STRATEGIC WORKFORCE FRAMEWORK

Transcription

1 MEETING DATE: 8 November 2012 AGENDA ITEM NUMBER: Item 7.2 AUTHOR: JOB TITLE: DEPARTMENT: Rachel Craven Commissioning Specialist North Yorkshire and Humber Commissioning Support Unit REPORT TO THE CLINICAL COMMISSIONING GROUP COMMITTEE STRATEGIC WORKFORCE FRAMEWORK PURPOSE/ACTION REQUIRED: CONSULTATION AND/OR INVOLVEMENT PROCESS: FREEDOM OF INFORMATION: To Receive & Note Public 1. PURPOSE OF THE REPORT: The PCT in January 2011 developed a Strategic Workforce Framework to apply in its commissioning supported by an annual workforce plan. Its purpose is to ensure that workforce capacity is available within local health economy to deliver services commissioned by the NHS. The diagram below sets out how as commissioners we will reflect workforce considerations within the commissioning cycle. It is proposed that the Strategic Workforce Framework be reviewed with support from the North Yorkshire and Humber Commissioning Support Unit to ensure it meets the needs of the CCG as a commissioner going forward. Attached is an update against the agreed workplan for information.

2 2. STRATEGIC OBJECTIVES SUPPORTED BY THIS REPORT: Continue to improve the quality of services x Reduce unwarranted variations in services Deliver the best outcomes for every patient Improve patient experience Reduce the inequalities gap in North Lincolnshire 3. IMPACT ON RISK ASSURANCE FRAMEWORK: 4. IMPACT ON THE ENVIRONMENT SUSTAINABILITY: 5. LEGAL IMPLICATIONS: 6. RESOURCE IMPLICATIONS: 7. EQUALITY IMPACT ASSESSMENT: 8. PROPOSED PUBLIC & PATIENT INVOLVEMENT AND COMMUNICATIONS: 9. RECOMMENDATIONS: The CCG is asked to: - Receive the update against the annual workforce plan; Support the CSU in undertaking a review of the Strategic Workforce Framework to ensure it meets the needs of the CCG and is integrated into their support to the commissioning cycle. Author: Rachel Craven Title: Commissioning Specialist Date: October 2012

3 NHS NORTH LINCOLNSHIRE ANNUAL WORKFORCE ACTION PLAN OCTOBER 2012 V.1 ACTION PLAN: Year 1 (1 April 2011 to 31 March 2012) No. Objective What needs to be done? Current Progress Status Increase in number of Health Visitors and Family Nurse Partnerships Work with Commissioning Manager for Children s Service, education and providers to support national target implementation. Commissioners monitoring local targets which are currently on track as predicted. Numbers reported monthly to NHS Yorkshire & Humber via performance data. On target for completion Educational response required for the safe transfer of Acute staff into the community setting & 4.10 Aim to influence Education Commissioning direction by sharing workforce risks Note key commissioning skills required for future workforce 3.2 Utilise Executive Strategic Commissioning Board (ECSB) to approve workforce planning collaboration 3.2 Medicines Management skills gap risk for transition Monitor through education commissioning meetings. Identified supply and demand issues raised by Schedule 3 workforce risks. Look for development of flexible CPD modules and Return to Practice initiatives Work with education providers to ensure that training and education is available locally Seek to establish approach and gain approval for joint workforce planning approaches for adult health and social care Work with partners and advisers to ensure transference of knowledge and skills to minimise risks Provider Risk information shared directly with Cluster HR as part of Schedule 3. CSU to appoint representative for LETB s. SHA Education Commissioning Manager focussed on current provider immediate workforce needs. Workforce Risks Shared with Hull University. Direct links now made with HE providers to address workforce risks through strategic activity planning. CPD Pick and Mix approach to CPD modules being developed and implemented by Hull University. Process established. Agenda item with Hull University Strategic Partnership meetings regarding horizon planning. CSU to appoint rep to attend LETB s. Strategic Workforce Framework jointly presented to Skills for Care regional conference in May 2012 and also presented by ESCB Chair to Skills for Care National Conference in London in May Thus reinforcing joint/collaborative working. Risk lowered due to Medicines Management managed by CSU. 1 P a g e 0 2 / 1 1 / : 1 5

