HNY Workforce Investment Committee
This report highlights the activities and investments of the HNY Workforce Investment Committee. It includes updates on funds management, new proposals, and review of meeting outcomes.
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HNY Workforce Investment Committee Highlight Report 28 March 2023 Report produced by Rachel Baillie Smith, Humber & North Yorkshire ICB, Deputy Director for People Kim Alexander, Health Education England, Workforce Transformation Programme Support Manager
Membership Member Rachel Baillie Smith Trudy Forster Sharon Stead Karen Hiley Representing ICB People Team North Yorkshire and York workforce group Humber Workforce Group Primary and Community Care workforce development group VCSE Collaborative Apologies Apologies Alison Semmence Apologies Gary Sainty representing Mental Health, Learning Disabilities and Autism Collaborative HEE / Workforce Transformation Group chair NHSE People Directorate HuTH Finance Secretariat Alison Flack Wyn Jones Aminatta Lisk Chris Harker Kim Alexander Apologies Apologies Nominations pending from: Declaration of interest from: Adult and children s social care Community Collaborative Acute Collaborative ICB Finance Gary Sainty Presenting two proposals VCSE Workforce Mapping and Volunteering at the Heart of the System Legacy
Review of Meeting Review of new activity in ringfenced funds Management of held funds Unringfenced Legacy Pot balance of 261k available to invest. The value available to invest is the balance of unringfenced resources less funds held for known future commitments This is a decrease on the available value reported at the last meeting due to: on Legacy Pot balance Unringfenced Legacy Pot balance of 1,174m available to invest. The value available to invest is the balance of unringfenced resources less funds held for known future commitments This is an increase on the available value reported at the last meeting due to: None 300,000 Commitment of funds to Inclusive Careers Partnership; 300,000 Commitment of funds to Grow our own at Place NEL initiative; 300,000 Settle for additional Kerala related expenses; 150 Net adjustment to Project Pot year end projection due mainly to anticipated income directed elsewhere; 13,192 Credits Debits Project Pot HEE Legacy Mentoring for Social Care Registered Managers: 69k HEE Oliver McGowan Training for Social Care Settings: 48k HEE Legacy Mentoring for Social Care Registered Managers: 69k HEE Oliver McGowan Training for Social Care Settings: 48k Credits Debits Grow and Train Pot None to report. None to report. Commitment of funds to Education and Training Infrastructure; Funding landscape Awareness of ICB managed funds None to report Funding issues arising None to report Review of new proposals to Legacy Pot Evaluation and learning Proposal Assistant Psychologist Staff Support (Lucy Vere) Value Recommendation 33k Not recommended Evaluation completed and learning captured None to report Menopause Support (Lucy Vere) 39.7k Not recommended Inclusion Literacy (Emma Marshall) 70k Recommended Integrated Neighbourhood Teams (Nick Fripp) 163k Part-Funding Recommended VCSE Workforce Mapping 100k Recommended VCSE Volunteer Hub Legacy 120k Recommended
Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary Workforce Investment Committee funding proposal 2022/23 Inclusion literacy programme (co-designed) Funding requested: 2022/23 2023/24 Total representing 0 70,000 70,000 Proposed by: Emma Marshall/Rach McCafferty Disabled and Black, Asian and Ethnic Minority Staff Network of Networks including EDI and health equality impacts Strategic fit and long-term vision Proposed activity Outcomes expected Evaluation and impact including geographic scope As well as the deliverables mentioned under outcomes expected eg materials etc, final key performance indicators (KPIs) / measures will be agreed with Assembly members but will likely include: Aim to deliver to 500+ staff in Y1 (three month period, first six months of 23-24 will be development beginning June), 2000+ in Y2 (24-25). Delivery to 2,500 = 28 per head. 15+ trained facilitators across all sectors who have the skills and capacity to deliver on a rolling programme across all health and care organisations (similar to menopause awareness). Ongoing engagement from Inclusion Assembly membership. Feedback from attendees at various sessions and breakdown of attendee reach and range (by org, sector, demographics etc). Strategic fit Will address key themes within the NHS People Plan and the NHS People Promise eg belonging, compassion, inclusion, every voice counts, we are a team, we are always learning, whilst sitting under the best place to work pillar of the HNY strategy. Will align with domain two (workforce health and wellbeing) and domain three (inclusive leadership) of the NHS Equality Delivery System 2022 (EDS2022) supporting the ICB s compliance with this statutory duty. Will support wider work of the ICB and system partners in compliance with the Public Sector Equality Duty (PSED). Will align with activity in local authorities through statutory duties under the Equality Framework for Local Government (EFLG). Will address key areas of priority for workforce including retention, belonging, compassionate leadership, health and wellbeing and inclusion, supporting the adoption of wider restorative just and learning culture approaches. 