Author: hte2022

Digitally Connecting Integrated Care Systems

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Integrated Care Systems (‘ICSs’) will be granted statutory footing in England on 1st July 2022, with 42 ICSs being established across England. ICSs are partnerships of organisations that come together to plan and deliver joined up health and care services that improve the lives of people who live and work in their area. Partner organisations will include the NHS, local councils and other important strategic partners such as the voluntary, community and social enterprise sectors. ICSs are intended to better facilitate and coordinate health services to support programmes and outcomes that improve population health, whilst reducing inequalities between different groups.

Delivering system wide integrated care will be no small task, requiring the connection of existing health and care services to enhance accessibility, data sharing and communication between partners to deliver high quality, joined up patient care. With a large number of complex organisations involved in the operations of an ICS, digital connectivity will be paramount to enabling the level of interdependency needed between partners to deliver care collaboration at scale.

Digitisation, digitalisation and the better use of technology forms an integral part of the UK healthcare strategy and will be key drivers for ICSs in collaborating on patient care and optimising system capacity; however implementing solutions can pose a challenge when ICS partners are using different legacy systems or platforms to capture their digital needs. Rolling out effective, high-quality solutions that move towards standardising systems will be key for newly established ICSs, ensuring that all users can data share effectively. Better access to health information systems such as Electronic Patient Records (‘EPR’), for example, will support a smoother transition to joined-up care by enabling all partners within the ICS to update and access patient records in real-time creating a single source of truth.

As the government continues to focus the post pandemic healthcare recovery on clearing the backlog in elective care, it will be critical for providers within an ICS to have access to shared data platforms in order to streamline patient pathways and ongoing care as efficiently as possible. In particular, improving digital connectivity with investment in technology across an ICS will support and enable partners to communicate more openly and in real time, allowing for issues such as the current congestion in patient discharges to be addressed at pace between acute providers and the social care sector, optimising bed occupancy.

HealthTrust Europe believes that procuring ICT hardware, software, specialist resource and solutions at a system level is equally complex but can be simplified through procurement frameworks with the expertise to support with stakeholder engagement, developing requirements and standardisation.  For example, the use of cloud services across an ICS means that all permitted partners operating within the network can access the information they need in a fast and effective way. With external support provided by a specialist procurement partner to optimise supplier relationships, best value and to minimise any disruption to existing services. A simple solution such as this can help overcome the barriers and complexities of legacy ICT systems across ICS partners, enabling full transparency through the cloud.

ICSs partnering to procure their digital journey through free to access, purpose-built frameworks such as HealthTrust Europe’s ICT Framework can benefit from a simple, compliant and cost-effective route to market for ICSs to invest in the latest products, services and solutions to enable digital connectivity through established supply chains. HealthTrust Europe remains committed to supporting ICSs with the tools, procurement expertise and engagement to achieve best value for their system.

 

                                                                                                                                  

HealthTrust Europe Celebrates International Nurses Day with a Visit to Birmingham Women’s and Children’s NHS Foundation Trust

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HealthTrust Europe’s Chief Operating Officer, Dale Robinson, enjoyed a visit to Birmingham Women’s and Children’s NHS Foundation Trust this week to mark International Nurses Day.

Despite the challenging circumstances nurses often face, nurses go above and beyond to deliver critical care to patients every day. That is why each year on May 12th – the birth anniversary of Florence Nightingale, the founder of modern nursing – people across the world come together to celebrate International Nurses Day and acknowledge the exceptional work that nurses do.

The theme of this year’s International Nurses Day is ‘Nurses: A Voice to Lead – Invest in Nursing and respect rights to secure global health.’ This year, the International Council for Nurses (ICN) celebrates the day by raising awareness about the rights and struggles of Nurses, aiming to educate people and nurses on how to create a better working environment.

