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Agenda Item 15 Enclosure CKWCB/12/64

Report To:

Cluster Board - 6 March 2012

Title of Report:

People Transition & Resilience

FOI Exemption Category: Open Responsible Director:

June Goodson-Moore, Executive Director of Workforce & Corporate Development

Report Author and Job Title

Laura Smith, Assistant Director of Workforce Susan Moloney, Head of Workforce

Executive Summary:

This report provides the Cluster Board with an update regarding People Transition and Resilience within the NHS Calderdale, Kirklees and Wakefield District Cluster. It provides assurance that the workforce elements of the anticipated transition to the new NHS system are being planned and handled effectively; subject to the passage of the Health & Social Care Bill. The workforce elements of the expected transition to the new NHS system are being managed under a People Transition Plan developed in partnership with staff side representatives. Currently in Phase 2 of the People Transition Plan, the Cluster remains on schedule in its people transition work. A range of measures are in place to ensure that the Cluster and its employees remain as resilient as possible during the period of transition to 31 March 2013.

Finance/Resource Implications:

None directly related to the recommendations of this report

Risk Assessment:

Resilience-related risks associated with transition, eg escalated turnover or the loss of key skills. These are managed and mitigated via organisational risk management processes.

Legal Implications:

People transition is subject to the passage of the Health & Social Care Bill

Health Benefits:

None directly related to the recommendations of this report

Staffing/Workforce Implications:

As outlined in the People Transition Plan

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Outcome of Equality Impact Assessment:

No disproportionate impact identified in relation to any of the protected characteristics covered by the Equality Act 2010

Sub Group/Committee: Recommendation (s):

The Cluster Board is asked to receive and note the content of this report

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People Transition & Resilience

1. Purpose This report provides the Cluster Board with an update regarding People Transition and Resilience within the NHS Calderdale, Kirklees and Wakefield District Cluster. It seeks to describe to the Board the framework under which People Transition is taking place; and to provide assurance that the workforce elements of the anticipated transition to the new NHS system are being planned and handled effectively; subject to the passage of the Health & Social Care Bill. The paper also seeks to provide assurance that the resilience of the Cluster is being adequately monitored and supported during the transitional period. The Board is asked to receive and note the content of this report.

2. People Transition Framework The Clusterâ€&#x;s agreed approach to People Transition is set out in its People Transition Plan (PTP). The PTP was developed in partnership with staff side representatives. It was approved on 16 January 2012 by the Cluster Partnership Forum and the Cluster Leadership Team. The PTP is written to comply with a range of national documentation, including the Department of Healthâ€&#x;s People Transition Framework. The People Transition Framework is divided into three phases, outlined in the diagram on the following page. Phase 1 of the PTP was concluded by the end of 2011. The Cluster is currently in Phase 2:

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Fig 1: The phases of people transition

Phase 1 (complete)

Phase 2 (03/01/12 – 31/03/12)

Phase 3 (01/04/12 – 31/03/13)

an initial assignment of employees to support emerging CCGs in the areas ofFinance, OD, Governance and Commissioning

employees given first indication of possible destination of their function(s) in 1:1 or team meetings

firmer determination of people & function mapping in advance of the establishment of structures of the new NHS system

transitional (interim) assignments made to senior roles

preparation for transfer by sender and receiver organisations, including TUPE/COSOP consultation

consultation as required on associated measures, eg structural changes

substantive appointment processes related to structural changes if required (substantive appointments unlikely to take effect until the transfer date)

3. Progress to date 3.1 Function Mapping & Staff Letters A detailed mapping exercise was carried out across the Cluster during January 2012. This exercise enabled the Cluster, in line with national requirements, to send a letter to each of its employees on 31 January 2012. Each letter outlined the current function of the employee‟s role; and confirmed the likely destination(s) of that function. 3.2 Clinical Commissioning Groups (CCGs) The interim senior management structures for four CCGs in the Cluster have now been developed (Appendix 1a – 1d). The structures show a “Heads of” tier (also known as the “second tier”), with the posts above these referred to as the “top tier”. In line with the People Transition Plan (PTP), these structures are now being populated on a transitional assignment (interim) basis pending the passage of the Health and Social Care Bill and formal recruitment processes.

