WORKFORCE STRATEGY

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					Board meeting date             April 30th 2009

Board paper number             2009/44
Non Confidential

Title of Board paper           Workforce Strategy

Executive Summary              The Strategy has been developed to ensure that
                               staff continue to contribute to achieving the Trust
                               vision, values and objectives. It is of paramount
                               importance that staff are engaged and actively
                               involved in influencing the future direction of the
                               Trust.


Recommendation/Action or       The Trust Board is asked to endorse the Workforce
decision required              Strategy

Key purpose (i.e. highlight    Strategy Assurance Policy Performance
which type of paper this is)
Link to:                       The Workforce Strategy derives from and
                               underpins the Trust’s Integrated Business Plan and
                               Corporate Business Plan to achieve Foundation
                               Trust status. The Workforce Strategy describes
                               the broad direction for people management in the
                               organisation as it aspires to become a Foundation
                               Trust and beyond which will provide staff with new
                               opportunities to become more closely involved in
                               planning and improving services together with a
                               greater    voice    through     new    governance
                               arrangements over how the Trust is run.

   x   Corporate Objectives    Yes all of the elements

   x   Standards for Better    Yes
       Health

   x   Quality Strategy        Yes – Links across to Staff access to training and
                               development , quality of management and
                               leadership
   x   Balanced Scorecard      Yes – number of workforce Key Performance


                                                                                    1
                                Indicators on scorecard
   x   Assurance Framework      Yes

   x   Reportable Issues Log    Yes

   x   Legislation              Yes

   x   National Service         High Quality Workforce – Darzi Review
       Framework(s) or
       strategies

   x   Use of                   N/A
       resources/financial
       impact or link to Cost
       Improvement
       Programme

   x   Monitor regulations      Yes

   x   Legal/equality/diversity Yes

   x   Engagement issues        Yes

Key issues                      Workforce strategy supports the achievement of
                                the organisational goals and also in becoming the
                                employer of choice.
Specific Risk issues            Workforce strategy required

Background papers (if any)      High Quality Workforce – Darzi Review

Paper also considered by        Executive Board

Author and title                Fay Trodd Director of Human Resources &
                                Organisational Development
Sponsoring Director (if not
the author)

Acronyms and abbreviations
glossary




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                                    DRAFT
                        RIDGEWAY PARTNERSHIP
              (OXFORDSHIRE LEARNING DISABILITY NHS TRUST)

                          WORKFORCE STRATEGY

1.     Purpose of this document

The Trust’s Workforce Strategy has been further updated and refined to ensure that
staff continue to contribute to achieving the Trust vision, values and objectives. It is
of paramount importance that staff feel engaged and truly involved in influencing the
future direction of the Trust.

The Workforce Strategy derives from and supports the Trust’s Corporate Business
Plan and Integrated Business Plan which describe the Trust’s key objectives for the
next five years. The Workforce Strategy sets out the broad direction for people
management in the organisation as it aspires to Foundation Trust status and beyond
which will provide staff with new opportunities to become more closely involved in
planning and improving services together with a greater voice through new
governance arrangements over how the Trust is run.

Our staff are the single most important resource in our ability to provide high quality,
effective services to service users. A high proportion of our income is spent on staff
costs and it is therefore fundamental that the organisation pays great attention to its
workforce through the implementation of an effective Workforce Strategy. This
should underpin our service developments and strategies. The Workforce Strategy
builds upon the establishment of integrated business plans and developments in
workforce planning, re-design and modernisation. The initiatives planned within the
strategy are designed to develop the Trust’s position in the market place, support
leadership and strengthen management competence and confidence, and further
improve our systems and ways of working. This is set against a backdrop of
organisational growth and change.

The strategic workforce objectives will achieve the vision, cultural and organisational
objectives by translating the Workforce Strategy into appropriate actions. These
actions must be sensitive to the wider environment in which the Trust operates and
staff feedback through the Staff Survey. Implicit within the strategy is a commitment
to monitor and evaluate initiatives in order that their impact can be measured and
assessed.




