An excellent employer at the heart of the community

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Pauline Webb
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1 Excellent care at the heart of the community An excellent employer at the heart of the community Workforce strategy

2 Contents Introduction... 3 Vision, values and goals... 4 Workforce vision... 6 Workforce priorities... 7 Delivering the strategy Risks Associated strategies page 2

3 Our strategy describes how we will create the we need to deliver our vision of 'excellent care at the heart of the community'. It sets out our strategic priorities and the approach we will take to deliver them. Our strategy builds on our culture of innovation and continuous improvement, of openness and transparency, and of collaborative leadership, grounded in our values. Our and the needs of our patients are changing and so is the way we deliver care. Shortages of clinical staff nationally, an older, and changes to education pathways means our profile is evolving. Pressures in secondary and social care and the emergence of new ways of working as part of our commitment to Communities of Practice require our staff to have new skills and for our skill-mix to see an increased proportion of unregistered clinical staff. As a Trust we value our staff and recognise they are our greatest asset. Our overall aim is to develop our staff, give them clear career pathways, provide them with the leadership, skills and knowledge they need to deliver the care our patients need now and in the future, to support their wellbeing and to recognise and value their diversity. Introduction The strategy builds on our strong foundations as a good employer and our values, and is key to the delivery of our Clinical Care Strategy. page 3

To realise our vision we will remain true to our core values of Compassionate Care,

4 vision, values and goals The Trust s vision is of a health and care system that has excellent care at the heart of the community. To realise our vision we will remain true to our core values of Compassionate Care, Working Together, Achieving Ambitions, and Delivering Excellence. To achieve our vision, the Board has set three strategic goals

5 The 'heart' of everything we do Vision Excellent care at the heart of the community Values Achieving Ambitions I Delivering Excellence Compassionate Care I Working Together Goals Provide excellent care every time to reinforce well-being and independence Be a strong sustainable business, grounded in our communities, and led by excellent staff Work with our partners we will personalise services for the individual page 5 3

6 We are proud of the care we provide our patients, and our role in the health and care system....an employer of choice for clinicians and support staff... Our vision is to be an employer of choice for clinicians and support staff already employed by us, starting their career in the NHS or looking for a role that will fulfil their professional ambitions and meet their personal aspirations. Workforce vision We will continue to monitor our performance against other Trusts, in the national staff survey, and through the Staff Friends and Family Test. We will continuously review what we do, what has worked and not worked well, and what improvements and innovation will help us improve in the future. We will monitor our indicators to measure our performance against targets and celebrate success. page 6 3

7 Workforce priorities page 7 Our strategic priorities reflect our organisational objectives for and the focus of the Sussex and East Surrey Sustainability and Transformation Plan (STP) footprint that we are part of. Realising those priorities will ensure we achieve consistently well-led, fully staffed teams, where individuals wellbeing and identity is nurtured, enhancing our excellent care to patients. wellbeing culture leadership recruitment & retention temporary transformation

8 wellbeing culture leadership recruitment & retention temporary transformation Wellbeing We will continue to reduce sickness absence due to Musculoskeletal (MSK) or mental health and improve staff attendance. This will be achieved by: page 7 Improving direct access to support services internally Better signposting to external support Supporting managers and staff to hold wellbeing and attendance conversations Holding wellbeing roadshows, developing staff resilience and promoting health and wellbeing campaign Ensuring our staff have direct access to appropriate support for mental and physical health concern Encouraging staff to be healthy and stay active at work and support health and wellbeing conversations through the Making Every Contact Count programme Developing policies that support the needs of our staff at various stages of their life Continuing to offer flu vaccination and health checks for all staff every year Engaging with our staff throughout the year and annually through the staff survey Continuously listening to our staff and foster our culture of care and compassion

9 wellbeing culture leadership recruitment & retention temporary transformation Culture We will continuously improve equality, diversity and inclusion for our staff. We will continue to develop values-based processes and the SCFT culture of care where staff feel empowered to raise concerns, innovate and continuously improve. We will support staff experiencing change in the organisation to improve retention and enhance staff experience. This will be achieved by: Improving the experience of BAME and LGBT+ staff through increased engagement, greater development opportunities and external recognition that we are an inclusive employer Improving employability for people with a learning disability, autism and disadvantaged groups Engaging with staff continuously and through the staff survey Developing a systematic innovation pathway and continuous quality improvement process and continuing our quality improvement journey through our quality half days, quality summit and our Quality Improvement Plan Being key in the development of system-wide leadership and OD in the STP Continuing to carry out cultural inquiries and promote our Raising Concerns process led by our Freedom to Speak Up Guardian Continuing to increase the effectiveness of the Board through our Board development programme Engaging with our communities and encourage young people to consider a career with us through our Be the Change programme Continuing to recruit and appraise for Values Continuing to develop our Equality, diversity & inclusion and our Health, wellbeing & engagement plans

