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The importance of a robust business plan


									  Workforce Planning Workshop

Coventry and Warwickshire Partnership for Care

                7th September
   Workforce Planning Workshop
Agenda for the day
• Welcome and Introductions
• Overview of Workforce Planning
• Case Study ‘Care with Claire’
• Business Planning Overview
• Workforce Planning Toolkit
• Name, organisation, role, and what you’re
  hoping to get out of today?
 Workforce Planning- background
• Putting People First
• Vision for Adult Social Care
• Think Local Act Personal
       Personal Budget research
Demos, Personal Best November 2010:

• Market shifts towards
   –   leisure and holidays
   –   greater range of activities during weekdays
   –   home helps
   –   Personal Assistants
   –   help going out (including transport)
• Market stability
   – 55 per cent of care users say they would not change
     their care with a personal budget
   – 37 per cent said they would change it ‘a little’.
           Market Trends
• Changing needs and expectations
• Move to more flexible service
• Workforce implications
  Workforce Planning in Coventry
        and Warwickshire
• Integrated Local Area Workforce Strategy
• Focus on providers workforce planning
• CWPC commissioned to support providers
• Local Authorities expecting providers to
  workforce plan
Workforce Planning- the basics
• What is workforce planning?
• Why should I workforce plan?
• What happens if I don’t workforce plan?
• Produced by CWPC
• Built on best practice from Skills for Care,
  NHS, local authorities and the PVI sector
• Not prescriptive
• The planning process is key, not the
Case Study – ‘Care with Claire’
Claire Hall, Provider Support Officer, CWPC
Residential Care Home services without nursing

•   Older people
•   Frail elderly, physical disability
•   36 bed home
•   In last 2 years number of customers decreased
       - fewer referrals from LA
       - number of empty beds
•   30 customers now residing in the home
        Current workforce model
Organisational Structure & Job Roles

                          Home Manager
                               (1 full time)

                     Deputy Home Manager
                               (1 full time)

                         Support Workers
                       (20 full time / 10 part time)
       Current workforce model
Training and Qualifications

• Manager & Deputy Manager – RGM /NVQ level 5/QCF level 5
• Support workers
      - Health & Safety
      - Moving & Handling
      - Medication Management
      - First Aid
      - Food Hygiene & Infection Control
      - Safeguarding
        Current workforce model
Service Requirements
• Day: planned staff to customer ratio 1 to 5
• Waking night: planned staff to customer ratio 1 to 10
• 112 day hours per week x 6 staff per shift
  = 672 care hours per week
• 56 Waking night hours per week x 3 staff per shift
  = 168 care hours per week

Fixed shift pattern - 8 hour shifts
• 7-3 am shift
• 3-11 pm shift
• 11-7 waking night shift
        Current workforce model
Recruitment Strategy

• Day:16 full time staff (36 hr contract) + 6 part time (16 hr contract)
  = total 672 hours
• Waking night: 4 full time (36 hr contract) + 2 part time (16 hr contract)
  = total 176 hours

• Total hours required to deliver care at planned staff/customer ratio
  = 840 contracted
• Recruitment strategy secures 848 total contracted hours per week
                 Key Challenges
National Level Drivers
•    Policy
•    Demographics
•    Medical Advances
•    More people with long-term conditions

Local Level Drivers
•   Local needs (JSNA)
•   Local Authority Commissioning Intentions
•   Reduction in block contracts from Local Authorities
  What if we don't make changes?
• Services provided not matching up to needs, expectations and
  choices of customers
• Long term, gradual reduction in customers
• Residential home operating well below capacity
• Revenue decreases
• Dependency on single revenue source increases risk and weakens
  organisations resilience to external shocks
• No longer viable business model
‘Care with Claire’
                   Changes made
Specialise and diversify into service providing 3 levels of service:

• Residential with nursing - long term (1 unit 18 beds)
  Residential with ‘nursing’ for complex conditions - high dependency

• Respite with nursing - short term (1 unit 18 beds)
  Intervention/ Prevention of hospital admissions and short stay post
  hospital admissions

• Domiciliary Care - without nursing
  Customers can be supported in own home to maintain independence
New workforce model
                 (1 full time)
                                                     (1 full time)

                                 Case Manager
                                   (4 full time)

   Shift Leader
     (5 full time)                                        Support Worker
                                                                     (x 25)

