Strategic Priorities for 2016/17 · The strategic priorities for 2016/2017: Improving Service...

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V 1- Updated 01/02/2016

Strategic Priorities for 2016/17 Robert Morton - Chief Executive

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Strategic Priorities 2016/2017 Robert Morton - Chief Executive

Introduction

The appointment of Mr Robert Morton as the Chief Executive to the Trust brings an opportunity to provide an

updated vision to the organisation in line with national objectives within the 5 Year Forward View and Urgent

and Emergency Care Review.

In line with Planning Guidance provided by NHS England the Trust is developing an Operational Plan which

will be signed off by the end of April 2016. The Operational Plan will detail Trust plans to deliver sustainable

services in 2016/17. The Plan will be implemented with the backdrop of a “Local health system” wide

Sustainability & Transformation Plan (STP) from October 2016. The Chief Executive has created key priorities,

which generate a healthy and supportive environment for staff, who are skilled, confident and resilient to

operate well within a performance driven culture.

The strategic priorities for 2016/2017:

Improving Service Delivery to Patients

1. Implementation of an agreed Remedial Action Plan

2. Commence Implementation of a Revised Operating Model including a new Clinical

Career Pathway

3. Implement the Trust Quality Strategy

Shaping Our Future

4. Create a Stable Executive Leadership Team

5. Develop a Trust Strategy for Approval by end of Quarter 1 to be followed by

supporting Transformation Plans for Workforce, IM&T, Fleet, Finance and Estates for

approval by end of Quarter 3

6. Exploit all Collaboration Opportunities including engaging in all Vanguard Projects

Creating a Positive and Engaging Culture

7. Undertake a Cultural Audit and embed our Visions and Values

8. Implement Staff Leadership Development and Aspiring Manager Programmes

9. Develop and Implement a Staff Retention Plan

10. Roll out a Staff Engagement Plan

In addition, a Remedial Action Plan (RAP) has been proposed for agreement with the Lead Clinical

Commissioning Group on behalf of the EEAST Ambulance Consortium. This RAP provides a way forward to

improve operational performance. However, pending agreement on a RAP, EEAST has continued with the

implementation of a short term interim plan, focussed on stabilising performance and where possible,

reducing tail breaches to improve patient safety. The approved Quality Strategy implementation will

continue and the undertaking of a Cultural Audit will progress as the first step in the Trust’s plan for cultural

transition.

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1.0 Commence Implementation of the Trust’s Remedial Action Plan

Ref Objective Actions Performance

Benefit Lead Revenue

£

Capital

£

Target

Date Notes/Status (RAG)

1.1 Implement Safe Service Delivery Plan –

(Interim Plan pending Agreement on the

Remedial Action Plan (RAP))

Review potential immediate actions to improve Red1

performance

Action plan created and managed

Yes Rob

Ashford

30th

April

2016

Complete

1.1.1 Governance Monitor tail breaches, complaints and SI's N/A Sandy

Brown

2016/17 On-going process

1.1.2 Increase capacity in EOC and review/revise

deployment practices

Increase clinical capacity in EOC Yes Gary

Morgan

30th

April

2016

Recruitment is ongoing – CSD is

now over established. 19wte

over established with further 9

on bank (in various stages of

recruitment/training/

mentoring).

Gateway review submitted to

ELB. No GP cover beyond 31st

May as at 09/05/16

Revise the management of green and urgent calls Yes Gary

Morgan

30th

April

2016

Dependant on the above – new

process being developed for

standing down an increased

number of green calls.

Explore appropriate alternative transport options for

low acuity patients who have been clinically assessed

as requiring hospital intervention but not an

emergency response.

