A Workforce Strategy for the Integrated Substance Misuse Service

1. A Workforce Strategy for the Integrated Substance Misuse Service Supporting Models of Care

2. The Strategy • Three year strategy • Embraces local vision of “whole system” commissioning • Maps the workforce across the four tiers of treatment and service provision

3. Assumptions • Maximising partnership working • Integrated care pathways and ways of working • Embraces “improving working lives” agenda • Clinical governance • Learning organisation

4. Components of the strategy • Matching the workforce you want with the workforce you need • Recruitment and retention • Training and development and lifelong learning • Appraisal and Supervision • User and carer involvement • Rewarding excellence and commitment in staff • Leadership

5. 1. From the workforce you have to the workforce you need • Undertake a staff profile – suggested approaches: - • By treatment tier ( models of care) • By team ( alcohol, young persons, DTTOs) • By professional group • Define the skills and competencies required for each subgroup of staff • Undertake a training needs analysis – use DANOS and existing job descriptions

6. Building up the staff profile

7. Training needs analysis • Map expected skills and competencies against existing skills and competencies • Work with individuals using staff appraisal process to produce a personal development plan • Review and update every job description and cross reference with DANOS • Training plan should address any knowledge gaps as defined by the training needs analysis

8. Profiling the workforce • Development of workforce profile tool Complies with DANOS and NOS Reflects Whole system working • Develop a series of service specifications Adult voluntary treatment services Young persons services Criminal justice drug treatment teams Recovery and aftercare teams ( e.g. Accord ABLE Progress 2 work etc)

9. Production of Job descriptions that reflect integrated service provision New practitioners identified in accordance with provision of Models of Care Develop management systems that support integration of workforce Understand the labour market locally and nationally Ensure appraisal systems are adequately resourced Implement “Improving working lives” Improve workforce experience e.g. secondments, sabbaticals, portfolio working Ensure estate keeps pace with workforce expansion 2. Recruitment and Retention

10. Successful recruitment and retention – points for consideration • Standardised employer policies and procedures can act as barrier when developing posts that cross interfaces • Avoid staff burn out • Significant time and resources are required to • Implement clinical supervision and staff appraisal • Ensure estate and management costs are considered when services are expanded or redesigned

11. 3. Joint training and Development • Key to an effective workforce • Perceived area of strength in the district • Decision made to develop a separate strategy to support workforce development

12. The training strategy Three elements • Three year strategy linked to Models of Care • Defines training associated with each tier of service • To develop a system of quality assurance to support trainers and ensure training is consistent, accurate and in line with national and local policy

13. Assumptions • Maximising Partnerships working –public health training team , SWYT, Turning Point • Access – comprehensive, equitable and systematic • Funding – pooling resources • Uni vs. multidisciplinary training • Leadership training investment in management skills • Accreditation • Implement a variety of learning styles to attract and retain staff

14. Contributors • Public Health Training team • Tripartite management team • Members of the MOC steering group and JCG

15. Who is the strategy for? • Team leaders, managers, commissioners • To inform and support personal learning plans • Support appraisal • Enhance service development • To raise awareness amongst stakeholders of what is available • To highlight responsibilities of stakeholders with respect to ensuring and maintain appropriate levels of staff training in substance misuse

16. The training strategy – how is it laid out? For each service tier • Defines specific role and function. E.g. screening and recognition skills • Defines the training required • Describes the courses available ( local, regional, national) • What qualifications/quality assurance is required through the training • DANOS and NOS category • Examples of training provider and how to access them

17. Opportunities and challenges ahead • Maintain existing levels of training • Enrich partnership working • Training practitioners forum • Joint training events – shared care for GPs and support staff, dual diagnosis, acute trust staff training • Encourage innovation • Overdose training • NHS Learning account, and fixers

18. Opportunities and challenges ahead (2) • Quality assurance • Trainer support – ( peer review and appraisal) • Sharing learning across the region • Keeping up with pace of change ( new services e.g. CJIP, nGMS, Alcohol, out of hours ) • Meeting the needs of the CDRP • Meeting needs of ex

19. 4. Professional Development • Every staff member should have a training plan updated annually and reflecting their training needs be it updating their skills or acquiring new ones • There should be a series of minimum standards in the delivery of training for staff e.g. induction, study leave, protected learning time, attendance at conferences and courses • Emphasis of commitment to lifelong learning from the organisation

20. 5. Appraisal and Supervision • Mandatory for employees of PCTs and other health and social care agencies • Access to structured supervision for every clinical staff member is a priority for the Integrated service • Not new arrangements for GPs ( including GPwSIs) • Protected time for appraisal and review

21. 6. Users and carers • “Need to turn rhetoric into reality” • Remuneration to service users for their time • Training, support and advocacy required if service users are to take places on strategic groups • Investment required to project manage/oversee the user involvement • Avoid tokenism • Invest in sustainable service user networks • Consider service users as trainers

22. Commitments made in the strategy for users and carers • Inclusion of experts by experience in training and away day events • Ensure advocacy and needs of users and carers are met • User involvement and workforce development : - • NHS learning account project • Successfully bid for and implement the “Fixers” service user education and training programme • Implement the university of Lancashire service user harm reduction needs assessment skills project • Engage and support user and carer networks and forums • User focussed monitoring groups • Secure representation on strategy groups

23. 7. Leadership • Successful integration requires excellence in Leadership • Integrated services need leadership skills throughout the workforce • Coordinated investment required to ensure managers and supervisors are confident leaders • Staff empowerment and culture change required so that EVERY staff member considers themselves a leader

24. Leadership – points for consideration • Expensive courses vs. innovative action learning • Capitalising on partnerships and in house schemes • Cascading learning • Delegating responsibilities throughout the workforce • Culture change/empowerment/raising expectations – role for TPT cross over with clinical governance, staff appraisal, implementing supervision

25. Recommendations • Strategy signed off by MOC and DAT project boards • Work taken forward by the newly established workforce education and training sub group • Implementation requires commitment • Government • Department of Health/NTA • Local Strategic partnerships • NSF LITs implementation teams • Commissioners • Employers • Professionals • Workforce confederations • STAFF