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Transcript of Our People Strategy 2014 19 - Sussex Community People Strategy 2014–19 Introduction Page 3 of 26...
Our People Strategy 2014–19
Introduction Page 1 of 26
Our People Strategy 2014–19
December 2014
Version 10
Our People Strategy 2014–19
Introduction Page 2 of 26
Version Date Author Comments
0.1 05/11/14 Penny Emerson Outline framework
0.2 10/11/14 Penny Emerson More advanced draft
0.3 14/11/14 Penny Emerson Modifications to layout of text/First draft to CEO/ HRD/Chief Nurse
0.4 17/11/14 Paula Head Changes throughout the document
0.5 17/11/14 Penny Emerson First draft to executive team
0.6 17/11/14 Penny Emerson Conversion into ppt format and additions
0.7 18/11/14 Penny Emerson Additional changes with exec additions
0.8 18/11/14 Penny Emerson Chair/CEO amendments and modifications and additions
0.9 19/11/14 Penny Emerson CEO/HROD further amendments and modifications
0.10 04/12/14 Caroline Beardall Updated post Trust Board
Our People Strategy 2014–19
Introduction Page 3 of 26
Contents
Introduction 4
Why does Sussex Community NHS Trust (SCT) need a People
Strategy? 4
SCT vision, values and strategic goals 5
SCT vision and strategy for 2019 6
SCT in 2019 - what this means for our communities and people 7
I. Integrated care and support for adults 7
II. Children and families integrated care and support 7
III. Specialist community care and wellbeing 8
IV. Organisational design 8
Our current context 9
Our people in 2014 – where we are now 10
I. Workforce Numbers 10
II. Age Profile 11
III. Banding Profile 11
IV. Vacancy rate and voluntary turnover 12
V.Sickness absence and turnover 12
VI. Bank and agency usage and vacancy rate 13
VII. Comparative levels of engagement 14
VIII. A summary of the current workforce 15
Staff satisfaction and survey results 16
External drivers for change 17
Workforce ambitions 18
The components of our People Strategy 19
I. Maximise productivity via efficient workforce and infrastructure without
compromising quality. 20
2. Ensure workforce skill mix and profile Deliver our Clinical Care
Strategy 21
3. Future proof workforce through competency, effective education &
training 22
4. A culture of excellence through continuous improvement via Living
Room to Board Room cultural and transformational change programme
23
5. Ensure healthy workplace via effective employee engagement &
wellbeing inc. best possible HR support 24
How our People Strategy will support delivery of the Trust’s Goals 25
Monitoring and review 26
I.Trust Board 26
II. Quality Committee 26
III. Annual Service Line Workforce Plans 26
Our People Strategy 2014–19
Introduction Page 4 of 26
Introduction
Why does Sussex Community NHS Trust (SCT) need a People Strategy?
As an employer of around 4,600 people, our People Strategy is a key document that relates all that we are doing with our workforce
to realise our vision of excellent care at the heart of the community.
It represents strategically all the Trust can do to recruit, retain, reward and support its people to operate as effectively as possible in
a culture of excellence through continuous improvement.
The People Strategy has been developed with our teams planning their future, in consultation with staffside and the clinical
executive, all contributing to a document that represents the ambitions of our staff for the trust and our patients.
We know that our people are vital to the delivery of our vision and strategies and so our People Strategy is designed to create an
organisation in which every person we employ can deliver excellent care and feel supported, engaged, well-managed, healthy and
happy at work. Equally the leadership of the Trust pledges to work to values and behaviours that make sure the environment in
which they work is the best it can be for staff.
Our People Strategy 2014–19
SCT vision, values and strategic goals Page 5 of 26
SCT vision, values and strategic goals
Our vision, values and strategic goals shape what SCT wants to be and do. The Trust will need to ensure that it has an appropriate
workforce to support their delivery. The values show the behaviours that the Trust expects its staff to adopt in their working
practice.
