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3. 1. executive Summary
Service Delivery
2.1 Care Quality Commission and PEAT
2.2 Enhanced Cleaning Programme
2.3 Annual Refurbishment Programmeme
2.4 Performance Management System
2. Corporate Social Responsibility
3.1 People and Inclusion
3.2 Environment
3.3 Looking Forward to 2012
Foreword by Nayab Haider, Contract Director
2.1 Serco Values
3.0 NNUH Activity Challengers
3.1 Service Delivery and Achievements
3.2 LEAN Principles
3.3 Investments
4.1 Key Achievements
4.2 Performance Measurement System Annual Result
4.3 NHS Performance Measures
4.4 Serco NHS Procurement
4.5 Hard FM
4.5.1 Day Procedure Unit
4.5.2 Urgent Care Centre
4.5.3 Vanguard Mobile Theatre Units
5.1 Ward View
5.2 NVQs and Apprenticeships
5.3 Patient Meal Voucher
5.4 Waste and Recycling Initiatives
5.5 ePermit System
6.1 NNUH Staff Awards 2015
6.2 Retained Accreditation
6.3 Pulse Awards 2015
7.1 Serco Essentials Training
7.2 NVQs and Apprenticeships
8.1 Community & People Inclusion Projects
8.2 Step Into Health Programme – Walking With The
Wounded
8.3 Colney Woodland Walk
8.4 Volunteers’ Christmas Party
8.5 Lead Governor

4. 2015 has been another successful year for all partners at the Norfolk & Norwich
University Hospital where we have consistently delivered outstanding patient care, even
in the face of unprecedented increases in patient activity in the hospital as well as
budgetary pressures. This annual report details some of the key partnership initiatives
achieved in 2015:
 Successful contract renewal delivering £5.5m in financial savings for the NNUH
Trust through benchmarking over a 6 year period
 Consistent achievement of above national average scores for the Friends and
Family Test
 Zero cases of hospital-acquired MRSA bacteraemia for 3 consecutive years
 PLACE achieved in the upper quartile for 3 consecutive years
 Delivery of service performance at 99.28% above the contracted 96%
 Delivery of an in-house capital scheme improving space utilisation and privacy
and dignity for patients
Serco is a values-led company and our culture and ethos are at the very heart of
everything we do. Through our Serco values, we give our people real responsibility so
they can put their ideas into practice and make a difference for our customers, patients
and the community. Our approach has made us one of the world’s leading and most
admired service companies and continues to aid our vision to be the world’s greatest. I
genuinely believe in this philosophy and that it has underpinned our 2015 successes and
supports our continued partnership.
Nayab Haider - Contract Director Serco NNUH

5. “I am really interested in the sectors that Serco specialises in… I think that
Serco is well positioned in growing markets: I think that the trend of
Governments and large businesses to focusing their efforts on outcomes,
rather than having to do the work themselves is the way the world is going.
Serco is on the right side of history.
I have always wanted to work in a business that delivers services to the
public. I believe that we should try to leave the world a better place than we
found it, and one of the ways that we can do that is by delivering really high
quality services to the public.
My aspiration is to be part of a business that delivers service that impresses
our customers, shocks our competitors, and produces a return that pleases
our investors.”
“We recognise the fierce pressure all our government customers face to
deliver more, and better, for less. The healthcare market within the UK is
no exception to this, and as one of the five core sectors in Serco’s global
strategy, our goal is to build longstanding and value-led partnerships with
our public health sector customers so we can address these problems
together.
Our contract at NNUH is a proof point for how these partnerships should
evolve. Over the years we have delivered some outstanding results
together, both operational and financial, and the recent agreement to
extend the Soft Services FM contract for a further five years demonstrates
once again our ability to deliver value for money whilst safeguarding quality
and safety.”
Rupert Soames
Serco Group CEO
Liz Benison
Serco CEO UK &
Europe, Local &
Regional Government
Division

6. The work Serco does is often vitally important and delivering public services
brings particular responsibilities. We cannot physically monitor each
individual’s work constantly and therefore establishing the 4 Serco values is
imperative: Strong values make good behaviours
Care: We care deeply about the services we provide, the communities we
serve and we look after each other.
We work together to deliver high-quality public service, often of great
importance to the nation and the communities we serve. We take care of
each other and those we serve and we aim to make a positive difference to
people’s lives.
Innovation: We aspire to be better than anyone else at what we do.
We continuously improve our ways of working and try new ideas, big and
small. We share our knowledge and experience and embrace change
knowing that if we do not provide innovation and value for money, our
competitors will.
Trust: We work hard to earn trust and respect.
We deliver on our promises; are open, straightforward and honest; do
the right thing; and take a personal responsibility for getting things
done.
Pride: We want to be proud of what we do.
We know that the work we do is important and we take pride in doing
it well. We value energy and enthusiasm, skill and experience and an
ability to make hard work fun. We contribute both as individuals and as
part of a team.
TrustInnovationCare Pride