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2.       The Trust’s vision and strategic aims

The Trust’s vision for its future is to be the leading specialist in the South of England
providing integrated, tailor-made specialist services for people with complex support
needs and long term health conditions (Integrated Business Plan 2008). The Trust
has agreed its long term aims and this strategy is designed to support the
organisation to achieve them. The organisation has agreed the following strategic
goals:-

     x   To retain and expand our share of existing geographical markets
     x   To grow our business through expansion of existing services into new
         geographical markets
     x   To develop new services in existing geographical markets

In order to achieve this vision, the Trust will need to ensure that it has the ability to
secure and retain a workforce with the right skills in the right place at the right time.


3.       Context and Background for the Workforce Strategy

Key Drivers

Long Term strategic goals

     o Generation of surplus and improve cost competitiveness to enable financial
       surplus for reinvestment in modernisation programme.
     o Ensure continuous improvements in service quality and greater efficiency
       through integrated care pathways, innovation and demonstrating best value.


Organisational Development Strategy

     o   Contribution of service users
     o   Inspirational leadership
     o   Change Management skills
     o   Develop commercial skills and competence amongst senior managers


External Factors

Wider System Reform and Improvement

     o   NHS Next Stage Review
     o   Greater shift in service commissioning & provision from health to social care
     o   Transfer of nurses into social care along with campus re-provision
     o   More pooled budgets




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Specific to Healthcare

   o High Quality Workforce - Darzi Review resulting in a vision for workforce
     planning, education and training based on the principles that any system
     should be focussed on quality, patient centred, clinically driven, flexible,
     locally led and clear definition over the roles for staff.
   o High Quality Workforce also promotes life-long learning for staff, better use of
     allied health professionals to play a greater part in transforming care, new
     integrated roles & career pathways and greater integration of health and
     social care services
   o More demand for specialist treatment and support e.g. assessment and
     treatment facilities, rehabilitation and secure provision as out of area
     treatment decreases
   o Greater demand for specialist community support for people in different
     settings eg acute/mainstream healthcare, colleges, prisons
   o Increased demand on community services to support individuals with
     challenging behaviour, mental health needs
   o Greater demand for support to tackle health inequalities eg health education,
     promotion, health need assessment, strategic & operational health
     facilitation, accessing screening
   o Greater support at times of transition eg child to adult services end of life



Specific to Social Care

   o A move away from group living to more individually funded and provided
     services
   o More single tenancies and home ownership
   o Greater use of brokerage
   o Greater flexibility over provision of services eg shared provision for older
     people with other older people’s services
   o People involved in commissioning their own supports
   o More innovative and flexible service models aimed at stimulating natural
     supports in communities and building social capital



Related Factors

   o The 10 High Impact HR Changes focus on HR practices and roles that are
     widely recognised as having significant organisational impact in a range of
     sectors. In the NHS their impact is identified in the context of improvements
     in two distinct areas:-quality and the patient experience

   o Widening Participation in Basic Skills

(Please see Appendix 1 for a list of key policy documents)




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There are a number of principles on which the Workforce Strategy is based namely:-

     o That Human Resources can add value through its policies and practices
     o That Human Resources policies and practices will have a direct affect upon
       the nature of the workforce that we develop
     o The type of workforce we have directly impacts upon the quality of services
       which we deliver
     o The quality of services we deliver benefits our service users



4.       Overall Vision and Purpose and Framework for Workforce


The Workforce Strategy will contribute to achieving the Trust’s vision and objectives
by working with our staff, volunteers, contractors and partners to ensure:-


     x   We recruit, support, develop and retain a workforce with the capability and
         capacity to provide a comprehensive range of high quality specialist health
         and social care services

     x   We develop an organisation that staff are proud to work for and for the Trust
         to become an employer of choice

     x   We commit to support staff through on-going learning and development and
         through the provision of career pathways

     x   We encourage innovation, proactively managing cultural and organisational
         change to support continued service delivery and improvement




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                       Relationship between Strategic Aims and Workforce Goals

                     Workforce Goals                                                     Strategic Aims
                                                                                      Retain and expand our
                       Building Capability and
                                                                                      share of geographical




                                                     Effectiveness and Efficiency
                            Competence
                                                                                             markets
     Leadership




                                                                                    Grow our business through
                       Embedding a Learning                                           expansion of existing
                            Culture                                                     services into new
                                                                                      geographical markets

