United Surrey Talent Strategy mid year report 2022 to 2023

United Surrey Talent Strategy Year 1 Implementation Mid-year report

Forward from the Workforce Alliance

The Workforce Alliance brings together Surrey County Council, NHS Surrey Heartlands, Surrey’s VCSE Alliance and Surrey Care Association as equal partners in the development and delivery of the United Surrey Talent Strategy.

Our current role is to steward the under-pinning Workforce Innovation Fund and invest in innovative ways of developing the capacity and capability of the health and social care workforce in Surrey for the future.

The United Surrey Talent Strategy is ambitious and supports long term strategic objectives and culture change. We are very excited to see so many pioneering changes led by partners and to have invested in a wide range of projects.

From:

Bex Pritchard, Chief Executive Officer, Surrey Care Association
Liz Uliasz, Chief Operating Officer, Adult Social Care, Surrey County Council
Michael Pantlin, Chief People & Digital Officer, Surrey Heartlands Integrated Care System (ICS)
Sue Murphy, Chief Executive Officer, Catalyst, Voluntary, Community, Social Enterprise (VCSE)

United Workforce Alliance

The United Workforce Alliance has been set up to oversee the major change programmes. The Alliance membership also make up the decision panel for the initial £6 million Joint Health and Social Care Fund. This panel represents:

Surrey County Council
NHS Surrey Heartlands ICB, representing NHS organisations.
Surrey Care Association, representing over 300 independent social care providers.
The Surrey VCSE Alliance, representing over 200 organisations in the sector.

The success of the ICS will rely on strong collaboration to make positive change. The intentional shift from traditional hierarchies to a collaborative, and the flatter structure of the People Committee is in line with the integration and devolution agenda.

Executive Summary

The United Surrey Talent Strategy approved in July 2022 underpins the delivery of the ICS strategy, with an emphasis on transformation outside of hospitals and earlier in the care pathway.

Good progress is being made with many teams stepping forward to pioneer and test changes. However, the scale of the challenge remains, in terms of the financial environment, pressures on services, declining public satisfaction and heightened expectations, with challenged retention of our workforce, industrial action and dissatisfaction with pay and reward.

Through the focus on our agreed six levers for change, the report highlights our progress, challenges and opportunities that lie ahead.

Progress

A clear culture of collaborative working is building.
Good progress is being made in the five actions of our one-year mobilisation plan.
The innovation fund has been extremely popular.
56% of the fund approved, with over 50 bids received with good representation across all sectors.
23 pioneer programmes have been initiated with objectives and KPIs agreed.
Good balance of pioneers across NHS, VCSE and social care

Example Opportunities Identified

Grow the number and types of staff in out of hospital settings.
Provide care staff with more confidence and skills to look after our residents.
Address parity between health and care staff and provide greater mobility of opportunity.
Enable more prescribing capacity away from GPs.
Increase employment from local communities and marginalised groups.
Trial new roles in new settings as care is brought closer to home.
Utilise our combined buying power in managing commercial partners and procuring technology.
Include empowering patients and residents for improved self-care.

Risks being managed

All innovation-funded programmes are supported with non-recurrent funding which pioneers may become reliant upon
Essential / business critical operations may take priority over transformation.
Without effective ways to share and scale innovation across partners, the progress could be short-lived or restricted.

Strategic context and levers for change

The United Surrey Talent Strategy was agreed at the inaugural ICB board meeting and published in July 2022. The Strategy sets out an ambitious vision; “To unite Surrey talent across health, care & VCSE which is enabled, mobile and skilled to serve others during fulfilled careers.”

This mid-year report maps the current progress on the developments at System and local levels. Out of scope in this report are programmes that are delivered in the ICS that are not focused on mobilisation through integration and innovation of the UST. For example, the delivery of the NHS people promise programmes is governed in each organisation through their own governance. Stakeholders across Surrey agreed six change levers that are vital to achieve our vision.

Six Levers for Change

Modernise and Integrate Recruitment: Unite recruitment efforts with talent sharing, top-class labour market analytics, and diverse and effective recruitment channels.
Build New Capabilities: Health & Care Academy for learning and education. Strategic education and training partnerships. Focus on values, as well as skills.
Develop fulfilling Careers: Integrated, attractive careers across care and health. Introduce career guarantees, with 2 job offers in 1.
Establish a Surrey Offer: Level up experience. Innovation in incentives and retention to build productivity, satisfaction and cost control.
Enable the United Surrey team: One governance vehicle. Mobility across partners, systems access and shared spaces to connect. Digital enablement and build our neighbourhood teams.
Build our Expertise: Leading expertise in workforce development and management

Year one mobilisation approach

Five high level activities were agreed for the year one mobilisation. The ICS is on target, though they are at varying levels of maturity.

Action 1: Engage on and agree vision and objectives for each workstream.

The progress of this action has been the delivery of scoping workshops for pioneer workstreams. Programmes are at different levels of maturity, with most of the innovation funded ones having already agreed objectives and key performance indicators (KPIs).

Action 2: Agree leading pioneers in each area who adopt agile and quality improvement approaches to development.

The progress of this action has been that several pioneering changes have been identified and commenced. This mid year report helps us take stock on progress and whether all aspects of the strategy are being mobilised.

Action 3: Make use of networks and events to share, learn and test together.

