Last updated January 2022
The Royal Papworth Hospital Strategy 2020-25 will guide our work through the next five years, as we recover from the COVID-19 pandemic and focus again on our core purpose: to bring tomorrow’s treatments to today’s patients. The strategy will help us build on our strengths, address our challenges and realise the potential of our new hospital and our exceptional staff.
Clinical excellence and innovation have helped us get where we are today and remain at the heart of everything we do. But how we do things is just as important, and our strategy is clear about improving our staff experience and building meaningful partnerships with organisations who share common goals.
Despite the challenges of the last few months, we feel full of energy and enthusiasm for the journey ahead. The global COVID-19 crisis has reinforced the importance of our work and made us more determined to tackle the heart and lung conditions that affect so many lives. We know that the expertise, commitment and compassion displayed by our staff during the pandemic will continue to make a huge difference to patients here and across the world over the next five years.
To bring tomorrow's treatments to today's patients.
To provide excellent, specialist care to patients suffering from heart and lung disease.
Our six strategic aims
We will build on our world-leading outcomes, investing effort and resources in developing and implementing innovative services and models of care, growing expertise and extending the frontiers of clinical practice.
How will we do this?
- Build on the ‘Outstanding’ rating we received from the Care Quality Commission (CQC) in 2019, we will seek to move any domains currently rated as ‘Good’ to ‘Outstanding’.
- Deliver improvements set out by the NHS Getting it Right First Time (GIRFT) reviews.
- Continue to improve our morbidity and outcome measures.
- Implement a way of working that encourages a constant cycle of improvement and learning whilst achieving core performance standards.
- Develop a frailty service to ensure that all interventions are tailored to the needs of all patients.
- Develop new services that embrace new procedures, are less invasive and are more accessible to patients with co-morbidities eg Mitral Clip.
- Develop and implement a national organ retrieval service for Donation after Circulatory Death (DCD) hearts (adults and paediatric) in conjunction with NHS Blood and Transplant.
- Deliver an improved cardiology model with Cambridge University Hospitals NHS Foundation Trust.
- Ensure our practice and pathways meet all of the requirements of the National Institute for health and Care Excellence (NICE) Optimal Lung Cancer Pathway by 2021.
- Strengthen our national Balloon Pulmonary Angioplasty (BPA) service by 2021.
- Implement new ways of working to bring specialist care closer to patients’ homes eg Cystic Fibrosis home monitoring and Continuous Positive Airway Pressure (CPAP) home service – both supported by telephone follow-ups and Skype appointments.
- Continue to develop initiatives to ensure that we provide the most appropriate anaesthetic techniques for our patient cohorts in critical care and theatres.
- Further expand specialist rapid pathways beyond Rapid NSTEMI (an initiative that ensures certain high-risk. heart attack patients receive quicker, safer treatment)
- Use radiology-guided techniques in thoracic cancer surgery.
We will seek to develop services with partners and patients in local, regional, national and international networks so that our specialist expertise can be accessed easily and where we can best add value to the patient’s treatment.
How will we do this?
• Work with Cambridge University Hospitals
NHS Foundation Trust to deliver new respiratory
pathways of care and reduce duplication in our
• Build on the success of our Extracorporeal
Membrane Oxygenation (ECMO) service and
develop a national transfer service for critical
care patients needing ECMO by 2025.
• Share our expertise with local and national
colleagues in a more structured way by providing
specialist advice, assessment and guidance.
• Implement new ways of working for Continuous
Positive Airway Pressure (CPAP) services within the
Cambridgeshire and Peterborough Sustainability
and Transformation Partnership, using our
expertise to bring care closer to GPs and the
• Develop joint pathways with partners for more
specialist types of thoracic surgery.
• Work with local secondary care providers and
clinical networks to develop or devolve services
as best fits the patient and their local provider so
that care and treatment is provided more locally.
• Develop stronger links with research and
industry to nurture new technology to co-create
new pathways that may mean shorter hospital
stays or new treatments for patients.
• Work with Clinical Reference Groups, Royal
Colleges and other national and international
bodies using our expertise to influence the
shape and development of future national
• Develop joint pathways with Cambridge
University Hospitals NHS Foundation Trust that
make the best use of resources at both hospitals.
• Establish a regional reference centre for
cardiothoracic imaging and share expertise
regionally and nationally so scans can be
performed in local hospitals.
• Achieve closer integration with secondary
and community heart failure services across
the Eastern Region so that patients who need
specialist care are seen at Royal Papworth or where
appropriate, closer to home.
