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 Talent and capability of BAME staff in senior roles is not fully represented in the 4 4 16 Focus on improving BAME talent management systems within System and organisational Support leadership community People Plans Inclusive Lack of internal Organisational Development capacity and capability at a system Utilising regional funding for Primary Care buy in external OD support in the first instance Leadership, level particularly within Primary Care 4 4 16 and develop a sustainability plan for the future to build internal capacity and capability Talent and OD Workforce Supply Local lockdowns/COVID lead to a reduction in placement capacity impacting on Growth to be targeted beyond demand, with ‘emergency’ capacity discussed as possibility 5 3 15 future workforce training completion. 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 Align Undergraduate /postgraduate recruitment workstream to attrition work stream result of increasing the numbers of students in training (Undergraduate, 5 3 15 postgraduate, Nursing Associate and Apprentices) Workforce Supply The impact of Covid19 on the International Work Programme Establish NW Task & Finish group to develop a NW Delivery Model, align workstream to 5 3 15 national workstream Workforce Supply Ability to meet regional targets for growth in manifesto commitment areas Workforce supply stream, including collaboration across nursing, medical directorate and 5 3 15 including nursing, general practice and community mental health services across HEIs led by HEE Workforce Local lockdowns/COVID/staff absence lead to a reduction in ability to engage in Develop flexible programmes of workforce transformation but difficult to mitigate due to risk 5 3 15 Transformation Workforce Transformation activities of stasis in service and workforce.

7 | Core Business The core business of both NHS England and NHS Improvement and Health Education England are explicitly recognised and incorporated into our programme.

NHS England & NHS Improvement with NHS Health Education England North West North West Leadership Academy

• Postgraduate Medical and Dental Education and Training -7500 trainees • Putting people issues at the heart of our oversight and support for • Undergraduate medical and dental funding the NHS • Lead Employer management • Holding the NHS to account for the delivery of People Plan metrics • SAS doctors support and aspirations • Workforce planning and intelligence • Making the NHS the best place to work • Quality of education and training processes • Compassionate, collaborative and inclusive leadership • Commissioning of education and training including education reform • Embedding talent management so everyone can reach their programme potential • Placement funding and tariff (including LDA) • Putting people issues at the heart of our oversight and support for • Clinical professions trainees, development and support: AHP, HCS, the NHS Pharmacy, Public Health, Mental Health/ Psychological and • Supporting and developing the HR, Workforce and OD profession Physicians Associates • Embedding inclusive leadership practice - ensuring that social • Workforce development plans and funding including CPD payments justice and inclusion is embedded across all areas of the People • Primary Care Training Hub (development and oversight) Plan through leadership • Local Education and Training Board (LETB) and Local Workforce • NHS-wide Talent Management framework (leadership pipeline) - Actions Boards (LWAB) management 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 Meet the NW People Team

ANTHONY HASSALL ALEX REPPOLD Regional Chief People Officer / Head of Education Commissioning Director of Workforce and OD and Transformation, North West NHS England and NHS Health Education England Improvement – North West SRO Workforce Supply SRO North West People Programme (NHSEI)

CHRISTOPHER CUTTS DAMIAN GALLAGHER Regional Director - North West Deputy Regional Director - North Health Education England West Health Education England SRO North West People SRO Workforce Programme (HEE) Transformation

DEBORAH DAVIS KATY COOPE Managing Director/Head of Head of Workforce Transformation Leadership and Life Long NHS England and NHS Learning. NHS NWLA/ NHS Improvement – North West England and NHS Improvement SRO Workforce Transformation SRO Leadership and Talent

KAREN GALLAGHER LAWRENCE OSGOOD Regional Head of Staff Head of Workforce and OD (North LEVI PRESTON ANTHONY NICHOLS Experience, NHS England and West Region) NHS England and Head of Diversity and Inclusion NHS Improvement – North West NHS England and NHS Improvement – North West NHS England and Improvement – SRO People Experience & Improvement – North West NW Programme Manager North West Health and Wellbeing SRO HRD & Employer Support SRO Diversity and Inclusion

ANDREA BOLAND NAHEED NAZIR RUTH MULLINS IAN WILLIAMS Regional Chief Nurse, North Group Associate Director Head of Talent Management Senior Workforce Intelligence West Inclusion & Engagement NHS England and Improvement – Manager (North), NHS England Health Education England NW Strategic EDI Lead North West and Improvement SRO Workforce Supply SRO Talent Management NW Workforce Modelling & Intelligence Lead Purpose of the NW People Board 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:

NW People Board Activities

The Regional People Board activities as a minimum will include: Members of the North West People Board 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.

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

• Majid Hussain, Lay Chair, Oldham CCG • Del Curtis, Deputy CEO & Director of Adult Social Services, Cheshire West & Chester • Nikhil Khashu, Director of Finance & Information, St Helens & Knowsley Teaching Council Hospitals • Karen Partington, CEO/SRO for Workforce, Lancashire Teaching Hospitals Foundation • Daren Mochrie, Chief Executive Officer/Chair, North West Ambulance Service NHS Trust / Trust /LCS ICS Association of Ambulance Chief Executives • Karen Howell, CEO/SRO for Workforce, Wirral Community & Health and Care Foundation • Jackie Bird, Regional Chief Nurse, NW NHSE/I Trust/C&M STP • David Levy, Regional Medical Director, NW NHSE/I • Rebecca Wagstaff, Deputy Director/Head of School, Public Health England/HEE NW • Jane Mamelok, Regional Postgraduate Dean, HEE NW • Alison Balson, HRD/Chair, Wrightington, Wigan and Leigh NHS Trust/NW HRD Network • Sheena Cumiskey, Chair/CEO, NW NHS Leadership Academy/Cheshire & Wirral • Liz Mear, CEO, Innovation Agency Partnership Trust • Margaret Rowe, Dean of School, School of Health & Society, University of Salford Council • Dr Tom Tasker, Chair / GP, Salford CCG/GM Joint Commissioning Board of Deans • Corrado Vale, Staff Side Representative, MIP Health • Amy Barringer, Staff Side Representative, Unison People Board Forward Plan

Meeting 1 | September 20 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 21 September 2020 2020 September 21

Workstream overviews Plan People System Workstreams deep dive Workstreams deep dive Workstreams deep dive • Workforce Supply • Inclusive Leadership, Talent and OD • HRD/Employer Support 11 | Assurance and Submission • People Experience and Health & Wellbeing • Workforce Transformation • Workforce Supply NW People Programme Engagement Forum

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. Coordination Development Accountability Promote coordination To support the development That each workstream is and sharing best practice of capacity and capability to delivering towards the across workstreams deliver the People Plan People Plan

1 2 3 4 5 6

Problem solving Alignment Support To work together to To ensure workstreams To support workstreams and address challenges are aligned to the delivery fellow stakeholders to deliver quickly and efficiently of the People Plan the People Plan Attendance Management

• The NW continues to be an outlier for sickness across England Liverpool • Cheshire and Merseyside, and Merseyside trusts, are the Health Partners national outliers within the North West Research • History of approaches to tackle sickness absence have collectively made some improvements, but the challenge Occupational still remains to reduce sickness absence more in line with Health Review the national average • Wide range of initiatives ongoing to support the improvement of sickness rates at local and system level Data Deep Literature Dive and Review • We are ensuring a thorough stocktake of all initiatives Deprivation across the NW to reduce chance of duplication and/or gaps • Ensuring use of existing forums to reduce time demand on Cultural trusts Resilience Change - NHS Hubs Leadership Academy

National HRD Support Health and Review of the (HPMA & NHS Wellbeing HR & OD Employers) funding Profession

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