Staff Engagement Briefing 23 amp 24 January 2019 Agenda Council Position and Review Objectives Scope Current Structure Proposed Structure Key Changes Timeline and Stages of the Process ID: 934233
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Slide1
Cumbria Care Modernisation – Carlisle
Staff Engagement Briefing 23 & 24 January 2019
Slide2AgendaCouncil Position and Review ObjectivesScope
Current StructureProposed StructureKey ChangesTimeline and Stages of the ProcessEmployee Support and AdviceNext Steps & Key Dates
Slide3Thank you I acknowledge that this has been a difficult and uncertain time for everyone concerned and I would like to personally pass on my appreciation for your continued patience and
co-operation and support and also for your dedication to our residents.Pam Duke AD Provider Services
Slide4Where are we now ?
Following over 12 months of discussion and debate with staff, Trade Union colleagues and Lead Members we are now at the position to launch a consultation with all staff on proposed new staffing structures for the new 60 bed home –
Burnrigg
Court.
It is a consultation, we want to hear your views so please do respond, engage in one to ones and discuss the proposed structures with colleagues
It will allow one shift pattern to be introduced rather than working with the existing ‘lift and drop’ shift patterns
It will ensure that there is an agreed number of staff on each shift rather than the present ‘lift and drop’ position
At the end of the 45 day consultation period we will be able to present you with a final staffing structure for
Burnrigg
Court.
Slide5Council Position and Review Objectives Following this consultation, the outcome may result in redundancies therefore it should be noted that this is a formal redundancy consultation.
The aims of the review are to:Finalise the modernisation of Cumbria Care’s Residential Care Homes – CarlisleEnsure that the Council are making the necessary changes to keep pace with the Care Quality Commission (CQC) inspection standards.Deliver the best possible experience for residents; maintaining independence, receiving person centered care and providing social contact and activity Introduce new staffing structures that will ensure that we continue to deliver high quality care to the residents in the home.Introduce a new staffing structure that will provide staff with the support they require to carry out their roles to the best of their ability.
Slide6Review Scope
The posts in scope are those from Peterill House, Langrigg
House and Elizabeth Welsh:
Post Title
Post Grade
Number of Posts
Number
of
Hours per week
/
fte
Supervisors
11
9
317.00 hrs (8.7
fte
)
Night Support Workers
6
22
478.50 hrs
(12.93
fte
)
Support Workers
(day staff)
5
68
1636.00 hrs (44.22
fte
)
Domestics
1
11
238.5 hrs (6.45
fte
)
Cooks
4
7
166.00 hrs (4.49
fte
)
Administrator
4
1
44.4 hrs (1.2fte)
Total
118
2880.4 hrs (77.85
fte
)
Cost of Structure
£2.293m
Slide7Proposed Structure
Post TitlePost Grade
Number of Posts
Number
of
Hours per week /
fte
Difference in hours /
fte
Registered Manager
15
1
37 hrs (1fte)
Supervisor
11
10
291 hrs (7.86
fte
)
- 26 hrs (0.7
fte
)
Lead Support Worker
8
4
84 hrs (2.27
fte
)
Lead Support Worker (12 months only)
8
2
42 hrs (1.14
fte
)
Support
Worker (including nights)
5
69
1,666 hrs (45.03
fte
)
- 448.5 hrs (12.1
fte
)
Domestic (including
nights)
1
12
262 hrs (7.08
fte
)
+ 23.5 hrs (0.6
fte
)
Cook
4
3
84 hrs (2.27
fte
)
- 82 hrs (2.2
fte
)
Administrator
4
2
37 hrs (1
fte
)
Total
103
2503 hrs (67.65
fte
)
-377.4 hrs (10.2
fte
)
Cost of Structure
£2.013m
Slide8Key Service Changes
The proposed structure will result in the following changes:Support Workers An updated role profile for Support Workers with the administration of medication by Support Workers, supported by Lead Support Workers and Supervisors Support Workers appropriately trained in the Cumbria Care Medication Policy and with competency checks by Supervisors. It is not mandatory for Support Workers to administer medication; staff that have conditions that prohibit the safe administration of medication will be approved not to administer medication. For an initial 12 month period, Support Workers who do not feel confident or competent to administer medication will have the ability to ‘opt out’ of administering medication. It is expected throughout the twelve month period and following appropriate advice, support and guidance that Support Workers will feel fully confident to administer medication. This approach supports the Council’s drive to provide a safer more personalised service to our residents.
Slide9Key Service Changes
Supervisors Supervisors will be on duty 24 hours a day over 7 days a week. There will be two Supervisors per shift during the day and one Supervisor on shift at night.Night Support Workers The Night Support Worker role will be removed.Support Worker role profile will apply. The £15 night session payment will continue to apply for night shift working.The Council’s Pay Protection Policy will apply for 12 months to anyone who suffers a reduction in pay as a result of this change. DomesticsDomestic staff will work shifts to cover 24 hours a day over 7 days a week.
