Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence

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1 Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence

2 Contents Introduction Vision and Values Principles Behaviours Themes 1-6 References

3 Introduction The NHS is currently undergoing the biggest change it has ever seen in its history. With change brings much opportunity opportunity to work in new innovative ways with our partners in the emerging Clinical Commissioning Groups, with Social Care and increasingly with third sector organisations. As well as architectural changes the NHS has been challenged and saddened by the catastrophic events at Mid Staffordshire Hospital and Winterbourne View care facility. These events demand change in our approach to the quality of care we deliver and perhaps more importantly how we measure and monitor that quality. In December 2012 the Chief Nursing Officer (CNO) for England launched a newly created vision and strategy for nurses, midwives and care-givers that calls on us to develop a culture of compassionate care. The strategy describes the 6 C s of care, compassion, competence, communication, courage and commitment that will support a culture where patients and service users will have the best possible care. These 6C s are not just the right or preserve of nurses and midwives but should underpin values and behaviours of all our staff. In 2011 Southern Health NHS Foundation Trust was formed when Mental Health, Learning Disability and Community Services came together meaning that across Hampshire most local people at some point in their lives will rely on at least one of the services we deliver. This strategy sets out the priorities for Nursing and Allied Health Professionals (AHPs) and their teams delivering care in Southern Health NHS Foundation Trust (SHFT) over the next two years and maps out how we intend to progress those priorities through our key resource our staff. For this strategy to be delivered it must be more than a document of statement and ideas. It must be owned and delivered by Nurses and AHPs and their teams. In addition by listening to our patients, service users and front line staff our strategic vision has been inspired by their voice. We are, by necessity in a continual process of seeking innovative and better ways of working. From listening to staff and we know there is still work to do in order to achieve the excellent services to which we aspire but we have much to be proud of. We enter into 2013 with emerging Integrated Service Divisions which are capitalising ever more on the benefits of our diverse organisation developing seamless

4 pathways for patients and service users across the mental and physical health spectrum. We also enter into 2013 with services delivered across 5 counties having acquired Learning Disability services in Oxford, Buckinghamshire, Dorset and Wiltshire. In listening to staff and service users a series of themes have evolved which apply across all our services and divisions which will act as a framework for the continued development of this strategy for all nurses and allied health professionals. These themes align with the 6C s and will ensure Southern Health builds a continuing culture of compassionate care. Central to the delivery of our strategy will be strong leadership the organisation has committed huge investment in developing strong leaders and will continue to do so over the coming two years. The corporate structure for nursing and AHP will evolve in 2013 to work in such a way as to provide strong leadership into divisions whilst providing robust matrix working at corporate level to ensure each professional function is represented and engaged in delivering this strategy. The strategy defines the contribution that we hope that all clinical staff within Southern Health NHS Foundation Trust will commit to. We commit to annual review of the strategy to ensure its relevance to the changing agenda of health care and the changing structures and responsibilities of SHFT. This strategy acknowledges and includes learning from Robert Francis Report into failings at Mid Staffordshire, the Winterbourne View review and embraces the CNO vision for compassionate care. Not only are nurses and AHP s the greatest in number compared to other groups in SHFT they are also the workforce with the greatest potential to influence and change the services they deliver. This strategy sees our band 2-4 clinical staff as key component of the clinical workforce. Through the further enhancement of roles such as non medical prescribing, the sharing of mental and physical health skills, the evolution of psychological approaches to physical care nurses and AHP s in Southern Health will be at the forefront of innovation, change and ever better care.

