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Appendix 5 Version 2.1 April 2010 Achieving a High Quality Workforce to Put People First in Lincolnshire Delivery Plan for Adult Social Care Services 2009 - 2011

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Page 1: Achieving a High Quality Workforce to Put People First in ... · PDF fileAppendix 5 Version 2.1 April 2010 Achieving a High Quality Workforce to Put People First in Lincolnshire Delivery

Appendix 5

Version 2.1 April 2010

Achieving a High Quality Workforce to Put People First

in Lincolnshire

Delivery Plan for

Adult Social Care Services

2009 - 2011

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Document Control Specific Audience

PPF Programme Board

Document Title Achieving a High Quality Workforce to Put People First in Lincolnshire – Delivery 2009-2011

Purpose The purpose of this document is to give a plan of action with clearly defined deliverables for achieving workforce transformation to deliver personalised services.

Electronic Location

Document Status

Final

Document Version

V2.0

Issue Date

Prepared By Hilary Lovell – HR Adviser Mouchel and Fiona Thompson, Head of HR Business Strategy

Distribution LCC Strategic Commissioning Management Team

Joint Workforce & People Strategy Board

Workstream Leads for PPF Leadership, Culture Change and Workforce Development

Version History

Date Name Comment

V1.0 26th October 2009

Fiona Thompson Comments received from Strategic Commissioning

V1.1 29th November 2009

Fiona Thompson Comments received from Strategic Commissioning Management Team, Jan Clark and Skills for Care representatives

V1.2 2nd December 2009

Fiona Thompson Comments received from PPF Progamme Manager

V1.3 15th December 2009

Fiona Thompson Comments received from PPF Programme Board

V2.0 15 February 2010

Helen Haw and Fiona Thompson

Refresh to include workforce planning activity

V2.1 31st March 2010 Fiona Thompson Include Joint Board comments

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Contents Section 1: Overview Section 2: Gap Analysis Section 3: Action plan

3.1 Leadership, Management Development and Culture Change 3.2 Recruitment, Retention & Career Pathways 3.3 Learning and Development 3.4 Joint and Integrated Working 3.5 Workforce Regulation 3.6 Workforce Planning

Section 4 Review and Evaluation

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Section 1 1.0 Overview 1.1 This is the delivery plan for achieving workforce transformation to deliver

personalised services in Lincolnshire. The plan is informed by the Joint Strategy for Achieving a High Quality Workforce to Put People First in Lincolnshire. It defines the deliverables and actions required to meet our strategic workforce priorities.

1.2 The delivery plan has been reviewed and updated since it was first published in July 2009. The most significant changes result from the workforce planning process undertaken in the autumn 2009 using workforce profile information from the National Minimum Data Set –sc. This mainly impacts on 3 sections of the delivery plan:- Recruitment, Retention and Career Pathways, Learning and Development and Workforce Planning.

1.3 The workforce planning process is the cornerstone activity which informs workforce development activity. As well as informing this delivery plan, it informs the workforce plans of employers in Lincolnshire and workforce development priorities for the East Midlands region.

1.4 The initial focus of the delivery plan is to support the delivery of the Putting People First Strategy. The detailed workforce plans to deliver other emerging national and local policy will be incorporated on a phased basis. This includes workforce plans to support the National Dementia Strategy, Carers Strategy, Valuing People Now, No Secrets (Safeguarding), the National End of Life Care Strategy, and the Shaping the Future of Care Together Green Paper, national guidance on Person Centred Approaches 2010..

1.5 The workforce in scope of the delivery plan includes the statutory, independent and voluntary sectors providing the range of adult social care services. It will, however be continually developed and the future aim is for a more integrated plan to include:

Part of the workforce employed in the NHS organisations in

Lincolnshire who deliver health and social care services to adults. The workforce which delivers social housing where future

diversification may impact on the workforce delivering supported housing services provided in the independent sector.

