Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence
|
|
- Maurice Small
- 1 years ago
- Views:
Transcription
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.
Compassion In Practice: A Summary of the Implementation Plans. are. is our business. Developing our culture of compassionate care
Compassion In Practice: A Summary of the Implementation Plans Care Compassion Commitment are Competence Courage is our business Communication Developing our culture of compassionate care 1 Compassion in
ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH
1. Purpose ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH The purpose of the LPFT Organisational Development (OD) Strategy refresh is to draw together the strategic plans and activities to ensure it support
COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015
COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors
Introduction. Chris Harrop, Chief Executive
Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last
Delivering High Quality Compassionate Care
Strategy 2015-17 Nursing Delivering High Quality Compassionate Care 1 Foreword Lincolnshire Partnership NHS Foundation Trust (LPFT) is the main provider of NHS mental health and wellbeing services in Lincolnshire,
Introduction. Page 2 of 11
Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation
JOB DESCRIPTION. Director of Workforce and Organisational Development. Director of HR and Organisational Development
JOB DESCRIPTION Director of Workforce and Organisational Development Post: Director of HR and Organisational Development Band: VSM Division: Trust HQ Department: Human Resources and Organisational Development
Clinical Quality Strategy. A systematic approach to the development and maintenance of safe effective compassionate healthcare April
Clinical Quality Strategy A systematic approach to the development and maintenance of safe effective compassionate healthcare April 2014-17 Liz Herring, director of nursing, quality & development Susan
Organisational Development Strategy 2008-2011
Organisational Development Strategy 2008-2011 From fair to good Through the development of people skills to drive COMMUNICATION PARTNERSHIP LEADERSHIP CULTURE CHANGE PEOPLE PERFORMANCE - 26 - Agenda Item
Workforce & OD Strategy 2011-2016
Workforce & OD Strategy 2011-2016 Contents Page Introduction and Context 1 Section 1 2 THE CURRENT WORKFORCE Section 2 5 VISION FOR THE FUTURE Section 3 7 KEY PLATFORMS AND OUTCOMES Section 4 10 ORGANISATIONAL
Quality with Compassion: the future of nursing education
Quality with Compassion: the future of nursing education Report of the Willis Commission 2012 Executive summary Introduction Nursing is a demanding yet rewarding profession that asks a lot of its workers.
Developing a vision & strategy for Nursing,Midwifery and Care-Givers
Developing a vision & strategy for Nursing,Midwifery and Care-Givers Jane Cummings Chief Nursing Officer England NHS Commissioning Board My Ambition My Aims My Vision and Strategy for Nursing and Midwifery
JOB DESCRIPTION. Executive Director of Nursing, Quality and Governance
JOB DESCRIPTION JOB TITLE: RESPONSIBLE TO: BAND: LOCATION: HOURS OF WORK: DISCLOSURE REQUIRED: Deputy Director of Nursing Executive Director of Nursing, Quality and Governance 8d To be agreed with postholder
Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation
Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Contents List of Abbreviations 3 Executive Summary 4 Introduction 5 Aims of the Strategy 8 Objectives
Workforce Strategy 2015-2020
Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer
Exploring CQC s well-led domain
Exploring CQC s well-led domain How can boards ensure a positive organisational culture? Katy Steward Leadership in action Introduction Following the Francis Report into the failures of care at Mid Staffordshire
JOB DESCRIPTION. Chief Nurse
JOB DESCRIPTION Chief Nurse Post: Band: Division: Department: Responsible to: Responsible for: Chief Nurse Executive Director Trust Services Trust Headquarters Chief Executive Deputy Chief Nurse Head of
WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK
WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK 1 Printed on recycled paper Print ISBN 978 0 7504 7415 3 Digital ISBN 978 0 7504 7416 0 Crown copyright 2012 WG
INVESTORS IN PEOPLE REVIEW REPORT
INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment
Our five-year strategy 2015-19
Draft summary for comment Draft summary for comment Draft summary for comment Draft summary for comment Draft summary for comment Draft summary Our five-year strategy 2015-19 Introduction Foreword from
DH INFORMATION READER BOX
\ Compassion in Practice Nursing, Midwifery and Care Staff Our Vision and Strategy 1 DH INFORMATION READER BOX Policy Clinical Estates HR / Workforce Commissioner Development IM & T Management Provider
