Introduction. Chris Harrop, Chief Executive

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2 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 four years we have grown by over 50% in the size of our workforce and the pace of change has, at times, been breath-taking. Our ambition to deliver excellence in neuroscience is fundamentally achieved through the hard work, commitment and dedication of Walton Centre staff throughout the organisation. I believe that high quality patient care can only be delivered by staff that are supported, understand their role, and feel valued. This strategy is all about creating the conditions where our staff can realise their true potential and deliver the Trust s strategic aims and objectives. Chris Harrop, Chief Executive The aim of this strategy is to set out a clear vision for our workforce that underpins our successful, high performing and value driven NHS Trust. It supports our staff to deliver excellent patient care in the Walton Way by focussing all workforce initiatives upon the bigger and longer term pressures of the health economy and future labour market. The big challenges of increasing demand and funding pressures are exacerbated by shortages in qualified medical staff and in particular, nursing. These will require a transformation in the delivery of some services, new ways of working, innovation and the deployment of new technology. It is our staff that will lead this transformation ensuring that the Walton Centre remains a great place to work that is delivering excellent patient care. Mike Gibney, Director of Workforce Page 2 of 10

3 Overview: The Walton Centre Strategic Plan The Walton Centre has recently determined its strategic direction for the next five years. The purpose of this OD Strategy is to ensure that the key functions of the Workforce Directorate are aligned with our strategic aims and objectives. The Strategic plan identifies the overall aims of the organisation for patient care and safety, clinical effectiveness and the future development of our services. As you would expect, workforce issues are a theme that run through the whole of this strategy and account for well over 70% of the Trust s expenditure. As the Walton Centre is a successful organisation, the objective of this document is to ensure that support for the workforce is maintained, consolidated and new developments are introduced in an open and timely manner. This OD strategy will overview the conditions (including systems and processes) and the skills that are required to enable/support the Walton Centre to fulfil its strategic aspirations. The Walton Centre needs to be responsive and adaptable to a changing environment externally and long term skill shortages therefore this this strategy sets out a short term (2 year) and focussed vision for organisational development. The strategic plan contains six themes with a series of underpinning objectives. This OD strategy supports all the themes to some degree or other but is especially concerned with theme 5, Recruiting, retaining and developing our workforce with the following objectives: Embed a high performing culture that is based upon our Walton Way values and standards of behaviour Ensure that the Walton Centre is a great place to work, supported by first class human resources Recruit, retain and support an efficient, resilient and productive workforce delivering excellence in health care, education & training, and research Promote excellence in education and training to ensure we deliver the highest calibre of health care staff for future NHS patients Ensure that the Walton Centre can adapt and respond to changes across the health economy through innovation, flexible working and collective leadership Page 3 of 10

4 The organisational development agenda The fundamental workforce challenge is to enable health providers to respond to increasing demand across the population at a time where skill shortages are becoming the employment norm. Some shortages will have a business critical impact such as key clinical roles (due to retirement etc.) but the overall health care labour market is becoming problematic. It has been understood for a number of years that there is an increasing shortage of qualified nurses with the NHS likely to have 47,500 fewer nurses than it needs by (source: Nursing Times/Kings Fund) The response cannot be to recruit more of the same roles, rather it requires all health care providers to reframe the challenge into how do we deliver services with less qualified staff such as nurses etc.? Alongside regional and national responses, the Walton Centre will need to increase its transformational activity to enable our organisation to ensure continuity of patient care. The development of the organisation must include the redesign of some key services, processes and roles to ensure that we continue to thrive in the current economic conditions and to deliver the anticipated levels of patient care. This has to be undertaken through managed projects and programmes that have a methodology based upon successful industry standards. The drive to recruit key staff, retain and develop existing staff and improve productivity must always be underpinned by our values driven culture. Organisational Development employs a wide range of different activities with the aim of improving the overall performance of an organisation. There are many different definitions of OD but essentially Organisation Development is about improving organisational performance by implementing a planned process of leading and managing change that aligns the organisation s vision, values, strategy, structure, processes, systems, ways of working and people capabilities (North West Leadership Academy, 2013). At the Walton Centre, OD support is led by the education function but is integral to activity across the Workforce Directorate. Page 4 of 10

5 Embedding equality and diversity The Trust is committed to creating an environment where all employees are equally valued and respected, with equal access to all employment opportunities. The Trust continues to recognise the role it plays in ensuring that health inequalities are identified and eliminated. Therefore equity and fairness must be a central value that is demonstrated throughout the organisation. The Trust has adopted the Equality Delivery System (EDS2) to support its work around equality; EDS2 provides a framework for continual review of the Trust s equality performance and helps to identify future priorities and actions. EDS2 also helps to support the Trust in meeting the requirements of the Equality Act (2010) and the Public Sector Equality Duty, as well as meeting the Care Quality Commission's (CQC) 'Essential Standards of Quality and Safety' and supporting the NHS Outcomes Framework, the NHS Constitution. On an annual basis the Trust collates and analyses the equality profile of all staff employed by the Walton Centre, this includes analysis of recruitment and development opportunities to ensure fairness and equity across the Trust. As a values driven organisation, we will ensure that the equality and diversity agenda is integrated into the development of the organisation s systems and processes. This is particularly important in any service transformation, role redesign or cost improvement activity. The Equality Act applies to 9 protected characteristics and the Trust will ensure that its approach to organisational development is sensitive to the needs of all of the characteristics, ensuring impact assessments are carried out as appropriate. Page 5 of 10

