All Trusts have now adopted the Electronic Staff Record (ESR) system and are going on to further develop and utilise its functionality. This is an opportunity to record one example of the good practice behind how the original implementation of an ESR payroll was achieved.
Tools & Resources
It is vital to develop and implement an evidence-based staff health and well-being improvement plan to meet your organisation’sneeds.To improve and protect the health of your staff, maximising the benefits of a healthy workforce to your organisation, you need to define your priorities and identify where you should target health and well-being action. Completing a needs assessment for your organisation will provide a baseline to measure the impact of the strategy you develop. Three initial steps are outlined to guide you in sourcing your baseline data.More in the series:
Twelve months have passed since the Health Visitor Implementation Plan 2011 – 15 “A Call to Action”, was launched by the Department of Health.Since then, organisations in the North West have experienced significant changes to the way they work, seeing Health Visiting services transferring, PCT clusters forming and addressing population and workforce issues, all whilst maintaining the day job.
The ‘Keeping me safe and well’ (KMSAW) screen is a risk assessment tool, for service users with learning disabilities. It was developed as part of a human rights healthcare project at Mersey Care NHS Trust, and subsequently picked up by Calderstones Partnership NHS Foundation Trust, who ran an in-house, six month pilot with 5 service users. Staff and service users alike have benefited from use of this screen which has promoted inclusive practice in risk management.
In 2010 NHS Cumbria looked at its internal talent management strategy and identified that there was a need to support Band 7 staff, to help them to progress into senior manager roles. As a result a Management Development Programme was developed in order to support talented staff, and six employees from both clinical and managerial backgrounds were recruited as cohorts. This enabled individuals to undergo significant personal development and contributed to improved service delivery.
Since December 2004 Central Manchester Foundation Trust (CMFT) has implemented a Vulnerable Baby Service (VBS) across Manchester city centre, as part of its Community Children’s Safeguarding programme.The aim of this service is to reduce the risks of Sudden Unexplained Deaths in Infants (SUDI). Initially implemented as a pilot, it was developed into a mainstream service, and as a result SUDIs have dropped significantly. Health staff and multiagency partners have also developed closer and more productive partnerships.
Following on from the Hot Topic Sickness Absence Reporting Methodologies: Reporting the QIPP Challenge, it is now an ideal time to look at how organisations can reduce sickness absence rates through managing staff health and well-being.The NHS faces a huge challenge to reduce its sickness absence rate to an average of 3.4% over the year 2013/14 and all NHS organisations have a part to play to help meet this.More in the series Strong visible leadership Local evidence-based improvement plans Supported by improved management capability Access to better, local high quality accred
To coincide with the 5th National Apprenticeship Week, NHS North West’s Apprenticeship Promise was officially launched on 3rd February 2012 at NHS North West’s Headquarters in Manchester. Apprentices and NHS Trust representatives from across the region attended the launch along with strategic partners.
After a very successful 2011 at 5 Boroughs Partnership NHS Foundation Trust, the Trust has embarked on ‘a year of games’ in the run up to the 2012 Olympic Games. The focus this year is to coordinate or interact with an event which can involve as many members of staff from the Trust as possible, this overview shows what is being planned in the coming months and what is involved.
In September 2010, Lancashire Care NHS Foundation Trust (LCFT) commissioned an innovative Appreciative Leadership programme to underpin an organisation-wide culture change programme. Fiona MacNeill Associates (FMA), an independent people development consultancy, was appointed to deliver the programme and the Trust ran a very successful pilot programme involving 50 delegates, from a range of different services, clinical and non-clinical roles and pay bands, prior to rolling out the programme across the Trust.