Workforce Strategy

Transcription

1 Workforce Strategy January 2015 Workforce Strategy Page: 1 of 27 Development/Head of Corporate Services Date of Issue: 16 March 2015 Date of Review January 2020

2 Recommended by Approved by Workforce Committee Board of Directors Approval date 28 January 2015 Version number 2.1 Review date January 2020 Responsible Director Responsible Manager (Sponsor) For use by Director of Organisational Development Deputy Director of Organisational Development All Trust employees This strategy is available in alternative formats on request. Please contact the HR Department on Workforce Strategy Page: 2 of 27

3 Change record form Version Date of change Date of release Changed by Reason for change Jul 2013 C Offer Document creation Jul 2013 C Offer Completion of additional sections, feedback received Jul 2013 C Offer Feedback received Aug 2013 C Offer Completion of additional sections, feedback received Sep 2013 C Offer Review and feedback Oct 2013 C Offer Oct 2013 L Ward / C Offer Completion of additional sections, feedback received Completion of additional sections, feedback received Oct 2013 C Offer Final review prior to consultation Dec 2013 C Offer Feedback from consultation Jun 2014 C Offer Updated following Board of Directors agreement of three aims December 2014 L Ward / C Offer Finalised update January 2015 L Ward / C Offer Review and feedback January March 2015 L Ward Trust Board Approval March March 2015 C Offer Library & Information Services updated to Library and Knowledge Services Workforce Strategy Page: 3 of 27

4 Workforce Strategy Contents 1 Introduction Purpose Organisational Context HR Organisational Context Workforce Overview Healthcare Context Defining the Strategy Workforce Vision The Workforce Strategy Delivering the Workforce Strategy Responsibilities Consulting on the Workforce Strategy Appendix 1: Workforce Strategic Themes Appendix 2: Library & Knowledge Services Strategy Workforce Strategy Page: 4 of 27

5 1 Introduction 1.1 The whole of the Trust s workforce is central to our future success in providing the Right Care, Right Time, Right Place. The Trust s future service development plans can only be achieved by a well-trained fully engaged and highly committed workforce. 2 Purpose 2.1 Patient care is at the heart of what we do. The workforce strategy is an enabling strategy that will support the modernisation and transformation of the workforce to meet the requirements of the Trust s strategic objectives The context in which the Workforce Strategy is developed reflects; The focus on quality of patient care, set against Patient (and relatives) experiences and changing expectations of healthcare availability and provisions An increasingly competitive market place Working within a challenging financial environment. Transformational change programmes to deliver new healthcare services 2.3 The Workforce Strategy will encompass all workforce related strategies, ensuring a single consistent strategic document for the Trust. 3 Organisational Context 3.1 The strategy of the Trust is to provide long term clinically safe sustainable services to our patients, whilst meeting the national and local performance targets within a challenging financial environment. The Trust will achieve this by moving from a Good organisation, with good staff and a good reputation to a great organisation with great staff and a great reputation. The Trust s aim is to deliver the Right Care at the Right Time in the Right Place. 3.2 The Board of Directors has agreed three strategic value goals; Delivering safe care closer to home A great place to work Cause no harm Workforce Strategy Page: 5 of 27

6 3.3 The Trust Values are in line with the national NHS values Working together for patients Respect and dignity Commitment to quality of care Compassion Improving lives Everyone counts 3.4 The Trust has an established strategic planning, delivery and assurance framework. The framework (below) is designed to enable the Trust to link together the Trust business and vision; Board agenda; Board assurance and risk management; corporate key performance indicators; communications and engagement, together with individual and team plans; objectives and values. Workforce Strategy Page: 6 of 27

7 3.5 Recognising that approximately 75% of our cost base is attributable to staffing, progressive Organisational Development and people management is a vital part of sustaining quality organisational performance. 3.6 Well Led Leadership, management and governance of the organisation assure the delivery of high-quality person-centred care, supports learning and innovation, and promotes an open and fair culture there is a clear vision and a credible strategy to deliver high quality care and promote good outcomes for patients and staff the governance arrangements ensure that responsibilities are clear, quality and performance are regularly considered and risks are identified, understood and managed the leadership and culture within the organisation reflects its vision and values, encourages openness and transparency and promotes delivery of high quality care across teams and pathways the Trust engages, seeks and acts on feedback from people who use the service, the public and staff the Trust strives to continuously learn and improve, supports safe innovation, and ensures the future sustainability and quality of care 4 HR Organisational Context 4.1 A range of essential organisational HR Services are provided to support the Trust s workforce are outlined below. The continued review of these services in the context of this strategy and to improve the delivery of effective, efficient and quality services for our workforce will develop and evolve over the five years of this strategy. HR Hub HR advice and guidance Payroll Occupational Health Workforce Equality & Diversity Workforce Information and planning Education & Training Learning and Development Staff Engagement and Partnership Working Development of HR Policy and Practice Workforce Strategy Page: 7 of 27

