Excellent care for the future

Digital transformation is essential to delivering safer, faster, and more personalised care. Currently, UHSussex is one of the few NHS trusts without a single electronic patient record, and many services still rely on paper or disconnected and outdated systems. Transitioning to more digital ways of accessing and delivering NHS services is also part of a national shift to improve productivity and clinical decision-making, reduce administrative burden, and enable patients to have a greater say in the care of their health.

Our ambitions here build on early successes in artificial intelligence (AI) diagnostics and robotic surgery and respond to feedback from staff and patients calling for better communication and more efficient systems. And by designing digital systems with users in mind, we will ensure no one is left behind as we move from analogue to digital. To do this, we will commit to:

1. Introducing an electronic patient record

We will launch a new Trust-wide electronic patient record (EPR) by 2027 to unify our digital systems and improve care. This will ensure patients only have to tell their story once, and staff will have better access to information for safer, faster decision making, while also reducing paperwork.

2. Carrying out more robot-assisted surgery

We will build on the success of robot-assisted surgery at Princess Royal Hospital by introducing the technology to Worthing Hospital in 2026. This will improve patient recovery times, reduce complications, and support the development of surgical expertise within our new colorectal centre of excellence. We will also use this advanced technology to attract and retain top surgical talent.

3. Providing faster, better diagnostics

We will do this by expanding our use of AI in imaging, clinical pathways and other innovations to deliver faster, more accurate diagnostic results; and by implementing a new Sussex-wide Laboratory Information Management System (LIMS) to improve consistency and reduce turnaround times.

4. Improving communication and access to information

We will do this by moving away from paper-based processes by prioritising electronic communication for all patients who are happy to participate, using the NHS App as a central hub. This will improve appointment management, enable the secure sharing of results, and give patients more control over their care. We will transition to electronic communication for most patients and be using the NHS App as our main contact point by 2028.

5. Involving everyone in digital change

While digital solutions offer many benefits, we know some patients and staff find them difficult to use. We will ensure our digital changes are inclusive by providing digital skills training for staff and patients. We will also collaborate with community partners to address barriers and co-design new systems with users to ensure no one is left behind as we adopt new technologies.

6. Enhancing cyber security and resilience

We will do this by working with cyber security advisers to upgrade our digital security infrastructure and resilience; through network segmentation for medical devices; by strengthening our preparedness for digital threats; and by enhancing staff training.

Our large and diverse estate spans five hospital sites and covers more than 350,000 m², equivalent to 36 football pitches. We have made major investments in modern facilities like the Louisa Martindale Building and Southlands Diagnostics Centre, but many of our buildings are outdated and no longer fit for purpose, while the Big Conversation highlighted our need for better environments for patients and staff. This strategy sets out four commitments that will address our need to provide improved facilities, spaces and advanced kit:

1. Creating vibrant, thriving hospitals

We will do this by improving our hospital sites and empowering staff to shape their own working environments. Each hospital is unique, so we will co-design any changes with local staff, patients, partners, and volunteers, allocate funding to support locally driven improvements, and raise the visibility of our investments.

2. Investing more than £350 million

Over the next five years, we will deliver a major programme of building and equipment upgrades and improved urgent care facilities. This includes a new Acute Stroke Centre and Sussex Cancer Centre, and upgrades to our theatres, clinics, wards, and staff areas, addresses Reinforced Autoclaved Aerated Concrete (RAAC) issues at St Richard’s Hospital, and seeks national funding to expand day-case surgery at Southlands Hospital.

3. Selling unused buildings and exit expensive leases

This will generate income for reinvestment and reduce maintenance costs, supporting a more efficient and sustainable estate.

4. Upgrading equipment

We will do this through a multi-year equipment replacement programme so our patients can benefit from the latest technology. This includes a commitment to invest in advanced imaging and radiotherapy machines to meet national standards and improve patient outcomes and experience. Instead of simply replacing old equipment with like-for-like, we will actively adopt innovations that improve safety, reduce waiting times, and enhance patient experience.

Health research transforms care by giving patients access to the latest innovations in treatment, diagnostics and condition management, and helps staff develop new skills and expertise. UHSussex already ranks in the top 25 NHS organisations for number of recruiting research studies, with more than 5,000 participants recruited into 198 studies in 2024/25.

Staff and patients have told us they want more opportunities to take part in innovative healthcare research. This strategy makes five commitments to enable them to do that:

1. Giving every patient access to research

We will do this by improving access to studies and expanding our clinical research facilities. We aim to be in the top 10% of trusts for patient participation, ensuring the Sussex population has fair access to health research. To achieve this, we will open a new Clinical Research Centre in Brighton by 2027 and join national programmes such as The Generation Study.

2. Providing faster access to healthcare innovations

We will do this by expanding our portfolio of earlier-phase trials and interventional studies. New facilities and stronger links to our clinical services will improve access to innovative treatments, while community engagement and inclusivity will make sure our research programmes reflect the needs of our population.

3. Offering colleagues more opportunities to get involved in research

We will do this by integrating research as a key part of job planning for clinical staff; expanding the number and variety of research roles for nurses, midwives, and allied health professionals; and strengthening our partnership with Brighton and Sussex Medical School (BSMS) to support career development and improve service quality by increasing joint academic appointments.

4. Collaborating more closely with our research partners

We have been funded by the National Institute for Health and Care Research (NIHR) to establish a Commercial Research Delivery Centre, which will enhance the speed and efficiency of commercial clinical research in the UK. By expanding our research leadership and working with partners, we will increase opportunities for Sussex, bring new funding into the organisation, and support future research leaders.

5. Using research to get better value for money

We will do this by exploring new technologies that can reduce costs and streamline workflows; conducting research programmes to improve service efficiency; exploring the use of AI and digital tools; and using the new Health Data Research Service (HDRS) to support evidence-based innovation.

In providing Excellent Care Everywhere, we are also committed to running our services efficiently and sustainably – making sure we use public funds responsibly and provide value for money in everything we do. This strategy sets out three commitments that will help us make smarter use of our resources and build on our multi-year financial plan:

1. Improving productivity

We will do this by investing in our estate, equipment, and technology to deliver more care, more efficiently, without compromising quality. Our goal is to achieve a top 25% national productivity ranking by 2030. To do this, we will monitor performance, invest in new infrastructure, and improve workflows to reduce duplication.

2. Reducing costs to reach break-even

We will do this by working with staff and patients to reduce unnecessary costs and achieve financial balance across our Trust; collaborating with clinical divisions; and planning for the longer term to ensure budgets are reasonable and aligned with patient demand. Our immediate goal is to achieve a run-rate financial balance by March 2027 by ensuring budgets reflect demand and reducing corporate and non-clinical overheads.

3. Developing a commercial mindset

We will pursue commercial opportunities to increase income, reduce costs and generate funds to reinvest in front line care. Areas of opportunity includes expanding income from private patients, retail partnerships, and subsidiaries through the expansion our pharmacy company Pharm@Sea.