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Workforce and OD Strategy
2019-2020
15 March 2019 (Review 31 March 2020)
Version
Aintree University Hospital NHS Foundation Trust
2
Contents Page
Introduction .............. ........................................... 3
Background and Context ...................................... 5
Aims and Objectives ............................................. 7
Implementation .................................................... 8
Evaluation and Metrics ....................................... 12
Aintree University Hospital NHS Foundation Trust
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Introduction Aintree University Hospital NHS Foundation Trust’s vision was established in 2014 after extensive
consultation with colleagues across the Trust as “to provide world class services for all our
patients”. This vision led to the development of our common purpose:
“Getting it right for every patient, every time”
In 2016, the Trust refreshed its strategic vision and objectives, building on the ‘Fit for the Future’
work undertaken in 2014 to ensure that these remained valid for the way forward for the
organisation for the next five years. Its refreshed vision is:
“to be a leading provider of the highest quality health care”
The Corporate Strategy document sets out the context in which we operate and the strategy we will
follow as an organisation to enable us to achieve our vision over the period to 2020. This corporate
strategy informs and sets the framework for delivery of our:
• Strategic Priorities
• Operational Priorities; and,
• Enabling Priorities
These priorities are identified as part of our Annual Business Planning process and form the
foundation of our Annual Operational Plan submission to our regulator, NHS Improvement.
This Workforce and OD Strategy sets out an approach to enabling the Trust to achieve its vision by
aligning our people, strategy and processes to deliver excellent patient care. The principle way it
aims to do this is by improving Aintree as an employer, establishing Aintree as a ‘Best Place to
Work’, by enhancing engagement with staff, listening to their feedback and views on how to
improve, responding to their concerns and increasing transparency. The knowledge, skills,
attitudes and behaviours of our staff will be the key determinant in the delivery of this vision in
providing safe, effective care and a positive experience to patients, their families and friends. This
one year Strategy sets out how we will improve our culture and work to attract, develop and retain
a workforce that believes we are an “employer of choice” for staff and a “provider of choice” for
patients.
The next three years will be a period of significant change as Aintree merges with RLBUHT, and it
will be essential to support the workforce to remain motivated and engaged throughout. It is
essential that during this time our people understand and are supported and equipped to cope with
their changing work environment, that we take opportunities to learn from the challenges before us
and that we do so with care and compassion.
The McKinsey 7S Model identifies the 7 key elements of an organisation:
Staff
Systems (& Processes)
Organisational Structure
Organisational Skills & Competence
Style (Leadership Capability)
Strategy
Culture (Shared values)
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This model has been modified (see Figure 1) to support the implementation of an OD plan that has
been drafted, following the outcomes of a cultural diagnostic exercise that took place in 2018/19
across RLBUHT and Aintree as part of preparation for merger.
(Figure 1)
This one year Workforce and OD Strategy is therefore informed by the need to provide ‘business
as usual’ services as well as those required to prepare for merger. At its heart it also recognises
any opportunity that allows Aintree to improve workforce engagement and wellbeing, increase
quality of service and improve efficiency.
CULTURE
ASPIRATION
S
STRATEGIES
• CLINICAL
BENEFITS
• BETTER PLACE
TO WORK
• SAFETY
ORG. SKILLS, COMPETENCE &
EDUCATION
LEADERSHIP
CAPABILITY
STAFF SYSTEMS ORGANISATIONAL
STRUCTURE
Aintree University Hospital NHS Foundation Trust
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Background and Context
Three drivers for the strategy content have been identified as set out below:
A. National Priorities – National Health and Care Workforce for England to 2027
The national draft workforce strategy sets out the following priorities for the NHS:
1. Securing the supply of staff to deliver high quality healthcare
2. Enabling a flexible and adaptable workforce through our investment in educating and training
new staff
3. Providing broad pathways for careers
4. Widening participation in NHS jobs so that people from all backgrounds have the opportunity
to contribute and benefit
5. Ensuring the NHS and other employers in the system are inclusive modern employers
6. Ensuring that service, financial and workforce planning are intertwined, so that every
significant policy change has workforce implications thought through and tested
The NHS Long Term Plan places a strong focus on improving and supporting the workforce. The
plan recognises the single biggest workforce challenge lies in Nursing and Midwifery professions.
