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					                                                                                nd
                                                           Cluster Board meeting 2 May 2012
                                                                    Agenda Item number 7.2.1




             DERBYSHIRE CLUSTER BOARD MEETING
                        2nd May 2012
Report Title:       Futures 2013 – Organisational Development             Item No:
                    Plan for the Derbyshire Cluster.                      7.2.1

1.   Background and context
     To ensure consistency of approach, the Cluster board agreed that its
     programme of organisational development, Futures 2013, should apply equally
     across both constituent PCT’s and asked to receive regular reports on progress
     at its open meetings.

2.   Matters for consideration
     The purpose of this agenda item is to update the Cluster board on the further
     progress being made with the roll out of Futures 2013, and to seek further
     engagement from the board to this important approach to the management of
     change across the constituent PCT’s.

     Futures 2013 is centred around the workforce transition scenarios being
     developed and implemented to deliver the system and organisational changes
     required by the Coalition Government’s planned changes to health and social
     care. This includes the following;

           Developing the Cluster itself

           Developing Clinical Commissioning Groups

           Aligning staff and functions for transfer to the City and County Local
            Authorities and Public Health England

           Identifying staff and functions to be absorbed into the NHS
            Commissioning Board

           Greater East Midlands Commissioning Support Service
     For each of these scenarios work is being taken forward across the Cluster to
     identify opportunities for rationalisation and business efficiencies plans and
     timeframes, audit skills and map the current/future workforce, identify areas
     where investment in new skills may be required, and structure the transition
     plans and timeframes.

     The Cluster HR function continues to operate a central coordinating and support
     function for the changes and is providing on-going support and guidance to
     managers, staff and local trade unions. HR implications of the changes are being
     managed in accordance with guidance documents issued by the Department of
     Health and we are working closely with HR networks across the Cluster SHA.
     The work of Futures 2013 has also been incorporated in the Derbyshire System
     Integrated Plan (DISP) and discussions are continuing with providers locally to
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                                                           Cluster Board meeting 2 May 2012
                                                                    Agenda Item number 7.2.1
     coordinate workforce plans for the Derbyshire system.

     Work has now commenced on designing a process to manage and protect the
     commissioning talent pipeline for Derbyshire and succession planning for key
     posts.

     This is incorporated in a proposed development programme targeted at middle
     and senior managers below Directors due to be delivered in May, June,
     September and October of this year.

3.   Assessing Equality Impact
     The Cluster continues to work on ensuring that the implementation of the EDS
     (Equality Delivery System) takes proper account of the system and
     organisational changes required by the Coalition Government’s planned
     changes to health and social care. EDS objectives are integral to Futures 2013
     and the Cluster’s approach to supporting staff and their managers through the
     current programmes of organisational change. This has been particularly
     important in the design and delivery of the staff support programmes which ran
     very successfully in both City and County PCTs, the recent MARS and VR
     programmes and support for line managers.
     A number of other arrangements have been put in place to embed delivery of the
     public sector General Equality Duty and the EDS within the Cluster. The
     Cluster’s Equality, Inclusion and Human Rights’ function leads the organisational
     and individual capacity and capability development of the Cluster in relation to
     equality. This includes working with the CCGs to embed equality in their
     emerging business processes and support the relevant capability development.

     All the actions being taken forward as part of Futures 2013 have been checked
     for compliance with the Cluster’s EDS duty.

4.   People Transition Programme
       a) Workforce Alignment

     To date staff have been aligned with roles as follow (please note the significant
     reduction of 11 employees in the PH County team is due to the TUPE transfer of
     the GPSI’s working within the DAAT program.)

     Headcount
      Directorate            Grand Total           County                  City
      Cluster                    24                  15                     9
      Erewash CCG                 5                  3                      2
      Hardwick Health            22                  22                     0
      CCG
      LA City                     23                  1                     22
      LA County                   71                  71                    0
      CSO                        211                 133                    78
      NHS CB                      40                  33                    7
      North CCG                   58                  52                    6
      South CCG                   78                  37                    41
      Grand total                532                 367                   165

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                                                     Cluster Board meeting 2 May 2012
                                                              Agenda Item number 7.2.1
   b) Transition
Work on further designing the People Transition process has continued at the
Department of Health and guidance has now been received regarding the Job
Matching Process and clarifying the nature of substantive employment. The
Cluster’s Associate Director of HR and OD, Karen Rhodes is actively networked
with the national and regional workforce teams and is continuing to engage the
Trade Unions on an ongoing basis in the management of the workforce changes
locally. A Transition Programme with key timeframes has been established and
a Cluster-wide data base established to capture and monitor all workforce
information relating to the transition work.

