HNY Workforce Investment Committee Highlight
Description: HNY Workforce Investment Committee Highlight Report 28 March 2023 Report produced by Rachel Baillie Smith, Humber North Yorkshire ICB, Deputy Director for People Kim Alexander, Health Education England, Workforce Transformation
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slide1. HNY Workforce Investment Committee Highlight Report – 28 March 2023
Report produced by
Rachel Baillie Smith, Humber & North Yorkshire ICB, Deputy Director for People
Kim Alexander, Health Education England, Workforce Transformation Programme Support Manager<br>
slide2. Membership Nominations pending from: Declaration of interest from: Gary Sainty – Presenting two proposals – VCSE Workforce Mapping and Volunteering at the Heart of the System – Legacy<br>
slide3. Review of Meeting<br>
slide4. Schedule of Meetings<br>
slide5. Recommended Proposals for Funding<br>
slide6. Workforce Investment Committee funding proposal 2022/23 Inclusion literacy programme (co-designed) Proposed by: Emma Marshall/Rach McCafferty Disabled and Black, Asian and Ethnic Minority Staff Network of Networks representing Proposed activity Funding requested: Strategic fit
Will address key themes within the NHS People Plan and the NHS People Promise eg belonging, compassion, inclusion, every voice counts, we are a team, we are always learning, whilst sitting under the ‘best place to work’ pillar of the HNY strategy.
Will align with domain two (workforce health and wellbeing) and domain three (inclusive leadership) of the NHS Equality Delivery System 2022 (EDS2022) supporting the ICB’s compliance with this statutory duty.
Will support wider work of the ICB and system partners in compliance with the Public Sector Equality Duty (PSED).
Will align with activity in local authorities through statutory duties under the Equality Framework for Local Government (EFLG).
Will address key areas of priority for workforce including retention, belonging, compassionate leadership, health and wellbeing and inclusion, supporting the adoption of wider restorative just and learning culture approaches.
Sustainability
Built through co-design with Assembly members – will provide sustainability by increasing buy-in / feeling of ownership (“people own what they create”, Myron).
Fully editable suite of materials for onward co-creation, owned by ICB.
Trained cohort of facilitators to roll-out wider training within organisations.
Broader cultural focus around civility, respect and RJLC allows for programme to act as an umbrella for future workforce initiatives.
Fully engaged Inclusion Assembly will see partnership working accelerate. Strategic fit and long-term vision As well as the deliverables mentioned under ‘outcomes expected’ eg materials etc, final key performance indicators (KPIs) / measures will be agreed with Assembly members but will likely include:
Aim to deliver to 500+ staff in Y1 (three month period, first six months of 23-24 will be development beginning June), 2000+ in Y2 (24-25). Delivery to 2,500 = £28 per head.
15+ trained facilitators across all sectors who have the skills and capacity to deliver on a rolling programme across all health and care organisations (similar to menopause awareness).
Ongoing engagement from Inclusion Assembly membership.
Feedback from attendees at various sessions and breakdown of attendee reach and range (by org, sector, demographics etc).
Planned general inclusion survey before and after implementation to measure impact (before and after knowledge poll).
Alignment with key indicators in WRES / WDES and NHS Staff Survey results eg increase in disclosure rates.
Summary evaluation document to be procured as part of contract, providing a developed case study for wider sharing / promotion / awards submissions.
Scope of additional activity developed under this umbrella once initial programme complete. Evaluation and impact Increased inclusion literacy across the system workforce to improve retention, cohesion, health, wellbeing and wider colleague and patient / service user experience whilst reducing cases of discrimination, bullying and harassment.
To contribute to a sense of system identity and belonging through active co-design across diverse groups of staff.
A clear definition of what allyship means in HNY and the principles and behaviours expected of all colleagues (to follow a similar approach for wider areas of focus as determined by Assembly membership).
A co-designed, clear and concise statement around the system’s shared commitment to EDI, with buy-in secured from partner organisations and OD/LD leads.
Fully facilitated training sessions, co-developed, to create a diverse team of confident facilitators able to deliver sessions as defined by the Assembly across the system on a rolling basis.
