north west people programme - welcome... | nhs north west
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NHS England and NHS Improvement
North WestPeople Programme
Prepared for discussion by:
NHS England and NHS Improvement, NHS North West Leadership Academy & NHS Health Education England North West
2 |2 |
The NW People Programme workstreams align to the commitment of the We are the NHS: People Plan for 2020/2021 – action for us all
focused on supporting local systems and organisations to deliver the priorities:
Delivering the National NHS People Plan
We want to capitalise on unprecedented interest in NHS careers
and higher numbers of applications to education and training. We
will do this through:
• Recruiting into entry-level clinical and non-clinical roles
• Return to practice
• Training places in shortage professions
• International recruitment
• Retaining more people in the service
Sets out our People Promise to everyone who works in the NHS.
This will help make the NHS a better place to work by ensuring
staff are:
• Safe and healthy
• Physically and mentally well
• Able to work flexibly
Action to ensure the NHS is inclusive and diverse and a place
where discrimination, violence and bullying do not occur. This
Includes:
• Overhauling recruitment practices to improve representation
• Health and wellbeing conversations
• Confidence to speak up and empowering staff to use their
voice to inform learning and improvement
• Inclusive, compassionate leadership
Belonging in the NHS
New ways of working and delivering care
COVID-19 compels us to be flexible and make best use of skills
and experience. We will continue to enable working differently:
• Upskilling staff
• Expanding multi-disciplinary teams
• Supporting volunteers in the NHS and expanding routes into
health and care careers
• Supporting staff learning and development (access to CPD and
greater access to online learning)
Growing for the future
Looking after our people
3 |
5North West
People Programme
Workforce transformation
Workforce supply
HRD & Employer Support
People Experience
& HWB
Inclusive Leadership,
Talent & OD
Our overall aims are that our activities improve population health, reduce health inequalities, ensure the delivery of safe, effective, inclusive
compassionate care to our local communities and existing patients and service users through the growth development and support of our
amazing health and care workforce.
About the North West People Programme
People Board North WestKey regional strategic thought leadership and discussion / decision forum for
all aspects of the People Programme NW, including the NHS People Plan
Core Business: NHS E & NHS I, NHS NWLA, HEE
People Board ExecutiveKey regional, system and
network leaders driving the NW People Programme
Programme Mgmt OfficeReporting, analysis, forecasting
and modelling, comms and resourcing for the NW People
Programme
Cheshire and Merseyside / Lancashire and South Cumbria / Greater Manchester People Boards
Engine rooms for the delivery of the NW People Programme in collaboration with place and organisational leadership
North West Regional Leadership Group
North West People Board(including NW HEE LETB)
GM People Board L&SC People Board C&M People BoardNW Leadership and Talent
BoardNW People Programme
North West Executive
NW People ProgrammeEngagement Forum
Cancer GroupMental Health
Group Digital Group
Primary Care Workforce Group
Nursing Supply Group
Placement Delivery Group
NW People Board SubgroupsNW People Board Connected Networks
NW BAME Assembly
Regional Governance
ADASS Workforce Programme Board
Principles of Subsidiarity
Activities will be led by local employers: • where they relate directly to the employment, development, morale, wellbeing and retention of the people who work in that local organisation
Activities will be led or coordinated by
STPs/ICSs where:
• strong local partnerships are required, including partnerships with local government, social care providers and education providers
• planning is needed over a medium term period (e.g. up to five years)
• decisions need to be made across a local labour market
• there are benefits of scale from joined-up solutions to shared colleagues
Activities will be carried out regionally
where:
• there is a need for coordination and improvement support to deliver national priorities
• there is a need to help foster capacity in local health systems
• decisions need to be made across a regional labour market
Activities will be carried out nationally
where:
• it is necessary to meet statutory responsibilities
• it is more efficient and effective because of economies of scale and there are benefits from a national role in standardisation or implementation
• national teams have specific and scarce skills/knowledge that ICSs and local organisations can draw on
Our overall aims are that our activities improve population health, reduce health inequalities, ensure the delivery of
safe, effective, inclusive compassionate care to our local communities and existing patients and service users
through the growth development and support of our amazing health and care workforce.
Workforce Transformation: Workforce plans (PC, MH, cancer, professions): upskilling, new roles, new ways - Digital transformation
HRD & Employer support: HRD Engagement - HRD/HR Professional Development - Workforce Planning - Temp Staff & Returners - TU Relations
Inclusive Leadership, Talent & Organisational Development (OD): Leadership and talent in times of change - System OD and clinical leadership
People Experience & Health and Wellbeing (HWB): Physical, mental and psychological wellbeing - Staff Resilience - Groups with protected characteristics
Workforce Supply: Nursing strategy - Supply strategy: apprentice, retention, returners, data - Placements strategy - Careers / WP -International recruitment
About the NW People Programme: Workstreams
Equality, Diversity and Inclusion: To work in partnership to deliver the Inclusion elements of the national people plan across the Northwest and to support the development of organisations EDI Professional capacity.