1) Increased inclusion literacy across the system workforce to improve retention, cohesion, health, wellbeing and wider colleague and patient / service user experience whilst reducing cases of discrimination, bullying and harassment. To contribute to a sense of system identity and belonging through active co-design across diverse groups of staff. A clear definition of what allyship means in HNY and the principles and behaviours expected of all colleagues (to follow a similar approach for wider areas of focus as determined by Assembly membership). A co-designed, clear and concise statement around the system s shared commitment to EDI, with buy-in secured from partner organisations and OD/LD leads. Fully facilitated training sessions, co- developed, to create a diverse team of confident facilitators able to deliver sessions as defined by the Assembly across the system on a rolling basis. Delivery of an inclusion-focused session to ICB Board. A model to follow in terms of future co- design opportunities for wider inclusion activities / future in-house training bolt-ons. Fully accessible suite of materials (training, visual identity etc) suitable for use across all sectors in the system, owned and editable by the partnership. Full intellectual property rights on all materials and approaches, which can then be marketed as off the shelf solutions for other ICSs. 10) An overarching approach to increasing inclusion literacy and embedding inclusion built by HNY for HNY. 11) Formal evaluation paper March 2024. Identified next step 180 days of action . Pilot Inclusion Assembly launches in spring with focus on intersectionality. Org network chairs, EDI leads and people team members will work in partnership to identify and agree EDI priorities, co-design initiatives and co- deliver across the system, learning together as super allies . 2) 3) Priority identified around a lack of education / awareness (literacy) around EDI. Opportunity to commission independent, specialist support to co-design a programme focused on raising inclusion literacy eg through a system allyship approach etc in partnership with Inclusion Assembly members. To include compassionate leadership, civility and respect and kindness and to be owned for future development by HNY ICB and partners. 4) Planned general inclusion survey before and after implementation to measure impact (before and after knowledge poll). Alignment with key indicators in WRES / WDES and NHS Staff Survey results eg increase in disclosure rates. Summary evaluation document to be procured as part of contract, providing a developed case study for wider sharing / promotion / awards submissions. Scope of additional activity developed under this umbrella once initial programme complete. 5) 6) Sustainability Built through co-design with Assembly members will provide sustainability by increasing buy-in / feeling of ownership ( people own what they create , Myron). Fully editable suite of materials for onward co-creation, owned by ICB. Trained cohort of facilitators to roll-out wider training within organisations. Broader cultural focus around civility, respect and RJLC allows for programme to act as an umbrella for future workforce initiatives. Fully engaged Inclusion Assembly will see partnership working accelerate. 7) Good Fair Poor Funding to be received and managed by: WIC assessment Notes Emma Marshall HNY HCP Emma.marshall51@nhs.net 8) Strategic fit Good WIC would like to further understand how the support provided will be transformative in terms of inclusive culture Outcomes and impact Good 9) Legal and procurement considerations Will require procurement process to include Inclusion Assembly members in assessing bids and appointing supplier. Value Good Propose procuring in 22-23 financial year for delivery in 23-24 and onward delivery into 24-25. Affordability Fair The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal AGREED ringfenced for 2023/24 RECOMMENDATION
Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary Workforce Investment Committee funding proposal 2022/23 Funding requested: Building Out of Hospital Capacity and Integrated Neighbourhood Teams Development 2022/23 2023/24 Total representing 163k 163k Proposed by: Nick Fripp, AD, NEL Health and Care NEL HCP Workforce and OD Group including geographic scope and funding breakdown including EDI and health equality impacts Strategic fit and long-term vision Proposed activity Outcomes expected Evaluation and impact 1. Strengthening the voice of independent sector providers of support and care in NEL through the facilitation of a provider alliance. Summary reporting will be to the HCP Leadership Group in NEL. A means of bringing the collective voice of a diverse and fragmented independent sector provider market to the co design of Integrated Neighbourhood Teams and the HCP Leadership Group in NEL. This will support the development of support at home applying learning from the Care at Home Workforce Re Design programme. Funding the cost of facilitation of independent adult social care provider voice in NEL. 40k (likely year 1 total cost of up to 100k based on other ICB areas estimate) Full cost will be made up from other sources including commissioner funding and contributions from providers. Detailed tracking of progress will be at the HCP workforce and OD Group and Adult Social Care Workforce Development Group which feeds into this forum. Integrated career pathways development in NEL will contribute to the one system recruiting together programme and will deliver particular learning in relation to relationships with the VCSE and independent sector providers of health and care. Training and development for health and care providers in NEL that is aligned with HCP priorities for the development of a strengths based practice framework and integrated neighbourhood teams. Developing capacity in North East Lincolnshire to build a programme of end of life training for providers across health and care building on learning from project Echo where St Andrew s Hospice worked with providers across the system during the pandemic. Providers of the three activities will deliver fortnightly highlight reports to the SRO for the programme who will summarise for the HCP Workforce and OD Group. 