Delivery of an inclusion-focused session to ICB Board.
A model to follow in terms of future co-design opportunities for wider inclusion activities / future in-house training bolt-ons.
Fully accessible suite of materials (training, visual identity etc) suitable for use across all sectors in the system, owned and editable by the partnership.
Full intellectual property rights on all materials and approaches, which can then be marketed as ‘off the shelf’ solutions for other ICSs.
An overarching approach to increasing inclusion literacy and embedding inclusion built by HNY for HNY.
Formal evaluation paper – March 2024. Outcomes expected Funding to be received and managed by: Emma Marshall
HNY HCP
Emma.marshall51@nhs.net Legal and procurement considerations Will require procurement process to include Inclusion Assembly members in assessing bids and appointing supplier.
Propose procuring in 22-23 financial year for delivery in 23-24 and onward delivery into 24-25. The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal including EDI and health equality impacts including geographic scope Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary Identified next step ‘180 days of action’.
Pilot Inclusion Assembly launches in spring with focus on intersectionality. Org network chairs, EDI leads and people team members will work in partnership to identify and agree EDI priorities, co-design initiatives and co-deliver across the system, learning together as ‘super allies’.
Priority identified around a lack of education / awareness (literacy) around EDI.
Opportunity to commission independent, specialist support to co-design a programme focused on raising inclusion literacy eg through a system allyship approach etc in partnership with Inclusion Assembly members. To include compassionate leadership, civility and respect and kindness and to be owned for future development by HNY ICB and partners.<br>
slide7. Workforce Investment Committee funding proposal 2022/23 Building Out of Hospital Capacity and Integrated Neighbourhood Teams Development Proposed by: Nick Fripp, AD, NEL Health and Care NEL HCP Workforce and OD Group representing 1. Strengthening the voice of independent sector providers of support and care in NEL through the facilitation of a provider alliance.
Funding the cost of facilitation of independent adult social care provider voice in NEL. £40k (likely year 1 total cost of up to £100k based on other ICB areas estimate) Full cost will be made up from other sources including commissioner funding and contributions from providers.
2. Building a programme of CPD in NEL to support both HCP priorities for strengths based practice and integrated neighbourhood Teams in 2023/ 2024 and developing end of life care education and training. Funding hosted by Focus Independent Adult Social Work who provide independent sector training in NEL and end of life post hosted by St Andrew’s Hospice
Funding Breakdown. The cost of 3 programmes to facilitate joint working/ co design in an integrated neighbourhood team context, a.) strengths based practice, b.) making use of VCSE and community resources (asset based community development). c.) Co design of the integrated neighbourhood teams vision and plan with VCSE and independent sector providers. Indicative amount £15k per programme x 3= £45k. Contribution to end of life training post of £18k (this is match funding for 50% the full pro rata cost of a Head of Training and Education).
3. Securing capacity to develop the local workforce priority around Integrated Career Pathways.
Funding breakdown. External consultancy support to the value of £50k with £10k to support contributions from key HCP partners = £60k Proposed activity Funding requested: This will support the development of support at home applying learning from the Care at Home Workforce Re Design programme.
Integrated career pathways development in NEL will contribute to the one system recruiting together programme and will deliver particular learning in relation to relationships with the VCSE and independent sector providers of health and care.
All three activities will accelerate the journey in NEL from strategy to delivery. Strategic fit and long-term vision Summary reporting will be to the HCP Leadership Group in NEL.
Detailed tracking of progress will be at the HCP workforce and OD Group and Adult Social Care Workforce Development Group which feeds into this forum.
Providers of the three activities will deliver fortnightly highlight reports to the SRO for the programme who will summarise for the HCP Workforce and OD Group. Evaluation and impact A means of bringing the collective voice of a diverse and fragmented independent sector provider market to the co design of Integrated Neighbourhood Teams and the HCP Leadership Group in NEL.
Training and development for health and care providers in NEL that is aligned with HCP priorities for the development of a strengths based practice framework and integrated neighbourhood teams. Developing capacity in North East Lincolnshire to build a programme of end of life training for providers across health and care building on learning from project Echo where St Andrew’s Hospice worked with providers across the system during the pandemic.
