APPIER AND FAIRER FUTURE

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The Needs

VISION
of Children,
Young People
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2030
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 airer Fu t u r e f o r C h
F ildr
VISION r a n d en
pie an Welcome to Alder Hey, one of Europe’s biggest and busiest children’s
2030 H ap
OUR ASPIRATION
To be world-leading
dY
ou FOREWORD healthcare providers, and considered amongst the best in the world. We
, ng
er
look after 330,000 children and young people each year, treating everything
i from common illnesses to highly complex and specialist conditions.

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Over the last 10 years, we have come a long

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op
way, guided by a clear vision of where we

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wanted to be, and driven by the belief, passion

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and world-class expertise of our people who
Pe A Fairer Future
r make the very best care possible.
t my sona
Ge w e l l ca lise To us, ‘a fairer future’ means a world But as society changes so too do health and
me re
where educational opportunity, health care needs. There are new pressures facing
The Needs and wellbeing isn’t limited by a child’s children, young people and families, and new
of Children, social, economic or ethnic background. pressures facing Alder Hey and the care system
It’s an Alder Hey where all of our people that we are a part of. To meet the challenge
Young People enjoy equality in recruitment, training, that those pressures bring, we need to develop

Im
and Families pay and progression, reward and It’s these children and young people,
our knowledge, expertise, and assets, and
e recognition; where they feel ‘seen’, leverage them – working alongside our system
life pro m re and their families, that inspire us; that
partners – to bring improvements for children,
ch ve m g
in tu and where they feel they belong. motivate our aspiration to not only give them
an y
ce Br e f u young people and families everywhere.
s th With Vision 2030, we will equip the best clinical care, but also support them
We must work to ensure that our people too
ourselves with more knowledge, seek to feel happy, safe and confident as they play,
are healthy and happy, and are able to reach
out inequity and take practical action. learn and grow, in a world where they are
their own potential.
Together with our partners, we will not limited by their social, economic or
remove internal and external processes ethnic background. By focusing our efforts locally and regionally,
and barriers that could support inequity. we hope to make an impact nationally
In short, we want to help them, and children
and globally.
and young people everywhere, to achieve their
Outstanding Support full potential. We have created this strategy to make our
Collaborate Revolutionise our people Pioneering Vision 2030 a reality and to galvanise us to
care and for children tackle the challenges we each of us face,
experience care breakthroughs
& young together, to create a happier, healthier, and
people fairer future for children and young people.

Dame Jo Williams Louise Shepherd, CBE

Chair Chief Executive

VISION 2030 3
 ING PRESSURE
GROW S
Growing
A VISION BORN FROM NEED numbers of 14%
HUGE GROWTH
IN DEMAND –
children and annual increase
in urgent care.
What does this tell us?
AND COMPLEXITY. young people.
We’re seeing a huge growth in demand, with
What’s your vision for 2030? What kind of future do you want for our two out of three of the children and young
children and the generations to come? How do you think you might people we treat coming from deprived areas.
enable that future if you start to act now? This growth in demand is putting great pressure
on us and partners who provide care and support

70% Decreasing
These are some of the questions that have And children and young people’s needs are

GROWING CONCERNS
23,000 ON OUR for children and young people.
preoccupied us in developing Vision 2030. not homogenous; one size solution does not
WAITING LIST – life expectancy. It is also impacting our people. Workforce challenges within the
It’s a strategy about understanding our fit all.
place in the world, what we want from the
AND GROWING. of schoolchildren NHS, alongside those in the national labour market are, on their
future, and how we might use the platform Alder Hey has built strong foundations overweight own, significant. They are however exacerbated by external
we’ve worked hard to achieve to facilitate by being vision-led; it’s now time for a or obese. factors in the economy – such as the growing cost of living – and
that future. refreshed Vision to inspire us to build to the legacy of the pandemic. Our people are feeling the pressure;
greater heights. That Vision is: their wellbeing is suffering; burnout is real.
Fuelling it all is a steadfast ambition to
A healthier, happier and fairer future for HIGH STAFF
This tells us that we will have to do something different.