We will seek to offer the best staff experience in the NHS, enabling staff to fulfil their potential by providing a working environment where they can feel valued for what
they bring to the Trust, achieve a work life balance, and feel engaged in their work.
How will we do this?
- Develop and implement a new People Strategy in 2020 that aligns to the new NHS People Plan.
- Provide an environment where all staff (including our Private Finance Initiative (PFI) partner staff) feel listened to, valued and empowered to deliver the best care possible.
- Complete a culture and leadership programme which includes refreshing our values and embedding them through the development of a behaviour framework and leadership strategy.
- Develop and deliver a programme aimed at supporting staff wellbeing (both physical and emotional).
- Train, support and empower line managers to deliver the challenges of this strategy.
- Work with our Sustainability and Transformation Partnership (STP) partners to promote the NHS as the place to have a fulfilling and rewarding career and to develop new employment routes into healthcare professions.
- Ensure robust workforce supply by effectively marketing the Trust as the employer of choice and by working with STP partners to utilise educational and recruitment supply routes to meet projected demand.
- Establish clear career and development pathways supported by a talent management system for all roles that allow staff to progress within the Trust if they wish to do so.
- Establish a Royal Papworth School to create a focus for all training and education activities and enable the Trust to ‘grow its own’ staff.
- Ensure that all staff have regular performance reviews that support them to be effective in their jobs by providing feedback, setting objectives and helping them develop their careers.
- Put Equality, Diversity and Inclusivity at the heart of our People Strategy to ensure ensure that we have access to the widest talent pool and ensure all staff feel valued.
- Provide accurate and timely workforce information to support decision-making.
We will establish a Royal Papworth School, enabling us to grow and develop not only our own staff but also share our expertise and learning for the benefit of national and international networks as well as our local stakeholders.
How will we do this?
- Develop business case for the Royal Papworth School in 2020, demonstrating proof of concept.
- Provide multidisciplinary focused educational provision under the School umbrella.
- Establish the School within the new Heart and Lung Research Institute (HLRI) when it opens in February 2022.
- Develop formal academic links with professional bodies eg Royal Colleges.
- Establish accredited postgraduate training under the umbrella of the Royal Papworth School and extend this to include all disciplines by 2021.
- Extend the current alumni scheme to encompass all areas of training and teaching provision.
- Develop training offering that supports the need to ‘grow our own’ and then offer this to the wider system and partners.
- In light of COVID-19 and the resulting social distancing requirements, we will make greater use of e-learning platforms and only use face-to-face training where it is educationally appropriate.
- Continue to provide nationally and internationally recognised specialist courses.
- Use the talent pool in the organisation to enhance staff retention.
We will continue to develop the Trust as a centre for research and development, fully nurturing our expertise and creativity in a structured way for the benefit of patients.
How will we do this?
- Develop our Cardiorespiratory Research Strategy in 2020 and ensure that this is incorporated in to the wider Cambridge Cardiorespiratory Strategy.
- Foster a research environment that encourages all staff groups to participate in and lead research activities.
- Include involvement in research and development activities in all staff job descriptions by 2021.
- Introduce an Innovation Fund to pump prime new ideas and support development of research projects.
- Foster and expand the Research Fellowship Programme to include all other staff eg Allied Health Professionals and nursing staff.
- Strengthen support for innovators in the commercialisation of ideas and inventions.
- Work with universities to set up a process to allow clinical researchers to secure university affiliations to be able to access grant funding in their own right.
- Develop closer links between research and education.
We will establish a sustainable operational and financial position to ensure that we are making the most of Royal Papworth and applying all our resources in the most effective and efficient manner.
How will we do this?
- Deliver year on year service and cost improvement programmes aimed at not just saving money but improving services as well.
- Use the capacity of the new hospital to its full potential and improve flow.
- Grow our private patient net income every year.
- Work with Commissioners and NHS Improvement/NHS England to secure appropriate levels of income for our work.
- Improve access to pre-operative assessment and same day admissions, reducing the number of times patients visit us ahead of planned procedures.
- Review and improve our booking and admin processes so that the appointment experience is improved.
- Improved staff rostering, matching demand and capacity.
- Mange our Private Finance Initiative (PFI) contracts effectively to ensure that we get best value for money and work in partnership with our provider.
- Make considered investments in digital infrastructure and systems.
- Minimise the risk of cyber threat to our systems and protecting patient information.
- Continue to develop our integrated electronic patient record system and seek to integrate with a regional electronic patient record by 2025 so that it can be accessed at different centresacross the region.
- Exploit the benefits of being a Digital Exemplar for our Electronic Patient Record System, Lorenzo.