Other than the system Human Resource Development network and the ICS People Committee, there is no current vehicle for sharing and scaling innovation across pioneers. However, each successful bidder must show a commitment to sharing learning.

Action 4: Invite pioneers to seek innovation funding to resource the developments.

The progress of this action is that 2.4 million pounds has been granted for pioneer programmes to date. Innovation bid applications currently paused due to high volume of applications received for shortlisting. Funding is not recurrent but can be multi-year. Any funding agreed must have a signed agreement with terms.

Action 5: Oversight by the People Committee and build a vision for the long-term architecture required.

The progress of this is that the People Committee is well attended and has oversight of programmes, whilst providing subject matter expertise in decision making. Membership now includes all parties of the Alliance.

6 million Pound Joint Health and Social Care Innovation Fund Summary

The fund summary, including the bid decription and the total amount is detailed below:

The number of bids approved is equal to £2,392,655.
There is also £983,960 ringfenced in addition to the above
This total amount is £3,376,615.
There is a great amount of interest in the fund, with an additional £11,716,647 worth of submitted bids for the panel to review.
The approval rate of the bids so far is at 25%.
56% of the fund has been approved and ringfenced.
There has been a well-balanced spread of approved bids across the sectors, i.e., Health, Social care and VCSE.

UST Pioneer and Innovation Programme Summary

Pioneer and innovation programmes are now commencing across the six levers of change. Some are pump primed with funding from the innovation fund, but not all. Some programmes focus on one change lever, some include many or all six.

United Surrey Talent programmes span across Place, System, and organisation level, and in many cases, leads have dual roles. This report sets out a high-level overview of the implementation progress and programmes and is not a totality of the active projects delivered. Programmes are summerised below by lever:

Modernise and Integrate recruitment

Place based recruitment hubs
Integrated recruitment project
Home first plus (discharge to recover)

Build new capabilities

Health and Social Care Academy
Clinical placement team
Expanding prescribing capability in neighbourhoods through community pharmacy
Local areas co-ordination in key neighbourhoods
Surrey Social Care Workforce: Clinical support to empower care home staff

Developing fulling careers

2 for 1 job offers
Home start Surrey volunteer recruitment and retention
Allied Healthcare professionals International Recruitment
Emloyment works for health
Community nursing assiciatte expansion
Community workforce programme
Surrey Social Care Workforce Structure Project

Establish a core Surrey Offer

Care certificate accreditation and bootcamp
Integrating childrens health and social care workforce

Enable the united Surrey team

General practice development tool kit
FBOBSH Temporary Staffing Collaboration

Build our expertise

Enhanced data analytics and workforce planning
ICS workforce planning and intelligence
East Surrey leadership offer
Muliti-disaplinary wokrofrce development initiative
Programme management of the innovation fund.

Many of these programmes are system wide, including:

Health and Social Care Academy

Adult Social Care Certificate Accreditation and Bootcamp
Clinical Placement Expansion across settings

Social Care Workforce

Role design and evaluation – parity with health
Empowering care home staff to work with older residents with complex mental health needs.

Community Workforce

Community Nursing Associate Expansion into Care homes
Integrating education and training with social care
Expanding prescribing capability in neighbourhoods through community pharmacy
GP Development Toolkit
Neighbourhood Team Development

VCSE

Employment Works for Health
Home Start Surrey Volunteer Recruitment and Retention

Surrey County Council

Local Area Co-ordinators

Shared Resourcing

United temporary staffing collaborative
International AHP recruitment

Place Based Pioneer Programmes

Others are place based. Surrey ICS is geographically mapped by four Places. As the ICS matures, it is envisaged that delivery will increase at Place. Readiness, capability, and capacity planning is ongoing to reach our collective ambitions for Place. The People function weaves through Place delivery, the four Places are:

North West Surrey Alliance
Guildford and Waverley Health and Care Alliance
Surrey Downs Health and Care Partenrship
East Surrey

North West Surrey Alliance

The NWS Integrated Care Partnership provides the framework to support integrated care at a local level. We are groups of health, social care and voluntary/community sector organisations who work together to plan and deliver services, meaning that we can tackle some of the wider determinants of health such as housing, health behaviours and environment, which we know have a significant impact on health outcomes. In the Northwest Surrey system, we are developing a vision and strategy for workforce, which will enable us to attract, recruit, retain, develop, deploy and support the whole workforce and in turn deliver high quality health and care services.

The overall aim of the Strategy & Innovation Group is to come together as a group of senior stakeholders within the system and be given the space to strategize key workforce priorities and come up with innovation solutions that can be delivered that result in an integrated workforce and support workforce development across the ICP. This could be through existing schemes, new ideas and innovation. The Group will measure the impact of programmes to see what has been impactful and share learning with the wider system. There are five priority programmes:

Priority 1 Enhanced workforce planning & redesign for transformation
Priority 2 Organisational Development
Priority 3 Recruitment
Priority 4 Retention
Priority 5 Grow your own.

Pioneer programme: Place Based Recruitment & Enhanced Analytics: See Appendix 1 for more information.

Guildford and Waverley Alliance

Place People Lead: Tom White

Introduction: Guildford and Waverley People Steering Group are working to reduce current vacancy risks by integrating and enhancing recruitment and selection processes and practices. Two key pioneer programmes* include:

2 for 1 job offer
Integrated Recruitment Offer

By working together collaboratively (rather than in competition) our aim is to increase the number of candidates applying for hard to recruit positions by increasing the visibility of vacancies and improving the information available to prospective candidates.

