Clinical Professionals, Midwives and Nurses Strategy (2022-2027)

Welcome to our inauguralClinical Profess ionals, Midwifery and Nursingfive-year Strategy.

The aim of the strategy is to create a community of practice and discussion for those already established in their roles and to inspire the ambitions of our learners and those future recruits to our professions.

This continues the work that we have already started, developing a just, open and learning culture: learning from our errors, patient, family, carer and staff feedback. We will continue to listen with real empathy and a determination to act upon those areas that require our attention and improvement.

Our five-year plan aims to achieve the standards of Pathway to Excellence to grow shared decision-making – this will be really important for the transformation of our services and an important kite mark of accreditation. This Strategy enables everyone’s voice to be heard; it doesn’t matter what your job title is - your voice and your point of view and your commentary are relevant and equitable across the workforce. It is essential, that each and everyone across our professions feels listened to, feels valued and feels part of the improvement journey. We would like to empower everyone in this way, ensuring colleagues feel safe in raising concerns and know that they have the power, right and authority to act.

Pathway to Excellence is a global framework for excellence, that provides international accreditation, and which promulgates a positive practice environment for staff. NNUH is one of 14 Trusts in the first ever national cohort. There are six Pathway to Excellence Practice Standards, and 53 elements of performance (EOP) across the standards. The first practice standard is shared decision making, empowering colleagues to lead with creativity and innovation, thereby enhancing communication and harnessing collaboration.

Shared decision-making enables everyone, including the most inexperienced team members, to challenge practises and to explore alternative processes and solutions in order to continuously improve our quality of care. It’s the democratisation of decision-making and an important goal for us, so that we all feel like partners in improvement. We all have the power to lead, and we can all be improvers, be collaborative and play an important role in the Trust’s journey to be outstanding.

This is the first Strategy at NNUH that draws all of our professions together to lead the transformation cohesively. It encompasses all the key tenets of workforce development, education and research, as well as co-design with our patients as partners, to ensure our services flourish.

500 colleagues across our professions and have

As part of the consultation, we heard from over 500 colleagues across our professions and have incorporated all your feedback into our final 5-year Strategy.

This strategy supports and enables every single individual and every single team to grow and develop. It links to the five-year Trust corporate strategy ‘Caring with PRIDE’ with our PRIDE values as a foundation.

strategy ‘Caring with PRIDE’ with our PRIDE

We must find solutions to multiple challenges over the next years, including vacancies across our professions, retention and development of our staff, the pressures in urgent and emergency care and our elective recovery programme following the Covid pandemic – emphasising the imperative of the Clinical Professionals, Midwifery and Nursing Strategy.

This Strategy will be monitored and governed by the Nursing, Midwifery and Clinical Professionals Board, with all the measures being monitored on a 6-monthly basis and reported formally to the Trust Board annually.

emergency care and our elective recovery

It is in our gift to lead the transformation and fast forward to be Outstanding.

the

recognition

Everyone needs to have the opportunity to develop their career, to nurture their health and wellbeing, to receive recognition for their contribution and be empowered to be part of the transformation to improve the experience of care for our patients, their families and carers and our colleagues.

Prof Nancy Fontaine

Chief Nurse

Our Strategy, bounded by Pathway to Excellence, will support our ambitions for outstanding clinical care, outstanding educational and profess ional standards, and outstanding patient and staff experience.

Outstanding Clinical Care

Outstanding Clinical Care

The key things we will doto measure progress...

• Deliver evidenced based care by developing and implementing care quality metrics and indicators, that meet individualised patient outcomes.

What are the measures?

• All wards and departments to consistently (above 7 data points) achieve 95% or above on all Tendable measures.

• Ensure all clinical documentation, clinical policies, procedures, guidelines, and risk assessments are evidence-based, updated, and revised in a timely fashion.

• Adult Admission and Discharge documentation booklet implementation completed in year 1.

• New Clinical Professionals, Midwives and Nurses (CPMN) board process for reviewing and approving all CPMN documentation, clinical policies, procedures and guidelines implemented in year 1.

• Develop and embed a ward/clinical department accreditation programme and care quality process metrics and bring teams together to discuss, learn and reflect on sustaining improvements.

• Implementation and review of success and use of quality dashboard in year 1.

• 30% in year 1 50% in year 2 65% in year 3 80% in year 4 100% in year 5 of all wards / departments will have achieved bronze accreditation.

• Continue to deliver the Pathway to Excellence programme.

• Full American Nurses Credentialing Center Pathways to Excellence accreditation achieved by the end of year 3.

• Design and deliver a programme of recognition schemes (local, national and internationally) to identify and reward exemplary practice.

• Implement Daisy awards - Nominations (2+) are made every month for Daisy recognition.

• Communicate all other reward schemes trust and national and encourage CPMN to enter and nominate colleagues.

• CPMN database of all recognition schemes nominee and winners to be developed and maintained.

Clinical Professionals, Midwives and Nurses strategy commitment.

Outstanding People

Caring with PRIDE...

Our NNUH Team...

Together, we will support each other to be the best that we can be, to be valued, and proud of our hospital for all.

Domains...Pathways to Excellence standards:

Well-ledShared decision-making Wellbeing Professional development

Our Priority...

We will support and value each other.

We will develop our talent and leadership.

We will support flexible working.

Foster a diverse, inclusive, and supportive Clinical Professionals, Midwives and Nurses workforce that cultivates a culture of trust and empowerment.