2. Building a programme of CPD in NEL to support both HCP priorities for strengths based practice and integrated neighbourhood Teams in 2023/ 2024 and developing end of life care education and training. Funding hosted by Focus Independent Adult Social Work who provide independent sector training in NEL and end of life post hosted by St Andrew s Hospice All three activities will accelerate the journey in NEL from strategy to delivery. Funding Breakdown. The cost of 3 programmes to facilitate joint working/ co design in an integrated neighbourhood team context, a.) strengths based practice, b.) making use of VCSE and community resources (asset based community development). c.) Co design of the integrated neighbourhood teams vision and plan with VCSE and independent sector providers. Indicative amount 15k per programme x 3= 45k. Contribution to end of life training post of 18k (this is match funding for 50% the full pro rata cost of a Head of Training and Education). Dedicated capacity for the development of a clear action plan for integrated career pathways in NEL that aligns with integrated neighbourhood team developments that includes VCSE and independent sector partners in scope. Good Fair Poor WIC assessment Notes Strategic fit Good Provider voice element is a key activity which will be required system wide Outcomes and impact Good Value Good Legal and procurement considerations Funding to be received and managed by: 3. Securing capacity to develop the local workforce priority around Integrated Career Pathways. Nick Fripp, AD, NEL Health and Care. nick.fripp@nhs.net. Funding to be held by ICB who commission on behalf of NEL HCP. (Nick Fripp leaves on 16th March to be replaced by Paul Bassett as permanent AD - p.bassett1@nhs.net The letting of any contracts for the delivery of this work will be managed through ICB processes Affordability Tentative Available funds in 2023/24 currently unclear, hence part funding offer made Funding breakdown. External consultancy support to the value of 50k with 10k to support contributions from key HCP partners = 60k AGREED Activity item 1 only ( 40k) RECOMMENDATION The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal
Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary Workforce Investment Committee funding proposal 2022/23 VCSE Workforce Mapping for Prevention Funding requested: 2022/23 2023/24 Total representing 100,000 0 100,000 Proposed by: Gary Sainty VCSE Collaborative including geographic scope and funding breakdown including EDI and health equality impacts Strategic fit and long-term vision Proposed activity Outcomes expected Evaluation and impact Outputs - Baseline data set providing a clear picture of the make up of the VCSE workforce across HNY, with the ability to break down to Place and by prevention segment - Analysis of the data highlighting any gaps and trends to inform planning - Identification of training and development needs with a prevention impact focus - Tools enabling annual data update; annual refresh to be conducted by VCSE Collaborative - Development of an annual VCSE staff survey This work will produce a number of tangible outputs, the quality and use of which will ultimately determine whether this work has been a success. The HNY VCSE workforce, both paid and unpaid, is key to preventing, de-escalating and delating acute health and care needs. It consists of around 23,000 FTE roles, working across approximately 14,000 organisations and community groups. The HNY People Strategy recognises the VCSE sector as a key equal and strategic partner. The sector is represented within the various plans and workstreams on the basis of local knowledge and insight. Whilst this tacit knowledge is crucial, it is not a full understanding of the workforce. This work will be delivered over several months and the VCSE Collaborative will lead on interrogating the data, providing direction and ensuring the baseline data and associated legacy tools deliver what we need now and in the future. However, beyond these estimates derived through statistical analysis there is very little data around the make up of this workforce either demographically or in terms of how it is deployed to achieve prevention. Creating an analytical understanding of the VCSE workforce through a prevention lens will enable more effective system-wide working and mean there is a level of consistency across people functions across sectors. This delivers on the VCSE Collaborative priorities of a greater understanding of the sector. Achieving the same level of understanding and visibility of the VCSE prevention workforce as we have of the NHS acute workforce is a key lever for achieving meaningful understanding of how investment in VCSE services and networks delivers prevention benefit and supports efficient and effective overall system function. The outputs created will be discussed with a wide range of stakeholders to ensure the impact of this work and what it can contribute to is widely understood putting the VCSE sector in a greater position to contribute to health and care. Outcomes - Parity between the VCSE sector and other sectors in knowledge and understanding of the VCSE workforce and its current and potential impact in terms of prevention - Improved opportunity for VCSE workforce planning with a prevention focus - Translation of HNY HCP commitment to the VCSE as part of the system into actionable opportunities - Improved ability for the VCSE sector, supported by the VCSE Collaborative, to operate truly as an equal system partner, enabling greater cross sector partnerships and working In addition it will mean we can see where the strengths are across the system and at Place; the VCSE sector is a true asset to the system but many of its strengths are likely being underutilised or not recognised for their prevention impact. In addition it will highlight areas for further development that should be managed alongside developing the system wide workforce. Evaluation of the approach will inform future similar work in relation to private sector providers. This proposal seeks grant funds to establish a research partnership which enables: Baseline mapping of the HNY VCSE workforce against the prevention-focused Care at Home workforce remit produced through the 180 Days Care at Home Workforce Redesign work (the remit is attached for information on the following slide). Good Fair Poor WIC assessment Notes We are committed to