Yes Liz

McEwan

1st

April

2016

A&E using PTS when capacity

allows (PTS join daily

conference call)

Introduce load levelling across the region where

Intelligent Conveyance is not already in place, to

ensure patients, where clinically appropriate, can be

conveyed to an alternative hospital other than the

closest if it is experiencing a surge in demand in A&E

Yes Adrian

Maasz

1st

April

2016

NHSE document on hospital

delay escalation (where this is

referenced) is overdue for

review and we have been given

an opportunity to input our

thoughts on it.

4


1.1.3 Increase capacity within Operations and

review/revise deployment practises to ensure

patient safety

Introduce a 24/7 strategic command cell (SCC) for

operational management of resource and process,

review and revise escalation actions, surge plans and

stages to reflect changes in command structure and

resilience

Yes Jon Moore 1st

April

2016

The Command Cell is set to run

on a 20 hour per day basis,

Draft terms of reference are

being considered at OLB.

Develop training plan for the accelerated recruitment

of operational resources. Secure accreditation for

AAP

N/A Sandy

Brown

30th

April

2016

Increase capacity to facilitate recruitment N/A Lindsey

Stafford

Scott

30th

April

2016

An initial extension of an

existing agency has been

extended. Plans are in

development for arrange of

innovative recruitment

approaches

1.1.4 Reduce abstractions whilst maintaining the

student paramedic program, preparation for the

CQC inspection and all essential business functions

Review all clinically qualified staff secondments and

return to A&E operational duties where appropriate.

Yes Darya

Wotherspo

on

1st

April

2016

Re-arrange PU and non-core training in line with REAP

level actions and protocol

Yes Rob

Ashford

1st

April

2016

Work with HEI and HEE to address ARU concerns.

Need to change duration of the Student Paramedic

programme and re-profile SAP abstractions where

possible

Yes Sandy

Brown

30th

April

2016

New 30 credit transitional

module developed and agreed

with ARU

1.1.5 Manage communications, engagement and

stakeholder expectations

All operational and clinical managers not to attend

internal meetings unless essential to the support of

operational and clinical delivery directly affecting

patient safety as per REAP level actions. Darya

Wotherspoon to scope level of required attendance.

Yes Rob

Ashford

1st

April

2016

Ongoing

Letter to be sent to Acute Trusts advising of the

enactment of 30 minutes maximum wait for handover

being introduced from the 16/03/16

N/A Robert

Morton

Ongoing Complete – Letter sent 12 May

2016 with implementation now

proposed for 6th

June 2016

Develop a robust communications strategy to inform

all staff and internal stakeholders of the current

situation and actions being taken to resolve and

manage.

N/A Robert

Morton /

Chris

Hartley /

Dr. Tom

Davis /

Sandy

Brown

Ongoing Ongoing internal and external

communications highlighting

the pressures on the system

and actions being taken to

improve safety.

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1.2 Agree RAP with CCG, NHS Improvement

and NHS England

Develop a RAP for 2017 which maps additional

resourcing required to bridge the capacity gap

Yes Nicola

Ward

30th

April

2016

Escalation meeting held with

NHSE and NHSI on 4th

May.

Direction given to proceed and

ensure delivery details of

funding regime for RAP being

finalised with the lead CCG.

1.2.1 * Implement the Trust’s Remedial Action Plan CQUIN Clinical Hub

Yes Rob

Ashford

2016/17

with

quarterly

milestones

Implementation to be managed

through PIAG

1.2.2 Capacity Expand the PAS Framework to secure additional

companies and make the process more expedient.

Secure a procurement framework for Taxis and

wheelchair taxis

N/A Duncan

Freeman

1st

Oct

2016 +

time for

accreditati

on

Taxi framework – Tender prep

work underway including both

PTS and A&E requirements, and

covering all areas of the Trust.