75%
work alongside like-minded partners to
children and young people. TURNOVER.
create a world where children and young
people can live their best lives. We must work with our partners, as a system, to truly join up
increase in
65%
Alder Hey is full of inspired, creative, and services in ways that make sense to children, young people and
passionate people with the skills and
But the needs of children and young demand for ASD their families. We need to provide more personalised care closer
knowledge to make a difference. It is our
people are evolving, with more living
people, and our partners, that give us the
CHALLENGES OF growth in the size assessment. to home and school, putting prevention and wellbeing at the
THE PANDEMIC. heart of how we do things, and playing a more meaningful role
with long-term and complex health
confidence that, together, we can achieve of the CAMHS in tackling inequity at its roots.
conditions. Austerity has led to closure of
children’s centres and a lack of investment
our Vision. waiting list.
UNSUSTAINABLE We want to create a world where children, young people and
in prevention services, whilst the Covid 19 their families can live their best lives, and our people can do
PRESSURE –
pandemic has had a fundamental impact. their best work.
BURNOUT IS REAL.
It has left in its wake an enormous recovery
challenge, having increased inequity, with
poorer health, wellbeing, and educational 3 in 5 Less than
outcomes, and a mental health crisis for the
youngest in our society.
SHORT TERM
FIXES TO LONG
children and young expected
TERM ISSUES. people with learning communication
difficulties live skills.
30 4 in poverty. VISION 2030 5
 The feedback that children, young people and families

SEEING CLEARLY: STRATEGY DEVELOPMENT FOUR AREAS OF NEED

have shared with us on their lived experiences and
what they actually need is at the heart of Vision 2030.
They have spoken to us loud and clear, and given us a strong
understanding of how we can make a difference to them, both
Children have told us: within Alder Hey, and through collaborating with our partners in
To develop Vision 2030, we focused our attention the health and care system.
fully on the needs of children, young people and
“We need you to…”
10 groups
families, and those of our people.
We undertook an extensive analysis of our service users. We
considered which services they use, how often and for how
of children and
long, and combined with what other services. We scrutinised
demographic data, including age, gender, ethnic background and young people: Get me well Personalise my care
where they live, alongside important socio-economic factors such
as income, education, and employment, all of which play a role in Children and young people in this group Children and young people in this group are living with
Lives wit lt and
Consu w up
someone’s health and wellbeing.
complexh told us they need a relatively quick fix. a long-term condition or complex health need and are
ent needs follo often looked after by lots of different specialties.
This analysis showed us that children and young people have Frequ dee “I don’t want to go to hospital unless I have to.
varying needs that can be described across ten groups. Each Atten “I want care that is connected up. I don’t want to feel
group might require different things from us, but we traditionally I want to be looked after by people nearby who like I’m being treated by different people. I don’t want
serve all groups in the same ways.
know me, and I want to be seen quickly when to spend a lot of time in hospital. I want your help to
Looking at these groups more closely, we were able to identify
el it’s best for me. Treat me as me.” be independent and live my life.”
needs that were common across more than one. This enabled us Since High Lev with
to describe four major ‘areas of need’. Birth of U s e Living ing
Ongo eeds
N
Health
Improve my life chances Bring me the future
What if we organise ourselves around these 4 areas of need,
instead of the more traditional service-led model? Could we
deliver a more personalised experience and better meet the needs
of children and young people? We believe so.
Children and young people in our community Children and young people are ambitious for their
We will take a population-health based approach to meeting In Tra Urgent need support from many different services, not
n own futures, for their families and their communities.
these four areas of need, recognising that individual children, to Adsition Need just Alder Hey.
k Servi ult
young people, and families’ needs do not remain static. Quic ces Diagnose
Fi x “I want to know you’re always trying to find new and
and treat “I need you to keep me healthy so I can go to school and
learn and get a job I like one day. Don’t let me get lost better ways to look after me, and I want the best
in this big, complicated system. It can be so confusing. people to want to work at Alder Hey so I can be
I need your help to join up the support I need.” treated by them.”
30 6 VISION 2030 7
 WHAT WE WILL DO Personalise my care
Get me well
For children and young people with complex or long-term needs, their care is as much
a part of their lives as going to school, so it should complement homelife, not detract
Fast, unfussy care delivered locally by a truly joined-up team of adjacent services,
from it, supporting safety, independence, and control. We will cultivate a centre of
collectively focused on one thing: getting children and young people back to health
excellence that recognises – and delivers – this.
with the minimum of disruption to family and homelife.
• Every child and young person with complex • Design virtual and digitally enabled care
• Develop paediatric capacity and capability • Build prevention into more hospital and
and long-term needs will have a named care- models that keep more children and young
in communities through new care models to clinical pathways.
coordinator to integrate their care and reduce people at home or in school.
deliver care closer to home. • Support children, young people and families unplanned service use. • Deliver resilient joined-up specialist services