In the lead up to International Nurses Day, Dale Robinson was pleased to be invited to spend the day at Birmingham Women’s and Children’s NHS Foundation Trust on Monday 9th May. He was able to spend time speaking with nurses across various wards to hear their unique stories and experiences of working at the Trust, particularly relating to the challenges they faced due to COVID-19, and those that remain as we emerge from the pandemic.

Earlier this year, HealthTrust Europe announced that Birmingham Children’s Hospital Charity – part of the Birmingham Women’s and Children’s NHS Foundation Trust – is the company’s chosen charity to support in 2022. HealthTrust Europe selected this charity because it is the local hospital to the company’s Head Office in Edgbaston, and many of our team members have either spent time at the Hospital themselves or have been impacted in some way by the work that the Trust undertakes.

As the Trust – like many others across the country – continues to grapple with financial difficulties as a result of the pandemic, HealthTrust Europe is proud to be able to support the vital care provided through our fundraising initiative.

Dale Robinson, Chief Operating Officer at HealthTrust Europe, said:

“It was a privilege to spend the day at Birmingham Women’s and Children’s NHS Foundation Trust to mark International Nurses Day, and I thoroughly enjoyed speaking to some of the inspirational nurses who deliver excellent care to patients each and every day.

I, like many of my colleagues at HealthTrust Europe, have been positively impacted by the work of this Trust at various points in my life. Being able to give back to the Trust through our company-wide fundraising initiative in 2022 is something we are very proud of. We hope that this support goes some way in demonstrating just how valued this Trust is to our colleagues.”

 Dearbhla Craddock, Corporate Partnerships Officer at Birmingham Children’s Hospital Charity, said:

“We’re absolutely delighted to have been chosen as HealthTrust Europe’s charity of the year and can’t wait to see what we’re able to achieve together through this fantastic partnership.

“Through their fundraising and support, HealthTrust Europe will be helping us to improve our hospital environment and patient experience, find breakthrough cures and treatment through research and enable us to purchase the latest state-of-the-art equipment.”

HealthTrust Europe Celebrates Diversity and Inclusion During Mental Health Awareness Week

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It is important to understand how all types of diversity can impact a person’s identity, and to acknowledge the relationship between identity, inclusion and mental health. An article by mental health charity Mind[1] outlines the link between promoting diversity and inclusion (D&I) within the workplace and the positive impact this has on overall employee wellbeing and mental health. At HealthTrust Europe, we are proud to be an organisation that champions mental health and D&I through tangible measures to enable our diverse workforce to feel supported and represented.

This Mental Health Awareness Week focuses on the theme of loneliness, exploring the effect of feeling lonely on our wellbeing and identifying how we can all play a part in reducing loneliness in our communities. At HealthTrust Europe, we believe tackling loneliness can start in the workplace. That is why we are committed to meaningfully supporting our colleagues struggling with mental health by providing a wealth of online wellbeing resources and offering all colleagues access to a private GP and private healthcare service.

To further tackle loneliness and isolation within the workforce, HealthTrust Europe has committed to arranging monthly in-person social activities that provide opportunities for colleagues to connect with individuals from across the company, creating a positive and amiable culture. Covering a range of topics that appeal to a variety of interests, last month’s event involved corporate team building exercises and this month’s activity will involve visiting Birmingham’s  botanical gardens. Additionally, HealthTrust Europe endeavours to bring our colleagues together in support of our philanthropic missions. In September, a team from HealthTrust Europe will be competing in a boat race in support of our corporate charity, Birmingham Childrens Hospital.

As part of our commitment to engage meaningfully with our colleagues, we believe that it is paramount to reflect the experiences of all to truly harness an inclusive and representative work environment. We are proud to be a company that recognises the importance of gender representation and equality and, out of our exceptional 116 employees, our team is made up of 54% women and 46% men, with an above average number of women holding management positions. Compared to the national average [2] of 34% of women in management positions in the UK, we are delighted to have 46% of women in our business in management and leadership positions, and to have 50% of our Executive Leadership team made up of females. Our commitment to gender equality at HealthTrust Europe is demonstrated throughout all levels of our organisation, with strong female leaders providing mentorship and coaching to support our colleagues.

