As above. Trust Executive Committee (6 th May 2018 / 6 th June 2018 ) Finance & Workforce Committee (26 th June 2018)

Transcription

1 SASH People & Organisational Development Strategy: Trust Board in public Date: Thursday 26 th July 2018 Agenda item: 5.2 Executive sponsor Report author(s) Report discussed previously: Mark Preston, Director of Organisational Development & People As above Trust Executive Committee (6 th May 2018 / 6 th June 2018 ) Finance & Workforce Committee (26 th June 2018) Action required: Approval ( ) Discussion ( ) Assurance () Purpose of report: To request Board approval for the SASH People & Organisational Strategy Summary of key issues The SASH People & Organisational Development Strategy has been reviewed to ensure this is up to date and fit for purpose. The refreshed strategy provides an overview of the: - Statement of Intent - Our Workforce Challenges - Our Workforce - Our Workforce Priorities - Five Year Action Plans Recommendation: Trust Board to approve the SASH People & Organisational Strategy: Relationship to Trust strategic objectives and assurance framework: SO1: Safe Deliver safe, high quality care and improving services which pursue perfection 1

2 and be in the top 25% of our peers SO2: Effective As a teaching hospital, deliver effective and improving sustainable clinical services within the local health economy SO3: Caring Work with compassion in partnership with patients, staff, families, carers and community partners SO4: Responsive To continue to be the secondary care provider of choice for the people of our community SO5: Well led To be a high quality employer of choice and deliver financial and clinical sustainability around a patient centred, clinically led leadership model Corporate impact assessment Legal and regulatory impact Financial impact Patient experience/engagement Risk and performance management NHS Constitution/equality and diversity/communication There are no direct financial implications, however the Trust are keen to address issues of gender pay It is widely recognised that a motivated and developed workforce provide a higher level of patient satisfaction There is a risk to reputation if the Trust does not have a workforce strategy in place that highlights key issues and provides clear actions to address these Meets NHS Constitution / equality and diversity requirements Attachments SASH People & Organisational Strategy:

3 SASH People & Organisational Development Strategy 2018 to 2023 Developing our organisation, developing our people 3

4 Statement of Intent At SASH, we want to be established as the employer of choice, a place where we attract the best people, a place where we recognise the diversity in our local community, a place where we are seen nationally as an outstanding organisation, a recognised leader of best practice, and where people want to work 4

5 A place where our people are encouraged to grow both personally and professionally, and in doing so, be encouraged to be innovative, inquisitive and continuously improve themselves, their environment and the work they do A place where our people are engaged, our culture continues to develop and our values are central to everything we do 5

6 1.0 Our Challenge It is widely recognised that the single greatest asset of the NHS is its staff. This has been particularly obvious in the recent past with the on-going challenges the NHS has faced in terms of the patient it treats, the resources available, and the ever changing structure of NHS organisations. The next five years provides significant challenges to all NHS organisations and Surrey & Sussex Healthcare NHS Trust (SASH) is no different in that respect. The way care is being delivered, and by whom, and where, is continually under review. Through the development of Sustainability & Transformation Plans and Integrated Care Systems, there is an explicit requirement to work in partnership and collaboration with a wide range of stakeholders ensuring the workforce is able to provide the care required to meet the changing needs of our patients. Ensuring SASH and partner organisations have the right staff in the right place will be absolutely key for us to be able to meet the challenges ahead. Workforce has also taken centre stage from a national NHS perspective and a range of initiatives have been issued to support the development of staff. These include Developing People, Improving Care, and Health Education England s Facing the Facts, Shaping the Future, which is the first national workforce strategy produced in over 25 years. Set against this are a range of national directives which will have major impacts on the ability to recruit, retain, develop and support our workforce. These include Brexit, national public sector pay negotiations, changes to pension regulations, removal of the nursing bursary, changes to immigration regulations, apprenticeship levy, etc. At SASH, we also face local challenges such as the cost of living and cost of housing around the Trust sites. Along with this, Trusts are continuously monitored by external regulators on weekly, monthly and annual basis across a wide range of workforce issues such as agency spend, the use of bank staff, retention, maximising the benefits of e-rostering tools, junior doctors hours, flu vaccination uptake, and inclusion, (including gender pay reporting). There are significant risks for employers from the age demographic of the workforce, be this from those staff who are eligible to retire and the potential to lose the skills and experience they will take with them, to the different ways that the younger population of workers view their careers. However, throughout all of this change it is satisfying to note that year on year staff engagement and staff satisfaction at SASH, as measured through the national annual Staff Survey and the quarterly Staff Friends & Family Test, continues on an upward trend. The Trust retains a set of values that all staff recognise and work to. We have continued to implement and develop further values based recruitment and the SASH Values are reviewed with each member of staff as part of their annual achievement review. We 6

