NHS Airedale Wharfedale & Craven, Bradford City and Bradford Districts Clinical Commissioning Groups will submit Document “S” which provides both a strategic overview of the national, regional and local priorities and associated workforce challenges and enablers for the health, social care and wellbeing sector, and a progress update on the development and delivery of the Bradford District and Craven Integrated Workforce Programme’s workforce strategy.

 

A presentation will be given at the meeting which will include an overview of  how Bradford District and Craven is addressing the workforce issues and challenges.

 

Recommended –

 

(1)      That the Committee is assured that the Integrated Workforce Programme (IWP) strategy and work programmes are taking the right approach and actions to support achievement of the vision and objectives for health and social care in the District.

 

(2)      That Members of the Committee provide support in communicating the ambitions and actions of the IWP at regional and district forums; providing any links or connections that the Board thinks may strengthen the approach of the IWP.

 

(3)      That Members advise the IWP on the nature and frequency of further reports to the Committee.

 

(Michelle Turner - 01274 237290)

NHS Airedale Wharfedale & Craven, Bradford City and Bradford Districts Clinical Commissioning Groups submitted Document “S” which provided both a strategic overview of the national, regional and local priorities and associated workforce challenges and enablers for the health, social care and wellbeing sector, and a progress update on the development and delivery of the Bradford District and Craven Integrated Workforce Programme’s workforce strategy.

 

Members were informed that in June 2017 the Bradford and Airedale Health and Wellbeing Board held a development meeting and workforce issues had been identified as a key area for the Board’s work programme. 

 

A presentation was given which included an overview of how Bradford District and Craven were addressing the workforce issues and challenges identified.  During the presentation, Members were informed that:

 

Bradford District and Craven data tells us that:

·         There were more than 27,000 paid staff working across: acute, primary care and community, mental health and social care.

·         It was estimated that there were over 57,000 unpaid carers.

o   There were real gaps in available workforce data for voluntary and independent sector and some gaps in primary care data.

o   A lack of system wide strategic workforce planning was identified for the new roles required for integrated working for the future. The available data and workforce information currently suggested the main challenges would be where there was decreasing staff in post and an increasing demand i.e. Psychiatric Nursing, Neonatal Nursing, Diagnostic Radiography, Clinical Psychology, Registered Pharmacist and Operating Theatre Staff.

·         Social Care experienced difficulties in recruiting to:

o   Home Care Assistants to work daytime shifts and also particularly to work nights

o   Social workers (Adults and  Children’s)

o   Educational Psychologists

·         Primary care had identified a greater need for support staff in the future.

 

Workforce Issues and Challenges:

·         A lack of comprehensive and robust workforce data across the system

·         High turnover in some occupational groups and sectors

·         A national shortage of professionally qualified staff

·         High vacancy rates in some occupational groups and sectors

·         The ‘Brexit effect’

·         High numbers of older workforce/staff retirement

·         High sickness absence rates

·         Growth rates in demand for some services

·         Lack of capacity and skills shortage in mentoring for clinical placements

·         Difficulties in resourcing the release of staff for training

·         Over reliance on agency staffing in some sectors

·         Ensuring the necessary cultural shift for working differently

 

Common Workforce Priorities (identified across the system)

·         Effectively planning for the supply of health and care roles and understanding future requirements

·         Recruitment and retention of appropriately qualified staff to existing and new services

·         Ensuring good career structures are in place within and across occupational groups and organisations

·         Workforce re-design, role re-design/role substitution and extended role scope

·         Engaging staff in new ways of working, across boundaries and in an integrated way

·         Cultural shift from one of ‘caring for’ to one of enabling, encouraging and empowering people to self care

·         Releasing staff for training

 

Progress and Good News Stories

·         Health and Social Care Industrial Centre of Excellence

·         Co-ordinated approach to careers work with schools

·         Shared recruitment narrative

·         Bradford Medical School

·         Shared approach to apprenticeships

·         Joint leadership development programmes

·         Shared approach to statutory and mandatory training

·         Common set of values for integrated working

·         Examples of ‘blurred boundary' working

·         Promoting health and wellbeing in the workforce

 

What are we doing to address our workforce issues and challenges?

·         Widening participation through apprenticeship schemes for Healthcare Support Workers

·         Developing career pathways from apprentice to registered nurse / Allied health professionals and ‘’growing our own’’

·         Role substitution where this is safe to do so : e.g. Advanced Clinical Practitioners

·         Ensuring all those in clinical roles are working at the ‘top of their licence’ and therefore developing supporting roles to enable this e.g. Discharge Liaison Officers

·         Successful bid to be in the first wave of the Nursing Associate Pilots : commenced January 2017 for Bradford teaching Hospitals NHS Foundation Trust and Airedale NHS Foundation Trust; Bradford District Care Foundation Trust is looking join in next year

 

The Director of Quality and Nursing stated that the report did not contain the delivery plan, however this could be sent to Members after the meeting.

 

Members welcomed the integrated way of working and having one person caring for the patient, especially for those patients with dementia.

 

In response to a Member’s question about why there were two Accountable Care systems for the three CCGs and whether it would be better to have just one, the Director of Quality and Nursing stated that the organisations were in the stages of learning to collaborate with each other and she did not consider it beneficial to move to one Accountable Care system at this time.  She provided assurances that planning work in hospitals was done with the involvement of both Accountable Care systems.

 

In response to a Members question, it was reported that the Health and Wellbeing Board held the Integrated Workforce Programme Board to account.  A follow up report was due to be submitted to the Health and Wellbeing Board in 2018.

 

A discussion took place about the need ‘grow our own’ health professionals but also find ways to make the district more attractive for them to stay in Bradford.  In response, the Chief Nurse (Airedale NHS Foundation Trust) stated that discussions were taking place with Bradford Teaching Hospitals NHS Foundation Trust on offers that could collaboratively be put to staff to encourage them to stay.  Feedback was also sought from staff on their training experiences to better understand how it could be improved.

 

A Member commented that the work pressure on staff and the lack of management support ultimately led to patients suffering.  He welcomed that the workplace was being made more attractive to retain staff but had concerns about workplace anxiety linked to the job roles as well as difficulties changing working practices within the ‘medic model’.

 

It was agreed that the delivery plan would be circulated to Members.

 

Resolved –

 

(1)      That the Committee is assured that the Integrated Workforce Programme (IWP) strategy and work programmes are taking the right approach and actions to support achievement of the vision and objectives for health and social care in the District.

 

(2)      That Members of the Committee provide support in communicating the ambitions and actions of the IWP at regional and district forums; providing any links or connections that Members think may strengthen the approach of the IWP.

 

(3)      That a further report be submitted to the Committee in July 2018.

 

ACTION: NHS Airedale Wharfedale & Craven, Bradford City and Bradford Districts Clinical Commissioning Groups