*See Appendix 1 for more information

Surrey Downs Health and Care Partnership

Place People Lead: Emma Alderman

Introduction: Surrey Downs People Steering Group are working on an integrated workforce development programme with three main workstreams.

Expanding students’ placements
Training offer improvement
Deepening collaboration between organisations across SH at Place

Next steps include a focus on student rotations, training needs analysis, development of leadership programmes and targeted international recruitment.

Pioneer programme: Multidisciplinary Workforce Development Initiative: See Appendix 1 for more information.

East Surrey

Place lead: Jeanette Hucey

In April 2022 the East Surrey Place People Steering Group was re-established. Its role is to create a forum for the fourteen organisations within East Surrey Place to collaboratively support and govern workforce workstream activities and priorities set out in the East Surrey Place Plan. The People Steering Group oversee the delivery of the agreed 5 workforce priorities set out in the East Surrey.

Place People Plan

Priority 1 Student Placements
Priority 2 Develop a place-based approach for rotational secondments.
Priority 3 Joint place-based recruitment to a pool of roles
Priority 4 East Surrey Place Leadership Offer
Priority 5 East Surrey Place Future Workforce Identity

A Surrey Heartlands Health and Care Partnership Innovation Fund Bid was submitted to support the introduction of our East Surrey Place Pioneer – “Home First Plus” Discharge to Recover Workforce Model, which involves development of a new workforce team to enhance the current Home First and reablement model.

A further Innovation Funding Bid was also submitted to support the co-design, development, and delivery of an East Surrey Place Leadership Offer which could form the basis of a bespoke leadership offer for neighbouring ICS Place colleagues within Surrey Heartlands.

*See appendix 1 for more information

Primary Care

Primary Care is aligned to the United Surrey Talent strategy and activate the six change levers in a variety of ways, examples include:

Development of Integrated Neighbourhoods Teams across the Surrey Heartlands footprint. Creating ‘teams of teams’ to enable multi-disciplinary teams to work and progress, with ambitions to enhance workforce satisfaction and retention.
Supporting PCNs to recruit and retain the ARRS workforce. Ensuring that they are recruiting the roles to match the needs of their population as well as maximising their funding. Improving access – ensuring people in SH have access to high quality care and support from General Practice, at the right time, in the right way, with the right staff and the right skills.
Digital literacy – employing a digitally literate workforce to better enable data manipulation, decision making, and interoperable working practices.
Pharmacy, Optometry and Dentistry (POD) Integration work is currently taking place to establish a robust engagement strategy with POD providers to ensure that they are able to input appropriately at all levels. In addition, this supports the transition to a locally commissioned and delegated Pharmacy, Optometry and Dentistry function.

Pioneer Programme: GP Development Toolkit: developed to support GP Practices has been designed to modernise the design and delivery of health and care both now, and into the future. Focus will be on two key areas that matter most to local communities; (1.) making it easier to access care patients need, when they need it, and (2.) creating the space and time for clinicians to provide the continuity of care that is so important to patients.

See appendix 1 for more information.

Risks and Issues

There are four high level risks around the overall implementation of the strategy detailed below. The People Committee will lead on management of these.

All innovation-funded programmes are supported with non-recurrent funding which pioneers may become reliant upon. This is mitigated by the application process is clear that funding is not recurrent but can be awarded over more than 1 year.
Uncertainty about the financial envelope that the system is working with reduces confidence in ability to deliver the necessary changes. This is mitigated by the position that funding for future years can be ring-fenced and protected. Equally, ring-fenced funding can be withdrawn. Opportunities to “top-up” the innovation fund will be reviewed.
Essential / business critical operations may take priority over transformation. This is mitigated by reporting of progress is required and milestone slippage can be negotiated. Where reasonable progress cannot be made, funding maybe withdrawn.
Without effective ways to share and scale innovation across partners, the progress could be short-lived or restricted. This is mitigated by the People Committee oversees the strategy implementation and the HRD Network is available for sharing too; There are also some communities of practice.

Measuring Success – Are we delivering?

What success means

What success means to Marcus, Future Applicant

Applying through a recruitment hub could mean that I would only have to apply once for multiple opportunities across Surrey Heartlands- a one stop shop! The recruitment team would help find the right role for me and the process would be seamless, with regular contact between us for a fast start.

What success means to Imogen, Care Assistant, Woodview Care Home:

I would love to know what development opportunities are available to me so that I can start to think about my future and see the career that I could have ahead of me. Clear career pathways and funding support would help me to develop professionally, to enhance my skills to care for our residents, and help me plan my long-term future in health and care

What success means to Julie, Physiotherapist?

With opportunities to rotate across all Surrey Heartlands organisations, I could begin to understand how everyone in the system works together and grow professionally. I would gain rich experiences and really make a difference to my patients. A “career guarantee” where I could be offered an unconditional offer for one role and a conditional offer for a second role at the same time would show a real commitment from Surrey!

What success means to Matt, Student Nurse

Working for Surrey Heartlands means that I will have better access to support, no matter which health or care organisation I am employed by.

