MSE group interim people plan 2019/20 (September 2019 to … · 2019. 11. 11. · Contents 3...

MSE group interim people plan 2019/20

(September 2019 to September 2020)Mid Essex Hospital Services NHS Trust

Southend University Hospital Services NHS Trust Basildon and Thurrock University Hospitals NHS Trust

Contents3 foreword 4 people plan themes

delivering 21st century care5 merger and reconfiguration

6 leading change

7 nurturing a new shared identity

8 improving performance

5 improving the leadership culture

resourcing10 Tackling our challenges

11 Tackling the nursing challenge

12 A new operating model for workforce

best place to work13 Staff engagement

14 communication, employee voice and partnership working;

15 Diversity, inclusion and compassionate culture;

16 Bullying and harassment

17 Staff experience, recognition and reward

18 Health and wellbeing

20 interim plan actions24 developing the 5 year strategy

2

forewordIn January 2019, the NHS published its Long Term Plan, setting out an

ambitious 10-year vision for the NHS. The plan introduced a new service

model, one that was committed to taking more action on prevention and

health inequalities, and improving quality of care and health outcomes

across all major health conditions, optimising the use of technology to

transform services, and making the most of taxpayers’ investment.

Recognising that the delivery of the Long Term Plan depended on the

capacity, capability, deployment and engagement of the NHS workforce,

the NHS published its interim People Plan in June 2019 which sought to

establish how the NHS would ensure that its most valuable asset – the

workforce – would be supported to deliver on the promises set out of the

Long Term Plan.

As these plans define the national direction of travel we must make sure that

our own strategies align with them in order that we can make good on these

national promises for our local population and our staff.

Our workforce plan, like the NHS people plan, is an interim plan intended to

focus our attention on those workforce related activities that enable us to

deliver the best possible care to our patients at the same time as we progress

at pace with the merger of our three hospitals and undertake a significant

programme of clinical reconfiguration.

During this period of transformational change, we must:-

• focus on the delivery of 21st century care through the successful

management of our merger and clinical reconfiguration programmes,

taking this opportunity to create a new identify and a leadership culture

that fosters innovation and improvement.

engage in activities that enable us to make MSE the best possible place to work,

providing a healthy, inclusive and compassionate working environment where

staff feel engaged and able to progress their own personal development and

build interesting and rewarding careers.

take urgent action to tackle our workforce shortages in key professions whilst at

the same time looking ahead to developing a new operating model for our future

workforce.

Our interim people plan, draws together the approaches we require to attract,

retain, support, nurture, engage and reward our people in order to meet these

challenges and it begins to shape the future pathway towards ensuring that we have

a workforce that can deliver the NHS Long Term Plan.

We are committed to progressing in these areas, all of which align to the national

plans and our future direction of travel whilst at the same time keeping our

immediate local priorities in sharp focus.

We will build on this work to develop a comprehensive 5 year workforce strategy that

describes the culture and the model of leadership that we want for our newly

merged organisation and will clearly set out our plans to work with the best in our

industry to deliver 21st century patient care and develop first class workforce

solutions.

We look forward to working with all our people and their representatives, keeping

them engaged and feeling valued as we continue our journey to merger and

beyond, becoming an employer of choice for a supported, engaged and high

performing workforce.

Clare Panniker, Chief Executive

3

people plan- themes

4

This interim plan starts to lay down the foundations for what we know will be a challenging journey to successfully implement our merger and clinical reconfiguration whilst at the same time driving forward improvements to reduce our vacancies and improve those things that detrimentally impact on staff health and wellbeing, morale and engagement and lead to high levels of turnover. Our work will align to the NHS interim people plan and will fall into the following 4 themes:-

1. Delivering 21st Century Care Successfully leading and managing our

merger and clinical reconfiguration programmes

Creating a new identify Improving performance

2. Improving our leadership culture• Through a range of programmes and being

clear on our values & behaviours framework

3. Resourcing Tackling the nursing challenge A new operating model for workforce

4. Best Possible Place to Work Staff engagement Communications, employee voice

and partnership working Diversity, inclusion and

compassionate culture Tackling bullying and harassment Staff experience, recognition and

reward Health and wellbeing

reconfiguring clinical support services to support new ways of working

enhancing front door services

This will not only be about redesigning clinical services but also radically rethinking and redesigning our corporate and clinical support services, including our patient interface and service support activities as well as our physical and technological assets to deliver value and become a commercially astute, partnership focused organisation.