Value Based Interviewing (VBI) Oxford University Hospitals NHS Trust
Value Based Interviewing (VBI) Oxford University Hospitals NHS Trust Changing the way we do things around here Sue Donaldson, Director of Workforce Jo Durkin, VBI Project Manager Overview Delivering Compassionate
NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)
NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director
NHS Constitution The NHS belongs to the people. This Constitution principles values rights pledges responsibilities
for England 21 January 2009 2 NHS Constitution The NHS belongs to the people. It is there to improve our health and well-being, supporting us to keep mentally and physically well, to get better when we
Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area
CODE OF CORPORATE GOVERNANCE INTRODUCTION Corporate Governance is a term used to describe how organisations direct and control what they do. As well as systems and processes this includes cultures and
Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited
Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number
Date: Meeting: Trust Board Public Meeting. 29 October 2014. Title of Paper: Francis 2 Summary Update Report
Meeting: Trust Board Public Meeting Date: 29 October 2014 Title of Paper: Francis 2 Summary Update Report Key Issues: (Actions, Timescales, Costs etc.) The second Francis report (Francis 2), published
Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1)
Business Services Authority NHSBSA Strategy 2015-2020 and beyond NHSBSA Strategy 2015-20 (V1) 06.20151 Foreword Each year the NHSBSA reviews and updates its strategy for the next five years and beyond.
Southern Health NHS Foundation Trust
1. Introduction Southern Health NHS Foundation Trust 1.1 Southern Health NHS Foundation Trust provides Mental Health, Learning Disability, Community and Social Care services in Hampshire, Oxford, Dorset
Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3
Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service
A strategy to develop the capacity, impact and profile of allied health professionals in public health 2015-2018
A strategy to develop the capacity, impact and profile of allied health professionals in public health 2015-2018 Strategy from the Allied Health Professionals Federation supported by Public Health England
Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services
Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century
Strategic Plan 2014-2017
Strategic Plan 2014-2017 Welcome Dementia is one of the biggest global public health challenges facing our generation: over 35 million people worldwide live with dementia and this number is expected to
Organisational Development Strategy
Governing Body 27 th May 2016 Organisational Development Strategy Agenda item 19 Paper 13 Authors and contributors: Executive Lead(s): Relevant Committees or forums that have already reviewed this issue:
Knowledge and Skills Statement for Social Workers in Adult Services
Knowledge and Skills Statement for Social Workers in Adult Services Table of contents 1. Statement overview 2. The role of social workers working with adults 3. Person-centred practice 4. Safeguarding
Occupational Therapy Strategy. Mental health and wellbeing
Occupational Therapy Strategy Mental health and wellbeing 2015 2020 2015 2020 Background Occupational Therapy (OT) is an integral part of the services Derbyshire Healthcare NHS Foundation Trust (DHCFT)
Putting the patient first: issues for HR from the Francis report
February 2013 Discussion paper 7 Putting the patient first: issues for HR from the Francis report This discussion paper has been designed to help inform and shape the format of our forthcoming listening
Director of Nursing & Patient Experience
Director of Nursing & Patient Experience Job Description & Person Specification Chief Executive s Office, Darlington Memorial Hospital, Hollyhurst Road, Darlington, County Durham DL3 6HX Tel: 01325 380100
Organisational Development Strategy
Organisational Development Strategy 2014-2016 Version Number: 3.1 Name of originator/author: Assistant Director of Organisational Learning and Development Name of responsible Workforce and OD Committee
CQC s strategy 2016 to 2021. Shaping the future: consultation document
CQC s strategy 2016 to 2021 Shaping the future: consultation document January 2016 The is the independent regulator of health and adult social care in England We make sure health and social care services
Brand management strategy 2014/19
Brand management strategy 2014/19 At its simplest and its best a brand is a promise delivered. The Foundation Trust Network (2009) Excellent care at the heart of the community Contents Introduction 3 The
CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE
www.gov.gg/jobs JOB POSTING CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE JOB TITLE Chief Nurse / Director of Clinical Governance SALARY Attractive Remuneration Package available with post TYPE Full Time
The Code. Professional standards of practice and behaviour for nurses and midwives
The Code Professional standards of practice and behaviour for nurses and midwives Introduction The Code contains the professional standards that registered nurses and midwives must uphold. UK nurses and
Aneurin Bevan Health Board. Draft Communications and Engagement Framework
Aneurin Bevan Health Board Draft Communications and Engagement Framework Working with you for a healthier community, Caring for you when you need us, Aiming for excellence in all that we do Author: Head
Common Core Principles to support self-care
Common Core Principles to support self-care 1 The common core principles to support self-care. 2nd edition Published by Skills for Care, West Gate, 6 Grace Street, Leeds LS1 2RP www.skillsforcare.org.uk
NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee
NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff
The National Health Service. Constitution. A draft for consultation, July 2008
The National Health Service Constitution A draft for consultation, July 2008 NHS Constitution The NHS belongs to the people. It is there to improve our health, supporting us to keep mentally and physically
LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY
Policy Number: STRAT/0016/v2 Issue/Version No.: 2 LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY Current Status: Ratified Compliance All members of Tees, Esk and Wear Valleys NHS Foundation Trust staff
Solihull Clinical Commissioning Group
Solihull Clinical Commissioning Group Business Continuity Policy Version v1 Ratified by SMT Date ratified 24 February 2014 Name of originator / author CSU Corporate Services Review date Annual Target audience
COMMUNICATION AND ENGAGEMENT STRATEGY
COMMUNICATION AND ENGAGEMENT STRATEGY 2015-2018 NWAS Communication and Engagement Strategy 2015-2018 Page: 1 Of 20 Recommended by Approved by Approval date Version number V0.5 DRAFT Review date Responsible
Northamptonshire Healthcare NHS Trust
H Northamptonshire Healthcare NHS Trust 1. SUMMARY TRUST BOARD 25 FEBRUARY 2009 ORGANISATIONAL DEVELOPMENT STRATEGY The paper contains an Organisational Development (OD) Strategy, which sets the framework
Housing Association Regulatory Assessment
Welsh Government Housing Directorate - Regulation Housing Association Regulatory Assessment Melin Homes Limited Registration number: L110 Date of publication: 20 December 2013 Welsh Government Housing
Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
NHS CONFEDERATION MEMBER BRIEFING
NHS CONFEDERATION MEMBER BRIEFING Government's full response to the Francis report Many of the measures included in today's report, 'Hard Truths: the journey to putting patients first', have already been
Strengthening nursing leadership and the role of ward managers: The Francis recommendations
Strengthening nursing leadership and the role of ward managers: The Francis recommendations Howard Catton Head of Policy and International Mid Staffordshire: What went wrong? The decline in standards was
Wiltshire Council s Behaviours framework
Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council
The role of the nurse
June 2009 Discussion paper 3 The NHS Next Stage Review workforce report, A high quality workforce *, indicates that nurses will always be at the heart of shaping the patient experience and delivering care.
Strategic Plan 2014-2017
Strategic Plan 2014-2017 DRIVING AMBITION, INSPIRING SUCCESS WWW.MBRO.AC.UK FOREWORD Welcome to Middlesbrough College s Strategic Plan 2014-17 which has been developed in consultation with our staff, students,
JOB DESCRIPTION. To contribute to the formulation, implementation and evaluation of the Nursing and Midwifery Strategy.
JOB DESCRIPTION Job Title: Division: Reports to: Accountable to: Deputy Director of Nursing Nursing Division Director of Nursing & Midwifery Director of Nursing & Midwifery Key Relationships: Director
UNIVERSITY OF BRIGHTON HUMAN RESOURCE
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors
Level5 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.
Customer Management Strategy (2014-2017)
Customer Management Strategy (2014-2017) Version 1.1 Page 1 Foreword As technology improves, the demand for Council services to be available online and accessible 24/7 will increase as our customers choose
Level4. Civil Service Competency Framework 2012-2017. Level 4 Grade 7 and 6 or equivalent
Level4 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.
