collaborative bank journey:

Transcription

1 Cheshire and Merseyside collaborative bank journey: Optimising workforce capacity December

2 Contents Part 1: Overview Part 2: Defining the aim Part 3: Getting started Part 4: Governance Part 5: The collaborative bank, the lead employer model and streamlining Part 6: Lessons learnt Annex: Resources 2 NHS Improvement

3 Part 1: Overview 1. Scope The Cheshire and Merseyside Collaborative Bank project spans 18 trusts across a 50 mile radius. There is a mixture of acute, mental health and specialist trusts and at this stage there are no community or ambulance trusts. It initially covers 6 trusts and all staff groups, including nursing, medical, allied health professionals (AHPs), administrative and scientific professionals. The bank will go live in Q4. Cheshire and Merseyside Sustainability and Transformation Partnership 2. The model Each trust has its own bank and will continue to directly employ its own pool of bank workers but there is a cloud-based platform enabling the individual banks and pools to connect as part of a collaborative bank. 3 In practice this means that where an individual trust bank cannot fill a bank shift, the shift will be pushed out electronically to staff on other banks via an app. Any worker can then choose to accept the shift. The worker will continue to be paid by the host trust with whom they hold their contract. The host trust will then invoice the trust at which their bank worker filled a shift via the collaborative bank. The bank workers can either be substantive employees of the constituent trusts or have a bank contract solely (ie not work substantively at any of the constituent trusts). This is an important part of the strategy to encourage agency staff to return to bank work and provide staff with a compelling flexible working offer. Part 1: Overview of Cheshire and Merseyside collaborative bank Cheshire and Merseyside: four stages of filling a shift Agency Direct engagement NB Trusts may still use overtime where this is the most financially and clinically appropriate option. Collaborative bank Individual internal banks

4 Overview: next steps Extending across the region The initial proof of concept pilot is sponsored by the HR directors from Cheshire and Merseyside Sustainability and Transformation Partnership (STP) and covers a subsection of the trusts. There are now early conversations across the North West region about potential region-wide collaboration in the future. Alignment of rates Three years ago, the STP tried to align bank pay rates (without collaborative provision) but this broke down when trusts proved reluctant to share pay rates. This project has therefore changed approach and focused on setting up a collaborative approach to bank provision in phase 1 before considering rates in phase 2. It was felt that leaving rates to phase 2 would help build trust and collaborative working (including data-sharing protocols) before considering sensitive issues around pay rates. The pay alignment phase of the project will kick off in early 2018 involving directors of finance, HR directors, medical directors and directors of nursing at a regional level. Advancing the interoperability of systems Not all trusts are on the same IT systems so the project needed to allow for a variety of systems within individual trusts. The project therefore took a multi system no one size fits all approach by using a cloud software system (in this case Allocate during the proof of concept) to connect different systems and different trusts. Cheshire and Merseyside is working with a variety of systems to explore opportunities for integration and interoperability across the patch. The pilot has been governed by agreements to ensure procurement and competition rules are not breached. 4 Part 1: Overview

5 Part 2: Defining the aim The vision Applying streamlining principles to create a collaborative bank of high quality staff who can be utilised across the region to maximum capacity and so ensure safe effective care for patients and reduced agency spend. 5 Part 2: Defining the aim

6 Optimising workforce capacity Cheshire and Merseyside STP has established a collaborative bank as part of a broad strategy to optimise workforce capacity across the footprint. They identified four key dimensions and objectives to this work. Systems/process Streamlining Rostering systems benefits realisation Bank systems benefits realisation Workforce planning Safe care Lead employer model Data sharing Business intelligence Cost/productivity Reduction in overall pay bill Reduction in agency spend Waiting list initiatives (reduce extra duty payments for medical staff) Increased shift fill rate Occupational health efficiency Disclosure and Barring Service checks Mandatory and statutory training Employment checks Optimising workforce capacity Quality Improved retention Improved safety staff working extra duty shifts in their own trusts Patient experience Improved staff survey Team unity Agreed competencies Improved capability Employee experience Workforce satisfaction Retention Morale Reduction in burnout Improved team working Sickness absence Health and wellbeing 6 Part 2: Defining the aim