Figure 1 - Vision Values & Strategic Goals
Our People Strategy 2014–19
SCT vision and strategy for 2019 Page 6 of 26
SCT vision and strategy for 2019
Our strategy is to deliver excellent personal care within local communities through being a strong NHS organisation that is led by
excellent people.
Figure 2 - Vision & Strategy for 2019
Our People Strategy 2014–19
SCT in 2019 - what this means for our communities and people Page 7 of 26
SCT in 2019 - what this means for our communities and people
I. Integrated care and support for adults
In five years care will be combined around each individual
linked to local communities such as towns, drawing on the
natural resources within the community to reinforce wellbeing
and independence.
This will require a workforce that:
Works within multi-professional and multi-agency teams, responding to the shift of services from acute to community settings and integrating social care.
Uses new technology, is capable of learning new skills to match the demand and demonstrate an attitude of continuous improvement.
Works across a diverse range of partnerships, joint ventures and collaborative ways of working.
Works according to protocols but can also be autonomous.
Demonstrates the highest levels of personal and professional conduct.
Increases the competence of our unregistered staff whilst ensuring appropriate supervision, allowing for more focused deployment of registered workforce.
Builds effective preventative services that support patients to remain well, helping take the burden from primary care freeing them to deliver.
II. Children and families integrated care and support
In five years our children and their families will be at the heart
of all choices about their care with everyone involved joined
around the needs of the child.
This will require a workforce that:
Is more flexible, more mobile and has greater confidence to develop new clinical practice and maximise new opportunities, partnerships and collaborative ways of working.
Includes advanced practitioners within our children’s services.
Provides responsive services when and where needed.
Demonstrates strong clinical governance & confidence to manage greater levels of complexity and risk in the community.
Recognises the importance of early year’s intervention and the needs of the child and family for lifetime benefits.
Our People Strategy 2014–19
SCT in 2019 - what this means for our communities and people Page 8 of 26
III. Specialist community care and wellbeing
In five years much more care will be provided in the
community and our specialist clinical teams will deliver
comprehensive services in the community to help avoid the
need to go to hospital, so improving wellbeing.
This will require a workforce that:
Supports the team to deliver the whole integrated pathway and understand the contribution to the whole system.
Actively uses prevention and early intervention techniques to improve the wellbeing of the people we care for.
Works with proactive care teams for adults and children & families offering signposting and support to continue improvement in wellbeing, accessing & delivering care outside of the formal health and social care sector.
Works with a range of commissioners and providers to build effective preventative services that support patients to remain well.
Works smarter on the things that really matter to deliver the best possible value for our patients.
Is aligned with social care & third sector services to develop joint approaches to information advocacy, advice and early intervention and wellbeing hubs.
IV. Organisational design
In five years we will have the right people, governance,
technology and processes in place to achieve our vision.
This will require a workforce that:
Is proud to work for SCT, and proud of the excellent services we provide.
Is motivated and inspired to continuously improve.
Is fully engaged in shaping the future of the Trust and committed to working according to the Trust’s values.
Has more opportunities to participate in educational development and research.
Has confidence in systems that support best clinical practice.
Has the appetite to use technology for the benefit of patients and service efficiencies.
Works in estate that meets the needs of the local communities within which they are based
Our People Strategy 2014–19
Our current context Page 9 of 26
Our current context
SCT was formed in October 2010 when West Sussex Health, the provider arm of West Sussex PCT, joined with South Downs
Health NHS Trust, a standalone NHS community trust, to create our new organisation.
Our first few years were characterized by executive and board instability, poor performance and significant staff dissatisfaction. The
arrival of a new chair and the appointment of a permanent chief executive helped the executive leadership team and board to
stabilise.
Quality and financial performance are consistently improving and there is evidence of increasing staff satisfaction and improved
stakeholder engagement. There still remain challenges to realise the Trust’s vision of excellent care at the heart of the community,
but the Trust now has strong leadership, a clear clinical care strategy, improved processes and structures all combined with staff
committed to delivering its strategic goals.