                                                                                     Develop new services in
                        Employer of Choice                                            existing geographical
                                                                                             markets




5.                Strategic Workforce Objectives

Our strategic workforce objectives are to:-

1.                Develop workforce management capacity and capability across the
                  organisation to deliver high quality and professional leadership to all staff,
                  which maximises retention and productivity

2.                Provide excellence in education, learning and development for our workforce
                  and widen access to include all staff groups

3.                Provide inspirational leadership – promote a culture which encourages
                  entrepreneurialism and innovation for growth. Leaders at all levels have
                  vision and take considered risks to push the boundaries of what is currently
                  known and done. They create working environments which are stretching yet
                  supportive, trusting and self-disciplined.

4.                Develop new roles and ways of working within and across professional
                  and/or organisational boundaries and establish new approaches to learning
                  and career development

5.                Become the employer of choice – attracting and retaining motivated and
                  talented staff who choose to work for the Trust

6.                Continue to develop and strengthen processes for staff engagement and
                  partnership working to support and improve decision making and change
                  management




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Workforce Goal - Building Capability and Competence

Develop workforce management capacity and capability across the
organisation to deliver high quality and professional leadership to all staff,
which maximises retention and productivity



Action: Championing good people management practices



People management in the Trust is a much broader activity than that carried out by
the Human Resources Department. In practice, it is the line manager who has the
principal role in people management. Consequently we will equip line managers
with the competencies to enable them to manage their staff effectively and fully
integrate the HR function into the general management processes of the Trust.


We will

   9 Provide line managers with the necessary skills and knowledge to enable
     them to manage the staff for whom they are responsible in a positive and
     supportive manner

   9 Listen to what our staff tell us about how their working lives can be improved
     and continue to develop employment policies, procedures and practices, in
     consultation with the Staff Side and staff that will help to establish the Trust
     as an employer of choice for people seeking to develop their careers within a
     progressive organisation. This will include the use of flexible working
     wherever practicable, and further development of policies that recognise the
     need for staff to have an appropriate balance between their jobs and the
     demands of their lives outside work

   9 Ensure equality and diversity are managed as mainstream business issues
     actively promoted within the Trust and staff are aware of their duties and
     responsibilities under the Single Equality Scheme

   9 Work in partnership with the Staff Side to ensue that all staff are aware that
     the Trust will not tolerate bullying, harassment or discrimination against staff
     in the workplace

   9 Ensure that we maximise the potential of all staff. We will use Personal
     Development Review process and the Knowledge and Skills Framework to
     identify personal development needs and find ways of meeting those needs




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Workforce Goal - Building Capability and Competence

Develop workforce management capacity and capability across the
organisation to deliver high quality and professional leadership to all staff,
which maximises retention and productivity



Action: Championing good people management practices



We will

   9 Provide efficient Human Resources support for Directors and Line Managers
     through active involvement in all aspects of operational services
     management and workforce planning. Designated HR staff are directly
     linked to specific service areas as Business Partners with centralised Human
     Resources support being provided in employment services including
     recruitment and training.

   9 Work towards achieving accreditation for Investors In People standard for
     the organisation. Establish a Steering Group to lead this initiative for the
     organisation developing an Action Plan




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Workforce Goal - Building Capability and Competence

Develop workforce management capacity and capability across the
organisation to deliver high quality and professional leadership to all staff,
which maximises retention and productivity



Action:   Implement effective recruitment, good induction and supportive
          management


We want to attract and retain the highest calibre of staff in all of our service areas.
To do so we will aim to be a model employer and ensure that potential candidates
for employment are made fully aware of our commitment to improving the working
lives of staff and to supporting the personal development of everyone who works for
the Trust. Often the first impression of the Trust is formed at the recruitment stage
and it is very important that our recruitment processes are responsive and efficient.
Once appointed it is vital to enable the individual to settle into their new environment
and to quickly become effective in their new role.