Dedicated capacity for the development of a clear action plan for integrated career pathways in NEL that aligns with integrated neighbourhood team developments that includes VCSE and independent sector partners in scope. Outcomes expected Funding to be received and managed by: Nick Fripp, AD, NEL Health and Care. nick.fripp@nhs.net. Funding to be held by ICB who commission on behalf of NEL HCP. (Nick Fripp leaves on 16th March to be replaced by Paul Bassett as permanent AD - p.bassett1@nhs.net Legal and procurement considerations The letting of any contracts for the delivery of this work will be managed through ICB processes The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal including EDI and health equality impacts including geographic scope and funding breakdown Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary<br>
slide8. Workforce Investment Committee funding proposal 2022/23 VCSE Workforce Mapping for Prevention Proposed by: Gary Sainty VCSE Collaborative representing The HNY VCSE workforce, both paid and unpaid, is key to preventing, de-escalating and delating acute health and care needs. It consists of around 23,000 FTE roles, working across approximately 14,000 organisations and community groups.
However, beyond these estimates derived through statistical analysis there is very little data around the make up of this workforce either demographically or in terms of how it is deployed to achieve prevention.
Achieving the same level of understanding and visibility of the VCSE prevention workforce as we have of the NHS acute workforce is a key lever for achieving meaningful understanding of how investment in VCSE services and networks delivers prevention benefit and supports efficient and effective overall system function.
This proposal seeks grant funds to establish a research partnership which enables:
Baseline mapping of the HNY VCSE workforce against the prevention-focused Care at Home workforce remit produced through the 180 Days Care at Home Workforce Redesign work (the remit is attached for information on the following slide).
Baseline assessment of the workforce profile
Development of a methodology for sustainable monitoring of the workforce, including updating profile data and understanding workforce engagement
There is an opportunity to build on learning from this project to create equivalent understanding of and engagement with the private sector Care at Home workforce, where similar challenges in terms of visibility and voice apply. Proposed activity Funding requested: The HNY People Strategy recognises the VCSE sector as a key equal and strategic partner. The sector is represented within the various plans and workstreams on the basis of local knowledge and insight. Whilst this tacit knowledge is crucial, it is not a full understanding of the workforce.
Creating an analytical understanding of the VCSE workforce through a prevention lens will enable more effective system-wide working and mean there is a level of consistency across people functions across sectors. This delivers on the VCSE Collaborative priorities of a greater understanding of the sector.
In addition it will mean we can see where the strengths are across the system and at Place; the VCSE sector is a true asset to the system but many of its strengths are likely being underutilised or not recognised for their prevention impact. In addition it will highlight areas for further development that should be managed alongside developing the system wide workforce.
We are committed to ensuring that the product of this work is sustainable, by being replicable annually. Having established a baseline, we will be able to track changes and trends, identify growth or reduction in specific skill sets make clearer actionable connections between the VCSE workforce and key system priorities. Strategic fit and long-term vision This work will produce a number of tangible outputs, the quality and use of which will ultimately determine whether this work has been a success.
This work will be delivered over several months and the VCSE Collaborative will lead on interrogating the data, providing direction and ensuring the baseline data and associated legacy tools deliver what we need now and in the future.
The outputs created will be discussed with a wide range of stakeholders to ensure the impact of this work and what it can contribute to is widely understood putting the VCSE sector in a greater position to contribute to health and care.