7 believe that the values of our workforce and the behaviours they exhibit are crucial to the on-going success of our organisation as they both shape our thinking and decision making. We aim to place inclusion at the centre of everything we do ensuring our people reflect the diversity of our community. Our SASH One Team Inclusion Strategy will direct the delivery of a number of equality objectives ensuring fair and equitable access to services for all, supporting staff to be inclusive and for us as an organisation to treat all service users and staff respectfully. We aim to continue to be seen as the local and regional leading employer of choice, attracting, retaining, developing and supporting high quality staff, both clinical and nonclinical. We will work with key stakeholders to support this vision ensuring we are inclusive in everything we do. Our people, and their representatives, have a voice in how we deliver continuous improvement and we know that staff attitudes, behaviours and performance are significantly better where there are high levels of engagement. This in turn leads to improved patient care, high levels of satisfaction and better patient outcomes. It is equally important that our senior leaders and managers effectively engage with and support staff to ensure our continued success. Innovation is key to working smarter, being more effective and delivering cutting edge patient care. We are keen to ensure that through our people strategies, innovation is central to how we work and how we continuously improve. Our Ideas for Innovation programme generates suggestions from staff at all levels of the organisation about how we can be more innovative and creative in the way work. Alongside this, the development and implementation of our SASH+ programme throughout the organisation takes this a step further with a recognition of how respect for people is a key underpinning attribute. This is strengthened with the teaching of lean tools and the application of daily management which ensures that leaders not only understand their service but that they take responsibility for working with their staff to improve it too. Our workforce strategy is managed through six inter-related themes which highlight our workforce priorities. We will continue to monitor, review and evolve the strategy over time as our organisation develops. The six themes are: Leadership and management People engagement and involvement Workforce planning and capacity Training and professional development Health and well-being Recruitment and retention Each theme has a dedicated programme of work to support its delivery which will be built into an annual plan of priorities. These will be reported and monitored via the monthly Finance & Workforce Committee and reported to the Trust Board. 7

8 The People & Organisational Development Strategy is aligned to the overall Trust strategy, as well as a number of other SASH strategies, (eg Clinical, Inclusion, Education, etc). These are all inter-linked and the successful delivery of the objectives of each will be dependent on the others. We will require on-going organisational development (OD) interventions from internal and external partners to complete the actions set out in the strategy. We want all staff to be involved so we can help them fulfil their own potential and be clear about the opportunities that are available for them as their careers progress. Much has changed both in the NHS as a whole and at SASH since the previous Workforce & Organisational Development Strategy was written, and it is important that these changes are recognised and initiatives developed to meet new and on-going challenges. The Strategy highlights our successes to date, identifies the challenges we face, and sets out the actions we plan to take to address these. Mark Preston Director of Organisational Development & People 8