We will

   9 Provide training in recruitment and selection for all line mangers involved in
     staff recruitment

   9 Follow our Diversity and Equal Opportunities Policy rigorously ensuring that
     all candidates for employment with the Trust are treated fairly and that none
     receives less favourable treatment than others. We will monitor the
     recruitment process through the collection and analysis of relevant data and
     if necessary take action to remove barriers or to address discrimination

   9 Optimise expenditure on recruitment advertising and administration through
     continued use of the NHS Jobs website and electronic and internet based
     recruitment

   9 Ensue that all new staff attend corporate induction at the beginning of their
     employment with the Trust. Corporate Induction will provide essential
     information about the Trust its policies and procedures and facilities for staff.
     Certain mandatory training will also be included.         Review Corporate
     Induction Day to better suit the needs of the organisation. Ensure that staff
     are aware of Safe Guarding Adults legislation

   9 Ensue that all new staff have a structured and documented local induction to
     make them familiar with their basic job responsibilities, the working
     environment and its layout. Local induction to include details of the people
     that they will be working with together with any specific legislation or Trust
     conditions which will affect their post. A review will be undertaken with the


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   new member of staff after eight weeks in post to identify any problems
   and/or to provide further information

9 Apply the Knowledge and Skills Framework immediately with regular reviews
  and support to enable staff to meet core and job specific competencies as
  quickly as possible




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Workforce Goal - Building Capability and Competence

Develop workforce management capacity and capability across the
organisation to deliver high quality and professional leadership to all staff,
which maximises retention and productivity



Action: Support and lead effective change management



Our overriding responsibility is to provide the highest standards of health and social
care to our service users within the resources available. Advances in clinical
practice, Government policy, commissioner priorities and many other issues will
impact upon the nature and scope of such provision. It is imperative that the Trust
both responds to and embraces externally generated change and also encourages
staff to be creative and innovative so that they can effect change themselves where
to do so will improve services

Developing greater competence in change management


We will

   9 Equip managers with the skills and techniques required to manage change
     effectively

   9 Involve staff in the planning and delivery of services, formally through the
     TJNC, less formally within directorates, departments and teams

   9 Participate in pilot activities and studies

   9 Encourage and support staff to review and reflect upon existing working
     practices and to explore new methods of working

   9 Communicate effectively with staff and their representatives in respect of
     proposed changes

   9 Ensure that personal development needs                arising   from   changing
     circumstances are identified and addressed

   9 Minimise any adverse impact or organisational change through the use of a
     framework of principles and procedures designed to ensure that staff will be
     treated sensitively, fairly and consistently in any situation where change is to
     be implemented. In situation where change results in the need for fewer
     staff we will seek to avoid redundancy wherever possible




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Workforce Goal - Embedding a Learning Culture

Provide excellence in education, learning and development for our workforce
and widen access to include all staff groups



Action: Effective learning and development



We are committed to providing education, training and development for our staff.
We recognise the importance of lifelong learning to facilitate individual growth and
the need to help staff to acquire new skills and to realise their potential.  A High
Quality Workforce within the NHS focuses strongly upon education and training as
the vehicle for ensuring that investment is made in developing healthcare
professionals so that they receive the right support to continuously improve their
skills.

We will seek to sustain investment in education, training and development the main
determinants of which will be corporate and directorate service plans which will
incorporate the local application of national policy drivers. These plans will address
workforce issues relating to the delivery of care, both now and in the future
identifying staffing implications in terms of numbers skill mix and associated training
and development needs



We will

   9 Ensure that personal development review linked to the Knowledge and Skills
     Framework is provided for all staff.      All staff will have a personal
     development plan

   9 Continue to provide access to training and development opportunities for all
     staff irrespective of banding or discipline in order to help individuals and
     teams to meet their work objectives to maximise their potential and to fulfil
     their roles and responsibilities effectively and efficiently. We will support
     staff as far as is reasonably practicable in meeting their personal
     development needs, balancing individual needs and aspirations with service
     plans and strategic objectives. As much assistance as practicable will be
     given to individuals continuing professional development.

   9 There is a culture of life-long learning that results in demonstrable service
     improvement. We are known as an organisation that supports everyone to
     learn, investing in staff who in turn put their new knowledge and skills into
     practice.




