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North West People Programme North West People Programme Prepared for discussion by: NHS England and NHS Improvement, NHSNHS North England West Leadership and NHS Academy Improvement & NHS Health Education England North West Delivering the National NHS People Plan 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: Looking after our people New ways of working and delivering care COVID-19 compels us to be flexible and make best use of skills Sets out our People Promise to everyone who works in the NHS. and experience. We will continue to enable working differently: This will help make the NHS a better place to work by ensuring staff are: • Upskilling staff • Expanding multi-disciplinary teams • Safe and healthy • Supporting volunteers in the NHS and expanding routes into • Physically and mentally well health and care careers • Able to work flexibly • Supporting staff learning and development (access to CPD and greater access to online learning) Belonging in the NHS Growing for the future Action to ensure the NHS is inclusive and diverse and a place We want to capitalise on unprecedented interest in NHS careers where discrimination, violence and bullying do not occur. This and higher numbers of applications to education and training. We Includes: will do this through: • Overhauling recruitment practices to improve representation • Recruiting into entry-level clinical and non-clinical roles • Health and wellbeing conversations • Return to practice • Confidence to speak up and empowering staff to use their • Training places in shortage professions voice to inform learning and improvement • International recruitment • Inclusive, compassionate leadership • Retaining more people in the service 2 | About the North West People Programme 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. People Board North West Key regional strategic thought leadership and discussion / decision forum for all aspects of the People Programme NW, including the NHS People Plan Workforce Workforce supply transformation Cheshire and Merseyside / Lancashire and South Cumbria / Greater Manchester People Boards Engine rooms for the delivery of the NW People Programme in collaboration North West with place and organisational leadership People5 Inclusive People Programme Programme Mgmt Office Experience Leadership, People Board Executive Reporting, analysis, forecasting & HWB Talent & Key regional, system and OD network leaders driving the NW and modelling, comms and People Programme resourcing for the NW People HRD & Programme Employer Support Core Business: NHS E & NHS I, NHS NWLA, HEE 3 | Regional Governance North West Regional Leadership Group NW BAME Assembly North West People Board (including NW HEE LETB) NW People Programme ADASS Workforce Programme Board Engagement Forum NW Leadership and Talent NW People Programme GM People Board L&SC People Board C&M People Board Board North West Executive NW People Board Connected Networks NW People Board Subgroups Mental Health Primary Care Nursing Supply Placement Cancer Group Digital Group Group Workforce Group Group Delivery Group 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 • strong local partnerships are required, including partnerships with local government, social care providers and education providers Activities will be led or coordinated by • planning is needed over a medium term period (e.g. up to five years) STPs/ICSs where: • decisions need to be made across a local labour market • there are benefits of scale from joined-up solutions to shared colleagues • there is a need for coordination and improvement support to deliver national priorities Activities will be carried out regionally • there is a need to help foster capacity in local health systems where: • decisions need to be made across a regional labour market • it is necessary to meet statutory responsibilities Activities will be carried out nationally • it is more efficient and effective because of economies of scale and there are benefits from a national role in standardisation or implementation where: • national teams have specific and scarce skills/knowledge that ICSs and local organisations can draw on About the NW People Programme: Workstreams 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. Workstreams: Workforce Supply: Nursing strategy - Supply strategy: apprentice, retention, returners, data - Placements strategy - Careers / WP - International recruitment Workforce Transformation: Workforce plans (PC, MH, cancer, professions): upskilling, new roles, new ways - Digital Enablers: transformation Workforce modelling and intelligence: To support systems and workstreams through HRD & Employer support: HRD Engagement - HRD/HR provision of a range of workforce intelligence products. Workforce modelling Professional Development - Workforce Planning - Temp Staff & supports systems and regional colleagues in understanding current and future Returners - TU Relations workforce available in order to inform workforce planning. Inclusive Leadership, Talent & Organisational Development (OD): Equality, Diversity and Inclusion: To work in partnership to deliver the Inclusion Leadership and talent in times of change - System OD and clinical elements of the national people plan across the Northwest and to support the leadership development of organisations EDI Professional capacity. People Experience & Health and Wellbeing (HWB): Physical, Social Care: Ensure social care engagement within all workstreams supporting mental and psychological wellbeing - Staff Resilience - Groups with regulated and non-regulated team members. Provides close connection to the ADASS protected characteristics Future Workforce Programme Board and the NW ADASS Executive. HRD / Employer Support: Headline Metrics Absence and Temporary Staffing Spend Workforce Supply: Staff in Post +0.8% +1.0% +0.2% TBC +0.0% TBC TBC +60.0% +55.2% -1.0% +50.0% +41.1% -2.0% -1.4% -1.6% -1.5% -1.5% +40.0% -3.0% +30.0% -2.9% +23.5% -4.0% Sickness Absence Of which C-19 related Agency Spend Var to Ceiling Agency Spend Var to Plan Bank Spend Var to Plan +20.0% +14.7% +12.8% +11.1% Regional % + / - National % + / - +7.6% +10.0% +7.3% +2.7% +2.6% +2.6% +2.5% +2.0% +0.9% +0.0% +0.0% People Experience & HWB: Staff Survey Outliers -6.7% -2.4% -0.5% -10.0% 100% 16% Registered Registered Registered Registered Support to Of which Primary Care - Primary Care - Primary Care - 22% 21% 21% 28% 21% Nurses not Nurses Nurses Midwives Clinical Staff support to GPs Direct Patient Nurses 80% recruited recruited recruited nursing Care 60% internationally internationally through RTP 65% or through RTP (Exc BBS) 61% 57% 57% 57% Regional % + / - National % + / - 40% 67% 20% 17% 21% 19% 21% 21% Note: Work is ongoing to confirm workforce growth targets (e.g. 50k nurses and 6k GPs 0% 6% nationally) at a regional level and how these will be measured. The above table contains Health and well-being Health and well-being Staff Engagement Staff Engagement Safe environment - Safe environment - bullying and bullying and contextual data on workforce growth in the region to inform the People Board in the interim. harassment harassment NW National NW National NW National Equality, Diversity & Inclusion: NHS Trust BAME representation by region Negative Outlier Not an Outlier Positive Outlier 50% Freedom to Speak Up Index 40% Leadership & Talent / OD: Well Lead Ratings - 80.0% percentage of trusts in each rating group 30% 79.5% 60% 20% 79.0% 59% 40% 45% 10% 78.5% 20% 33% 78.0% 23% 0% 18% 15% 3% 3% East of London Midlands North East North South East South 77.5% 0% England & West West Outstanding Good Requires Inadequate 2018 2019 Improvement Yorkshire South West South East 2018 - BME 2019 - BME North West Midlands 6 | Presentation title NW Rating National Rate 2018 - Unknown 2019 - Unknown London North East & Yorkshire East of England High Level Risks Workstream Risks and Issues Impact Likelihood Total Comment / Mitigation 1-5 1-5 Equality, Diversity Experience of our BAME and other staff with protected characteristics shows Current data shows this to be the case. BAME Assembly and working group established to & Inclusion differences to those of other groups through staff survey and other modes of 4 4 16 agree and implement work programme across a range of priorities to address these issues, output and approaches fail to address this with nascent metrics designed to track HRD / Employer High absence rates as a result of sickness absence due to Covid-19 to include 4 4 16 Daily monitoring of sickness absence levels / follow up with HRDs / keeping aware of latest Support self isolation or other unrelated sickness absence guidance. As further staff testing rolls out the likelihood of this being a major problem diminishes. HRD / Employer
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