TRUST BOARD NOVEMBER 2014 Nursing, Quality & Patient Experience Directorate Learning & Development Update Profiling the Professional and Clinical Voice of the Organisation Strategy, Leadership and the National Care Certificate 1. LEARNING & DEVELOPMENT UPDATE This paper seeks to assure members of the Trust Board that Learning and Development activity across Nottinghamshire Healthcare remains a vibrant, well used and well governed offer to the organisation. The Leadership team of the Learning and Development Department fully commit to support the incoming Chief Executive and to continue to work in collaboration with the members of the executive team to provide a learning and organisational development offer that is fit for purpose. Ongoing delivery of the Learning and development agenda is undertaken in the context of the departments five year transformation plan (currently in year 3) to remain cost effective, meet required CIPs and to meet the overall objective to remain divisionally facing; organisationally integrated. 2. PROFILING THE PROFESSIONAL VOICE OF THE ORGANISATION 2.1 Organising the Professional Voice Nottinghamshire Healthcare has a number of well-established Trust-wide professional forums for Nursing, Allied Health Professionals, Psychologists and Social Workers. The model of engagement has been an informal council style format initiated in 2007 with the launch of the Standing Nursing and Allied Health Professionals Advisory Council (SNAAC). The SNAAC continues to function with a representative council of 45 clinicians. In recent years the following forums have been created to meet, debate, respond to national consultation, local policy and ensure that clinical leadership is role modelled across the organisation wherever possible. The Social Care Forum (SCF) The Nurse and Allied Health Professionals Consultant Forum The Senior Nursing and Allied Health Professionals Integrated Network (SNAHPIN) 2.2 Positioning the Clinical Voice At the October Executive Leadership Council (ELC) the membership identified a clear view that the clinical agenda should be placed strongly within the presentations and discussions of the meetings. Currently the organisation employs large numbers of clinicians who through experience are used to presenting, discussing and debating the clinical agenda in a wide range of forums.

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The work of the forums is planned to continue in 2015 and the offer to bring the clinical/professional voice into the Trust Board is the intention of this section of the paper.

3. LEARNING AND DEVELOPMENT STRATEGY 2014 - 2019 The Workforce, Equality and Diversity Committee of the Board have requested a review of the Learning and Development Department strategy and ambition. Following discussion and presentation a full strategy will be presented to the committee at the meeting in December 2014. The main components of the strategy are the following 16 ambition statements to be in place for Nottinghamshire Healthcare by September 2019: 1. Comprehensive electronic learning solutions, blended learning. 2. The use of the internet to maximise learning and a world wide web profile of the Learning and Development offer. 3. A high quality leadership development programme, refreshed and redesigned for the 2020’s. 4. Embedded recovery education, development and governance across the organisation including the development of in house peer support training and development. 5. Maximisation of income generation across all 8 strands of Learning and Development. 6. Established evaluation models that monitor learning effectiveness for training, learning and development reviewed and in place. 7. Ensure divisional facing services exist for the clinical divisional structure of the Trust. 8. Electronic mechanisms of two way communication and compliance reporting between the directorates of the clinical divisions and the Learning and Development service. 9. An alignment of the L&D offer with an internal crediting/rating of CPD points. 10. Support of the medical leadership agenda specifically the leadership agenda to support medical consultants. 11. A pathway of access and development for students undertaking the Graduate Management Trainee Scheme and similar graduate schemes into the NHS. 12. Have delivered the bulk of the National Care Certificate to the 2,400 non registered clinicians within the organisation. 13. Creation of internal register of non-registered clinicians where there is completion/non completion of the National Care Certificate in readiness for CQC compliance. Page 2 of 8