10 wellbeing culture leadership recruitment & retention temporary transformation Leadership We will support the development of leaders and managers and ensure our staff have the skills to carry out their roles now and are developed to take on new roles in the future to enhance patient care. This will be achieved by: Developing consistent leadership capability for all leaders through our Leading for Quality programme Continuing to develop new leaders through our 1st Step into Leadership programme Offering coaching for performance and development to all Developing the talent management process and ensure it is systematic across the organisation Continuing to develop our leadership offer so that all our leaders share the Trust values and are the best they can be Ensuring all staff have the right skills to do their job well now and in the future through training and are up to date with their statutory and mandatory training Delivering training using varied methods including classroom and e-learning to improve compliance Developing our competency framework for all staff from band 1 to director level Supporting pre-registration training, continuous professional development and revalidation Developing apprenticeship opportunities across the organisation and for staff at all levels Promoting consistent clinical and managerial supervision

11 wellbeing culture leadership recruitment & retention temporary transformation Recruitment & retention We will recruit the right people with the right skills and deploy them to meet organisational demand. We will recruit to vacant posts and use planning and skill-mix methods to deliver the care model described in our Clinical Care strategy. This will be achieved by: Reviewing skill mix in services to ensure staffing templates are appropriate and to have the right skill mix of registered and unregistered staff in community and inpatient services Creating new approaches to recruitment marketing, targeting specific populations and using a range of communication channels to engage prospective staff Promoting the Trust as a local employer of choice and supporting staff with accommodation and transport options Developing a planning process to support the implementation of Communities of Practice locally Developing career pathways so that our staff have opportunities to grow professionally Improving our recruitment process, reducing our time to recruit and delivering local recruitment plans Increasing the number of permanent staff in post and plan for our future

12 wellbeing culture leadership recruitment & retention temporary transformation Temporary We will continue to reduce agency usage and spend and increase the use of Bank workers to fill temporary staffing gaps. This will be achieved by: Reducing our reliance on agency workers and reduce our agency spend and usage using Staff Direct as the only source of temporary workers supported by our MasterVend Ensuring the effective and efficient management of the Staff Direct service and the MasterVend contract Ensuring the robustness of our rostering practices through the implementation of e-rostering across clinical areas Developing Staff Direct so it has the flexible and trained required to meet the needs of services Promoting Bank work as a flexible option for individuals at every stage of their life Continuously reviewing agency usage in services to ensure it is kept to a minimum and supporting local ownership of rostering and temporary staffing usage

13 wellbeing culture leadership recruitment & retention temporary transformation Workforce transformation We will transform our so that it can continue to be responsive to the needs of our patients now and in the future as demand and complexity increase. This will be achieved by: Increasing the number of staff who are doing apprenticeships Developing the nursing associate, therapy associate and advanced practitioner roles Developing the and succession planning process Implementing 24/7 services where appropriate Transforming our in our responsive services, our children services, and our community bedded units; by increasing our unregistered therapy ; and reviewing our medical, specialist and nursing and back office skill mix Implementing mobile working in community teams and helping staff to gain the IT skills they need and ensuring the environment and equipment is fit for purpose and supports the health and wellbeing of our staff who work in mobile teams

14 Delivery Assurance Performance Delivering this strategy page 15 The six strategic priorities will be delivered through four delivery groups: The Recruitment & Retention group will deliver the recruitment and retention and the temporary priorities The Developing our Talent group will deliver the leadership and transformation priorities The Health, Wellbeing and Engagement group will deliver the wellbeing priority The culture priority will be led by the Equality, Diversity & Inclusion group but will be delivered by all four groups. Each group has clear Terms of Reference and an action plan and are chaired by the Deputy Director of HR&OD and/or the relevant Deputy Chief Nurse. Performance against plans will be managed by the Workforce Committee which reports to the Executive Committee. Assurance on priorities and progress against the plans will be presented to the Quality Committee. Key Performance Indicators are reported through the Integrated Performance Report (IPR) to the Board. Recruitment & Retention Group Health & Wellbeing Group Executive Committee Workforce Committee Developing Talent Group Governance structure Quality Committee Equality & Diversity Group

Risks to delivering this strategy page 16 The delivery of the Workforce Strategy is dependent on the appropriate planning of future needs and supply.

15 Risks to delivering this strategy page 16 The delivery of the Workforce Strategy is dependent on the appropriate planning of future needs and supply. The greatest risks in delivering the strategy therefore are: We do not attract and retain sufficient numbers of staff to deliver services We do not develop and train our to deliver the new models of care We do not make sufficient use of the apprenticeship opportunities to replace reduced funding for clinical development We do not develop our leaders and create a culture of coaching for improvement We do not invest sufficiently to ensure recruitment, retention, training and development can take place systematically and consistently The risks will be continually reviewed and mitigations put in place to ensure that this strategy can be delivered. Recruitment & Retention Group

16 Associated documents and strategies Clinical Care Strategy Patient Experience Strategy Developing People Improving Care 5 year strategic plan Sustainability and Transformation Plan (STP) for Sussex and East Surrey Quality Improvement Plan Informatics Strategy Estates Strategy page 17

17 Excellent care at the heart of the community

Essex Partnership University NHS Foundation Trust. Operational Plan Summary 2017/18 & 2018/19

Essex Partnership University NHS Foundation Trust Operational Plan Summary 2017/18 & 2018/19 1 Contents Page Introduction 3 Quality 5 Workforce 7 Finance 8 Partnership Working 9 2 Introduction Essex Partnership