7. Since the new hospital opened in 2001, it has evolved and grown far more than might have been expected: a tribute to the respect in which it is held by the
community and patients it serves. Activity in some cases has more than doubled and increased significantly in almost all respects. Over this period, Serco has
accommodated this growth and consistently achieved performance levels exceeding 97%. Working with our Trust colleagues we have achieved many accolades
and awards, including "Cleanest Hospital in the Country" and "Pfm Partnership Award". The soft services contract, for cleaning, catering and portering, has been
Market Tested and Benchmarked for value in 2006, 2010 and most recently in 2015. This has returned savings to the trust in excess of £10 million while absorbing
the growth indicated in the table below. We are delighted with these achievements which have only been possible in the light of our strong and collaborative
partnership with the Trust and our Investor partner, Octagon.

8. ;
During 2015, Serco has continued to improve service delivery to the NNUH
Trust by being proactive and innovative in our approach to maintaining
standards and enhancing the patient experience. The performance of the
contract service delivery was 99.28% across all services against a contractual
requirement of 96%.
NNUH Trust activity continued to increase with In-patient activity growing by
1.8%, Out-patient by 1.8% and A&E attendances rising by 5.1% with similar
trends experienced nationally.
In late 2014 Serco engaged Newton, a consultancy firm and later Serco
Consulting, to conduct diagnostic work. As well as reviewing processes
and performance as part of its continual drive to improve service delivery
and focus on adding value for the customer, Serco sought to embed the
principles of LEAN into the culture and attitudes of its people ensuring
that changes and improvements were understood, implemented, and
most importantly, sustainable.
Four ‘Change Agents’ were recruited from our operational staff to
support a joint team lead by the consultancy team. The change agents
received training on the principles underpinning LEAN as well as gaining
valuable experience.
The Change Agents undertook tasks in all aspects of the LEAN process
to gain understanding and experience of how to identify, assess and
implement a plan for continuous improvement and, in turn, were key in
advising the consultancy team on operational matters as well as
communicating and gaining buy-in for propsed changes from the Serco
front-line staff.
This collaborative effort has enabled the initiatives detailed in the
following pages in Waste & Recycling, Patient Catering, Portering,
Domestics and Security to be achieved and delivered to the Trust.
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9. In addition to the efficiencies and savings outlined above, Serco committed to a
total capital spend of £654,000 in the five year period from 2016 to 2020, investing
in both technology and equipment to enhance the service delivery and improve
patient experience.
Computer-Aided Facilities Management (CAFM) System
Underpinning the PFI asset lifecycle programmes and budgets is the ability to
access accurate and real-time data from the CAFM system enabling informed
decision-making and planning. In April 2015, a review of CAFM systems was
undertaken that primarily focused on enabling Serco to meet the new challenges
of the management of client assets.
The improved functionality will allow all Serco services at NNUH to monitor data
and manage services to drive productivity whilst ensuring we are meeting the
customers’ needs and improving the management of the lifecycle programme.
The upgrade of the CAFM software will offer these major benefits:
 The ability to work across the facility with mobile devices enabling
productivity and efficiency
 The production of superior asset maintenance data and enabling of
new management information systems to support and improve the
management of the entire lifecycle programme
 Supports the Building Information Modelling (BIM) specification
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10. Upgrade of Restaurant Facilities
The Trust is experiencing greater activity within the hospital and after canvassing
Trust staff opinion, Serco are redesigning and upgrading our retail offering to
improve both staff and visitor experiences by:
 Addressing noise levels and creating a more relaxed seating
environment
 Offering healthier meal options, including a chef theatre where
food will be cooked to order.
 New servery equipment will be installed in 2016, including a salad
bar, fridges, deli and units which will create a restaurant-banquet
atmosphere.
 Refurbishment of Fresca with a redesign of space and concept.
The new outlet will offer more choice to visitors and staff at NNUH
with a delicious yet healthy salad bar with hot protein options at
affordable prices.
 Improved sourcing of locally grown produce
Other investments across the range of services Serco provide include:
 Regeneration Ovens for patient kitchens
 JLA Washing System and Microfibre Trolleys (OTEX)
 Soft-Closing Waste Bins in clinical wards providing a quieter
environment for patients, particularly at night
 Security Stab Vests
 Grounds Tractor Equipment
 CCTV System is to improve site security for patients, visitors and
staff

