Services & Capital Planning Skills & Competence Framework

Transcription

1 Services & Capital Planning Skills & Competence Framework NOTES This document is the key deliverable from Stage 2 of the Analysis of the Training Needs of NHS Staff Responsible for Managing and Delivering Capital Projects in the NHS in Scotland. It contains a specification of the skills, knowledge, competences and behavioural skills required by NHS bodies in the areas of service and capital planning. It also includes the requirements for the associated functions of financial and HR planning and for specific roles required for major capital development schemes. The Framework was developed in order to establish a basis for assessing the ability of individuals and organisations within the NHS in Scotland to carry out the key tasks and functions within the service and capital planning process, and to help determine training and development needs and priorities. The Skills and Competence Framework reflects the need for different levels of understanding and competence in the key areas amongst the different functions and roles. It also takes account of the different requirements at each stage of the capital development process. The Framework consists of three templates: The core service and capital planning topics and tasks, in ten categories The knowledge, technical abilities and skills required at each stage of the capital development process, by function The knowledge, technical abilities and skills required at each stage of the capital development process, by project role The composition of the Skills & Competence Framework is illustrated in the diagram overleaf. The table that follows identifies the detailed issues that pertain to each phase of a capital development project, grouped into ten subject headings. The topics are divided into general and specialist to reflect the varying levels of knowledge required. Each role and function will have varying requirements for knowledge of and competence in these issues, as set out in the templates contained in sections 2 and 3 of the framework.

2 Services & Capital Planning Skills & Competence Framework Fig 1-1 Skills & Competence Framework for NHS in Scotland Capital Developments (up to OBC) (OBC to financial close) (post-financial close) Clinical Service Planning Investment Decision Maker Function Non-Clinical Service Planning Capital Planning Knowledge Technical Abilities Investment Support Project Director Role Skills & Attributes Financial Planning Project Manager HR Planning Project Accountant Requirement

3 Services & Capital Planning Skills & Competence Framework Fig 1 2 Capital and Service Planning Core Competences 1. Healthcare Strategic Planning General 1.1. National Health Policy 1.2. Key Strategic Healthcare Issues 1.3. Local Policy & Political Issues 1.4. Local Service Models 1.5. Alternative Models of Care 1.6. Care Pathways 1.7. Whole Systems Planning 1.8. Capital Implications of Service Models 2. Capacity Modelling General 2.1. Activity Analysis & Forecasting 2.2. Benchmarking Performance 2.3. Bed Modelling 2.4. Theatre Modelling 2.5. Outpatients Modelling 2.6. Primary Care Modelling

4 Services & Capital Planning Skills & Competence Framework Fig 1 2 (Continued) Capital and Service Planning Core Competences 3. Capital Investment Principles General 3.1. Business Case & Investment Appraisal 3.2. Strategies & Processes & Processes 3.3. NHS Scotland Capital Investment Process 3.4. Affordability Analysis 3.5. Risk Management 3.6. Value for Money & Value Management 3.7. Whole Life Costing 3.8. Full Business Case Production 4. Project Management General 4.1. Writing a Project Brief 4.2. Programming/Project Planning 4.3. Project Execution Plan 4.4. Project Evaluation (Pre-Project) 4.5. Partnering (Establishing Better Relationships) 4.6. Advisor Tender & Tender Evaluation 4.7. Selecting & Managing Advisors General 4.4. Project Evaluation (In Project) 4.8. Construction/PFI Tender & Tender Evaluation General 4.4. Project Evaluation (Post Project) 4.9. Developing & Implementing Service Commissioning Plans Benefits Realisation

5 Services & Capital Planning Skills & Competence Framework Fig 1 2 (Continued) Capital and Service Planning Core Competences 5. Facility Design & Construction General 5.1. Design Development Process 5.2. Brief Requirements for Design Team 5.3. Appreciation of Estates Issues 5.4. Appreciation of Town Planning Issues 5.5. Design Quality/Environmental Issues 5.6. Energy Management/Environmental Issues 5.7. EC Directives/CDM Regulations/Health & Safety Regulations 5.8. Clinical Output Specifications, Operational Policies, Room Data Sheets 5.9. Interpretation of Plans & Technical Documentation Space Management Equipment & Equipment Planning Evaluation of Proposed Design Knowing the Construction Industry Costing Systems in Industry Understanding Construction Processes Commissioning New Facilities 6. Facilities Management General 6.1. Alternative Models of FM Service Delivery 6.2. FM Service Benchmarking & VFM Analysis 6.3. FM Service Costing 6.4. FM Service Operational Policies & Output Specifications 6.5. Evaluation of Proposed Designs from FM Perspective 6.6. Evaluation of Proposed FM Service Delivery Methods 6.7. FM Service Contract Negotiation 6.8. Developing FM Service Commissioning Plans