In addition to our work on gender equality, we are also proud to be a diverse workforce, representing a range of different cultures, religions and beliefs across our teams, as well as 11 nationalities. Of our 116 colleagues, our team is made up of:

  • 29% Asian/ Asian British
  • 21% Black/ Black British
  • 32% White/ White British
  • 7% Mixed/Multiple Ethnic Groups (White and Black Caribbean)

Ensuring that our colleagues from all backgrounds and identities feel appropriately represented and empowered whilst at work is absolutely critical to everything we do. Unfortunately, owing to a range of factors such as underrepresentation, stigma, discrimination and inaccessibility to mental health services, racial/ethnic, gender and sexual identities are often at higher risk[1] of poor mental health outcomes. Too often those suffering with poor mental health can go on to experience feelings of loneliness if the appropriate support networks are not available.

At HealthTrust Europe, we are pleased to have established multiple CSR groups that cover mental health and wellbeing, including a group for social activities. This group focuses on organising events across all levels of the company for co-workers to get involved in, including cinema visits, sports events, and quizzes. Beyond this, HealthTrust Europe is proud to have: an approachable Executive and HR team; an employee advisory group and an employee assistance programme; and a number of mental health first-aiders who are on hand to support co-workers to tackle stigma, and harness inclusion in the workplace.

To strengthen our commitment to D&I and mental health and to mark Mental Health Awareness Week, we are delighted to announce the appointment of Christine Charles as our new Learning and Development Manager. Christine joins HealthTrust Europe on 4th July 2022. In addition to a wealth of learning and development experience, she holds a particular passion for mental health and wellbeing. We are excited to enhance our D&I and mental health offering for colleagues and continue to make HealthTrust Europe an even more positive and inclusive working environment for all.

If you are struggling with mental health, you can find support via the below channels:

[1] https://www.mind.org.uk/workplace/influence-and-participation-toolkit/how/planning/diversity-and-difference/
[2] https://www.grantthornton.co.uk/news-centre/women-hold-31-of-global-mid-market-leadership-roles/#:~:text=In%20the%20UK%2C%20women%20now,3pp%20above%20the%20global%20average
[3] https://www.psychiatry.org/psychiatrists/cultural-competency/education/mental-health-facts

Provider Collaboratives: Explaining Their Role in System Working

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As a proud Corporate Supporter of The King’s Fund, HealthTrust Europe is pleased to have funded a project the organisation is working on to explain Provider Collaboratives.

 

Provider collaboratives are set to become a key part of the emerging arrangements in the NHS over the next few years.  The explainer considers the function of provider collaboratives in England, the opportunities they provide, and the unresolved questions to consider when thinking about their role in the changing health and care landscape.

 

From July 2022, all health and care organisations in England will be required to work together as integrated care systems (ICSs). Provider collaboratives, along with place-based partnership, will be ‘key components’ of ICSs.  By working effectively at scale, provider collaboratives are set to provide opportunities to tackle unwarranted variation, making improvements and delivering the best care outcomes for patients and communities.

 

All NHS trusts providing acute and mental health services will be expected to be part of at least one provider collaborative. These may take different forms and will vary in their scale and scope: some will be ‘vertical’ collaboratives involving primary, community, local acute, mental health and social care providers coming together to join up their services; others will be ‘horizontal’ collaboratives involving providers working together across a wide geography with other similar organisations to transform services and/or improve quality and efficiency. Regardless of the structure they wish to partake in, all NHS providers will need to join a provider collaborative, and individual providers may be involved in more than one.

 

Whilst it is evident that provider collaboratives are set to become a core component of emerging plans in the NHS’ future, the introduction of these new structures has left some yet-to-be-resolved questions. These include:

 

  • How provider collaboratives will define what they will achieve
  • How they will balance permissiveness and the pace at which they need to be established
  • How the provider collaborative will work across:
    • Multiple ICSs and footprints
    • Capacity and capability
    • Culture, with the shift from competition to collaboration.