11. In recent years the NNUH has faced many challenges: meeting national
performance targets, financial targets and growing patient numbers whilst
striving to deliver outstanding service for patients. Serco has successfully
renewed its contract twice in 2006 and 2011 through market testing and
benchmarking respectively. However, the third term of the Soft Services
contract is to be the most demanding at a time when the NHS is entering a
very challenging climate, where there is continuous focus on performance and
quality and overriding pressure for significant cost improvements.
Despite the many very real challenges, since the opening of the hospital 15
years ago, the NNUH Trust, Octagon Healthcare and Serco have developed a
truly unique partnership where our shared ethos and values have focused on
delivering the best patient experience with a joint vision: “To provide every
patient with the care we want for those we love the most”
Given this backdrop, we recognised the need to deliver an innovative and
quality focused proposal to ensure real value for money outcomes for the Trust
and patients by challenging the way we delivered some services, utilised
technology and by commissioning a LEAN consultancy organisation, to
increase operational efficiencies whilst enhancing the patient experience and
outcomes.
In mid-2015, Serco submitted its proposal including a commitment to deliver
over £1.1m of savings per annum over a 5 year period, as well as an
investment of £645k over 5 years on new equipment and technology. Serco
proposed a package of solutions to improve efficiency whilst safeguarding
quality and safety of patients. In the latter half of the year, the proposal was
accepted and approved by both Octagon Healthcare and NNUH Trust Board
and since August 2015, the agreed financial savings have been achieved and
passed onto the Trust.

12. Against this challenging backdrop there were several key achievements from
2015:
 Successful Contract Renewal to 2021 for Soft FM
 Successful delivery of £1.7M in procurement savings for 2015
 Implementation of LEAN principles and initiatives delivering £923k
financial savings
 Maintained an average 99.28% performance score
 Hospital-acquired MRSA bacteraemia free status for 3 consecutive
years and consistently high 90s Inpatient and A&E Friends & Family
Test (FFT) scores
 Sucessful completion of the Urgent Care Centre and Vanguard Mobile
Theatres projects
 ‘Breaking the Cycle’ support in responding to the challenges of
patient flow
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13. In 2015 Serco again consistently achieved higher than contractually mandated PMS results, with an average of 99.28% achieved in each service element (3.28%
above the acceptable minimum standard of 96%). Continuing the proud record since the hospital’s inception in 2001, Serco received no service penalties throughout
2015.

14. Across the acute healthcare sector, Trusts have experienced a significant rise
in patient activity from the levels of admissions to the number of operations
and procedures carried out, all whilst dealing with the financial and budgetary
constraints. Despite these challenges, in 2015 NNUH Trust still performed well
in providing patient care:
 Hospital-acquired MRSA bacteraemia free status achieved for 3
consecutive years
 Friends & Family Test (FFT)
Hospital-acquired MRSA free status: In 2014, NNUH was the subject of
a special edition in the local newspaper honouring it for its achievement of 2
consecutive years hospital-acquired MRSA bacteraemia free and in 2015, the
cleaning team continued this success and supporting the clinical staff where
the hospital has since gone onto achieving 3 consecutive years.
CQC Intelligence Monitoring: CQC is responsible for the monitoring and
regulation of health and social care in England and for the first time since the
changes in the way they are inspected came into effect, NNUH will be assessed
using the new ratings system due to be issued in the CQC report in 2016. The
CQC regulate all care services against 5 key questions:
 Are they safe? You are protected from abuse and avoidable harm
 Are they effective? Your care, treatment and support achieves good
outcomes, helps you to maintain quality of life and is based on the
best available evidence
 Are they caring? Staff involve and treat you with compassion,
kindness, dignity and respect
 Are they responsive to people's needs? Services are organised so
that they meet your needs
 Are they well-led? The leadership, management and governance of
the organisation make sure it's providing high-quality care that's based
around your individual needs, that it encourages learning and
innovation, and that it promotes an open and fair culture
Each of the 5 areas is assessed and issued with a rating as well an overall
rating for the service:

