POWYS TEACHING HEALTH BOARD E-ROSTERING BENEFITS REALISATION FRAMEWORK

Transcription

1 Appendix 1 E-Rostering Benefits Realisation Framework POWYS TEACHING HEALTH BOARD E-ROSTERING BENEFITS REALISATION FRAMEWORK

2 LEVEL ONE 1. EXECUTIVE ENGAGEMENT 1.1 The CEO will identify & approve an Executive Sponsor Chief Executive The CEO has identified the Director of Workforce and OD as the Executive sponsor 1.2 The Executive sponsor will ensure the support of the other Directors for the implementation, specifically, Director of Primary Care, Community & MH, Nurse Director, Finance Director and Director of Planning and Performance Director of Workforce & OD Rostering updates have been reported to WOD Committee and Executive Team at regular intervals. Issues needing support have been escalated to the relevant Director 1.3 Reports on the progress with the implementation of the E-rostering system and the progress with benefits realisation will be provided to each E- Rostering Project Delivery Group monthly Workforce & Service Improvement This is in place and actioned 1.4 The E-rostering Delivery Group will be chaired by the Director of Workforce and OD as the Executive Sponsor. The Director of Nursing is the vice-chair Director of Workforce & OD In place, the Project Delivery Group is scheduled to meet monthly and is chaired by the DWF&OD. 1.5 A Benefits Realisation framework will be developed and agreed by the Executive Committee. July 2016 E-Systems Programme A draft framework has been developed for approval by the Executive Committee 1.6 A benefits realisation plan will be developed for each directorate. This will be extended as the roll out of the system progresses. Progress will be reported via the Project Delivery Group. Delays with realisation of benefits will be reported to the Executive sponsor via an Executive Committee approved escalation process. In line with each stage of the project plan and on-going Workforce & Service Improvement/ Nursing/ Directorate benefits realisation lead/ ICTM This will need to be developed once the benefits tracking report has been finalised. Action will be based on identified issues for each service area. PTHB E-Rostering Benefits Realisation Framework Page 2 of 15

3 LEVEL ONE 2. ROLES AND PROCESSES 2.1 Each directorate will identify a relevant operational lead for benefits realisation August 2016 Workforce & Service Improvement/ Locality General The ICTM s will lead the benefits realisation plans for each of their areas with the support of the corporate benefits realisation lead 2.2 A corporate lead for benefits realisation will be identified Workforce & Service Improvement The Workforce & Service Improvement will act as the corporate benefits realisation lead 2.3 A Nursing lead for benefits realisation and issue escalation will be identified Nursing The Nursing will act as the Nursing benefits realisation lead 2.4 A Finance lead for benefits realisation and issue escalation will be identified Head of Financial Planning The Head of Financial Planning will act as the Finance benefits realisation lead 2.5 The local and corporate Benefits Realisation leads will meet regularly to monitor the Benefit Realisation plans Workforce & Service Improvement The corporate benefits realisation lead is in the process of establishing meetings with the relevant directorates 2.6 A Project will lead the implementation and liaise with the Company as required E-Systems Programme The E-Systems Programme is project manager of the E-Rostering project PTHB E-Rostering Benefits Realisation Framework Page 3 of 15

4 LEVEL ONE 2. ROLES AND PROCESSES Cont.d 2.7 A Team of E-systems implementation officers will be appointed to implement the system E-Systems Programme A team of two E-Systems implementation officers are in post. 2.8 A lead HR will be identified to support any workforce change programmes/processes required for the implementation, and the realisation of benefits of e-rostering Head of Workforce Improvement & Efficiency The Head of Workforce Improvement & Efficiency will act as the benefits realisation lead around workforce change 2.9 A lead HR will be identified to support any NWSSP (NHS Wales Shared Service Payroll) change programmes/processes required for the implementation, and the realisation of benefits of e-rostering Workforce & OD-HR Operations The Workforce & OD business partner responsible for corporate services will support this role PTHB E-Rostering Benefits Realisation Framework Page 4 of 15