 

Against the backdrop of significant structural changes within the health care system, provider collaboratives offer potentially pivotal opportunities, should they be utilised to the full effect. As the implementation date for ICSs nears, it is crucial that these questions are answered to ensure that the delivery and impact of the provider collaboratives is both efficient and effective.

 

To read the full report on The King’s Fund’s website, please follow the link. The report was written and developed by The King’s Fund and is editorially independent.

Cost Saving Solutions to Global Energy Market Shocks

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In what has been dubbed the ‘perfect storm’ for energy markets worldwide, the combined impacts of limited supply, extreme weather conditions, the Covid-19 pandemic, and the Russian invasion of the Ukraine have significantly affected global energy supply and have resulted in record prices for gas, electricity, and coal. Indeed, experts have predicted that gas prices could remain at twice their usual level until 2025, demonstrating the longevity of this crisis.

As such, organisations across a range of sectors are facing increased costs for utilities.

Given the scale and projected endurance of this crisis, the case for investing in energy efficiency has never been stronger and there is considerable potential within most public sector organisations to make large energy cost and carbon emission savings through the upgrade and refurbishment of outdated facilities. Organisations across all sectors are also seeking to become more environmentally aware in accordance with the national green agenda and are actively working toward enhancing their energy efficiency to minimise their negative environmental output. This is becoming all the more crucial as consumers become more eco-aware and make decisions based on the social value of organisations.

As the Government continues to pursue its ambition to achieve Net Zero by 2050, it is critical that organisations fully consider the environmental impact of their operations. By proactively introducing energy efficient measures, organisations will be able to reduce their risk of exposure to any emerging energy standards from the Government, developing their status as an environmental leader whilst simultaneously reducing costs through such efficiency gains.

Moreover, as the Government urges UK public sector organisations to review their supplier contracts, it is imperative that organisations have a firm understanding of, and trust in, their utilities providers.

Offering a one stop shop for all of an organisation’s utilities needs, the HealthTrust Europe Utilities Framework provides a range of services across two distinct Lots and presents organisations with a compliant route to market for utilities solutions. Beyond this, HealthTrust Europe empowers organisations to make decisions that fit their unique energy needs and have a committed customer care team on-hand to support organisations throughout the contract process.

As with all HealthTrust Europe Frameworks, the Utilities offering can be tailored around the customer’s unique requirements and budget to provide better control of their spending. The Framework provides customers with the two-fold benefit of enhancing their environmental credibility through carbon-saving technology and offering the possibility of reducing and mitigating costs. Additional discounts are also offered by some suppliers within the Framework to qualifying participating authorities, further supporting organisations to reduce their expenses.

In using this Framework, organisations are able to improve their green credentials and reputations as environmental leaders, and are provided with cost-saving solutions that enable them to enjoy stability in the face of ongoing shocks to the energy market. In turn, HealthTrust Europe’s Utilities Framework can enable you to position your company as a socially valuable entity, and free up time and resource to allow you to prioritise alternative business objectives, all of which ultimately contributes to long-term prosperity.

To learn more about HealthTrust Europe’s Utilities Framework, click here or get in touch with our dedicated customer care team via customercare@htepg.com.

Case Study – Complex Multi Stakeholder Alignment

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Situation

Cheshire and Merseyside NHS Trusts (C&M) have held a consortium contract for clinical waste with HealthTrust Europe (HTE) for approximately 9 years. In 2017, HTE commenced discussions with the consortium members to embark on a mini-competition procurement process for the renewal of their clinical waste contract.

HTE project managed and ran the procurement process over 10 months. Initially the requirement was for a sole supplier to provide clinical waste services to 13 NHS Authorities in the region for Acute, Mental Health Specialist and Community healthcare. Due to new hospitals being built in the region there was an additional requirement for Authorities to join the contract at varying times when services were needed. The awarded contract secured a further 3 years of supply at a cost neutral position for each member. The members retained the same pricing for an 8-year term and Key Performance Indicators were introduced which were fully aligned with all member requirements.

