Agile Working Policy for EMIS Community Health Services

Transcription

1 Agile Working Policy for EMIS Community Health Services DOCUMENT NUMBER POL/001/077 DATE RATIFIED May 2017 DATE IMPLEMENTED May 2017 NEXT REVIEW DATE May 2019 ACCOUNTABLE DIRECTOR POLICY AUTHOR Director of Quality & Nursing Quality & Safety Lead Community South Until further notice, this policy applies to Community Services South East Network as an initial pilot but the principles apply across all other services. The ambition is that Agile working in the future will be Cumbria-wide. Agile Working Policy Page 0 of 12 POL/001/077

2 Contents 1. Introduction Scope Statement of Intent Principles Duties within the Organisation Chief Executive Medical Director & Director of Quality and Nursing Associate Medical Director, Associate Director of Nursing & Associate Director of Operations Community Network Managers and Quality & Safety Managers Service and Team Manager Responsibilities are: Individual Trust staff responsibilities are: Interim Associate Director of e-health Associated Considerations for Agile Working Information Management & Technology Equipment Connectivity IT Skills Home Working Display Screen Equipment Lone Working Infection Control Moving and Handling Pregnant or At Risk Employees Information Security, Confidentiality and Information Governance Estates & Facilities Operational Considerations Availability Performance Management Supervision Arrangements Student Placements Standard Operating Procedure Related Trust Policies & Procedures Business Continuity Monitoring Agile Working Policy Page 1 of 12 POL/001/077

3 1. Introduction Cumbria Partnership Foundation Trust (CPFT) recognises the need to develop modern working practices to enable employees to maximise their performance and productivity whilst maintaining a good work life balance. New technologies are making it easier to access information remotely, and work from a variety of locations, supporting service delivery and improving patient choice. There are many definitions of Agile Working, but for CPFT the definition outlined below reflects the aims of this Trust in delivering the project and transitioning to business as usual. Agile Working creates the opportunity for employees to work more flexibly using technology that can work remotely in the patients home ensuring high quality care is delivered and recorded instantly. The where and when are not the only considerations when adopting Agile Working, How we do what we do and whether it is being done in the most effective way is a key element of deploying Agile Working. By providing staff with access to systems at the point of contact, the Trust is committed to empowering them to deliver an enhanced service which is safer, more efficient and patient centric. The aim of Agile Working is for staff to take ownership of their working day and be empowered to make decisions (within their professional competences, and the boundaries agreed within their service) that improve efficiency, clinical record keeping, and deliver a patient centric approach to care, while providing an opportunity for staff to realise an improved work/life balance, through more flexible ways of working. To ensure the success of Agile Working the Trust s Information and infrastructure must be resilient and provide continuity and ease of access for Agile Workers when working from various Trust locations and partner sites. Currently Wi-Fi access is available across all Trust sites, and within some partner organisations. Trust wide agile working will require not only a modern infrastructure, but the engagement of all staff to create a new working culture across the footprint of the organisation. Through embracing new ways of working, and supporting a shift in the culture of working practices, staff can help successfully embed agile working principles across the Trust. 2. Scope The purpose of this policy is to define the key principles for EMIS agile working and ensure they are applied consistently across the footprint of the Trust. The policy also aims to sign-post staff to other relevant information, not unique to agile working, but that should be considered when making decisions about new ways of working. Agile Working Policy Page 2 of 12 POL/001/077

