Education Team: 2023 Plan on a Page
Being an enabler of Career Pathways
Provide Inclusive Learning
Developing Leadership
• Work with managers to support and drive staff compliance and access to professional development
• Reach our Apprenticeship public service target by the end of 2022
• Embed access to coaching and mentoring across all divisions
• Link with the nursing STAAAY strategy (Supervision, Training, Appraisal, Advancing career, Acknowledgement, You) and drive the use of apprenticeships where appropriate • Develop a functional skills offer that links with the progression into registered careers
• Continue to develop collective, compassionate and inclusive leaders through access to Trust and ICS tailored programmes • In partnership with Human Resources review Appraisal and Supervision processes and systems
• Publish a statutory and mandatory matrix that clearly show the requirements for staff across all disciplines • Maintain the registered Quality Mark, and begin working toward University Hospital/Trust Status • Develop and evolve a variety of technology-enhanced learning experiences including simulation which is clearly multi-disciplinary • Deliver agile and evidence based quality assured learning and training to meet Trust objectives • Evolve and deliver future-proofed comprehensive induction programmes, including new starters, students, and managers • Ensure all new and existing Health Care Support Workers are offered opportunities to develop a career pathway in SaBP
• Increase the use of the Health Leadership Model 360 feedback
• Provide an offer to non-clinical staff for career progression within SaBP
• Increase in line with the workforce plan, leadership roles such as the Advanced Clinical Practitioner (ACP) • Work in partnership with the National Leadership Academy to make full use of its programmes • Launch and implement the Leadership Strategy in partnership with HR/Workforce development
• Review and design a training evaluation process to provide a consistent and robust approach across the department • Launch a widening Participation strategy that is linked in with Workforce Development/HR
Best use of funding
Enhance Student Placements
Communication
• Work with Division Leads to develop a Training Needs Analysis for 2022/2023
• Increase student placement numbers through linking in with ICS partnerships
• Proactively engage with divisions on the education offer through regular attendance at divisional meetings and sharing of information
• Make best use of funds by sharing resources, developing bespoke training courses and encourage a Trust-wide approach • Work with internal and external partners to identify opportunities for further funding • Collaborate in projects across systems that will make best use of funds e.g. introducing Mental Health First Aid
• Ensure all non-medical clinical placements are jointly mapped to provide better understanding and planning of student placements • Collect student feedback from the universities after each placement period and share the feedback with the clinical areas who have hosted the students
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Provide a Quarterly Education Report
• Outward presence via ‘Education Matters’ bulletin, use of social media to share and showcase education opportunities and achievements • Maintain and enhance the content and design of the Education Hub pages and the External intranet • Launch the online booking system that ensures internal and external staff can book on SaBP run courses • Career Pathway engagement of staff from all areas of the Trust, e.g. through career fairs/roadshows
• Evaluate and implement learning from student feedback
• Upskill the registered workforce to increase the number of student assessors/supervisors • Link second year and final year students with employment in SaBP to increase the recruitment of students on course completion
• Accurate reporting of use of funding showing clear link with the NHS People Plan
• Monitoring the use of funds to ensure timely response to requests
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