Volunteers in social care. Carers

1.6 Analysis of the current workforce profile and the impact of future service

needs on the workforce has enabled an understanding of what gaps we currently have and what gaps may develop in the future. The Gap Analysis to inform the workforce planning activity is in Section 2

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1.8 Given that service reviews are currently taking place, with outcomes not yet

known, the analysis provides an indicative direction of travel assessment of the workforce issues and key priorities for the sector. These include remodelling of the workforce in support of the redesign of care pathways and associated skill development. They include the need to target strategies to improve staff retention as well as to attract groups who are currently under–represented in the workforce in Lincolnshire.

1.9 Remodelling of the workforce will be delivered through the development of

a New Model of Working for Personalisation which will impact on social care roles and skills. This model will need to support greater integration both across adult social care and with the NHS and housing services to ensure joined up and person-centred services to support people using services and their carers. It will also need to address the significant challenge to improve services while spending less to achieve efficiency savings. This means workforce planning and redesigning care pathways so that they are as efficient as possible as well as supporting the workforce to focus on reablement to reduce unnecessary dependency. This phase of workforce planning will enable more detailed assessment of future numbers and skills required in care homes, reablement services, maintenance support, and assessment and care management.

1.10 To support skill development across the sector, Lincolnshire Adult Social

Care has adopted the ‘Common Core Principles to Support Self Care’ to as the framework for skill development. The Principles have been developed by Skills for Health and Skills for Care. The principles reflect best practice to support service reform and promote choice, control, independence and participation of people who use services.

1.11 The ‘Indicative Behaviours’ within the Principles will be used to specify

quality outcomes to ensure that those delivering services have the skills and knowledge needed to deliver personalised care, enable self-directed support and improve health and well-being outcomes. By embedding the Principles in our policies and agreements with our partners, we will be able to help people to realise their aspirations for independence and greater control over their lives, making services flexible and responsive to individual needs. The principles will be used alongside existing tools such as the National Workforce Competencies, National Occupational Standards and the Knowledge and Skills Framework.

1.12 The workforce planning process has informed the need to improve

management information processes across the sector for both capturing the current skills profile and arising training needs. Improving these processes will better inform skill development priorities to support commissioning plans. The sector is therefore in the early stages of the process for identifying priority groups for skill development.

1.13 The detailed Delivery Plan is outlined in Section 3.

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1.14 Arrangements for monitoring and reviewing the delivery plan are outlined in Section 4. The Delivery Plan will be managed through the Leadership, Culture Change and Workforce Development workstream of the Putting People First Programme together with the workstream risk register

1.5 The review and evaluation arrangements will be further developed once

the New Model of Working for Personalisation is agreed but will include benchmarking data, feedback from people who use services and their carers, feedback from staff across all organisations, feedback from Care Quality Commission inspections, and feedback from strategic and operational managers.

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Section 2 2.0 Gap Analysis This section compares the current workforce with the expected requirements of the future workforce. This will inform the workforce planning activity by giving us a clear understanding of what gaps we currently have and what gaps may develop in the future. Ref Profile of Current Workforce Identified Future Workforce Needs

Priority Issues/Gaps

2.1 70% of social care workforce employed in nursing and/or residential care 70% compared with 30% in domiciliary and community settings

Impact of government policy and legislation, demographic changes and service developments will result in increased demand for services and re-provision of care in the community and at home

Change management programme to ensure sufficient workforce supply to meet future increased demand for services and re-provision of care in the community and at home

2.2 Professional boundaries define roles with small pockets of generic workers. Majority of qualified social workers roles are in statutory sector in assessment and care management function.

New roles and working practices – may require a shift to more generic roles undertaken also by other professions, e.g. housing wardens, family members and carers. Ratio and role qualified social workers, nurses and occupational therapists to be defined.

Change management programme to ensure workforce roles and functions of assessment, care management and review to meet future needs of PPF

2.3 LCC has under developed knowledge base to inform future supply and demand of Personal Assistants

Milestones set by the DH by April 2011, at least 30% of eligible service users/carers should have a personal budget, a proportion of which should be on a direct payment.

Plans for achieving DH milestones to be in place to include the increase in the supply of Personal Assistants in identified geographical areas

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Ref Profile of Current Workforce Identified Future Workforce Needs

Priority Issues/Gaps

2.4 Qualification achievement in the Independent and voluntary sectors including Common Induction Standards do not meet the current national minimum standard.