It has an ambition “to build a modern working culture where all staff feel supported, valued and
respected for what they do, and where the values we seek to achieve for our patients – kindness,
compassion, professionalism – are the same values we demonstrate towards one another.”
This follows the recommendations of the Francis Report in 2013 which stated:
“It is not the system itself which will ensure that the patient is put first day in and day out. It is the
people working in the health service. A fundamental culture change is needed.” Building on this,
Dean Royles, former Chief Executive of NHS Employers stated: “The NHS has just been handed
what must rank as the world's largest Organisational Development challenge”.
Building and sustaining capacity to support change is a key challenge. Aintree has responded to
this context and in 2018 commenced a cultural diagnostic exercise which is the fundamental basis
for our workforce and OD strategy going forward. The Trust has recently consulted staff on a
revised set of behaviours which will inform our values as we approach merger. Going forward we
seek to work jointly with RLBUHT to develop a shared values set.
The Board of Directors, Council of Governors and Senior Leadership Teams believe that by living
the values and working together, Aintree University Hospital will deliver its common purpose and
achieve its strategic vision (see Figure 2)
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B. Quality and Safety
The Trust’s Quality Strategy 2018 - 2020 was approved by the Board in September 2018. The
Strategy recognises that “it is important to aim for excellence and that quality must be the
cornerstone of our values” and so aims “to create a culture of continuous quality improvement … to
become a learning organisation in which every member of staff understands their role in delivering
this strategy and works towards that aim every day.”
The Trust further recognises the vital link between having the right people with the right skills in the
organisation with the delivery of excellent patient care by seeking to address the following risks
identified on the Board Assurance Framework with an ambition to embed a culture of excellence
and to build capable and confident leaders at all levels.
The Trust has also communicated its intention to develop a Safety Culture through its Safety First
Programme, making it easy for staff to do the right thing and harder for them to do the wrong thing,
improving safety for both patients and staff.
C. Merger with RLBUHT
The integration plan for the Royal Liverpool and Aintree Hospitals sets out the plans to merge to
create a single organisation by 2019. The vision is for a: “Centralised Hospital Campus with a
single service, system wide delivery, delivered through centres of clinical and academic
excellence”. This will require services to be reconfigured across the two hospitals, to establish a
combined workforce delivering standardised patient pathways; consistent, high quality services
delivered to best practice standards and enhanced clinical leadership.
Figure 2: Aintree’s Strategic Pyramid
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The workforce strategy and OD plan for the new organisation have been developed for the Full
Business Case led by the Directors of Workforce and the PMO for Transaction and Integration.
This has commenced in preparation for reconfiguration of Trauma and Orthopaedic services and
will test the model for this important workforce transformation for the city.
It is within this wider context and in response to these challenges that the Trust has developed this
People and Organisational Development Strategy for 2019-2020 to lead the organisation through
to merger.
Aims and Objectives
We want to be an organisation where all our people understand what is expected of them, are
capable of doing it and, critically, choose to do so. As an enabler for the Trust’s Corporate
Strategy this Workforce and Wellbeing Strategy has as its overall aim:
“Enable Aintree to be the best and safest place to work by attracting and growing a
competent workforce”
To help us achieve this aim we have set the following strategic objectives:
1 To embed a values-based, safety-centred culture
2 To develop capable, confident and compassionate leaders and managers across the
organisation
3 To develop as a centre for excellence in education
4 To undertake workforce planning to build flexible, responsive and sustainable services
5 To enable workforce transformation to improve service efficiency and quality
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Implementation
For each of these strategic objectives a number of key priorities have been identified. These will
be delivered through a set of High Impact Improvement Objectives as part of the Trust’s Annual
Planning process.