The Trust provides a comprehensive range of community services to 1.1 million people of West Sussex and Brighton & Hove
spread over 2,000 square km with around 8,000 patient contacts per day.
The health of the people we serve is generally better than average but there are significant areas of deprivation and variation. In
West Sussex, the population aged 65+ is higher than average and is increasing, resulting in the dependency ratio being over 10%
higher than the England average. Across our area we need to address a range of health trends:
Ageing population in West Sussex in particular, need for investment in integrated health & social care services, ensuring
people are looked after in their homes for as long as possible.
Cancer, circulatory diseases & respiratory diseases as primary causes of death for both West Sussex and Brighton & Hove.
Higher than average young population in Brighton & Hove with issues around alcohol, smoking, drugs and sexually
transmitted diseases (STDs).
Need to provide community services in West Sussex to address above average obesity levels.
Our People Strategy 2014–19
Our people in 2014 – where we are now Page 10 of 26
Our people in 2014 – where we are now
The following section of the People Strategy sets out a summary analysis of where we are now, focusing on some key workforce
indicators and concluding with a SWOT (strengths, weaknesses, opportunities and threats) analysis. This is important so that we
can understand what needs to change over the coming years to ensure that we meet our vision.
I. Workforce Numbers
Figure 3 - Workforce Division by Type of Worker
Figure 4 - Workforce Division by Clinical or Non-Clinical
Our overall workforce numbers have decreased over the last 12 months in line with our plans, with a reduction of 62.8 whole time
equivalent/109 headcount from November 2013–October 2014. The proportion of clinical staff against non-clinical has increased
over the last 12 months with 74.75% of our staff working in clinical roles at October 2014.
Our People Strategy 2014–19
Our people in 2014 – where we are now Page 11 of 26
II. Age Profile
21% (headcount 933) of our workforce was aged 56 or over
as at October 2014. In one year 24% (headcount 1,075) will
be aged 56 or over, rising to 38% (headcount 1,695) in five
years.
III. Banding Profile
With regard to Agenda for change banding, the majority of
staff are employed on bands 6, 5 & 3.
Figure 5 - Age Profile
Figure 6 - Pay Band
Our People Strategy 2014–19
Our people in 2014 – where we are now Page 12 of 26
IV. Vacancy rate and voluntary turnover
Staff turnover increased by 2% in the last 6 months of 2014 to 11.85% against at target of 12% which is within the range expected
during periods of planned change.
Figure 7 - Sickness Rates and Staff Turnover
V. Sickness absence and turnover
Sickness absence levels fluctuate seasonally and focus remains on supporting the wellbeing of staff as well as targeting resolution
of long term sickness and key hotspots. The SCT target is below 5%.
Our People Strategy 2014–19
Our people in 2014 – where we are now Page 13 of 26
VI. Bank and agency usage and vacancy rate
Reducing the use of agency staff is a top priority of our workforce transformation programme. One of the main drivers of agency
usage is the vacancy rate, which is why these indicators are considered together. Our plans to address these issues include
introducing a master vendor contract which is a primary agency that brokers all our requests for agency staff through a supply
chain to control costs and provide quality and safety assurance. We also are actively increasing the supply of bank staff in both
clinical and non-clinical services, which is expected to reduce our reliance on agency staff. These plans include improved
incentives, targeted recruitment and developing Staff Direct –
our internal bank service. We recognise that such fundamental
changes in practice will take time to implement fully and will
require investment, senior executive action and support and
operational management commitment to deliver.
As a Trust we are confident we will make these vital changes to
our working practices.
We aim to reduce the number of vacancies and improve the
recruitment process to shorten the time taken to fill vacancies.
This too is a key workstream within the workforce
transformation programme currently being implemented.