To achieve national minimum standards across the sector within new Qualification and Credit Framework and ensure that NMDS fully reflects the current position

Improve baseline information on existing qualification and target funding in priority areas to improve achievement. Implementation of changes in line with new Qualifications and Credits Framework

2.5 Skill Development (non- accredited) – learning and development plans across the sector in progress to support PPF but intelligence not in place to identify priority groups.

Targeted skill development in line with commissioning and PPF priorities, i.e. PPF Awareness, Dignity, Person Centred Training, Safeguarding, End of Life Care, Dementia Care

Improved baseline information on existing skills base and future training needs and training targeted in priority areas

2.6 No recorded learning and development programmes which focus on developing commissioning skills

The new vision for social care demands new skills and competences in commissioning for commissioners, managers, senior leaders and the workforce.

Implement skill development programme including the qualifications for Commissioning, Procurement and Contracting for Care Services which are being developed for the whole workforce by Skills For Care.

2.7 High turnover in Independent sector of 16% compared with national average of 15%.

Minimise costs of recruitment and training and retain skilled workforce

Identify factors affecting staff turnover and consider further initiatives to aid retention bearing in mind public sector financial constraints.

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Ref Profile of Current Workforce Identified Future Workforce Needs

Priority Issues/Gaps

2.8 Retirement profile - 24% of workforce is aged over 55 years

Will need to increase future workforce to reflect projected increase in demand for services

Support employers to implement succession plans within workforce plans to address loss of skills and experience in the sector.

2.9 Current workforce is 78% female compared with 45% of the community who are female

To achieve a workforce representative of the community we serve

Consider positive action to attract more males to work in adult social care services, and maximize opportunity to increase pool of potential applicants to address future increased demand in services

2.10 Ethnicity and disability status is not known across the workforce. Migrant workers from Portugal and Eastern Europe are reflected as “white” and therefore not separately identifiable.

Diversity of workforce should represent the diversity of the population

Address data quality issues as appropriate actions cannot be determined unless current workforce diversity profile is known.

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Section 3

3.0 Delivery Plan This section identifies key actions which will be taken to deliver against the six strategic workforce priorities.

Ref Deliverable Lead Performance Target Timescale

3.1 Strategic Priority 1: “Leadership, Management Development & Culture Change”

3.1.1 Transformation and culture change across the adult social care sector to support personalisation.

Actions: Staff appreciative inquiry “Getting Involved, Getting Connected” looking at conditions for exceptional working and service delivery.

Develop a framework of values and behaviours

Develop and implement ASC Workforce Development & Engagement Plans (LCC) and Ind/Vol Sector)

Plans to support change across ASC (LCC and Independent & Voluntary Sector

Monitor change programme through periodic surveys and review and evaluate through the Joint Workforce & People Strategy Board and Putting People First Board.

Helen Haw Helen Haw P. Gittins/C. Kus Ken Fairbairn/Kim Hughes

Andrew Wells Ken Fairbairn Andrew Wells

Staff appreciative inquiry Action Plan approved Framework adopted by Council Plans implemented, monitored and reviewed Plans implemented, monitored and reviewed Plans implemented, monitored and reviewed

April 2009 January 2010 April 2009 –March 2011 Jan 2010- March 2011 Jan 2010- March 2011

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Ref Deliverable Lead Performance Target Timescale (continued) Strategic Priority 1: “Leadership, Management Development & Culture Change”

3.1.2

Leaders and managers equipped to deliver personalisation Actions: Develop and implement learning & development strategy for developing leadership and management skills Develop and implement learning & development plan to equip leaders and managers in LCC to manage transformational change. Access for all employers in the sector to Skills for Care Leadership and Management Strategy/products for SME’s Access for managers in the independent & voluntary sector to Supporting Seniors Level 3 and Supporting Managers Level 4

Fiona Thompson Jane Clark Kim Hughes Kim Hughes

Strategy in place agreed Plans implemented, monitored and reviewed

Sept 06 Nov 08 – Sep 10

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Ref Deliverable Lead Performance Target Timescale