5 LEVEL ONE 3. STAFF ENGAGEMENT 3.1 The Project and Benefits Realisation Lead will work closely with the appropriate Director/Assistant Director to ensure communication, engagement and consultation with different staff groups In line with project plan / Assistant Director of Workforce & Service Improvement Close working relationships exist with the Assistant Director of Nursing. The Workforce & Service Improvement is a member of the Project Delivery Group. 3.2 A communication plan including use of the intranet will be developed and implemented Plan & Intranet pages in place. 3.3 Regular updates facilitating discussion will be provided to the TUPF by the Director of Workforce and OD / Workforce & Service Improvement Director of Workforce & OD/ Assistant Director of Workforce & Service Improvement There is representation from TUPF on the Project Delivery Group. Regular project updates are made to the Partnership Forum PTHB E-Rostering Benefits Realisation Framework Page 5 of 15

6 LEVEL ONE 4. FINANCIAL & PERFORMANCE MEASURING & MONITORING 4.1 Relevant thresholds and targets will be set within the roster /Assistant Director of Nursing/ ICTM These were set at the outset of the project implementation, but will require ongoing review 4.2 The availability of reports within the rostering system to assist benefits realisation and performance monitoring will be identified Work is underway to identify the reports required and these have been discussed at Delivery Groups 4.3 The resources required to provide timely performance reports and the team responsibility for doing so to ensure consistency of information and data standards Director of Workforce & OD Reports are now produced every 4 weeks, after the shut down of the roster period. 4.4 Accurate and updated budgeted establishments will be made available and updated as required Head of Financial Planning Newly agreed nursing establishments for the Community Hospital wards are now in place and reflected in the E Rostering system PTHB E-Rostering Benefits Realisation Framework Page 6 of 15

7 LEVEL ONE 5. INFRASTRUCTURE 5.1 A roster policy will be developed, approved and further updated as appropriate Head of Workforce Improvement & Efficiency A Rostering Policy is in place which has been further revised and updated. The updated policy is due to be ratified by the executive team on 7 th Dec The roster policy will be implemented and monitored at a local level ICTM/ Business Partners/ Head of Facilities & Transport Svc s/ Head of Estates & Property The current policy is in place and has been subject to internal audit scrutiny 5.3 A roster timetable will be defined, published and circulated A roster publication timetable is currently available via the intranet and provided to the roster creators at the point of training 5.4 All members of the E-Rostering Delivery Group will attend meetings as required or send a nominated deputy when unable to attend E-Rostering Delivery Group The General s have been reminded of the importance of attendance at the meeting and the authority and responsibility of nominated deputies to feedback and take decisions on behalf of their area 5.5 A project plan will be developed, reviewed and reported on to the E-Rostering Delivery Group reporting made to E-Rostering Delivery Group PTHB E-Rostering Benefits Realisation Framework Page 7 of 15

8 LEVEL TWO 1. SYSTEM UTILISATION 1.1 The competencies of all roster user roles will be defined. Roster user roles have been defined 1.2 Users will be signed off as competent in creating, approving, maintaining & finalising rosters prior to the 1 st independent roster going live. Process in place to sign off competencies for roster creators and approvers 1.3 competency will be monitored via the accuracy of information in the system and system reports. And fed back to the relevant line managers / ICTM Compliance reports are compiled by the project team. Non compliance is escalated to ICTMs & Ward s 1.4 The Auto roster function will be utilised as the preferred mode of rostering via the system. Exceptions to this and the reasons will be highlighted to the benefits realisation lead at the time of implementation, for corrective action if appropriate. in line with project plan / ICTM The Autoroster function is established as the core mode of creation of the first draft of the roster when the system is rolled out to a new unit. The project team monitor usage on an ongoing basis PTHB E-Rostering Benefits Realisation Framework Page 8 of 15