ensuring that the product of this work is sustainable, by being replicable annually. Having established a baseline, we will be able to track changes and trends, identify growth or reduction in specific skill sets make clearer actionable connections between the VCSE workforce and key system priorities. Strategic fit Good Baseline assessment of the workforce profile Development of a methodology for sustainable monitoring of the workforce, including updating profile data and understanding workforce engagement Outcomes and impact Good Legal and procurement considerations Funding to be received and managed by: Value Good There is an opportunity to build on learning from this project to create equivalent understanding of and engagement with the private sector Care at Home workforce, where similar challenges in terms of visibility and voice apply. None at this stage; Forum Hull to assess requirements The funding will be awarded to Forum who will oversee the contract with the relevant organisation Affordability Good The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal RECOMMENDATION AGREED
Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary Workforce Investment Committee funding proposal 2022/23 Volunteering at the heart of the system - legacy Funding requested: 2022/23 2023/24 Total representing 119,950 0 119,950 Proposed by: Gary Sainty Volunteering including geographic scope and funding breakdown including EDI and health equality impacts Strategic fit and long-term vision Proposed activity Outcomes expected Evaluation and impact With over 125,000 people volunteering across our system every year it is evident they play a crucial role, therefore we must ensure that we maintain a focus on volunteering. Following this 12 month piece of work with dedicated capacity to go further quicker, we should have volunteering embedded with a greater understanding of volunteers and practices for effective management, that forms part of business as usual. The Volunteering task and finish group will remain and direct this work, which will be overseen and the responsibility of the VCSE Collaborative. The Head of VCSE will oversee this post and initial work will look to set a work programme with key milestones to ensure progress can be reported. Each element of this work will have its own evaluation and will report back as relevant to the T&F group, VCSE Collaborative and Workforce Board. Outputs Scoping volunteering in Care at Home services, settings and networks Explore the types and pathways of volunteers and enable greater recruitment and deployment Increase the visibility of volunteering both opportunities and impact Greater connection to volunteer hubs broadening the accessibility to volunteering Skills assessment of volunteer roles and matching them up to wider opportunities Clarity on what the volunteer roles are and matching them up to the right volunteers Regular meeting of volunteer leads to be established FT post for 12 months with dedicated capacity to embed this work Outcomes Good volunteer management and practices is consistently embedded across the system Better and more understood pathways into volunteering, resulting in greater numbers and volunteers in the right roles Volunteering opportunities open to the workforce adding to the best place to work Training and development offer in place for volunteers that is in line with what the wider workforce can access Greater diversity of volunteers, understanding the demographics of volunteers enabling us to understand barriers and challenges to overcome Volunteers valued and likely to continue volunteering The task and finish group has completed its initial work, looking at volunteering in health services and settings. The work has created recommendations that will enable greater recruitment and deployment of volunteers and support in roles that reduce pressure on health services. To progress and deliver the outputs and outcomes, greater capacity is required to lead on the delivery. In addition there is further scoping work to undertake in areas not covered by the initial phase, particularly relating to Care at Home. Volunteering fits with the current HNY People Strategy and the Workforce Board has committed to ensuring we have a focus on volunteering. Therefore this work will directly deliver upon that strand. The initial scoping work has given us an indication of volunteering across the system, this can be used as a benchmark to identify where improvements have been made and the impact of these. The VCSE Collaborative has a priority on embedding the sector, including volunteers, in the one workforce for the system and creating greater relationships between sectors will improve the work we do with volunteers and creating long lasting partnership built on collaboration meaning we can do more together. This funding will enable the VCSE Collaborative to fund a temporary post for 12 months to drive forward this work, to fund further scoping in areas not covered and to connect with other workforce groups and priorities ensuring good volunteering is embedded across the system. Good Fair Poor WIC assessment Notes The post will be placed within a VCSE organisation, this will provide a flexibility to the role, working to the strengths of the voluntary sector and the range of existing work it does with volunteers, but working through the volunteer task and finish group, VCSE Collaborative and Workforce Board to create direct connections across the health and care system. Across the system-wide transformation programme, volunteering connects to a number of other groups, therefore this work will support the delivery of many aspects of the workforce planning that has been agreed by the Workforce Board and ICB. Strategic fit Good Outcomes and impact Good Legal and procurement considerations Funding to be received and managed by: Value Good None identified The funding will be received and managed by York CVS Affordability Good The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal RECOMMENDATION AGREED