15. The Friends & Family Test: In 2013 the government-mandated Friends
and Family Test (FFT) was implemented at the NNUH asking patients easy-
to-understand questions about the care they received, including whether
they would recommend hospital wards, A&E departments and maternity
services to their friends and family if they needed similar care or treatment.
This meant every patient in these wards and departments was able to give
quick feedback on the quality of the care they received, giving hospitals a
better understanding of the needs of their patients and enabling
improvements.
2014: Change in Methodology
Following the introduction of the FFT in April 2013 within both A&E and
inpatient areas, a review was initiated to determine the level of success and
address any concerns regarding the administration of the survey. The test
consisted of a single question asking the patient to indicate whether they
are “extremely likely”, “likely”, “neither likely nor unlikely”, “unlikely” or
“extremely unlikely” to recommend the ward or A&E site at which they have
received care.
As a result of this review, a report was issued in July 2014 which highlighted
the constraints associated with the existing calculation of the FFT score and
based on the recommendations arising out of this report to NHS England,
effective September 2014, the responses to the FFT test were adapted to
consist of 2 possible answers; would you recommend / would you not
recommend the applicable inpatient facility / A&E site?
This change in methodological approach was hoped to provide a more
effective way to benchmark against in addition to provide a more positive and
constructive stance to responses given that the previous net promoter
calculation took into consideration only extremely positive and extremely
negative responses and removing from consideration those who responded to
the survey somewhat positively.
The Results: Despite significant increases in patient activity, 2015 has
remained a positive year in terms of FFT scores for NNUH with both A&E and
inpatient results sustained at levels consistently higher than national averages
and the highest benchmarked against other Trusts within the East Anglian
Region.

16. Serco NHS Procrement support the NHS Trust by working in long-term
partnerships to deliver and support primary and acute care services. We
use our capabilities in transformation, service integration, change
management and redesign to help the NHS to meet the financial and
organisational challenges facing it today whilst maintaining the quality and
availability of services.
Serco have been delivering procurement services since 2012 managing an
annual spend of £50 million and have delivered £5.14M saving to date. In
2015 we delivered savings of £1.8M by working closely with the identified
departments spend profile.
Key Procurement Services
 Strategic procurement
 Strategic sourcing
 Commissioning support
 Information management
 Financial systems
 Financial services
 Contract management
 Purchasing
 Cost reduction and efficiency
 Supplies and materials management
 Change management

17. 2015 saw a 4.2% increase in the level of Day Case patient activity to over 80,000
cases. Despite these challenges, Serco embarked on an innovative and vital
refurbishment plan, and were able to complete this with minimal disruption to
clinical activity. Serco commenced the planning of the refurbishment of the DPU
assessment rooms, theatre recovery areas and corridors, an area covering
1,250m2
, but due to the high demand and patient activity, it would not have been
feasible for the Trust to close the area. Consequently, this placed even tighter
time constraints on the planning and delivery of the project. By co-ordinating
very closely with Trust facilities and clinical staff, Serco was able to minimise any
disruption and loss of clinical activity to the Trust and successfully deliver the
project over a 16-week period.
This involved relocating clerical staff to provide space to move assessment rooms
and clinics which allowed the rotation of rooms and eventual completion of all
areas and corridors. This necessitated meticulous planning and to further reduce
impact on clinical activity, the recovery areas were completed predominantly over
weekends. The refurbishment included a new Nurse Call system, flooring
replacement and duct work cleaning which has improved .management of
infection control processes, allowed increased responsiveness of clinical staff on
wards as well as enhancing the environment for patients, visitors and staff and
improving patient experience.
New Gamma camera in the refurbished facility

18. During the course of 2015, levels of patient activity in the A&E
department increased by more than 5% placing severe pressure on the
emergency department. Therefore, to help alleviate the growing demand
Serco worked with Octagon and the Trust to build the UCC and in early
2015 the Urgent Care Centre and Minor Injuries Unit was completed and
handed over to the Trust on time and to budget. It was built in the
vacated physiotherapy department and a new link corridor was
constructed to provide a more direct route to the existing A&E
department. The unit has significantly improved the patient experience
both through waiting times and as a healthcare facility and over a period
of a year, will see approximately 10,000 patients.
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19. NNUH treated almost 90,000 in-patients last year in 36 theatres and due to the
continuing pressures on the Trust theatre activity, it was deemed necessary to
create an additional theatre and an 8 bed recovery area externally outside The Day
Procedure Unit (DPU).
In the latter part of 2015, Serco FM provided the enabling works which included
external hard standing, a link corridor, power, drainage and water provision, a
pedestrian walkway and a critical alarm interface. The project again proved to be
a significant challenge in terms of the timescales available to prepare for the
delivery and installation of the unit and the interface works to make the unit
operational. Logistically the location of the unit made construction extremely
difficult as all deliveries and material disposal occurred in the extremely busy plaza
area where staff, patients and visitors passed through constantly. Consequently, it
necessitated even more considered planning and careful coordination of traffic,
people and pedestrian management. Although there were also delays from the unit
supplier, Serco FM delivered the scheme to budget and on time and such is the
integration with the hospital, the internal link corridor gives no indication to the
patient that the unit is not an integral part of the main building.
The addition of a new unit has allowed the Trust to alleviate a proportion of the
growing pressure it was experiencing in theatre activity and consequently, patients
are benefiting through shorter waiting times. 7 operations are performed in the
unit per day with an additional 7-10 patients using the recovery area.