Key Priority 1. To embed a values-based, safety-centred culture
Key Delivery Areas
Key Success Measures
Develop a behavioural framework based on
Aintree’s values
Deliver major organisational change
through the proposed merger with RLBUHT
Improve staff engagement through cultural
diagnostic work with Clever Together,
aiming to become the Best Place to Work
Enhance partnership working
Improve staff health and wellbeing with
particular focus on proactively managing
workplace stress
Improve Equality and Diversity performance
meeting the Equality Act and Equality
Delivery System requirements
Develop HR/OD capacity and capability to
support the organisation
Refreshed value set based upon co-created
behaviour framework
Cohesive merger plan in place with high
levels of staff engagement
Improved staff advocacy scores to be in the
upper quartile to make the Trust the best
place to work and receive treatment
Revised partnership agreement
Develop MH wellbeing offer and evidence
engagement with wellbeing initiatives
Improved numbers of staff with protected
characteristics gaining promotion, higher
levels of BME staff engagement and
recruitment to senior posts.
HR/OD organisational analysis and activity
report
Key Priority 2. To develop capable, confident and compassionate leaders and managers
across the organisation
Key Delivery Areas
Key Success Measures
To integrate a revised appraisal process
with RLBUHT, supporting all staff to have
meaningful job reviews that are values and
behaviour led, and a Personal Development
Plan.
To develop leadership capability through
implementing and delivering a Leadership
and Management Framework with
development programme for all levels of
Improved compliance level of appraisals,
and increased staff satisfaction with
appraisal
Increase in numbers of managers trained at
all levels; Staff perception of senior
managers improves (via staff survey)
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Key Priority 2. To develop capable, confident and compassionate leaders and managers
across the organisation
Key Delivery Areas
Key Success Measures
managers and leaders, lining in with
RLBUHT
To embed the Trust’s accountability
framework, linked to a behaviour
framework, so all staff have clear roles and
responsibilities and accountability for
maintaining Trust standards
Develop talent management process
Delivering the ‘well led’ CQC KLOE
Performance management and
accountability framework in place, linked to
behaviour framework and values
Process in place by March 2020
Achieving a CQC good rating for the well
led domain
Key Priority 3. To develop as a centre for excellence in education
Key Delivery Areas
Key Success Measures
Implement the Education and Learning
Strategy by delivering high quality medical /
clinical education (including early
considerations of the Topol review)
To work with NHS England, the Deanery
and local universities to ensure we are able
to provide a first class learning experience
for all our students and trainees.
Ensuring that there is meaningful job
planning in place with quality systems and
processes
Timely revalidation (and appraisal) for all
staff with effective systems and processes
Support the development of a safe culture
by embedding the Human Factors
approach to learning from mistakes
Enable the development of a consistent
approach to QI in the organisation
To conduct an annual Training Needs
Analysis that reflects the Trust’s changing
learning needs
Improved student and junior doctor
feedback from surveys e.g. GMC Survey.