The Homestay pilot will assist me in finding suitable and affordable accommodation – enabling me to stay in Surrey!

What success mean to Eve Nurse & new mum?

A united Surrey Heartlands team would mean I have the opportunity to balance my time between my work and my family to suit me. I now have the choice between a supported career pathway when/if I want one and the need for access to good work, at fair pay with all the support my other colleagues enjoy right now.

What success means for Duncan, Care Network Director

I need to build integrated teams in my neighbourhood. By addressing the issues of access to learning and support for all, including pay parity and occupational health as examples, all health and care staff can feel they are part of the team.

How will we know if the UST strategy is a success?

In developing our strategy, we set out some clear examples of what success would look like from the work we set out to deliver, our ultimate test will be seeing these examples come to life. Our high level outcommes are themed by integration, over-arching metrics and the maturity of pioneer programmes.

Integration

Success is quantified in different ways and value is subjective. This mid-year report has quantified the integration of health, social and VCSE workforce though the £6 million pound fund that has bolstered innovations with a genuine shared decision-making panel across sectors. This is a success, and a clear new way of working as set out in the strategy.

Over-arching metrics

Following the recent publication of the operational planning priorities we can now move towards agreeing over-arching measures for 2023-24 as a committee, which will further reinforce our strategic direction.

Pioneer programmes

Measures of success of the pioneer programmes hard metrics are monitored in the KPIs as a core part of the performance and assurance processes embedded within our People governance. All innovation fund programmes have quarterly reporting on their KPIs agreed by the panel.

Next Steps

This mid-year report details how far the progression of the UST has evolved since approval in July 2022. Over the next 6 months the areas of focus to conclude the one-year implementation are set out below:

Progress to performance and monitoring of pioneers
Conclude bid process and determine whether to reopen to new bids
Align key 23/24 workforce transformational programmes including diagnostics, digital and virtual wards
Progress the five high level, year one mobilisation actions
Confirm/ streamline sub-committee and Place Steering Group oversight and monitoring of pioneer programmes
Work with the Connecting Surrey Heartlands programme to augment culture of collaboration
Formalise Workforce Alliance partnership
Align People Committee high level measures of success to the programme outputs
Development of a maturity framework for the five-year implementation of the strategy
Explore funding/ supported opportunities for bids that met the minimum criteria score for the innovation fund but were not successful due to demand
Develop a case for further investment to drive the United Talent Strategy forward
Share best practice and celebrate success

Appendix 1: System-wide pioneer programmes

Health and Social Care Academy

Description: The Health and Social Care Academy model has been developed with partners as part of a system response to increase local access to education, training, and development and as a key enabler to the United Surrey Talent Strategy.

Working collaboratively with other programmes e.g., Clinical Placement Expansion and Community Workforce. During the engagement period, high energy has been evident for the Health and Social Academy, to help attract, build, develop, share, and nurture talent across all settings.

Intended outcomes include:

Quality improvement for patients with the workforce receiving career-long training and development opportunities.
Expansion of work placements and conversion into employment, ensuring a sustainable supply pipeline
Improved learner experience and employer satisfaction, improving retention across heath and social care.
Joined up education, careers planning, competency frameworks and recruitment opportunities in key priority areas, integrating health and social care workforce.
Raising profile and increasing attraction to health and social care careers as a choice career destination
Development of a digital platform/single point of access/interoperability, creating a ‘one stop shop’ linking system career, education, learning and development offers together #YourSurreyHeartlandCareer.

Success over the last 6 months: Year one funding agreed through the innovation fund. Recruitment for an Academy Programme Lead has been successful, and year one objectives have been co-created and agreed.

Steps for the next six months: Programme development is progressing with delivery due to commence linked funded projects coming inline from April 2023. Initially Care Certificate Accreditation & Bootcamp and Community Nursing Associate Expansion

Clinical Placement Expansion Programme (CPEP)

Description: CPEP focus is on increasing the number of student placements and building strategic relationships with HEIs. To grow clinical placement capacity for Nursing, Midwifery and Allied Health Professions (AHP) students across the entire system to increase the number of students in training and build our future workforce.

The clinical placement expansion programme (CPEP) for Nursing, Midwifery and Allied Health Professions has already increased AHP placement hours by 110% and nursing placement hours by 51% in the first year. It has also contributed to an increase in clinical tariff income of roughly 70% for the system.

Intended outcomes include: Sustainability of supply chain for Surrey Heartlands with the clinical workforce to meet the growing demand. Optimisation of clinical tariff contributions.

Success in the last 6 months: Creation of the Surrey Heartlands Placement Team, established system wide NMW and AHP networks with active programme plans, capacity mapping across NHS trusts, significant engagement with the private, voluntary and care sectors to increase our capacity within these areas, forged links with the LMNS and maternity services, successful workforce innovation fund bid to support the teams between April 2023 – 2024, joint work with the AHP lead to establish a new Occupational Therapy Programme at the Royal Holloway University, developing our support offer for practice educators/supervisors, targeted work with the most at risk professions.

Steps for the next 6 months: Hosting coaching placement models webinar in March 2023, awaiting outcome of workforce innovation fund bid for clinical tutors within a place-based system, development of ICS placements strategy, Surrey placements for Surrey students, development of ‘Podiatrists on Tour’ offer, supporting novel primary care placement model with STH and HEE, further engagement with HEIs to expand local programmes for at risk professions, review of maternity capacity and capability.