Rob

Ashford/

Alan

Whitehead

Commenc

ed

Additional off-Framework PAS

& Taxi providers being

accredited progressively

Mitigate the effect of the national AQI on

performance with PAS and agency RRVs. Recent

evidence of the impact being between 3-5%

Yes 0% Rob

Ashford

31st

July

2016

Ongoing

Increased capacity (recruitment and PAS) to reduce

tail breaches

Yes 3-5% Rob

Ashford/

Lindsey

Stafford

Scott

2016/2017 Reduce R2 40 to c55 per month

Reduce R60T to c700 per month

1.2.3 Activity Consideration of growth in Red 1 (c26%) and Red 2

(c22%). CCG and stakeholders to implement a plan to

stem this growth in collaboration with the Trust’s

clinical hub

Yes CCGs/Acut

e Trusts

2016/2017 EEAST is currently negotiating

activity for 16/17 with CCGs to

ensure an appropriate level is

brought. This has been added

as a risk with the RAP.

EEAST 111 conversion rates are double the national

average – SRGs to effect demand and conversion rate

Yes SRGs 2016/2017 This has been added as a risk

with the RAP.

1.2.4 Hospital Delays Reciprocal joint action plan from CCGs to tackle

hospital delays effectively

Yes 1%

per 16.6

hours

A2H

saved

CCGs 2016/2017 EEAST is currently looking at

the last 3 months’ worth of

activity to calculate how much

performance was lost from

delays within hospital.

6


Hospital Ambulance Liaison Officers funded to

support the turnaround process and act as a sign

poster to crews indicating use of alternative pathways

within the local health care system

Yes 1%

per 16.6

hours

A2H

saved

Acute

Trusts/CCG

s

30th

April

2016

BC shared with CCGs on 11th

March. As it stands currently 6

of the 17 acute Trusts have a

HALO for 16/17.

1.2.5 Co/First responder Schemes Introduce 10 co/first responder schemes across the

region intelligently agreed in line with most

challenged areas for RRV cover.

Yes 1%

for Red 1

per

locality

Wendy

Risdale

30th

April

2016

Pilot for 3 months in April 2016.

Full implementation September

2016. 2 ROSCs to date

1.2.6 CFR Deployment

Explore data dispatch model for CFR groups with the

view to improving dispatch of CFR groups.

Yes 1%

per

locality

Wendy

Risdale

30th

September

2016

Pilot 30 schemes in the first 6

months of 2016/17 with full roll

out in the second half of the

year dependant on results of

the pilot schemes.

1.2.7 Review of DAP points Review current DAP points and ascertain most

appropriate areas for introduction. NB this will be

dependent on a reduction in utilisation.

Yes 1% Rob

Ashford

31st

May

2016

Assuming appropriate

utilisation allows for

deployment

1.2.8 Intelligent review of rosters

Full review of rosters in each SLM area to bring skill

mix in line with the new operating model. Please note

potential staff side impact.

Yes Rob

Ashford

30th

June

2016

Actions taken to ensure

positive distribution of SAP and

BSc students. Total numbers of

Specialist Practitioners required

to service rosters now

identified.

1.2.9 Policies and processes Full review of all operational policies to improve both

the Trust’s ability to respond to patients and staff

welfare. Please note potential staff side impact.

Yes 1% Lindsey

Stafford

Scott

30th

June

2016

1.3 CQUIN Apply for CQUIN to support Clinical Hub development N/A Nicola

Ward

1st

April

2016

Application to CCGs completed

on 5th

March awaiting their

proposals for funding and

reward regime within contract

documentation.

*Please refer to the RAP submitted to the CCG for more detail and note this is subject to agreement with CCGs

7


2.0 Commence Implementation of a Revised Operating Model Including a New Clinical Career Pathway



£

Capital

£

Target

Date Notes/update

2.1

Develop an Operating Model which reflects and

considers:

• The 5 year Forward View

• Urgent and Emergency Care Review

• Rising Demand

• Health System Changes

• Community Expectations

• Workforce – Professionalisation

• Resourcing

• Finances

Consider the implications for the Service Delivery

Directorate (Gap Analysis)

Yes Rob

Ashford

Undertake detailed modelling to understand how

best to employ the new model to achieve the best

outcomes across the region

No

Develop a Business Case for the Operating Model Yes Nicola

Ward

8th

March

2016

Completed. Detailed proposal

for CCGs now in development

Remodelling of Trust infrastructure and to

create hub and spoke services supported by a

change programme to workforce

(recruitment/training), fleet , estates and IT.