Figure 8 - Agency and Bank Usage and Vacancy Rates
Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-13
Agency £530,290 £649,875 £574,615 £708,085 £402,557 £513,079 £436,405 £451,601 £561,341 £440,661 £531,922 £406,299
Bank £398,841 £469,635 £355,298 £444,403 £509,012 £424,306 £420,373 £496,760 £412,273 £518,635 £400,311 £368,710
Vacancy Rate %
11% 11% 10% 10% 10% 11% 8% 9% 9% 10% 9% 9%
Grand Total
£929,131 £1,119,510 £929,914 £1,152,489 £911,569 £937,384 £856,778 £948,360 £973,614 £959,295 £932,233 £775,010
Figure 9 - Agency and Bank Usage and Vacancy Rates Table
Our People Strategy 2014–19
Our people in 2014 – where we are now Page 14 of 26
VII. Comparative levels of engagement
The table below sets out the results of the annual NHS staff survey 2013, comparing SCT scores with other community trusts. Our
levels of staff engagement are above average and demonstrate that we have done considerable work to engage staff which we will
continue. This will form part of the planned work of our Human Resources and Communications team.
Engagement Type Category SCT Average
Community Trust Average
SCT staff engagement score 70% 67%
I would recommend my trust as a place to work Advocacy 62% 56%
If a friend of relative needed treatment, I would be happy with the standard of care provided by this Trust
72% 68%
Care of patients/service users is my Trust’s top priority 71% 67%
I am able to make suggestions to improve the work of my team or department Involvement 81% 78%
There are frequent opportunities for me to show initiative in my role 75% 71%
I am able to make improvements happen in my area of work 64% 59%
I look forward to going to work Motivation 56% 53%
I am enthusiastic about my job 71% 69%
Time passes quickly when I am working 81% 79% Figure 10 - Comparative Levels of Engagement Table
Our People Strategy 2014–19
Our people in 2014 – where we are now Page 15 of 26
VIII. A summary of the current workforce
The SWOT below has been completed using the data presented in the previous section, coupled with local intelligence.
Strengths and opportunities
Out of hospital strategies in Sussex provide opportunities for SCT to grow.
Demonstrable ability to deliver new service initiatives, evidenced by our admission avoidance teams.
SCT is a national pilot site for the care certificate for HCA development, following the Cavendish Review.
High number of student nursing placements to help meet future recruitment.
Staff recommend the Trust as a place to work or to receive treatment.
Competitive tendering and AQP removes barriers to entry for some services.
Relationships between chair & permanent chief executive have given the executive leadership team and board stability and a clear vision for future.
Whole system service improvement provides opportunities to develop new roles and ways of working that will enable the Trust to retain and develop existing staff.
Joint partnerships with other local providers and Sussex-wide workforce planning.
Weaknesses and threats
Management of expenditure on agency staffing urgently requires greater control.
The recruitment of some staff groups such as District Nurses and some specialist nurses remains difficult.
Further work needed to grow middle management competencies and confidence.
Clinical quality & service delivery improvements must cope with increasing demand & expectation with reducing resources.
Electronic rostering not yet implemented.
Lack of a co-ordinated workforce planning process to align with operational need, service development and finance.
A reliance on an aging workforce, which relates to the local demography.
To attract the right calibre of new recruits the Trust needs to improve how it markets and promotes itself and its services, and the locality, ensuring consistent & effective branding.
Competition from other local providers in a growing out of hospital care market & the potential for loss of existing business if service quality and productivity of staff are not continuously improved.
Our People Strategy 2014–19
Staff satisfaction and survey results Page 16 of 26
Staff satisfaction and survey results
Despite the challenges that exist in the system and in recruiting sufficient staff to achieve safe staffing levels, SCT has much to be
proud of.
We rank in the Health Service Journal’s (HSJ) 100 best
places to work in the NHS in England list. This achievement
reflects the feedback from staff in the confidential NHS staff
survey.
Our staff engagement and staff satisfaction measures have
gone up each year since we were established in 2010 – and
are significantly above the average for all trusts in England.
Over the survey as a whole we have exceeded the average
for all NHS organisations in 25 of the survey’s 29 key findings.
Given our intensifying workload and the scale of the
challenges we face this is a strong indication of the
commitment of our staff to the NHS and their jobs at SCT.