National pilot: ICS Workforce Planning and Intelligence

Description: Surrey Heartlands are one of four ICSs taking part in a national pilot to improve quality, availability and meaningful workforce analytics. Our ambition is to lead coordinated workforce planning using analysis and intelligence: enabling integrated and dynamic workforce, activity and finance planning to meet current and future population, service and workforce needs, across programme, pathway and place.

Intended outcomes include Meaningful data and workforce analytics to inform evidence-based approaches which will optimise workforce planning ensuring we have the right workforce, with the right skills, in the right place.

Successes in the last 6 months: Improvements in national dashboards for local use include the addition of the ICB workforce, alignment of turnover methods with NHSE and HEE. Agreement for workforce data to be segmented by Place as well as provider.

Steps for the next 6 months: Subject matter expertise given to the up-and-coming dashboards from national to be more meaningful to an ICS e.g., ensuring agency performance dashboards can be broken down by provider through model hospital.

Temporary Staffing Programme

Description: The health and social care sectors have become increasingly reliant on a contingent workforce (i.e., bank and agency workers), with this usage driven by demand increases and labour supply issues. Often high-cost or in some instances non-compliant agencies are utilised, which do not offer value for money. In addition, providers have previously competed against each other which has inflated costs unnecessarily.

Most importantly, from a talent (recruitment and retention) perspective, there is an opportunity to understand the behavioral drivers for why someone may choose to work bank or agency as opposed to being substantive. Surrey Heartlands has formed a collaborative programme with BOB and Frimley systems so holistic and harmonised solutions can be delivered.

Intended outcomes include Controlling agency spend to within 3.7% ceiling. Collaborative Bank & Agency Rate Cards; Standardised Processes; Bank Effectiveness (incl. collaborative banks); Managed Agency Services; Market Control Exercises; Behavioural Insights

Success in the last 6 months: Common Rate Cards developed; Core “Gold” Standardised Processes implemented.

Steps for the next 6 months: Setting vision for potential united Bank. Agency Market Control Exercise; Procurement Strategy; Bank Effectiveness Reviews; Commence Behavioural Insights; Visible System and Provider Performance Management

Community Workforce Programme

Description: Community workforce is one of Surrey’s biggest workforce challenges. The programme will maximise the potential of Community Nursing workforce through various workstreams systemwide.

Six workstreams are (1) International recruitment, (2) Education and training in care homes and domiciliary care, (3) System-wide rotations, (4) Community of Practice, (5) Student nurses bank recruitment, (6) Trainee nursing associates in care homes.

Intended outcomes include:

Future workforce in Surrey having an increased awareness of careers in the community sector
Increased system capacity to grow and nurture community workforce
Contribute to the 6 levers of change of the United Surrey Talent Strategy especially “Establish a Surrey Offer”.

Successes in the last 6 months: 6 international community nurses successfully recruited and onboarded; One workstream successfully explored and engaged having student nurses on bank. The lessons learned have been compiled into a report with the intention of moving activity into BAU and workstream closure; 262 training places offered over 49 training sessions to care homes workforce; Two communities of practice delivered.

Steps for the next 6 months: continue to progress the remaining five workstreams building on the learning from Year 1 of the programme, developing year 2 plans and working collaboratively with the Health and Social Care Academy Programme

Allied Healthcare Professionals International Recruitment

Description: Funding from Innovation fund to support providers with International Recruitment for AHP’s

Intended outcomes include: Increase in OT and Radiography workforce across Surrey Heartlands.

Successes in the last 6 months: Interviewed and offered roles for both OT and Radiography in 6 providers, with some recruits now in post. Met regularly to build system network and support with the providers across the ICS.

Steps for the next 6 months: Continued recruitment, plan International Recruitment event for new staff, Inaugural Multi-professional IR Communities of Practice for Surrey Heartlands, develop IR process map for future recruitment of other AHPs.

Expanding prescribing capability in neighbourhoods through community pharmacy

Description: To develop community pharmacist (CP) Independent Prescribers (IPs) through providing a funding contribution for the supervision element of their training. N.B An Independent Prescriber (IP) learner requires their time in practice to be assessed for competency. This function is carried out by a Designated Prescribing Practitioner (DPP), either a medic or other healthcare professional IP with 3 or more years of prescribing practice.

Intended outcomes include:

Over the course of the two-year funding, to have supported 40 community pharmacy IP learners to become prescribers.
Expanding IP capability within neighbourhoods through community pharmacy
Embedding community pharmacy as a service provider within our neighbourhoods
Developing multi-professional relationships between community pharmacy IP learners and their clinical supervisors known as DPPs Changing mindsets of IP learners to pay it forward (all IP learners expected to become DPPs once qualified and consolidated their prescribing practice)

Successes in the last 6 months:

Working closely with the Community Pharmacy CEO to set up the project.
Set up of an IP/DPP sub-group to oversee delivery of the project. Shared the project with IP Leads within provider organisations.
Delivery of two webinars outlining the role of DPPs to encourage existing prescribers to become DPPs and supervise IP learners.
Commenced scoping prospective community pharmacy IP learners through an expression of interest (EoI) process.
Shared the project with the ICS Community Pharmacy Integration Lead.