Evaluation of the approach will inform future similar work in relation to private sector providers. Evaluation and impact Outputs
Baseline data set providing a clear picture of the make up of the VCSE workforce across HNY, with the ability to break down to Place and by prevention segment
Analysis of the data highlighting any gaps and trends to inform planning
Identification of training and development needs with a prevention impact focus
Tools enabling annual data update; annual refresh to be conducted by VCSE Collaborative
Development of an annual VCSE staff survey
Outcomes
Parity between the VCSE sector and other sectors in knowledge and understanding of the VCSE workforce and its current and potential impact in terms of prevention
Improved opportunity for VCSE workforce planning with a prevention focus
Translation of HNY HCP commitment to the VCSE as part of the system into actionable opportunities
Improved ability for the VCSE sector, supported by the VCSE Collaborative, to operate truly as an equal system partner, enabling greater cross sector partnerships and working Outcomes expected Funding to be received and managed by: The funding will be awarded to Forum who will oversee the contract with the relevant organisation Legal and procurement considerations None at this stage; Forum Hull to assess requirements The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal including EDI and health equality impacts including geographic scope and funding breakdown Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary<br>
slide9. Workforce Investment Committee funding proposal 2022/23 Volunteering at the heart of the system - legacy Proposed by: Gary Sainty Volunteering representing The task and finish group has completed its initial work, looking at volunteering in health services and settings. The work has created recommendations that will enable greater recruitment and deployment of volunteers and support in roles that reduce pressure on health services.
To progress and deliver the outputs and outcomes, greater capacity is required to lead on the delivery. In addition there is further scoping work to undertake in areas not covered by the initial phase, particularly relating to Care at Home.
This funding will enable the VCSE Collaborative to fund a temporary post for 12 months to drive forward this work, to fund further scoping in areas not covered and to connect with other workforce groups and priorities ensuring ‘good’ volunteering is embedded across the system.
The post will be placed within a VCSE organisation, this will provide a flexibility to the role, working to the strengths of the voluntary sector and the range of existing work it does with volunteers, but working through the volunteer task and finish group, VCSE Collaborative and Workforce Board to create direct connections across the health and care system. Proposed activity Funding requested: With over 125,000 people volunteering across our system every year it is evident they play a crucial role, therefore we must ensure that we maintain a focus on volunteering. Following this 12 month piece of work with dedicated capacity to go further quicker, we should have volunteering embedded with a greater understanding of volunteers and practices for effective management, that forms part of business as usual.
Volunteering fits with the current ‘HNY People Strategy’ and the Workforce Board has committed to ensuring we have a focus on volunteering. Therefore this work will directly deliver upon that strand.
The VCSE Collaborative has a priority on embedding the sector, including volunteers, in the ‘one workforce’ for the system and creating greater relationships between sectors will improve the work we do with volunteers and creating long lasting partnership built on collaboration meaning we can do more together.
Across the system-wide transformation programme, volunteering connects to a number of other groups, therefore this work will support the delivery of many aspects of the workforce planning that has been agreed by the Workforce Board and ICB. Strategic fit and long-term vision The Volunteering task and finish group will remain and direct this work, which will be overseen and the responsibility of the VCSE Collaborative. The Head of VCSE will oversee this post and initial work will look to set a work programme with key milestones to ensure progress can be reported. Each element of this work will have its own evaluation and will report back as relevant to the T&F group, VCSE Collaborative and Workforce Board.
The initial scoping work has given us an indication of volunteering across the system, this can be used as a benchmark to identify where improvements have been made and the impact of these. Evaluation and impact Outputs
Scoping volunteering in Care at Home services, settings and networks
Explore the ‘types’ and pathways of volunteers and enable greater recruitment and deployment
Increase the visibility of volunteering both opportunities and impact
Greater connection to volunteer hubs broadening the accessibility to volunteering
Skills assessment of volunteer roles and matching them up to wider opportunities
Clarity on what the volunteer roles are and matching them up to the right volunteers
Regular meeting of volunteer leads to be established
FT post for 12 months with dedicated capacity to embed this work
Outcomes
Good volunteer management and practices is consistently embedded across the system
Better and more understood pathways into volunteering, resulting in greater numbers and volunteers in the right roles
Volunteering opportunities open to the workforce adding to the best place to work
Training and development offer in place for volunteers that is in line with what the wider workforce can access
Greater diversity of volunteers, understanding the demographics of volunteers enabling us to understand barriers and challenges to overcome
Volunteers valued and likely to continue volunteering Outcomes expected Funding to be received and managed by: The funding will be received and managed by York CVS Legal and procurement considerations None identified The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal including EDI and health equality impacts including geographic scope and funding breakdown Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary<br>
Report produced by
Rachel Baillie Smith, Humber & North Yorkshire ICB, Deputy Director for People
Kim Alexander, Health Education England, Workforce Transformation Programme Support Manager<br>
slide2. Membership Nominations pending from: Declaration of interest from: Gary Sainty – Presenting two proposals – VCSE Workforce Mapping and Volunteering at the Heart of the System – Legacy<br>
slide3. Review of Meeting<br>
slide4. Schedule of Meetings<br>
slide5. Recommended Proposals for Funding<br>
slide6. Workforce Investment Committee funding proposal 2022/23 Inclusion literacy programme (co-designed) Proposed by: Emma Marshall/Rach McCafferty Disabled and Black, Asian and Ethnic Minority Staff Network of Networks representing Proposed activity Funding requested: Strategic fit
Will address key themes within the NHS People Plan and the NHS People Promise eg belonging, compassion, inclusion, every voice counts, we are a team, we are always learning, whilst sitting under the ‘best place to work’ pillar of the HNY strategy.