The Needs
• Develop community sector led models for to manage their own physical and mental
• Personalised medicine tailored to an ensuring children and young people in some
community resilience, providing expert-trained health and wellbeing through technologies
individuals’ needs. of the most deprived parts of the country can
and peer-led local support for conditions for self-care.
access world-leading services.
such as bronchiolitis, healthy weight, physical • Support families to identify those parts of the

of Children,
activity and oral health. health and care system that best meet their
• Maximise use of technology to deliver virtual needs and play our part in making this easy to
medicine and digitally enabled models of care. navigate and joined up.

Young People Bring me the future

Improve my life chances
Work as a system with partners to redraw the map of health and social care, ensuring that
and Families Nurture our instinct to break through barriers in the pursuit of ‘better’ for children, young
people and families: better care, better medicines, better treatments… Harness the potential
offered by cutting-edge health tech to deliver for children, young people and families.

all children, young people and families, particularly those unfairly impacted by health • Establish a Northern Institute of Child • Go beyond physical health, incorporating
inequalities, can always find the right care they need. Health & Wellbeing, a centre of excellence in mental health and emotional wellbeing
research and innovation, which along with the for more holistic approaches to care in the
• Create employment and education • Protect the planet for future generations by Alder Hey Academy is a recognised leader in optimum setting.
opportunities for children, young people, and reducing our environmental impact towards improving children and young people’s health • Personalised medicine, integrating multi-source
our local community as an anchor institution. net zero. and life chances. data and technologies to build a complete
• Amplify children, young people and families’ • Deliver measurable social value to our • Deliver a state of the art ‘healthcare anywhere’ picture of each patient and individualise
issues, such as respiratory/clean air and obesity, communities. capability, a digitally enabled, technologically prevention, treatment, and care.
through advocacy and influencing policy. • More joined up, borderless care with a much enhanced hybrid of on-site and virtual • Evaluate and deploy better drugs, tests and
• Co-create the collaborative health and care greater focus on prevention and wellbeing, clinical services, as close as possible to the devices in hospital and community settings.
system that is jointly accountable for children delivered through strong relationships and everyday environment for children, young
and young people. collaborations. people and families.

