Title: ENHCCG Primary Care Workforce and Education Lead
Location/Base: Charter House, Parkway, Welwyn Garden City, Hertfordshire, AL8 6JL
Directorate/Dept.: Nursing & Quality/Governance
Reporting to: Clinical Chair& Director of Nursing and Quality
Accountable to:ENHCCG Governing Body
Tenure:
6 months fixed term 4 sessions per week
Organisational Vision
The development of a Primary Care Workforce and Education Network, overseen by a Primary Care Workforce and Education Board.
The development of primary care recruitment, retention and returning strategies that support new models of working and the integrated care agenda.
The future development of Federations as employing and educational organisations with a locality/federation board level focus on workforce development that retains and recruits the integrated skill mix required to provide the best quality care for the local population.
Full details of the business case are attached.
Key Roles and Responsibilities
To deliver innovative schemes that support education and development in primary care and which will attract new GPs,practice nurses and practice staff to this area as well as retain and sustain the career development of existing staff.
To provide leadership and be jointly responsible for developing and maintaining the Primary Care Workforce and Education Board with the other key members of that Board.
To work closely with core members of the Board in order to facilitate and co-ordinate progress towards the organisational vision within agreed time-frames.
To manage primary care workforce data, CPD outcomes from appraisal and liaise with Nurse and GP Tutors over developing co-ordinated multi-professional learning especially in relation to integrated working.
To work closely with key local stakeholders, articulate the strategy clearly and develop working partnerships in particular with member practices, localities and evolving federations.
To forge links with educational providers, in particular the University of Hertfordshire and the undergraduate and postgraduate Deans to ensure the future delivery of workforce training and to promote primary and community care as a career of choice.
To work in partnership with local providers, local authorities and other CCGs so that the organisational vision can be achieved through collaboration and integration.
To develop working relationships with Health Education England, The Beds and Herts Workforce Partnership and other CCGs Workforce and Education leads.
To be involved in the preparation and submission of bids especially transformation bids to the Workforce Partnership.
To jointly manage the budgets and resources allocated to the Workforce and Education Board.
To provide professional leadership and to work across organisational and professional boundaries by communicating and negotiating clearly with all stakeholders.
To provide regular updates on progress to the Workforce and Education Board and the Governing Body of the CCG.
To ensure that the work of the Workforce and Education Board is closely aligned to the work of the Integrated Care Board and to provide input to that Board where appropriate.
To ensure that the work of the Workforce and Education Board is closely aligned to the work of the Co-commissioning Board and to provide input to that Board.
To ensure that the work of the Workforce and Education Board is closely aligned to the overarching strategic aims of the CCG and the Five Year Forward plan.
To ensure that the work is performed within the scope of that required and is at all times conducted with an approach of integrity, openness and collaboration.
To attend mandatory training as required.
Key Outcomes:
Evidence that organisational systems are in place that ensure the Network is functioning and achieving the organisational vision.
Evidence of personal commitment and enthusiasm for the role by appraisal and record of attendance at Board and other meetings.
Evidence that key aims have been met, which will include:
Network with key stakeholders involved in workforce planning and education established and functioning, supported by the Workforce and Education Board.
Accurate and timely workforce data available.
Measurable increase in recruitment and retention of GP and Nursing staff in the community.
Career development for Nurses supported by Nurse Tutors.
Career development for Practice Managers and staff supported through the Network.
Measurable number of Fellowship posts introduced.
Measurable increase in Foundation Year training posts in the community
Measurable increase in pre-reg nurse training posts in the community
The development of federations as “ learning organisations”.
PERSON SPECIFICATION:
Knowledge,training and experience: -
Medical qualification.
Medical Educational experience ( senior role as GP Trainer; GP Tutor; Programme Director; senior appraisor)
Management experience at senior level in NHS( CCG Board;LMC member )
Experience of delivering complex change
Experience of strategy development in a complex environment
Experience of project management
Understanding of organisations within NHS, including management and governance structures
Communication Skills:
Excellent interpersonal and negotiating skills.
Ability to communicate complex issues clearly and succinctly, both in small groups and to large stakeholder audiences.
Ability to prepare written communications that are clear and concise.
Ability to conduct media interviews.
Analytical skills:
Ability to analyse complex issues and data and to make decisions based on this.
Planning Skills:
Evidence of leadership skills
Evidence of chairing skills
Evidence of strategic planning skills
Evidence of influencing skills.