Brighton and Hove Integrated Care Service Job Description
Brighton and Hove Integrated Care Service Job Description Job title: Director of Primary Care Development (maternity leave cover 6 to 12 months, secondments welcomed) Salary: 74k more to an exceptional
the Defence Leadership framework
the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in
The CQC s approach to regulating urgent care. Ruth Rankine Deputy Chief Inspector for Primary Care CQC
The CQC s approach to regulating urgent care Ruth Rankine Deputy Chief Inspector for Primary Care CQC NHS Confederation Urgent and Emergency Care Forum Ruth Rankine Deputy Chief Inspector of General Practice
Hertfordshire County Council Job Outline
Hertfordshire County Council Job Outline P a g e 1 JOB TITLE: GRADE: REPORTS TO: DEPARTMENT: TEAM: Social Worker H8-M1 Team Manager/ Deputy Team Manager Health & Community Services (HCS) Community Learning
Guide to the National Safety and Quality Health Service Standards for health service organisation boards
Guide to the National Safety and Quality Health Service Standards for health service organisation boards April 2015 ISBN Print: 978-1-925224-10-8 Electronic: 978-1-925224-11-5 Suggested citation: Australian
Quality Governance Strategy 2011-2013
Quality Governance Strategy 2011-2013 - 1 - Index Content Page Number Key Messages and context of the Strategy 3 Introduction What is Quality governance? What do we want to achieve? Trust Objectives Key
Registered Nurse professional practice in Queensland
Nursing and Midwifery Office, Queensland Strengthening health services through optimising nursing Registered Nurse professional practice in Queensland Guidance for practitioners, employers and consumers.
Registered nurse professional practice in Queensland. Guidance for practitioners, employers and consumers
Registered nurse professional practice in Queensland Guidance for practitioners, employers and consumers December 2013 Registered nurse professional practice in Queensland Published by the State of Queensland
WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)
WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody
Foreword. Thank you. Phil. Philomena Corrigan, Chief Executive NHS Leeds West CCG
Foreword Normally when organisational development (OD) plans are put together they involve a small number of people so I'm really pleased to present our OD plan as I know this has involved all our staff
Integrated Care Value Case
Integrated Care Value Case Waltham Forest, East London And City (WELC), England November 2013 This Value Case has been commissioned by the Local Government Association with support from the national partners
Right: People Roles Recognition - Culture
Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge
Miles Scott, Improvement Director Helen Buckingham, Executive Director of Corporate Affairs
To: The Board For meeting on: 28 July 2016 Agenda item: 8 Report by: Miles Scott, Improvement Director Helen Buckingham, Director of Corporate Affairs Report on: Ensuring NHS Improvement s Objectives are
Position Description. Title: Department: Reporting to: Time commitment: Employment conditions: Last reviewed: August 2012.
Title: Department: Reporting to: Time commitment: Employment conditions: Ward Clerk Wards Nursing Unit Manager Full time MUH & HSU- Enterprise Agreement Last reviewed: August 2012 About the role: To provide
DORSET CLINICAL COMMISSIONING (CCG) WORKFORCE LEAD - DEVELOPMENT BAND 7. Poole, with requirement for some travel across Dorset
DORSET CLINICAL COMMISSIONING (CCG) WORKFORCE LEAD - DEVELOPMENT BAND 7 POST DETAILS Post Title: Directorate: Work Base: Reports to: Accountable to: Workforce Lead - Development Engagement and Development
JOB DESCRIPTION: DIRECTORATE MANAGER LEVEL 3. Job Description
JOB DESCRIPTION: DIRECTORATE MANAGER LEVEL 3 Job Description Job Title: Directorate Manager Level 3 Band: Post Type: Location: Managerially Accountable to: Professionally Accountable to: 8C Permanent UHNS
Gloucestershire County Council Communications Strategy
Gloucestershire County Council Communications Strategy 2013 to 2015 Introduction This strategy sets a framework for council communications. It gives direction to all media, online, internal, marketing,
Manage our corporate governance practices effectively and efficiently ensuring Country Care service and supports are person centred
Introduction Country Care s Customer Service Charter represents our vision and values and sets out what our service users can expect from Country Care when they select us to provide their service. Country
OUR VALUES & COMPETENCY FRAMEWORK
OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required
Culture and leadership in the NHS
HEADLINES Culture and leadership in the NHS The King s Fund 2014 survey May 2014 Overview In February and March 2014 The King s Fund conducted a survey of NHS managers and clinicians about leadership,
Contents. 4 About us. 5 Introduction. 6 Our vision and values. 7 Our strategic business objectives. 8 Our business plans.