3.2 Strategic Priority 2: Recruitment , Retention & Career Pathways 3.2.1 Recruitment and retention of people from across

the population, representative of the people we support, to enable delivery of personalisation Actions Develop and Implement recruitment, retention and career pathways strategy and plan Develop evaluation process/monitoring tool for all strands of Recruitment and Retention Strategy Open up employment opportunities in social care sector to all sectors of the community. Plan and deliver joint events/ initiatives promoting careers in health and adult social care Develop literature on career pathways Develop and implement plan for Care Ambassadors Promote implementation of good practice HR policies and practices across the sector

Tina Begley Tina Begley Tina Begley Tina Begley Tina Begley Tina Begley Tina Begley

Plan implemented, monitored and reviewed Evaluation process/tool developed Report outcome of targeted campaigns to groups which are currently under-represented Events delivered Recruitment literature available Plan implemented, monitored and reviewed Policies published, reviewed and updated,

June 09 Dec 09 Sept 10 Sept 09 Sept 09 March 10 – March 11 Ongoing

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Ref Deliverable Lead Performance Target Timescale (continued) Strategic Priority 2: Recruitment , Retention & Career Pathways

3.2.2

Increase the supply of Personal Assistants Actions: Develop and deliver targeted recruitment campaigns for attracting people to work as Personal Assistants and in Domiciliary Care settings. To link to projected increase in take up of direct payments. Identify skill development s requirements to support the quality of service delivery by Personal Assistants.

Tina Begley Kim Hughes

X% increase (TBA) in supply of Personal Assistants Determine standards to be adopted.

March 2011 March 2011

3.2.3 Propose further initiatives to aid retention having identified factors affecting staff turnover and borne in mind public sector financial constraints. Actions: Review and implement measures to improve employee retention rates in the independent and voluntary sector and set targets to reduce costs of advertising, recruitment, induction and training costs and to ensure greater continuity of carers. Develop and implement plan and targets for volunteering in LCC ASC as a stepping stone to a career in social care

Tina Begley Tina Begley/ Helen Haw

Increase in retention rates in the independent and voluntary sector. Reduction in cost of advertising, recruitment, induction and training. An increase in opportunities for volunteering

March 2011 March 2011

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Ref Deliverable Lead Performance Target Timescale (continued) Strategic Priority 2: Recruitment , Retention & Career Pathways 3.2.4 Consider positive action to attract more males to

work in adult social care services, and maximize opportunity to increase pool of potential applicants to address future increased demand in services. Actions: To develop joined- up recruitment initiatives to ensure that employment opportunities are promoted to men and people who are disabled through workforce planning Targeted campaigns to attract men by adopting approaches developed by Skills for Care Implement recruitment strategy in tandem with Valuing Employment Now Strategy to encourage people with learning disabilities or a carer or a user of services, to join the workforce by March 2011.

Tina Begley Tina Begley Tina Begley

Employment opportunities promoted to men and people who are disabled An increase in the number of men and people who are disabled working within health and social care. Report outcome of recruitment strategy

March 2011 March 2011 March 2011

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Ref Deliverable Lead Performance Target Timescale (continued) Strategic Priority 2: Recruitment , Retention & Career Pathways 3.2.4 Target campaigns to groups which are currently under-

represented in the workforce including school leavers, new graduates, post-graduates, people opting for a career change, people returning after raising a family, the newly retired and the early retired, people with experience as users of services and carers Develop joined-up retention initiatives through workforce planning and ensure that tools for succession planning are in place Evaluate effectiveness of current measures in place in independent sector on employee retention including: Developing career pathways Health and Wellbeing strategy for employees Induction achievement NVQ achievement or equivalent Participation in Social Care Awards and Skills for Care accolades programme

Tina Begley Tina Begley Tina Begley

Report outcome of recruitment strategy

Tools for succession planning in place for employers to address loss of skills and experience in the sector due to retirement Report on effectiveness of recruitment and retention strategy and evaluation of succession planning

March 2011 September 2010 March 2011

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Ref Deliverable Lead Performance Target Timescale 3.3 Strategic Priority No 3 – “Learning and Development

