Introduction
Methods
Qualitative approach and research paradigm
Sampling strategy, settings and participants
Data collection methods and instruments
Researcher characteristics and reflexivity
Data analysis
QUESTIONS GUIDING ANALYSIS (Use colour code to highlight which question the data is primarily informing) | An Example of theme/summary (you don’t need to include every example, just enough to give a flavour of the theme or an excellent quote that could be used in final report) | THEMES (Use a simple descriptor rather than a single word to describe the theme) | For Whom the theme relates? Staff, patients, service users, citizens/residents/ systems |
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What has worked? These will be specific actions/interventions/initiatives/ideas | |||
What has not worked? Something tried that did not work or not doing something | |||
What have been the challenges? New challenges people face in their work because of Pandemic | |||
Outcome/ celebrations? Positive outcomes or things that can be celebrated | |||
Learning/ Opportunity? More formal than insights as they guide future actions that need to be implemented | |||
Insights? These may be new insights at an individual/team/system level | |||
Impact on roles? Anything that has affected roles and how they are carried out because of pandemic |
QUESTIONS GUIDING ANALYSIS | THEMES | DATA SET REF | For Whom the theme relates? |
---|---|---|---|
What has worked? Actions/interventions/initiatives/ideas | Maintaining a sense of normality Seeing the Patient as a “person’ not just a number in which there was greater ‘care’ and ‘patience’ | CJ1 JWT2 | Staff Staff, patients, self |
What has not worked? Something tried that did not work | Panic leading to avoidable admission Caring for others but not always self, including breaks and time away. | CJT14 JWT1 | System. Family, team Team, patients, self |
What have been the challenges? New challenges faced | Coming back to work post-COVID infection is worrying Coping with a spectrum of emotions – attitudes and values related to behaviours | CJT6 JWT6 | Staff Team, self |
Outcome/ celebrations? Positive outcomes that can be celebrated | Pride in achievements The importance of Community Spirit | CJ21 JW2 | System, staff, Individual Self, society |
Learning/ Opportunity? More formal than insights that guide future implementation | Treat everyone the same with respect The use of IT to support new ways of working and communication | SHT18 JWT8 | System, staff, patients, citizens Team, patients, self, organisation |
Insights? New insights at individual/team/system level | Looking to the future, the ‘new normal’ Positive and negative Impact of lockdown on staff | JWT4 KM3 | Society Staff, system, society |
Impact on roles? Anything Influencing roles | Resilience of self and the team Focusing more on safety and teaching others to be safe | JWT1 KM1 | Team, self, patients Staff, patients, residents |
Numbers in brackets indicate the number of datasets contributing to the theme derived from the secondary analysis. This gives a tentative impression of the strength of each theme, but caution needs to be applied in its interpretation as although many datasets were from individual informants, a small number were from groups of informants, through grand rounds, Instagram accounts and meetings. The asterisks indicate where responses included data from groups. Each overarching theme comprises the themes derived from the second level analysis which were undertaken by four different analysers, thus accounting for the different colours enabling an audit trail to be established back to the original data. | |
What has worked? | |
Theme 1: Collaborative, resilient, flexible teams who mutually support each other, cascade information and have risen to the challenge. (72***) • Leadership, commitment to team working and support for self, each other and the wider interdisciplinary team (24) • Collaborative, resilient, flexible and effective teams who pull together support each other (18**) • Positive atmosphere in which the whole team were communicating, rising to the challenge and adapting to working in a new way (5) • Support from managers and availability of supervision and debriefs (4) • Keep laughing and joking (4*) • Support with equipment, information and processes around Covid, including time to work on workforce plans, funding (8) • Cascading information via WhatsApp across teams (3) • Regular meetings to enhance team work and communication (1) • Training to help others used to working in a ward environment (1) • Resilience of self and the team (3) • Jobs not getting done- being handed over to team/next shift (1) | |
Theme 2: Cross-boundary working with, shared priorities, improved relationships, pooled resources, streamlined processes enabled new services (24*****) • Collaborative planning, improved and faster working for pooled resources to implement new services (8**) • Cross boundary working and partnerships about shared priorities for care has improved working relationships across the system (7*) • Ability to cross team work and initiate new projects (5**) • Streamlined processes focussed on delivering the task/ outcome (2) • Building strong relationships with suppliers and contacting them directly to get PPE deliveries (2) | |