9 2.0 About SASH Surrey and Sussex Healthcare NHS Trust provides emergency and non-emergency services to the residents of east Surrey, north-east West Sussex, and South Croydon, including the major towns of Crawley, Horsham, Reigate and Redhill. We provide acute and complex services at our hospital (East Surrey Hospital) in Redhill. In addition, we provide a range of outpatient, diagnostic and less complex planned services at Caterham Dene Hospital, Oxted Health Centre, and Earlswood in Surrey, and at Crawley Hospital and Horsham hospitals in West Sussex. The Trust serves a growing population of over 535,000. East Surrey Hospital is the designated hospital for Gatwick Airport and sections of the M25 and M23 motorways. It has a trauma unit, which cares for seriously injured patients in partnership with the major trauma centres at St George s University Hospitals NHS Foundation Trust and Royal Sussex County Hospital Brighton. East Surrey Hospital has 691 beds and ten operating theatres along with four more theatres at Crawley Hospital in our day surgery unit. The Trust is an Associated University Hospital of Brighton and Sussex Medical School. We are a major local employer, with a diverse workforce of around 4,000 providing healthcare services to the community we serve. The Trust continues to grow and our key demographic data is shown in Section 3.0, (Our Workforce), below. To provide the service required for our local population, and those from further afield where needed, we must ensure the workforce strategy is both flexible and inclusive in its approach. The SASH patient population is diverse in many natures and our workforce should reflect this so all patients and visitors have a positive experience when using our services or visiting Trust sites. We need to understand the clinical and non-clinical requirements of our community and ensure hard to reach groups are equally represented both in our development of strategies and ways of working and our overall workforce population. We are a clinically led organisation which puts safety and quality at the centre of decision making, and understanding our community is key to this. Our plans are aimed at improving both patient experience and outcomes whilst delivering productivity and efficiency gains. The Trust will continue to develop a quality focused work programme to bring together process transformation, transitional planning and development of workforce capability and capacity within the resources that are available. The ability to deliver this vision depends on having a workforce that is skilled, committed and flexible; working in an organisational culture that supports the delivery of improving safe, high quality, patient focussed services. 9

10 3.0 Our Workforce SASH currently employ 4172 staff (excluding bank staff), which equates to 3626 full time equivalents. We continue to grow and the charts below, detail some of our key demographics: 10

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12 4.0 Our workforce priorities Our workforce priorities for the next five year period have been set using a wide range of drivers, with delivery of safe, quality patient care at the heart of these. These include national initiatives, regional / STP objectives, legal and regulatory requirements, and the over-arching SASH strategic vision. Our primary objective is to be the employer of choice, where personal and professional development are key priorities. We have six strategic themes for workforce and our ambitions for each of these are set out below. We have developed five-year work plans for each of these themes and these are at Appendix 1. Given the ever changing environment we work in, these objectives and action plans will evolve over time and SASH will adapt to these changes ensuring our people are equipped to provide our patients with the best possible care. Recruitment & Retention Ambition: To identify, attract, recruit, develop, (both personally and professionally), support and retain the best talent available to deliver the highest quality service to our patients and local community Training & Professional Development Ambition: To develop our talent at all levels maximising opportunities for career enhancement, developing an inclusive learning culture through continuous improvement and transformation ensuring education and development delivery models are dynamic and take account of changing and future service needs and learner feedback 12

13 Staff Engagement & Involvement Ambition: To have open engagement with our people ensuring we understand and act on their feedback. We also want to develop an organisation that works collaboratively with our people and their representatives delivering an environment that is supportive and manages concerns in a proactive and positive manner Staff Health Ambition: To create a safe environment for SASH people which promotes a proactive approach to personal health and well-being Leadership & Management Ambition: To develop and embed a SASH leadership framework that supports positive, collective and inclusive leadership, succession planning and talent management across all levels of the organisation Workforce Planning & Capacity Ambition: To provide effective and efficient patient care through the development and introduction of the ward of the future (eg introducing new roles, reducing the reliance on temporary staffing, maximising the benefits of healthroster, e-consultant job planning, etc) 13

