Transcript A workforce strategy for the Integrated Substance Misuse

A Workforce Strategy for the
Integrated Substance Misuse
Service
Supporting Models of Care
The Strategy
• Three year strategy
• Embraces local vision of “whole system”
commissioning
• Maps the workforce across the four tiers of
treatment and service provision
Assumptions
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Maximising partnership working
Integrated care pathways and ways of working
Embraces “improving working lives” agenda
Clinical governance
Learning organisation
Components of the strategy
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Matching the workforce you want with the workforce
you need
Recruitment and retention
Training and development and lifelong learning
Appraisal and Supervision
User and carer involvement
Rewarding excellence and commitment in staff
Leadership
1. From the workforce you have to
the workforce you need
• Undertake a staff profile – suggested
approaches: – By treatment tier ( models of care)
– By team ( alcohol, young persons, DTTOs)
– By professional group
• Define the skills and competencies required for
each subgroup of staff
• Undertake a training needs analysis – use
DANOS and existing job descriptions
Building up the staff profile
Training needs analysis
• Map expected skills and competencies against
existing skills and competencies
• Work with individuals using staff appraisal
process to produce a personal development plan
• Review and update every job description and
cross reference with DANOS
• Training plan should address any knowledge
gaps as defined by the training needs analysis
Profiling the workforce
• Development of workforce profile tool
Complies with DANOS and NOS
Reflects Whole system working
• Develop a series of service specifications
Adult voluntary treatment services
Young persons services
Criminal justice drug treatment teams
Recovery and aftercare teams ( e.g. Accord ABLE Progress
2 work etc)
2. Recruitment and Retention
• Production of Job
descriptions that reflect
integrated service provision
• New practitioners identified
in accordance with provision
of Models of Care
• Develop management
systems that support
integration of workforce
• Understand the labour
market locally and nationally
• Ensure appraisal systems are
adequately resourced
• Implement “Improving working
lives”
• Improve workforce
experience e.g.
• secondments, sabbaticals,
portfolio working
• Ensure estate keeps pace
with workforce expansion
Successful recruitment and retention
– points for consideration
• Standardised employer policies and procedures can act
as barrier when developing posts that cross interfaces
• Avoid staff burn out
• Significant time and resources are required to
• Implement clinical supervision and staff appraisal
• Ensure estate and management costs are considered
when services are expanded or redesigned
3. Joint training and Development
• Key to an effective workforce
• Perceived area of strength in the district
• Decision made to develop a separate strategy to
support workforce development
The training strategy
Three elements
– Three year strategy linked to Models of Care
– Defines training associated with each tier of service
– To develop a system of quality assurance to support
trainers and ensure training is consistent, accurate
and in line with national and local policy
Assumptions
• Maximising Partnerships working –public health
training team , SWYT, Turning Point
• Access – comprehensive, equitable and systematic
• Funding – pooling resources
• Uni vs. multidisciplinary training
• Leadership training investment in management skills
• Accreditation
• Implement a variety of learning styles to attract and
retain staff
Contributors
• Public Health Training team
• Tripartite management team
• Members of the MOC steering group and JCG
Who is the strategy for?
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Team leaders, managers, commissioners
To inform and support personal learning plans
Support appraisal
Enhance service development
To raise awareness amongst stakeholders of what is
available
• To highlight responsibilities of stakeholders with
respect to ensuring and maintain appropriate levels of
staff training in substance misuse
The training strategy –
how is it laid out?
For each service tier
– Defines specific role and function. E.g. screening and
recognition skills
– Defines the training required
– Describes the courses available ( local, regional, national)
– What qualifications/quality assurance is required through the
training
– DANOS and NOS category
– Examples of training provider and how to access them
Opportunities and challenges ahead
• Maintain existing levels of training
• Enrich partnership working
– Training practitioners forum
– Joint training events – shared care for GPs and
support staff, dual diagnosis, acute trust staff
training
• Encourage innovation
– Overdose training
– NHS Learning account, and fixers
Opportunities and challenges ahead
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Quality assurance
Trainer support – ( peer review and appraisal)
Sharing learning across the region
Keeping up with pace of change ( new services
e.g. CJIP, nGMS, Alcohol, out of hours )
• Meeting the needs of the CDRP
• Meeting needs of ex
4. Professional Development
• Every staff member should have a training plan
updated annually and reflecting their training needs be
it updating their skills or acquiring new ones
• There should be a series of minimum standards in the
delivery of training for staff e.g. induction, study leave,
protected learning time, attendance at conferences and
courses
• Emphasis of commitment to lifelong learning from the
organisation
5. Appraisal and Supervision
• Mandatory for employees of PCTs and other
health and social care agencies
• Access to structured supervision for every
clinical staff member is a priority for the
Integrated service
• Not new arrangements for GPs ( including
GPwSIs)
• Protected time for appraisal and review
6. Users and carers
• “Need to turn rhetoric into reality”
– Remuneration to service users for their time
– Training, support and advocacy required if service
users are to take places on strategic groups
– Investment required to project manage/oversee the
user involvement
– Avoid tokenism
• Invest in sustainable service user networks
• Consider service users as trainers
Commitments made in the strategy
for users and carers
• Inclusion of experts by experience in training and away day
events
• Ensure advocacy and needs of users and carers are met
• User involvement and workforce development : • NHS learning account project
• Successfully bid for and implement the “Fixers” service user education and
training programme
• Implement the university of Lancashire service user harm reduction needs
assessment skills project
• Engage and support user and carer networks and forums
• User focussed monitoring groups
• Secure representation on strategy groups
7. Leadership
• Successful integration requires excellence in
Leadership
• Integrated services need leadership skills
throughout the workforce
• Coordinated investment required to ensure
managers and supervisors are confident leaders
• Staff empowerment and culture change required
so that EVERY staff member considers
themselves a leader
Leadership – points for consideration
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Expensive courses vs. innovative action learning
Capitalising on partnerships and in house schemes
Cascading learning
Delegating responsibilities throughout the workforce
Culture change/empowerment/raising expectations –
role for TPT cross over with clinical governance, staff
appraisal, implementing supervision
Recommendations
• Strategy signed off by MOC and DAT project boards
• Work taken forward by the newly established workforce
education and training sub group
• Implementation requires commitment
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Government
Department of Health/NTA
Local Strategic partnerships
NSF LITs implementation teams
Commissioners
Employers
Professionals
Workforce confederations
STAFF