Yes Rob

Ashford

2016-

2019

Details in the Business Case

2.11 Develop an Integrated Clinical Hub Increase Hear and Treat facility

Yes 1% Gary

Morgan

Performance gain dependant

on reducing demand and

reducing resource utilisation

Implement a GP advice line

No Gary

Morgan

Advice line in place with GP

access over peak hours.

Improvement pause for 4

weeks now scheduled.

Collaborative working with provider and CCG partners

to test out specialties working in partnership with the

Hub and EEAST

No Nicola

Ward

Implementation plan underway

including recruitment of a

project manager.

Develop in collaboration with local Sustainability and

Transformation Planning and CCGs a suite of local

spokes which integrate with the Clinical Hub to

include; Frailty car, mental health rapid response,

care home services and integrated community health

models. This will be supported by a transformed

workforce model with significant growth in Advanced

Practitioner level.

No Nicola

Ward

Joint attendance of known STP

meetings between senior ops

managers and BDU. Aiming to

present our strategy to all and

engage for access to any

available funding to develop

our strategy. Our business case

and strategy has also been

shared with all AO STP leads

from our CEO.

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2.2 Clear Career Pathway for staff, improving Attraction

and Retention

Model to gain agreement by CCGs

Amend Recruitment Approach to ensure workforce

planning is focused on achieving the skill mix required

Recruit to vacancies on the pathway

Secure agreement with HEE on supporting the

transition to modified higher education pathways

Ensure that the work to underpin the graduated

transition to this new model is embedded in Trust

Strategies

Education department to support training with

external partners

N/A Lindsey

Stafford

Scott

Presentation to CCG in

December 2015

Review of recruitment and

agreement to recruit to new

plan 25 February 2016

Recruitment plans have been

tailored to meet the revised

Workforce Training Plan (v42)

which reflects the strategic

priority to introduce a new

clinical career pathway with

the introduction of 150 Level 3

IAPs (Intermediate Ambulance

Practitioners) and 150 Level 4

AAPs (Associate Ambulance

Practitioners) in financial year

2016/17 from external

advertising. The training

department are currently

establishing the proposed

internal development

pathways to offer upskilling for

existing HCRT staff to both IAP

and AAP level.

9


3.0 Implement the Trust’s Quality Strategy



£

Capital

£

Target

Date Notes/update

3.1 Put Safety First. Improving practice through

identification of areas to focus upon in training and

clinical communication

Identify current level of harm

N/A Sandy

Brown

Improve understanding and application of the Mental

Capacity Act

N/A Sandy

Brown

Identify Cardiac concerns and convey appropriately

N/A Sandy

Brown

Identify harm from complaints

N/A Sandy

Brown

3.2 Continually Learn. Through robust leadership and

communication, share best practice as well as

learning from when things go wrong

Timely investigation and robust learning

N/A Sandy

Brown

Use of patient and staff stories

N/A Sandy

Brown

Putting Quality on the Map

N/A Sandy

Brown

Safety bulletin

N/A Sandy

Brown

Establish Stop the Line Process

N/A Sandy

Brown

3.3 Honesty. Ensure managers and staff have the skills,

knowledge and confidence to ensure openness and

honesty in all we do

Implement full remit of Duty of Candour, every time

N/A Sandy

Brown

Regular feedback to staff

N/A Sandy

Brown

SI report publication

N/A Sandy

Brown

Local safety information publication

N/A Sandy

Brown

3.4 Collaborate. Participate in NHS-wide learning and

improvements through appropriate sharing of safety

information

Ensure multi- or external incidents are disseminated

N/A Sandy

Brown

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Ensure appropriate information sharing of non-