Challenge

In recent years there has been an increase in the volume of clinical waste being produced. During the last 18 to 24 months, unforeseen issues in the supplier market, coupled with the effects of Brexit and the pandemic have resulted in:

  • An increase in waste (in particular incinerated waste)
  • A lack of infrastructure investment
  • Intense competition for drivers due to decreased availability
  • Missed collections leading to the build-up of waste at hospital sites

To address these challenges, the Chief Executives of the Trusts within the Cluster required a market review of the contract, so invited HTE to submit a proposal.

Solution

HTE recommended introducing a new contract offering 2 separate solutions – Lot 1 for Acute Trusts and Lot 2 for Mental Health and Community Trusts. This allowed the service requirements of each group to be catered for and removed the restrictions of the current framework agreement in relation to award structure and awarded suppliers. All suitable potential suppliers in the market, including new entrants, could then bid for the two contracts. We recognised that, whilst each Authority had specific, individual requirements, there is a strong open relationship between them all, and a requirement to be treated as one organisation.

HTE advertised the opportunity to potential suppliers through a Prior Interest Notification (PIN) as part of the pre-market engagement exercise prior to releasing a tender. This provided visibility of the requirements and timescales to suppliers, enabling them to make informed recommendations and propose possible solutions prior to final requirements being set. This approach ensured the consortium received proposals from the most suitable suppliers and reduced clarification requests during the process. HTE and stakeholders from the Cluster presented to several suppliers who had expressed interest, inviting their feedback on the tender structure.

Result

Following a Pre-Market Engagement meeting with suppliers, HTE representatives engaged in regular dialogue with the nominated stakeholder group for the Cluster. Tender documentation was drafted and provided to stakeholders for review, ensuring it represented their requirements. As part of our commitment to driving better services through Corporate Social Responsibility (CSR) and SME strategies, the C&M Social Value requirements were adopted within the tender requirements.

HTE managed the tender process and evaluated the commercial elements of the bids. The Trust Members evaluated the technical elements and moderation sessions were held to conclude the scoring. The awarded suppliers from this process are Stericycle for Lot 1 and Sharpsmart for Lot 2. Implementation will take place during Q2, 2022. HTE will support the Trusts and awarded suppliers to ensure a smooth transition to the new contract. This includes the agreement of new KPIs, onboarding the new supplier (Sharpsmart) and refreshing the service offering provided by the incumbent supplier (Stericycle) to align with the new contract.

 

For more information, contact our Customer Care Team on 0845 887 5000 or email customercare@htepg.com

Case Study – Collaborating to Reduce Locum Costs

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Situation

A working group of thirteen like-minded NHS organisations in the West Midlands wanted to work together to develop regional controls and to drive their locum staffing costs down. The healthcare providers had established relationships with HealthTrust Europe (HTE) as a framework partner that had helped them source local temporary staffing solutions with high quality patient care at the heart. In connection with the project, the healthcare providers set out to secure a reduction in agency spend whilst delivering a range of successful outcomes to reduce cost, support patient services and enhance safe staffing.

Challenge

The West Midlands had a high vacancy rate for medical roles and a high spend on medical locums through agency suppliers. Wider workforce strategies were needed to improve the reduction in vacancies. There was a clear need for robust contracting and enhanced management of agency suppliers to control spend and for stakeholders to work more collaboratively to improve data visibility, quality and price.

Each Trust individually managed their own medical agency expenditure as a silo, engaging suppliers with different commercial terms and approaches to releasing shifts. Agency suppliers had an advantage in being able to engage Trusts in silo with limited controls on commissions and no controls on performance management.

A wider set of drivers (workforce planning issues, high vacancy rates, access to rostering and bank uptake) led to an environment where Trusts had less influence and paid an increased rate and commission in the process of engaging medical locums.. The competition for talent within the silos drove rates up, with Trusts less likely to engage collaboratively with regional peers to discuss local pressures or concerns.