20. In 2015, Ward View was introduced by the Trust across all wards allowing
improved visibility of patient information for clinical staff through the visual
display of data pooled from a variety of sources into a single view.
This NNUH Trust IT project was initiated in 2013 sponsored by the Trust CEO
and in 2015, implementation finally commenced. Ward View accesses patient
data from systems within the different departments in the Trust aggregating
it into a single and easy-to-navigate view. The screen is updated at discrete
intervals providing staff with notifications of changes in status. In addition,
the touch screen capability can be utilised by staff to quickly and efficiently
request details thereby streamlining the process as well as offering a more
intuitive experience for the front-line clinical staff.
Working in partnership with the Trust, the next stage was to introduce Serco
data onto the display to supplement the Trust data; support from Serco’s on-
site IT team has been instrumental in achieving this. In collaboration with the
Trust, Serco designed and implemented an interface allowing Ward View to
access data from Serco’s CAFM system which would process and store
requests ready to display and update Ward View.
The Serco team overcame multiple challenges during the design and
implementation phase, generating innovative solutions to achieve the desired
outcome. In late 2015 Ward View trialled the Serco interface in 2 wards
enabling cleaning requests to be booked by Trust ward staff as well as work
orders to be closed down in-situ by authorised Serco staff and utilising data
for patient movement.
There is potential for even further integration of Serco data in the Ward View
system in the future with additional enhancements possible including cleaning
audits or the utilisation of maintenance data.

21. In 2015 Serco Norfolk and Norwich University Hospital saw 5 employees
complete various National Vocational Qualifications (NVQ) courses. The four
courses completed were:
 Customer Service
 Facilities Management
 Hospitality Services
 Cleaning and Support Services
To achieve an NVQ, candidates must prove that they have the ability and
competence to carry out their job to the required standard. NVQs are based
on National Occupational Standards that describe the competencies
expected in any given job role.
The courses available are helping to enhance the working life of our
employees with the candidates working towards the NVQ that reflects their
role within Serco.
In 2015 a Business Administration apprentice joined the Business Support
team on a permanent basis after completing a Business & Administration
apprenticeship qualification which offered on the job skills and training.

22. Serco understands that one of the most important factors in aiding in patient
recovery as well as enhancing patient experience is the quality of food and the
food service available. The NNUH FFT scores achieved are already above
national averages however, to improve upon this throughout 2015 the Serco
catering team has been working to bring into fruition the concept of the Patient
Meal Voucher at supper time. This will be piloted in early 2016.
Experience and research suggests mobility, social interaction, contact with
friends and family and atmosphere play large roles in patient recovery and by
offering patients a meal experience within a restaurant setting we are able to
positively impact these factors. Throughout 2015, the Serco catering team has
been liaising with the relevant stakeholders from both Octagon Healthcare and
the Trust ranging from dieticians, matrons, infection control and risk
management teams, to ensure the safety of patients whilst offering nutritionally
sound food and a great patient experience.
Patients identified by their clinical teams through the Safe Assessment will be
issued with a Patient Meal Voucher enabling them to dine at the restaurant at
supper time where they can select from a menu designed by the Serco catering
team with input from locally renowned chef, Richard Hughes. By sharing a meal
with friends and family in a social setting, it is hoped that patient outcomes can
be improved , with a positive impact on in-patient length of stay. The first pilots
are due to commence in early 2016 with full roll out intended by the end of the
year.

23. Since 2009, when recycling was carried out by Trust Volunteers, Serco and NNUH
have been progressively able to implement more extensive, comprehensive and
effective waste and recycling initiatives thereby reducing both our impact on the
environment and achieving cost savings for the Trust. In 2015, two significant
initiatives were introduced designed to reduce the environmental impact even
further and improve the patient experience.
Yellow to Orange Waste Bags
In March 2015, a switch from yellow to orange bags took place across all wards for
infectious-only wastes which had been previously disposed of through incineration.
The waste is now processed through Autoclaving where it is sterilised and can be
used as non-hazardous waste to supply power to the National Grid. Since
completion of the roll-out of the entire hospital, the average General Domestic
Waste has fallen by almost 70% from 87.3 tonnes per month to 27.47 tonnes. Not
only does this generate considerable cost savings for the Trust, it has a positive
impact on NNUH’s carbon footprint and enables the Trust to be compliant with the
waste hierarchy and HTM 07: 01.
Ward Bin Replacement Programme
The ward bin replacement programme commenced in October aiming to complete
one ward per week by replacing approximately 60 bins per ward. Over the course
of the following 20 weeks, over 2,000 bins were replaced. The new bins have greatly
enhanced the daily working environment of the staff and patients proving to be
much quieter due to the soft-closing lids, easier to clean and maintain as well as
beneficial for patient privacy, dignity and improved patient experience.