8 5 Workforce Overview 5.1 NWAS is the largest ambulance Trust in England, providing emergency and urgent care services across the North West of England together with patient transport services for four of the five counties and 111 services. The footprint of the Trust covers 15,165 square kilometres and it serves a diverse population of 6.8 million. 5.2 At 1 st December 2014 the Trust staffing establishment was headcount of 4992 and wte. 5.3 The Trust operates from 116 locations. In addition the Trust has approximately 2,000 volunteers made up of Community First Responders and Volunteer Car Drivers. 5.4 NWAS handles approximately one million emergency calls, and 2.4 million patient journeys per year. This comprises 20% of national activity for Ambulance Service Trusts. 5.5 The annual expenditure in 2013/14 was million, of which million (72%) was invested in our staff. 6 Healthcare Context The Trust s values pledge is that the care and safety of patients is our first concern and the strategic direction of our workforce needs to take account of the current healthcare context, including: NHS Constitution Francis Inquiry Keogh Report Compassion in Practice 6.1 NHS Constitution Staff Right and Pledges (Context of the Francis Review) The NHS is founded on a common set of principles and values that bind together the communities and people it serves patients and public and the staff who work for it. The NHS Constitution establishes the principles and values of the NHS in England. It sets out rights to which patients, public and staff are entitled, and pledges which the NHS is committed to achieve, together with responsibilities, which the public, patients and staff owe to one another to ensure that the NHS operates fairly and effectively. Workforce Strategy Page: 8 of 27

9 6.1.2 NHS Values Patients, public and staff have helped develop this expression of values that inspire passion in the NHS and that should underpin everything it does. The NHS values provide common ground for co-operation to achieve shared aspirations, at all levels of the NHS and have been adopted by NWAS as their own core values. This work is supported by the translation of these values into behavioural indicators which help to define the values in practice Staff - your rights and NHS pledges to you It is the commitment, professionalism and dedication of staff working for the benefit of the people the NHS serves which really make the difference. High-quality care requires high-quality workplaces, with commissioners and providers aiming to be employers of choice Staff your responsibilities All staff have responsibilities to the public, their patients and colleagues The NHS Constitution was revised following a public consultation by the Department of Health and a new version published on 26 March It incorporates some changes based on the recommendations made in the Francis Report (Report of the Mid Staffordshire NHS Foundation Trust Public Enquiry, chaired by Robert Francis QC). 6.2 Francis Report - Report of the Mid Staffordshire NHS Foundation Trust Public Enquiry, chaired by Robert Francis QC The Francis Report has been very explicit in stating that all levels of the system failed in keeping patients safe at Mid Staffordshire. Accepting this analysis and ensuring that this does not happen again means it becomes incumbent on us all to reflect upon our own priorities, focus, actions and behaviour and to view the recommendations as a set of actions to be owned by us all The 290 recommendations within the report span a whole range of areas. No single one is, on its own, a solution to the concerns highlighted in the report. There is also a risk to think of them purely as actions for individuals or organisations which, if carried out, will mean that we would not see tragedy occur again. This is not the case and we need to keep in the forefront of our minds that it will be our relationships, coupled with process that will deliver sustained success. Workforce Strategy Page: 9 of 27

10 6.2.3 Leadership, management and positive engagement with staff and patients, underpinned by systems and processes which support individuals and organisations with making the right decisions for patients, are what will shape a culture of safety and dignity NWAS s Pledge - The Trust has commenced a review of its organisational practices and has committed to the following pledge The Francis Report Our Pledge Competent and compassionate leadership We will deliver the Right Care for our patients A culture focussed on patients Accountability at every level Quality governance arrangements that assure the quality of care received by our patients 6.3 Transforming urgent and emergency care services in England (Sir Bruce Keogh, National Medical Director of NHS England) Developed after an extensive engagement exercise, this report proposes a new blueprint for local services across the country that aims to make care more responsive and personal for patients, as well as deliver even better clinical outcomes and enhances safety The report advocates a system-wide transformation over the next three to five years, saying this is the only way to create a sustainable solution and ensure future generations can have peace of mind that, when the unexpected happens, the NHS will still provide a rapid, high quality and responsive service free at the point of need With specific focus on the future of 999 ambulances, Sir Bruce says they will be developed so they become mobile urgent treatment services, not just urgent Workforce Strategy Page: 10 of 27