Sub-theme 2.1: Ideas implemented have spanned technical innovations and standard passports for volunteers in acute settings to sharing medications in short supply and adapting new ways of working in the community (5*) • Ideas implemented in acute hospitals included: reverse laminar flow in theatres and creating parallel departments; and standard passports for volunteers, Medical-air dependent ventilators rather than Oxygen dependent (3) • Ideas implemented in community settings included sharing medicines in short supply for EoL, easy read material for residents, taking services into people’s homes, using photographic evidence for DN consultations (2*) | |
Theme 3: Seeing the person in the patient, and with care and patience working with or for family members across the spectrum of care from recovery to death (24****) • Experiencing and learning from the spectrum of care from recovery to death (9) • Seeing the Patient as a “person’ not just a number in which there was greater ‘care’ and ‘patience’ (7*) • Different ways of working as an extended family to deliver the best service to patients (5*) • Worried families know residents are in good hands (2**) • Encouraging patients to take more responsibility and use family and community support (1) | |
Theme 4: Technology has contributed to normality and innovation through patient consultation/decision making, improved response times, EoL experiences, team communication, remote working, staff wellbeing, and recruitment. (20**) • Technology’s role in connecting to and supporting patient consultation, triaging and rapid decision-making (6) • Technology’s role in contributing to stakeholder and team communication to improve wellbeing (5*) • Technology’s role in contributing to normality and EoL experiences for residents’, patients and relatives (3**) • Technology’s role in thinking outside the box, training, and recruitment (2) • Technology’s role in supporting remote working (2) • Technology’s role in Primary Care Instant Response lines (1) • Technology’s role in promoting weekly webinars to enable staff to keep up to date with what is going on (1) |
Interview Questions | Themes Derived from Analysis | Number of data sets identified in the second level analysis showing strength of the theme |
---|---|---|
Q1. What has worked? | Theme 1: Collaborative, resilient, flexible teams who mutually support each other, cascade information and have risen to the challenge. | 72 |
Theme 2: Cross-boundary working with, shared priorities, improved relationships, pooled resources, streamlined processes enabled new services | 24 | |
Sub-theme 2.1: Ideas implemented have spanned technical innovations and standard passports for volunteers in acute settings to sharing medications in short supply and adapting new ways of working in the community | 5 | |
Theme 3: Seeing the person in the patient, and with care and patience working with or for family members across the spectrum of care from recovery to death | 24 | |
Theme 4: Technology has contributed to normality and innovation through patient consultation/decision making, improved response times, EoL experiences, team communication, remote working, staff wellbeing, and recruitment | 20 | |
Q2. What has not worked? | Theme 5: The correct use and dehumanising impact of PPE and obtaining consistent supplies within a changing context | 33* |
Theme 6: Confusing messages, not knowing what is happening with impact on: mental health assessments, hospital admissions and attendance, university programmes and conspiracy theories | 15 | |
Theme 7: System not joined up or resilient impacting negatively on patient flow, social care, use of volunteer potential, track and trace or redeployment | 9* | |
Theme 8: Unrequired actions in acute care yet social care left high and dry | 2 | |
Q3. What have been the challenges? | Theme 9: Managing emotional impact of the pandemic on people (staff, patients, residents, students) but keeping them hopeful and safe | 45**** |
Theme 10: Caring for self and each other when anxious about passing virus onto others, suffering fatigue and stress, with no end in sight | 41**** | |
Theme 11: Supporting residents/patients with the impact of social isolation and their understanding of social distancing whilst also not seeing own families | 42******* | |
Theme 12: Inconsistent policy and guidelines, and discontinuity across the system impacting on other parts of system, pace of change and uncertainty about when it will end - the new normal | 28***** | |
Theme 13: Not knowing who has the virus, worrying about the risks to others (own families, patients, vulnerable others) and being more vigilant about safety. | 19** | |
Theme 14: Exposure to increased number of people dying and impact of Covid related EoL care | 9* | |
Q4. What have been the key challenges? | Theme 15: An amazing workforce – kind caring, supportive, strong teamwork and spirit has created a sense of pride, joy and feeling valued | 85****** |
Theme 16: Everyone worked and learned together with a can-do attitude, supported by community spirit, everyone playing their part and the role of social care highlighted | 41******* | |
Theme 17: Feeling valued and appreciated by so many – will it continue | 29**** | |