These transformational changes have

already commenced and will be ongoing

for the next 3 to 5 years.

delivering 21st century care – merger and reconfiguration

5

Our three hospitals are merging in order to deliver long term sustainability and high quality care to the population. As we count down to the merger we will take our workforce on a journey that will focus on :-• Improving urgent and emergency care;• Protecting planned care;• Maximising efficiencies through the

harmonisation of administrative and support functions;

• Making the most of expert clinicians and close gaps in clinical staffing

These four areas are significant pieces of work,

all of which require a committed, engaged

and skilled workforce.

In addition to our merger programme we will

continue with our planned clinical service

transformation which focuses on :-

Consolidating specialist services

delivering 21st century care – leading change

MSE is going through considerable change with its merger and

reconfiguration programmes. We recognise the scale of the change and

that it may lead to feelings of uncertainty for employees. With this in mind,

the key priorities are to:

Support staff through change – keeping them informed, enabling them

to have a voice in the process, listening and actively responding to

their feedback;

Ensure that there is no adverse impact to service provision and level of

care delivered to patients.

Engage with staff representatives - fully utilising the relationships we

have developed to ensure that they are well informed and able to

contribute and work in partnership with us to support their members

through the changes;

6

Our Priorities for Action

The formation of the MSE group presented a real

opportunity to define ourselves as the leading employer

in the region for the delivery of 21st century care.

We know our staff take a lot of pride in working for the

NHS, the history of our hospitals, their respective

departments, team work, serving the local community,

or being a clinical professional delivering patient care.

These are the things that we want our identity to

reflect, both internally and externally.

June 2019 saw the launch of our transitional identity, as

Mid and South Essex Hospitals, which really helps our

workforce to feel part of the wider group, working with

the following in mind:

We are stronger together

One team, providing excellent care for our

patients

The countdown has started

More support for staff, a stronger financial position

and excellent outcomes for patients

Building on these will be key to defining who we are and

what our desired identity should be in April 2020 and beyond.

In formulating and nurturing a new identity we need to

understand and refine our organisational culture, embed

quality in what we do and ensure that our improved

outcomes meet CQC standards.

The following commitments were shared with staff in June

2019:

1. More clinical and corporate service teams will start

working together as single teams

2. A new joint magazine will be launched in the autumn

3. Staff will receive more frequent updates about the

changes happening with our clinical and support

services

4. We’ll start to refresh our website and intranets

5. We’ll start to develop a shared set of values

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High Level Actions

Undertake a Group wide cultural audit to

baseline current leadership culture both stated and lived.

To include, utilising the NHSI Culture Audit tool.

Deliver “Our Change Story”

To include, development of the compelling

narrative of "Our Change" that will support

the creation of a social movement.

Embed our change & transformation story in

all appropriate interventions to create a

common thread.

Embed Quality Improvement as a key element

of the Group Identity.

Proceed with a refresh of our Quality

Improvement Strategy and ensure it is

aligned with our operating model and

clinical leadership.

delivering 21st century care - nurturing a new shared identity

Our vision for the group is to create an

entire system of excellence by ensuring

that our working practices help us deliver

a high quality of care in an efficient

manner.

Identifying, developing, nurturing &

accelerating our talent and staff capacity

will be key to delivering our vision of

‘delivering excellence in local and

specialist services’’ while providing a

‘vibrant place for staff to develop,

innovate and build careers’ .

Our model of staff development is built

around developing effective people who

can enable and support the building of

high performing teams within an effective

organisation.