30 8 VISION 2030 9
 OUR PEOPLE OUR GOALS
Renowned for their outstanding Built on an analysis of our workforce, Within each of these strands we have
care, our people are our greatest we have developed a more sophisticated developed needs-based benefits for our
understanding of our people, viewed people, supporting them to thrive and To enable us to meet the 4 areas of children and young people’s
strength. We need to create a needs, we must ensure that we achieve 5 major cross-cutting goals.
through the lens of their needs rather than do their best work. This will help to
healthy, happy, fair environment professional groups, service structures or create an environment where our people:
for them to thrive in so that bandings. This has enabled us to identify
we can all, together deliver three areas where we think we can make  feel connected, safe, healthy,
Vision 2030. big changes: happy, supported and are performing
at their best.
We need to support our people to have Thriving @ Alder Hey
fulfilling careers and make Alder Hey a place  have the time, space and opportunity
where they want to be, a place where we:
finding and keeping the best
to improve. Outstanding Support
people, giving them a reason to stay. Collaborate Revolutionise our people
care and for children Pioneering
The Professional Hub  are diverse, feel valued for their
experience care
differences and feel included. & young breakthroughs
the best people don’t want to people
Learn and Look after stand still; let’s nurture that.  experience consistent and effective
grow for each other talent management across the trust.
the future Future Workforce
designing and developing a future-  feel confident and able to
proofed workforce that shifts and embrace change.
shapes around an evolving landscape.
 believe we have a fair and just culture.
Push ourselves to Use our combined Harness the latest Understand our Break through
Embrace Have a always provide knowledge and technologies to people better. barriers to breach
new ways shared sense Improving Equality, Diversity and Inclusion (EDI) is critical to the achievement of our goals. the best possible resources to develop ensure delivery of What drives them? new ground in
of working of belonging experience for and deliver a system the very best health Develop shared paediatric treatment
Ensuring our colleagues work in an environment where they feel they belong, can safely raise
concerns, ask questions and admit mistakes is essential for staff morale – which, in turn, leads to children, young that children, young and care outcomes motivations and and healthcare.
improved patient care and outcomes . This can only be done by treating people equitably and people and families, people and families for children, young ambitions by treating Feed the spark of
without discrimination. continually testing can find their way people and families. them as individuals and inspiration by creating
There is no ‘one size fits all’ approach to this with them round and get the Do things differently. ensuring that they can an environment that
Vision 2030 sets out our commitment to EDI, and to developing an inclusive workplace culture, and building on best out of. Do things better. have fulfilling careers. supports exploration
achieving this. We need to offer targeted
making Alder Hey a fairer and more equitable place for everyone. Therefore, while we will have their feedback. and innovation.
solutions according to differing needs.
specific measures to address disparity within groups with protected characteristics as defined in
And this is what we are doing.
the Equality Act 2010, the actions within Vision 2030 are intended to positively impact groups
30 10 and individuals beyond these terms and definitions. VISION 2030 11
 SUSTAINABILITY WORKING IN PARTNERSHIP

Finance Climate Alder Hey can only truly deliver

healthier, happier and fairer
We have established great collaborations
in communities:
Our Vision 2030 reflects the strategic aims of
our partners, at local, system and regional
levels; it directly aligns with the Cheshire
We operate in a challenging The NHS has a clear commitment futures if we work alongside our • Locally we have strong relationships with
& Merseyside Health and Care Partnership
partners in the communities we academic, local authority, public health, city
financial environment which is to Net Zero, taking responsibility region and voluntary sector partners.
strategy and Integrated Care Board’s Five-
likely to become only more so. We not just for what it does but also serve, through a collaborative Year Plan, as well as others.
health and social care system that • In Cheshire and Merseyside, we have
must recognise this as a fact of life what its partners do. established the “Beyond” Children &
Together, Alder Hey, Liverpool, Cheshire
and own it. has a shared focus on the needs of and Merseyside and the wider Northwest
Alder Hey must play its part and Vision 2030 Young People’s programme and the system
children and young people. architecture for children and young people.
of England, has a great platform to tackle
We need to embrace efficiency and sets a clear mission for us to be a net zero
challenges head on.
choose where and on what we spend our organisation as soon as possible, with a • In the North West we collaborate on
money, wisely. We must be creative in our direction for immediate action where possible For all of us, giving every child the best start
a paediatric partnership with Royal
resourcefulness and identify new and diverse followed by longer term permanent changes. in life is a priority.
Manchester Children’s Hospital.
income streams that endure. Together, in partnership, we must lead
• Nationally, we play a strong role in the
We must create partnerships that deliver the way.
Children’s Hospital Alliance.
financial impact and make the best use of
whole system investment. • Globally, we deliver mutually beneficial
international health partnerships.
We will work alongside the Alder Hey
Children’s Charity to ensure that the generous
donations we receive are directed to where
they will have best effect, meaning we can
deliver that outstanding experience that we
want to be known for.