HTE had previously worked closely with the regional Trusts and recommended a collaborative approach that would benefit the Trusts by controlling commissions, targeting market rate adherence, unifying contract terms and setting up more regular performance management to hold the supply chain to account.

Solution

HTE’s Total Workforce Solutions (TWS) team held talks with the healthcare providers and facilitated the collaborative working to tackle the problem. The group had an annualised spend of more than £42m on medical agency covering a total of 513,014 hours of supply. Organisational commitment from all parties was vital to ensure the project’s success and due to sheer geographical size, it took focus to establish the collaboration. The executive project sponsorship from HR and the commitment of steering group members were instrumental in promoting the approach.

The basis of the collaboration was to encourage the healthcare providers to develop a temporary workforce strategy which would see them combining their spend, using the same preferred supplier list (PSL), and working together to reduce costs across the region through effective performance management of suppliers. The TWS team liaised with the healthcare providers through the steering group to work together on an agency spend reduction plan. On a regular basis the healthcare providers shared their data, experience and knowledge to promote good practice between NHS organisations and target key deliverables that drive best value (quality, safety, service and price) outcomes.

This regular data sharing enabled HTE to conduct in-depth analysis and produce a balanced scorecard detailing information which highlighted the best performing supplier, average rate profiles, average rate per Trust and fill rate per provider to create a level playing field. This enabled providers and HTE to see where the healthcare providers were spending their budget and which areas were hard to fill, such as grade of doctor, specific shifts, and the percentage of shifts being filled by suppliers so that actions could be focused on specific target metrics.

 

 

The scope of the project was further widened from 6 members with circa £42m spend to 13 members with circa £95m spend, enhancing the leverage available. Collaboration and consistency eliminated the competition between NHS organisations which had previously been advantaging the suppliers and agency workers, giving healthcare providers access to key data and performance metrics to make effective sourcing decisions.

During the first three to four months the new strategy and rate card were adopted, and all relevant staff were made aware of the key contract terms and conditions. The healthcare providers had consistent access to HTE which offered hands on support and encouraged transparent working (including short term focused support for healthcare providers experiencing supply chain difficulties in adopting new practices). HTE arranged monthly ‘project health checks’ to mediate any issues and provide support to align to the new contract terms and process. Operating as a bridge between healthcare providers and suppliers, HTE had direct access to account managers and senior board stakeholders within the supply chain to support with any urgent issues the healthcare providers had and to ensure focus on the project deliverables.

Quality was enhanced by the provision of on-going monitoring of supplier performance which continually collected spend data from healthcare providers, direct engagement providers and the suppliers to capture a true, evidence-based reflection of performance across the region. This data was collected, monitored and fed back to healthcare providers regularly in the form of the balanced scorecard which was built to include all relevant metrics as requested by the participating Trusts.

Pricing was developed using an evidence based commercial strategy to drive reductions and savings, measuring key metrics effectively to allow operational and executive stakeholders to monitor project progress and successes. Where needed, healthcare providers used the collaboration to help fill shifts they found difficult to meet. HTE was able to, and continues to, act as a mediator to assist with rate negotiation, ensuring best value, and also as an ad hoc recruiter, assisting healthcare providers from time to time with hard to fill shifts.

 

 

Result

With support from HTE for the West Midlands medical agency project, the NHS has succeeded in its move towards collaborative working throughout the UK to help improve spend leverage, communication and create greater consistency within the temporary staffing market.

As a result of the collaboration between the healthcare providers, stakeholder cooperation and the partnership of HTE’s supplier community, cost reductions of more than £675,000 a year (during the NHS financial year of 2018-2019) were achieved by the healthcare providers including a 24% reduction in supplier commission rates and a marked reduction in average Total Charge Rates across key specialties and grades of medical locums.