        (x 15)

 Support Worker
        (x 15)
         New workforce model
Training and Qualifications

• Operations Manager – management degree
• Business Development Manager
  - financial management, marketing and business development
• Case Manager
  - Qualified Nurse, Social Worker, or equivalent degree
• Shift Leader - Qualified Nurse
• Nurses - Qualified Nurse
• Residential & Respite Support Workers
  - competency based assessment
• Community Support Workers
  - personalisation, supporting independence & early intervention
  - car drivers, clean licence & use of own car
         New workforce model
Service Requirements – Residential and Respite
• Day: planned staff to customer ratio 1 to 4
• Waking night: planned staff to customer ratio 1 to 8
• 112 day hours per week x 9 staff per shift = 1,008 care hours per
• 56 Waking night hours per week x 5 staff per shift = 280 care hours
  per week

Service Requirements – Domiciliary Support
• 100 customers 1hour per day = 700 care hours per week

Shift patterns
• More flexible working patterns - flexible 24 hour shift
• Shift patterns decided based on customer needs (not staff needs)
          New workforce model
Recruitment Strategy

•   Operations Manager - contracted full time
•   Business Development Manager - contracted full time
•   Shift Leader x 5 - contracted full time
•   Nurses x 15 - zero hour contract
•   Residential & Respite Support Workers x 15 - zero hour contract
•   Community Support Workers x 25 - zero hour contract
•   Case Manager x 4 - contracted full time

Recruitment strategy ensures staffing costs flexible
  – able to align with operational capacity
Implications for Workforce Planning
•   Revise recruitment strategy
•   New job specifications & descriptions
•   Recruiting for different job roles
•   More flexible working patterns - changes to fixed shifts
•   Changes to staff contracts
•   Introduce zero hour contracts for some staff
•   Possible redundancies
•   Training
•   Career development/pathway (Talent Management)
• 2 sections
  – Business Planning
  – Workforce Planning
        Business Planning
• Hannah Watts, Provider Development
  Advisor, Coventry City Council
The importance of a robust
      business plan
           Main Sections:
• Executive summary
• Your organisation – including
  management structure, operational and
  staffing details
• Aims for the future
• Marketing plan
• Financial information
         Your Organisation:
• Background information - who you are,
  why you exist, what you do, what you can
  offer; brief history; plans for the future
• Details of legal structure of the
• Competitive advantage of your service
• Demand and market, customer base
 Aims for the future (3-5 years):
• What are your aims?
• What barriers could exist?
• How will you measure if you achieved your
• How will you manage changes with staff
  and customers?
• Will you need to change any of your
           Marketing plan:
• What are the different ways you can reach
  your customers?
• How can you attract new customers?
• What services do your existing customers
  want for the future?
            Financial plan:
• Will budgets and forecasts cover your
  stated aims?
• How will you adapt to less certain funding?
• Do you price your service based on full
  cost recovery?
• Do you have systems in place to deal with
  changing processes?
    Workforce Planning toolkit
3 steps
1. What do you have now?
2. What will you need in the future?
3. How will you make the changes?
   1. What do you have now?
• What is your current workforce? (e.g.
  number of staff, job roles, age, gender,
• Do you have any issues filling vacancies?
• What is your current level of turnover?
• Is there a high level of sickness absence
  in your organisation?
2. What will you need in the future?
• What activities will need to be carried out in the
• How long will these activities take, and when will
  it take place
• Will you need different working patterns?
• What roles will you need in the future?
• Will you need more or fewer staff to undertake
  these tasks?
• What training/ skills will people need to
  undertake these tasks?
3. How will you make the changes?
•   Number of people
•   Roles
•   Vacancies, leavers and sickness absence
•   Training and skills
•   Working patterns
          Points to consider
• Can you use new technology to support
  your workforce in the future?
• How could you improve the supply of
• Can you redistribute tasks to different
• Are there any external factors that could
  affect your workforce?
             Action Planning
•   Take the aims from your business plan
•   Involve your staff and customers
•   Decide how you will measure progress
•   Assign someone as responsible
•   Set a timeframe to achieve your aims
•   Set a date to refresh the plan
                Next Steps
• For any workforce planning information contact
  Anna Walker: 01926 742289

• For support with business development contact:
  Coventry: Hannah Watts, 02476 787605
  Warwickshire: Market Facilitation, 01926 745117

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