Our highest staff survey scores in 2014 are in the following
areas:
Able to contribute to improvements at work.
See effective team working.
Get good support from your immediate managers.
Are satisfied with your job.
Indicator for
improvement Actions we are taking
Staff working extra hours
Working with commissioners on addressing capacity and demand Encouraging use of bank and developing paid overtime
Pressure to attend work when unwell
Healthier workforce group Employee assistance programme Developing mindfulness training
Perceptions of people not feeling promoted
Equality policy refreshed with action plan Value based appraisal introduced with talent management programme
Staff experiencing bullying, harassment or abuse from patients’ relatives or the public
Additional advanced conflict resolution training Lone worker Skyguard introduced
Our People Strategy 2014–19
External drivers for change Page 17 of 26
External drivers for change
The tables below summarise the key external drivers for change and the impact that these are likely to have on the workforce.
These external drivers are important considerations for the action that we need to take in shaping our workforce.
Drivers
National
Five Year Forward View
Cavendish Report
Freedom to Speak Up in response to Francis (although
this was February 2015)
Kings Fund Research on Collective Leadership (May
2014)
Kings Fund Community Services – how they can transform
care (February 2014)
Local
Better Care Fund Plans and expectations for move of activity into the community supported by the 5 communities plans from the CCGs in the north of West Sussex.
Closer integration around general practice in Coastal West Sussex.
Frailty pathway in Brighton & Hove will mean realignment of workforce.
Local CQUIN requirements
Increasing competition from other providers.
Financial challenges faced by health economy.
Partnership and whole system working.
Single point of access for Social Care, Mental Health, Continuity.
Integration in delivering urgent care. Impact on the workforce
Closer working with primary care teams
A shift in the workforce into community and integrated care pathways initially increasing the workload of current staff.
Partnership working between organisations and professions.
Increase in the workforce and changes in the skill mix needed in community nursing services.
Fluctuation in demand for services provided by staff groups such as physiotherapy, podiatry.
Greater 24hour/7day working presence for the majority of staffing groups requires greater use of flexible working options.
A requirement for a responsive agile workforce and flexible recruitment processes enabling rapid response.
Insufficient capacity and capability due to high vacancy rates and an over-reliance upon agency/temporary staff could lead to poor quality care for patients, an unstable service provision and the risk of lack of organisational memory.
Greater opportunity for career diversity in community settings as work moves from acute to community.
Working in multidisciplinary multiagency teams gives greater satisfaction to staff and patients.
Our People Strategy 2014–19
Workforce ambitions Page 18 of 26
Workforce ambitions
Set out below is a summary of the key characteristics of the workforce that will change over the next five years. This ambition is
underpinned by our people strategy objectives set out in the following section.
Figure 11 - Workforce Ambitions
More productive and efficient
Skill mix meets patient needs
Competent, well trained amd future proofed
A culture of excellence through continuous improvement
Delivered with and within local communities
Staff engaged and committed to delivering vision, values, and strategic objectives
Our People Strategy 2014–19
The components of our People Strategy Page 19 of 26
The components of our People Strategy
Figure 12 - Components of our People Strategy
The purpose of this strategy is to drive a
flexible, highly skilled & well motivated
workforce operating within a culture of
excellence through continuous improvement
to deliver the Trust’s vision.
Our People Strategy sets out five core
objectives & associated plans, aligned to and
assisting the achievement of the Trust’s three
strategic goals and the five year strategic
objectives, outlined in the Clinical Care
Strategy and Integrated Business Plan.
It is crucial to recognise that all of the
objectives set out in the People Strategy
impact upon ALL of our strategic goals and
the underpinning organisational strategic
objectives.
The workforce data, the analysis of strengths,
weaknesses, opportunities and threats and
the identification of the external drivers have
formed the basis for deciding what needs to
change.
The pages that follow explain each of the five
components of our people strategy in turn.