Steps for the next 6 months: Proactive identification of 10 IPs (who met eligibility criteria set by the Higher Education Institutes) willing to become DPPs. Identify 10 prospective CP IP learners from the EoI process.

Expanding prescribing capability in neighbourhoods through community pharmacy

This function is carried out by a Designated Prescribing Practitioner (DPP), either a medic or other healthcare professional IP with 3 or more years of prescribing practice.

Intended outcomes include:

Over the course of the two-year funding, to have supported 40 community pharmacy IP learners to become prescribers.
Expanding IP capability within neighbourhoods through community pharmacy
Embedding community pharmacy as a service provider within our neighbourhoods
Developing multi-professional relationships between community pharmacy IP learners and their clinical supervisors known as DPPs Changing mindsets of IP learners to pay it forward (all IP learners expected to become DPPs once qualified and consolidated their prescribing practice)

Successes in the last 6 months:

Working closely with the Community Pharmacy CEO to set up the project.
Set up of an IP/DPP sub-group to oversee delivery of the project. Shared the project with IP Leads within provider organisations.
Delivery of two webinars outlining the role of DPPs to encourage existing prescribers to become DPPs and supervise IP learners.
Commenced scoping prospective community pharmacy IP learners through an expression of interest (EoI) process.
Shared the project with the ICS Community Pharmacy Integration Lead.

Community Nursing Associate Expansion

Description: A system wide pioneer project to raise the profile of and expand the number of health and social care Community Nursing Associates within Surrey Heartlands Health and Care Partnership.

Intended outcomes include:

Support improved health outcomes and contribute to helping people stay well for longer’ and life experiences of the 1m people living within the Surrey Heartlands Health and Care Partnership geography.
Improve and increase the number of Nursing Associates in Surrey Heartlands from a baseline of 75, by supporting 40 onto Trainee Nursing Associate Programmes during 2023/24 from Community, VCSE and Social Care providers.
Attract, develop and retain Surrey Heartlands Community Nursing Associates and Community Nursing talent.

Successes in the last 6 months:

Proof of concept of 2016/17 system pilot project and 2022/23 Trainee Nursing Associates pilot in Social Care (Care Homes) as part of the Community Workforce Programme
Co-produced modelling and successful bid to Innovation Fund (Feb 2023)

Steps for the next 6 months:

Develop role profiles for Senior Project Manager and Practice Educator roles, develop project plan.
Recruit to roles and establish collaborative consortium.
Commence engagement activity in accordance with plans and open expressions of interest.

Local Area Co-ordinators

Description: Local Area Coordination can help address a number of well observed and documented challenges that persist nationally and of course are evident here in Surrey – it is not a silver bullet for these challenges (nothing is) but it can make a practical and meaningful contribution to tackling critical issues at three levels: Individuals; Community networks of mutual interdependence; system

Intended outcomes: By introducing this approach and role in further key neighbourhoods we can positively impact individuals, communities, and the wider system. The specific strategic aims are to: Support people to stay strong and well and share their gifts in the local community: Nurture inclusive, welcoming and self-supporting communities: Stimulate system change and the transformation of our public services.

Successes in the last 6 months: Innovation fund bid acceptance.

Steps for the next 6 months: Initiation of programmes and delivery

Care Certificate Accreditation and Bootcamp

Description: Surrey Heartlands Health and Social Care Academy will work with an independent awarding body to develop an accredited qualification covering the 15 standards of the Care Certificate, and will then deliver, co-ordinate and promote the accredited training, addressing some of the recruitment and retention issues and contributing to the United Talent Strategy ambitions.

Intended outcomes include:

Improve parity of esteem between health and social care and VCSE providers.
Develop an accredited Care Certificate, accepted by CQC and portable between Surrey Heartlands employers/sectors.
Support Surrey Care Association Social Care Structure project through the availability of accredited entry level and level 3 qualifications for the social care workforce
Over time improve attraction and retention in social care by recognising the Care Certificate as an externally validated qualification.

Successes in the last 6 months:

Researched local and national offers to support the below bids.
Successful bid process to secure funding from HEE for ‘Bootcamp’ process to deliver accredited training.
Established joint Steering Group and successful bid to Innovation Fund for ‘Accreditation’ of care certificate.

Steps for the next 6 months:

Formalise Steering Group, develop SMART project plan.
Develop role profile and recruit to Learning and Development Manager role.
Established joint steering group and successful bid to Innovation Fund for ‘Accreditation’.

Integrating Children and Young Peoples Workforce

Description: There is a wide workforce delivering health and care services to children, from conception through to 18 and for children with additional needs and disabilities into adulthood up to age 25. The intention is to redesign services and service delivery models to incorporate new roles and skillsets.

Intended outcomes include:

Developing a distinct, values-led ‘children’s workforce’ culture and practice across Surrey health and care services.
Providing services that flex to respond to the key role schools play in children’s lives so that children with health and care needs don’t miss out on schooling.
Developing innovative responses to workforce shortages in key occupations.
Developing delivery models that make good use of family-friendly premises and opening hours and delivery models which engage practitioners in a wider range of group work.
Enabling more children and young people to have their needs met more effectively by a workforce that draws on a wider range of talents.

Successes in the last 6 months: N/a. This is a new initiative.

Steps for the next 6 months: Identify and prototype workforce initiatives in domains of children’s services facing current workforce challenges, with a view to rolling out successful prototypes.