14 Workforce Strategy: Staff Health Ambition: To create a safe environment for staff which promotes a proactive approach to personal health and well-being Frame the issue: 1. Staff health has been identified as one of three key clinical priorities for SASH 2. Whilst overall sickness rates benchmark well with other Trusts, there are concerns in relation to specific issues (eg mental health well-being, MSK) 3. Need to identify and prioritise key HWB issues 4. Health & Well-being is an on-going CQUIN objective 5. There is no identified funding to support SASH HWB Short/ Medium Term 1. Continue to develop HWB initiatives under the banner SASH Active 2. Complete the work with SLaM regarding management of staff mental health 3. Deliver CQUINs related to national staff survey results, flu vaccinations and healthy eating options 4. Reduce sickness absence on an on-going basis to SASH KPI of 3.5% 5. Introduce Smokefree SASH at the East Surrey Hospital site YEAR 1: Continue to develop, promote and embed HWB initiatives under SASH Active Identify and prioritise key HWB issues (eg staff undertaking physical activity, staff taking breaks, etc) Complete work with South London & the Maudsley supporting the management of mental health well-being Overall review of Health & Safety requirements to ensure compliance and adequate and relevant reporting / audit Deliver 2018 Flu vaccination programme and other HWB CQUINs Deliver Step Ahead campaign to encourage walking for staff Review opportunity to recruit a physio for staff to provide a fast-track return to work Develop and deliver Smokefree SASH at East Surrey Hospital site YEAR 2: Development of targeted health and well-being clinics for staff that support individual health improvements Identify patient free areas for staff to take a time out Develop staff only well-being garden Develop green gyms for staff Continue to develop, promote and embed HWB initiatives under SASH Active Monitor working environments to ensure these are safe Monitor implementation of Smokefree SASH Deliver HWB CQUIN objectives YEAR 3: Review HWB offering to ensure this provides opportunities for all SASH staff Continue to develop, promote and embed HWB initiatives under SASH Active Monitor working environments to ensure these are safe Deliver HWB CQUIN objectives YEAR 4: Continue to develop, promote and embed HWB initiatives under SASH Active Monitor working environments to ensure these are safe Deliver HWB CQUIN objectives YEAR 5: Continue to develop, promote and embed HWB initiatives under SASH Active Monitor working environments to ensure these are safe Deliver HWB CQUIN objectives 14

15 Workforce Strategy: Leadership Ambition: To develop and embed a SASH leadership framework that supports positive, collective and inclusive leadership, succession planning and talent management across all levels of the organisation Frame the issue: 1. SASH has successfully launched and embedded the Achievement Review process with high response rates, (90%+ achieved annually) and high quality (as measured via the national staff survey), over the past three years 2. There is no formal SASH leadership framework for staff which supports Talent Management and / or succession planning 3. We are beginning to develop a framework under the banner SASH Leaders 4. There is a lack of bespoke support for different professional groups (eg Service Managers) 5. SASH+ is 3 years into a 5 year contract Short/ Medium Term 1. Develop SASH Leadership framework and test / pilot throughout 2018/19 devise approach for moderation / calibration for succession planning 2. Agree and develop process for measuring outputs of the framework 3. Continued development of Management Training sessions (eg the How To. ) 4. Work up bespoke development programmes for identified groups 5. Work with STP colleagues on systems-wide leadership programme(s) in collaboration with the King s Fund 6. Continue developing SASH+ education offers including SASH+ taster sessions, introduction days, L4L and ALT YEAR 1: Develop SASH Leadership Framework and assessment tool in conjunction with Slivermaple, using Year 1 as the opportunity to test / pilot the framework and tools, agree calibration / moderation model for talent boards and integration into achievement review process Enhance existing provision introducing Management Training Essentials (a series of How To sessions) covering key policies and components of line manager s roles Pilot Coach to Lead programme and develop train the trainer model to ensure sustainable delivery model Identify and introduce relevant apprenticeship programmes for leaders eg L3 Diploma in First Line Management Develop bespoke training for specific groups of staff (eg Service Managers) Ensure 90%+ delivery of Achievement Reviews Offer 120 L4L places 180 introduction and taster session places and 20 ALT places YEAR 2: Formal launch of SASH Leaders across the Trust Align SASH Leaders to career progression work undertaken by Practice Development Team Review successes and feedback from year one and consider expanding opportunities for career development such as: mentoring, shadowing and exposure to a range of stretch opportunities through formalised programmes, including working with STP partners. Leadership Master classes and networking lunches Identify local business that can support development of SASH leaders programme (eg Gatwick, etc) Ensure 90%+ delivery of Achievement Reviews Offer 120 L4L places 180 introduction and taster session places and 20 ALT places YEAR 3: Review outputs of SASH Leaders from year 2, embed programmes to ensure wide and inclusive participation, address any gaps in provision where these have been identified Ensure 90%+ delivery of Achievement Reviews Offer 120 L4L places 180 introduction and taster session places and 20 ALT places 15 YEARS 4&5: Continuous review and development of provision and ensure sustainability