A Culture of
Excellence through
continuous
improvement, aligned
to Trust values, with
capability & capacity
to deliver trust
objectives
1. Maximise
productivity via
efficient workforce
& infrastructure,
without
compromising
quality.
2 Ensure workforce
skill mix and profile
Deliver Clinical
Care Strategy
3 Future proof
workforce through
competency,
effective education
& training.
4. A culture of
excellence through
continuous
improvement
5. Ensure healthy
workplace via
effective employee
engagement &
wellbeing inc. best
possible HR
support.
Our People Strategy 2014–19
The components of our People Strategy Page 20 of 26
I. Maximise productivity via efficient workforce and infrastructure without compromising quality.
We will further develop management and leadership capability across the Trust to deliver high quality services to staff, which
maximises productivity. We will establish a programme of work to optimise the organisation of the clinical workforce across the
Trust, moving toward 24 hours a day, seven day a week services.
Strategic Objective Deliverables Outcome Measurements Maximising productivity by having the most efficient workforce and infrastructure to support productivity without compromising quality. Aims:
To make more effective use of staff resource
To encourage more innovation in working practices and service delivery
Year 1
Achieve Workforce KPIs & compliance targets
Increase the number of staff having timely appraisals
Address workforce element of integration programme
Develop systematic approach to performance review
Continue people management workshops
Reduce sickness absence
Develop and implement staff performance management
Roll-out Leadership Development Programme, targeting senior and middle managers
Implementation recruiting for values Year 2
Create succession planning and development programme with NHS Elect
Maintain levels of appraisal
Embed robust workforce data analysis
Embed staff performance management framework
Achieve further reductions in sickness absence Year 3-5
ESR training & report writing
Develop employee relations activity and trend-spotting database
Promote greater accountability and responsibility amongst managers for local staff and service decisions
Year on year delivery of workforce CIP without compromising quality as assessed by QIA.
Workforce benchmark indictors for al community trusts - Top Quartile (year 3) Top (Quintile Year 5).
Appraisal rates reach 90% by Q4 Year 1.
Maintenance in appraisal rates year on year.
100% of appraisals are assessed as good quality in an audit of a representative sample.
Sickness absence reduction to below 5 %
Audit shows that all appraisals are based on values and in line with staff performance management framework.
Introduction of new practitioner roles across trust to deliver new models of care.
Figure 13 - Maximise productivity without compromising quality
Our People Strategy 2014–19
The components of our People Strategy Page 21 of 26
2. Ensure workforce skill mix and profile Deliver our Clinical Care Strategy
We will ensure that our business plans are inclusive of workforce and education planning, including reviewing skill mix and
examining opportunities for role re-design. Workforce development will be focused on delivering our strategic priorities, including
achieving our objectives. We will promote inter-professional learning and support multi-disciplinary teams to develop and implement
team objectives to meet service transformation.
Strategic Objective Deliverables Outcome Measurements Ensure workforce design supports delivery of the clinical care strategy. Aims:
To have management and leadership capability that is agile and adapts continuously and quickly to the changing environment
To have a flexible workforce which is responsive to the changing needs of its services, including seven day services and partnership working
The skill mix of our workforce responds appropriately to changing need within the diverse populations of Sussex
Year 1
More rotational posts across community
Develop HCA roles in line with Cavendish review
Produce annual workforce plans & corporate training needs assessment
Develop workforce transformation plans to support transformation programmes
Review use of nurse specialists to optimise organisation of clinical workforce
Ensure unregistered clinical workforce high quality & consistent training programmes Year 2
Implement workforce changes to deliver transformation programme
Anually review leadership & management needs
Develop new staff career opportunities
Develop careers escalator
Deliver seven day services & extended day working where needed.
Improve workforce planning capabilities & capacity
Review current information systems Years 3 -5
Review size/ configuration of nursing workforce &
address safe staffing guidance
Increase Internal Bank/decrease agency staff
Workforce plans signed off annually by Chief Operating Office to agreed standard.
Annual capability audit shows majority of staff operating flexibly to meet demands of delivery of integration and the strategic plan.