Social Care: Ensure social care engagement within all workstreams supporting regulated and non-regulated team members. Provides close connection to the ADASS Future Workforce Programme Board and the NW ADASS Executive.
Workforce modelling and intelligence: To support systems and workstreams through provision of a range of workforce intelligence products. Workforce modelling supports systems and regional colleagues in understanding current and future workforce available in order to inform workforce planning.
Workstreams:
Enablers:
6 |
Headline Metrics
Presentation title
HRD / Employer Support:Absence and Temporary Staffing Spend
Workforce Supply: Staff in Post
Note: Work is ongoing to confirm workforce growth targets (e.g. 50k nurses and 6k GPs nationally) at a regional level and how these will be measured. The above table contains contextual data on workforce growth in the region to inform the People Board in the interim.
People Experience & HWB: Staff Survey Outliers
Leadership & Talent / OD: Well Lead Ratings -percentage of trusts in each rating group
18%
45%
33%
3%15%
59%
23% 3%0%
20%
40%
60%
Outstanding Good RequiresImprovement
Inadequate
NW Rating National Rate
Equality, Diversity & Inclusion: NHS Trust BAME representation by region
0%
10%
20%
30%
40%
50%
East ofEngland
London Midlands North East&
Yorkshire
NorthWest
South East SouthWest
2018 - BME 2019 - BME2018 - Unknown 2019 - Unknown
77.5%
78.0%
78.5%
79.0%
79.5%
80.0%
2018 2019South West South EastNorth West MidlandsLondon North East & YorkshireEast of England
Freedom to Speak Up Index
17% 21% 19% 21%6%
21%
61% 57% 65% 57%67%
57%
22% 21% 16% 21% 28% 21%
0%
20%
40%
60%
80%
100%
Health and well-being Health and well-being Staff Engagement Staff Engagement Safe environment -bullying andharassment
Safe environment -bullying andharassment
NW National NW National NW National
Negative Outlier Not an Outlier Positive Outlier
+2.6
%
+55
.2%
-6.7%+2
.0%
+14
.7% +2
3.5
%
-2.4%
+7.6
%
+0.9
%
+2.5
%
+41
.1%
+0.0
%
+2.6
% +12
.8%
+11
.1%
-0.5%
+7.3
%
+2.7
%
-10.0%
+0.0%
+10.0%
+20.0%
+30.0%
+40.0%
+50.0%
+60.0%
RegisteredNurses notrecruited
internationallyor through RTP
RegisteredNurses
recruitedinternationally
RegisteredNurses
recruitedthrough RTP
(Exc BBS)
RegisteredMidwives
Support toClinical Staff
Of whichsupport to
nursing
Primary Care -GPs
Primary Care -Direct Patient
Care
Primary Care -Nurses
Regional % + / - National % + / -
-1.4% -1.5%
+0.8%+0.2%
-2.9%
-1.6% -1.5%
-4.0%
-3.0%
-2.0%
-1.0%
+0.0%
+1.0%
Sickness Absence Of which C-19 related Agency Spend Var to Ceiling Agency Spend Var to Plan Bank Spend Var to Plan
Regional % + / - National % + / -
TBC TBC TBC
7 |7 |
High Level Risks
Workstream Risks and Issues Impact
1-5
Likelihood
1-5Total Comment / Mitigation
Equality, Diversity
& Inclusion
Experience of our BAME and other staff with protected characteristics shows
differences to those of other groups through staff survey and other modes of
output and approaches fail to address this
4 4 16
Current data shows this to be the case. BAME Assembly and working group established to
agree and implement work programme across a range of priorities to address these issues,
with nascent metrics designed to track
HRD / Employer
Support
High absence rates as a result of sickness absence due to Covid-19 to include
self isolation or other unrelated sickness absence
4 4 16 Daily monitoring of sickness absence levels / follow up with HRDs / keeping aware of latest
guidance. As further staff testing rolls out the likelihood of this being a major problem
diminishes.
HRD / Employer
Support
Talent and capability of BAME staff in senior roles is not fully represented in the
leadership community
4 4 16 Focus on improving BAME talent management systems within System and organisational
People Plans
Inclusive
Leadership,
Talent and OD
Lack of internal Organisational Development capacity and capability at a system
level particularly within Primary Care 4 4 16
Utilising regional funding for Primary Care buy in external OD support in the first instance
and develop a sustainability plan for the future to build internal capacity and capability
Workforce Supply Local lockdowns/COVID lead to a reduction in placement capacity impacting on
future workforce training completion. 5 3 15
Growth to be targeted beyond demand, with ‘emergency’ capacity discussed as possibility
to allow for movement of placements.