9 REQUIRED BY LEVEL TWO 2. PERFORMANCE MANAGEMENT 2.1 Information to support benefits realisation will be provided by the Workforce & OD E-Systems team at key stages within implementation. These will include the following:- Rostering efficiency: management of unavailability, safety, effectiveness and avoidable costs. E-Rostering system efficiency: use of auto roster functionality, requests and duty changes Assistant Director of Workforce & Service Improvement / E- Rostering Project See Rostering Efficiency Report Appendix 3 Further work is being undertaken to review the report. The report is produced monthly following completion of each worked roster period Benefits realisation reporting will be used by the ward/directorate in delivering savings and improvement in governance and staff management practice The monitoring and management of roster effectiveness will be operationalised through Directorate structures Assistant Director of Workforce & Service Improvement / Directorate Benefits Lead Locality General s/ Head of Facilities & Transport Svc s/ Head of Estates & Property/ Assistant Director of Mental Health The corporate benefits realisation lead is establishing meetings with ICTM s and ward managers to review current roster performance and data relating to benefits realisation Relevant data is now sent to ICTM s and General s as the system is rolled out PTHB E-Rostering Benefits Realisation Framework Page 9 of 15

10 LEVEL TWO 3. ROSTERING PRODUCTIVITY Roles and responsibilities of all involved in the roster process will be as defined within the roster policy and monitored by the appropriate line manager infrastructure. Roster creators will apply the principles of effective rostering in line with organisational policies. In line with project plan and on-going In line with project plan and on-going Assistant Director of Nursing / E- Rostering Project / ICTM Assistant Director of Nursing / ICTM Roles and responsibilities are reflected within the Roster Policy. The policy will be monitored on an ongoing basis The ICTM s will provide guidance and support to Ward s in achieving this requirement. The ICTM s and HON s have attended a health board wide e rostering group meeting where the importance of adhering to the principles of effective rostering was raised and shared with the Band 7 s. The Rostering Efficiencies Report will support the ICTM s in identifying areas of inefficiencies. 3.3 Prior to approval of the roster, approvers will have responsibility for ensuring all rosters are effective, prudent and efficient by- Complying with organisational policies Managing and controlling time owing and make up shifts appropriately Appropriate and relevant use of additional and optional duties In line with project plan and on-going ICTM/ Roster Approvers Roster approver training is in place and covers the requirements of the Roster Approver The roster approvers are currently not complying with policy. This has been escalated to ICTM s and General s and relevant Assistant Directors. Ensure accuracy of roster before drop down to payroll 3.4 Change processes to support effective rostering will be supported by the executive committee and operationally supported by the HR Business Partners In line with project plan and on-going Director of Workforce & OD/Assistant Director of Workforce & OD- HR Operations The Head of Workforce Improvement & Efficiency is working with Business Partners to review current working practise and the management of change process to address and fix working patterns, The executive team have considered the audit assessment for the interface to payroll and will support the ongoing PTHB E-Rostering Benefits Realisation Framework Page 10 of 15

11 LEVEL TWO 3. ROSTERING PRODUCTIVITY Cont.d change process as required. The project manager & head of workforce improvement will provide updates to the executive team when any change issues that cannot be managed within normal business activity 3.5 Staff payments for all rostered areas will be processed via an Electronic drop down to payroll The current compliance issues mean this part of the project cannot be delivered at present. This issue has been escalated to the Executive team PTHB E-Rostering Benefits Realisation Framework Page 11 of 15

12 Appendix 2 Benefits Realisation Roles, Responsibilities and Accountability POWYS TEACHING HEALTH BOARD ROLES, RESPONSIBILITIES & ACCOUNTABILITY FOR E-ROSTERING BENEFITS REALISATION Page 12 of 15