Services good enough for my family 3 Contents 4 About us 5 Introduction 6 Our vision and values 7 Our strategic business objectives 8 Our business plans 10 Our finances 11 Quality improvement 12 Our staff
SUMMARY REPORT 1.16.42 (7) TRUST BOARD 28 th April 2016
SUMMARY REPORT 1.16.42 (7) TRUST BOARD 28 th April 2016 Subject 2015 Staff Opinion Survey Action Plan Prepared by Approved by Presented by Purpose Ruth Bardell, deputy Director Human Resources and Organisational
Message from the Chief Executive of the RCM
Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.
National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013
National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-
Position Description
Position Description Position details: Title: Reports to: Reports professionally to: Date: Nurse Educator General Medicine Nurse Unit Manager General Medicine Nurse Unit Manager General Medicine November
RHODES AVENUE PRIMARY SCHOOL
RHODES AVENUE PRIMARY SCHOOL HEADTEACHER CANDIDATE INFORMATION Rhodes Avenue School: A Vision for the Future Our children are at the heart of all we do. We aim to instil a love of learning in all our children
Health LEADS Australia: the Australian health leadership framework
Health LEADS Australia: the Australian health leadership framework July 2013 Health Workforce Australia. This work is copyright. It may be reproduced in whole for study purposes. It is not to be used for
Health Authority Abu Dhabi
Health Authority Abu Dhabi Document Title: Policy Scope of Practice for Registered Nurses Document Ref. Number: PPR/HC/EX/P0004/07 - A Version 0.9 Approval Date: May 2007 Effective Date: May 2007 Last
EVERYONE COUNTS STRATEGY
EVERYONE COUNTS STRATEGY Introduction The aim of the Equality and Diversity Strategy is to ensure that Great Places Housing Group promotes equality, tackles discrimination, values diversity, and continues
Staff engagement in the NHS: some local experience
November 2010 Briefing 79 Staff engagement can help the NHS meet the challenges of reducing costs, raising productivity and implementing the organisational changes arising from the NHS White Paper. High
The Sharing Intelligence for Health & Care Group Inaugural report
The Sharing Intelligence for Health & Care Group Inaugural report May 2016 National Services Scotland National Services Scotland Healthcare Improvement Scotland 2016 First published May 2016 Produced in
JOB DESCRIPTION. Community Palliative Care Clinical Nurse Specialist
JOB DESCRIPTION Post: Band: Responsible to: Accountable to: Community Palliative Care Clinical Nurse Specialist 7 (SAH adapted Agenda for Change) Team Leader Clinical Operational Manager Job Summary Work
Alliance contracting. Kings Fund
Alliance contracting Kings Fund 27 March 2014 Overview 1 Introduction Dr Linda Hutchinson 2 Alliance Contracting the fundamentals Robert Breedon 3 A case study Lambeth Mental Health Services Denis O Rourke
Equality & Diversity Strategy
Equality & Diversity Strategy Last updated March 2014 1 Statement of commitment Ombudsman Services is committed to equality of opportunity and respect for diversity. As an equal opportunities employer,
The NHS Constitution
for England 27 July 2015 2 The NHS Constitution The NHS belongs to the people. It is there to improve our health and wellbeing, supporting us to keep mentally and physically well, to get better when we
Solihull Metropolitan Borough Council. Local Code of Corporate Governance
Solihull Metropolitan Borough Council Local Code of Corporate Governance Approved by: Governance Committee 15 th March 2011 Refreshed: March 2013, June 2014 INTRODUCTION LOCAL CODE OF CORPORATE GOVERNANCE
Workforce and Organisational Development Strategy #proud
Workforce and Organisational Development Strategy 2015-2018 Contents Welcome and Introduction... 3 Drivers for the Workforce & Organisational Development Strategy... 4 Vision and aims of the Workforce