conveyed patients with GPs

N/A Sandy

Brown

Ensure ambulance safety issues shared across the

region and country

N/A Sandy

Brown

3.5 Support. Develop a safety and clinically focussed

monitoring culture to give staff the opportunity to

develop and self-improve

Provision of robust and up to date clinical guidelines

N/A Sandy

Brown

Develop individual performance monitoring

capabilities

N/A Sandy

Brown

Establish a robust mentor and supervision process

N/A Sandy

Brown

11


4.0 Create a Stable Executive Leadership Team



£

Capital

£

Target

Date Notes/update

4.1 Stabilise the Executive Team

Recruit the following permanent roles:

• Director of People and Culture

• Director of Finance and Commissioning

• Medical Director

• Deputy Medical Director

• Director of Service Delivery

• Director of Strategy and Sustainability

N/A Robert

Morton

15th

July

2016

Recruited Director of People

and Culture, Director of

Finance & Commissioning,

and interviewed for Medical

Director

Director of Service Delivery

and Director of Strategy &

Sustainability now appointed

4.2 Senior Operational Structures Inclusion of EOC to the operational structure Yes Rob

Ashford

1st

April

2016

Head of EOC now reporting to

Interim Director of Service

Delivery

Develop a sustainable structural design for portfolios Yes Rob

Ashford

30th

Sept

2016

Transformational capacity to drive large scale process

improvement

Yes Rob

Ashford

1st

April

2016

Governance and Assurance:

• Senior Management Committee

• Management Assurance Committee

• Performance Improvement Action Group

• Executive Leadership Board

N/A Sandy

Brown /

Rob

Ashford

1st

August

2016

MAG and PIAG now in place

and reporting through ELB

12


5.0 Develop a Trust Strategy for Approval by End of Quarter 1 to be followed by supporting Strategies for Workforce, IM&T, Fleet, Finance, Estate for approval by

End of Quarter 3



£

Capital

£

Target

Date Notes/update

5.1 Trust Strategy Approval By Quarter 1 Trust Board and Executives Agree key priorities N/A Robert

Morton

1st

August

2016

Presented at Private session

27th

January 2016, represented

with amendments 24th

February 2016. Revise draft in

development for July 2016

5.2 Workforce Strategy Create a workforce plan for financial agreement with

NHSI and Lead CCG

Yes Lindsey

Stafford

Scott

31st

October

2016

NHSI received workforce and

financial report first draft 14

February 2016

Workforce template combined with budgets to Trust

Board

Yes Lindsey

Stafford

Scott

31st

May

2016

The plan will be presented to

the Board in May 2016

NHSI final submission template

with pay bill data submitted on

the 21/4/16

Provide Health Education England Templates

Yes Marcus

Bailey

31st

October

2016

Gain agreement for new workforce plan

Yes Lindsey

Stafford

Scott

31st

October

2016

New Career pathway shared

with staff and trade unions

throughout various events in

February 2016. Presentation to

Commissioners to gain

agreement December 2015

5.3 IM&T Transformation Plan • Setup IM&T Transformation Plan Group

which reports into P&FC – attendees to be

Heads of Department level

• Draft IM&T Transformation Plan to go to

P&FC end of Q2.

• IM&T Transformation Plan to be completed

and approved by Trust Board by end of Q3

N/A Clare

Chambers

31st

December

2016

5.4 Fleet Transformation Plan Maintain the delivery of the existing vehicle

replacement cycle for 2016/2017:

• to include 36 emergency ambulances;

• 23 RRV/SUV’s (rolled over from 2015/2016);

Yes Paul Henry 31st

December

2016

NHSI and NHSE want EEAST to

transition to WMAS fleet model

and are unlikely to approve

further capital business cases

for existing fleet model. EEAST

13


• 24 PTS ambulances for North East Essex

contract;

• A range of other vehicle commissioning.