11 transport services. Sir Bruce commented that Paramedics now have the skills and equipment to provide treatments that would only have been done by doctors 10 years ago, whilst, with the support of improved community services, they can safely manage many more people at scene, providing both more options to treat people at home, and to travel further to reach specialist care. There are also opportunities for extending paramedics to assess, prescribe for and manage patients with exacerbations of chronic illnesses, working more closely with GPs and other community health services. 6.4 Compassion in Practice Compassion in Practice (2012), jointly authored by the NHS Commissioning Board and Department of Health, is a strategy that sets out a shared purpose to deliver high quality, compassionate care and to achieve excellent health and wellbeing outcomes The strategy establishes the concept of the 6Cs as six fundamental values across the whole range of health and care settings Care Compassion Competence Communication, Courage Commitment Six areas of action were identified in this strategy as; Helping people to stay independent, maximising well-being and improving health outcomes Working with people to provide a positive experience of care Delivering high quality care and measuring the impact of care Building and strengthening leadership Ensuring we have the right staff, with the right skills, in the right place Supporting positive staff experience Although the Compassion in Practice is a vision and strategy for Nursing, Midwifery and Care Staff, the 6Cs are the business of all health and care staff. 6.5 The principles and aims provided by these strategic frameworks have been embedded in the Workforce Strategy and will inform the delivery of individual aspects of workforce change over the next five years. Workforce Strategy Page: 11 of 27

12 7 Defining the Strategy Trust Vision Good to Great Strategic Aims Right Care, Right, Time Right Place Strategic Goals Finance, Quality, Performance. Delivering Safe Care Closer to Home, A Great Place to Work, Cause No Harm Business Objectives Integrated Business Plan Drivers WORKFORCE VISION NHS Constitution WORKFORCE STRATEGY Patient Centred Care Francis Inquiry Keogh Review Compassion in Practice Regulatory Frameworks Resourcing Health & Wellbeing WORKFORCE STRATEGIC GOALS Equality & Diversity Education & Learning Leadership & Management HR Service Development Workforce Strategy Page: 12 of 27

13 8 Workforce Vision 8.1 The workforce vision centres on the recognition of the line manager s role in effective people management and in developing the motivation, engagement and commitment of staff. 8.2 The Francis report states The NHS and all who work for it must adopt and demonstrate a shared culture in which the patient is the priority in everything done. This requires a common set of core values and standards shared throughout the system and leadership at all levels, committed to and capable of involving staff with those values and standards. 8.3 The Compassion in Practice Vision and Strategy (2012) (section 6.4), makes the following statements, essential to deliver the vision and strategy; For staff to make this vision a reality they need to be in supportive organisational cultures. All the people working in health and care are contributing to the same aims, to provide high quality, compassionate care and treatment, and to achieve the best possible health and wellbeing outcomes for each of the people we care for. To ensure that patients receive good care, we all need to care about our colleagues. If we feel supported and cared about, we are enabled to support and care about our patients Leadership is key. Leaders and managers need to create supportive, caring cultures, within teams, within organisations and in the system as a whole, in the way that organisations relate to each other. Leaders at every level have a responsibility to shape and lead a caring culture. Working in healthcare and in the care sector, caring for vulnerable, sick and dying people, is inherently stressful and emotionally demanding. Time and space is needed for individuals and teams to reflect, to share experiences and seek support and to build emotional resilience. 8.4 A Chartered Institute of Personnel and Development (CIPD) funded black box study of HRM (Understanding the People and Performance Link: Unlocking the black box. CIPD 2003) focussed on 12 UK-based organisations that were either already well known for having sophisticated HR policies and practices in place or had recently embarked on a strategy of doing so. One of the three major findings was that; Having the right HR policies and practices in place was not enough. These have to be brought to life by the line managers with whom staff interact on a day-to-day basis. Effective line management is thus a crucial component of the black box. Unless Workforce Strategy Page: 13 of 27