Workforce Supply Placement capacity, even with growth, does not meet demand 5 3 15 Ensuring effective utilisation of funding, programme focus on placements.
Workforce Supply There is a significant risk of an unintended consequence of increased attrition as a
result of increasing the numbers of students in training (Undergraduate,
postgraduate, Nursing Associate and Apprentices)
5 3 15
Align Undergraduate /postgraduate recruitment workstream to attrition work stream
Workforce Supply The impact of Covid19 on the International Work Programme5 3 15
Establish NW Task & Finish group to develop a NW Delivery Model, align workstream to
national workstream
Workforce Supply Ability to meet regional targets for growth in manifesto commitment areas
including nursing, general practice and community mental health services5 3 15
Workforce supply stream, including collaboration across nursing, medical directorate and
across HEIs led by HEE
Workforce
Transformation
Local lockdowns/COVID/staff absence lead to a reduction in ability to engage in
Workforce Transformation activities 5 3 15
Develop flexible programmes of workforce transformation but difficult to mitigate due to risk
of stasis in service and workforce.
• Postgraduate Medical and Dental Education and Training -7500
trainees
• Undergraduate medical and dental funding
• Lead Employer management
• SAS doctors support
• Workforce planning and intelligence
• Quality of education and training processes
• Commissioning of education and training including education reform
programme
• Placement funding and tariff (including LDA)
• Clinical professions trainees, development and support: AHP, HCS,
Pharmacy, Public Health, Mental Health/ Psychological and
Physicians Associates
• Workforce development plans and funding including CPD payments
• Primary Care Training Hub (development and oversight)
• Local Education and Training Board (LETB) and Local Workforce
Actions Boards (LWAB) management
• Putting people issues at the heart of our oversight and support for
the NHS
• Holding the NHS to account for the delivery of People Plan metrics
and aspirations
• Making the NHS the best place to work
• Compassionate, collaborative and inclusive leadership
• Embedding talent management so everyone can reach their
potential
• Putting people issues at the heart of our oversight and support for
the NHS
• Supporting and developing the HR, Workforce and OD profession
• Embedding inclusive leadership practice - ensuring that social
justice and inclusion is embedded across all areas of the People
Plan through leadership
• NHS-wide Talent Management framework (leadership pipeline) -
ensuring the availability of a sufficient number of leaders, at all
levels, reflecting the diversity of the NHS, equipped to deliver the
ambitions of the Long Term Plan
Health Education England North West NHS England & NHS Improvement with NHS
North West Leadership Academy
The core business of both NHS England and NHS Improvement and Health Education England are explicitly recognised and incorporated
into our programme.
Core Business
Meet the NW People Team ANTHONY HASSALL
Regional Chief People Officer /
Director of Workforce and OD
NHS England and NHS
Improvement – North West
SRO North West People
Programme (NHSEI)
CHRISTOPHER CUTTS
Regional Director - North West
Health Education England
SRO North West People
Programme (HEE)
DEBORAH DAVIS
Managing Director/Head of
Leadership and Life Long
Learning. NHS NWLA/ NHS
England and NHS Improvement
SRO Leadership and Talent
KAREN GALLAGHER
Regional Head of Staff
Experience, NHS England and
NHS Improvement – North West
SRO People Experience &
Health and Wellbeing
ANDREA BOLAND
Regional Chief Nurse, North
West
Health Education England
SRO Workforce Supply
ALEX REPPOLD
Head of Education Commissioning
and Transformation, North West
Health Education England
SRO Workforce Supply
DAMIAN GALLAGHER
Deputy Regional Director - North
West Health Education England
SRO Workforce
Transformation
NAHEED NAZIR
Group Associate Director
Inclusion & Engagement
NW Strategic EDI Lead
KATY COOPE
Head of Workforce Transformation
NHS England and NHS
Improvement – North West
SRO Workforce Transformation
LAWRENCE OSGOOD
Head of Workforce and OD (North
West Region)
NHS England and NHS
Improvement – North West
SRO HRD & Employer Support
ANTHONY NICHOLS
Head of Diversity and Inclusion
NHS England and Improvement –
North West
SRO Diversity and Inclusion
IAN WILLIAMS
Senior Workforce Intelligence
Manager (North), NHS England
and Improvement
NW Workforce Modelling &
Intelligence Lead
LEVI PRESTON
NHS England and
Improvement – North West
NW Programme Manager
RUTH MULLINS
Head of Talent Management
NHS England and Improvement –