16 Workforce Strategy: Recruitment and Retention Ambition: To identify, attract, recruit, develop, (both personally and professionally), support and retain the best talent available to deliver the highest quality service to our patients and local community Frame the issue: 1. Significant difficulties recruiting and retaining staff in particular professional groups (eg Nursing, AHPs, medical staff) 2. Over reliance on temporary staffing solutions (costing the Trust circa 1m per month) 3. Staff turnover rates have increased over the past twelve months and is currently at 16.8% 4. Retention plan aims to reduce this across all staff groups by 1% over the next twelve months Short/ Medium Term 1. Develop and deliver a Trust wide recruitment plan that provides a more unique approach to recruitment (eg direct sourcing) 2. Reduce Turnover by 1% across SASH over the next twelve months linked to NHSi retention plan 3. Implement Healthroster across all staff groups 4. Develop the widening participation agenda through the links to local schools / colleges and the use of the Apprenticeship Levy 5. HRBPs develop meaningful workforce plans to address recruitment and retention issues within Divisions Year 1: Develop a Trust wide recruitment plan that identifies ways of engaging with potential candidates beyond the use of NHS Jobs (ie direct sourcing, local recruitment opportunities, social media campaigns, etc) Further develop employer brand and ensure this is underpinned by appropriate recruitment advertising making SASH employer of choice for the local labour market Embed the delivery of the Trust Retention Strategy in line with support from NHS Improvement and monitor key successes Review the management and processes of the TSB with a view to modernise and deliver higher fill rates of bank staff v Agency staff Full utilisation of Healthroster across all staff and maximising benefits of the system (eg owed hours, flexible working, etc) Review and promote the use of flexible working and different ways of working utilising examples from other organisations Continue to identify and procure apprenticeships and further develop links with local schools / colleges as part of the widening participation agenda Use staff feedback (eg NSS, Staff FFT, WRES), to shape model for retention / recruitment Start to develop Ward of the Future in conjunction with Exec Nursing Team and Divisional Chief Nurses Year 2: Review benefits delivered from the Recruitment Plan and continue to use where successes have been made Embed succession planning and talent management tool to retain staff Fully utilise Apprenticeship Levy for different stages of staff s development / career where applicable Develop / pilot Ward of the Future considering new roles (eg Nursing Associates), technology, utilising Healthroster, etc Consider basket of options for recruitment and retention (eg flexible working, subsidised accommodation, etc), and monitor success of this Year 3: Directly recruit Nursing Associates, (specifically from our local education providers and growing our own ) Be recognised as a leading international employer as the SASH overseas nurse recruitment programme gains further momentum Year 4: Establish SASH as a large local employer with a targeted local employment model, fully engaging with the community Year 5: Capitalise on the embedded inclusion strategy, promoting the Trust as a champion of diversity and equitable employment, reaching out to potentially under represented communities locally. Create a culture of continuous evaluation, improvement and flexibility in relation to recruitment, ensuring that the Trust remains a viable and well respected employer amongst the changing nursing, clinical and support labour market. 16