Employment Works for Health

Description: This one-year project will support more neuro-divergent, autistic and people with learning disabilities to develop careers within Surrey Heartlands partners. This will be achieved by employing 4 Supported Employment Liaison Leads (one in each Place) who will identify potential placements/potential candidates and enable matching and appropriate support for the success of the placement.

The four new place-based positions will be managed by Surrey Choices who have an established supported employment service in Surrey with access to around 600 active jobseekers.

They can also provide the support needed in the workplace such as job coaching or advice on reasonable adjustments to enable success. The Supported Employment Liaison Leads will be hosted in Acute Hospital settings but will work across the area with all partners.

Intended outcomes include: To increase the number of people with learning disabilities, autism or other neurodiversity working and volunteering across all Surrey Heartlands partners. This not only recognises the hidden talent of this cohort which may help address staffing shortages, but also ensures the diversity of the users of our services is reflected and represented in our workplaces. The aim is for 100 work placements or volunteering opportunities to be sourced and filled during 23/24.

Successes in the last 6 months:

Bid agreed by the Panel and Surrey Choices informed of successful outcome.
Initial KPI meeting held and agreed.
Job Descriptions created for Supported Employment Liaison Leads (SELL)

Steps for the next 6 months:

Project will start from April 2023 for 1 year.
Recruit 4 Supported Employment Liaison leads (SELL)
Internal communications for all Surrey Heartlands Partners
SELL will meet with HR services, attend team meetings and publicise the offer.
SELL will liaise with Surrey Choices to identify candidates and source opportunities with the Surrey Heartlands partners.

Home-Start Surrey volunteer recruitment and retention

Description: To develop new strategies and pathways to navigate barriers to volunteer recruitment and retention. Both areas we have seen downturn in a post-pandemic society, leading to many Home-Starts becoming more reliant on direct family support from staff members.

They will look to find new avenues for volunteer recruitment that can be implemented across our network of Surrey Home-Starts, whilst building on currently successful recruitment techniques and optimising our training pathways for potential volunteers.

Intended outcomes include: To increase the number of volunteers from local communities we can recruit, train and retain as part of a workforce of volunteers to provide social support to vulnerable families with a child under the age of 5. To increase the weekly number of hours of family support we can provide to families in Surrey through growing our team of Volunteers and to diversify our workforce enabling a more inclusive service better equipped to support a wider range of family’s needs.

Successes in the last 6 months: Successful application to the innovation fund

Steps for the next 6 months: Programme initiation and role out of phase one of the programme.

Surrey Social Care Workforce: Clinical support to empower care home staff to work with older residents with complex mental health needs.

Description: Investing in clinical psychology support for care home teams to build capability and confidence in the social care workforce and thereby capacity of care homes to work with older people with mental health needs and behaviors that challenge.

Intended outcomes include Confident, skilled staff who are supported and empowered to work with people who are currently unable to leave acute settings.

Successes in the last 6 months: Funding agreed (part)

Steps for the next 6 months: Review budget; source provision of clinical psychology; recruit care homes; establish baselines for KPIs.

Enhanced Data Analytics and Workforce Planning

Description: A programme of work across northwest surrey alliance partners aimed to develop the capability and capacity for workforce planning and data analytics as organisations and as a collective, aligned to ICS People Function Outcome 9.

Intended outcomes include:

Define our current workforce planning capability, as the baseline for a shared programme of capability and infrasturue development
Make the best use of our data, broadening the coverage and moving from metrics and monitoring to understanding causality and utlising prediction.
Develop a strategic lens to workforce planning, supported by using scenario planning to inform, guide and shape the long-term workforce decisions.
To understand the factors that affect our collective workforce supply, and the interrelationships that can be enhanced through collaboration.
Develop a shared methodology for determining workforce need, both current and into the future.
Broaden the use workforce transformation and augmentation to address challenges and drive efficiency in our current workforce.

Successes in the last 6 months:

Recruitment to the resourcing of the programme
Stakeholder engagement, including strategy and innovation session to gather stakeholder input and feedback.
Development of programme plan and timeline for 2023/24.

Steps for the next 6 months:

Develop an NWS workforce flow model, to allow us to understand ur combined workforce.
Unlock existing sources of Adult Social Care and Primary Care data, while seeking to improve the data quality of existing source (e.g., ESR).
Pilot predictive analytics for enhancing turnover modelling and retention practices.

Next steps: A bid to the Innovation Fund is in development to progress this work.

2 for 1 Job Offer

Description: Implementation of a new process to ensure staff in training posts (including apprenticeships) are offered a relevant qualified position. Upon qualification staff will be entitled to automatically transfer into this role based on meeting set performance standards, successful completion of the apprenticeship, relevant competency frameworks and registration with the associated professional body.

Offer 1: A fixed-term apprenticeship post.
Offer 2: A conditional offer of employment for the qualified job role.

Intended outcomes include Improved attrition from apprenticeships, with direct employment to improve recruitment and career pathways in Surrey Heartlands.

Successes in the last 6 months: A offer letter and contract template has been drafted and policies worked through and being piloted at the Royal Surrey NHS Foundation Trust

Steps for the next 6 months: The pilot to commence launch and track progress, to scale and embed throughout the ICS.