Workforce profile matches proportion of profile of local population.
Introduction of multi skilled generic workforce.
Corporate training delivers greater than 80% of annual training needs assessment.
Delivery of safe staffing levels.
Community nursing numbers increase to planed levels
Agreed skill mix ratios achieved
Figure 14 - Workforce design that support strategic plan
Our People Strategy 2014–19
The components of our People Strategy Page 22 of 26
3. Future proof workforce through competency, effective education & training
We will maintain partnerships with University of Brighton/University of Surrey to sustain current training placements: 420
undergraduate nurses & AHP trainees & 56 postgraduate nurses & AHPs. We will ensure staff are competent, appropriately skilled
& developed to fulfil their roles, and work with local education providers to design, develop & deliver a workforce capable of
delivering sustainable improvements in health & well-being in Sussex.
Strategic Objective Deliverables Outcome Measurements Future proof competent workforce through effective education and training Aim:
The Trust is a recognised centre of excellence for multi- disciplinary education and training, with established close links to Surrey University and Brighton University, as well as the Local Education and Training Boards (LETBs).
Staff are competent and appropriately trained to carry out their role
Year 1
Commit to three year learning agreement and commission Education in line with service need
Increase training attendance Identify new training & build on SCT’s reputation as education provider of excellence
Continue Trust Board development programme, against value based leadership (end Q2)
Implement career development solutions for middle management
Begin competency assessment for lower bands Year 2
Move to value based education
Introduce Board assessment for governors
Increase profile of HR as valued internal partner
Roll our competency framework to higher bands
Increase under-represented groups within workforce
Deliver NHS Elect development programme
Deliver Trust Leadership development Programme
Review induction/ mandatory training Years 3 -5
Increase numbers of e-learning packages & staff utilisation
Increase work with partner universities so staff can access pre-registration education programmes
Workforce plans signed off annually by Chief Operating Office to agreed standard.
Annual capability audit shows majority of staff operating flexibly to meet demands of delivery of integration and the strategic plan.
Workforce profile matches proportion of profile of local population.
Introduction of multi skilled generic workforce.
Corporate training delivers greater than 80% of annual training needs assessment.
Delivery of safe staffing levels.
Vacancy rate meets targets
Figure 15 - Effective education and training
Our People Strategy 2014–19
The components of our People Strategy Page 23 of 26
4. A culture of excellence through continuous improvement via Living Room to Board Room cultural and
transformational change programme
We will further develop our culture of excellence through continuous improvement through the implementation of Living Room to
Board Room Programme.
We will increase the impact of staff engagement and partnership on improving service delivery and decision- making. We will also
implement work-based initiatives to promote the physical wellbeing of our staff.
Strategic Objective Deliverables Outcome Measurements A culture of excellence through continuous improvement via ‘Living Room to Board Room’ cultural change programme. Aims:
To deliver the four staff pledges
To improve patient care as consequence of organisational culture of excellence
To only recruit staff with demonstrable behaviours, who share our organisational vision and values
To fulfil our obligations as a local employer and contribute to corporate citizenship
Year 1
Improve staff engagement in delivery of internal appeals more closely e.g improving uptake of staff survey and flu vaccines
Increase communication about staff survey
Identify leadership and management competencies at every level of the organisation
Develop leadership and management programme
Implement Staff Friends and Family test
Implement key principles & values of cultural change programme Year 2
Collect qualitative & quantitative feedback from staff about internal communications, use results to develop improve
Increase number of staff completing annual staff survey & communicate actions resulting from findings
Embed staff recognition programme
Use staff performance management framework outcomes for selection in Talent Management & Management of change
Ensure staff have clarify of team functions, form, focus and fit in Trust Years 3-5
Encourage local staff support schemes i.e new starter ‘buddies’ & coaching/mentoring network
Delivery of annual Training needs assessment
Vaccination uptake in upper quartile for community based trusts
Culture audit demonstrates a culture of excellence through continuous improvement and pride in the organisation
100% Value based recruitment implemented
Assessment in real time demonstrates compassionate care in > 90% of cases
Figure 16 - Develop a culture of excellence through 'Living Room to Board Room' cultural change
Our People Strategy 2014–19
The components of our People Strategy Page 24 of 26
5. Ensure healthy workplace via effective employee engagement & wellbeing inc. best possible HR
support
Modern, flexible and supportive employment practices play a key role in motivating staff, sustaining morale and encouraging
retention. We will strive to become the local employer of choice, attracting and retaining well- motivated and talented staff.
