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1
Innovative. Responsive. Excellent. Always community focused. Always patient driven
Key: Total Percentage
V 1- Updated 01/02/2016
Strategic Priorities for 2016/17 Robert Morton - Chief Executive
2
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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.
3
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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.
5
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
2.0 Commence Implementation of a Revised Operating Model Including a New Clinical Career Pathway
Ref Objective Actions Performance
Benefit Lead Revenue
£
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.
8
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
3.0 Implement the Trust’s Quality Strategy
Ref Objective Actions Performance
Benefit Lead Revenue
£
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
10
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
4.0 Create a Stable Executive Leadership Team
Ref Objective Actions Performance
Benefit Lead Revenue
£
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Ref Objective Actions Performance
Benefit Lead Revenue
£
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
• 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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
6.0 Exploit all Collaboration opportunities Including Engaging in all Vanguard Projects
Ref Objective Actions Performance
Benefit Lead Revenue
£
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
7.0 Undertake a Cultural Audit and Embed our Vision and Values
Ref Objective Actions Performance
Benefit Lead Revenue
£
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
8.0 Implement Leadership Development and Aspiring Manager Programmes
Ref Objective Actions Performance
Benefit Lead Revenue
£
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
9.0 Develop and Implement a Staff Retention Plan
Ref Objective Actions Performance
Benefit Lead Revenue
£
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
10.0 Roll out a Staff Engagement Plan
Ref Objective Actions Performance
Benefit Lead Revenue
£
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
Innovative. Responsive. Excellent. Always community focused. Always patient driven
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