14. Build the success of apprenticeships to ensure that no less than 100 ‘new starter’ apprentices begin each year with an increased flow of a clinical apprentice pathway into the clinical divisions. 15. Create a Trust-wide structure of governance, continuing professional development and professional regulation for non-professional regulation for non-medical prescribing. 16. Maintain a practice learning service that ensures governance of the nonmedical student and university interface with the Trust maximising employment for progressing students. 4. LEADERSHIP DEVELOPMENT Leadership remains signature strength of the organisation. The expectation that employees are supported to develop their leadership capability is evidenced in the willingness to allow colleagues to access leadership development and the willingness of those colleagues to attend. The Following is a snapshot of Leadership Development Activity across the organisation: Executive Leadership Council Members of the Executive Leadership Council (ELC) voted unanimously in October 2014 to continue the ELC, identifying the intrinsic value of the organisations senior leadership getting together on a monthly basis. ELC membership consists of the top 140 leaders of the organisation, six colleagues who have continued their membership after Invest to Lead 5 and twelve members who attend the ELC as part of the band 5 Led to Lead Mentoring Programme co-sponsored by the Chief Executive and the Associate Director of Learning and Development. NHS Graduate Management Training Scheme (GMTS) Nottinghamshire Healthcare is routinely offered ‘General Management’ graduates on the GMTS. Having started in September 2014; Breanne Dilks began her 12 month placement in Specialist Services (Health Partnerships) mentored by Vanessa Briscoe. In addition Joseph Rice who is part of the Civil Service Fast Stream Scheme has commenced a placement with Offender Health mentored by Adrian Perks and his management team Currently the graduates are supported into the Trust via the Learning and Development Department with the ambition that increasing numbers of graduate talent are able to gain experience and insight into the operations of the Trust. Leadership Development for Medical Consultants Early discussions involving the Interim Medical Director and other senior medical colleagues suggest the need to develop a menu of leadership opportunities that follow the domains of the NHS leadership framework. Current discussions are looking particularly at supporting the 100+ medical consultants and their colleagues in the following: Page 3 of 8

Developing Personal Leadership Qualities Understanding the Organisation Leading Others Leading Services Effectively Leading Clinical Improvement Leading and Setting Direction Creating and Leading Vision Core Programmes from the NHS National Leadership Academy Nottinghamshire Healthcare has been allocated 31 places on the national courses available within the NHS Core Programmes to start September 2014 onwards. The number of applicants overall from the Trust was 45 and this overall application rate is seen by the academy as a positive. The Core Programmes remain the central leadership offer within the NHS aiming for a consistent approach to leadership at all levels nationally. Successful Trust applicants from September 2014 as follows: Nye Bevan Programme Della Money

Speech and Language Therapy Consultant

Local Services

Elizabeth Garrett Anderson Programme Kelly McKernan

Inpatients Case Manager

Local services

Rebecca Saunders

Clinical Team Leader Rapid Response Liaison Psychiatry

Local services

Louise Randle

Quality Improvement Lead: Forensic Services

Forensic Services

Natalie Jennings

Senior Manager / Modern Matron Physical Healthcare and Infection Prevention and Control

Forensic Services

Helen Varney

Ward Manager

Local Services

Ruth Kavanagh

Ward Manager

Forensic Services

Joanne Gleaden

Head of Governance (Forensic)

Forensic Services

Jane Giles

Clinical Lead/Primary Care Psychotherapist

Local Services

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Mary Seacole Programme Victoria Ashford

Senior Physiotherapist

Health Partnerships

Ian Griffiths

Senior Physiotherapist

Health Partnerships

Adrienne Cox

Nurse Specialist

Health Partnerships

Front Line Programme for Nurses Claire Sladen

Community Psychiatric Nurse

Local Services

Debbie Sells

Deputy Ward Manager

Local Services

Richard Bryant

Community Psychiatric Nurse

Local Services

Richard Gray

Nurse Specialist

Local Services

Natalie Crookes

Staff Nurse

Forensic Services

Sian Rees

Podiatry Nurse

Health Partnerships

Charlotte Dexter

Clinical Team Leader

Forensic Services

Suki Khatkar

Clinical Team Leader

Forensic Services

Karen Macis

Specialist Practitioner

Local Services

Michael Whitfield

Team Leader

Forensic Services

Emerging Leaders Programme Deborah Pearce

Community Heart Failure Nurse

Health Partnerships

John Davies

Junior Matron

Local Services

Katherine Wilkins

Children's Centre Coordinator

Health Partnerships

Rosie Roosevelt

Ward Manager

Local Services

Sohil Jangra

Senior Psychotherapist

Health Partnerships

Patrick McKeaveney

Liaison Team Manager

Local Services

Speech and Language Therapist Senior Occupational Therapist Senior Public Health Nutritionist

Local Services

Jon Rouston Claire Cox Sarah Kostewicz

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Health Partnerships Health Partnerships

5. THE NATIONAL CARE CERTIFICATE 5.1 National Care Certificate In May 2014 Health Education England (HEE) distributed the first draft of learning and development expectations for non-registered employees working across all health and social care sectors. These expectations are embodied in what has been termed the ‘National Care Certificate’. 5.2 Overview of expectations from HEE • • • •