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9 Apply flexible career and skills escalator concepts to enable individuals with
  transferable, competency based skills to progress in a direction that meets
  service and individual needs

9 Central to our plans for improving the capacity and skills of our workforce,
  and for enhancing ability to work more flexibly, will be the development of a
  meaningful and fully inclusive career development framework. We will
  implement the Skills Escalator approach to the personal, professional and
  career development of our staff. This will not only facilitate changes to ways
  of working, but will also provide a clear pathway for all staff to progress
  within and across different specialisms. Our strategy for managing and
  improving the personal, professional and career development of our
  workforce will have the following features:-

9 Every member of staff with transferable competency based skills will be
  actively encouraged to progress their career in a direction that benefits them,
  their service area and the Trust as a whole

9 The Knowledge and Skills Framework will be the key driver for professional
  development.

9 Value, recognise and if possible accredit learning and development

9 Further develop partnerships with higher education organisations other
  health and social care bodies and external agencies. We will participate fully
  in relevant national training initiatives and link closely with the activities of the
  Strategic Health Authority

9 Use new educational and communications technologies to make access to
  training and development resources easier

9 Evaluate the investment in education, training and development in order to
  assess its success and to improve future effectiveness




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Workforce Goal - Embedding a Learning Culture

Provide excellence in education, learning and development for our workforce
and widen access to include all staff groups



Action:   Knowledge and Skills Framework Policy development and Personal
          Development Review implementation



All staff are entitled to know what is expected of them in their individual roles and to
receive feedback on how they are performing, through regular performance review
and supervision. The Knowledge and Skills Framework has been relaunched
across the organisation. Extensive training in Personal Development Review with
the linkage to KSF has been delivered to ensure that competence-based
performance development review is undertaken.



We will

   9 Continue to provide training in the Personal Development Review process,
     both for managers and for staff

   9 Ensure that all staff have Personal Development Review meetings with their
     line manager at least twice a year. These meetings will include an
     assessment of the individual’s performance in relation to the KSF outline for
     the post

   9 Agree a personal development plan with every member of staff




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Workforce Goal - Embedding a Learning Culture


Provide inspirational leadership – promote a culture which encourages
entrepreneurialism and innovation for growth


Action:     Continue to develop leadership capability and capacity


A culture exists that encourages entrepreneurialism and innovation for growth.
Leaders at all levels have vision and take considered risks to push the boundaries of
what is currently known and done. They create working environments that are
stretching yet supportive, trusting and self-disciplined.

The overriding aim is to ensure service users and their families benefit from a better
qualified and motivated workforce wherever services are delivered



We will

   9 Continue to invest in leadership development and management
     development, establishing high quality leadership and management resulting
     in more effective team performance and improved service delivery


   9 Senior managers to promote a culture of life-long learning that results in
     demonstrable service improvement. To continue to be known as an
     organisation that supports everyone to learn, investing in staff who in turn
     put their new knowledge and skills into practice


   9 Implement the Step Stones programme which is a planned organisational
     development intervention to facilitate a culture change in the organisation to
     improve performance


   9 Progress Investors in People accreditation for the organisation Investors in
     People is a quality standard which sets a level of good practice for improving
     an organisation’s performance through its people.




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Workforce Goal - Employer of Choice

Develop new roles and ways of working within and across professional and/or
organisational boundaries and establish new approaches to learning and
career development


Action: Implement Job and Service Redesign


The objectives contained in national policy initiatives such as ‘Valuing People’ has
created a service modernisation agenda which the Trust has fully embraced. The
NHS Next Stage Review has also emphasised the importance of delivering high
quality care by implementing service improvements through the development of new
care pathways.
Change and innovation is actively encouraged in the organisation in order to
improve the quality of care that we deliver and also to enrich the jobs of the staff
providing the care. The Trust intends to deliver financial surplus for reinvestment in
its modernisation programme and ensure continuous improvement of service
quality, greater efficiency in care pathways, innovation and demonstrating best
value to commissioners.

We believe that new ways of working – within teams, between teams and with
partners outside the Trust will make full use of the talents within our workforce and
enhance the services that we provide.