4 3. Statement of Intent The principals of this policy can apply to any community team working for CPFT. 4. Principles Agile working is not prescriptive in its application i.e. one size does not fit all; but it is underpinned by key principles which should be evident in all decisions taken and all ways of working. It should be used as a tool to maximise efficiency, improve service delivery, develop relationships and improve outcomes for patients, their families and carers as well as staff. Agile working supports the Trusts Values by: Putting the patient at the centre of all decision making/solutions. Service provision should always come first when considering agile working boundaries and agreeing expectations with staff. Empowering clinicians by providing access to information at the point of contact to support them in delivering timelier, safer and more patient centric care. Embracing a culture of innovation; encouraging staff to develop new working practices which focus on improving outcomes for patients. Emphasising the importance of staff wellbeing; particularly in creating an improved work/life balance by providing opportunities for staff to work in different ways. Adopting the use of functional space across all Trust buildings, enabling staff to work in an environment which is conducive to the task they are completing. A clear desk approach is to be implemented across all Trust sites, and no designated individual space. Supporting teams through the change to an agile working model to ensure best practice and lessons learned are shared and embedded into core business. 5. Duties within the Organisation 5.1. Chief Executive The Chief Executive has ultimate responsibility for ensuring that quality clinical documentation exists and records are created in a timely manner Medical Director & Director of Quality and Nursing These persons provide clinical leadership and will ensure that advice, training and support mechanisms are in place for staff in respect of documentation. Agile Working Policy Page 3 of 12 POL/001/077

5 5.3. Associate Medical Director, Associate Director of Nursing & Associate Director of Operations Responsible for Care Group Delivery Community Network Managers and Quality & Safety Managers Community Network Managers are responsible for the implementation and operationalisation of this policy. Quality & Safety Managers need to have assurance that documentation is recorded in a timely and safe manner Service and Team Manager Responsibilities are: To ensure own and staff members compliance with all policies and procedures relating to agile working. To ensure for agile working all documents and templates are updated directly into EMIS Web and not from the s/drive folder or other locations. To ensure that all staff within their area of responsibility receive a copy of the agile working user guides, policies and processes. To ensure that equipment is managed effectively and allocated based on patient schedules and shift patterns. To ensure that the Asset Management and Inventory Control Process is working effectively. To ensure agile working is monitored through regular reviews during appraisals and supervision. To ensure all equipment and accessories are returned prior to staff leaving current role, CPFT employment, going on secondment or periods of extended leave Individual Trust staff responsibilities are: To ensure they are familiar with the content of this document and associated policies and procedures. To comply with all conditions contained within this document, and any other policies or guidance referenced within. To own the adoption of agile working and achieve maximum connectivity. Routine scheduling to check connectivity. To ensure flexibility, openness and constructiveness in all discussions and agreements about agile working with their manager, whilst remaining focused on the needs of the service. To ensure equipment is kept safe and operational at all times. To liaise with their manager for advice or clarification as required. Agile Working Policy Page 4 of 12 POL/001/077

6 To report to the Trust immediately once known, any loss, theft or to Trust IT equipment or the loss of confidential information. To complete their mandatory IG Training Interim Associate Director of e-health Responsible for ensuring that the systems and support required for agile working are available and working. 6. Associated Considerations for Agile Working Agile working affects many functions, including Information Management and Technology Health and Safety, Estates and Operational Policies and Procedures. Detailed below are the key elements relating to agile working Information Management & Technology Equipment Connectivity IT Skills Remote Working (including from home) Equipment All band 6 and 7 staff working will be provided with their own mobile enabled device. All staff band 5 or below will have access to a mobile enabled device. Each laptop will be linked to a MiFi device, a portable device that enables connection to vpn using a mobile signal, which must remain with the laptop, and kept charged ready to use. All staff will be provided with vpn access. All devices should be returned to base if on leave or required by another staff member before your next shift. Equipment will only be provided once Clinicians have received the necessary training on how to use the system and device. All IT equipment is the property of the Trust or its Partners. Staff allocated equipment to support them in their role, are responsible for ensuring its security (and that of any data) while it is in their possession. Agile Working Policy Page 5 of 12 POL/001/077