That all non-registered employees starting in employment from March 2015 will undertake a suite of training and assessment in 15 fundamental standards of care and care delivery That learning in the 15 areas is assessed and quality assured That the individuals understanding of the 15 standards is acknowledged and signed off by the individuals line manager and by the organisation Professional Code of Conduct for Non-registered Clinicians

The Trust has a Professional Code of Conduct for all non-registered clinicians. This was launched in January 2013 and remains a highly regarded and much used document to guide and support professional practice. 5.3 Employee Numbers Currently Nottinghamshire Healthcare employs approximately 3000 colleagues who would be eligible to undertake the National Care Certificate. This includes staff with indirect clinical contact including admin and clerical and estates workers. 5.4 Responding to the Cavendish Report In anticipation of the Cavendish Review and following a robust organisation wide consultation it was decided to establish a Professional Development Programme for Clinical Bands 2-4. The format of the programme was planned on the perceived requirements of a National Care Certificate (before publication) and the principles outlined in the Professional Code of Conduct. 5.5 Delivery of the Professional Development Programme 2014 In February 2014 the first cohort of 250 delegates met from across the whole organisation (approximately 80 employees from each division) developing their understanding of their role, their duty of care, professionalism and the organisation they work for. This first cohort graduated in June 2014. For each delegate; their current training (essential, induction and other clinical training ) will be mapped to the requirements of the National Care Certificate and an assessment of competency will be sent to each delegates’ line manager for their sign off. This process occurs before granting organisational sign off and the awarding of the first set of National Care Certificates before the end of 2014.

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5.6 Organisational Commitment The Trust Board voiced their commitment to the programme at the May 2014 Trust Board. The Executive Leadership Team remain fully committed to the delivery of the Programme. The organisation acknowledges the benefits of shared learning across the organisation plus blended face to face and electronic assessment as tangible employee engagement. The numbers taken through the programme are monitored by the Trust Board in the corporate tracker as: Ensuring 500 non-registered employees undertake the professional Development Programme for Clinical Bands 2-4 within a rolling 12 month period. 5.7 Governance of the National Care Certificate The developments surrounding the Care Certificate within Nottinghamshire Healthcare are being used as one of six ‘field test sites’ of the certificate progression across the geography of Health Education East Midlands The Care Certificate is a learning and development process and as such the governance, reporting and pace of the required target number of colleagues achieving the certificate sits well with the capacity and experience of the Learning and Development department. All 15 standards of the Care Certificate are able to be assessed as independent elements and recorded on the Trusts Training database. At any point progress of those undertaking and those having completed the certificate will be reportable. Those employees unable to complete or progress the certificate will be given additional support within a prescribed period of time before formally acknowledging the lack of progression with line mangers and divisional HR leads. Ultimately this will create a register of those clinical interfacing staff who have achieved and not achieved the National Care Certificate Standard. Stages of Achieving the Care Certificate from September 2014 Stage 1

All new starters from the previous six months will commence their care certificate journey at the point of induction. These new starters will join nominated delegates for successive cohorts of between 250-300 delegates.

Stage 2

Delegates attend the Professional Development Programme (five face to face days) plus an electronic assessment of learning from the in house e-learning suite.

Stage 3

Learning and Development map existing training with Care Certificate requirements.

Stage 4

Once fully mapped; the individual’s line manager will be contacted to sign off competency of the individual delegate.

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Stage 5

Once confirmation is received from the line manager, the individual will be awarded and receive a hard copy of the National Care Certificate endorsed by Nottinghamshire Healthcare.

5.8 Where Delegates are Unable to Progress If any line manager does not provide sign off to their colleague following a mapping process this will be pursued further between Learning and Development and subsequently with the support of HR if required. Where colleagues are struggling to complete the assessment because of limited IT skills; in the first instance those individuals will be supported with IT training. In exceptional circumstances alternatives to electronic assessment will be sourced. It is recognised however that a basic IT literacy is a requirement for accessing patient notes, recording and monitoring. 9.

RECOMMENDATION

Members of the Trust Board are asked to note the contents of this paper, to debate and discuss as required

Julian Eve Associate Director of Learning and Development

Dean Howells Executive Director - Nursing, Quality & Patient Experience November 2014

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