4 3.2 Develop joint workforce strategy for adult services health and social care with Local Authority 3.2 Highlight joint workforce risks for adult health and social care workforce 3.2 Develop joint workforce strategy for children s services health and social care with Local Authority 3.3 & 4.9 Obtain workforce risks for Any Qualified Provider Strategic Workforce Framework approved by North Lincolnshire Local Authority Cabinet February 2011 to proceed with joint workforce planning approach. Formulate joint strategy for health and social care risks by service and speciality pathway Workshop organised for June 2011 for Commissioning Managers to share risks as part of joint strategy (Partnership with W. Lawtey). Initial contact made with children s services at Local Authority through current networks. Further work to be developed Integrate non-nhs providers workforce risks into planning Integrate Third Sector workforce risks into planning Adult social care adopting the Schedule 3 approach to obtaining workforce risks from provider services Joint Strategy and of development agreed. Delays in progress due to organisational changes within Health and Social Care. Joint workforce development positively received throughout organisations. Workforce now featuring within NL Market Management Strategy, and on the radar for other departments, such as housing and residential care. Joint strategy for planning agreed. Joint workforce planning workshops with health and social care providers initially planned but dates now put on hold due to organisational changes in health and social care. Joint workshops to be re-set once structures are clear. Workforce event delayed due to organisational changes due to organisational changes in health and social care. Joint collaborative approach to education commissioning in respect of supply and demand issues for adult health and social care workforce continues; particularly in respect of Learning Disability with Hull University Strategic Partnership members, and Dementia Academy. Commitment to work together with NLC Children s Services established in June Recent organisational changes in NLC will assist in furthering plans for joint workforce planning. Compilation of providers list started but not complete due to organisational changes in health and social care. Further work to be carried out. Compilation of providers list started but not complete due to organisational changes in health and social care. Further work to be carried out. Adult social used the Schedule 3 approach to obtain workforce risks from provider services. Opportunity to take this further. 2 P a g e 0 2 / 1 1 / : 1 5

5 3.3 Any Qualified Provider skills set 4.0 Workforce Risk Management of pathways 3 P a g e 0 2 / 1 1 / : 1 5 Identify business skills training available in local area to support of tendering for Any Qualified Provider Apply SWOT Analysis and PESTLE Analysis to service and speciality pathways to minimise risk 4.2 Dependency Ratio Identify Dependency Ratio for North Lincolnshire and apply it to workforce risk management 4.2 Demographic Changes Monitor demographic changes to workforce supply and demand Share information with education providers via education commissioning meetings 4.3 Drivers for Change Assess impact of drivers for change against each service and speciality pathway Consider its impact on achieving priority health targets 4.7 Support QIPP Programme with workforce planning Consider how these risks will be addressed Ensure workforce risks are aligned to QIPP headings to support programme 5.0 Workforce Metrics Incorporate workforce metrics into the contracting and procurement Hull University Strategic Partnership aware of this issue. Not aware of any action taken regionally/locally to address this yet. PESTLE and SWOT Analysis outcomes will be explored as part of commissioning and project risk management. Issues highlighted will be shared with education commissioners to consider actions to mitigate future and current risks. Dependency Ratio impact to be considered in conjunction with JSNA data. Impact to be considered and periodically reviewed in conjunction with changing JSNA data. Data shared with Hull University to support Strategic Partnership planning. Further progress to be made. Impact Assessment needs to be revisited following organisational changes within health and social care structures across locality. Impact Assessment needs to be revisited following organisational changes within health and social care structures across locality. Impact Assessment needs to be revisited following organisational changes within health and social care structures across locality. Strategic will be developed through commissioning practice. Workforce risks aligned to QIPP headings to support QIPP programme delivery. However, no immediate benefit was identified. Further development required. SHA approved workforce strategy approach following presentation given to SHA workforce planners meeting in March 2012 was well

6 received by providers and commissioners. Metrics now introduced into new contracts and continue to be phased into existing ones. Also discussed during one providers performance meetings and any identified risks added to the Risk Log for that Provider and revisited. Metrics now added to all social care contracts. ACTION PLAN: Years 2 5 (1 st April 2012 to 31 March 2015) No. Objective What needs to be done? Current Progress Status Market Management Consider impact of Any Qualified Provider workforce on market management 3.1 Monitor workforce risks for whole of health and social care community 4.4 Changes in Terms and Conditions of Service 4 P a g e 0 2 / 1 1 / : 1 5 Establish quarterly Workforce Forums for local health and social care economy Monitor changes to terms and conditions of providers in respect to supply and demand issues of workforce 4.5 Migrant Workers Determine impact of migrant workers on local skills and impact on services 4.6 Home Office Skills Shortage List Monitor the Home Office Key Professions Skills Shortage List for local impact 4.9 Benchmarking Benchmark through workforce planners network to determine what risk management es other providers are taking Joint workforce planning now recognised and included in NL Market Shaping strategy. Progress delayed due to organisational change in health and social care. monitoring but no changes noted to date. monitoring need bigger picture to understand full impact, if any. monitoring of list. Currently appears that NHSNL are first to implement this approach. Positively received by networks. SHA approved workforce strategy approach following presentation given to SHA workforce planners meeting in March 2012 was well received by providers and commissioners. Other Trusts considering how to implement strategy locally. Receiving regional and national recognition.

7 4.10 Apprenticeships Promote Apprenticeships for succession planning with Providers 6.0 Primary Care Providers Understand workforce risks for primary care providers and incorporate into planning Still to be implemented. Will be more effective when workforce metrics are fully implemented into contracts specifying supply of succession plans. Progress delayed due to organisational change in health and social care. Requested to attend Practice Managers meeting as agenda item to raise awareness awaiting confirmation of date to attend. Outstanding Outstanding ACTION PLAN: Years 5+ (1 st April 2015 and beyond) No. Objective What needs to be done? Current Progress Status 7.0 Future Direction of Workforce Planning Action Plan Continue with planning to mitigate workforce risks in line with pending changes and government targets Note emergent strategy and appropriate changes to be made during es. Continue with action planning. Under review 5 P a g e 0 2 / 1 1 / : 1 5