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Transforming your workforce. Exploring the benefits of competence based workforce planning/development Andrew Rundle TCS Programme Manager. Transforming your Workforce – Aim and Objectives. Our Aim – “Is to promote Innovation in Workforce Transformation ” The Objectives for the session are;

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Transforming your workforce

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    1. Transforming your workforce Exploring the benefits of competence based workforce planning/development Andrew Rundle TCS Programme Manager

    2. Transforming your Workforce – Aim and Objectives Our Aim – “Is to promote Innovation in Workforce Transformation” The Objectives for the session are; • Provide an overview of the Skills for Health approach • Current TCS work/challenges and share a live example • Explore practical application of strategies to implement Workforce Transformation.

    3. Transforming your Workforce There is political consensus that in order to achieve the necessary deficit reductions that things need to be done differently. Whether that is in the community or the acute sector we need to challenge and change the way we plan and deliver health and social care services. “Change is inevitable - except from a vending machine.”~Robert C. Gallagher

    4. Transforming Community Services – The Pilots • Bury Community Services Working with Independent providers to improve End of Life Care. • Knowsley Integrated Provider Services A joined up approach in health & social care to Long Term Conditions. • Western Cheshire PCT – Enhancing the quality of End of Life care in the community. • North Somerset PCT A joined up approach to Stroke Care across primary & secondary care. • Somerset Community Services Developing a patient centred paediatric therapy service. • Torbay Care Trust A partnership approach between health, social care & independent services in developing re-ablement services

    5. Transforming your Workforce The Challenges • Having a clear vision – Commitment, SMART objectives, project plan and supportive leadership • Engage early – Engage often (make people champions of change) • Stakeholders – Who, what and when? • Designing Metrics – What to measure? • Having a plan for evaluation- Will your outcomes demonstrate the value of workforce transformation?

    6. Competence Based Planning Kelly Singleton Strategic Workforce Manager

    7. Competence Based Planning (CBP) • Knowsley Health & Wellbeing undertook a CBP project in partnership with NHS Northwest and Skills for Health. • The project aim was to create a replicable competence based methodology. • Knowsley’s project was based on the End of Life Care Pathway and was later extended to include Long Term Conditions.

    8. The Methodology Key elements : • Baseline workforce information • Mapping the provider services workforce to pathways • Gathering information about the roles. • Mapping Skills for Health competences to job descriptions & future pathways. • Clustering the competences and developing a framework. • A competence sampling exercise to determine: • time by competence areas, • by role and • pay band. • Engagement: Commissioners Employees Providers service managers Staff side Voluntary & Independent sector representatives.

    9. Project Findings Important findings from the sampling & workshop exercises: • Development gaps: • advanced care planning and • non medical prescribing. • Capacity gap was evidenced for Assistant Practitioners. • Community Matrons spend much of their time with follow up patients which could be delegated. • Band 5 clinicians undertake a lot of activity which could be conducted by non registered staff. • There was considerable competence overlap between roles. • The average direct care contact time was low for both pathways.

    10. EOL and LTC Models Three models developed for each pathway which proposed minimal, medium and radical change. The models included: • Increasing direct patient contact time. • Introducing new roles at each level. • More efficient and sustainable skill/band mix. • Investing to increase wrap around care provision and hospital prevention services. The preferred model for each pathway will be selected by the QIPP Board later this month.

    11. Key Learning The key learning taken from the work is: • The process does take time but with good engagement provides a valuable outcome. • Workforce changes of this scale will take at least 3 years to implement fully. • It takes time to become conversant with the SfH competences and tools, but with experience it becomes much easier. • The sampling exercise and data analysis was challenging However, the in-house expertise has now been developed making this a sustainable approach for the future. It is important to note that CBP would be much less complex for a single pathway or department.

    12. Benefits of CBP • Competences are an extremely effective way to plan the future workforce, creating alignment to organisational priorities and service user needs. • CBP allows for the creation of new roles based on the competences required to fulfil them rather than recreating traditional roles and boundaries. • It has enabled the models to be further integrated across Health and Social Care. • The proposed workforce models will also achieve efficiencies as per the QIPP agenda - £1M if both radical models are selected.

    13. Transforming Your Workforce

    14. The Traditional View of Workforce Transformation - the input model What do we need to bring to the situation get the right result?

    15. The Competence Based Approach to Workforce Transformation – the outcome Model What needs to be achieved to produce the required result?

    16. How can Skills for Health Support Workforce Transformation? • Diagnostics - a workforce assessment. • Facilitate organisational change. (Vertical, Horizontal, Social Enterprise) • Link workforce transformation to QIPP outcomes • Promote and enhance effective staff engagement. • Assist in the development of and increase project management capacity • Help organisations to evidence a strong business case for Workforce Transformation

    17. Practical Applications for Workforce Transformation • Use functions and competences as building blocks to define the service. • Design and organise teams to support service delivery not constrained by traditional boundaries. • Reduce duplication of activities (e.g. assessment) and share common competences across staff groups • Identify and design new roles • Develop skills around more effective workforce planning

    18. Products and Support available through Skills for Health to assist Workforce Transformation LMI and benchmarking data • To gather evidence for change and of change. • Specialist Advice • To support visioning, leadership and project management • Practical interventions – • To act as ‘Change Agents’ to promote and enhance projects. • Practical tools & web based support (Health Functional Map, Team Assessment tool, Competence based JDs) • To enable analysis and interpretation and solutions for workforce design/re-design. • Workforce Planning tools • To promote effective strategic workforce planning and design. • Bespoke Resources (Career Framework, Literacy and Numeracy tools) • Developed to support a range of initiatives to help the workforce to improve their skills and reach their potential.

    19. Transforming your Workforce – A final thought “If you do what you have always done then you will get what you have always got” Anthony Robins “Innovation is the Key”

    20. For further information contact Pippa Hodgson Regional Director East Midlands 07768 996 014