We will

   9 Continue to progress an extensive range of modernisation and service re-
     design projects. These include the amalgamation and modernisation of
     specialist inpatient services in Buckinghamshire, and the continued
     modernisation of services in Swindon and Wiltshire

   9 Promote new or extended roles for staff that increase the flexibility and
     quality of the services we provide. This will include the development and
     redesign of the roles of support worker and Assistant Practitioner

   9 Seek opportunities to pilot new ways of working, ensuring that these are fully
     evaluated and supported by appropriate training programmes

   9 Work closely with our service users, carers, local health and social care
     partners and voluntary organisations to develop new roles and ways of
     working that support the service user pathway across traditional boundaries.
     Integrated workforce plans involving a range of stakeholders will be
     developed where possible.




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Workforce Goal – Employer of Choice

Become the Employer of Choice – attracting and retaining motivated and
talented staff who choose to work for the Trust


Action: Implement Workforce Forums to develop and progress actions to
        become an Employer of Choice


The Trust is committed to becoming an Employer of Choice. We aim to attract the
highest calibre of staff by offering a supportive working environment with access to
learning and development and career pathways underpinned by progressive
employment policies.



We will

   9 Build upon Improving Working Lives standard as the template for making
     progress towards becoming an Employer of Choice, developing an annual
     action plan.

   9 Progress and monitoring of the actions arising from the annual action plan
     will be undertaken by a Trustwide Steering Group supported by Workforce
     forums

   9 To develop an Action Plan for the organisation to achieve Investors in
     People accreditation

   9 To deliver Equality & Diversity Training to Trust Board to help raise
     awareness

   9 To establish a Trustwide Steering Group for Equality & Diversity

   9 To continue to deliver Cultural Competency Training & commission a training
     package “ Introduction to Equality & Diversity” for new staff

   9 To address areas that require additional support and action following the
     results of the Annual Staff Survey which revealed the Trust could improve in
     the following areas:-

                ƒ   Improvements in Health and Wellbeing of staff including
                ƒ   support with diet, exercise and advice over how to stop
                ƒ   smoking
                ƒ   Improve communication across the organisation
                ƒ   Implement Personal Harassment contacts in support of staff
                    who feel they have been bullied or harassed




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Workforce Goal - Employer of Choice

Become the Employer of Choice – attracting and retaining motivated and
talented staff who choose to work for the Trust



Action: Promoting Staff Health and Managing Sickness Absence



We place a high premium on the health and safety of our staff and recognise that a
healthy workplace and healthy lifestyles may help both to motivate staff and also to
reduce levels of sickness absence. The level of sickness absence within the Trust
tends to be around 5.0% of available hours, which is broadly in line with levels
experienced in other NHS Trusts. The cost of this level of sickness absence
however is substantial particularly where temporary staffing arrangements have to
be put in place to cover absent staff.



We will

   9 Further develop risk management practices, taking action arising from
     regular monitoring of accidents and incidents reports

   9 Ensure that line managers are provided with relevant details in respect of
     sickness absence levels amongst their staff and that they are trained in the
     use of the agreed procedure for dealing with sickness absence

   9 Manage sickness absence in a positive and supportive manner but with the
     objective of reducing the level of such absence. This will include access to
     occupational health services, including an occupational health doctor where
     appropriate

   9 Further develop our occupational health services with an increased
     emphasis upon health promotion healthy living and fitness.

   9 Provide training and development in health and safety at work and risk
     management




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Workforce Goal - Employer of Choice

Continue to develop and strengthen processes for staff engagement and
partnership working to support and improve decision making and change
management


Action: Staff involvement, partnership working and good employee relations


The Trust is committed to the principle of staff involvement. We believe that such
involvement will help to enhance the quality of health services we provide and also
improve the quality of working life. Consequently we will ensure that as far as is
practicable that staff are involved in the planning and delivery of all services.

In addition we are fully committed to partnership working with our recognised Trade
Unions and Professional Organisations (Staff Side). This commitment extends
beyond the important formal mechanisms for consultation and negotiation as
evidenced by collaborative training and development activity.



We will

   9 Continue to use the TJNC to conduct the formal process of consultation with
     the Staff Side, specifically in relation to the operational implications for staff
     of strategic plans & in the development of employment policies and
     procedures

   9 Consult directly with staff who may be affected by strategic and/or
     operational plans/decisions

   9 Invite staff and their representatives to fully participate as members of any
     formal project team or group established to address specific service issues
     and/or capital schemes

   9 Continue to develop partnership working with Staff Side in order to address
     key employment initiatives such as realising the benefits of Agenda for
     Change, and becoming an Employer of Choice.