The transition Programme for Derbyshire incorporates the following broad
headings;

      Organisational Design
       Including work to confirm receiver structures and jobs, functions to
       transfer and establishing ‘hosting’ arrangements for NHSCB
      Recruitment and Retention
       Arrangements to recruit to receiver organisations where appropriate, the
       use of national assessment arrangements for some senior appointments,
       production of job descriptions, secure support from National Transition
       Team
      Policies and Procedures
       Including work to develop pooling, matching and appeal processes etc
      Employee Relations
       Ongoing management of pro-active consultation arrangements
      Workforce Data
       Inputting data into national and regional workforce tracker tools, develop
       central system to store all recorded pooling and matching activity, support
       receivers to capture workforce transition data and manage workforce ‘due
       diligence’ arrangements with receivers.
      Organisational Development
       Including work to ensure that there are programmes to provide excellent
       support and assistance to staff throughout the change and transition
       process. Work with receivers to ensure effective induction arrangements
       are in place.
      Employee Communications and Engagement

As part of the programme of work in Derbyshire on job matching and preparing
staff to transfer to the new bodies, many staff have been now been aligned to
roles. This process will continue through to May this year and employees who
are substantially performing the duties that are to be transferred, or delivering
services immediately before the transfer, will normally transfer to the new
organisation. The latest guidance from the Department of Health suggests that if
51% or more of a role is being carried out then the postholder can be regarded
as ‘substantially performing’ the role.

All of the roles for appointments to the NHS Commissioning Board, Public Health
England, Health Education England and the City/County Local Authorities,
except for senior executive appointments, will be matched to existing posts or
advertised and appointed to using agreed job descriptions.
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                                                      Cluster Board meeting 2 May 2012
                                                               Agenda Item number 7.2.1

An individual's substantive employer is the organisation with whom they have
entered into an employment contract and their substantive post is the role they
are contracted to perform for that employer. This is important for staff in
determining their eligibility for moves under the transition programme and will be
clarified with them at HR briefings and in 1:1 meetings with line managers.

Staff will have the opportunity to attend special transition surgeries being set up
by the HR department and a set of Q and A is being developed for issue to all
staff. All line managers will conduct a further round of 1:1 discussions with staff
and work with them to confirm the job descriptions for current substantive roles
being undertaken. Up to the end May, colleagues in the new bodies will also be
working to confirm the job descriptions for their posts. From May to July we will
be setting up the necessary processes to agree job descriptions and carry out
job matching and pooling work. In the second half of July staff will be notified of
job matching outcomes, or pooling and selection arrangements. In the early
Autumn we will commence formal consultations with local trade unions and by
December it is intended that all staff will have formal confirmation of the decision
regarding their transfer to a new body or what alternative arrangements will
apply.

This is a substantial area of work with very tight timescales and the close
involvement of line managers will be crucial. The HR department has set up and
is managing a central data base and will be providing support as necessary to
both the Cluster and the new/emerging bodies. There is a lot of concern
nationally that the progress in receiver organisations on confirming structures
and job roles is too slow and that appointment timescales may be compromised.
The Cluster HR department in Derbyshire will continue to work closely with the
receiver organisations to ensure a timely and smooth transition process.

   c) Commissioning Support Service
CSS’s will be designed to strengthen the commissioning of health services
across the NHS by providing a range of support services to Clinical
Commissioning Groups . This provides the opportunity to leverage economies of
scale while at the same time maintaining a locality focus. Discussions are
currently underway with regards to a possible model for a Greater East Midlands
area. This is being coordinated by EMPACT - an NHS service for commissioners
providing commissioning support services. EMPACT operates from the East
Midlands and is hosted by NHS Leicestershire County and Rutland. In the
financial year 2012/13 it is envisaged that around 200 staff will move from the
two PCT’s in Derbyshire to the new Commissioning Support Service and the HR
function here is working closely with GEM project teams to plan accordingly.

   d) Engagement

Communications and engagement remain key enablers for Futures 2013 and we
continue to work closely with the Cluster communications function to ensure that
key messages for staff and stakeholders are distributed regularly and effectively,
using a range of channels, and that staff are able to engage with the change
process. Further guidance from DH on managing the workforce implications of
the transition process, including the interpretation of potential TUPE implications
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                                                         Cluster Board meeting 2 May 2012
                                                                  Agenda Item number 7.2.1
     associated with alignment decisions, is being monitored on an ongoing basis
     and communicated to staff as appropriate.

5.   Actions and recommendations
     The Board is asked to;

           Note the progress with implementation of the programme of changes
            under the Futures 2013

           Receive further progress reports at future board meetings.




Name:        Karen Rhodes, Associate Director of HR and OD
Sponsor:     David Sharp, Chief Executive
Date:        May 2012




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