Procure 3 development type vehicles to include:

• A remount ambulance by early Q1;

• A specialist Vito vehicle by mid Q1;

• A concept ambulance based on SECamb by

end Q3.

Develop an engineering, operational and costed

option appraisal by end Q2 for emergency

ambulances to include:

• A van conversion;

• Remount option(s) – basic and risk

assessed;

• New Coach built ambulance – National

specification;

• New Coach built ambulance – East

specification.

Review Operational/ Deployment model, revised by

Operations anticipated to be available in early Q1.

Draft Fleet strategy by end Q2.

Fleet strategy to be completed and approved by Trust

board by end Q3.

now trialling different fleet

concepts that support existing

model but at reduced cost.

5.5 Finance Transformation Plan A ‘base’ Long-Term Financial Model (LTFM) covering 5

years from 2016-17 has been developed based on a

continuing business as usual operating model.

This has been reviewed & signed off by the P&F

Committee in February 2016.

This model can be used to measure the effect of new

strategic developments (e.g. Estates, Fleet etc.) to

determine the effect on the sustainability of the

Trust.

Each successful iteration will then further develop the

Trust’s financial strategy.

Yes Kevin

Smith

TBC Quarter 3 An initial 2016-17 budget was

approved by the Board at its

March meeting & this will be

updated when the funding of

the RAP has been agreed.

Following this the LTFM will be

updated ready for further

iterations as & when the Trust’s

Strategy & new operating

models are agreed.

14


5.6 Estate Transformation Plan Develop an Estate Transformation Plan that facilitates

a transition to a regional EOC, HQ, Make Ready

Model, Fleet Development and Logistics solution to

support the revised operating model

Yes Andy

Sanders

31st

December

2016

5.61 Estate Configuration Review estate configuration with Locality

Directors

• Develop proposed strategic level ‘make

ready’ estate configuration.

• Review Supply function future estate

requirement, undertake option

appraisal to determine optimum

logistic arrangements.

• Review fleet estate requirements –

with the objective of embedding ‘fleet

centres’ into proposed key ‘make

ready’ bases.

• Consult with other emergency services

and public sector bodies to identify co-

location opportunities.

Yes Andy

Sanders

May 2016

July 2016

May 2016

September

2016

Make Ready’ business case

approved in principle by trust

board January 2016.

Assumes availability of

Operational, Fleet and Supply

Transformation Plans.

(Supply management paper

pending ELT consideration).

Assumes availability of

operational modelling analyst

time.

Assuming approval of ‘Make

Ready’ FBC.

5.62 Corporate Estate • Review Clinical Training estate

requirements to 2020, undertaking

option appraisal to explore co location

and centralisation opportunities.

• Review HQ location and functional

suitability.

• Review EOC configuration, refreshing

earlier work to validate proposals.

N/A Andy

Sanders

April 2016

May 2016

September

2016

Interim training capacity will be

required in the short term.

Develop Estate Transformation Plan to ensure

integration of all requirements.

N/A Andy

Sanders

15


6.0 Exploit all Collaboration opportunities Including Engaging in all Vanguard Projects



£

Capital

£

Target

Date Notes/update

6.1

Collaboration Opportunities

Piloting R1 Trial, co responding Fire Service colleagues

attend Cardiac arrest calls region wide

Yes Rob

Ashford

May 2016 2 ROSCs to date

Pilot in Cambridgeshire with the Police. Armed

Response Teams carry an AED and attend R1 Cardiac

arrest calls. Moving this project to Beds and Herts and

then region wide

Yes Rob

Ashford

30th

April

2016

Sharing estate with Blue Light partners when

appropriate and cost effective

Yes Andy

Sanders

30th

April

2016

Joint Leadership Development with Blue Light

Partners

N/A Jill Page 31st

August

2016

Set up meeting held 13th May

2016

Development of MIND Programme N/A Debra

Winterson

31st

August

2016

Training programme on-going

with MIND. Blue Light Pledge

action plan signed off by MIND

April 2016. Paper approved by

Board 25th

May 2016

This brings us in line with both

Essex Police and Fire & Rescue

who we will work with us to

share best practice.