Investing in the development of systems

leadership, improvement skills,

compassionate leadership skills and talent

management are key to success.

There is a direct connection between these

actions and those of the nurturing a new

identity theme.

High Level Actions

Design, develop and deploy a Leadership

plan for the Group.

We will develop leaders at all levels and

specialities ranging from aspirational to Very

Senior though a composite plan that utilises

interventions ranging from online

performance support to in-house

programmes, Degree Level Apprenticeships

and coaching. Programmes will be mapped

to the developing people improving care

framework and desired values and

behaviours.

Deploy a modern appraisal system across the

Group - "Conversations with a purpose“

We will modernise and strengthen our

appraisal and PDP process through a group

wide approach. Ensuring that PDPs are

properly fed into training needs analyses to

up skill staff where needed.

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Build a Talent Management Framework that

enables us to plan and develop our

workforce, identifying talent pipelines through

effective succession planning.

We will identify and develop a pipeline of

people for management, leadership and key

technical roles through the group wide

modern appraisal process and talent

conversations, which will have strong links to

our set values and behaviours.

The process will cover succession planning,

promotions, matrix career pathways and will

be used as one of the means of selection into

our various leadership programmes.

In addition we need to:

Build a more adaptable workforce

Develop Multidisciplinary healthcare

teams

Strive for more advanced clinical practice

Offer more flexible working and careers

Widen routes into NHS careers

Enable scientific and technological

developments

delivering 21st century care - improving performance


A large factor for a successful organisation is the

organisation’s culture. Organisational culture’ refers

to the shared characteristics among people within

the same organisation and healthcare organisations

are best viewed as comprising multiple subcultures.

Innovation and improvement are key priorities for

MSE. The aim across the Group is to create a culture

and super-ordinate group identity that fosters

innovation and improvement, building on the best of

each organisation.

Research suggests cultures that enable innovation

and improvement at scale, risk-taking and

experimentation differ from traditional top-down,

command-and-control, strategic planning and safety

cultures built on assurance, consistency and rigour

commonly seen in the NHS. A growing body of

evidence now links cultures to operational

investment, mortality, engagement and

performance.

It is well recognised that culturally the three

organisations are quite different in their approach to

leadership, governance and the provision of services

although share similar values.

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improving the leadership culture

Organisational culture can be changed. However, this is

not simple: it involves re-moulding values, beliefs and

behaviour, and it's a major change management

challenge.

The first step is to understand norms and expectations

across the Group and establish a strategy to realise the

new organisation's objectives. This work has started and will

continue throughout the tenure of this interim plan and our

full people strategy with a view to implementation over the

next 3- 5 years.

Every interaction by every leader, every day, shapes

organisational culture. Evidence suggests to foster

compassion, innovation and improvement requires leaders

at all levels to practice:

•role modelling enabling, positive behaviours to create

psychological safety

•self-reflection, innovative thinking and the leadership that

supports it, in other words thinking creatively and putting

new ideas into practice

• holding compassionate leadership or coaching

conversations that build autonomy, capacity and

capability

•collaborating and knowledge-sharing in teams, networks

and social movements

•providing clear direction, removing barriers, allocating

time and resources, creating space for

experimentation, revising performance management

systems and growing talent.

The MSE culture plan includes a top down and bottom

up approach, led by the Board to embed these

principles:

• Substantial investment to create an OD

infrastructure, new roles and OD oversight group

• Cultural due diligence

• Staff engagement at all levels

• Agreement to a new MSE group mission, values and

behaviours

• Creation of an internal coaching resource

• A range of leadership development offers

• Piloting a targeted talent Management process

• Team development of clinical and corporate teams

• Reinforcement of values and enabling behaviours at

induction and appraisal

• Education and training including enhanced e-

learning

resourcing – tackling our challenges

10

It is through our workforce that we will achieve our objective to deliver high quality care to our population and to meet the demands of the Long Term plan. We must therefore tackle our long standing resourcing challenges and improve our ability to recruit, retain and engage a high quality, motivated and engaged workforce.