Management Skills:
Ability to organise and manage workload and to delegate appropriately.
Experience of team working, especially across large teams in a complex organisation.
Evidence of motivating and influencing skills
Evidence of commitment to delivering outcomes.
Evidence of ability to encourage and develop others.
To be aware of conflicts of interest and manage these appropriately.
Respected, approachable and confident style of working.
Physical
Ability to travel routinely across NHS E&NHCCG catchment area and occasionally to external meetings further afield to meet the needs of the organisation
Normal physical duties associated with an administrative post working in the main in an office environment i.e. light lifting occasionally.
Patient and Client care:
The role necessitates awareness of privileged and personal information about patients and/or organisational sensitive data. Telephone, email and letter correspondence relating to patients may form part of this role.
Policy
The job role requires any candidate to adhere to NHS E&NHCCGs policies and procedures. The role may involve joint policy creation with directorate senior management.
Financial and Physical Resources
No financial responsibilities are associated to this role. However, there is an expectation that general directorate office suppliers are regularly replenished as and when required.
Human Resources
No direct reports for this role.
Information Resources
See above for details
Research and Development:
No research or development responsibilities associated with this role.
Freedom to Act
There is an expectation that initiative will be taken accompanied by a pro-active approach to ensure the needs of the organisation and in particular the Nursing and Quality Team are met.
Self-generation of communication responses to correspondence is expected.
Challenge in a positive manner when required.
Self motivated.
Physical Effort
Physical effort is that of a normal office environment and the ability to travel to venues within NHS E&NHCCG catchment area and beyond as and when required.
Mental Effort
Concentration required when creating reports and documents with the likelihood of frequent interruptions by colleagues. There can be an element of unpredictability and change in work priorities at short notice in order to meet specific deadlines.
Emotional Effort
At times some emotional effort is required particularly when dealing with telephone queries form complainants who may be upset or challenging.
Working Conditions
Working conditions are that of a normal office environment.
Equal Opportunities
The CCG is committed to eliminate racism, sexism and forms of discrimination. The CCG will not discriminate on grounds of age, colour, disability, ethnic origin, gender, gender reassignment, culture, health status, marital status, social or economic status, nationality or national origins, race, religious beliefs, or non beliefs, responsibility for dependants, sexuality, trade union membership or hours of work. It is required of all employees to uphold this policy in the course of their employment with the CCG and whilst undertaking their duties.
Health & Safety at Work
You are reminded that, in accordance with the Management of Health and Safety at Work Regulations 1992 (as amended) and other relevant Health and Safety legislation, you have a duty to take responsible care to avoid injury to yourself and to others by your work activities, and to co-operate with the CCG and others in meeting statutory requirements.
Infection Control
Employee must be aware that preventing healthcare acquired infections and infection control is the responsibility of all staff. Clinical procedures should be carried out in a safe manner by following best practise and infection control policies.
Confidentiality
The post holder will maintain confidentiality when dealing with sensitive material and information, but will encourage people to be open and raise concerns.
Data Protection
All staff must be aware of the Caldicott principles, the Data Protection Act 1998 and the Human Rights Act 1998. The protection of data about individuals is a requirement of the law and if any employee is found to have permitted unauthorised disclosure, the CCG and the individual may be prosecuted. Disciplinary action will be taken for any breach.
Mobility/Flexibility
Your normal place of work will be as stated above, but as a term of your employment you may be required to work from any of the CCG establishments within the geographical area of Hertfordshire.
No Smoking Policy
The CCG operates a smoke free policy which means that smoking is not allowed anywhere on CCG sites including buildings, car parks and entrances.
East and North Herts CCG
Business Case
Business CaseCCG Primary Care Workforce and Education Network
CCG Contact
Sheilagh Reavey, Director of Nursing and Quality
Dr Robin Christie
Date
9th July 2015
1.0Introduction
The original proposal which set out the benefits of a primary care workforce and education network and board, was presented to the Governing body in April 2015. Following discussion, there was support in principle for the model but with a request that it was tested with GP members through locality meetings. A series of presentations were made in all six localities to explain the model and benefits, which received overwhelming support.