Senior stakeholders were engaged through HR networks to expand the group to thirteen providers in November 2019, further strengthening the leverage of the healthcare providers and scope of the agreement to deliver benefits to the Acute Sector of the NHS across the Midlands.

The success of the NHS collaboration with HTE is on-going; HTE will be working on a renewal project in the 2022/23 financial year to support healthcare providers with navigating the latest market conditions and challenges.

For more information, contact our Customer Care Team on 0845 887 5000 or email customercare@htepg.com

HealthTrust Europe selects local Birmingham Children’s Hospital Charity as its 2022 charity

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HealthTrust Europe is pleased to announce that the local Birmingham Children’s Hospital Charity has been selected as the company’s 2022 chosen charity.

Each year, HealthTrust Europe selects a different UK-based charity to fundraise for. The company organises regular fundraising events for staff to take part in, in an effort to raise as much money as possible for the chosen charity before the year ends.

This year, the staff at HealthTrust Europe have voted to support Birmingham Children’s Hospital (BCH), a specialist children’s hospital providing a range of services including major trauma care, paediatric intensive care, cardiac, renal, hepatic, orthopaedic surgeries, and mental health services.

HealthTrust Europe is a Birmingham-based company and the charity is one that is close to the hearts of all of our staff – many of whom have been treated at the Hospital themselves, or know someone close to them that has.

Speaking of her time at BCH as a child, Marketing Manager Leigh Draper said:

“I spent a lot of time at Birmingham Children’s Hospital when I was little, as I suffered with childhood asthma. I always remember my time at the hospital fondly, particularly the kindness and compassion of the staff.

The hospital regularly organised events and visits for the children, including Santa visits and my personal favourite – a visit from the Swedish Church Choir, which saw the choir members dressed up as royalty. I still have the newspaper clipping from that special visit!

I am so pleased we will be raising money for this exceptional cause and giving back directly to our community healthcare service.”

BCH’s ethos is that ‘there is always more we can do for our sick kids’, and their mission is therefore to raise as much money as possible to make a real difference to the children who use the hospital services. Visiting the hospital as a child can sometimes be a daunting prospect, but BCH do everything they can to offer children the best experience possible during their stay.

BCH relies on the kindness, generosity and hard work of their ‘Charity Champions’ to raise vital funds for the hospital. HealthTrust Europe are both proud and excited to join the impressive fundraisers already supporting BCH.

Dale Robinson, HealthTrust Europe’s Chief Operating Officer said:

“HealthTrust Europe staff have unanimously selected Birmingham Children’s Hospital Charity as our 2022 charity. BCH do incredible work to support and improve the lives of local children, and it is a cause that means so much to our staff.   

Our company is and continues to be committed to the care and improvement of human life, and we are so pleased to be able to bring this passion into our fundraising efforts for BCH. All of our employees are excited to see how much we can raise before the year is up, and we hope that our fundraising can make a real difference to these children.”

HealthTrust Europe will be organising and taking part in fundraising activities throughout the year. The final amount raised will be announced in early 2023.

Celebrating International Women’s Day with HealthTrust Europe

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Across the globe, International Women’s Day (IWD) is celebrated every year on the 8th of March. Since it’s formal recognition by the United Nations (UN) in 1975, IWD has brought with it the welcome opportunity to highlight the social, economic, cultural, and political achievements of women everywhere, and signal how much more is yet to be done.

On this day, HealthTrust Europe will join the rest of the world in raising awareness of women’s equality, celebrating the achievements of all women, campaigning for accelerated gender parity, and fundraising for female-focused charities. The campaign’s theme this year is how we can strive for a future of gender equality within a diverse, equitable and inclusive world and collectively #BreakTheBias. A primary ambition within this is to understand how we can support a sustainable tomorrow through an increase in women’s leadership, particularly throughout the enduring climate crisis.

HealthTrust Europe is taking the time to understand where our structures already succeed in overcoming barriers within society and the healthcare industry and recognise where we can focus our future efforts to deliver this mission with long-lasting effect.