Over the next six months we will focus on:-

Tackling our vacancies;

Maximising the opportunities arising from our merger; Utilising size to leverage closer working relationship with HEE and LWAB on sector initiatives

Address the nursing gap by maximising the use of the Apprenticeship Levy to train HCAs to become registered nurses.

Vacancy FactorGroup–wide we have 2191 vacancies (15%) of which 879 (20%) are registered nursing vacancies and 277 (14%) (277wte) are medical vacancies and 90 (11%) are Therapist vacancies.

TurnoverThe group-wide turnover rate is 14% (Scientific & Tech -18%, AHPs -16%, HCS- 16% and registered nurses - 13%)

Temporary staffing spendAgency use as a percentage of total pay spend is 7%.

AbsenceSickness absence level of 4.08% average.NB: Figures at Sept 2019

Engage in clinically focussed recruitment campaigns - creating a strong recruitment brand/package that involves clinicians taking more ownership of recruitment in order to better appeal to the applicant market and to move away from a generic approach to innovative models of recruitment.

Widen our talent pool by creating an employee referral scheme.

Develop options for staff to design their own rotations

Explore opportunities for strategic partnerships with universities both in the UK and internationally

Creatively and proactively use of workforce data, benchmarking and trend information to prepare for the future.

Create centres of excellence around which clear career pathways for different staff groups can be formed that attract not only newly qualified graduates but also staff from other areas who seek career progression.

Offering more flexibility within roles for staff in various stages of careers while also appealing to the needs of different generational groups. We know from the data this is a significant reason why staff leave our organisation

Fully follow the NHS Improvement retention programme across the group

We will Retain

300 Nurses per year

The group model and forthcoming

merger presents an opportunity to

harness economies of scale in

recruitment and to take advantage of

being more attractive to skilled workers

as a large employer.

Nationally we are aware that the

increase in demand for health services

will require a growth in the clinical

workforce by 190,000 by 2027 (HEE) which

can only come from new graduates, staff

returning to practice, or recruitment from

overseas.

In nursing, the largest staff group in the

NHS, our workforce numbers suggests

there are insufficient numbers of student

nurses to replace those retiring and to

counter the effect of an ageing nursing

population (RCN, 2015).

To address this, the NHS has confirmed:

An increase in HEE nursing

commissions by over 15% in the last 3

years

a further 25% increase in student nurse

places from 2018.

25% increase in medical school places

from 2018/19 .

Attracting new graduates and existing

staff into Essex and retaining them is a

bigger issue for us locally than other Trusts

in different locations due to the proximity

to London and the appeal of working in

London Trusts.

With demand increasing year on year and

current overall vacancies at 15% (20% in

nursing) it is very clear that forecast supply

will not meet demand.

In addition to high levels of nursing

vacancies, we have a high number of

medical (14%) and therapy vacancies

(11%).

Recruitment of overseas nurses remains an

integral part of our plan as is encouraging

staff to return to practice and returning

after retirement.

We will also work to retain the staff that we

currently have and those we hope to

recruit in the future. Development is one of

the top enablers of retention.

High Level Actions

Partner to co-develop career pathways

from school to Boards for all staff.

To include, pathways for pre and post-

registration nursing and midwifery,

including apprenticeships

Pathways for all other staff groups

according to priorities.

Create career development maps that

align to career pathways. Recognising

that fewer people will follow linear /

sequential career paths, staff need to

have access to a range of opportunities

and routes to travel from school to board.

To include, development of career

maps for all staff groups according to

priorities.

Ensure the provision of a portfolio of

development opportunities for all staff

groups.

To include, promoting careers advisory

services.

Designing effective underpinning

systems & policies e.g. study leave

policy.

8

resourcing - tackling the nursing challenge

11


resourcing - a new operating model for workforce

The rising demand in healthcare across Mid

and South Essex and the financial

overspend means the current forms of

service delivery are unsustainable hence

the need to consolidate and redesign

pathways to release efficiency savings

which is the basis for the entire clinical and

corporate service transformation piece.