Theme 18: Strengthened relationships with own neighbours, family and relatives, spending quality time with them and better work-life balance | 21** | |
Theme 19: Technology a success story for treatment, communication, virtual visiting, connecting and communicating with people, system efficiency, productivity and carbon footprint | 13*** | |
Q5. Learning Opportunities | Theme 20: Appreciate learning across the NHS and society to do things better or differently, enabling all parts to feel empowered to make a difference | 30******* |
Theme 21: Increase understanding for vigilance and keeping people safe and funding | 14**** | |
Theme 22: Continuing new ways of working – system focused integrating health and social care with good business planning to protect key supplies and human resources | 15****** | |
Subtheme 22.1: Wider recruitment across health and care economy, with reservists and volunteers and shorter recruitment processes to support permanent staff | 7**** | |
Subtheme 22.2: Ensure the right skills are in the right place at the right time | 5* | |
Subtheme 22.3: System requirements to support high numbers of people requiring rehabilitation and needs of vulnerable people and those with mental health challenges | 3* | |
Theme 23: Support for staff wellbeing | 14** | |
Theme 24: Keep IT enhanced initiatives, recognising the need for good broadband connectivity | 13**** | |
Theme 25: Consistent and clearer messages on role of testing, applying social distancing sooner | 4* | |
Q6. New insights | Theme 26: Developed greater recognition of own strengths, the importance of balancing support for self and others, maintaining wellbeing and appreciating the little things e.g. a job I enjoy. | 50********* |
Theme 27: Sustaining new ways of working, community spirit and cohesion | 20** | |
Theme 28: Looking to the future, the new normal will be different wont need big offices, more flexible and home working, services will change what they can offer | 15 | |
Q7. Impact on Roles | Theme 29: Learning readily to work differently, adapting flexibly, making adjustments, supporting others in new roles or taking on new roles whilst coping with increased workload | 89******* |
Theme 30: More prepared for safety, stricter infection control, safeguarding so people feel safe | 33**** | |
Theme 31: Communicating more to get the right message across | 5* |
• The pandemic has shown how interdependent every aspect of health and social care is and has strengthened the imperative to take a whole systems approach to enable this by acting as a catalyst for health and social care integrated transformation. • Learning and insights have been drawn from across acute, community and residential care home settings, incorporating the experiences of interdependent partners across the economy that reflect every aspect of health and social care across Norfolk and Waveney ICS. • Themes reflect that more things have gone well than did not. • Covid-19 has acted as a catalyst for green shoots in genuine integration and joint working to enable transformation across health and social care at many levels to start as long as momentum is maintained. • The greatest strength has been the willingness and resilience of the workforce and its teams to be flexible and work together on finding solutions for care that are person centred and safe. • Individuals and teams being enabled to find innovative solutions to ‘problems’ without becoming stifled by ‘poor’ governance. • The number of teams (new and existing) who are or have become effective in how they work together and support each other to provide services to patients, residents and communities is humbling. • The use of IT is widely recognised as being beneficial and these benefits need to be retained and further grown specifically in relation to: - Supporting virtual visiting and End of life connections, - Clinical consultations. - Patient, team and stakeholder consultations. - Emotional support for staff wellbeing. - More efficient and collaborative ways of working with greater productivity. - Learning and development and induction. - Speeding up recruitment processes. - Environmental benefits- reducing the carbon footprint. • Good broadband infrastructure across communities is a necessity to support the above. • Learning at the systems level identifies the need for: - Consistent approaches across and within sectors. - Consistent clear messages about what is expected from staff and the public. - Good business relationships and continuity planning to ensure staffing, supply chains, managing the number of deaths, continuing with other health priorities is critical e.g people with cancer; maintaining adequate stocks and supply of PPE. - Embedded (systematic) support systems for staff. - Integrated volunteer systems across boundaries- passport for volunteers inclusive of DBS and shielding arrangements. - Continued learning and development support with safe working in the workplace- quality improvement, infection control. - Enabling teams to be empowered to make a difference as interdependent partners across the system. • Learning for national policy includes the needs for: - Consistent and clear messages to the public in a timely manner. - Whole system planning (business continuity and supply chains and relationship with suppliers which is specifically relevant to PPE). - Consideration of and planning for impact on vulnerable people. - Introduce one national capacity tracker system for recording Covid tests. • Learning at the individual level has strongly resonated with: - Re-igniting individual strengths and recognising those they didn’t know they had. - The importance of appreciating the ’little’ (frequently taken for granted) things. - Family and home, hobbies and interests. - Having a job they loved. - Appreciating the support of the public and others. - Humanitarian values - Valuing every person as a person and their contribution, be that colleague, patient, resident, relative, volunteer, friend, citizen. |
