George
Dr George Findlay | Chief Executive
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