Workforce Development Report Q1 2013/14

1. Workforce Development ReportQ1 2013/14 Ros AlsteadDirector of Nursing & Clinical Standards Caring, safe and excellent

2. Clinical & Professional Development (CPD) activity Q1 • 1. Clinical development for staff in Bands 1 to 4 – trust wide across all divisions • Current activity includes: • Health Care Assistant Development programme • Medical Terminology • Vocational qualifications (apprenticeships, awards & diplomas) in Health &Social Care, Community Mental health, Older Adults Mental Health and Dementia care. • Several recent reports have implications for future development solutions for those in Bands 1-4 (Francis report, Cavendish report, National Standards for Health Care Support Workers). Scoping of current provision is underway in order to define our future needs against the recommendations set out in these reports.

3. Clinical & Professional Development (CPD) activity Q1 • Clinical Skills Development with an emphasis on general/physical health skills. • To date this has predominately involved clinicians working within Community Division and Children & Families Division but is being extended to include staff working across the trust. • A range of clinical skills are covered including: bowel and bladder care, tissue viability and specifically pressure ulcer damage, leg ulcer management, nasogastric tube insertion, venepuncture, intravenous infusions, smoking cessation, syringe driver training, oral health and non medical prescribing updates. • Piloted two 4 day Physical Health Skills course (in partnership with Oxford Brookes University) for mental health nurses. We plan to run 3 further programmes in partnership with OBU during 2013/14 before bringing the course in –house . • All of the above address key priorities from service divisions and enable positive action to be taken in response to SIRIs. • Clinical Skills – mental/forensic health specific • Current activity includes: • Cognitive behavioural therapy skills • Psycho-social skills training for family interventions, • Psychological interventions for psychosis. • Whilst mainly for Mental Health & Forensic Services workforce, other staff within Community Services and Children’s & Family Division will benefit in future. • Clinical Supervision / preceptorship / mentorship. Current activity includes: • The design, development and implication of a new supervision e learning programme. • Regular supervision training for both 121 and group sessions. Advanced supervisors sessions also delivered. • Bespoke sessions with individual services to help develop a culture for effective supervision practice. (Examples include: community nursing, health visiting, physiotherapy & community mental health. teams • A rolling 12 month preceptorship programme for all newly qualified health care professionals. • Mentor updates to ensure professionals meet NMC /HCPC CPD requirements. • Other – Conferences Administration and co-ordination function of local conference or departmental study days to ensure that staff are equipped with the required skills and knowledge to provide safe, effective and high standards of person centred care.

4. CPD forward plans

5. Leadership, Team & Individual Skills (LTIS) activity Q1 Overview The LTIS team delivers a wide variety of non-clinical development programmes for all staff (clinical & non-clinical) in the Trust including Team days which are designed specifically to meet team needs using a mixture of MBTI and Belbin accredited programmes. This supports one of the key strategic objectives to improve team-working. • Bespoke LTIS initiatives • 25 ward based staff trained to support a new nurse starting in the Trust who is profoundly deaf enabling her to communicate clearly and confidently with the team. • Touch-typing skills to support District Nurses to input into RIO for effectively. • Refresher Minute Taking Skills for the Trusts PA’s. • Designed and delivered Soft Skills Development to Dieticians • Leadership • With the launch of the National Leadership Academy, 13 staff have taken up places on the Core Programmes.

6. Leadership, Team & Individual Skills (LTIS) - Course Breakdown LTIS forward plans • Further specific development programmes currently being designed include: • School Nurses Leadership Skills programme • Bladder & Bowel Managing conflict strategies programme • Therapists Leadership Skills Awareness programme • Health Visitors Managing Conflict and Safer Recruiting Skills • Resource Nurse Competency Skills Development Programme • Swindon Community CAMHS Minute Taking Skills Development Programme • Efficient administration pilot (accredited by ILM) • PDR review • The Trust PDR process is under review to incorporate a values based approach.

7. Patient & Personal Safety Training (PPST) Framework PPST is a framework designed to enhance patient safety and ensure safe working practices. Each of us has a duty to meet the standards required through PPST, either through completing training or demonstrating competence. There are 6 categories of risk for groups of staff reflecting the types of role performed. The risk based approach is to ensure that training is more relevant and better focussed on the right roles within the Trust. Trust performance – Qtr1 June 2013 PPST Level 1 – Target 100% Overall improvement of 8 percentage points PPST Level 2 – Target 85% Overall improvement of 4 percentage points to 94% of Target PPST Level 3 (Individual nominated) – Target 100% Overall improvement of 19 percentage points

8. Technology Enhanced Learning (TEL) Over 50% of PPST is now available via eLearning, reducing costs on travel and time away from patient care.. eAssessments have been introduced to further reduce the time required to demonstrate knowledge. The L&D TEL team have delivered/are working on the following: TEL Forward Plans

9. Performance & Development Reviews (PDRs) Position at end of Qtr 1 June 2013 PDR cycle - April to June Target 100% - Position at 16th September showing improvement at 84% Medical Staff & Dentists have annual appraisal reviews and are outside the PDR cycle Target 100% - Position at 16th September showing improvement at 77% Position at end of Qtr 1 June 2013 Actions taken – Ongoing monthly report reminders to individuals and line managers. Internet announcements, Divisional Directors meeting update, HR QIC. Oxon Community Services - Large teams – Urgent Care, Re-ablement & District Nursing – Line manager ratio to direct reports challenging