6 Services & Capital Planning Skills & Competence Framework Fig 1 2 (Continued) Capital and Service Planning Core Competences 7. NHS & Corporate Finance General 7.1. NHS Financial Regime 7.2. Capital Accounting 7.3. Budgeting 7.4. Revenue Accounting 7.5. Discounted Cash Flow 7.6. Risk Quantification 7.7. High-Level Corporate Finance Issues 7.8. Creating & Maintaining a Public Sector Comparator (PSC) 7.9. Financial Precedents from PFI Schemes 8. Managing PPP/PFI General 8.1. Understanding the Commercial Perspective 8.2. PFI & PPP Commercial Structures 8.3. Risk Allocation 8.4. Standard Payment Mechanism 8.5. Calculating a Shadow Tariff 8.6. Terms of Finance Available in the Market Application of Accounting Standards (FRSS) Assessing Affordability of Private Sector Proposals Assessing Tax Implications of Private Sector Proposals Insurance & Pensions Implications of Investment Proposals Bankability of PFI Structures 8.7. Interrogating the Financial Model Assessing Impact of PFI Contract on Cash Flow

7 Services & Capital Planning Skills & Competence Framework Fig 1 2 (Continued) Capital and Service Planning Core Competences 9. General 9.1. Contract Strategies 9.2. Forms of Contract Types 9.3. Forms of Contract Terms & Conditions 10. HR Planning General National HR Policy Assessing Workforce Implications of Models of Care Estimating Required Staffing Levels Working in Partnership with Staff General Employee Relations & Employment Law Assessing Required Changes to Existing Workforce Identifying Training & Development Needs 9.4. Claims 9.5. Impact of Contract Variations 9.6. Establishing Systems for Contract Monitoring

8 DETAILED COMPETENCES by ROLE Investment Decision Maker This role is vested in the individual or committee in the organisation where the decision is taken whether or not to invest in a project this is usually the NHS Board. Following that decision, they should provide the visible and sustained senior management commitment to the delivery of the project. Project Owner The named individual who is accountable to the investment decision maker for the project and its budget. The individual should be a senior officer in the business unit that requires the project, should have the status and authority to provide the necessary leadership and must have clear accountability for delivering the project requirements in accordance with the approvals given. Project Sponsor/ Project Director The named individual who is the single client focal point, responsible to the project owner for day to day management of the client interest in the project; also known as the client s representative. Larger NHS projects will require both a Project Director and a Project Manager. Smaller projects will combine the roles. Project Manager The named individual responsible for the day to day detailed management of the project, who provides the interface between the Project Sponsor and the supply side of the project team. Project Accountant The named individual responsible for overseeing the financial support provided through a project. Investment Support This role is undertaken by the Health Board, who must approve the project and confirm its agreement to the revenue consequences. The Health Board ensures that the plans are consistent with the overall strategic framework for the health economy and can play a monitoring role during the life of the project.

9 Organisation: NHS Board Knowledge (Understanding of) NHS Financial Regime Capital Accounting Budgeting Revenue Accounting Writing a Project Brief Project Execution Plan Design Development Process Brief Requirements for Design Team Design Quality/Environmental Issues Forms of Contract Types EC Directives/CDM Regulations /Health and Safety Regulations Knowing the Construction Industry Costing Systems in Industry Full Business Case Production Construction/PFI Tender and Tender Evaluation Programming/Project Planning Space Management Project Evaluation (In Project) Project Evaluation (Post Project) Claims Impact of Contract Variations Understanding Construction Processes Benefits Realisation Forms of Contract Terms and Conditions Project Evaluation (Pre Project) Affordability Analysis Selecting & Managing Advisors Risk Management Contract Strategies Value for Money & Value Management Whole Life Costing Advisor Tender and Tender Evaluation Whole Systems Planning

