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Innovate to change: examining impactful short-term workforce solutions

Innovate to change: examining impactful short-term workforce solutions. Chair: Helen Buckingham, Director of Strategy and Operations, The Nuffield Trust Speakers: Beverley Murphy, Interim Chief Operating Officer, South London and Maudsley NHS Foundation Trust

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Innovate to change: examining impactful short-term workforce solutions

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  1. Innovate to change: examining impactful short-term workforce solutions Chair:Helen Buckingham, Director of Strategy and Operations, The Nuffield Trust Speakers:Beverley Murphy, Interim Chief Operating Officer, South London and Maudsley NHS Foundation Trust Jonathan Higman, Chief Executive, Yeovil District Hospital NHS Foundation Trust Martin Kirke, Non Executive Director, Epsom and St Helier University Hospitals NHS Trust

  2. Speaker:Beverley Murphy, Interim Chief Operating Officer, South London and Maudsley NHS Foundation Trust

  3. From competition to collaborationSLP Nursing Development Programme: improving retention and developing a workforce for the futureBeverley Murphy, Chief Operating OfficerSouth London and Maudsley NHS Foundation Trust NHS Providers Annual Conference Innovate to change: examining impactful short-term workforce solutions 8 October 2019

  4. Working together to tackle the big challenges • Collaboration not competition: Oxleas, SLaM, SWLStG • via SLP making a difference for patients and staff at scale • Ambition: more care closer to home, transform patient experience and outcomes, retain and develop workforce, better commissioning, value for NHS • Retaining and developing future workforce: co-designed joint Nursing Development Programme across three Trusts • 3.6m population; 12 boroughs; high demand • c4,500 nursing staff • Forensic and CAMHS new care models • Further key programmes inc Complex Care, Adult Acute Care Pathway

  5. Nursing Development Programme • Our aims • Increase retention • Develop workforce for the future • Improve continuity of care for patients • Reduce turnover and agency spend; support recruitment to make south London the place for mental health nursing careers • Our strategic approach • Large-scale consultation with nurses; co-design and production • Clear career development pathway • More learning and development: leadership, skills; tackle gaps • Facilitate movement across Trusts • Large-scale change programme led by our teams: local ownership, time and commitment to collaborate and share • Innovation: new roles and competencies into workforce mix

  6. How we did it – innovation, partnership • Shared, common Bands 2-6 Career Ladder • Major new Learning and Development programmes • Includes Band 6 and BAME Leadership, post-graduate training • Partnerships with universities: four-year Apprenticeship Nursing Degree, Nursing Associate/Assistant Practitioner programmes • Enhancing the workforce • Investment in new Band 4 roles • Employee Passport • Easier, quicker movement between Trusts • Removes duplication; enables sharing of information • Spend to save, or invest to improve

  7. Challenges and how we tackled them • Competition to collaboration • Different cultures, structures, processes working, policies • Delivering change flexibly, consistently, and at large scale • New ways of working; joining-up not competing for staff • Gaining buy-in and support across three Trusts • Relationships, trust, shared goals and values • Strong senior level partnership: collaboration from outset • Engaged staff at all levels from consultation to delivery • Joint working groups and training courses: meet, share, learn and forge new clinicians’ alliances around clear objectives • Pragmatic about differences • Supported by HEE

  8. Our impact: results • Nursing workforce vacancy rates reduced by 5%+ • Staffing agency spend reduced by 32% • Employee Passport for easier movement between Trusts • Hundreds of nurses on joint training courses; 140+ NAs • All Trusts rated ‘Good’ by CQC • Learning from each other - new relationships, ideas

  9. What have we learned? • Different, new approaches to tackle challenges • Take risks - be bold and innovative • Bringing people together is always a good investment • Learned from and about each other at all levels • Acknowledge varied styles, approaches and cultures • Be visible and clear as leaders on collaborating • More information • https://www.slpmentalhealth.com/AnnualReview201718/ • https://improvement.nhs.uk/resources/valued-care-resources/ • https://www.england.nhs.uk/atlas_case_study/south-london-mental-health-and-community-partnership-slp-nursing-development-programme/ • https://improvement.nhs.uk/resources/nursing-development-programme-south-london-mental-health-and-community-partnership/ • @SLPMentalHealth

  10. Speaker:Jonathan Higman, Chief Executive, Yeovil District Hospital NHS Foundation Trust

  11. Yeovil District Hospital International Recruitment

  12. Three years ago 53 In 2016 we recruited 53 wte nurses 103 But, 103 wte nurses left in the same period 30% Our nursing turnover was 30% 43% 43% of leavers had less than 1 years service 82 Nursing vacancies peaked at 82 with a forecast of 150 by 2018 £ Agency nursing spend was £250k per month

  13. We needed to learn from our mistakes… India recruitment campaign in 2016 Additional issues

  14. We needed to learn from our mistakes…

  15. We started doing things ourselvesAgency YDH 154 offers made 13 arrivals 8% conversion 45 offers made 28 arrivals 62% conversion vs

  16. Objective Structured Clinical Examination (OSCE) • Requirement for all overseas nurses working in UK • Eight months to pass, with maximum of three attempts • Three fails = return home * Nursing and Midwifery Council as at 14/06/2017

  17. OSCE training pass rates

  18. Arrivals so far……* 510 Nurses *since April 2018

  19. What impact has this had? 0 Zero ward nurse vacancies 15% Turnover has dropped to 15% (overseas nursing 11%) 2.2% Nursing sickness dropped to 2.2% (4.4% national average) £ Monthly agency nursing spend reduced from £250k to £33k  Morale has improved and we have increased our UK recruitment

  20. YDH = 90% Average = 81%

  21. YDH = 83% Average = 66%

  22. Feedback from our Overseas Nurses Cecil David- 9A “I had done a lot of research into the hospital; so before the interview I knew already that there was a great network of support at YDH. “I was hoping that the team would accept me at interview and that I would feel a sense of belonging at Yeovil. My hopes were definitely exceeded!” “The team made me feel so welcome.”

  23. Feedback from our Overseas Nurses Julie Ancheta- 8A “My experience with the process coming to the UK was fantastic.” “I always felt that nothing was too much trouble, even the most simple questions were answered quickly.” I recommend all of my friends to Yeovil’soverseas recruitment team as I am confident that they will be cared for and supported in the same way that I was.”

  24. Trusts we currently partner with

  25. BEST INTERNATIONAL RECRUITMENT EXPERIENCE 2019

  26. Speaker:Martin Kirke, Non Executive Director, Epsom and St Helier University Hospitals NHS Trust

  27. Improving Employee Engagement: What really works?NHS Providers Annual Conference Manchester, October 8th 2019 Martin Kirke

  28. The Not Surprising Evidence of What Drives Employee Engagement The Most

  29. The Not Surprising Evidence of What Drives Employee Engagement The Most

  30. Improving Employee Engagement:What really works ?

  31. Improving Employee Engagement: What Really Works?

  32. To Learn More…

  33. Thank you martinkirke@outlook.com

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