North West
SRO Talent Management
The Regional People Board will bring
together health and care organisations and
key stakeholders at regional level around
people priorities to provide strategic
leadership to ensure the implementation of
the People Plan and ICS/STP workforce
plans. The Regional People Board will
provide:
Purpose of the NW People Board
The Regional People Board activities as a
minimum will include:
NW People Board Activities
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People Board Forward Plan
Meeting 1 | September 20
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e Meeting 2 | December 20 Meeting 3 | March 21 Meeting 4 | June 21
BAME workforce challenges Attendance BAME workforce challenges Attendance
People Plan progress People Plan progress
Social Care workforce Primary Care workforce NWAS workforce
Workstream overviews Workstreams deep dive
• Workforce Supply
• People Experience and Health & Wellbeing
Workstreams deep dive
• Inclusive Leadership, Talent and OD
• Workforce Transformation
Workstreams deep dive
• HRD/Employer Support
• Workforce Supply
Members of the North West People Board
• Majid Hussain, Lay Chair, Oldham CCG
• Nikhil Khashu, Director of Finance & Information, St Helens & Knowsley Teaching
Hospitals
• Daren Mochrie, Chief Executive Officer/Chair, North West Ambulance Service NHS Trust /
Association of Ambulance Chief Executives
• Jackie Bird, Regional Chief Nurse, NW NHSE/I
• David Levy, Regional Medical Director, NW NHSE/I
• Jane Mamelok, Regional Postgraduate Dean, HEE NW
• Sheena Cumiskey, Chair/CEO, NW NHS Leadership Academy/Cheshire & Wirral
Partnership Trust
• Dr Tom Tasker, Chair / GP, Salford CCG/GM Joint Commissioning Board
• Del Curtis, Deputy CEO & Director of Adult Social Services, Cheshire West & Chester
Council
• Karen Partington, CEO/SRO for Workforce, Lancashire Teaching Hospitals Foundation
Trust /LCS ICS
• Karen Howell, CEO/SRO for Workforce, Wirral Community & Health and Care Foundation
Trust/C&M STP
• Rebecca Wagstaff, Deputy Director/Head of School, Public Health England/HEE NW
• Alison Balson, HRD/Chair, Wrightington, Wigan and Leigh NHS Trust/NW HRD Network
• Liz Mear, CEO, Innovation Agency
• Margaret Rowe, Dean of School, School of Health & Society, University of Salford Council
of Deans
• Corrado Vale, Staff Side Representative, MIP Health
• Amy Barringer, Staff Side Representative, Unison
Co Chairs: Bill McCarthy Regional Director, NHS England and NHS Improvement
Karen James, CEO/SRO for Workforce / Co-Chair, Tameside & Glossop Integrated Care Trust/ GM Health & Social Care Partnership
Each member of the Regional People Board will have a responsibility to work in the interests of the Regional People Board, fully utilising their local and national networks to bring
added benefit and focus. Members will support the identification and adoption of best practice within the Regional People Board. Meetings will be held quarterly.
Problem solvingTo work together to address challenges quickly and efficiently
CoordinationPromote coordination
and sharing best practice across workstreams
AlignmentTo ensure workstreams are aligned to the delivery of the People Plan
DevelopmentTo support the development of capacity and capability to
deliver the People Plan
Accountability That each workstream is
delivering towards the People Plan
SupportTo support workstreams and fellow stakeholders to deliver the People Plan
1 2 3 4 5 6
The Engagement Forum will bring together health and care organisations and key stakeholders at regional level to discuss, share,
support and input into the People Team SRO workstreams to ensure the implementation of the People Plan. This group meets weekly.
See aims below.
NW People Programme Engagement Forum
13 |13 |
Attendance Management
Liverpool Health
Partners Research
Literature Review
Occupational Health Review
Data Deep Dive and
Deprivation
HRD Support (HPMA & NHS
Employers)
Resilience Hubs
Health and Wellbeing
funding
Cultural Change - NHS
Leadership Academy
National Review of the
HR & OD Profession
• The NW continues to be an outlier for sickness across England
• Cheshire and Merseyside, and Merseyside trusts, are the national outliers within the North West
• History of approaches to tackle sickness absence have collectively made some improvements, but the challenge still remains to reduce sickness absence more in line with the national average
• Wide range of initiatives ongoing to support the improvement of sickness rates at local and system level
• We are ensuring a thorough stocktake of all initiatives across the NW to reduce chance of duplication and/or gaps
• Ensuring use of existing forums to reduce time demand on trusts