We need a proactive workforce modelling

approach. One which truly reflects our

clinical transformation targets and

strategies while also developing capacity

and capabilities within clinical teams

especially.

We need to create new roles that will open

recruitment avenues for new staff offering

them a diverse range of career pathways

that they can easily move across to

diversify their practice should they wish to.

We will develop roles that provide

‘opportunities for secondments, shadowing

and job swap shops’ which can address

workforce issues such as recruitment, skills

gap issues and retention.

While doing this we will Identify and build

relationships with key partners across the

health, social care and independent

sectors to enable wider workforce

planning across the health and social

care workforce and across integrated

teams. This will result continuous and

revised pathways which in turn impacts on

the workforce.

It also requires that we understand the

various new models of care and the

workface implications and are able to

offer solutions where these are lacking

and so, within the lifetime of this plan, we

will build our knowledge and prepare

such that over the next 5 years we are in a

position to:-

Embed workforce modelling and planning in service transformation – such that we

are able to anticipate and respond

appropriately to changing demand,

translating this knowledge into effective

recruitment and learning and

development plans.

Invest in new roles - engaging with and

drawing on national workforce

programmes and initiatives that offer

alternative roles substitutions.

We will explore the use of Physician

Associates, Surgical Care Practitioners and

Advanced Nurse Practitioners to reduce

pressure on the clinical workforce.

In line with national and sector strategies

and using the Apprenticeship model , we

will continue our work with training

providers to deliver nurse apprenticeships

through a step on step off process

allowing staff to become nurse

practitioners and to move on with careers.

This will incorporate the Assistant

Practitioner programme and

consideration will be given to developing

the role of the Nursing Associate.

12


We are committed to ensuring

compliance with National initiatives

around KPI reporting, including

additional metrics cited in the NHS

Interim People Plan, we will ensure we

benchmark against other Trusts,

reflecting on best practice but

adopting a creative approach to

improvement to suit the MSE Group.

The findings of the culture audit and

the plans for developing our culture

specified in “nurturing a new identity”

will also further inform our approach to

improving staff engagement across the

group and indicate where specific

actions need to be taken.

We will develop an employee

engagement plan across the Group

that threads through many of the other

themes in this plan notably our

ambition to change our culture and

make our part of the NHS the best

place to work.

Staff engagement is the single most

powerful predictor of patient satisfaction, care quality and patient

mortality in acute care (Kings Fund

2017). Highly engaged staff are better

committed to the organisation and to

their roles, they experience less sickness

and turnover rates reduce. In addition

a shift in the NHS Staff Survey staff

engagement score scale upwards of

0.12 would result in a £1.7m saving in bank and agency spend. This would

represent a potential annual saving of

£5.2m across our hospital Group.

Staff engagement scores from the

National Staff Survey in 2018 range

from 6.8-7.0 across our 3 Trusts. The NHS

Acute Trust Average is 7.0 so although

our scores have risen in some areas

compared with survey results in 2017;

we know that we need to improve

staff engagement across the Group

this year.

6

best place to work - staff engagement

In order to achieve this we have

identified 5 high level actions:-

High Level Actions

1. Improving the communication, the

employee voice and partnership

working;

2. Creating an inclusive, engaging

and compassionate culture,

3. Tackling bullying and harassment

4. Improving staff experience,

recognition and reward

5. Supporting development and

facilitating fulfilling careers.

13

We will give our staff the opportunities to engage with us

and we will listen to them and their representatives and

ensure they feel they have a voice, control and influence

within their workplace.

We will:

Include facilitation of listening events to deepen

understanding of staff survey results.

