Our Long-Term Strategy 2023 to 2035 - Section 5 – Putting our strategy into action

Our People Strategy sets out our vision for all those who work for us (or want to work for us) and our role supporting the development of the wider public health system workforce. Our aim is to develop a flexible, sustainable and thriving workforce that can, and wants to, successfully deliver our Long-term Strategy.

We launched our People Strategy in March 2020 and have made significant progress with the nine themes that make up the strategy. During 2023, we will adjust them to make sure they are aligned with our new priorities and other key strategies.

Our Digital and Data Strategy will use the modern technology people expect and make better use of the information we and others have in order to provide the maximum effect on health and well-being outcomes in Wales. We have also developed the following five main digital principles to guide our work.

• User needs first: People and their needs are at the heart of what we do.
  Accessible and equal: Everyone who needs our services can find and use them.
• Open by default: By sharing openly and transparently, we increase the value of our services and earn the trust of others.
• Efficient: We reuse what we can and test our assumptions before we carry them out.
• People-focused: We value the people who build and run our services.

Our Digital and Data Strategy will focus on a number of main areas, including building on solid foundations, making sure that we deliver our priorities, and improving public health through digital technology.

Our aim is to be an outstanding learning and developing organisation that transforms public health by focusing on research and evaluation that will help make a difference to practice. Our research and evaluation principles are as follows:

• Open by default: Developing and sharing areas of research interest, publishing outputs targeted to the needs of those who use our services, and being clear about what we are leading or supporting.
• Inclusive: Designing approaches and solutions with communities when working with them, collecting and evaluating equalities information, and working with communities to include those whose trust we don’t have.
• Multidisciplinary: Celebrating the range of our work and combining the skills and diverse expertise we need, leading to a joint model of research and evaluation.
• Influential: Guiding our funders to address gaps in evidence, research and evaluation needed to help us achieve our health aims.
• Joined up: Making sure we have shared standards for products and a clear and comprehensive package of research, and that we work with others to deliver our services.

Our International Health Strategy aims to:

• bring international and worldwide health activity together to demonstrate our good work and celebrate good practices and successes;
• strengthen existing international health activities, opportunities and partnerships and help develop new ones;
• help provide opportunities for professional development and recruiting and retaining staff, supporting the organisation as an inspiring workplace; and
• promote and strengthen Wales’ leading role and effect on the international stage.

Our international health vision is to be a globally connected and inspiring national public health organisation, working towards a healthier and fairer Wales to address worldwide challenges and shared goals.

Our Approach to Engagement document covers a wide range of involvement activities, from individuals and communities sharing their experiences, to communities united on a specific topic, to giving people ways to influence issues that affect them.

We will focus on involvement and collaboration – two of the ways of working set out in the Well-being of Future Generations (Wales) Act 2015. Our approach must put people at the centre of our work.

Our Behavioural Science Unit will provide specialist expertise and enables us to use behavioural science routinely to improve and protect people’s health and well-being.

Supporting and guiding our stakeholders and adding to their capabilities will help significantly change how we achieve our priorities

Our Budget Strategy will support us by encouraging financial sustainability, improvement and value. We will make sure that our resources are aligned to our priorities and we will continue to stay financially stable within a challenging external environment. We will challenge ourselves to make sure that we are delivering the best value for the people of Wales, and our stakeholders, through using our resources efficiently and effectively.

We aim to be the perfect example of an organisation in relation to quality, improvement and innovation. We will use these values when putting our new strategy in place. This aim is supported by the Health and Social Care (Quality and Engagement) (Wales) Act 2020, particularly its duties of quality and candour.

The aim of Quality as an Organisational Strategy (QoS) is to help an organisation provide services and products that focus on the user and help create an environment where our staff can enjoy and take pride in their work.