   9 Communicate openly with staff to ensure that they are aware of issues under
     consideration and /or decisions that have been taken. The reasons for any
     decisions will be made clear.

   9 Encourage two way communication, both formal and informal.

   9 Continue to seek the views of staff through national and local surveys,
     questionnaires and through the establishment of workforce forums across
     the organisation




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  9 Address issues which are identified through staff surveys and develop
    appropriate actions plans




FMT/Jan09




                                                                       22
9. Timeline


Strategic 0bjective: To develop workforce management capacity and capability across all organisation to deliver
high quality and professional leadership to all staff which maximises retention and productivity

     Action                           Outcomes                           2009   2010   2011    2012     2013


Championing good Continue to deliver     “Call Yourself a Manager
people           Programme “ to line managers
management
practices
                 Continue to develop employment policies,
                 procedures and practices in consultation with Staff
                 Side and staff that help establish the Trust as an
                 employer of choice


                   Design and deliver training module on equality and
                   diversity to increase awareness & mainstream as
                   core business to both managers and staff


                   Establish Workplace forums for staff to provide a
                   mechanism for staff to discuss and raise issues and
                   concerns across three counties




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Strategic 0bjective: To develop workforce management capacity and capability across all organisation to deliver
high quality and professional leadership to all staff which maximises retention and productivity

     Action                               Outcomes                             2009   2010   2011   2012   2013


Implement           Continue to provide training in recruitment and
effective           selection to all line managers through “Call Yourself
recruitment, good   and Manager” Programme
induction &
supportive          Collect data for regular reports to Board and Senior
management          Managers      on     recruitment   activity  showing
                    breakdown of all applicants and shortlisted
                    candidates for posts by disability, gender, faith,
                    ethnicity and age.
                    Equality indicators to be published annually in Board
                    Report and on public website

                    Redesign Corporate Induction Programme

                    Develop local induction process & checklists to
                    familiarise staff with their basic job responsibilities,
                    working environments and its layout


Support & lead      Develop & implement organisational change policy
effective change    (with pay protection and redundancy criteria)
management          through consultation with Staff Side




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Support & lead     Communicate       effectively     with   staff   and
effective change   representatives in respect of all proposed changes
management

                   Minimise any adverse impact or organisational
                   change by utilising the Organisational Change policy
                   ensuring that staff are treated sensitively, fairly and
                   consistently in any situation where change is to be
                   implemented




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Strategic 0bjective: To provide excellence in education, learning and development for our workforce and widen access to
include all staff groups

     Action                              Outcomes                            2009   2010     2011     2012     2013


Effective learning   Deliver training on KSF, including Personal
& development        Development Reviews and Personal Development
                     Plans

                     Develop and implement KSF policy


                     Develop study leave policy


Effective learning   Develop a culture of life-long learning which results
& development        in demonstrable service improvement

                     Development of a meaningful and inclusive career
                     development framework.     Implement the Skills
                     Escalator approach to personal, professional and
                     career development for staff which will facilitate
                     changes to ways of working and provide a clear
                     pathway for staff to progress within and across
                     different specialisms.   Knowledge and Skills
                     Framework to be the key driver for professional
                     development

                     Look at new service models and ways of working to
                     develop new competencies and skill sets




                                                                                                                          26
Where possible accredit internal learning and
development programmes

Review provision of learning & development courses
to ensure both quality and cost effectiveness




                                                     27
Strategic Objective: Promote a culture which encourages entrepreneurialism and innovation for growth. Leaders at all
levels have vision and take considered risks to push the boundaries of what is currently known and done; providing
inspirational leadership.