1.1 In addition, a number of exploratory meetings and discussions have taken place with key prospective stakeholders. These have included the Postgraduate GP Dean at Health Education England (HEE) & East of England (EoE); the Head of the Beds and Herts Workforce Partnership; the Chair of the Royal College of GP’s (RCGP) National Nursing Group; the Chief Executive of Hertfordshire Partnership Foundation Trust (HPFT) who is chair of the Workforce Partnership and Integrated Care Board; Deanery representatives from the Universities of Hertfordshire and Bedfordshire as well as others working on and influencing workforce planning and education in primary care across Beds and Herts and the East of England. They have been uniformly encouraging and supportive of the proposals so far and are keen to engage with further development of the plan.
This paper now sets out the national and local context, the case for change, benefits and cost. It articulates how the CCG can support the vision for primary care in the future NHS.
2.0Context
The National Perspective
In 2012, the RCGP published the “ 2022 GP “ – a vision for Primary Care in the future NHS, which stated that the health service must be built on a foundation of integrated, community-shaped, generalist healthcare services.
This will require a greater number and diversity of skilled, generalist-trained professionals. Practice teams will require the skills and expertise of nursing staff, physician’s assistants and other professionals, who have undergone specific vocational training in community-based settings and are trained for their generalist roles, which will compliment that of the expert generalist physician. These key professionals will bring a range of unique skills and competencies including, with additional training, prescribing and advanced nursing skills.
In 2013, the national “Call to Action” challenged CCGs to ensure that their strategies for primary care maximised the practice nurse contribution to high quality compassionate care and excellent health and wellbeing for people in local communities.
In 2014, Simon Stevens published the “Five Year Forward View” which highlighted the pressures in Primary Care and emphasised the need for a “new deal” for GPs with more investment in Primary Care and the development of new care models such as Multi-speciality Community Providers to provide integrated out-of-hospital care.
In May 2015, the RCGP published “A blueprint for building the new deal for general practice in England”.
In June 2015, The Secretary of State, Jeremy Hunt MP outlined the first steps of the new deal. He acknowledged that “successive governments had undervalued, underinvested and undermined the vital role that general practice plays”. He highlighted the challenges around the primary care workforce and workload. He stated the need to focus on recruitment, retention and returning to practice and to promote the attractiveness of general practice. He backed the recent RCGP “Ten Point Plan” to tackle the workforce crisis. However, he also re-iterated the government pledge on seven day working which will require considerably more investment in staff and infrastructure in primary care if it is going to be implemented.
In June 2015 the District Nursing and General Practice Nursing Service Education and Career Framework was also published. This supports educational standardisation of both of these roles to ensure that staff can work effectively by being trained, safe, confident and competent practitioners in order to meet the increasingly complex emotional and physical conditions that patients cared for in the community now have.
2.1Local Context
We know there are particular difficulties locally with recruitment and retention of GPs and practice nurses.
Health Education England (HEE) reports that the current service model for primary care is unsustainable and that the estimated shortfall of GPs for East of England by 2020 will be around 200 FTE.
A RCGP survey in February 2015 estimates the figure for East and North Herts may be as high as 126 FTE.
We know that 25% of established GPNs are due to retire over the next 5 years
We know that 35% of GPs are planning to retire in the next five years
We know that GP Training Scheme recruitment has been difficult again this year
We know that some 20% Trainees are considering working abroad.
We know that most Trainees do not stay and settle in this area at completion of training whereas historically this was the case. There are a number of reasons for this but it is clear we must be marketing the attractiveness of settling in this area and ensuring that the quality of the training experience encourages an attachment and loyalty to our local health care system.
We know that only 40% of Foundation Year 2 doctors have a GP attachment as part of their training and also that the foundation programme is oversubscribed with over 200 applicants still waiting for places this year. (BMJ June 20th 2015).
We know there is a lack of pre-registration nurse attachments in primary care
We know there is a lack of a coherent and co-ordinated approach to post-registration nurse training and development in primary care
We know that approximately 30% of practice managers are planning to retire in the next five years and 20% are currently considering a career change.
We know that future practice nurse requirements and skill mix are unknown and that detailed current workforce data is not yet available from Health Education England. Given that the national response rate has been 25% for the minimum data set, it is clear that we urgently need comprehensive local primary care data.
In summary both the national and local context highlight the burning platform of primary care workforce issues and action is needed urgently to manage this crisis.
3. Proposal
3.1To create a Primary Care Workforce and Education Infrastructure (Network) overseen and supported by a CCG Primary Care Workforce and Education Board, which willlink into the work of the CCG Integrated Care Board, the Beds and Herts Workforce Partnership and the Co commissioning Board. This will create a coherent and stable platform which will support both workforce and education issues and the implementation of integrated care.