Will align with domain two (workforce health and wellbeing) and domain three (inclusive leadership) of the NHS Equality Delivery System 2022 (EDS2022) supporting the ICB’s compliance with this statutory duty.
Will support wider work of the ICB and system partners in compliance with the Public Sector Equality Duty (PSED).
Will align with activity in local authorities through statutory duties under the Equality Framework for Local Government (EFLG).
Will address key areas of priority for workforce including retention, belonging, compassionate leadership, health and wellbeing and inclusion, supporting the adoption of wider restorative just and learning culture approaches.
Sustainability
Built through co-design with Assembly members – will provide sustainability by increasing buy-in / feeling of ownership (“people own what they create”, Myron).
Fully editable suite of materials for onward co-creation, owned by ICB.
Trained cohort of facilitators to roll-out wider training within organisations.
Broader cultural focus around civility, respect and RJLC allows for programme to act as an umbrella for future workforce initiatives.
Fully engaged Inclusion Assembly will see partnership working accelerate. Strategic fit and long-term vision As well as the deliverables mentioned under ‘outcomes expected’ eg materials etc, final key performance indicators (KPIs) / measures will be agreed with Assembly members but will likely include:
Aim to deliver to 500+ staff in Y1 (three month period, first six months of 23-24 will be development beginning June), 2000+ in Y2 (24-25). Delivery to 2,500 = £28 per head.
15+ trained facilitators across all sectors who have the skills and capacity to deliver on a rolling programme across all health and care organisations (similar to menopause awareness).
Ongoing engagement from Inclusion Assembly membership.
Feedback from attendees at various sessions and breakdown of attendee reach and range (by org, sector, demographics etc).
Planned general inclusion survey before and after implementation to measure impact (before and after knowledge poll).
Alignment with key indicators in WRES / WDES and NHS Staff Survey results eg increase in disclosure rates.
Summary evaluation document to be procured as part of contract, providing a developed case study for wider sharing / promotion / awards submissions.
Scope of additional activity developed under this umbrella once initial programme complete. Evaluation and impact Increased inclusion literacy across the system workforce to improve retention, cohesion, health, wellbeing and wider colleague and patient / service user experience whilst reducing cases of discrimination, bullying and harassment.
To contribute to a sense of system identity and belonging through active co-design across diverse groups of staff.
A clear definition of what allyship means in HNY and the principles and behaviours expected of all colleagues (to follow a similar approach for wider areas of focus as determined by Assembly membership).
A co-designed, clear and concise statement around the system’s shared commitment to EDI, with buy-in secured from partner organisations and OD/LD leads.
Fully facilitated training sessions, co-developed, to create a diverse team of confident facilitators able to deliver sessions as defined by the Assembly across the system on a rolling basis.
Delivery of an inclusion-focused session to ICB Board.
A model to follow in terms of future co-design opportunities for wider inclusion activities / future in-house training bolt-ons.
Fully accessible suite of materials (training, visual identity etc) suitable for use across all sectors in the system, owned and editable by the partnership.