Implement collaboration spaces for all

Implement interactive onboarding experiences that

prepare for life at our Trusts

Encourage speaking up at all levels: start Big

Conversations, embed MSE Schwarz Rounds

Facilitate greater collaboration and utilisation of the

Freedom To Speak Up Guardians with reflection on past

cases and plans of action around problem areas.

best place to work - communication, employee voice and

partnership working

Deliver an our action plan for visible, compassionate

leadership

Measure progress via our Pulse survey and Friends &

Family Test

Working closely with our staff side partners, collectively

and collaboratively, creating a joint mechanism to

engage them in our work, through this plan, to improve

the work experience of our staff;

For our newly merged orgnisation, establish formal and

informal mechanisms with our staff side partners to

engage and involve them in the work we are doing and

to create a collaborative space for us to discuss, consult

and negotiate on matters relating to staff;

14

best place to work - diversity, inclusion and compassionate

culture

We will create a healthy, inclusive and

compassionate culture by promoting equality and

inclusion and widening participation, including a

focus on:

valuing and respecting all

promoting equality and inclusion and widening

participation

tackling bullying and harassment, violence and

abuse

The continued deployment of the Respect

programme to reduce bullying and harassment

and the creation of a Respect Champion

(Head of Inclusion & Engagement) and an

Executive lead. By nurturing a new identity and

developing the accepted behaviours will lead

to improvements within this area.

Build an inclusive workplace and inclusive

leadership

Developing effective line management and

supervision that encourages engagement and

retains staff

Ensuring staff views are representative of the

diversity of our workforce and that all views are

heard and listened to. We will do this by

monitoring participation and devising proactive

ways of reaching out to groups where

engagement is low.

Appointment of Diversity Champions and

Executive Sponsors to drive the equality, diversity

and inclusion agenda.

Developing a collaborative approach through

the Group Equality, Diversity & Inclusion

Committee where this key issue is championed

throughout MSE.

Working with external partners to ensure a

richness of approach across our STP

15

best place to work - tackling bullying and harassment

The 2018 NHS Staff Survey shows that bullying

and harassment remains a problem in the health

sector with one in five staff reporting personally

having experienced harassment, bullying or

abuse at work. (Source: NHS Employers.

Across the MSE in 2018 14% to 16% felt harassed

or bullied by managers while 20% to 22% felt

bullied or harassed or bullied by colleagues.

Tackling bullying and harassment issues is a key

part of improving staff engagement and will

have a long term impact on the wellbeing of our

staff as it is directly linked to stress.

To address this across the group we will:

put in place a Bullying & Harassment Lead to

lead on the change in bullying & harassment

culture.

promoting bullying and harassment awareness

by developing and delivering a Respect

training programme.

Continue engaging with our staff side partners

on the best ways to tackle bullying &

harassment.

provide anonymous reporting channels across

all three trusts to report bullying & harassment.

equip employees to cope with change, build

team resilience and improve health and

wellbeing offering and capacity for onsite

services

create a Corporate Social Responsibility

Strategy and encourage staff to get involved

in improving life at the Trust and in our

communities.

audit, enhance and monitor flexible working

opportunities at all life stages.

16

best place to work - improving staff experience, recognition and

reward

To serve our patients in the best way possible we must improve the experience of

our staff. At every level we need to pay much greater attention to why many of

them leave us, taking decisive action in both the short and medium term to retain

existing staff and attract more people to join us. We need to start by making our

staff feel appreciated and valued and we will:

Develop and deploy of a group wide reward and recognition framework that

will increase visibility and participation, thus providing one of the avenues for

staff to get the recognition they deserve for the work they do.

Celebrate our staff not just through accomplishments but recognising our

entire staff family via inclusive events and the celebration of milestones.

Bring back staff social and wellbeing spaces together with social events at our

Trusts and across the Group.

Provide Education and training (including mandatory training) and career and

professional development

Recognise qualifications and training between and within NHS employers

17

Measuring

Success 3.5% sickness absence XxxXxxXxxXxxXxx

The Boorman Review (2009), and the

Francis Report (2013) describe the

importance of prioritising staff health and

well-being within the NHS. Both proved

links between staff health and wellbeing

and productivity, efficiency and the

patient experience.

NHS organisations who prioritise health

and wellbeing;

achieve enhanced performance,

improve patient care,

are better at retaining staff,

have lower rates of sickness absence,

These reports also highlight that when

staff are not cared for and treated right it

translates to inadequate patient care.