7 Collaborative bank: end-to-end process To realise the opportunities of the streamlining and collaborative bank programmes, Cheshire and Merseyside has prioritised making sure the IT systems architecture which underpin them is interoperable (ie the systems can connect to one another electronically) across the end-to-end process, from rostering and the electronic staff record (ESR) to shift booking and payroll. The diagram below illustrates the different components and opportunities. E-rostering Vacancy release Fully integrated rostering solution with ESR and other critical systems interfaces Integrated home bank, collaborative bank and direct engagement staffing solutions App-enabled technology to support attraction to grow NHS local banks E-booking and e-timesheets Integrated multi-platform app -enabled booking and deployment systems to allow sharing of staff across trusts Payroll and invoicing Enhanced reporting Standardised rates of pay with integrated payment processes Benefits realisation mapped via real-time reporting Bank growth Seamless technology Cost control Informed decisions and insights 7 Part 2: Defining the aim

8 Part 3: Getting started Scoping the project When setting out to optimise workforce capacity across Cheshire and Merseyside, the project began by exploring the challenges and opportunities ahead and how in practice a collaborative bank could be best implemented. This approach is summarised in the questions below. 1. What is working well and we can do more of? 2. What is inefficient or against the principles of streamlining? 3. What could we stop doing? 4. What opportunities have we not yet explored? 5. Where/who can we learn from? 6. What is preventing us from progressing? 7. Who are the key stakeholders? 8. How can we remove any blocks? 9. Who can help? 10. How do we get started? 8 Part 3: Getting started

9 Checklist for getting started STP HR directors and directors of finance sign 1 up to the project 2 Resource allocation Agree terms of reference (ToR)/memorandum 3 of understanding (MoU)/project governance Diagnostic: current state assessment and 4 analysis 5 Options appraisal: identify opportunities Review and refine ToR/MoU/project 6 governance / escalation points Ongoing stakeholder engagement 7 Kickstart pilots/proof of concept Benefits realisation What is the end game? 8 What does success look like? 9 Do, learn, review 9 Part 3: Getting started

10 Part 4: Governance Aligning the collaborative bank project with the North West Streamlining programme Cheshire and Merseyside s collaborative bank project emerged from the North West regional streamlining programme and its governance structure, so close alignment between the two projects was seen as key. The HR Deputy Director and Director networks provided a forum through which both projects could be discussed and joined up. See Section 5 for more details. 10 Part 4: Governance

11 Collaborative bank project governance structures Local workforce advisory board (LWAB) Regional streamlining programme HR directors network Directors of finance HR deputy directors network Collaborative bank steering group IT systems, processes and information governance Procurement Terms and conditions Grow your own bank Finance and benefits realisation Direct engagement Optimising systems capabilities Communications, marketing and stakeholder engagement 11 Part 4: Governance

12 Project steering group Core membership Steering group chair Project manager Strategic project lead Deputy HR director lead Temporary staffing lead Medical staffing lead Recruitment lead Terms and conditions lead Information governance lead Finance lead Procurement lead HR systems ESR lead, regional team Extra members Occupational health lead Medical workforce lead Nursing and midwifery workforce lead Allied health professional workforce lead Communications and marketing lead Director of medical education lead LWAB/Health Education England representative Staff side representative Potential system suppliers for proof of concept trials/pilots NHS Employers representative Lead employer representative Programme manager Streamlining Representative of HTE framework Education and training lead Information technology lead 12 Part 4: Governance

13 Part 5: The collaborative bank, the lead employer model and streamlining Streamlining and the collaborative bank Collaborative banks depend on effective alignment of systems and processes between trusts. A key challenge for many collaborative banks, for example, is managing the different training and skills requirements between trusts. Cheshire and Merseyside addressed these barriers through the North West streamlining programme which involves collective planning and processes to make it easier for staff to move between roles in different NHS organisations. This allows organisations in a particular region, and across the country, to realise benefits including cost savings, recruitment efficiencies and improved staff experience. The streamlining pilot in the North West is exploring ways of harmonising and passporting training requirements between trusts. This includes exploring the role of the revalidation officer for doctors on the bank and the governance which will need to surround it. Also as part of the collaborative bank proof of concept, Cheshire and Merseyside are identifying the most common roles filled by the bank and agreeing common naming conventions that can be expanded to include any staff group as the system develops. The bank staff system also allows for competencies, knowledge, skills and experience to be defined when the shift request is sent out. 13 Part 5: The collaborative bank, the lead employer model and streamlining