Full intellectual property rights on all materials and approaches, which can then be marketed as ‘off the shelf’ solutions for other ICSs.
An overarching approach to increasing inclusion literacy and embedding inclusion built by HNY for HNY.
Formal evaluation paper – March 2024. Outcomes expected Funding to be received and managed by: Emma Marshall
HNY HCP
Emma.marshall51@nhs.net Legal and procurement considerations Will require procurement process to include Inclusion Assembly members in assessing bids and appointing supplier.
Propose procuring in 22-23 financial year for delivery in 23-24 and onward delivery into 24-25. The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal including EDI and health equality impacts including geographic scope Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary Identified next step ‘180 days of action’.
Pilot Inclusion Assembly launches in spring with focus on intersectionality. Org network chairs, EDI leads and people team members will work in partnership to identify and agree EDI priorities, co-design initiatives and co-deliver across the system, learning together as ‘super allies’.
Priority identified around a lack of education / awareness (literacy) around EDI.
Opportunity to commission independent, specialist support to co-design a programme focused on raising inclusion literacy eg through a system allyship approach etc in partnership with Inclusion Assembly members. To include compassionate leadership, civility and respect and kindness and to be owned for future development by HNY ICB and partners.<br>
slide7. Workforce Investment Committee funding proposal 2022/23 Building Out of Hospital Capacity and Integrated Neighbourhood Teams Development Proposed by: Nick Fripp, AD, NEL Health and Care NEL HCP Workforce and OD Group representing 1. Strengthening the voice of independent sector providers of support and care in NEL through the facilitation of a provider alliance.
Funding the cost of facilitation of independent adult social care provider voice in NEL. £40k (likely year 1 total cost of up to £100k based on other ICB areas estimate) Full cost will be made up from other sources including commissioner funding and contributions from providers.
2. Building a programme of CPD in NEL to support both HCP priorities for strengths based practice and integrated neighbourhood Teams in 2023/ 2024 and developing end of life care education and training. Funding hosted by Focus Independent Adult Social Work who provide independent sector training in NEL and end of life post hosted by St Andrew’s Hospice
Funding Breakdown. The cost of 3 programmes to facilitate joint working/ co design in an integrated neighbourhood team context, a.) strengths based practice, b.) making use of VCSE and community resources (asset based community development). c.) Co design of the integrated neighbourhood teams vision and plan with VCSE and independent sector providers. Indicative amount £15k per programme x 3= £45k. Contribution to end of life training post of £18k (this is match funding for 50% the full pro rata cost of a Head of Training and Education).
3. Securing capacity to develop the local workforce priority around Integrated Career Pathways.
Funding breakdown. External consultancy support to the value of £50k with £10k to support contributions from key HCP partners = £60k Proposed activity Funding requested: This will support the development of support at home applying learning from the Care at Home Workforce Re Design programme.
Integrated career pathways development in NEL will contribute to the one system recruiting together programme and will deliver particular learning in relation to relationships with the VCSE and independent sector providers of health and care.
All three activities will accelerate the journey in NEL from strategy to delivery. Strategic fit and long-term vision Summary reporting will be to the HCP Leadership Group in NEL.
Detailed tracking of progress will be at the HCP workforce and OD Group and Adult Social Care Workforce Development Group which feeds into this forum.
Providers of the three activities will deliver fortnightly highlight reports to the SRO for the programme who will summarise for the HCP Workforce and OD Group. Evaluation and impact A means of bringing the collective voice of a diverse and fragmented independent sector provider market to the co design of Integrated Neighbourhood Teams and the HCP Leadership Group in NEL.
Training and development for health and care providers in NEL that is aligned with HCP priorities for the development of a strengths based practice framework and integrated neighbourhood teams. Developing capacity in North East Lincolnshire to build a programme of end of life training for providers across health and care building on learning from project Echo where St Andrew’s Hospice worked with providers across the system during the pandemic.