Only together, can we succeed,

and deliver a future where all
children and young people are
able to get the best quality care
regardless of who they are, where
they live or their background.

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12 VISION 2030 13
 To achieve our Vision 2030, we must spin Alder Hey on its axis, VISION
OUR JOURNEY TO 2030 2030
pivoting from being service led to being led by the needs and
experiences of the children, young people and families that rely
on us, and the needs of our people who provide their care. Bring me the future
Improve my life chances
That will be our ‘North Star’ on our journey to 2030.
WHAT WILL WE ACHIEVE?

23-25 25-27 27-30

WHAT WILL WE ACHIEVE...

Personalise my care 23-25 25-27 27-30

• New technologies • Development of
for clinical and
self-care.
• A collaborative
the 'Institute for the approach to, and
Child of the North'. culture of, breaking
new ground in care
• More access to family • Children and young • An inclusive • Data-led decision • Generate revenues

Get me well
WHAT WILL WE ACHIEVE... and treatment.
wellbeing services through people missing system. making and from our knowledge
Alder Hey less school due to intelligence. and skills to reinvest. • A centre of
illnesses. • Increased excellence for
2023-25 2025-27 2027-30 • Energy and Carbon social value. • Become an • International child ‘healthcare
reduction plans delivering. • Job and training Innovation Zone health partnerships. anywhere’ and for
WHAT WILL WE ACHIEVE... opportunities • Poverty proof for the city region.
• Parent/carer able • A new state of • Connected • Sharpened focus on Alder Hey. • Precision Medicine. the education and
created, especially training of future
to raise concerns the art Neonatal services providing lung health and learning through widening • Globally renowned
2027-30 • Net Zero. workforces.
2023-25 2025-27 and access Intensive Care Unit access for all. disabilities. participation. Paediatric ‘Academy’.
real-time cementing a single • Listen to and learn • A system alliance,
second opinions. Neonatal service • Measurable
• An expanded • A reimagined • Digital and virtual from families. committed to children,
for Liverpool. impact on health
virtual ward offer. neurodiversity care keeping • Single co-ordinator • Greater young people and families. inequalities.
pathway. children and young for complex • Excellent independence
• Virtual urgent people at home. care needs. networked North for families.
care advice and • More localised West specialised
support. diagnostic services • More care services. • Parity of physical
accessible in the delivered in and mental health
• Playing our role community. communities. needs
locally through
Family Hubs. • More care delivered • A move towards • Attract the
close to home self-care, keeping best talent.
through networks families in control.
with local district
general hospitals.

THIS WILL ALL GROW UPON…

STAGES OF EVOLUTION KEY
• Rated Outstanding by the CQC • A sense of belonging so everybody whatever • Investment in developing leaders and future talent.
• A revised, more resilient way of making their social, economic or ethnic background feels equal. • Reduced bureaucracy and better use of technology
Delivering Social value sure Alder Hey is safe at all times. • A brilliant new onboarding and preceptorship model. giving colleagues increased ‘headspace’.
2023-25 Great Experience & Outcomes 2025-27 Thriving Communities 2027-30 and Pioneering Care • A relentless learning, just and • Training in customer experience; involve children, • Data science-driven intelligence capability enabling

30 14
14
restorative culture. young people and families even more.
VISION 2030
us to make better, more informed decisions.
15
 VISION
2030
If you want to explore how we might
support each other to create a healthier,
happier and fairer future for children
and young people, contact us at:
[email protected]

Alder Hey Children’s NHS Foundation Trust,

Eaton Road, Liverpool, L12 2AP
www.alderhey.nhs.uk