13 INTRODUCTION Clarity on roles and responsibilities is key to maximising the realisation of benefits from the E-Rostering System. This document identifies those roles and responsibilities of Key players within the Health Board with a responsibility for rostering and the realisation of associated benefits. CHIEF EXECUTIVE OFFICER AND EXECUTIVE COMMITTEE The CEO via the Executive Committee has overarching responsibility for: Realisation of the Benefits from the system. Setting the Direction and culture to enable release of benefits. Acting on delays in realisation of benefits identified via the escalation process to the Executive Sponsor (Director of Workforce & OD). Supporting the change processes and policy amendments required to realise benefits. Agreeing and approving supporting documentation as required. EXECUTIVE SPONSOR/ DIRECTOR OF WORKFORCE & OD The Director of Workforce & OD is responsible for: Developing and setting the vision for E-rostering within the Health Board. Identifying the Corporate Benefits Realisation Lead. Ensuring the infrastructure and reporting arrangements are in place to the Executive Committee and Board. Monitoring progress against benefits realisation plans. Working with the Director of Primary Care & Community Care and Mental Health, Director of Nursing and Director of Finance to agree budgeted set establishments. DIRECTOR OF PRIMARY CARE & COMMUNITY CARE AND MENTAL HEALTH The Director of Primary Care & Community Care and Mental Health is responsible for: Delivery of Benefits realisation within the defined framework. Addressing issues identified via the escalation process on release of benefits. Report on exceptions to the delivery of benefits to the Executive Committee within their defined areas of responsibility. Ensuring the support of senior directorate teams to deliver on benefits realisation. Page 13 of 15

14 Working with the Finance and Workforce Directors to agree budgeted set establishments. LOCALITY GENERAL MANAGER/ICTM Through the duties delegated via the Locality General, the ICTM is responsible for: Completing the appropriate training on Health Roster. Approving the Ward/Department roster and rejecting rosters that are inefficient. Resolving issue, which make the rosters inefficient. Supporting and implementing policy changes. Provide guidance and support to Roster creators to enable them to develop efficient rosters. Ensure sign off and justification of any additional hours used. Agree the roster templates and content of the pre-enabling data. Agree and sign off the staffing requirements for each ward/unit. Ensuring policies are deployed and monitored locally. Ensure identified benefits are delivered. HEAD OF NURSING The Head of Nursing whilst not having delegated budgetary responsibility will ensure that professional standards are upheld and are in line with Health Board policy and procedures. DIRECTORATE BENEFITS REALISATION LEAD The Directorate Benefits Realisation Lead will have responsibility for: Reporting on progress against the plan to the Corporate Benefits Realisation Lead Communicating and driving the benefits plan within their directorate area WARD/UNIT MANAGER/ROSTER CREATOR The Ward/Unit / Roster Creator will be responsible for: Completing the appropriate training on the Health Roster system. Ensuring that quality, safe, effective and efficient roster is produced, maintained and finalised. Nominating a deputy roster creator with equivalent authority in their absence. Releasing staff to undertake the appropriate training on Health Roster. Page 14 of 15

15 Ensuring the accuracy of the data in the system at all times as this ensures the accuracy of performance reports and support accurate judgment on realisation of benefits. The management of the ward/unit within the scope of their Job description thus ensuring the fair and allocation of leave, requests, and flexible working arrangements in line with Health Board policy and service requirements. Ensuring all staff are aware of the rostering and associated policies. Supporting the delivery of the Benefits realisation plan. CORPORATE BENEFITS REALISATION LEAD The Corporate Benefits Realisation Lead is responsible for: Monitoring the delivery of the plan with the Directorate Benefits Realisation Leads. Report on progress to the Executive Sponsor and Executive Committee as required and via the escalation process if there is delay in realisation of benefits. Work closely with the Project to identify and resolve delays to implementation within the directorate. Work closely with the Relevant Directors/Assistant Directors and Senior s to instigate changes, which will improve roster efficiencies these may be local, or Health Board wide Management or policy changes. Identify management of change issues to the Workforce & OD Operations, and monitor activity to address these where they will impact on the realisation of benefits. Provide reports to the Executive Sponsor and relevant committees as required. Work closely with the Project and E-Systems team to provide and utilise performance reports from the system. All staff within the organisation have a role in supporting the implementation of the system and release of benefits by attending training and complying with policy requirements. Page 15 of 15