3.3.1 Workforce across the sector equipped to support personalisation and Putting People First Actions: Develop structured approaches to the sharing of information, knowledge and learning leading to greater integration of learning activities to achieve transformational objectives Develop and implement learning and development plan to support Putting People First for ASC Commission skills training for independent and voluntary sector Develop and deliver specific skills training for staff in LCC to support PPF

Kim Hughes/Jane Clark Jane Clark Kim Hughes Jane Clark

Implementation of plan Implementation of plan Training programme commissioned Training programme designed

Ongoing to Apr 11 April 2011 Feb 2010 April 2010

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Ref Deliverable Lead Performance Target Timescale (continued) Strategic Priority No 3 – “Learning and Development 3.3.1

continued) Identify priorities for development of workforce skills to support the delivery of preventive and reablement services. Includes Dementia Care, Dignity, End of Life Care, Medication, Falls Prevention, Nutrition and Oral health Identify priorities for the development of capacity and confidence to enable delivery of person centred services and where possible, self directed support and self management Develop and implement plans to develop workforce business process and ICT skills to support personalisation. Develop and implement plans to develop workforce skills to engage with and involve people who use services and carers in the development and delivery of services. Identify priorities for the development of workforce skills to safeguard adults including risk management and interagency working. (see 3.5 below)

Kim Hughes Colin Pitman Alan Dean/Kim Hughes Mathew Fisher Helen Haw Mandy Cooke

Training programmes commissioned and implemented Training programmes commissioned and implemented Training programmes commissioned and implemented Training programmes commissioned and implemented Training programmes commissioned and implemented

Ongoing to Apr 11 Ongoing to Apr 11 Ongoing to Apr 11 Ongoing to Apr 11 Ongoing to Apr 11

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Ref Deliverable Lead Performance Target Timescale (continued) Strategic Priority No 3 – “Learning and Development 3.3.2 Improved baseline information on existing

qualifications and training to ensure funding is targeted in priority areas.

Actions: Assess implications of NMDS revisions in terms of qualifications and training data. Develop a skills audit process across the sector to better capture skill and competency profiles so that priority needs can be identified and resources/funding for development and training can be targeted in line with service improvement performance priorities. Ensure skills developed are focussed on priority groups in line with commissioning priorities.

Kim Hughes /Jane Clark Kim Hughes /Jane Clark Ken Fairbairn/ Kim Hughes /Jane Clark

Project plan to be agreed as appropriate Audit process in place. Outcome report on skills developed in priority groups.

2012 2012 2012

3.3.3 CQC Standards met for Employee Development Actions: Ensure employers identify priorities for qualifications and training to meet CQC standards for quality and safety and national occupational standards.

Kim Hughes

Appropriate personal development plan for all employees and a learning programme for the service in place

March 2011

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Ref Deliverable Lead Performance Target Timescale (continued) Strategic Priority No 3 – “Learning and Development

Increase the number of Registered Managers in the independent and voluntary sector achieving NVQ4 . Maintain achievement of minimum standards in the statutory sector.

Kim Hughes Jane Clark

100% of managers have achieved or are working towards NVQ4

March 2011 Ongoing

Changes made in line with new Qualifications and Credits Framework Actions: Oversee QCF implementation plan and manage transition from existing NVQ framework to the implementation of the new Qualification Credit Framework across the sector..

Jane Clark and Kim Hughes

Effective transition achieved.

March 2011

3.3.5 Implementation of skill development and qualification programme for Commissioning, Procurement and Contracting for Care Services

Actions: Develop strategy and plan for developing skills and competences in commissioning for commissioners, managers and senior leaders Implement plan for developing skills and competences in commissioning for commissioners, managers, senior leaders (see 3.1.2 above)

Fiona Thompson, Jane Clark, Kim Hughes and Ken Fairbairn Jane Clark,Kim Hughes

Outline strategy and plan Commence implementation of plan Evaluation report and plan for roll out

July 2010 March 2011 March 2012

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Ref Deliverable Lead Performance Target Timescale

3.4 Strategic Priority No 4 – “Joint and Integrated Working Across the Sector” 3.4.1 Review options for jointly commissioned and funded

learning and development plans through use of pooled budgets/Section 75 agreement

Fiona Thompson/Ken Fairbairn

Agreed plan in place Sep 2010

3.5 Strategic Priority No 5 – “Workforce Regulation”

3.5.1

Develop and implement a risk enablement policy. And identify workforce development priorities Develop and implement plans to develop workforce skills to safeguard adults and children, including risk management and interagency working.