14 employees respect and are motivated positively by their immediate supervisors, the positive impact that progressive HR policies have will not be realised. (Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003): Understanding the People and Performance Link: Unlocking the black box. London, CIPD.) 8.5 An Organisational Development Resource Document for Local Government, published by the Office of the Deputy Prime Minister, 2005 developed this finding further; In recognising the importance of HR as a strategic partner, it is important not to run away with the idea that HR is solely responsible for effective change management and improvement. The work undertaken by John Purcell from the University of Bath develops the idea that performance outcomes are a result of committed and satisfied employees exercising discretionary behaviour that meets and exceeds the needs of the consumer. The critical factors in his analysis are identified as employees having the necessary abilities, motivation and opportunity (AMO) to participate fully, and managers being able to create the organisational climate in which this can take place The study framework claims that performance (P) (individual, group and organisational) is a function (f) of Ability (A) + Motivation (M) + Opportunity (O) People perform well when: P = f (A, M, O) they are able to do so (they can do the job because they possess the necessary knowledge and skills); they have the motivation to do so and do it well (they will do the job because they are adequately incentivised); and their work environment provides the necessary opportunity to deploy their skills, (with appropriate support and avenues for expression, e.g. functioning technology and the opportunity to be heard when problems occur). Performance in this context can be characterised as outputs (times, numbers, etc.) and outcomes, which could include patient care outcomes, behaviours, values, etc. Workforce Strategy Page: 14 of 27

15 Figure 1: The Bath People and Performance Model Research has shown that line managers are the people who staff trust. It is therefore these managers who have the best chance of motivating staff directly, giving them the opportunity to be involved in change programmes and service development, creating a new climate or culture, etc. Managers are also the ones who should coach, identify skills needs, encourage, and find time for, their staff to participate in development. 8.6 The way that people are treated by an organisation has a major influence on their individual performance. It follows that organisations which manage people well are more likely to enjoy success and to grow than those who do not 8.7 Central to the findings of the black box study is the idea that the extent and nature of discretionary effort on the part of employees is a big difference between organisations that are performing really well and those that are not. In their report the researchers stress that discretionary effort can be exhibited by employees either consciously or unconsciously, and importantly, that it can be withdrawn very easily if trust breaks down Workforce Strategy Page: 15 of 27

16 or when people believe that their employer no longer cares about me, my future or my opinions. 8.8 The annual NHS Staff survey asks 3 questions around staff engagement; Staff ability to contribute towards improvements at work, staff recommendation of the Trust as a place to work or receive treatment and staff motivation to work. In 2013 (the last survey from which data is available) the Trust was above (better than) average at 3.38 compared with other ambulance Trusts at The results from Quarter 1 of the Staff Family & Friends Test were released in July 2014 and were positive with 92% of corporate staff recommending the Trust if their family or friends needed treatment or care. A total of 73% of staff stated they would recommend the Trust as a place to work. Quarter 2 figures show 81% of emergency services and 111 staff recommending the Trust if their family or friends needed treatment or care and 45% of staff positively recommending the Trust as a place to work The CQC inspection carried out in 2014 provided positive evidence of exemplary care being given across the whole Trust and set this in the context of a well led organisation which was clinically focused and had a clear leadership vision. The inspection did however, identify the need to focus on some key areas of workforce development: supervision, communication and engagement with staff improved levels of appraisals and mandatory training 8.11 So, as outlined in 9.1, the workforce vision recognises the criticality of leadership accountability, at senior and line management level, to deliver the embodiment of NWAS values, performance and quality culture through effective people leadership and management. This is turn will drive appropriate discretionary behaviours, leading to improved individual performance which translates into effective collective performance and hence sustained organisational success and quality of patient care The role of the OD Directorate in the workforce vision is to enable leadership accountability through the creation of a best practice framework of policy and practice; through expertise in workforce management and design; effective planning and delivery of a range of transactional services; leadership development and support. Workforce Strategy Page: 16 of 27

17 9 The Workforce Strategy 9.1 As outlined in section 2.3, the Workforce Strategy will encompass all workforce related strategies and is therefore incorporating the following strategies, which will therefore cease to be valid as separate strategies; Equality and Diversity Strategy Leadership, Talent and Management Development Strategy Library and Information Services Strategy Health & Wellbeing Strategy HR & OD Strategy 9.2 From the three strategic value goals identified in 3.2, the following workforce goals have been identified as key elements of the Workforce Strategy Resourcing Health and Wellbeing Equality & Diversity Education & Learning Leadership and Management OD Service Development Although Equality and Diversity is identified as a separate theme; the principles of compliance with statutory requirement, fairness and non-discriminatory practice and the need to develop the potential and value of a diverse workforce must underpin all themes in order to embed practice and deliver the Trust s Values. 9.3 Each of the strategic themes identified above has then been further developed to identify Goal Aims Objectives Success measures 9.4 Appendix 1 provides individual sheets for each of the strategic themes identified in section 9.2 above. By maintaining the strategic themes separately, it will enable effective monitoring of the themes, facilitate any updates that may be required in the life of the strategy and also support annual reviews of progress. Workforce Strategy Page: 17 of 27