Although women account for a large proportion of the healthcare workforce, data has revealed that women make up 15.3% of CEOs in health systems and an estimated 20-50% of executive leadership positions. These statistics indicate that there is a significant chasm between women entering the industry compared to their progression within it; this is something that must be addressed.

HealthTrust Europe actively works to support an inclusive and diverse work culture where women’s careers thrive, and their achievements are celebrated. Our commitment to gender equality is demonstrated throughout all levels of our organisation with strong female leaders providing coaching, guidance and leading high performing teams. Our Executive Team is 50% female.

It is precisely this representation and diversity in leadership that enables HealthTrust Europe to boast such a breadth of perspective and experience, ensuring that we continue to lead the way on gender equality and diversity in leadership.

Please see below a summary of further statistics, outlining HealthTrust Europe’s unwavering commitment to supporting women in the workplace:

  • 54% of the HealthTrust Europe workforce consists of female employees.
  • 42% of the women currently employed by HealthTrust Europe have progressed to more senior roles since joining the organisation.

As HealthTrust Europe continues to grow, our workforce continues to evolve, and the above figures are set to adapt accordingly to ensure that HealthTrust Europe continues to champion equality within the industry and lead by example.

Nanette Grant, Vice President for Sourcing, said:

“I am extremely proud to be part of the HealthTrust Europe team. As a leader we actively support a bright, equal, safe and rewarding future for women in the healthcare profession.

“Our talented, diverse workforce is driven and provides us with a perspective based on  empathy, understanding and innovation. We are all dedicated to the professional development of all our colleagues and we all value each other’s unique outlooks and capabilities.”

HealthTrust Europe is committed to recruiting, retaining, developing, and promoting talented individuals and supporting diversity and inclusion within our workforce. We are always looking for talented individuals to join our team and help us to improve healthcare in the communities we serve.

To begin your story with HealthTrust Europe, and find out more about our latest vacancies, click here.

HealthTrust Europe Staff Raised an Incredible £5000 for Cancer Research UK in 2021

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HealthTrust Europe (HTE) is committed to the care and improvement of human life. The company and its employees demonstrate this by continuing to support local charitable organisations through fundraising thousands of pounds, helping to make a difference every year.

HTE staff supported Cancer Research UK as their chosen charity for 2021. Throughout the year, HealthTrust Europe staff took part in many fundraising activities to reach their target of £5000 and support the valuable work they do.  This included monthly challenges for staff at HealthTrust Europe to compete for the title of ‘The Best Team in HTE’, demonstrating DIY, baking, arts and crafts and photography skills.  The company’s Corporate Social Responsibility team also organised a Festive charity auction, raffle, regular bake sales and dress down Fridays to raise funds.

HealthTrust Europe’s Chief Operating Officer, Dale Robinson said:

“I am proud of everyone at HealthTrust Europe for reaching the target we have set to fundraise for Cancer Research UK. Thank you to everyone who have donated and participated in our fundraising activities, this is a great achievement, and we hope our efforts will help Cancer Research UK.”

Cancer Research UK fund scientists and healthcare professionals to help beat cancer. Since 1971, they have raised millions and with their help, researchers have discovered new treatments for more than 100 types of cancer and they continue to find ways to prevent, diagnose and treat the disease better than ever before and in the past 40 years there have been a massive improvement in the cancer survival rate.

Chelsie May, Relationship Executive at Cancer Research said:

“Thank you so much to everyone involved in the amazing fundraising at HealthTrust Europe. Your fundraising plays a vital part in helping us make faster progress towards our goal of seeing 3 in 4 people surviving cancer by 2034. On behalf of everyone at Cancer Research UK, thank you for your support.”

The charity cheque handover for Cancer Research UK was performed in February 2022, when Dale Robinson presented a £5000 cheque to Chelsie May at the company’s staff All Hands meeting.

 

 

HealthTrust Europe will continue to fundraise for charities every year and do their best to exceed their targets.