Our staff are our key asset and are fundamental to successful delivery of our objectives. Our staff survey gives us great reassurance that the HTA is a good place to work, but also offers insight into areas we can improve. Over the last three years we have made great progress on updating our people strategy, in order to achieve our vision of a more resilient and sustainable organisation.
As we begin to benefit from recruiting staff from a wider geographic pool, we will continue to build on the work we have done to remodel induction and training. This will allow staff to become competent more quickly and means that we will be less dependent on the location of our staff.
As a small, expert regulator, it is imperative that we retain the specialist skills of staff for longer, and that we improve the resilience of standalone roles. We will continue to promote work/life balance and flexible working, with a renewed focus on effective line management, training and development to make the best use of expert resources.
Our People Strategy, as outlined above will largely drive our approach to estates. As an organisation that works remotely by design, we will continue to focus our efforts on ensuring that our culture and connectivity are maintained. We will continue to control accommodation costs as far as possible by sharing office space and through improving the ways in which we use the space that is available to us.
During this strategic period, we will move our office base to Stratford, along with other healthcare regulators. Through co-location, we will make the most of any opportunities for combined ways of working.
Our business technology has never been more crucial to the success of the organisation and underpins much of what we set out to achieve. Our strategic vision requires development of IT architecture, which is not dependent on location. We will support our staff with the technology they need to work effectively and efficiently, in the office and remotely. We also recognise the opportunities for technology, digital and data to improve the services we offer, reduce burden, and target our resources most effectively.
We take our commitment to information and cyber security very seriously and will strive to meet our obligations under data protection legislation, the National Data Guardian’s data security standards and relevant UK Government cyber security frameworks.
The HTA is funded through licence fees and Grant-in-Aid from the Department of Health and Social Care. For a number of years, we have worked hard to keep costs down by finding efficiencies, sharing office space and sharing Director and Head posts with the Human Fertilisation and Embryology Authority (HFEA). Our recent review of the arrangements with HFEA highlighted further opportunities to boost the resilience of both organisations by developing a stronger strategic alliance.
We are aware of the budget constraints faced by many of our licensed establishments and remain committed to living within our means. As part of our sustainability programme, we aim to signal our budget intentions over the next three years, with a view to providing certainty on fee levels for establishments. In this strategic period, we will ensure that our regulatory model ensures that our fee level is kept in line with our regulatory approach. Robust oversight and governance of our organisational change programme will ensure that we use our funds prudently to achieve tangible benefits for our stakeholders.
Our Deployment objectives are to:
- Manage and develop our people in line with the HTA’s People Strategy
- Ensure the continued financial viability of the HTA while charging fair and transparent licence fees and providing value for money
- Provide a suitable working environment and effective business technology, with due regard for data protection and information security
- Plan and prioritise our resources to carefully balance activity across the organisation
In the period covered by this strategy, we will:
- Act on the feedback provided by our staff to address key issues of concern
- Build on the remodelling of our training and induction programme
- Identify and strengthen the capabilities we will need to achieve success over this strategic period
- Develop more formal arrangements for greater use of home working to support our recruitment strategy
- Give greater priority to information management and risk, ensuring that we comply with our requirements under relevant Data Protection legislation
- Implement the recommendations of the shared services review with HFEA and continue with measures to improve the resilience of both organisations
- Improve our video conferencing, online meeting, and collaboration capabilities
- Produce an options appraisal for different models of working as an organisation, which puts our staff at the heart of what we do
- Relocate to a Government Hub in Stratford