Dedicated capacity for the development of a clear action plan for integrated career pathways in NEL that aligns with integrated neighbourhood team developments that includes VCSE and independent sector partners in scope. Outcomes expected Funding to be received and managed by: Nick Fripp, AD, NEL Health and Care. nick.fripp@nhs.net. Funding to be held by ICB who commission on behalf of NEL HCP. (Nick Fripp leaves on 16th March to be replaced by Paul Bassett as permanent AD - p.bassett1@nhs.net Legal and procurement considerations The letting of any contracts for the delivery of this work will be managed through ICB processes The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal including EDI and health equality impacts including geographic scope and funding breakdown Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary<br>
slide8. Workforce Investment Committee funding proposal 2022/23 VCSE Workforce Mapping for Prevention Proposed by: Gary Sainty VCSE Collaborative representing The HNY VCSE workforce, both paid and unpaid, is key to preventing, de-escalating and delating acute health and care needs. It consists of around 23,000 FTE roles, working across approximately 14,000 organisations and community groups.
However, beyond these estimates derived through statistical analysis there is very little data around the make up of this workforce either demographically or in terms of how it is deployed to achieve prevention.
Achieving the same level of understanding and visibility of the VCSE prevention workforce as we have of the NHS acute workforce is a key lever for achieving meaningful understanding of how investment in VCSE services and networks delivers prevention benefit and supports efficient and effective overall system function.
This proposal seeks grant funds to establish a research partnership which enables:
Baseline mapping of the HNY VCSE workforce against the prevention-focused Care at Home workforce remit produced through the 180 Days Care at Home Workforce Redesign work (the remit is attached for information on the following slide).
Baseline assessment of the workforce profile
Development of a methodology for sustainable monitoring of the workforce, including updating profile data and understanding workforce engagement
There is an opportunity to build on learning from this project to create equivalent understanding of and engagement with the private sector Care at Home workforce, where similar challenges in terms of visibility and voice apply. Proposed activity Funding requested: The HNY People Strategy recognises the VCSE sector as a key equal and strategic partner. The sector is represented within the various plans and workstreams on the basis of local knowledge and insight. Whilst this tacit knowledge is crucial, it is not a full understanding of the workforce.
Creating an analytical understanding of the VCSE workforce through a prevention lens will enable more effective system-wide working and mean there is a level of consistency across people functions across sectors. This delivers on the VCSE Collaborative priorities of a greater understanding of the sector.
In addition it will mean we can see where the strengths are across the system and at Place; the VCSE sector is a true asset to the system but many of its strengths are likely being underutilised or not recognised for their prevention impact. In addition it will highlight areas for further development that should be managed alongside developing the system wide workforce.
We are committed to ensuring that the product of this work is sustainable, by being replicable annually. Having established a baseline, we will be able to track changes and trends, identify growth or reduction in specific skill sets make clearer actionable connections between the VCSE workforce and key system priorities. Strategic fit and long-term vision This work will produce a number of tangible outputs, the quality and use of which will ultimately determine whether this work has been a success.
This work will be delivered over several months and the VCSE Collaborative will lead on interrogating the data, providing direction and ensuring the baseline data and associated legacy tools deliver what we need now and in the future.
The outputs created will be discussed with a wide range of stakeholders to ensure the impact of this work and what it can contribute to is widely understood putting the VCSE sector in a greater position to contribute to health and care.
Evaluation of the approach will inform future similar work in relation to private sector providers. Evaluation and impact Outputs
Baseline data set providing a clear picture of the make up of the VCSE workforce across HNY, with the ability to break down to Place and by prevention segment
Analysis of the data highlighting any gaps and trends to inform planning
Identification of training and development needs with a prevention impact focus
Tools enabling annual data update; annual refresh to be conducted by VCSE Collaborative
Development of an annual VCSE staff survey
Outcomes
Parity between the VCSE sector and other sectors in knowledge and understanding of the VCSE workforce and its current and potential impact in terms of prevention
Improved opportunity for VCSE workforce planning with a prevention focus
Translation of HNY HCP commitment to the VCSE as part of the system into actionable opportunities
Improved ability for the VCSE sector, supported by the VCSE Collaborative, to operate truly as an equal system partner, enabling greater cross sector partnerships and working Outcomes expected Funding to be received and managed by: The funding will be awarded to Forum who will oversee the contract with the relevant organisation Legal and procurement considerations None at this stage; Forum Hull to assess requirements The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal including EDI and health equality impacts including geographic scope and funding breakdown Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary<br>
slide9. Workforce Investment Committee funding proposal 2022/23 Volunteering at the heart of the system - legacy Proposed by: Gary Sainty Volunteering representing The task and finish group has completed its initial work, looking at volunteering in health services and settings. The work has created recommendations that will enable greater recruitment and deployment of volunteers and support in roles that reduce pressure on health services.