It follows that emotional, physical and

psychological well-being is central not

only to individuals’ health, but also to

sustained staff engagement and

performance.

As a large health care organisation our

focus must therefore be on offering good

health and wellbeing choices and

practices that support staff in delivering

the high quality of services that we need

Our approach to health and wellbeing will

focus on promoting staff health and

wellbeing in line with the following 5 high

impact changes for health and wellbeing

set out in the NHS Health and Well-being

Improvement Framework (2011).

1. Ensuring our initiatives are backed by

strong leadership support at board level

2. Having an evidence based health

improvement plan to meet our needs,

3. Building capacity and capability of

managers to improve wellbeing of their

staff ; recognising and managing

presenteeism instead of focussing on

absenteeism, return to work and

supporting staff through chronic

conditions.

4. Engaging with staff at all levels to own

their wellbeing through education,

encourage and support

5. Supporting our occupational health &

Wellbeing service to ensure it offers a

targeted, proactive and accredited

support system

In taking these actions forward, we will

ensure that we meet our CQUIN targets,

contribute to our staff engagement and

help with reducing absenteeism at work.

Within the term of this interim plan we will

focus on both physical and mental wellbeing.

Physical Wellbeing Initiatives

Encouraging healthy food options by

ending price promotions and advertising of

unhealthy foods on our premises.

Promotion of physical activity schemes

(Step challenge).

Fast track/ direct access to physiotherapy

for our staff.

Mental Wellbeing Initiatives

Access to counselling and support through

the Employee Assistance Programme (EAP

service)

Promoting Schwartz rounds across the

group as a means of encouraging staff to

share experiences in a safe supportive

forum

Equipping staff and managers with

resilience and wellbeing skills and providing

support for staff experience mental health

issues.

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best place to work - health and wellbeing


Stress at Work

40% to 44% of staff across the group in 2018 compared to 40% to 41% in 2017 indicated they had felt unwell as a result of work related stress against an acute average of 39%. This needs to be addressed as it is a recurring theme in our staff surveys and local engagement sessions.

We will explore collaborative initiatives with internal resources and external providers on stress awareness training, mental health workshops, and resilience training.

It is also key that we develop and increase accessibility particularly for front line staff as that is where the pressure is most felt.

Introduce Mental Health First Aiders for all staff across Group; these are in place with training being rolled out to recruit more volunteers across the group

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best place to work - health and wellbeing

Develop programme of exercise, mindfulness

and relaxation sessions across Group; range

of stress and resilience training has been

made available to staff

Provide resilience advice and resources for

managers to support teams; an MSE health

and wellbeing team is now in place

providing a full suite of wellbeing resources

and services.


19

interim plan actions – delivering 21st Century Care

Strategic Theme Milestone End Date

Implement new organisational structures for merged Trust 31/03/2020

Implement pre-1st April merger actions as set out in Post Transaction Implementation

Plan (PTIP) 31/03/2020

Complete phase 1 clinical reconfiguration plans 31/03/2020

Complete Corporate Services change programme 31/12/2019

Implement single integrated staff bank 31/01/2020

Complete phase 1 merger of professional and commissioned education and training 31/03/2020

Develop new group appraisal model 31/03/2020

Develop new joint staff information and consultative forums for merged trust 31/03/2020

Design and develop a talent management framework for the newly merged Trust 31/03/2020

Delivering 21st Century Care


19

interim plan actions – improving our leadership culture


Undertake group wide cultural audit 31/03/2020

Develop and agree plan for organisation's culture change programme 31/03/2020

Undertake actions to deliver our "change" story. 31/03/2020

Design and develop a leadership plan for the newly merged Trust 31/03/2020

Improving our Leadership Culture


19

interim plan actions – resourcing


Create a strong recruitment brand. 30/06/2020

Devise a plan for designing our internal rotational training programmes 31/05/2020

Develop flexible working offering 30/06/2020

Create a plan for approach to partnering to co-develop career pathways from school to