24. With multiple contractors and suppliers attending site, monitoring and keeping
track of activity, to ensure compliance and standards were maintained in order
to provide a robust audit process had become a complex administrative task.
In response to this challenge, Serco designed a bespoke system bringing
together, and thus creating a central location for all required information.
Users are able to quickly input their details and information into a central
database to be processed without the need for duplication allowing Serco to
reduce its risk profile whilst maintaining full confidence in its compliance to all
aspects of the Permit To Work system as well reducing its impact on the
environment.
In creating this software, the following key areas of benefit have been
realised:
 Efficiency: User friendly presentation and user interface simplified the
creation, authoring and issuing of all Permit To Work requirements.
 Control: Defined field entry data, real time permit issue and in progress
logging, up to date contractor information and warnings of expiring
records allows for easy and effective monitoring of permits.
 Compliance: Safety checks and alert functionality ensures improved
legislative and site best practise compliance, thus reducing risk, which
could otherwise lead to breaches.
By developing an in-house and site-specific system, at minimum the system
has saved Serco £16,000 in the first year and £4,000 per annum thereafter.
Roger Perkins, a member of the Serco Estates Technical team, has been
regonised for his leadership of this creative solution in the 2015 Annual
Serco Pulse Awards and won the coverted Global Award category.
Liz Benison, CEO UK & Europe, with Global winner Roger Perkins

25. On 2nd October the NNUH Annual Staff Awards took place at The Forum.
Patients and colleagues nominated employees in 13 award categories and on
the night, 37 individuals and 11 teams from NNUH and Cromer Hospital
received awards in recognition of their outstanding efforts and achievements,
including the winner of the Serco Award.
Chairman of NNUH, John Fry, said: “We are thrilled to be able to recognise
those employees and teams who patients and colleagues feel have gone above
and beyond the call of duty.”
The Finalists of the Serco Award were:
Sean Ryan, Domestic Assistant, Jack Pryor Unit (JPU), was nominated for
his extremely high standards of work helping to turn around the audit scores
in JPU, which have historically struggled: “Sean is the most diligent cleaner we
have ever had, maintaining the unit to an exceptionally high standard. He is quiet,
calm and friendly, and always responds willingly and promptly…He also acts with
initiative, and anticipates problems before they become an issue, in an unobtrusive
manner. He has a delightful way with our patients, who we see three times a week
over a long period of time, and he always has a smile for them, and he absolutely
contributes to the service we provide. He is most definitely a most cherished part of
the team and we value him as a colleague.”
Roy Didwell, Porter in Radiology, was nominated for his work ethic
and professional and kind manner: “He is one of the quickest porters we
have, and as well as this he is very conscientious, extremely good with the
patients and always ready with a chat and a kind word for both staff and
patients. He always goes the extra mile, helping people who may not be his
responsibility but who he can help! He's a great example of how good we can
be!”
Winner of the Serco Award 2015 was Karina Woods:
Karina Woods, Retail Catering Supervisor at the POD, won for her
leadership of the POD team: “I would like to nominate the wonderful team
who work in the POD. They are a marvellous example of good customer care.
The team are always very busy at this time but never appear to be
overwhelmed treating everyone with a smile. The whole team are
professional and efficient moving quickly through the orders and supporting
staff who may have short periods of time for breaks. I have also witnessed
their compassion to patients and relatives who visit the POD, helping those
people with their orders and carrying food in a kind and compassionate
manner.”
Karina Woods (L)
presented with the
Serco Award by Mark
Hunt, Serco Interim
MD of Health (R)
Staff
Awards
2015