Our promise... We will: Because:

Our approach is to invest in people and how we work and how we communicate.

What will be different in the future?

An organisation where people are passionate to work and be recognised for their outstanding contributions.

Discover how we will measure the progress on the following page...

Outstanding People

The key things we will doto measure progress...

• Provide enhanced and improved work-life balance by offering flexibility and individualised work plan.

What are the measures?

• An annual 5% increase in CPMN groups participation in the staff survey.

• Implement and provide specialist and advanced roles that motivate, inspire, and enhance clinical practice.

• There is a 10% increase in specialist and advance practice roles by the end of year 5.

• By year 5 the trust has a dedicated Advanced Clinical Practice lead.

• There are speciality specific career pathways for all professions to achieve specialist and advance practice.

• Ensure staffing decisions are evidence-based and take a proactive approach to productivity.

• Ensure we maintain a vacancy rate of below 5% for Clinical Professionals, Midwives and Nurses.

• 5% reduction every year on retention rates for CPMNs.

• Ensure and enable access to clinical and restorative supervision that supports, enables, and empowers reflective practice.

• Percentage of staff who have supervision to increase by 5% every year over the 5 years.

Outstanding Leadership

with

Our NNUH Team...

Together,

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Our promise... We will:

be

will be different in the

Priority...

Outstanding Leadership

What are the measures?

• Design and deliver programmes to identify and develop talent.

• All CPMNs Personal Development plan (PDP) to reflect the CPMN Strategy.

• Design and deliver leadership development programmes to promote diversity and enable succession planning for leadership roles.

• A 5 % increase of CPMNs that undertake a leadership course each year.

• Coaching and Mentoring opportunities are available to leaders to support their on-going leadership development.

• A 5% increase in the number of band 7 and above CPMN leaders that have had the opportunity to undertake a 360 feedback each year.

• A 5% increase in the number of band 7 and above CPMN leaders with mentors each year.

• A 5% increase in the number of band 7 and above CPMN leaders with coaches each year.

The key things we will doto measure progress...

WILL HAVE

Clinical Professionals, Midwives and Nurses strategy commitment.

Outstanding Education and Training Opportunities

Caring with PRIDE...

Our NNUH Team...

Together, we will support each other to be the best that we can be, to be valued, and proud of our hospital for all.

CQC Domains...Pathways to Excellence standards:

Well-ledProfessional development

Our Priority...

We will provide excellent education and teaching.

Ensure all Clinical Professionals, Midwives and Nurses have opportunities for education and training which in turn will result in NNUHFT being the employer of choice.

Our promise... We will: Because:

Our approach is to invest in people and how we work and to continuously improve quality.

What will be different in the future?

An organisation recognised for its investment in people and their career.

Discover how we will measure the progress on the following page...

Outstanding Education and Training Opportunities

The key things we will doto measure progress...

• Design and embed transparent and inclusive career progression pathways that enable career advancement, talent management and support lifelong learning.

What are the measures?

• 100% care certificate completion within 12 weeks of HCSW induction.

• 10% of the HCSW workforce to complete the Higher National Award by year 5 of the strategy.

• Provide Clinical Professionals, Midwives and Nurses with high-quality learning environments that nurture talent, enhance skills and promote the NNUH as the place of choice for training and ongoing employment.

• 100% of first post qualified nursing positions generated through a group ESR are filled each year.

• Develop systems and processes for individuals and teams to identify their learning needs and professional development pathways.

• All CPMN staff are aware & can recognise Continuous Professional Development (CPD) as normal practice. All levels of study are available & includes internal and external course portfolios. (Measure via staff survey, PDPs and CPD prospectuses).

• Growth in the level of study attainment for both university based and corporately provided programmes of study for CPMNs should be seen to increase each year by 5%.

• An annual increase of 5% of CPMNs should be enrolled in or have completed doctoral or masters level study.

• Ensure all new Clinical Professionals, Midwives and Nurses starters have a positive induction experience and clear expectations of the objectives of their new role and team.

• All CPMNs after one year in employment have clearly defined objectives for the next year, including education and training plans outlined in their PDP.

Clinical

Outstanding Research, Innovation and Improvement

Caring with PRIDE...

Our Services

Our Priority...

to

Effective Well-led Quality Professional development

Together, we will support each other to be the best that we can be, to be

We

and proud of

Create a positive culture of research, innovation and improvement that builds on and expands the Clinical Professional, Midwifery and Nursing contribution to research and innovation.

Strive for discovery and innovation, influencing healthcare delivery and Clinical Professional, Midwifery and Nursing practice at national and international levels.

Our promise... We will: Because:

Our approach is to continuously improve quality.

What will be different in the future?

A Clinical Professionals, Midwives and Nurses research, innovation and improvement programme that is nationally and internationally recognised and celebrated.

Discover

Outstanding Research, Innovation and Improvement

The

measure

• Increase the number of Clinical Professionals, Midwives and Nurses who have recognised time and resources to lead and deliver research, innovation, and improvement.

• There is a 5% increase each year in the number of Quality Improvement projects.

• There is a 5% increase each year in the number of CPMNs acting as Principal Investigators or Chief Investigators.

• The trust achieves the seven success measures of best practice in the What Good Looks Like (WGLL) guidance for digital health.

• Increase the number of research, innovation and improvement activities that align to identified Clinical Professionals, Midwives and Nurses priorities.

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