7 IT equipment must be treated with care, not be personalised or de-faced including the use of stickers In the event of technology being used for agile working purposes being out of operation or unavailable for any reason, staff should log a ticket with the Trust IM&T service desk and follow local Business Continuity arrangements. In the event that a device provided through the agile working project is stolen it must be reported to the police and a ticket logged with IT. All incidents should be logged on Ulysses containing evidence illustrating having taken appropriate safeguards to minimise the risk, such as ensuring it is stored out of sight, in the most appropriate secured environment Connectivity The Trust s Network is available across all Trust sites. Where a wired or Wi-Fi connection is available either through a docking station, port replicator or via an Ethernet cable plugged into a live network point, this should be used in preference to MiFi. MiFi units must be switched off on Trust Premises to avoid additional costs being incurred as a result of exceeding the data allowance. If staff need to access the system from home and do not have connectivity the MiFi can be used IT Skills Training on all new IT solutions deployed to facilitate agile working will be done at the time of deployment of equipment with ad-hoc follow up support also available. New employees will be inducted locally on policies and procedures Home Working Any remote working from home must be agreed with your line manager. It will be on the basis that staff will be available and contactable as they would be when working from a Trust location or undertaking community visits. 6.2 Display Screen Equipment When inputting information for a continuous period of time a keyboard, mouse and monitor should be used. A DSE self-assessment should be completed three yearly, if circumstances change or if you experience problems associated with using DSE. Agile Working Policy Page 6 of 12 POL/001/077

8 It is each staff member s responsibility to make a judgement on whether the workstation they are using is conducive to ensuring their ongoing health needs are met. If any issue is identified this should be reported to their line manager. See link to DSE on the intranet. N/Moving%20and%20Handling/Pages/Display%20Screen%20Equipment.aspx A car is not deemed as a satisfactory workspace for using a laptop to input information. 6.3 Lone Working All services are required to risk assess each job role, to ensure their current lone worker protocol is fit for purpose and assure the safety of staff when agile working. There are key precautionary measures that should be considered and provision put in place to ensure that they are documented and monitored. Agile working will provide immediate visibility on which visits have been completed on EMIS. 6.4 Infection Control The screen, bag and keyboard must be wiped clean after use with an appropriate disposable wipe, in line with recommendations from the Trusts Infection Prevention policy. 6.5 Moving and Handling The Manual Handling Operations Regulations 1992 (as amended) (MHOR) define manual handling as: any transporting or supporting of a load (including the lifting, putting down, pushing, pulling, carrying or moving thereof) by hand or bodily force... All staff must be aware of the risks involved when carrying or moving loads as part of their daily activities and if these risks cannot be avoided then a suitable and sufficient risk assessment must be carried out. If a risk is identified then steps should be taken to reduce the risk to the lowest level reasonably practicable. 6.6 Pregnant or At Risk Employees Some employees may have an increased risk in relation to moving and handling associated with carrying both IT and clinical equipment. A risk assessment must be done and if required some elements of agile working may be sacrificed during this period. Changes should be agreed with their service manager. Agile Working Policy Page 7 of 12 POL/001/077

9 6.7 Information Security, Confidentiality and Information Governance (Including Care Records) All staff are responsible for any data stored on electronic equipment allocated to them when in their possession. This includes but is not limited to, laptops and mobile phones Staff must take due care to discreetly transport and store any equipment. Prior to commencing a journey staff should ensure all electronic equipment is placed out of sight and locked in the boot of the car. Electronic equipment should never be stored in a car overnight. Staff must ensure that no patient identifiable data is saved onto the device. When accessing EMIS to update the patient record that privacy is maintained at all times. 6.8 Estates & Facilities All electronic equipment must be regularly PAT Tested to ensure it is safe for use. The Trust operates conducts a 2 yearly cycle of PAT Testing. It is the responsibility of the staff member to ensure they present at a Trust site when the programme is underway to ensure all equipment is checked and confirmed safe to use. 7. Operational Considerations 7.1 Availability 7.2 Performance Management 7.3 Supervision Arrangements 7.4 Student Placements 7.1 Availability Agile working must not adversely impact the provision of services; therefore managers must ensure that they have systems in place to maintain a suitable office presence as required, and to monitor the level of available front line staff on duty at any one time. Service provision and responsiveness should also inform agile working boundaries and any agreements related to remote working from home. As such it is essential to plan and agree a work programme for others so that they are aware of an individual s working patterns, current location and contact arrangements. Hours of work must be agreed in advance allowing employees the right to privacy out of hours enabling them to separate work and home time. Agile Working Policy Page 8 of 12 POL/001/077

