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

Provide consistent, excellent care through safety, learning, support and continuous improvement.

• Effective rostering - allow 100% supervisory sister/charge nurse time at ward level.
• Clarity of Matron role and ensure 50% clinical time to ensure quality oversight.
• Follow the operational strategy every day to ensure safety and patient flow. Support ward leaders in implementing quality improvements that support flow and safety. This relates 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 the accreditation programme to encourage ownership of data at ward/department level. This allows teams to identify and run their own quality improvement projects.

Ensure equity by tackling inequalities and providing personalised care

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

Continue to improve our services and engaging with our patients, partners and staff

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

Continue to support and maintain a diverse and skilled workforce

This includes nursing, midwifery and AHPs.

• Develop and embed job planning for specialist nursing, midwifery and AHP teams. This will ensure appropriate resource to deliver planned care.
• Develop a framework for enhanced practice and develop these roles in practice.
• Embrace new roles in practice. Embed roles in our workforce, including the nursing associate role.
• Provide an environment for apprenticeships to flourish.
• Create a yearly plan for forums and conferences to help professional groups grow. Start forums for seldom heard groups.
• Triangulate feedback from staff to improve professional practice (listening events, surveys, forums).
• Improve the introduction for new staff by updating the orientation and training programs.
• Improve staff retention and experience by working with groups with the highest attrition.
• Promote opportunities to staff from BAME backgrounds and lower bands. This will improve access to education and development opportunities for all.
• Ensure diversity of leaders involved in professional decision-making.

Develop talented individuals as the next leaders, following clear career pathways

• Develop leadership programmes for professional groups. Offer bespoke opportunities based on individuals careers aspirations.
• Further develop the professional nurse/midwife advocate roles. Introduce restorative supervision for nurses and midwives.
• Embrace the legacy mentor role to support staff in practice.
• Develop a career options framework to support individuals career pathways.

Create a culture of evidence based practice and research

• Embed research in practice roles.
• Deliver the elements of the non-medical research strategy.
• ensure all professional practice policies are evidence based and current.

Optimise digital opportunities to improve clinical practice

• Develop an overarching governance framework for digital projects.
• Use Nursing Efficiency Assessment tool (NEAT) data to improve the use of EPIC. This will reduce the time nurses spend inputting data.
• Develop digital internship roles to support practice change.
• Use digital opportunities to support improvement projects aligned to the operational strategy. For example, ward board views on EPIC.
• Provide electronic quality data for patients.
• Capture digital quality audits, preventing duplication of effort with manual recording.

Utilise data to inform improvements

• Improve efficiencies and productivity of quality improvement projects, using quality metrics data.
• Use data to improve inclusivity for provision of care and education for our staff.

Optimise cross campus and system working

• 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.