Integrated recruitment project

Description: Following a successful joint careers / recruitment fair held on the 16th December 22, recruitment leads are considering further ways to align recruitment and selection processes and practices. This includes identifying ways to jointly market and promote job roles.

Intended outcomes include Improve and enhance marketing and advertising of job roles across Guildford and Waverley. This includes promoting options for internal career progression and develop rotational programmes.

Successes in the last 6 months: Joint careers / recruitment fair held on the 16th December 22 with over 100 candidates engaged with. Feedback from the event from recruiters was very positive.

Steps for the next 6 months: Establish a process for join advertising and marketing of job opportunities across G&W providers. Organise a summer career/recruitment fair.

Multidisciplinary (MDT) Workforce Development Initiative

Description: This initiative aims to provide the existing workforce with the knowledge and tools to challenge patients’ perceptions and encourage self-management where appropriate. It will also enable us to buy in a selection of training packages and supervision sessions for our wider MDT team. This training will focus on skills more than the traditional roles so we can maximise and expand the skills and competencies of our teams across the health and social sector. As part of the initiative, we aim to address the fact that the workforce across the NHS could be supported further with a mental health and wellbeing app.

Intended outcomes include Improved staff satisfaction, recruitment improved as more attractive offer and optimisation of resources (i.e., increased self-management)

Successes in the last 6 months: Bid to the innovation fund is in process.

Home First Plus (Discharge to Recover) – Integrated health and care workforce model

Description: An integrated workforce to deliver health and care interventions to patients being discharged from hospital. Patients will be discharged/transferred onto a number of pathways which the workforce will be aligned to including HomeFirst and Virtual Ward. In effect, we are developing an Integrated Health and Practical Care Team.

Intended outcomes include: Test the approach to an integrated model including recruitment and management; reduce the number of patients ready to leave hospital but delayed awaiting onward care; support good flow out of hospital; reduce the reliance on bedded care as a discharge/transfer option; free up domiciliary care capacity for longer term care; patients have care ‘right sized’ as quickly as possible; reduce duplication and offer attractive rates of pay, terms and conditions, professional development and supervision under the NHS brand.

Successes in the last 6 months: Funding bid successful (October 22); SOP and Job Description (and job matched) developed; new approach to recruitment designed; CQC registration issues resolved; project team established.

Steps for the next 6 months: Recruitment go live; evaluation framework and key metrics developed; mobilisation and implementation; review/evaluation at month 5.

Growing System Leaders – East Surrey Leadership Offer

Description: To co-design and deliver a future focussed systems leadership offer which supports individuals to lead across organisational boundaries to the benefit of people in every neighbourhood, whilst supporting on-going career development. Co-design with ICS colleagues as a bespoke programme that can be adapted and adopted by neighbouring ICS Place colleagues.

Intended outcomes include Supported neighbourhood team development. Improved quality and patient service delivery through neighbourhood focused projects. Development of future system leaders for East Surrey/the ICS by growing capability and confidence in “system wide” working and working seamlessly across organisational boundaries.

Successes in the last 6 months:

Funding granted from the joint innovation fund.
Active well supported co-design group, established vision.
Agreed name and developed programme structure.

Steps for the next 6 months:

Identify and engage providers to deliver the co-designed programme.
Comms and engagement activity launched to market the “Growing System Leaders” programme.
Recruit a maximum of 50 multi professional learners with their managers’ endorsement.
Digital programme pack shared with learners and development centres established.
Launch of the blended, inclusive, innovative multi professional system leadership offer aligned to East Surrey priorities and which supports the East Surrey neighbourhood agenda.
East Surrey neighbourhood focused projects confirmed and shared through first project lab and action learning set.

GP Development Toolkit

Description: To support GP Practices to modernise the design and delivery of health and care both now, and into the future, with a focus on two key areas that matter most to local communities

making it easier to access care patients need, when they need it
creating the space and time for clinicians to provide the continuity of care that is so important to patients.

Intended outcomes include It will progress the development of Community and Neighbourhood Teams development, integrated same day urgent care, a ‘Teams of Teams’ model, talent development and recruitment, in addition to digital infrastructure and sustainability; and is already reporting operational metrics such as General Practice staff sickness.

Successes in the last six months: Enhanced Access, which went live in October 2022, Surrey Heartlands offered a total 210,612 minutes of additional activity over 4 places. This equates to 14,040 additional 15-minute appointments in Q3 (Aug ‘22 – Dec ’22). The tool has successfully reported on staff sickness and high-level metrics to enable the system to have oversight through winter of pressures.

Steps for the next six months: All component parts have an aligned senior lead to oversee delivery. The Training Hub is now well embedded into the ICB architecture and our staff survey and ‘no abuse’ campaigns are all underway. Activity levels are high, almost 30% above pre-pandemic levels. We will continue to support modernisation and efficiency gains and fund additional capacity during seasonal peaks. We plan to continue:

Setting the strategy for General Practice Workforce with the newly embedded training hub to harness and grow local talent.
OPEL - Support of OPEL ‘demand and capacity’ funding for sickness/other absence
Flexi Pool - to support agency working. Each Practice has the ability to utilise LANTUM (procured locum supplier).
Increasing Capacity to Deliver Activity: Where additional funding is available, we will continue to add capacity.

United Surrey Talent Strategy mid year report 2022 to 2023

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