17 Workforce Strategy: Training & Professional Development Ambition: To develop our talent at all levels maximising opportunities for career enhancement, develop an inclusive learning culture through continuous improvement and transformation ensuring education and development delivery models are dynamic and take account of changing and future service needs and learner feedback Frame the issue: 1. New staff joining SaSH will undertake an induction which facilitates their transition into their new role and demonstrates SASH values and behaviours. 2. Staff are supported to undertake education and development activities as part of their ongoing career development post registration specialist training. 3. Staff receive annual appraisal which will recognise and celebrate their expertise, explore potential routes for further development 4. The Trust Education and Development strategy was endorsed by the Board in January 2018 Short/ Medium Term 1. Deliver the priorities within the education and development strategy set out in the operational plan (1-2 yrs) 2. Work with education partners, universities and local colleges to harness opportunities to recruit staff in to new Apprenticeship pathways and develop existing staff utilising levy funding 3. Optimise SaSH library and knowledge service in providing an evidence base for making decisions on patient care, safety, and policy, as well as to support lifelong learning 4. Review progress and refresh the operational plan to reflect the emerging workforce and educational requirements for 3-5 yrs YEAR 1: Develop education plans using Apprenticeships frameworks where these exist to grow our own talent pipeline Initial focus for year one includes Nursing Assistants and Nurse Associates, Pharmacy Assistants and Healthcare Science Assistants Investigate literacy and numeracy needs to open up opportunities for staff to apply for further study including Apprenticeships and develop sustainable plan Identify benefits and opportunities for higher apprenticeships across the healthcare professions assessing impact and associated costs (ie backfill) in order to prioritise plans for investment and implementation. Eg Degree level and Advanced Clinical Practitioner level 7 Library to offer introduction session to all education / development leads and internal trainers to promote services to enhance access and promotion of evidence base of healthcare Carry out yearlong pilot of Dynamed Plus to assess whether it is suitable point of care tool to replace UpToDate Anywhere Ensure annual education quality audits and other education and library quality assurance systems and frameworks are integral education planning and investment allocation Establish creation of annual multi-professional education report to promote and celebrate education activity at SASH Further develop SASH corporate element of induction including the inclusive and transformational work as part of SASH+ YEAR 2: Develop multi-professional approach to careers advice eg career surgeries Develop a one stop shop approach to marketing education and development to enable ease of access and increase viability eg SASH Campus website Increase scale and scope of coaching approach by recruiting new managers onto coaching workshops and building network for buddy system Develop processes to identify essential clinical training highlighted as a result of National alerts, local analysis of risks and learning from incidents and implement plans as appropriate Implement the Clinical Guidelines review process SOP YEAR 3: Identify processes for sharing learning beyond traditional professional and structural boundaries and identifying opportunities for teaching that enable appropriate professional development Grow and develop the community of mentors and supervisors providing appropriate formal and informal opportunities for learning and feedback Investigate options for creating protected time for learning and propose a statement of intent to aid consistency of application Develop career development mentoring programme providing staff with opportunities for shadowing, exposure to formal committee meetings and advice/sign posting development and support Work with Cerner team to fully embed the point of care tool within Cerner YEARS 4&5: Continuous review and development of provision and ensure sustainability 17