14 Enabler: lead employer model example St Helens and Knowsley Teaching Hospitals NHS Trust s lead employer model was implemented in November Before this there were six lead employer trusts; each responsible for different specialties. And before this each rotational placement host was the employer. Now there is one lead employer streamlined model for Cheshire and Merseyside. This has optimised the benefits realisation opportunities from ESR, Intrepid, BI oracle, Allocate and other technical solutions by automating transactional processes and avoiding duplication with a one stop shop approach. St Helens and Knowsley is also the GP lead employer for the West Midlands, East of England, East Midlands and provides HR advice telephone support for practice managers in Yorkshire and Humberside. 14 Part 5: The collaborative bank, the lead employer model and streamlining

15 How the lead employer model and streamlining support the development of collaborative banks Efficiency No duplication of employment checks/costs No duplication of induction and mandatory training and associated costs No duplication of occupational health checks Standardised bank worker contracts and rates of pay Opt-in to collaborative bank from Foundation Year 1/2 recruitment stage onwards (one bank contract) No requirement for trusts to have their own locum banks and the associated costs Quality More robust information for Health Education England on doctors in training European Working Time Directive compliance Management information to support Annual Review of Competence Progression process on doctors working through aligned payroll transactions Assurance through Guardian of safe working Robust governance arrangements Streamlined data sharing agreements aligned to General Data Protection Regulations Supports retention and workforce satisfaction 15 Part 5: The collaborative bank, the lead employer model and streamlining

16 The lead employer model requires an integrated approach to IT systems E-expenses Intrepid/ TIS Trust Website Portal OLM ESR/Cohort interface BI Oracle Reporting E-SVLs My ESS ESRS Self Service (smart phone access) Payroll e-payslips TRAC E-study leave E-DBS Employee relations Case management Electronic personal Files Exception reporting and work schedules 16 Part 5: The collaborative bank, the lead employer model and streamlining

17 Streamlining in action: the lead employer model already acts a workforce passport Under the lead employer model, trusts are already able to: 1. Download applicants from Intrepid/ESR pre-employment - 2. Full use of automatic IAT pre-employment - 3. Download of training profiles onto ESR - 4. ID, GMC, Right to Work, etc, information into ESR - 5. Occupational health information into ESR - (no) cohort 6. Reference details into ESR - 7. DBS details into ESR - 8. E-DBS electronic system TRAC - 9. In addition ESR MSS for sickness and leave data Mandatory training aligned and in OLM - 17 Part 5: The collaborative bank, the lead employer model and streamlining

18 Part 6: Lessons learnt Early MOU and data sharing agreement Engagement and commitment Benefits realisation linked to Carter One size may not fit all Build on existing work and being flexible to extend scope as project evolves and matures Technological investment with integrated solutions Cross corporate function input required Agreed STP approach to workforce supply Alignment to streamlining programme Dedicated resource to drive delivery 18 Part 6: Lessons learnt

19 Annex: Resources The following resources were created as part of the Cheshire and Merseyside Optimising Workforce Capacity project in collaboration with the North West Streamlining group. They are designed to sit alongside this case study and help those just starting or who have already started similar work to establish a collaborative bank. While one size may not fit all, we hope sharing these lessons and approaches with others will be valuable. Acknowledgements With thanks to Claire Scrafton, Deputy Director of HR at St Helens and Knowsley Teaching Hospitals NHS Trust and Strategic Lead for the Cheshire and Merseyside collaborative bank, for producing this case study to be shared by NHS Improvement. 19 Annex: Resources

20 Resources (1) 1. Collaborative bank Introductory summary Sets out overview including context, vision and aim, potential benefits realisation, total system overview, project structure and deliverables 2. Terms of reference Includes aims and objectives for the workstream, project structure and meeting frequency 3. Memorandum of understanding Agreement to formalise objectives of the project, principles for collaboration and roles and responsibilities 4. Project initiation document Considers various aspects of the project to include operational management, reporting process, risk management, communication and stakeholder engagement and information governance 20 Annex: Resources

21 Resources (2) 5. Project plan Supports the monitoring of project management risks and key deliverables 6. Interdependencies map Provides oversight of interdependencies within project workstream 7. Grow your own bank status Internal bank self-assessment form 8. Summary and highlight report High level report to assess project risks and issues, as well as reporting key milestones 21 Annex: Resources

22 Contact us: NHS Improvement Wellington House, Waterloo Road, London, SE1 8UG improvement.nhs.uk Follow us on This publication can be made available in a number of other formats on request. NHS Improvement 2017 Publication code: SL 34/17