Mandy Cooke Jane Clark/Mandy Cooke/Kim Hughes

Risk enablement policy in place and disseminated Skill development plans agreed

Jan 2010 – Mar 11 Ongoing to Mar 11

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Ref Deliverable Lead Performance Target Timescale 3.6 Strategic Priority No 6 – “Workforce Planning”

3.6.1

Effective workforce planning mechanisms, processes, plans and structures in place across adult services in Lincolnshire Actions Develop high level annual Lincolnshire workforce plan that reflect strategic direction of ASC in Lincolnshire. Workforce planning tools and information offered to all PV1 NMDS-sc completers via 4 workforce events Workforce planning information and support provided to employers in PVI sector Workforce planning tools and information offered to all Heads of Service in ASC Develop integrated workforce plan with NHS in Lincolnshire Develop expertise of person centred planning techniques in LCC

Fiona Thompson Kim Hughes Kim Hughes Debbie Stacey Ken Fairbairn/Fiona Thompson/Kim Hughes Fiona Thompson/Kim Hughes

Workforce Plan (Delivery Plan) published X4 workforce planning workshops Project plan in place Launch LCC workforce planning toolkit Integrated delivery plan Evaluation report of techniques applied to support development of “new model for personalisation”

April 2010 April 2010 April 2010 onwards April 2010 onwards Jun 2010 – ongoing to Mar 2011 July 2011

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Ref Deliverable Lead Performance Target Timescale (continued) Strategic Priority No 6 – “Workforce Planning” 3.6.2 Sufficient workforce supply to meet future

increased demand for services and re-provision of care in the community and at home Actions: Develop proposals for a ‘New Model of Working for Personalisation’ which will deliver the next phase of workforce planning and takes account of service reviews and commissioning plans. Implement first phase of organisational change that achieves culture change and delivers personalised services and support across organisations.

Jill Buchanan-Huck, Head of Service for Personalisation Andrew Wells, Change Manager

A New Model of Working for Personalisation’ First phase of organisational change implemented

March 2010 March 2010

3.6.3 Clarity around workforce roles and functions of assessment, care management and review to meet future needs of PPF. Actions: Develop proposals for New Model of Working for Personalisation which will incorporate the customer journey that can be navigated through by whoever the person chooses. Implement change programme that ensures assessment and care management are fit for purpose to meet the requirements of PPF.

Jill Buchanan-Huck Andrew Wells

A New Model of Working for Personalisation’ First phase of organisational change implemented

March 2010 March 2010

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Ref Deliverable Lead Performance Target Timescale (continued) Strategic Prioritiy No 6 – “Workforce Planning” 3.6.5 Data quality issues addressed in order to facilitate

determination of the workforce diversity profile Actions: Improve workforce information to support effective workforce planning across the sector. Encourage providers to submit data through the NMDS –sc to be monitored through the Quality Assessment Framework 2.

Hilary Lovell/Kim Hughes Ken Fairbairn

Information to support effective workforce planning provided across the sector Increase in the number of providers submitting good quality data via NMDS

March 2011

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Section 4

4.0 Review and Evaluation 4.1 The Delivery Plan as detailed in Section 3 will be managed through the

Leadership, Culture Change and Workforce Development workstream of the Putting People First Programme together with the workstream risk register.

. 4.2 The performance targets will be reviewed in order to determine the

success and effectiveness of delivery plan. 4.3 The review and evaluation arrangements will be further developed

once the new Model of Working for Personalisation is agreed but will include:

Benchmarking of data to enable comparison of the position in

2011 with the current position Feedback through individual reviews from people who use

services and their carers Feedback from staff across all organisations through staff surveys

and staff reference groups Feedback from strategic managers across all organisations

through Joint Commissioning Boards Feedback from operational managers in relation to the impact on

the delivery of service objectives