18 Workforce Strategy: Staff Engagement & Involvement Ambition: To have open engagement with our people ensuring we understand and act on their feedback. Develop an organisation that works collaboratively with our people and their representatives delivering an environment that is supportive and manages concerns in a proactive and positive manner Frame the issue: 1. SASH has had on-going increases in staff satisfaction and staff engagement, as measured by the National Staff Survey, over the past five years, although there was a slight decrease in We are keen to ensure this level of engagement is maintained through a variety of initiatives 3. Acting on our people s feedback is key to ensuring we develop an environment that is supportive, and addresses the concerns they have 4. This will lead to better recruitment and retention and for delivering better patient care Short / Medium Term 1. Act on feedback from the 2017 National Staff Survey and 2018 Staff FFT, as well as the SASH Let s Talk initiative 2. On-going engagement with staff side representatives through the LNC and JNC 3. Ensure we deliver on you said, we did, publicising and promoting positive outcomes and interventions 4. Ensure all staff have opportunities to provide feedback YEAR 1: Continue to promote the role of the Freedom to Speak up Guardian ensuring all staff are aware of the role and how to access this Deliver on the work plan related to the outcomes of the 2017 National Staff Survey particularly related to physical violence and bullying and harassment from patients to our people Review all engagement work-streams ensuring these are consistent and relate to overall Trust and Workforce strategies Ensure active participation in engagement activities from staff side colleagues Review national and regional / STP engagement initiatives to ensure best practice is used at SASH Host the 2018 Staff Star Awards bigger and better Aim to achieve a 67% or higher response rate for the 2018 National Staff Survey and increase Staff FFT response rates throughout 2018/19 Consider developing a set of Pledges to staff Review Trust policies and procedures in line with Policy schedule YEAR 2: Identify funding for a Staff Engagement Manager to operationalise engagement strategy and deliver on feedback in a timely and proactive manner Develop a formal Engagement Strategy ensuring all stakeholders have had an input into this link activities to studies showing positive staff engagement leads to better patient outcomes Develop our Total Rewards offer to staff Continue to review national and regional / STP engagement initiatives to ensure best practice is used at SASH Review Trust policies and procedures in line with Policy schedule YEAR 3: Use SASH+ CAT Survey Yr 5 results to identify engagement across SASH Review Trust policies and procedures in line with Policy schedule YEARS 4&5: Continuous review and development of provision and ensure sustainability 18

19 Workforce Strategy: Workforce Planning Ambition: To provide effective and efficient patient care through the development and introduction of the ward of the future (eg by introducing new roles, reducing the reliance on temporary staffing, maximising the benefits of healthroster, e-consultant job planning, etc) Frame the issue: 1. Service business plans and developments need to take into account the workforce development requirements as well as the WTE of staff required. 2. Workforce plans are required at service and Divisional as well as Trust level. 3. Workforce planning needs to consider current constraints (eg recruitment and retention), and develop innovative and cost effective solutions to this (eg use of new roles, etc) 4. Understand and maximise the benefits of electronic systems that support workforce planning Short/ Medium Term 1. Continue to develop integrated workforce plans (demand and supply) at divisional/ business unit level - identifying workforce changes required for 24/7 working in appropriate areas. 2. Improve workforce efficiency through effective use of e- rostering, e- job planning, and other systems where applicable and available. 3. Regular reporting of key performance indicators such as sickness absence rates and turnover. 4. Further strengthen workforce planning and information capability at corporate and service level. YEAR 1: Implement and embed consultant e-job planning tool for all substantive consultants. Add locum consultants and SAS grades following substantive consultants Implement MedicOnLine to support leave, etc, planning for medical staff Agree and implement roll out plan for all non-medical SASH staff to be added to Healthroster within a 12 month period Continue with the implementation of ESR self service Ensure Trust business planning process includes workforce implications both in terms of skills / development needs of the workforce as well as establishments and skill mix Monitor and implement efficiencies and productivity benefits identified via the Model Hospital Develop the Ward of the Future work-stream - ensure workforce plans include the impact of new roles (eg Nursing Associates, ACPs, Physicians Associates, etc), and the use of new technology and future / on-going developments (eg AI) YEAR 2: Complete Trust wide Healthroster roll-out ensuring benefits from the system are identified and delivered, (eg reduction on Agency use) Work with the Temporary Staff Bank to ensure bank staff are available to fill shifts when / where required Use e-systems to support temporary staff (eg Me App, Locum s Nest, etc) Possible procurement of MedicOnDuty Ensuring the right people are in the right place and we have a formal pipeline of talent to support this HRBPs to produce 2-3 year workforce plans YEAR 3: Utilise first cohorts of qualified Nursing Associates within the SASH workforce Review workforce opportunities across the STP in line with Clinical Strategy YEAR 4 & 5: Continuous review and development of provision and ensure sustainability 19