we re developing practical tools to help you create a skilled workforce

Transcription

1 Resource A Workforce commissioning self-assessment questionnaire Version October 2012 we re developing practical tools to help you create a skilled workforce

2 Name: Authority: 1. Leadership 1. There is a clear statement about the vision and purpose of commissioning transformation that incorporates the financial challenges faced by the Authority Strongly agree - 5 Agree 4 Neither agree nor disagree - 3 Disagree - 2 Strongly disagree There is a process for ensuring clear priorities are communicated to all, when financial decisions are made regarding cuts. 3. There are designated leads to communicate with the workforce, private/voluntary sectors community sectors and the wider public about the commissioning transformation 4. There is a clear vision and statement about how you are working with health and well being boards to inform the Joint Strategic Needs Analysis (JSNA) 5. There is an open dialogue with people using services, carers and other local community and neighbourhood groups 6. The DASS and team demonstrate professional leadership of workforce commissioning in the local area 7. There is a clear statement about the vision and purpose of workforce transformation that incorporates the financial challenges faced by the authority..

3 8. There is an open dialogue with people using services, carers and other local community and neighbourhood groups. 9. There are designated leads ensuring there is a mechanism in place to collaborate with the workforce, private/voluntary sectors and the wider public about the workforce transformation. 10. The workforce is clear about the impact on changes to their roles. 11. Mechanisms are in place to measure the impact of change on the workforce against expected outcomes. 12. Leadership skills are being developed across the workforce : Finance Strategy 13. There is a clear statement about the financial issues that underpin the vision and purpose of transformation. 14. There is a designated finance lead to support commissioning and workforce strategic leads with transformation. 15. There is an open dialogue with people using services, carers and other local community and neighbourhood groups

4 2. Balancing Service Commissioning with Workforce Commissioning and finance 16. The skills and development needs of the commissioners have been identified and steps taken to meet them shaping markets and local communities including active market management. The Market 17. There is a market position statement 18. The market position statement has been described and communicated locally. 19. Key partners have been consulted to identify the appropriate data requirements and sources and any limitations such as cost and timescales. pg 17/18 WDS 20. NMDS-SC data has been collated to obtain current baseline for all social care staff that describe current roles, skills, knowledge and their costs across your entire local area workforce NMDS-SC data about the current workforce has been used to profile demographics, geographies, skills and capabilities for planning and commissioning future demands. 22. Progress has been made to make NMDS-SC a contractual requirement and potential support for providers to ensure compliance has been identified.

5 23. Other Complimentary data sources which include local demographic information and wider labour market intelligence have been identified. Reliable data page 17 WDS 24. Complimentary data sources on population, age and profiles etc has been included in the data gathered. 25. Data has been collated and analysed from people who employ their own staff, user led organisations and community and neighbourhood groups. 26. The implications for the workforce have been considered and have been linked with finance to develop a cost benefit analysis of proposed commissioning arrangements to address issues of affordability e.g. identified & costed options to meet market gaps. Strongly agree -55 Agree 4 d - 4 Neither agree nor e - 3 Disagree -2 Strongly disagree The decommissioning and re-commissioning priorities are well defined. 28. The workforce skills, knowledge & competencies required with new types of services including modes of procurement have been identified. Page 16 WDS. 29. Where to commission new roles and skilled advice to support personalised services has been determined. 30. The local workforce requirements to achieve transformation within financial constraints are clearly defined

6 31. The agreed principles underpinning the workforce strategy incorporate the financial context faced by the authority. 32. These principles are linked with commissioning to describe the changing workforce and the skills, knowledge and competencies that can be developed within the financial constraints. 33. These principles are linked with finance to develop a cost benefit analysis to achieve priorities within available resources. 34. There are costed integrated workforce plans and training and development plans linked to future commissioning requirements taking into consideration recruitment and retention needs. Finance Strategy 35. The available data and market position statement have been used to develop a co-produced financial model to cost the future workforce requirements. 3. Co-production 36. Authorities use information about outcomes achieved to improve quality. 37. Shaping markets and local commissioning includes active market management with providers as a core component of the drive for value for money and efficiency.

7 38. Commissioning and supply partners collaborate across public sector boundaries to achieve better efficiency and support innovation. 39. There are outcome based approaches to commissioning and procurement that support people to take genuine choice and control pg 3 TLAP 40. Specialist support, advice and training is provided to people who wish to employ their own care staff pg 14 WDS 41. There is support to develop different kinds of workforce and ways of working including new roles or workers who work across health and social care. 42. There is a formal, informal, paid and unpaid workforce that is focussed and able to help build and sustain community connections pg 19 WDS 43. The workforce delivers the care and support in a partnership between individual employers, community, voluntary and private sectors, health and councils including wider support services such as housing, leisure, welfare benefits and community safety. pg 21 The Vision, TLAP pg There is recognition of the value of the expertise of people who use services and carers developing the workforce pg 14 WDS

8 45. The implications of outcome monitoring have been identified and used to inform workforce development Finance 46. Authorities understand how people are spending their money on care and support 47. Authorities demonstrate added value in terms of return on investment and financially model new approaches and cost benefits to community activities. 4.Strategic Integrated Working 48. There are agreed principles for joint commissioning strategy linked to your sustainable community strategy 49. There are joint commissioning arrangements through health and wellbeing boards 50. There is active participation in health and wellbeing boards identifying, and collating data to inform joint commissioning 51. There is a workforce strategy that identifies how and what is required to more effectively progress the development through Joint Strategic Needs Assessment (JSNA)

9 52. Barriers and gap analysis are identified with strategic partners 53. Joint workforce data with health for the delivery of integrated services has been collated and analysed 54. Joint workforce development plans with strategic partners have been costed. 55. Knowledge and skills have been identified to deliver flexible, integrated care and support in all areas, including social work, self care, reablement & preventative services. 56. Knowledge, skills and expertise are being developed to deliver flexible, integrated care and support. Finance Strategy 57. There is joint financial investment in the health and wellbeing strategy taking into account financial constraints faced by local authorities. 58. Resources have been rationalised across service delivery area s to maximise efficiency 5.Information and Advice 59. There is open dialogue with user led organisations/service users and carers to determine commissioning of advice and support services.

10 60. There are plans in place regarding the deployment of Social Workers and new modelling of employment and workforce commissioning 61. There are arrangements in place for training and other workforce support with existing agencies that provide information and advice in the community 62. The workforce implications of establishing and supporting user led organisations, disabled people s and carer s organisations, self advocacy peer support and mutuals have been included. Pg 15 WDS 63. New roles have been designed and skills and knowledge required to deliver effective information and advice services which provide genuine and maximum choice and control have been identified. Finance Strategy 64. There is a co-produced financial strategy 6.Risk Enablement, Safeguarding and Regulation 65. There is a communication plan in place to raise awareness with the public of protective measures to safeguard adults deemed to be at risk 66. Service providers have clear risk enablement policies and practice guidance.

11 67. Relevant checks are undertaken across the whole workforce 68. There is a risk enablement policy in place across the workforce 69. The knowledge and skills required to support person centred risk taking have been identified 70. There are established training and development plans to ensure the whole workforce are trained to the required standards across the sector including community and neighbourhood groups