Strategic Objective Deliverables Outcome Measurements A healthy workplace with effective employee engagement and wellbeing. Aim:
To become an organisation with a reputation as an excellent employer, offering attractive employment & genuine career development opportunities
Excellence in HR & OD management
To value and promote equality & diversity, whilst recognising the differences that exist between individuals and groups and how they contribute to how we have shaped the Trust’s service and workforce decisions
Workforce well informed & proud to contribute to SCT strategic plans
To demonstrate investment in improving staff health & wellbeing and safety assurance
Year 1
Deliver initiatives set out in Healthier Workforce Strategy
Deliver programme of workforce policy review, reflecting legislative changes
Promptly tackle areas of weakness arising from findings of staff survey
Provide skill mix, new ways of working, managing attendance & performance training to middle managers Year 2
Improve sickness absence management & put strategies in place to reduce the level year on year to target
Develop and promote support mechanisms to help staff to be effective at work and maintain work lift balance, such as flexible working opportunities
Promote the “experience” events for local potential employees
Promote apprenticeships and career development activities for young people within the local community Years 3-5
Utilise equality data to ensure composition of SCT continues to reflect local population and staff and patients recognise SCT as a fair and reputable employer
Staff Friends and Family tests are benchmarked as top quartile for similar trusts Staff survey results show that they are proud to work for the Trust:
In top 20% of all trusts for family friends test and staff survey.
Figure 17 - Ensuring effective employee engagement and wellbeing
Our People Strategy 2014–19
How our People Strategy will support delivery of the Trust’s Goals Page 25 of 26
How our People Strategy will support delivery of the Trust’s Goals
Trust Goal Some workforce developments to support delivery of the Trust
Strategy
Maximising productivity without
compromising quality
Workforce skill mix & profile
Education & Training
Cultural development
Healthy work place – employee
engagement
We will provide excellent care every time to improve wellbeing and independence
Prevention and early intervention techniques to improve the wellbeing of the people we care for.
Yes Yes Yes Yes Yes
Working with our partners we will personalise services for the individual
New clinical practice to maximise new opportunities, partnerships and collaborative ways of working.
Yes Yes Yes Yes Yes
We will be a strong and sustainable business grounded in our communities and led by excellent staff
Leadership Development Programmes targeting senior and middle managers. Full implementation of national mandatory training framework; Commissioning of education to develop new and flexible roles
Yes Yes Yes Yes Yes
Figure 18 - How our people strategy will support the Trust's objectives
Our People Strategy 2014–19
Monitoring and review Page 26 of 26
Monitoring and review
Review of our people strategy objectives and deliverables will take place annually to ensure their continued relevance to our
business. Throughout each year of this five year strategy, we will monitor our progress against these objectives and deliverables.
This will ensure delivery of the strategy. We will achieve this through a range of mechanisms including:
I. Trust Board
Who will receive regular reports on progress against our workforce objectives, deliverables and key performance indicators as part
of the integrated performance report.
Annual Workforce Action Plan.
Regular exception reports and papers.
II. Quality Committee
Which will review the HR KPIs and oversee the development of annual action plans and manage risk to implementation.
More detailed deep dive into aspects of our People Strategy and workforce.
III. Annual Service Line Workforce Plans
Through the annual business planning round, workforce objectives will be developed and progress against these will be tracked.
These workforce objectives to include an annual training needs assessment and an annual workforce plan to be agreed by the
Trust Board.