Slide10Key Service Changes
Lead Support Worker The introduction of a new Lead Support Worker role. The new role will offer additional support and mentoring to Support Workers (particularly in administering medication) and it will provide a community liaison role to develop activities for service users within the home and across the community. Initially, there will be 6 Lead Support Worker posts which after a period of 12 months, will reduce to 4 posts. The permanent roles will be from 7am till 1pm, 7 days a week and the 12 month temporary role will work 2pm to 8pm. This role will be supervised by the Registered Manager for the home.Role ProfilesRegistered Manager, Supervisor, Domestic, Cook and Administrator profiles have been updated onto new profile templates Support Worker has had some significant changesLead Support Worker is a new role
Slide11Key Service ChangesRota
Principles applied to the rota design:Consistent hand over times between night staff and day staff15 minutes overlap between shiftsBack shift, early shift mix to ensure Support Workers support service users at all times throughout the dayNew rotas have been created to support the new staffing structure. Hours and working patterns are different to those currently in place.Staff may be allocated rotas where there is a decrease or increase in hours and a change to working pattern. Preference form available for staff to specify which rota they would prefer. Final allocations will be based on preferences and service requirements and will be confirmed once the consultation has concluded. Changes to current hours will be kept to a minimum where possible. The Council’s Pay Protection Policy will apply for 12 months to anyone who suffers a reduction in pay as a result of a reduction in contracted hours.
Slide12Timeline and Stages of the Process
Slide13Reshaping Process
Engagement Period
(
45 days)
25
th
January – 10
th
March
Review and Decision
11
th
March – 12
th
March
VR Window
(up to 3 weeks)
25
th
January – 15
th
February
VR Approval
From 15
th
March
Assimilation and Vacancy Preference Process
From 15
th
March
Implementation
From
6
th
May
Slide14What engagement means for you?Engagement period
25th January – 10th March Staff Meetings:First – 23rd and 24th January Mid-point – 13th and 14th February Final – 13th and 14th March Opportunity of 1:1s with management on request 31st January, 1st and 8th February Forms to book date and time available in homesCumbria Care Management, People Management and Trade
Union representative
Group
meetings can be
arranged
Additional dates will be added if required
Slide15AssimilationThe Assimilation process will compare old and new roles to determine where assimilation appointments can be made:
Direct Assimilation - the job grade/ scale/ range is the same and- must be a 75% or more match (substantially similar) overall against assimilation criteriaAssessed Assimilation - the job grade is different- a further assessment process is required to ensure the job holder has the necessary skills, knowledge and competences to fulfil the requirements of the post - it is the responsibility of the employee to identify and objectively evidence that a new post is substantially similar (75%), which must be verified by two managers (Service Manager and Service Assistant Director)Competitive Selection- Following direct and assessed assimilation, where it is identified that there are more people than posts, a competitive selection process will be necessary.There is an appeal process available for anyone not satisfied with their assimilation outcome.
Slide16At Risk & Vacancy PreferenceAt Risk
Employees not assimilated to posts confirmed as ‘at risk’ of redundancy and are able to apply for vacant posts through the vacancy preference process Vacancy Preference Process (VPP)Ability to apply for up to 3 vacant posts at any grade1 interview where possible All employees in scope will receive a personalised letter confirming the outcome of the process:VR outcome Confirmation of assimilationConfirmation of VPP For employees who have not secured a post:Alternative employment supportMeetings with the Senior Manager & AD to discuss other optionsNotice of redundancy issuedAll letters issued via the Service Centre
Slide17Voluntary RedundancyThere is a commitment to reduce staff by voluntary means wherever possible.
VR applications are invited from 25th January, applications are important as they could influence the review & decision phase.The full VR process and FAQs can be found on the Employee Information WebsiteApply by contacting the Service Centre Approval by AD Provider Services, Exec Director People and final approval Exec Director Corporate, Customer & Community Services You can contact Your Pension Service regarding any queries relating to your pension
Slide18Review, Decision & Outcomes
We will aim to notify all in scope employees of the outcome within 2 weeks of the engagement process ending. This will be accompanied by an outline timetable for the process.
Should there be a need to extend the
decision
period as a result of significant issues raised, then all staff will be notified as early as possible, with an explanation for why an extension is required.
Personalised outcome letters issued from
15
th
March
2019
Any vacancies which have not been filled through Assimilation and VPP will be advertised internally.
Slide19Alternative Employment Support
Alternative Employment Programme
Trial Period?
http://www.cumbria.gov.uk/jobsandcareers/search.asp
Meetings with
Senior Manager /
Assistant Director
Slide20Employee Information Website
www.cumbria.gov.uk/employeeinformation/
Wellbeing
Slide21Support and Advice
Trade Union Representatives
Learning & Development Service
People Management
Employee Information Website
Pension’s
Advice
Slide22Coping with Change
Better Health at Work
www.cumbria.gov.uk/healthandwellbeing/betterhealth/default.asp
Wellbeing
Employee Wellbeing Service
Management Referral
Self Referral
Cumbria - NHS
Mental Healthcare
Links to Useful National Helplines and Websites
Managing Stress
Useful information to help you identify and find appropriate support
Slide23Next stepsOver the next 6/7 weeks we will gather feedback.The Statement of Change, Presentation, Structures, Post Specifications and FAQ’s are all available on the Employee Information Website.
We will regularly update the FAQ’s.
The engagement window is your opportunity to put forward your opinions and suggestions for the new
structure.
All feedback will be considered.
Slide24Key dates & Contact InformationMid-point Meeting – 13
th and 14th February Engagement period ends – 10th March Final Meeting – 13th and 14th March People ManagementEmma Haynes and Amy Thompson– 01228 221231Your Pension Service0300 323 0260Askpensions@localpensionspartnership.org.uk Trade Union RepresentativesGMB : Maddy Wilkinson - 07545573402 or gmbbranchsecretary@gmail.comUnison : Cliff Evans -cliff..evans@unisoncumbria.co.ukThomas Stewart - 07921257145
Slide25Discussion & Questions?