Relationships also being built

with regional MIND’s to ensure

training delivery is consistent.

6.2 Vanguard Projects Attendance at the Vanguard meetings and Emergency

and Urgent care workshops to develop admission

avoidance projects

Yes Matt Broad Ongoing 1.4 million of Bid supported to

provide support to 5 work

streams of the vanguard: Super

SRG, Clinical Hub, Admission

avoidance, DTOC and Mental

Health

Now the STP work is being

progressed at pace the

Vanguard is being provisioned

within the general Urgent and

Emergency Care plans and

much linking in with the UECN

16


Clinical Hub Development in line with the revised

operating model

Yes Dr. Tom

Davis

Ongoing

Linking with Mental Health work stream in

Cambridgeshire to align with Community Mental

Health team to provide better care for patients away

from EDs

Yes Matt Broad Ongoing Work under way as part of the

vanguard and Emergency and

Urgent Care workshops

17


7.0 Undertake a Cultural Audit and Embed our Vision and Values



£

Capital

£

Target

Date Notes/update

7.1

Cultural Audit

Trust Board Approval for proposal N/A Lindsey

Stafford

Scott

November

2015

Trust Board approved 26

November 2015

Ensure service provider selected is on a currently

approved and relevant NHS Procurement Framework

N/A Lindsey

Stafford

Scott

January

2016

Service provided selected and

appointed January 2016

Formation of a Stakeholder Steering Group N/A Lindsey

Stafford

Scott

February

2016

Stakeholder Group Appointed

and two meetings taken place

February 2016

Familiarisation and understanding N/A Lindsey

Stafford

Scott

February

2016

February 2016 focus groups

established

Set up focus groups to design themes

N/A Lindsey

Stafford

Scott

February

2016

Steering Group February 2016

to design survey

Design, development and distribution of a tailored

culture audit survey

N/A Lindsey

Stafford

Scott

March

2016

Steering Group 7 March to

review themes and design

survey

Distribute survey N/A Lindsey

Stafford

Scott

March

2016

Survey was due to be

distributed first week April

2016 – delayed until late April

due to quality issues with draft

document. Closing date 10th

June 2016

Steering Committee to review results and

recommend

N/A Lindsey

Stafford

Scott

June 2016

Culture analysis and first stage feedback

N/A Lindsey

Stafford

Scott

June/July

2016

Reporting and action planning N/A Lindsey

Stafford

Scott

July /

August

2016

Evaluation N/A Lindsey

Stafford

Scott

Tbc

18


7.2 Embed Vision and Values Developing more publicity material for the campaign N/A Debra

Winterson

/Comms

team

March

2016

Leaflets publications and

communications non Vision

and Values Completed and

distributed

Reconvening Vision and Values Group N/A March

2016

7th

March 2016

Staff Engagement Forums N/A Debra

Winterson

March

2016

10th

March 2016

Staff survey results, action plan

required for each

group/.department 29

February 2016

CEO engaging with Band 7

Leaders

19


8.0 Implement Leadership Development and Aspiring Manager Programmes



£

Capital

£

Target

Date Notes/update

8.1 Leadership & Management Career Framework Develop Board Development Programme N/A Jill Page December

2016

In conjunction with chair

develop on-going development

for Trust Board Members

involving external presenters as

appropriate

Locality Directors Leadership Programme N/A Jill Page March

2017

Need to undertake a TNA

SLM/BDM’s Leadership & Management Programme N/A Jill Page January

2016

Currently being completed.

Programme mapped out all

SLMs/BDMs commenced

Band 7 Leadership & Management Programme

N/A Jill Page March

2016

3 cohorts by March 2016,

further 3 cohorts by March

2017. Pilot group commenced

July 2015, two multi-

disciplinary groups commenced

January 2016.