18 9.5 As part of the National Library Quality Assurance Framework (LQAF) Trust are required to have a Library Strategy. A single page strategy, which meets the needs of the LQAF, is provided separately in Appendix Delivering the Workforce Strategy 10.1 The core function of the OD Directorate is to facilitate the delivery of a fully engaged workforce, which supports the achievement of the Trust s strategic aims and ultimately meets the needs of patients and the wider community. The Workforce Strategy belongs to the whole organisation and is delivered through the efforts of managers and staff across all parts of the organisation. However, the OD Directorate will lead and coordinate these efforts at the same time as ensuring effective governance in relation to workforce management issues and the delivery of high quality HR services to the wider organisation Delivery of the strategy will be monitored and reviewed through the Trust s performance management framework, including individual appraisal processes. The Workforce and Communities Committee will take the lead in monitoring the delivery of the strategy through annual plans. 11 Responsibilities 11.1 For this strategy to be effective, the need to develop a motivated, engaged and committed workforce must be owned by individuals within the organisation, as well as the organisation as a whole The Board of Directors are required, as the most senior leaders and managers within the organisation, to demonstrate excellence in leadership and management practice and to be appropriate and visible roles models of excellent workforce leadership and management. They are also required to ensure the effective performance of the managers that they are ultimately responsible for, through performance measures that reflect the full range of organisational responsibilities Directors and senior managers are required to demonstrate effective leadership and management of the workforce through appropriate Trust processes and are also required to ensure that managers and leaders within their teams are competent in role and performing to expected standards The Director of Organisational Development is accountable to the Board of Directors for the development and delivery of the Workforce Strategy. Workforce Strategy Page: 18 of 27

19 11.5 The Deputy Director of Organisational Development is responsible for the development, delivery and monitoring of the strategy, providing the necessary assurances to the Board of Directors and the Workforce and Communities Committee 11.6 All managers are required to perform the full range of management and leadership duties expected of their role, to the required standards, to fully engage motivate, and support the workforce. They are required to participate in performance reviews and to undertake learning and development activities appropriate to their role. All managers are required to appraise their own staff and to appropriately support their development. They are also required to identify and support aspiring and potential future managers and leaders All staff are required to abide by the values and principles of the NHS Constitution and the responsibilities set out within this. 12 Consulting on the Workforce Strategy 12.1 A consultation document and presentations were prepared and shared widely across the organisation and asked targeted question about the fitness of the strategy to meet the needs of the organisation The Trust s workforce was invited to take part in the consultation feeding back on the key elements within the strategy. A number of groups within the Trust were directly engaged in the consultation process and these were; Workforce Committee Executive Management Team Service line SMTs PES Level 3 Sector Manager Meetings Policy Group Trade union leads HR Teams OD Directorate Additionally, peer review external to the Trust was invited from the following groups/organisations NW Leadership Academy National Ambulance HR Director Network NW Libraries Unit Workforce Strategy Page: 19 of 27

20 Appendix 1: Workforce Strategic Themes The following pages cover the strategic themes identified Resourcing Health and Wellbeing Workforce Equality & Diversity Education & Learning Leadership and Management OD Service Development Workforce Strategy Page: 20 of 27