10 Role: Investment Decision Maker/Project Owner Technical Skills (Competence in) National Health Policy NHS Scotland Capital Investment Process Key Strategic Healthcare Issues Local Policy & Political Issues Local Service Models Capital Implications of Service Models Business Case and Investment Appraisal Strategies & Processes Partnering (Establishing Better Relationships) National HR Policy Behavioural Skills (Ability to) Decisiveness Change Management Communication Motivation Interviewing Negotiating Skills Assertiveness & Ability to be Challenging Objective Setting Team Building Facilitation

11 Role: Project Sponsor/Project Director Knowledge (Understanding of) Alternative Models of Care Whole Systems Planning Capacity Modelling (General) NHS Financial Regime Capital Accounting Construction/PFI Tender and Tender Evaluation Knowing the Construction Industry Space Management Project Evaluation (In Project) Claims Impact of Contract Variations Project Evaluation (Post Project) Understanding Construction Processes Budgeting Revenue Accounting Affordability Analysis Project Execution Plan Value Management Advisor Tender and Tender Evaluation Forms of Contract Types Design Development Process Design Quality/Environmental Issues Energy Management/Environmental Issues Project Evaluation (Pre Project) EC Directives/CDM Regulations / Health and Safety Programming / Project Planning

12 Role: Project Sponsor/Project Director Technical Skills (Competence in) National Health Policy NHS Scotland Capital Investment Process Key Strategic Healthcare Issues Local Policy & Political Issues Full Business Case Production Construction/PFI Tender and Tender Evaluation Forms of Contract Terms and Conditions Project Evaluation (Post Project) Developing & Implementing Service Commissioning Plans Benefits Realisation Local Service Models Capital Implications of Service Models Business Case and Investment Appraisal Strategies & Processes Selecting & Managing Advisors Risk Management Contract Strategies Whole Life Costing Value for Money EC Directives/CDM Regulations / Health and Safety Regulations Advisor Tender and Tender Evaluation Design Development Process Partnering (Establishing Better Relationships) National HR Policy Working in Partnership with Staff Programming/Project Planning Writing a Project Brief Brief Requirements for Design Team

13 Role: Project Sponsor/Project Director Behavioural Skills (Ability to) Decisiveness Change Management Communication Motivation Interviewing Negotiating Skills Assertiveness & Ability to be Challenging Ability to Write Clear and Precise Documents Objective Setting Team Building Facilitation

14 Role: Project Manager Knowledge (Understanding of) National Health Policy Key Strategic Healthcare Issues Alternative Models of Care Whole Systems Planning Capacity Modelling (General) Construction/PFI Tender and Tender Evaluation Knowing the Construction Industry Design Quality/Environmental Issues Space Management Claims Impact of Contract Variations Understanding Construction Processes Value for Money & Value Management Advisor Tender and Tender Evaluation Forms of Contract Types Design Development Process Energy Management/Environmental Issues National HR Policy Working in Partnership with Staff EC Directives/CDM Regulations / Health and Safety

15 Role: Project Manager Technical Skills (Competence in) Local Policy & Political Issues Local Service Models Capital Implications of Service Models NHS Scotland Capital Investment Process Business Case and Investment Appraisal Full Business Case Production Construction/PFI Tender and Tender Evaluation Forms of Contract Terms and Conditions Project Evaluation (In Project) Project Evaluation (Post Project) Developing & Implementing Service Commissioning Plans Benefits Realisation Strategies & Processes Selecting & Managing Advisors Risk Management Contract Strategies Whole Life Costing Value for Money & Value Management EC Directives/CDM Regulations / Health and Safety Regulations Advisor Tender and Tender Evaluation Design Development Process Partnering (Establishing Better Relationships) Project Execution Plan Project Evaluation (Pre Project) Writing a Project Brief Brief Requirements for Design Team Programming/Project Planning

16 Role: Project Manager Behavioural Skills (Ability to) Decisiveness Change Management Communication Motivation Interviewing Negotiating Skills Assertiveness & Ability to be Challenging Ability to Write Clear and Precise Documents Objective Setting Team Building Facilitation