     Action                            Outcomes                          2009     2010      2011      2012        2013


Continue to         Continue to invest in leadership development and
develop             management development, establishing high quality
leadership          leadership and management resulting in more
capability and      effective team performance, improve service
capacity            delivery and quality of care provided


                    Senior Managers to promote a culture of life-long
                    learning that results in demonstrable service
                    improvement. To continue to be known as an
                    organisation that support everyone to learn,
                    investing in staff who in turn put their new
                    knowledge and skills into practice

                    Deliver the Step Stones programme which is a
                    planned organisational development intervention to
                    facilitate culture change within the organisation




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Strategic Objective: Develop new roles and ways of working within and across professional and/or organisational
boundaries and establish new approaches to learning and career development

     Action                             Outcomes                              2009   2010   2011   2012      2013


Implement Job       Look at new care pathways and new service models
and Service         together with new ways of working to develop new
redesign            competencies and skills sets

                    Work closely with our service users, carers and local
                    health and social care partners, develop new roles
                    and ways of working that support the service user
                    pathway across traditional boundaries

                    Continue the modernisation of specialist inpatient
                    services in Buckingham and the continued
                    modernisation of services in Swindon and Wiltshire

                    Promote new or extended roles for staff that
                    increase the flexibility and quality of the services we
                    provide. This will include the development of the
                    role of Assistant Practitioner




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Strategic Objective:    Become the Employer of Choice – attracting & retaining motivated and talented staff who choose to
work for the Trust

     Action                                Outcomes                            2009   2010    2011     2012      2013

Implement              Establish a Trustwide Steering Group to develop an
Workforce Forums       action plan for the organisation to become an
to develop and         Employer of Choice including the actions arising as
progress actions       a result of the Annual Staff Survey
to become an
Employer of            Re-establish the Working Group Tackling Bullying at
Choice                 Work in the organisation and implement Personal
                       Harassment Contacts

                       To improve the Health and Wellbeing of staff by
                       offering support with diet, exercise and advice over
                       how to stop smoking through extension of service
                       provided through SLA’s with Occupational Health
                       providers.

                       Develop and establish Workforce Forums across the
                       three counties to engage with staff and ensure their
                       views are heard & ideas & suggestions
                       implemented.

                       To work with the Communications Team to develop
                       a communication strategy to ensure that the
                       organisation communicates effectively with all staff.



                                                                                                                            30
Develop a Retention Strategy




                               31
Strategic Objective:    Become the Employer of Choice – attracting & retaining motivated and talented staff who choose to
work for the Trust

     Action                               Outcomes                            2009   2010     2011     2012      2013


Promoting Staff        Further develop risk management practices taking
Health and             action arising from regular monitoring of accidents
Managing               and incidents reports
Sickness
Absence                Ensure line managers are trained in the use of
                       sickness absence policy


                       Manage sickness absence in a positive way by
                       holding case conferences and facilitating closer
                       working with Occupational Health Departments &
                       HR Business Partners


                       Hold monthly meeting between Occupational Health
                       providers and HR Business Partners

                       To improve the Health and Wellbeing of staff by
                       offering support with diet, exercise and advice over
                       how to stop smoking through extension of service
                       provided through SLA’s with Occupational Health
                       providers




                                                                                                                            32
Strategic Objective: Continue to develop and strengthen processes for staff engagement and partnership working to
support and improve decision making and change management

     Action                            Outcomes                            2009   2010   2011     2012      2013


Staff               Continue to use the TJNC to conduct the formal
involvement,        process of consultation with Staff Side
partnership
working and
good employee       Encourage two-way communication between formal
relations           and informal

                    Invite staff and their representatives to fully
                    participate as members of any formal project team
                    or group established to address specific service
                    issues

                    Continue to seek the views of staff through national
                    and local surveys and address issues which are
                    identified by the development of appropriate action
                    plans




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Appendix 1

Key Policy drivers include:-


Valuing People Now – A Three Year Strategy for People with Learning Disability January 2009
Valuing People Department of Health 2001
High Quality Care For All – Next Stage Review Final Report – NHS June 2008
High Quality Workforce – Next Stage Review June 2008
Commissioning Specialist Adult Specialist Learning Disability Health Services DH 2007
Death by Indifference Mencap 2007
Our NHS Our Future
Putting People First
Good Practice in Learning Disability Nursing
A Life like No Other Healthcare Commission 2007
Closing the Gap DRC 2006
A National Framework to support Local Workforce Strategy Development - 10 High Impact HR Changes DH document




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