21 Workforce Strategy Resourcing Strategy Goal Contribute to organisational redesign processes and resourcing for the organisation the right numbers of high quality staff to deliver changing models of care, increased efficiency of service to meet financial challenges and drive culture change to improve quality Aims To effectively support NWAS to develop and implement robust transformational change management programmes to deliver the Trust objectives in a way which reflects our values and supports staff To develop responsive workforce planning to inform short and long term resourcing plans To support recruiting managers to be accountable for effective and objective recruitment decisions which reflect the needs of the organisation and the values and behaviours necessary to deliver high quality care To ensure that recruitment is responsive and proactive, cost effective and safe. Responsive to emerging needs, changing requirements and the developing skills needs of NWAS whilst also protecting patients from potential risk. To ensure that recruitment is non-discriminatory and that it positively impacts on the diversity of the workforce, using positive action where appropriate To ensure we deliver a high quality experience to applicants which positively promotes NWAS as a good employer What we want to achieve 1. Deliver agreed annual workforce recruitment and training plans, including strategies to tackle hard to recruit groups such as Paramedics 2. Workforce planning competence and modelling is in place to effectively forecast and plan workforce requirements 3. Using best practice to support change management programmes, ensuring the delivery of effective business outcomes, demonstration of NWAS values and ongoing support and development for staff in new roles 4. Maximise the benefits of technology, to improve the efficiency and consistency of recruitment and improving candidate experience. 5. Continuous review of selection and assessment methods, incorporating ongoing developments around values based recruitment, to ensure methods are fit for purpose and deliver the highest quality of recruits. 6. Proactive monitoring and evaluation of recruitment processes, to ensure a cycle of continuous improvement, including the development of KPIs. 7. Improved competence, confidence and accountability of recruiting managers, through improved process guidance and training. 8. A positive impact on the diversity of the workforce, through the elimination of barriers, ensuring equality of access and where appropriate, the use of positive action. How we will measure success 1. Annual feedback from applicants and internal stakeholders shows an improvement in experience measured through survey feedback and levels of complaints 2. Delivery of agreed annual workforce plan targets 3. Development and delivery of agreed KPIs KPIs to be established by December 2015 with subsequent annual improvement in delivery 4. All recruiting managers completed relevant training and are assessed as competent to meet the requirements of changing methods of recruitment 5. Tracking of new recruits indicates good quality performance and retention baseline data to be established for recruitment and assessed annually 6. Year on year improved diversity indicators 7. Successful and timely delivery of approved restructuring programmes Workforce Strategy Page: 21 of 27

22 Goal To ensure staff are healthy, well and at work. Workforce Strategy Health & Wellbeing Strategy Aims All policies and procedures concerning absence and Health and Wellbeing are communicated clearly to all employees. To support managers in the fair and consistent application of policies and procedures associated with absence and Health and Wellbeing To proactively use absence data to indicate where further action may be needed To embed a health promotion programme to meet the particular needs of a service To Embed the importance of Health and Wellbeing in the Trust s induction and appraisal processes What we want to achieve 1. Provide differentiated support and opportunities for staff to maintain their health and wellbeing and safety in line with the NHS Constitution through the development of annual plans. 2. Board level leadership of Health and Wellbeing 3. Reduction in absence rates throughout the Trust 4. Proactive actions to tackle the root causes of absence 5. A suite of HR Policies and Procedures that actively support improved attendance levels 6. Maintenance of effective partnership working with staff side colleagues to support attendance 7. A proactive Occupational Health Service designed to meet the needs of our workforce 8. Undertake an organisational risk assessment and implement learning from this. 9. To retain the Investors in People (IiP) award and the IiP Health and Wellbeing Good Practice Award. How we will measure 1. NHS Staff survey results in relation to staff satisfaction, morale and attendance 2. Friends and Family test 3. Analysis of absence data by sector, service line and monthly reports. 4. Comparison of absence rates with other ambulance services of a comparable size 5. Measuring actions against targeted attendance improvement plans. 6. Reduction in cost of absence measured through the Trust s overtime expenditure and costs against the Occupational Health contract. 7. Implementation of Health and Wellbeing Initiatives in accordance with annual plans. 8. Retention of the Investors in People (IiP) award and the IiP Health and Wellbeing Good Practice Award. Workforce Strategy Page: 22 of 27

23 Workforce Strategy Workforce Equality & Diversity Strategy Goal Develop best practice in promoting Equality & Diversity throughout the workforce and develop the capability of staff and managers to respond appropriately to diversity issues related to workforce and patient experience. Aims The requirements of public sector organisations in respect of equality and diversity are enshrined in the Equality Act and the subsequent regulations outlining the public sector equality duty. However, for NWAS, equality and diversity is fundamentally about quality of care and is intrinsic to the delivery of the strategic aims of the Trust. For staff to be motivated and able to deliver high quality care means ensuring that they embody the values of the NHS; that they are able to work in an environment free from discrimination; with access to opportunities to fulfil their potential and trained to be confident and competent to deliver care in a culturally competent way. That managers are empowered to manage and motivate staff in a context which celebrates diversity and which nurtures an environment free from discrimination The principles of equality, which are enshrined in the NHS values, underpin strategic and operational decision-making and inform business planning and how each directorate develops and delivers its services. What we want to achieve 1. Transition the organisation to EDS2 (Equality Delivery System) refreshing and building organisational understanding 2. Undertake full EDS assessment 3. Use the EDS framework as a tool to improve Equality & Diversity performance 4. Monitor progress of equality objectives, reviewing and updating as required 5. Continually refresh and improve Equality & Diversity guidance and resources, reviewing best evidence practice 6. Review the organisational approach to the management and delivery of Equality & Diversity ensuring that E&D leadership is embedded in directorates 7. Develop Board level leadership of Equality & Diversity 8. Embed leadership and understanding of Equality & Diversity throughout the organisation 9. Improve representation from diverse groups at all levels within the workforce 10. Meet all statutory requirements How we will measure 1. EDS2 workforce outcomes develop year on year through the grading system; Undeveloped Developing Achieving Exceling 2. Improvements in the diversity of the workforce. 3. Staff survey outcomes Workforce Strategy Page: 23 of 27