5 Our organisational vision and values Our aim: to provide high quality, safe services which improve the health, wellbeing and independence of the people we serve. How are we going to do this? It's clear that we need to do undergo lots of change to transform the way that we provide health care for the better. Our organisational strategy shows how we are going to bring about the change we need to within Southern Health. This is split into three areas: Improving patient and user experience - You will have a great experience whenever you come across Southern Health. You will receive excellent care, and a good service at all times. Improving outcomes for patients and users - We are looking at our targets all the time, making them better and making sure that we meet them, so we work with you to get the outcomes you need from your care Reducing our costs - We know we need to save money, but there are lots of things we are doing that we could do better that would give improved care, but also value for money. This vision encompasses the 6 areas of action set out in the CNO strategy. Our aim will help people to stay independent, maximise their well being and improve health outcomes (Action 1). We will work with people to ensure a positive experience of care (Action 2). Our outcomes will be measured (Action 3). Our organisational strategy is to build and strengthen leadership and to ensure we have staff with the right skills in place (Action 4 and 5). Our organisational strategy is to develop and appraise our staff and embed structures that reward talented employees (Action 6)

6 Our organisational principles To enable us to deliver our aims and goals, we have three principles about the way we work: Internal redesign - Doing everything we can internally to redesign our services to provide better quality and better value for money Integration - Working with our partners to develop an integrated health and social care system Growth - Growing our business where this means we can deliver better outcomes, better patient experience or be more efficient.

7 Behaviours Theme 1: Person & Patient Centred Care Aim We value and encourage success and achievement. Those who improve the patient and service user experience and our performance are rewarded whilst those who do not meet our high standards will be dealt with promptly. We will ensure the delivery of safe, compassionate high quality care by: Showing courage and not accepting poor care from anyone and not be afraid to talk bout mistakes in order to improve care. Giving nurses and AHP s authority over the care standards of their team/s and holding them to account for it. Instilling commitment and personal accountability for the delivery of care in all staff. Adopting the Patients Association CARE Challenge. Facilitating safe practice that reduces harm to patients and service users Uphold our Customer Service Charter in all that we do. Demonstrating person centred care that will be recognised by the following: a focus on getting to know the patients as a person, his or her values, beliefs or aspirations. Through excellent communication enabling people to make decisions based on informed choices by providing information tailored to the person s needs and understanding. On going evaluation of care in partnership with the person receiving it. Consistently delivering single sex accommodation Increasing the skills and competence of our staff Criteria for Success Reduction in the number of serious incidents reported. Evidence of lessons learnt as a result of incidents. Continued access to leadership programmes. Evidence of strong professional leadership through robust appraisal systems Positive patients stories used to illustrate patient experience. Complaint and incident reporting used as a constructive opportunity to gain feedback and drive improvement. Robust programmes of education for staff

8 Theme 2: Releasing ambition Aim We are constantly striving to be the best we can be. As nurses and AHP s and as an organisation we are committed to providing our patients, service users and each other with a dynamic and evolving service which leads the way in excellence. We will achieve this by: Describing a career pathway which extends from Band 2 entry to band 9 and executive posts and enables the most competent staff to fill the most appropriate roles. Enabling nurses and AHP s to have the courage to be the best they can by allowing the freedom to act. Celebrating success Through excellent communication enabling staff to make every contact with patients and service user s count. Ensuring staff see and commit to the potential that patients and service users have to self manage. Supporting staff through leadership development programmes (Going Viral), appraisal and clinical supervision. Criteria for Success A workforce strategy that sets out potential pathways for staff from all backgrounds Evidence of service enhancement through strong leadership and change. Reward and award programmes Patients and service users displaying greater self efficacy through less reliance on traditional services. Proportion of staff in leadership roles completing leadership programmes High calibre of applicants seeking to join the organisation High appraisal rates across nurses and AHP s