Positive external inspection outcomes
Robust annual job planning process with
good consultant satisfaction rates; Medical
staff engagement levels improve
Minimal numbers of staff failing to
revalidate
Project delivery evidenced through Safety
Culture Steering Group
Enable the development and delivery of QI
methodologies
Develop an annual training plan that meets
needs in accordance with available
resources and priorities
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Key Priority 3. To develop as a centre for excellence in education
Key Delivery Areas
Key Success Measures
To increase mandatory training compliance
levels
Maximise the access to the Apprenticeship
levy
Improve mandatory and statutory methods
and compliance
Increased utilisation of the levy year on
year
Key Priority 4. Undertake workforce planning to build flexible, responsive and sustainable
services
Key Delivery Areas
Key Success Measures
Recruit to our agreed establishment and
maintain safe staffing
Improve the recruitment process, make it
values-based, reduce time to recruit and
provide a better employee experience
Develop a workforce plan aligned to
business plans, and agreed for delivery
Ensure medical staff are an integral
component of the workforce plans i.e. job
planning
Delivering ‘Safe Staffing’ levels in line with
key demand
Improved retention rates, specifically in
nursing
Reduction in premium spend
Increased satisfaction with employee
recruitment experience; Utilisation of the full
approval process on TRAC (recruitment
system)
Further development and implementation of
new roles, multi skilling and
apprenticeships; Improved recruitment and
retention in “hard to fill” areas; Increased
development opportunities such as “grow
your own” and new roles increased
Completion of job plans within agreed
window
Improved performance against Carter at
Scale and Model Hospital benchmarking
data
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Key Priority 5. To enable workforce transformation to improve service efficiency and quality
Key Delivery Areas
Key Success Measures
Collaborate and maximising opportunities
across all corporate and clinical support
services with RLBHUT (pre and post-
merger)
Post-merger single HR/OD services
function
Enable delivery of consistent approach to
change and improvement methodology
Support delivery of Workforce CIP
Programme
Ensuring value for money by utilising ESR,
Roster and linked systems controlling the
pay bill and discretionary pay (making every
£ count)
Implement Trust wide rostering software
(Allocate) to support all clinical areas with
rotas and rostering
Increased interdependencies between
corporate teams; Increased levels of
flexible working across sites
Achievement of sustainable and affordable
HR/OD service
Inclusion of leading and managing change
in leadership programmes
Achievement of those CIP schemes set for
Workforce
Robust review of payroll provision, and
management of pay transactions;
Demonstrate robust vacancy scrutiny and
process management and governance;
Maintain cap compliant rates for temporary
/ additional work; Recruit temporary staff to
support the rota gaps and maintain
increased fill rates; Increase bank numbers
to support less reliance on agency staff;
Align ESR, OLM and the Finance ledger
Support effective rostering practice to
ensure staffing is safe without additional
costs
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Evaluation and Metrics
Progress against these strategic priorities will be monitored and evaluated through Aintree’s
governance structure as follows:
Governance Body
Monitors and Evaluates:
Quality Committee
Assurance on strategic workforce priorities and risks and
overall delivery of this Strategy and the Communications &
Engagement Strategy
Workforce Executive led Group
Ensure operational delivery of Workforce Priorities.
Delivery of People and Organisational Development Strategy
Manage corporate workforce risk.
Wellbeing and Engagement
Group
Manage staff engagement and wellbeing risk
Delivery of Wellbeing and Engagement Strategy and Plan
(including Staff Survey Action Plan)
Education and Learning Group
Manage education and learning risks
Delivery of Education and Learning Strategy and Plan
Equality and Diversity and
Human Rights Group
Delivery of Trust E and D objectives within the Equality
Delivery System
Staff Optimisation Group
Delivery of Workforce Plans, Job Planning, implementation of
E-Roster (medical, nursing and bank staff), and use of ESR
Staff Partnership Group
Work in partnership with Trade Unions on issues relating to
staff
Local Negotiating Committee
Group (LNG)
Focusing on doctors and dentists terms and conditions of
service
Core metrics will be used to assess risks and the delivery of the Strategy, these will include:
Feedback responses from online conversation outputs assessing engagement, Staff
Survey, Staff Friends and Family Test
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Doctor and Nursing staffing levels
Vacancy Rates
Recruitment
Payroll Accuracy
Staff Sickness
Staff Turnover
Appraisal Rates
Mandatory Training Levels
Use of Bank and Agency Staff
Take up and evaluation of leadership and management development courses, including use
of 360 degree feedback
Delivery of outcomes identified within the Education and Learning and Wellbeing and
Engagement Strategies
Employee Relations reports
Raising Concerns (being open) Policy monitoring
Achievement against the workforce performance metrics will measure the success of the
interventions
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