26.  BSI 18001 – Occupational Health and Safety Standard
 ISO 14001 – Environmental Management Standard
 ISO 9001:2008 – Quality Management
Serco has a unique culture. We’re passionate about doing the right thing
and making a positive impact on our customers, colleagues and the
communities we serve. Through the Pulse Awards we recognise those
individuals and teams who have shown this passion, made a positive
impact and made us better at what we do.
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27. In 2015, the Serco NNUH contract were announced as winners of 3
Divisional Awards and 2 Global Awards in the Customer Service and
Heart categories recognising the exceptional individuals who work for
us.
 Claire Chettleburgh, Hospitality Co-Ordinator - Divisional
Customer Service Award 2015 Winner: Claire organised and
provided catering for a function at 24 hours’ notice for a patient
who was nearing the end of her life and wished to be married. Claire
went above and beyond to make what could easily have been a day
of sadness into a beautiful, joyous occasion for the couple.
 Doreen Steel, Retail Assistant – Global Customer Service Award
2015 Winner: Doreen frequently comforts visitors and relatives of
patients who visit the restaurant in a very vulnerable state and often
sits with the patient in her own free time. It is not uncommon for
Doreen to stay with a patient all night even taking home patients’
washing and laundering it for them.
 Patience Tomlin, Domestic Assistant – Global Heart Award
2015 Winner: Whilst on her lunch break, Patience helped deliver a
baby in the car park of the hospital. The family were eternally
grateful for her support and the midwifes congratulated Patience on
her performance.
Claire Chettleburgh (L)
accepting the Divisional
Customer Service Award 2015
from Liz Benison, Serco UK&E
CEO (R)
Doreen Steel (C), accepting
the Global Customer Service
Award 2015 from Liz Benison,
UK&E CEO (L) and Rupert
Soames, Serco Group CEO
(R)
Patience Tomlin (C),
accepting the Global Heart
Award 2015 from Liz Benison,
UK&E CEO (L) and Rupert
Soames, Serco Group CEO
(R)

28. As part of Serco’s corporate renewal, Serco Essentials Training was
introduced, a series of mandatory learning modules making up the 'core'
training that each and every employee of the Serco Group undertakes. This
series of training modules is compulsory for all new starters and existing
employees who have yet to complete them.
Serco recruited a training facilitator dedicated to monitoring, co-ordinating and
providing the training and in 2015 NNUH achieved the following completion
figures for each learning module:
 Think Privacy: 97.4%
 Health & Safety: 98.2%
 Code of conduct: 97.4%
 Data Protection: 97.9%
 Equality and Diversity: 97.7%




29. At Serco NNUH, we continue to support the extremely worthwhile initiatives
helping the fabric of the local community, with the focus in 2015 mainly in
employment opportunities. Primarily through the Project Search, Prince’s
NNUH Trust and Norwich For Jobs projects we have been able to provide
placements, invaluable work experience and advice for individuals seeking
employment; we are now reaching the more challenging individuals who
require more assistance.
Norwich For Jobs
In January 2013, the Norwich For Jobs campaign was launched, led by Chloe
Smith, MP for Norwich North and is “a voluntary project that aims to work
with local employers and young people to halve the number of young people
registered as unemployed in Norwich Job Centre.“
It asked local businesses for:
 Investment: Encourage local businesses to invest in young people
 Opportunities: Connect young people with opportunities to gain skills
and employment
 Community: Focus the collective efforts of the community to get
young Norwich working
The project has made a genuine impact on the lives of young people and
during the Norwich For Jobs ‘One Year On’ event, it announced it had
successfully helped 500 young people find employment; at the ‘Two Years On’
event the number of individuals it had helped stood at 1,569.
In January 2015, it launched Phase 2 of its project, seeking to ‘Change 100
Lives’ within a year, and has worked with local employers to support young
people who need more help to get into work. To date it has helped:
 69 young people take part in work shadowing and work-taster days
 332 young people begin a work experience placement
 11 young people sign up for the mentoring programme
 75 young people into work
On the 22nd January 2016 Serco joined the Minister for Employment, Priti
Patel, and Norwich North MP, Chloe Smith, to receive recognition for the
employment outcomes and the benefits to the young people of Norfolk. The
Serco team were mentioned in particular regarding our ongoing involvements
and both took the opportunity to thank Serco: “The Norwich for Jobs project
is very grateful for Serco's longstanding support and commitment to Norwich
young people who most need a chance.” Chloe Smith, MP.
Priti Patel,
Minister for
Employment

30. The project has relied on many sectors of the community including funding
from Norfolk County Council and the hard work, dedication and time given
by numerous volunteers. The project was led by Serco’s CSR Manager, Chris
Paul, and the team included the NNUH Volunteers and students and staff
from Easton and Otley College. They cleared the pathway, planted ground
cover, erected sign posts and assembled benches along the routes. These
tasks were performed throughout the year including during the weekends.
After many years of hard work and commitment, the project came to fruition
with the completion of the final section of the walk and the official opening
in August 2015. The walk is now open to the public, staff, patients and
visitors.
Throughout 2015, Serco has been supporting Step Into Health, the ‘first
access pathway from the military into the numerous career opportunities
available in the NHS was piloted at NNUH’. This initiative is supported by the
charitable organisations Walking With The Wounded and The Royal
Foundation.
The programme provides bespoke work experience packages of up to 4
weeks for veterans to explore the extensive career opportunities available in
the NHS, including in areas such Facilities Management. It guarantees the
candidate an interview within one of the areas they have experienced once
the work placement has been completed.
The pilot running throughout 2015 at NNUH proved to be very successful
with 80% of veterans completing their placements going on to secure
employment.
Several years ago, the idea of a pathway to utilise the Woodland tree line
around the circumference of the hospital emerged aimed at serving both
nature and health and wellbeing.