9 Theme 3: Driving innovation Aim Innovation is part of everyone's job. By using our imagination, remaining open to new ideas and acting quickly and responsively we are able to transform the lives of our patients and service users. As nurses and AHP s we will drive innovation by: Delivering high quality evidenced-based care. Having the courage and commitment to see new ways to deliver care that is centered on the service user. Constantly checking whether standards are being achieved through safety walk rounds and similar programmes. Ensuring where we find room for improvement in the quality and safety of our services we will act swiftly and decisively to make things better. Measuring our success by the improvements we make to the clinical outcomes and experience of our patients, service users, their carers and families. Helping people to maintain or improve their mental health and/or physical health as well as their wellbeing and independence Being creative in finding solutions to service user s needs. Efficiency and effectiveness combined with humanity and compassion. Use new technology to provide innovative care (e.g. Telehealth) Criteria for Success. Regular safety walk round with executive and non executive support will take place Business planning will demonstrate innovation in delivery of clinical services Use of Clinical Audit programmes to demonstrate service improvement. Delivery of increased activity while ensuring quality of care remain high By teams/individuals winning awards for innovative developments and high quality services.

10 Theme 4: Forging relationships Aim The best care is integrated care. Through bringing together other care and support providers and ensuring that we help and enable each other we all look for ways to make care more joined up for our patients and service users. Nurses and AHP s will : Be at the heart of the communication process; they will make every contact count by assessing, recording and reporting on treatment and care. Communication will occur across teams and organisational boundaries Improve the way they communicate and involve the people we care for, our staff and all other groups who are affected by what we do. Challenge with courage and commitment professional silos, integrating services/teams and staff to deliver seamless services for patients and service users. Work more closely with other organisations that also provide services to our patients and service users, co-ordinating care and treatment with other agencies. Improve the process of transfer of care and communication between services. We will understand our responsibilities and those of other organisations/partners in order to work collaboratively to deliver the best service for a user through the development of shared goals. Strengthen links with universities to develop high quality education programmes that delivers a competent workforce that meets our needs. Criteria for Success All teams will operate in a multidisciplinary way to maximise the contributions of each profession s strength. Delivery of seamless care as people transition from service to service and provider to provider evidenced by quality outcomes. Shared goals clearly defined with partner organisations for treatment pathways. Development of new services in partnership with other providers and the third sector. Feedback from Patient Experience survey.

11 Theme 5: Delivering value Aim We are committed to providing the best possible value for money. Through working smartly, spending our time on the things that really count and eliminating wasteful activities everyone takes responsibility for delivering greater value. To achieve this nurses and AHP s will: Work efficiently and innovatively to deliver our services within our agreed budget without compromising quality and safety of patient care. Develop our staff so that they have the right competence, training and skills to always deliver safe and high quality compassionate patient care. Regularly review staffing levels and skill mix. Use productive approaches to make patient care more efficient. Criteria for Success Share excellence in practice and lessons learnt in an open, no blame culture. Improve capacity without compromising quality Skill mix will be tailored to match the complexity of clinical demand. Productive values will be embedded across all clinical teams.

12 Theme 6: Valuing achievement Aim We value and encourage success and achievement. Those who improve the patient and service user experience and our performance are rewarded. We will support a positive staff experience by: Recognising, nurturing and rewarding the most talented nurses and AHP s, as they are our champions for improving services. Creating worthwhile and rewarding jobs. Recognising patient/service user achievement in self management and build on their success to support other service users. Understanding the breadth of organisation and how each individual component can contribute to an enhanced experience of care for the service user/patient. Build productive relationships with our commissioning bodies to deliver best quality and high value provider services Creating opportunities to communicate success and share learning. Criteria for Success Ability to recruit and retain high quality staff demonstrated by monitoring turn over rates and successful appointment to posts. Staff surveys will show increasing levels of satisfaction at working within Southern Health NHS Foundation trust. Services will manage and meet demand within financial allocations.

13 References RCN - Principles of Nursing Practice Delivering Dignity Commission on Dignity in Care 8 principles defining expectations of Nursing Practice. HCPC - Standards of conduct, performance and ethics 14 generic duties as a registrant. HCPC - Standards of proficiency Moving Forward Together Aiming for Excellence, Mid Staffs review Sir Robert Francis Feb 2010 Developing the Culture of Compassionate Care CNO, NHS Commissioning Board Dec NHS review of commissioning and care at Winterbourne View Aug 2012 Patients Association Care Campaign Francis Report February 2013.

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