Quality and validity
Findings
What has worked? | No of data sets with theme | What has not worked? | No of data sets with theme |
---|---|---|---|
T1: Collaborative, resilient, flexible teams who mutually support each other, cascade information and have risen to the challenge | 72* | T5: The correct use and dehumanising impact of PPE and obtaining consistent supplies within a changing context | 33* |
T2: Cross-boundary working with, shared priorities, improved relationships, pooled resources, streamlined processes enabled new services | 24* | T6: Confusing messages, not knowing what is happening with impact on: mental health assessments, hospital admissions and attendance, university programmes and conspiracy theories | 15 |
Sub-Theme 2.1: Ideas implemented have spanned technical innovations and standard passports for volunteers in acute settings to sharing medications in short supply and adapting new ways of working in the community | 5* | ||
T3: Seeing the person in the patient, and with care and patience working with or for family members across the spectrum of care from recovery to death | 24* | T7: System not joined up or resilient impacting negatively on patient flow, social care, use of volunteer potential, track and trace and redeployment | 9* |
T4: Technology has contributed to normality and innovation through patient consultation/decision making, improved response times, EoL experiences, team communication, remote working, staff wellbeing, and recruitment. | 20* | T8: Unrequired actions in acute care yet social care left high and dry | 2 |
Challenges? | No of datasets with theme | Celebrations/Outcomes? | No of datasets with theme |
---|---|---|---|
T9: Managing emotional impact of the pandemic on people (staff, patients, residents, students) but keeping them hopeful and safe | 45* | T15: An amazing workforce – kind caring, supportive, strong teamwork and spirit has created a sense of pride, joy and feeling valued | 85* |
T10: Caring for self and each other when anxious about passing virus onto others, suffering fatigue and stress, with no end in sight | 41* | T16: Everyone worked and learned together with a can-do attitude, supported by community spirit, everyone playing their part and the role of social care highlighted | 41* |
T11: Supporting residents/patients with the impact of social isolation and their understanding of social distancing whilst also not seeing own families | 42* | T17: Feeling valued and appreciated by so many – will it continue? | 29* |
T12: Inconsistent policy and guidelines, and discontinuity across the system impacting on other parts of system, pace of change and uncertainty about when it will end - the new normal | 28* | T18: Strengthened relationships with own neighbours, family and relatives, spending quality time with them and better work-life balance | 21* |
T13: Not knowing who has the virus, worrying about the risks to others (own families, patients, vulnerable others) and being more vigilant about safety. | 19* | T19: Technology a success story for treatment, communication, virtual visiting, connecting and communicating with people, system efficiency, productivity and carbon footprint | 13* |
T14: Exposure to increased number of people dying and impact of Covid related EoL care | 9* |
Formal Learning? | No of datasets with theme | Insights? | No of datasets with theme |
---|---|---|---|
T20: Appreciate learning across the NHS and society to do things better or differently, enabling all parts to feel empowered to make a difference | 30* | T26: Developed greater recognition of own strengths, the importance of balancing support for self and others, maintaining wellbeing and appreciating the little things e.g. a job I enjoy. | 50* |
T21: Increase understanding for vigilance and keeping people safe and funding | 14* | T27: Sustaining new ways of working, community spirit and cohesion | 20* |
T 22: Continuing new ways of working – system focused integrating health and social care with good business planning to protect key supplies and human resources | 15* | T28: Looking to the future, the new normal will be different won’t need big offices, more flexible and home working, services will change what they can offer | 15 |
Subtheme 22.1: Wider recruitment across health and care economy, with reservists and volunteers and shorter recruitment processes to support permanent staff | 7* | ||
Subtheme 22.2: Ensure the right skills are in the right place at the right time | 5* | ||