Board for all staff groups 31/07/2020

Complete phase 1 of career development mapping that aligns to career pathways 30/05/2020

Establish process for producing combined workforce planning and modelling across the

merged Trust 31/03/2020

Resourcing


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Develop and implement plans to improve communications, the employee voice and

partnership working 31/03/2020

Include facilitation of listening events to deepen understanding of staff survey results 31/01/2020

Implement interactive onboarding experiences that prepare for life at the Trust 31/03/2020

Facilitate greater use of Freedom to speak up Guardians 31/12/2019

Implement process to enable reflection on past cases, problem solving and action 31/03/2020

measure and critically evaluate progress via Pulse survey and Friends and Family Test 31/03/2019

Create formal and informal mechanisms for staff and side staff representatives to engage 31/03/2020

Appoint an Exec and Non- Exec Respect Champion 31/01/2020

Appoint diversity champions and executive sponsors to drive ED&I agenda 31/01/2020

monitor and audit bullying and harassment cases that arise 31/12/2019

Introduce mental health first aiders across the Group 31/06/2020

Develop programme of exercise, mindfulness and relaxation to offer staff 31/06/2020

Provide resilience advice and resources to support staff through change 31/03/2020

Achieve SEQOSH Accreditation for the new organisation 31/08/2020

Best Place to Work


Our interim People Plan focuses on our immediate and most pressing challenges and those actions we aim to commence and/or complete over the next 12 months. As we implement this interim plan we will simultaneously work to develop and publish a full costed five-year people plan, one that articulates our vision as a merged Trust and focuses on:-

ensuring we have the capacity and capability to deliver 21st century care. We will set out and quantify in more detail the workforce that we need to deliver our services effectively and our plans for addressing capacity and skill shortages that exist.

tackling innovative solutions to systemic resourcing challenges through:-

ensuring the skills we already have are being fully and appropriately utilised

exploring new roles and ways of working

exploring new labour saving digital and technological innovations – that which both reduces the demand on clinical and nursing capacity and enables patients to manage and control their own health and wellbeing such that their need for hospital care interventions diminishes.

works with partners across the Mid and South Essex Health and Care Partnership to develop flexible integrated teams (FIT) that work across multiple organisations and settings

setting out how we will embed the culture changes that are being developed in the interim plan and develop the leadership capability needed to enable staff to work in a way that fosters compassion, innovation and improvement and seeks to make our organisation the best place to work over the next five years

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developing the 5 year people strategy


Exploring ways to ensure that we are the best place to work, such that we maximise our ability to retain staff, and are able to effectively attract our future workforce. To do this we will focus on what we need to do to:-

nurture a vibrant employment environment that makes our organisation the best place to work for health and care professionals.

develop a sense of belonging through the creation of a healthy, inclusive and compassionate culture, one that focuses on valuing and respecting all, promotes equality and inclusion and widens participation and tackles bullying and harassment, violence and abuse

develop fulfilling careers that focus on developing the skills and knowledge needed through education and training to ensure staff have what they need to do their job, recognising their skills and qualifications and allowing them to use them, developing managers that enable staff to take ownership of their own work and fulfil their potential

ensure staff feel empowered and have voice and some control and influence over what they do and how they do it. We will continue to ensure robust systems are in place to support whistleblowing and freedom to speak up,

exploit opportunities to promote work-life balance – recognising that providing staff with ways to balance the demands of both their personal and professional is key to unlocking their commitment and engagement.

We will work with leaders and managers across the organisation as well as key stakeholders across Mid and South Essex to develop our long term strategy ensuring that the actions we take with regards to workforce simultaneously focuses on solving the workforce issues of today whilst planning ahead for the workforce that will be needed to support the long term future direction of our merged Trust.

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developing the 5 year people strategy

MSE group interim people plan 2019/20 (September 2019 to … · 2019. 11. 11. · Contents 3...

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Transcript of MSE group interim people plan 2019/20 (September 2019 to … · 2019. 11. 11. · Contents 3...