GD@QÇNEÇGDBNLLSMHÇV !MDUBDKKDMÇ DLOKNVDQ @ÇÇGD … · t hem t o meet organisat ional demand. We will recruit t o vacant We will recruit t o vacant post s and use workf orce

Excellent care at the heart of the community

Workforce strategy 2017 - 2020

An excellent employer at the heart of the community

ContentsIntroduction ............................................... 3

Vision, values and goals ........................... 4

Workforce vision ....................................... 6

Workforce priorities .................................. 7

Delivering the strategy ............................. 15

Risks ........................................................ 16

Associated strategies ............................... 17

page 2

Introduction

Our workforce strategy describes how we will create the

workforce we need to deliver our vision of 'excellent care

at the heart of the community'.

It sets out our strategic workforce 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 workforce and the needs of our patients are changing

and so is the way we deliver care. Shortages of clinical

staff nationally, an older workforce, and changes to

education pathways means our workforce 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.

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

vision, values and goalsThe 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

Achieving Ambitions I Delivering Excellence

Compassionate Care I Working Together

ValuesExcellent care at

the heart of the

community

Vision

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

Goals

The 'heart' of everything we do

page 5 3

Workforce vision

We are proud of the care we provide our patients, and our

role in the health and care system.

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.

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 workforce indicators to

measure our performance against targets and celebrate

success.

...an employer of choice for clinicians and support staff...

page 6 3

Our strategic priorities reflect our organisational objectives for workforce 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.

Workforce priorities

wellbeing culture leadership

recruitment & retention

temporary workforce

workforce transformation

page 7


temporary workforce

workforce transformationwellbeing culture leadership

We will continue to reduce sickness absence due to

Musculoskeletal (MSK) or mental health and improve staff

attendance.Wellbeing

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

This will be achieved by:

page 7


temporary workforce


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.


Culture

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


temporary workforce


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.


Leadership

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


temporary workforce


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 workforce planning and skill-mix methods to

deliver the care model described in our Clinical Care strategy.


Recruitment & retention

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 workforce 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 workforce


temporary workforce


We will continue to reduce agency usage

and spend and increase the use of Bank

workers to fill temporary staffing gaps.


Temporary workforce

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 workforce 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


temporary workforce


We will transform our workforce so that it can

continue to be responsive to the needs of our

patients now and in the future as demand

and complexity increase.


Workforce transformation

Increasing the number of staff who are doing apprenticeships

Developing the nursing associate, therapy associate and advanced practitioner roles

Developing the workforce and succession planning process

Implementing 24/7 services where appropriate

Transforming our workforce in our responsive services, our children services, and our community bedded units; by

increasing our unregistered therapy workforce; 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

Delivering this strategyThe six strategic priorities will be delivered through four delivery

groups:

The Recruitment & Retention group will deliver the

recruitment and retention and the temporary workforce priorities

The Developing our Talent group will deliver the leadership

and workforce 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 workforce 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.

Perfor

manc

eDel

ivery

Assura

nce

Executive Committee

Quality Committee

Workforce Committee

Recruitment & Retention

Group

Health & Wellbeing

Group

Developing Talent Group

Equality & Diversity

Group

Governance structure

page 15

Risks to delivering this strategyThe delivery of the Workforce Strategy is dependent on

the appropriate planning of future workforce needs and

supply. The greatest risks in delivering the strategy

therefore are:

Recruitment & Retention

Group

We do not attract and retain sufficient

numbers of staff to deliver services

We do not develop and train our

workforce 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

page 16

The risks will be continually reviewed and mitigations put

in place to ensure that this strategy can be delivered.

Associated documents and strategiesClinical 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

Excellent care at the heart of the community

GD@QÇNEÇGDBNLLSMHÇV !MDUBDKKDMÇ DLOKNVDQ @ÇÇGD … · t hem t o meet organisat ional demand. We will recruit t o vacant We will recruit t o vacant post s and use workf orce

Documents