Subtheme 22.3: System requirements to support high numbers of people requiring rehabilitation and needs of vulnerable people and those with mental health challenges | 3* | ||
T23: Support for staff wellbeing | 14* | ||
T24: Keep IT enhanced initiatives, recognising the need for good broadband connectivity | 13* | ||
T25: Consistent and clearer messages on role of testing, applying social distancing sooner | 4* |
Impact on Roles | No of datasets with theme |
---|---|
T29: Learning readily to work differently, adapting flexibly, adjusting, supporting others in new roles or taking on new roles whilst coping with increased workload | 89* |
T30: More prepared for safety, stricter infection control, safeguarding so people feel safe | 33* |
T31: Communicating more to get the right message across | 5* |
HEADLINE | Level 3 analysis Theme No | Number of Data Sets per theme to support headline |
---|---|---|
1. Covid-19 has acted as a catalyst for green shoots in genuine integration and joint working to enable transformation across health and social care at many levels to start as long as momentum is maintained | T1, T2, ST2.1, T3 | 72,24,5,24 = 197 statements |
2. The greatest strength has been the willingness and resilience of the workforce and its teams to be flexible and work together on finding solutions for care that are person centred and safe. | T 3, T 11, T15 T16 | 24,42,85,41=192 statements |
3. Individuals and teams being enabled to find innovative solutions to ‘problems’ without becoming stifled by ‘poor’ governance. | T2, ST2.1 T22 | 24, 5, 15= 44 statements |
4. The number of teams (new and existing) who are or have become effective in how they work together and support each other to provide services to patients, residents and communities is humbling | T1, T2 ,T16 | 72, 24, 41= 137 statements |
5. The use of IT is widely recognised as being beneficial and these benefits need to be retained and further grown specifically in relation to: a. Supporting virtual visiting and End of life connections, b. Clinical consultations. c. Patient, team and stakeholder consultations. d. Emotional support for staff wellbeing. e. More efficient and collaborative ways of working with greater productivity. f. Learning and development and induction g. Speeding up recruitment processes. h. Environmental benefits- reducing the carbon footprint. | T4, T19, T24 | 20, 13, 13= 46 statements |
6. Good broadband infrastructure across communities is a necessity to support the above. | T24 |
Lessons learned
‘The best thing I have noticed is that people are willing to help out where they would normally not have helped and it has been the team working together as a team’. (IT Worker, Acute Care Provider)“Change can happen quickly when it needs to which is good for service development in the future, sometimes you might want to make a change and it can take a lot of years. You have to keep high spirits and keep morale up. Together we are stronger”. (Senior Clinical Coordinator, Community Provider)
“There has been really good cross-team working, so there are projects that we have been trying to get off the ground for years, that now suddenly because the decision- making process has become so slick that we have been able to do things that we have been wanting to do for a long time” (Clinical Operations Manager, Community Provider).“We have been able to pool resources for the best interest of our patients and staff, and really good new services have been created that are hopefully going to last in the future and to improve how our whole Health and Care sector works in Norfolk.” (Clinical Operations Manager, Acute Care Provider)
“We are being a bit more flexible and adapting the way work. So, initially it was halting a lot of visits and only doing real essential visits ..and adapted by doing lots of telephone assessments, so we have been able to change the way we work so we have been able to use different resources like that” (OT, Acute Care Provider)
“We had to quickly get used to wearing PPE for every patient and trying to get comfortable with that and in the beginning that was quite challenging because it was such a different way of working for us.” (Community Nurse)
“I’m worried about having COVID and not knowing I’m having it and then going on the ward and working with vulnerable people for whom it may be fatal. That’s the scary thing isn’t it?” ( Approved Mental Health Professional, Community Care Provider).“The hardest thing was the deaths because some of them happened very quickly and very suddenly. So, someone appeared ok one minute but not the next”. (Health Care Assistant Acute Care Provider)“It just feels completely dehumanising, and I just found that whole period of PPE and not getting to know patients just really stressful” (Senior Physiotherapist Acute Care Provider)
“Lots of changes, often daily changes to keep aligned with the government advice and policies – so it has been hard on the staff” (Senior Clinical Coordinator, Acute Care Provider)
“The closure of GP practices had a big impact on the number of patients being referred to pharmacies. Lots more patients coming through the door. We didn’t realise how much responsibility would be on us as a team….I had to be a bit more dynamic and make sure we could accommodate everyone and keep people safe”. (Pharmacist, Primary Care Network team).