6 The vision for organisational development The purpose of this OD strategy is to ensure that existing workforce support is focussed upon the priorities of the Walton Centre and that future strategies, policies and processes are genuinely concerned with delivering business critical priorities in line with our workplace culture. At a practical level, this means that the work of the HR, education and communication functions alongside fundraising need to be integrated, aligned and responsive to the organisation s needs. This will be delivered by focusing upon the 4 integrated and transformational themes illustrated below - with the Walton Way values at the heart of everything we do Based upon Burke Litwin Business Performance Model Page 6 of 10

7 LEADERSHIP The Walton Centre will consciously move away from a heroic approach to leadership by adopting the collective leadership model thus reinforcing the Walton Way value set. To achieve this The Walton Centre will: Adopt and promote a model of collective leadership across the organisation Ensure that our approach to leadership is underpinned through the development a supportive coaching culture Provide a comprehensive menu of leadership development and support to teams and individuals Ensure the successful growth of our medical education provision through excellent local and system leadership Prioritise leadership development and support to those who are leading or undertaking transformational change Create and resource a talent management framework to build organisational capacity and to enable succession planning Actively undertake leadership capacity building to increase the volume of leadership skills across the organisation Intelligently signpost external development opportunities aligned to the collective leadership model Underpin desired leadership behaviours through the piloting and adoption of 360 feedback tool Place staff engagement and experience at the heart of our leadership approach to promote health and wellbeing, productive working and staff retention Page 7 of 10

8 CULTURE The Walton Centre will embed a high performing, organisational culture underpinned by the Walton Way. This needs to be reinforced through the organisations strategies, structures and systems and is not just about what we do but how we do things. To achieve this The Walton Centre will: Further develop and embed the Walton Way value set through a bespoke performance management framework Create and introduce a values based model of recruitment Continue to nurture effective working partnership arrangements with staff side colleagues in all that we do. Reduce ad-hoc service redesign by implementing a broader based, whole system review, design and implementation model based upon Forward to Excellence (F2E) methodology Promote matrix based working across traditional organisational boundaries and hierarchies Ensure that the patient voice is at the heart of our communications strategy and that methods are based upon feedback from patients, staff and wider stakeholders Establish an integrated and coherent plan for staff engagement that demonstrably impacts upon service development and redesign, reduces the risk of disconnect and underpins a productive workplace Ensure that medical education and staff development is integral to the way we work to promote retention, excellent patient experience and the Trust s profile Continuously develop our infrastructure for people management and development to be recognised as world class Enable a high performing and open culture based upon feedback through the introduction of a coaching culture Page 8 of 10

9 PROCESS & SYSTEMS Processes and systems will support the organisational conditions for performance. They will reinforce our drive for continuous improvement, reflecting our high performing culture and enabling effective cost improvement. To achieve this The Walton Centre will: Ensure that all workforce processes related to our business as usual, reinforce our strategic aims, reflect our values and are cost effective Maintain and improve the delivery and responsiveness of payroll services to support staff effectively Respond to workforce planning challenges through a consistent approach to role redesign, talent management and succession planning Design and implement a targeted menu of programme and project management skills based upon industry standards Develop and implement a recruitment strategy to enable business continuity and organisational resilience with a strong focus upon medical/clinical skill shortages Maximise the potential of the electronic staff record to improve the validity of staff data and establish a single source of truth Ensure the systematic implementation of performance management measures at an individual, team and organisational level that include personal behaviours Continue to improve the quality of the performance appraisal process to reinforce the Trust s strategic aims and values for all staff Support and refine medical education and wider development processes to support service delivery and reduce bureaucracy Continue to support medical revalidation and actively respond to the requirements of nurse revalidation Page 9 of 10

10 The Walton Centre will ensure the successful implementation of ideas and new ways of working that add value to the services we deliver to our patients. The focus is not only upon promoting new initiatives but also establishing a culture that reduces duplication, waste and bureaucracy. To achieve this The Walton Centre will: Develop and implement our fundraising strategy to be capable of generating sustainable, long term charitable income for the Trust and to raise awareness of the charity in line with our organisational reputation Building upon the recent success of charity appeals, we will develop the Walton Centre charity Further reinforce the existing commitment to Health and Wellbeing, by continuing to grow the scope and number of activities Establish a whole organisation approach to promoting, supporting and building capacity for innovation through coaching style conversations Refresh our approach towards reward and recognition to enable a high performing culture at all levels of the workforce Seek to develop, adapt and innovate role profiles to respond to skill shortages, service and system redesign. Develop and embed a strategic framework for our approach to corporate social responsibility Actively promote learning and education that supports news ways of working and aspires to be best in class Enable creativity in the way we work through the promotion and training of targeted staff groups in Forward to Excellence methodology, change management skills and business improvement techniques Continue to promote the use of social media across all areas of communication to maximise stakeholder engagement, support recruitment and promote retention Page 10 of 10