24 Workforce Strategy Education and Learning Strategy Goal High Performing, competent, safe, quality workforce able to do the job and displaying the right values and behaviours Aims To ensure that education and learning is informed by patient and learner needs but with a focus on organisational requirements and that learning plans and priorities are relevant to current and future organisation and workforce needs To ensure that our workforce are capable of undertaking their role in a safe and effective manner and that all staff undertake statutory, mandatory and induction training necessary to carry out their role To ensure that all staff have access to education, training and development that is fit for purpose and relevant to their requirements and the needs of the service using methods that meet their needs at times that are suitable for them What we want to achieve 1. Accountability at every level 2. To ensure that all staff have a quality appraisal review 3. Implement a Performance Appraisal process linked to values and behaviours 4. An induction process, based on best practice and which is fit for purpose and will meet current and future requirements 5. Mandatory training programmes which are responsive, maximise the use of flexible learning methods and, which are appropriate, fit for purpose and deliverable for the respective staff groups. 6. Single annual education & training plan to effectively manage and allocate funding ensuring staff have access to opportunities to maintain skills and knowledge required of their role and their Continuous Professional Development (CPD) 7. Continuous review and development of learning activities and the provision of learning using a range of methods e.g. E-learning, self-managed learning, workshops, action learning, etc. 8. To ensure that staff are confident and competent to deliver appropriate services to diverse communities and staff groups 9. Develop the frameworks (competencies and behavioural) to effectively identify and manage talent throughout the organisation. 10. To develop an effective education governance process to ensure that all learning meets service and workforce requirements, equality of access and value for money 11. To effectively manage the impact of the implementation of the PEEP recommendations How we will measure success 1. Staff have a current appraisal (in the last 12 months). 2. Staff complete the mandatory training programme relevant for their role. 3. All new starters successfully complete the induction process within three months of commencement of their employment 4. An annual education and learning plan is in place with clear links to organisational objectives, service improvement and patient outcomes. The plan is based upon formal training needs analysis for all levels of staff/staff groups. 5. There is a set of organisation-wide clinical and educational standards and monitoring systems in place to ensure high quality learning. 6. All education & training activities are effectively evaluated to ensure that they are meeting service and workforce requirements, equality of access and value for money 7. Improved morale and better team working demonstrated through staff survey results 8. Compliance with legislative and regulatory requirements with successful outcomes from both external and internal assessments and audits. 9. Retained Investors in People (IiP) award Workforce Strategy Page: 24 of 27

25 Workforce Strategy Leadership and Management Strategy Goal Enabling our managers to create positive environments, which support and motivate staff to work in culturally competent ways. This will be achieved through the development of a diverse range of leadership styles, skills, values and behaviours. Aims To be an organisation recognised by our workforce, patients and the public for our excellence in leadership and people management To develop competent and capable leaders to manage effectively and efficiently in order to provide an excellent service to patients, achieve the aims of the organisation and demonstrate the NWAS values To ensure that managers are culturally competent and can create an environment which values and promotes diversity in the delivery of care To ensure that all new managers / team leaders have access to a comprehensive induction programme to develop their skills, knowledge and behaviours as a manager What we want to achieve 1. An NWAS framework of leadership and management competencies, values and behavioural indicators. 2. Continuous review and development of the CMI accredited management development programmes, with delivery relevant to the appropriate level of management 3. To support new managers through their first 12 months in role with an accredited management induction programme based on a core set of management skills, knowledge, values and behaviours 4. To develop a portfolio of learning activities that will support the development of key management and leadership skills for existing and aspiring managers 5. To continue to support senior managers and leaders through external development programmes in partnership with the NHS and North West Leadership Academy and Higher Education providers 6. Improve the skills and knowledge of leaders/managers to support diversity in the workplace and ensure confidence and competence to deliver appropriate services to diverse communities 7. To develop an internal coaching framework based on international best practice 8. Evaluate barriers to progression and any support mechanisms required. 9. Develop coaching and mentoring as tools to support positive action. 10. To review and refresh the processes through which we engage with staff and work in partnership with their representatives 11. To develop leaders with the understanding and confidence to support the Health & Wellbeing of staff effectively How we will measure success 1. Feedback from the annual staff survey to show a year on year improvement in staff perception of the quality of management and leadership 2. All new managers / supervisors successfully completing the CMI programme and attaining the relevant level of qualification 3. Managers and leaders completing the CMI programmes and attaining the relevant level of qualification 4. Evaluation of all management and leadership programmes and workshops demonstrating value added 5. Improvements through the Equality Delivery System assessment process Workforce Strategy Page: 25 of 27