17 Role: Investment Support Knowledge (Understanding of) Capital Accounting Revenue Accounting Budgeting Full Business Case Production Project Evaluation (In Project) Project Evaluation (Post Project) Affordability Analysis Risk Management Contract Strategies Value for Money Project Evaluation Pre Project Technical Skills (Competence in) NHS Financial Regime National Health Policy Assessing Affordability of Private Sector Proposals Benefits Realisation Key Strategic Healthcare Issues Alternative Models of Care Whole Systems Planning Local Policy & Political Issues Local Service Models Capital Implications of Service Models Business Case and Investment Appraisal Partnering (Establishing Better Relationships) National HR Policy

18 Role: Investment Support Behavioural Skills (Ability to) Decisiveness Change Management Communication Negotiating Skills Assertiveness & Ability to be Challenging Objective Setting Facilitation

19 DETAILED COMPETENCES by FUNCTION Clinical Service Planning The assessment of future healthcare need, development of new models of care and the creation of robust plans to translate service strategy into service delivery. In the context of a public sector comparator these skills are needed to determine the method and cost of future clinical services delivery. In the context of PFI/PPP the skills may be needed to produce service specifications and negotiate a deal. Non-Clinical Service Planning The planning of non-clinical services required to support the clinical service and capital development plans. In the context of a public sector comparator these skills are needed to determine the method and cost of hard and soft facilities management services delivery. In the context of PFI/PPP the skills may be needed to produce service specifications and negotiate a deal. Capital Planning The planning of the appropriate investment requirement to support the clinical service plans and the preparation of the project and design brief at each stage of the project. This function is often combined with the role of Project manager and the individual or individuals will act as the key link between users, especially clinical staff, and the design team, easing communication and mutual understanding. In some cases the skills of capital and clinical service planning are to be found in the same individuals. Financial Planning The provision of financial support through a project. HR Planning The assessment of the implications for the workforce of an investment and the planning of changes to skill mix, staffing levels and terms & conditions.

20 Function: Clinical Service Planning Knowledge (Understanding of) Affordability Analysis Risk Management National HR Policy Assessing Workforce Implications of Models of Care Working in Partnership with Staff Strategies & Processes Design Development Process Design Quality/Environmental Issues Contract Strategies Theatre Modelling Outpatients Modelling Primary Care Modelling Evaluation of Proposed Design Understanding Construction Processes Commissioning New Facilities Facilities Management Impact of Contract Variations Project Evaluation (Post Project)

21 Function: Clinical Service Planning Technical Skills (Competence in) National Health Policy NHS Scotland Capital Investment Process Key Strategic Healthcare Issues Alternative Models of Care Care Pathways Full Business Case Production Clinical Output Specifications, Operational Policies, Room Data Sheets Assessing Required Changes to Existing Workforce Developing & Implementing Service Commissioning Plans Benefits Realisation Whole Systems Planning Local Policy & Political Issues Local Service Models Capital Implications of Service Models Business Case and Investment Appraisal Bed Modelling Benchmarking Performance

22 Function: Clinical Service Planning Behavioural Skills (Ability to) Problem Solving & Creativity Analytical Skills Change Management Communication Decision Making Negotiating Skills (especially with clinical & operational staff) Assertiveness & Ability to be Challenging Ability to Write Clear and Precise Documents Team Building Facilitation

23 Function: Non-Clinical Service Planning Knowledge (Understanding of) National Health Policy NHS Scotland Capital Investment Process Key Strategic Healthcare Issues Alternative Models of Care Whole Systems Planning Local Policy & Political Issues Business Case and Investment Appraisal Affordability Analysis Risk Management National HR Policy Assessing Workforce Implications of Models of Care Working in Partnership with Staff Strategies & Processes Design Development Process Design Quality/Environmental Issues Contract Strategies PFI and PPP Commercial Structures Risk Allocation Standard Payment Mechanism Full Business Case Production Understanding Construction Processes Commissioning New Facilities Facilities Management Impact of Contract Variations Benefits Realisation Project Evaluation (Post Project)

24 Function: Non-Clinical Service Planning Technical Skills (Competence in) Local Service Models Capital Implications of Service Models Alternative Models of FM Service Delivery FM Service Benchmarking & VFM Analysis FM service Costing FM Service Operational Policies Programming / Project Planning Assessing Required Changes to Existing Workforce FM Service Operational Policies & Output Specifications Evaluation of Proposed Designs from an FM Perspective Evaluation of Proposed FM Service Delivery Methods Developing & Implementing FM Service Commissioning Plans FM Service Contract Negotiation Behavioural Skills (Ability to) Problem Solving & Creativity Change Management Communication Decision Making Negotiating Skills Assertiveness & Ability to be Challenging Ability to Write Clear and Precise Documents Facilitation Team Building

