Our people strategy, our future Thriving people, healthy communities

#AspiringAiredale #bestplacetowork #ourNHSpeople

What our people told us when we engaged about the Trust Strategy It is really important to get the people element right. Together we will therefore;

• Review our systems and processes to ensure that we make them as efficient as possible to get things done in a robust and timely manner

• Continue to invest in our future workforce to respond to national workforce supply issues

• Continue to invest in leadership and management skills development

Underpinning this, training and development is a key part to securing greater retention and our future

Our Strategy 2020 to 2025 How we responded There is a significant emphasis in our Strategy 2020 to 2025 on our people. We value our people and recognise that getting our offer right and working together to make this real will put us on the road to success. We are ambitious and need an energetic, thriving workforce, where creativity, innovation and development allow us to keep moving forward and are reflective of a great place to work. Our People matter and it is vitally important we set out an approach which is then further developed through our People Strategy on how we make this real. #bestplacetowork

Engaging in our People Strategy World Café Events Drop in sessions Bring it to you with tea and biscuits… Electronic survey for ease

Engagement on the People Strategy messages so far… Our people want us to:

• To take a longer term view of investments and deliver on our promises

• Invest in our leaders – to become excellent leaders

• Develop a learning and improvement culture

• To develop the offer to our people and make it real together

Our people want to:

• Feel protected, valued and looked after

• Recognise we are all ambassadors of the Trust in promoting Health and Social Care careers

#BekindBeAiredale

Trust Strategy 2020 to 2025 Thriving people, healthy communities Our aim: Supporting our people to thrive and flourish in all that we do Together we will:

• demonstrate that we value our people by promoting a positive culture and working environment that allows everyone to thrive and flourish

• work towards having enough people to provide great services and care and endeavour to address any material gaps through recruitment

• have people who want to work for us because of our positive reputation and who are reflective of our population

• make sure our people have the right skills and resources to develop and be able to succeed

People Strategy Value our People by promoting a positive culture and working environment that allows everyone to thrive and flourish What are our objectives?

• Develop excellent leaders who enable people to realise their potential through compassion, collaboration, inclusion and accountability

• Create opportunities to hear ‘our peoples voice’ and embed feedback into everything we do

• Support our people to be creative thinkers who embrace change and maximise the benefits of quality improvement, innovation and technology

• Encourage our people to work autonomously and to make decisions for the benefit of colleagues, services and patients

What does this look like? • Providing and embedding leadership development at every

level and creating opportunities for our people to progress

• Seeking views and feedback on the ‘lived’ experience of our people and co-designing solutions for improvement

• Developing an Airedale approach to quality improvement which incorporates innovation and technology that is embedded at service level

• An approach to ideas and suggestions that supports local teams to make local decisions for the benefits of their service users, patients and each other

People Strategy Work towards having enough people to provide great services and care and endeavour to address any material gaps through recruitment What are our objectives?

• Develop and implement reliable workforce planning processes that are embedded at service level to ensure that we have the right people, with the right skills, to deliver high quality care

• Continually evolve our offer as an employer of choice to attract, recruit and retain people who live our values and behaviours #bestplacetowork

• Through collaboration and system working we will work in partnership to develop career pathways and transform our workforce to reflect changing patient needs and new models of care

What does this look like? • Recruiting a substantive workforce that is

complemented by a flexible temporary workforce to minimise vacancies

• Building capacity and capability to co-design new workforce models to address workforce shortages at service level

• Develop and implement brand Airedale and maximise the use of technology to attract, recruit, on-board and retain our workforce now and into the future

• Develop flexible career pathways at Bradford and District place with partners across health, social care, third sector, higher education and local authority

People Strategy Have people who want to work for us because of our positive reputation and who are reflective of our population What are our objectives?

• Develop an inclusive culture that embraces difference and recognises its relevance in the delivery of high quality care

• Ensure our workforce is reflective of our local population at every level

• Embed the organisation in our local community, playing our part in economic development

• Work in partnership within the system to promote health and social care careers and a total reward offer that values and recognises our peoples contribution

What does this look like?

• A workforce that is representative of our local population

• A leadership team that is representative of our workforce

• A reducing gender pay gap

• Develop our widening participation agenda through; apprenticeship, work experience , intern programmes and volunteering schemes into our local community

• A reward and recognition offer that is consistent at Bradford and District place.

People Strategy Make sure our people have the right skills and resources to develop and be able to succeed What are our objectives?

• Develop a just and learning culture through inclusion and

continuous professional development

• Provide access to opportunities to ensure our people are

equipped to do the job and continually develop

• Implement, at department level, an approach to identifying and

prioritising the resources needed to deliver high quality care

and ensure patient safety

• Streamline systems and processes to make it easy, efficient

and timely to get the job done

• Develop and retain talent within the system by providing

opportunities for varied career pathways

What does this look like?

• Develop and embed systems of continuous learning and accountability which also align to research

• Aligning a variety of training methods and opportunities to support people to continually develop in line with organisational priorities including; on the job, skills development, appraisal, enabled by digital solutions

• An approach to prioritising resources that supports local teams to make local decisions to deliver high quality care and ensure patient safety

• Implement toolkits and clearly defined processes that simplify processes reducing the administration burden

• Working with partners in the Bradford and District place to provide flexible career pathways and retain talent within our place

Where are we currently

Areas of strength Areas for Improvement

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

Staff Sickness low is good

3.13.23.33.43.53.63.73.83.9

NHS Staff Survey High is good

0.00%1.00%2.00%3.00%4.00%5.00%6.00%7.00%

Proportion of Temporary Staff low is good

0.00%

0.20%

0.40%

0.60%

0.80%

1.00%

1.20%

Staff Turnover low is good

Our level of ambition 1. Achieve a range of people indicators that are within the top quartile range,

including: a) Staff engagement in the staff survey b) Our people recommending us as a place to work and receive treatment

2. 95% of our workforce will be substantive (5% vacancy rate/temporary workforce) 3. Top 50 inclusive UK employers and listed in the top 100 national employers as a

great place to work 4. Percentage of staff retained in Health and Social Care across Bradford District

and Craven place Some additional metrics: WRES/WDES, internal promotions, participation in training and development and leadership development programmes, Temporary Staffing spend, utilisation of the apprenticeship levy, sickness absence, AEF’s, FTSU cases, Employee Relations cases, etc..

Our level of ambition Develop career pathways through increasing the number of people on: • Apprenticeship Programmes • Work Experience • Supported Internship programmes Increase capacity to deliver of new models of care through workforce transformation: • Nurse Associates • Surgical Care Practitioners • Physician Associates • Advanced Clinical Practitioners • Clinical Fellows Ensure our leadership is reflective of our workforce and deliver an inclusive approach to our people’s employment journey for the benefit of our patients.

COVID -19 Our People’s Recovery

• Focus on our peoples health and wellbeing in the long term; learning that can be drawn, increased psychological support, Employee Assistant Programmes, rest and reflection areas, to support people to remain well in work

• Continue to monitor our peoples health and wellbeing; through data, pre and post Covid 19 workforce plans, new rota models, training and development and team support to define our new normal

#Resilienceresidesinteams

• Maximise opportunities to secure the alternative workforce in the long term where possible; substantive recruitment of new workers, flexible working options, expand the roles of volunteers

• Take the learning, what have we changed that we need to sustain beyond Covid-19 and align to quality improvement agenda

• This will be needed in the long term and certainly over the next 12-18 months

Next Steps • Seek feedback from Board on the content

to date

• Ratify work completed to date at Trust Board of Directors in May

• Pause engagement • Review in 12 months to allow for further

engagement