26 Workforce Strategy OD Service Development Strategy Goal Develop leading practice and engage differently with managers and the workforce to maximise the benefits of intervention and enable managers to deliver effectively in a complex environment Aims To ensure accessibility of information and services for staff and managers to ensure that the policies of the Trust are transparent and easily understood To deliver best value through effective use of technology and most appropriate use of resources within the HR team To provide customer focused, right first time services, with effective processes to obtain feedback on services To develop HR skills to provide the appropriate interventions which enhance the business To further develop the principles of the Ulrich model approach to HR service delivery To learn and respond to changing demands for information and advice driven through internal or external change Objectives Success Measures To establish the HR Hub as the first point of contact for information and advice To review and rationalise all transactional processes and administrative functions to ensure efficiency and customer focus are maximised To maximise the use of existing and new technology to enhance service offering and efficiency To improve levels of management information to support decision making To review policies and procedures and associated information to ensure accessibility and ease of use for managers and staff via the HR portal To continue to develop and enhance HR skills To maximise the use of external contracts to ensure best value and high levels of customer focus To coach and support the ongoing development of managers To maximise the benefits realisation from ESR 1. The principle measures of success: Positive customer feedback from changes Reduced complaints Reduced cost base 2. Increased HR Portal Usage 3. Improved scores of ESR Healthcheck 4. Levels of HR training and evaluation of impact 5. Establishment of KPIs and increased performance Workforce Strategy Page: 26 of 27

27 Appendix 2: Library & Knowledge Services Strategy Introduction NHS Executive Guideline HSG(97)47 set an action on all Trusts to have a library and knowledge strategy covering all staff groups in place by Autumn This guidance has been superseded in the intervening years and is now covered by the NHS Library Quality Assurance Framework (LQAF). NWAS Library & Knowledge Service [NWAS LKS] was created in March 2009: it is a virtual service delivered via , mobile phone, internet/web and social networking; the Outreach Librarian travels to service points or to meet users at their place of work. Aims To provide high quality information, support and advice at the right time, in an accessible form and an appropriate location to support NWAS staff in delivering quality services and quality care to patients; ensuring clinicians remain up to date with current knowledge and for supporting CPD. The Strategy is divided into seven aspects of delivering the NWAS LKS service. These describe how the service is delivered, what is delivered and how the library service works with partners and users. What we want to achieve 1. Accessible & Innovative - To provide services that are available where users are, and at a time that they want to use them through innovative use of technology. 2. Quality First - To deliver a quality of service to staff that can be demonstrated to reach national, regional and locally derived quality standards. 3. Library & Knowledge Services - To deliver a full range of library and knowledge services to NWAS NHS Trust Staff, this includes services and support to NWAS staff who are also researchers and learners.. 4. Knowledge Management: - To provide timely information that informs clinical decision making, policy making enables organisational learning and improves organisational performance and health outcomes. 5. Information Literacy and Critical Appraisal - Information literacy and critical appraisal are key work skills and NWAS LKS will encourage and support staff in acquiring and/or improving these skills. 6. Partnership - To enhance the quality, delivery and impact of services by working in partnership with national, regional and organisations in the health library sector. 7. Communicating with Users - To take a strategic approach to communicating with users to ensure awareness of NWAS LKS across NWAS. How we will measure success 1. To achieve the median score or above for all North West Libraries, in the annual Library Quality Assurance Framework (LQAF) assessment. 2. Increase the numbers of new users of Library & Knowledge Services by 25%, using OpenAthens (formerly NHS Athens) registrations as the measure. 3. NWAS LKS will respond to enquiries in person, via phone or within two days; 95% of the time. 4. NWAS LKS will supply any document (Inter-Library Loans) within two days or contact to explain any delay; 95% of the time. Note: The NHS Library Quality Assurance Framework (LQAF) requires NHS Trusts to have a Library strategy in place. Workforce Strategy Page: 27 of 27