Nursing, midwifery and Allied Health Professional's strategy 2023 - 2025

Our key commitments 2023 - 2025

Ensure we provide an environment and culture of safety, just, learning, support and continuous improvement that allows delivery of consistent excellent care
Ensure equity for service users and our staff, tackling inequalities and providing personalised care
Engage proactively with our patients, partners and staff to continuously improve our services

Improving patient care: Our commitments this year

Ensure effective rostering to allow 100% supervisory sister/charge nurse time at ward level.
Provide clarity of Matron role and ensure 50% clinical time to ensure quality oversight.
Do the right things well every day, in line with the operational strategy, to ensure safety and patient flow. Provide support to ward leaders to take forward quality improvements that support flow and safety, including quality projects in relation to effective ward rounds, reducing falls and hospital acquired pressure ulcers.
Ensure establishments are set to maintain safe staffing levels. Support ward leaders to run effective rosters.
Ensure senior leadership across a seven day working period.
Lead and support key strategic improvement projects to improve efficiencies and productivity.
Embed fully the accreditation programme, encouraging ownership of data at ward/department level so teams can identify and run their own quality improvement projects.

Work collaboratively with system partners to develop an integrated mental health plan which will clarify safe pathways both in and out of hospital.
Close the gap on services provided to users with learning disabilities ensuring we provide individualised personalised care.
Develop further the work to educate our staff and improve pathways for patients with dementia.
Work with our patients to develop programmes of work to improve understanding of personalised needs for patients with neurodiversity.
Ensure equity of access to information that is inclusive to all.

Work with partners in the system to engage with seldom heard groups in our community to understand their experiences, improve our services and educate staff.
Listen to patient/service user feedback to improve training for our staff and improve the care we provide.
Use patient stories proactively to inform education programmes.

Continue to grow, value, support and retain a diverse and skilled nursing, midwifery and AHP workforce
Identify the talent within our teams, developing them as the next leaders, following clear career pathways
Create a culture of evidence based practice and research

Supporting our staff: our commitments this year

Develop and embed the process of job planning for specialist nursing, midwifery and AHP teams to ensure appropriate resource to deliver planned care.
Develop a framework for enhanced practice and develop these roles in practice.
Embrace new roles in practice and embed in our workforce including the nursing associate role.
Provide an environment for apprenticeships to flourish.
Develop an annual plan for forums and conferences to continue developing professional groups and start forums for seldom heard professional groups.
Triangulate feedback from staff to improve professional practice (listening events, surveys, forums).
Refresh our current orientation and preceptorship programmes to provide a better induction experience for all new nurses, midwives, AHPs and support workers.
Work proactively with staff groups who have the greatest attrition rates to improve retention and experience.
Promote opportunities to staff from BAME backgrounds and lower bands proactively to improve access to education and development opportunities for all.
Ensure diversity of leaders involved in professional decision making

Develop leadership programmes for professional groups, offering bespoke opportunities based on individuals careers aspirations.
Embed restorative supervision across nurses and midwives with the further development of the professional nurse/midwife advocate roles.
Embrace the legacy mentor role to support staff in practice.
Develop a career options framework to support individuals career pathways.

Building for the future: our commitments this year

Develop an overarching governance framework for digital projects.
Use Nursing Efficiency Assessment tool (NEAT) data to improve the use of EPIC and the time nurses spent inputting data.
Develop digital internship roles to support practice change.
Use digital opportunities to support improvement projects aligned specifically to the operational strategy e.g. ward board views on EPIC.
Provide electronic quality data for patients.
Capture quality audits digitally preventing duplication of effort with manual recording.

Use data from our quality metrics to inform quality improvement projects to improve efficiencies and productivity.
Use data to improve inclusivity for the provision of care to patients and service users and education for our staff.

Work with Royal Papworth colleagues to provide integrated education packages.
Work with system partners to develop AHP integration.
Develop rotational education programme across CUH and RPH.
Collaborate with the South Place to look for and support integration opportunities.