31. Marjorie Dingle (C) presented with a 20-year Long Service Award by Mark Davies
(L), NNUH Trust Chief Executive and John Fry (R), Chairman of NNUH Trust
The NNUH is supported by 674 volunteers carrying out a variety of roles
including meeting and greeting patients as they arrive at hospital, supporting
patients and staff in the wards and clinics, providing support to patients at
mealtimes and conducting patient surveys. Every year the NNUH Trust and
Serco recognise their extraordinary work and achievements through the
annual Christmas Volunteers Party, sponsored by Serco.
In 2015, the event focused on long service, recognising 27 volunteers ranging
from 5-20 years’ long service and accumulating more than 170 years of
service between them. It was attended by as Mark Davies, NNUH Trust Chief
Executive and John Fry, Chairman of NNUH Trust who were delighted to
celebrate the achievements.
“A few words to express my sincere thanks for the fantastic Christmas Party
that Serco provided for our Hospital Volunteers. We have received numerous
compliments and we feel very honoured that you’re able to contribute to our
service in this way”
Sally Knights, Voluntary Services Manager

32. Marjorie Dingle (C) presented with a 20-year Long Service Award by Mark Davies
(L), NNUH Trust Chief Executive and John Fry (R), Chairman of NNUH Trust
In October 2015, Unison convenor Terry Davies was appointed as the Lead
Foundation Governor for (NNUH) Foundation Trust. He is believed to be the
first and only private sector employee to be given this important role within
a Trust in NHS England & Wales.
Terry has been in the NHS for over 25 years joining Serco when the hospital
first opened in August 2001, 15 years ago when he worked in the portering
department. His own experience as a front line member of staff has been
invaluable in his current role as Unison convenor where Terry represents
Unison members for Serco, volunteers and private contractors to maintain
and improve the partnership between the Trust and Serco. In 2005, Terry
was instrumental in negotiating ‘Agenda for Change’ Terms and Conditions
for all front line staff at NNUH and continues to support the interests of all
Unison members.
Terry was selected following an election process among Trust foundation
governors having served as a governor for Volunteers and Private
Contractors for 6 years. As Lead Governor, he will work closely with the
Chairman and Non-Executive Directors to hold the NHS Trust Board
accountable for high quality and safe patient care, as well as play a key role
in communicating with government health watchdog, Monitor.
Commenting on his appointment, Terry said: “I hope to lead the governors
into a new era working alongside Mark Davies, Chief Executive of Norfolk &
Norwich University Hospitals Foundation Trust, and the Executive Board. My
vision is to achieve a unified workforce by improving staff engagement,
utilising all of my many years of experience.”
Serco’s Contract Director, Nayab Haider added: “Terry is a credit to Serco; he
successfully led the TUPE transfer of facilities staff when the hospital first
opened 15 years ago and since then has been instrumental in the overall
success of the contract by driving engagement between NHS and Serco staff
to create a true partnership approach. I’m very proud that he can bring his
experience to this important and challenging role on the board.”
“A short note to congratulate you on being elected to be the Trust’s lead
governor. I am very much looking forward to working with you to face the
challenges that lie ahead of us.” Mark Davies, NNUH Trust Chief Exec

33. 2016 promises to be another challenging year both financially and
operationally. Serco are committed to sustaining our delivery from 2015
and continually looking to improve the quality of our services through
our innovative and proactive approach.
The key deliverables for 2016 include:
 £923k financial savings through benchmarking
 Supporting the Lord Carter review recommendations
 Increase visibility of live performance metrics to all
stakeholders
 Maintain 96% achievement of PMS scores
 Achieve PLACE excellent standard and CQC compliance
 Improve Friend and Family Test scores
 Further improve customer advocacy with all stakeholders at all
levels
 Corporate Social Responsibility to remain a priority
 Develop a patient centred services strategy

34. Prepared by Serco NNUH
Annual Report 2015
Serco Health Ltd
Colney Lane
Norwich
Norfolk
NR4 7UY
Tel: 01603 645114