To progress and deliver the outputs and outcomes, greater capacity is required to lead on the delivery. In addition there is further scoping work to undertake in areas not covered by the initial phase, particularly relating to Care at Home.
This funding will enable the VCSE Collaborative to fund a temporary post for 12 months to drive forward this work, to fund further scoping in areas not covered and to connect with other workforce groups and priorities ensuring ‘good’ volunteering is embedded across the system.
The post will be placed within a VCSE organisation, this will provide a flexibility to the role, working to the strengths of the voluntary sector and the range of existing work it does with volunteers, but working through the volunteer task and finish group, VCSE Collaborative and Workforce Board to create direct connections across the health and care system. Proposed activity Funding requested: With over 125,000 people volunteering across our system every year it is evident they play a crucial role, therefore we must ensure that we maintain a focus on volunteering. Following this 12 month piece of work with dedicated capacity to go further quicker, we should have volunteering embedded with a greater understanding of volunteers and practices for effective management, that forms part of business as usual.
Volunteering fits with the current ‘HNY People Strategy’ and the Workforce Board has committed to ensuring we have a focus on volunteering. Therefore this work will directly deliver upon that strand.
The VCSE Collaborative has a priority on embedding the sector, including volunteers, in the ‘one workforce’ for the system and creating greater relationships between sectors will improve the work we do with volunteers and creating long lasting partnership built on collaboration meaning we can do more together.
Across the system-wide transformation programme, volunteering connects to a number of other groups, therefore this work will support the delivery of many aspects of the workforce planning that has been agreed by the Workforce Board and ICB. Strategic fit and long-term vision The Volunteering task and finish group will remain and direct this work, which will be overseen and the responsibility of the VCSE Collaborative. The Head of VCSE will oversee this post and initial work will look to set a work programme with key milestones to ensure progress can be reported. Each element of this work will have its own evaluation and will report back as relevant to the T&F group, VCSE Collaborative and Workforce Board.
The initial scoping work has given us an indication of volunteering across the system, this can be used as a benchmark to identify where improvements have been made and the impact of these. Evaluation and impact Outputs
Scoping volunteering in Care at Home services, settings and networks
Explore the ‘types’ and pathways of volunteers and enable greater recruitment and deployment
Increase the visibility of volunteering both opportunities and impact
Greater connection to volunteer hubs broadening the accessibility to volunteering
Skills assessment of volunteer roles and matching them up to wider opportunities
Clarity on what the volunteer roles are and matching them up to the right volunteers
Regular meeting of volunteer leads to be established
FT post for 12 months with dedicated capacity to embed this work
Outcomes
Good volunteer management and practices is consistently embedded across the system
Better and more understood pathways into volunteering, resulting in greater numbers and volunteers in the right roles
Volunteering opportunities open to the workforce adding to the best place to work
Training and development offer in place for volunteers that is in line with what the wider workforce can access
Greater diversity of volunteers, understanding the demographics of volunteers enabling us to understand barriers and challenges to overcome
Volunteers valued and likely to continue volunteering Outcomes expected Funding to be received and managed by: The funding will be received and managed by York CVS Legal and procurement considerations None identified The recipient organisation is responsible for identifying and meeting all legal and procurement requirements, whether or not they are identified in this summary proposal including EDI and health equality impacts including geographic scope and funding breakdown Further information under the same headings may be provided in addition to this summary if necessary and WIC may request additional detail if necessary<br>