25 Function: Capital Planning Knowledge (Understanding of) National Health Policy NHS Scotland Capital Investment Process Key Strategic Healthcare Issues Alternative Models of Care Whole Systems Planning Local Policy & Political Issues Capacity Modelling (General) Business Case and Investment Appraisal Value for Money Advisor Tender and Tender Evaluation Energy Management/Environmental Issues Project Evaluation (Pre Project) Appreciation of Estates Issues Appreciation of Town Planning Issues Project Evaluation (In Project) Facilities Management Understanding Construction Processes Claims Benefits Realisation

26 Function: Capital Planning Technical Skills (Competence in) Local Service Models Capital Implications of Service Models Brief Requirements for Design Team Design Development Process Strategies & Processes Selecting & Managing Advisors Project Execution Plan Risk Management Contract Strategies Clinical Output Specifications, Operational Policies, Room Data Sheets Interpretation of Plans & Technical Documentation Construction/PFI Tender and Tender Evaluation Knowing the Construction Industry Space Management Equipment & Equipment Planning Impact of Contract Variations Project Evaluation (Post Project) Developing & Implementing Service Commissioning Plans Whole Life Costing Value for Money & Value Management EC Directives/CDM Regulations / Health and Safety Regulations Forms of Contract Types Design Development Process Partnering (Establishing Better Relationships) Programming / Project Planning Forms of Contract Terms and Conditions Design Quality/Environmental Issues

27 Function: Capital Planning Behavioural Skills (Ability to) Problem Solving & Creativity Decision Making Communication Interviewing Negotiating Skills Assertiveness & Ability to be Challenging Ability to Write Clear and Precise Documents Facilitation Team Building

28 Function/Role: Financial Planning/Project Accountant Knowledge (Understanding of) National Health Policy NHS Scotland Capital Investment Process Key Strategic Healthcare Issues Local Policy & Political Issues Insurance & Pensions Implications of Investment Proposals Assessing Required Changes to Existing Workforce Benefits Realisation Local Service Models Capital Implications of Service Models Alternative Models of Care Whole Systems Planning High Level Corporate Finance Issues National HR Policy Assessing Workforce Implications of Models of Care

29 Function/Role: Financial Planning/Project Accountant Technical Skills (Competence in) NHS Financial Regime Capital Accounting Budgeting Revenue Accounting Discounted Cash Flow Risk Quantification Creating & Maintaining a Public Sector Comparator (PSC) Application of Accounting Standards (FRS5) Assessing Affordability of Private Sector Proposals Assessing Tax Implications of Private sector Proposals Bankability of PFI Structures Interrogating the Financial Model Impact of Contract Variations Establishing Systems for Contract Monitoring Assessing Impact of PFI Contract on Cash Flow Risk Allocation PFI and PPP Commercial Structures Standard Payment Mechanism Calculating a Shadow Tariff Terms of Finance Available in Market Financial Precedents from PFI schemes Whole Life Costing FM Service Benchmarking & VFM Analysis PFI and PPP Commercial Structures Behavioural Skills (Ability to) Assertiveness & Ability to be Challenging Communication (especially relating financial information to non-financial professionals) Report Writing Presentation Decision Making Negotiating Skills Team Building

30 Knowledge (Understanding of) Business Case and Investment Appraisal NHS Scotland Capital Investment Process Key Strategic Healthcare Issues Understanding Construction Processes Commissioning New Facilities Facilities Management Local Policy & Political Issues Benefits Realisation Whole Systems Planning Project Evaluation (Post Project) Capital Implications of Service Models Capacity Modelling (General) Strategies & Processes Contract Strategies Technical Skills (Competence in) National Health Policy Benchmarking Performance Alternative Models of Care Local Service Models National HR Policy Assessing Required Changes to Existing Workforce Identifying Training and Development Needs Employee Relations & Employment Law Developing & Implementing Service Commissioning Plans Assessing Workforce Implications of Models of Care Estimating Required Staffing Levels Working in Partnership with Staff Behavioural Skills (Ability to) Problem Solving & Creativity Decision Making Change Management Communication Interviewing Negotiating Skills Assertiveness & Ability to be Challenging Team Building Facilitation