“There were a few issues at the very beginning where communication would sometimes breakdown but we all worked through things so even that negatives could be turned into a positive”. (Infection Control Practitioner, Covid Response TeamCommunity Care Provider)
“It has proved that we can be adaptable and resilient and change ourselves and the service to meet the needs of the general public” (Care Home Manager)“It’s gratifying and unifying to know that actually you are not on your own and everybody feels vulnerable because it is a vulnerable situation and it is for us, our patients and families”(Community Nurse)“It has really taught me to appreciate my family and friends more and the time that you get to spend with them”. (Integrated Care Coordinator, Community Care Provider
“The experience has created a bit of appreciation for one another and the world we are in and not take things for granted. I think that can really change and I hope that is something here to stay and this experience has taught me is that it is all about team and it is not about “I” – you’re nothing without a team and nothing without colleagues “.(Community Health Care Assistant, Community Provider Organisation).
“I think it has meant that you look at safety so much more. How people are feeling and the emotional toll on people, residents and staff. I would also say (about) camaraderie of staff. We have really come together – there has been times when it has been really stressful, emotional and upsetting but we have all been there for each other mostly for the residents, so we come together and been stronger. But still at times, (we remember) that it is an uncertain time, listening to the government updates you can get more confused but I still say that we work together here and it really shows”. (Team Leader, Care Home).
“I came into the Trust as a Nursing Degree Apprentice working previously in the Trust as a Healthcare Assistant – so to come into a new job, with a new role and then to have this all thrown in on top has been quite difficult”(Nursing Degree Apprenticeship Student)“The hardest thing is not working with my normal colleagues – teams have been jumbled up so working in a micro-team so you are not working with usual peers” (OT Community Social Care).
“I’ve found that my role has really changed and the most important thing at the moment is staff health and wellbeing and this is my focus 24/7, and it’s important to me and my colleagues to cover everyone’s’ wants and needs in this really challenging time” (Staff Engagement management, Physiotherapist Community Provider Organisation.)
At systems level need: | |
• Consistent approaches across and within sectors. • Consistent clear messages about what is expected from staff and the public. • Good business relationships and continuity planning to ensure staffing, supply chains, continuing other health priorities is critical e.g. people with cancer; maintaining adequate stocks and supply of PPE. • Embedded (systematic) support systems for staff. • Integrated volunteer systems across boundaries, passport for volunteers inclusive of DBS and shielding arrangements. • Continued learning and development support with safe working in the workplace, quality improvement, infection control. • Enabling teams to be empowered to make a difference as interdependent partners across the system | T5-11, T14, T20, T22, T23, T25, T27,T28 Subthemes: 22.1-22.3. |
For national policy, need: | |
• Consistent and clear messages in a timely manner. • Whole system planning (business continuity, supply chains, relationships with suppliers specifically relevant to PPE). • Consideration of and planning for impact on vulnerable people. • Introduction of one national capacity tracker system for recording Covid tests | T12, T13, T22, T25, T27, T28 |
At individual level learning resonated with: | |
• Re-igniting individual strengths and recognising those they didn’t know they had. • The importance of appreciating the ’little’, taken for granted things. • Family and home, hobbies and interests. • Having a job, they loved. • Appreciating the support of the public and others. • Humanitarian values - Valuing every person as a person and their contribution, be that colleague, patient, resident, relative, volunteer, friend, citizen. | T9, T10, T17, T18, T26 |
Discussion
Key findings and comparison with the literature
“The pandemic has shown how interdependent every aspect of health and social care is and has strengthened the imperative to take a whole systems approach to enable this by acting as a catalyst for health and social care integrated transformation.”
Strengths and limitations
Immediate Response | Medium to Long Term |
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Flexible approaches to working • Empowering teams to lead & innovate • Redeployment of staff • Balancing home & family life Use of IT and digital solutions • MS Teams, Zoom • Education & training • Home working • Virtual consultations & patient engagement • Upskilling staff Health and wellbeing of our people • Networks – Health and Wellbeing, Quality Diversity and Inclusion – strategies for change • Physical, mental, social/family, financial wellbeing • Shared resources for all – local & national • MH hub, enhanced occ health, trauma- based coaching, bitesize WebEx • Enhanced support for learners Enhanced and streamlined recruitment • System wide Health and Social Care Workforce recruitment 200 people • Reservists 45 and counting • Collaborative working with Local Resilience Forums for staff wellbeing | • Embedding workforce development plans into People Plan and key strategic priorities of the People Board which provides strategic governance and oversight of impact. • Continue to listen and learn from staff through continued evaluation of the We Care Together Campaign. • Continue to work with research partners to identify strategic priorities for evaluation of front-line staff experiences. • Embed digital innovation into service delivery plans to free up staff and streamline services to provide effective, safe and person centered care in range of contexts. |