10 7.2 Performance Management Performance management is key to the successful implementation of agile working and supports the Trust in ensuring staff wellbeing, safety and health are maintained, whilst continuing to deliver efficient and effective services. In an agile working environment, staff are often less visible to managers and colleagues. This can create uncertainty. Staff must be clear on how they will be managed and what is expected of them in terms of output. This should be agreed between staff member and manager. Monitoring a person s output must go beyond looking at the level of activity, and also look at data quality, timeliness of record keeping, caseload management and other nonpatient/service user related workload such as training. These outputs reflect a more accurate picture than someone being present on site at prescribed times of day. 7.3 Supervision Arrangements Supervision is the key to the successful implementation of agile working and supports the Trust in ensuring staff wellbeing, safety and health are maintained, while continuing to deliver efficient and effective services. Managers and staff should explore opportunities for both formal and informal supervision and agree any changes to the current format prior to commencing agile working. The ongoing wellbeing of staff should be monitored through regular review of agile working arrangements by managers. 7.4 Student Placements Supporting high quality education for students is a core element of the Trust's business and the organisation supports staff to develop and demonstrate a positive culture in which students can learn. CSP Students and Student Nurses in their 3 rd year management placement, who are undertaking a considerable amount of independent visits, may require access to agile working. This will be assessed on an individual basis with their mentor. 8. Information Governance Senior roles within the organisation supporting the Information Governance agenda are held by the Organisation s Senior Information Risk Owner (SIRO), the Caldicott Guardian, the Head of Information Governance and supported by the IG Team. Agile Working Policy Page 9 of 12 POL/001/077

11 8.1 Information Asset Owner IAOs are senior managers involved in running the relevant business. Their role is to understand what information is held, what is added, and what is removed, how information is moved, who has access and why. As a result they are able to understand and address risks to information assets they own and to provide assurance to the SIRO on the security and use of the assets. 8.2 Caldicott Guardian The Caldicott Guardian is the person with overall responsibility for protecting the confidentiality of person identifiable data (PID). The Caldicott Guardian plays a key role in ensuring that the organisation and partner organisations abide by the highest level for standards for handling PID and adherence to the Caldicott Principles. It is the responsibility of the Caldicott Guardian to feedback any IG issues to the Senior Management Team. The Caldicott Guardian (or designated individual) is a member of the Information Governance Board. 9. Standard Operating Procedure This policy is underpinned by an SOP describing the process for all documentation in Community Services. 10. Related Trust Policies & Procedures In addition to this policy the following should be referred to when considering the impact on employment: POL/002/021 Display Screen Equipment Policy POL/002/013 Risk Assessment of New & Expectation Mothers at Work Policy POL/002/019 Health & Safety Policy POL/001/042/001 Infection Prevention & Control Policy CO/POL/002/077 Information Security Policy POL/002/057 Lone Worker Policy POL/002/030 Manual Handling Policy POL/002/077/004 Mobile Computing & Remote Access Policy Agile Working Policy Page 10 of 12 POL/001/077

12 11. Business Continuity Business Continuity Action Card developed which will be attached to each team s business continuity plan moving forward. 12. Monitoring Ongoing review following the implementation across area and policy initial updated planned annually. Ongoing Monitoring via Supervision, EMIS audit, Training records, evidence provided in asset management process and feedback from Clinicians. Agile Working Policy Page 11 of 12 POL/001/077

13 Agile Working Policy for EMIS Community Health Services Business Plan Agile Working Policy Page 12 of 12 POL/001/077