Regional Band 7 Leadership & Management

Programme

N/A Jill Page Septembe

r 2016

EOC Leadership & Management Programme N/A Jill Page June

2016

E-Learning Platform/Modules N/A Jill Page January

2016

A number of leadership e

learning programmes currently

being undertaken Trust wide.

NHS Leadership Academy Programmes

Aspiring Directors Programme

N/A Jill Page Decembe

r 2016

To develop assessment of

aspiring top leaders and

support application to this HEE

programme

8.2 Mentoring for Leaders and Managers To develop mentorship within our leadership &

management pool

N/A Jill Page December

2016

Started conversations and using

coaching models

Identify and train leadership and management

mentors in each sector of the organisation. Support

on going learning sets for mentors to provide on-

going support and training.

N/A Jill Page March

2017

Provide framework for staff to access mentors and

develop a defined ‘offering’ for staff to have

N/A Jill Page March

2017

20


mentorship

Contributes towards succession planning N/A Jill Page March

2017

Develop criteria for mentorship assessment that

identifies talent throughout the organisation and

feeds into the talent management framework.

N/A Jill Page March

2017

8.3 Leadership Master Classes To develop focus masterclasses aligned to

management skills deficits and design a series of

programmes to address this gap and enhance

management capability

N/A Jill Page March

2017

Identify areas of weakness within the management

structure: performance management, managing

people, project management, financial planning,

workforce planning and development

N/A Jill Page April

2017

Identify an expert in each subject area and

commission development

N/A Jill Page March

2016

Publicise these master classes and contumely develop

refresh this offering

N/A Jill Page April 2017


9.0 Develop and Implement a Staff Retention Plan



£

Capital

£

Target

Date Notes/update

9.1 Develop a Staff Retention Plan Exit Interviews reviewed N/A Lindsey

Stafford

Scott

March

2016

Exit interviews monitored and

feedback to line managers for

review with HR Managers

Retention report submitted to

Performance and finance

Committee 4th May 2016

Well-being strategies to be developed providing an

Integrated approach

N/A Lindsey

Stafford

Scott

March

2016

Engaged Roberts and Coopers

to design a wellbeing strategy

February 23 2016

Reviewed existing

arrangements for wellbeing

and developed a HUB of

wellbeing strategies 29

February 2016

9.2 Develop a Well-Being Strategy Publish wellbeing strategy N/A Debra

Winteron February

2016

Engaged Roberts and Coopers

to design a wellbeing strategy

February 23 2016

Reviewed existing

arrangements for wellbeing

and developed a HUB of

wellbeing strategies 29

February 2016

Communicate to all staff providing a HUB for

information to staff so that all staff can gain support

at whatever level is appropriate

N/A Lindsey

Stafford

Scott

April 2016 HUB for wellbeing under

development with proposal to

communicated to all staff at

the end of April 2016

9.3 Coaching Capability Developing Leaders and Managers to have coaching

conversations

N/A Jill Page

January

2016

Training programme developed covering difficult

conversations and appreciative enquiry methods for

all middle and junior managers, roll out commenced

N/A Jill Page March

2016

I


10.0 Roll out a Staff Engagement Plan



£

Capital

£

Target

Date Notes/update

10.1 Create a rolling schedule of staff engagement events Leadership Engagement Forum 2016 Chris

Hartley

June 2016 Leadership engagement events

held to date for management

groups: senior managers, SLMs

and DLOs. Management teams

from PTS and Community

Collaboration also met with.

Staff Engagement Forum 2016 Chris

Hartley

May 2016 Dates to be identified in

September, following review of

capacity

10.2 Chief Executive to visit all staff locations Chief Executive to visit all ambulance stations and

staff locations

Liz

Cunnell

1st

October

2016

60 visited to date

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