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In total, there are 20 transitional assignments in the second tier, and 9 transitional assignments in the top tier. The Calderdale CCG and the Greater Huddersfield Commissioning Consortium have chosen to share two of these transitional assignments: a Chief Finance Officer and a Head of Quality. Pooling decisions for the second tier transitional assignments were made during week commencing 30 January 2012. Of the 20 assignments, 17 have been filled and will commence on 1 March 2012. Pooling decisions for the top tier transitional assignments were made during week commencing 20 February. These decisions were taken by a subset of the Cluster Leadership Team, and endorsed by the Remuneration and Terms of Service Committee. It is planned that the top tier assignments will commence by 31 March 2012. Transitional assignments will be made until 30 September 2012 in the first instance, and will not extend as transitional assignments beyond 31 March 2013. Employees who are assigned to transitional assignments will maintain their substantive role and terms as the default position upon the conclusion of the transitional assignment. In the case of the Chief Finance Officer and Accountable Officer roles, a national appointments process in spring 2012 will determine whether the transitional assignment holders become substantive post holders.

3.3 Commissioning Support Service (CSS) A programme board has been set up, jointly chaired by Mike Potts (Chief Executive of the NHS Calderdale, Kirklees & Wakefield Cluster) and John Lawlor (Chief Executive of the NHS Airedale, Bradford & Leeds Cluster) to oversee the design and development of a West Yorkshire Commissioning Support Service (CSS). External support is being commissioned to assist in designing the CSS to meet the challenging time scale that has been set nationally. The 2 Clusters are working together on the potential temporary appointment of a Managing Director for the West Yorkshire Commissioning Support Service. The complexity in regards to type of post relates to the size scope and complexity of the commissioning support service which in turn relates to the „buy, build or shareâ€&#x; model which the CCGs will adopt. As part of the overall transition process, the balance between those staff that will be assigned/aligned to CCGs and those that will be assigned/aligned to CSS is currently under discussion between the two Clusters and the CCGs in both Clusters. Currently staff are working across both CCGs and CSS areas and continue to deliver business continuity in commissioning and corporate services. 5


3.4 Primary Care Transition It is expected that the Primary Care Contracting function will transfer to the NHS Commissioning Board at 31 March 2013. A piece of work is being led on behalf of the CKW and ABL Clusters by Gill Galdins (Chief Operating Officer, NHS Wakefield District) and Damian Riley (Director of Public Health, NHS Airedale, Bradford & Leeds Cluster) to assess the implications of this and the associated work required.

3.5 Public Health Transition In November, the Department of Health published the Public Health HR Concordat which provides the principles and standards for managing the HR processes to support the transfer of PCT public health commissioning activity to Local authorities. It sets out the obligations of the NHS and local government employers and trade unions in managing the change. The Concordat was developed by the Department of Health with NHS Employers and the Local Government Association, and in partnership with NHS and local government trade unions. A separate set of Frequently Asked Questions has been published plus guidance for Local Authorities as receiving organisations. It is expected that around 70% of Public Health staff will be working in shadow form within Local Authority structures by October 2012 prior to formal transfer of functions and responsibilities at the end of March 2013. Some staff will transfer to other organisations including Public Health England and the National Commissioning Board. Within the CKW Cluster 3 separate groups have been established to manage the practical HR implications of the transfer. These cross functional, cross organisational groups are chaired by the Head of Workforce and have staff side representation. Each group has Terms of Reference (agreed or in draft) and is working to a common project plan allowing for local flexibility.

4. Resilience Throughout this period of transition, the Cluster is firmly focused on maintaining resilience and supporting employees through change. Measures in place to do this include: Monitoring turnover, sickness absence and workforce size at PCT level, with regular associated reports to each SMT and to the Cluster Board. 6


Delivery of a wide range of support and development for employees, including “I Bounce / We Bounce” resilience courses and “Leading Through Change and Uncertainty” programmes. Robust vacancy control procedures, and the use of fixed term roles to fill business critical gaps in the workforce Staff reference groups and Investors in People Groups to support and champion staff views and initiatives Introduction of a range of staff health and wellbeing initiatives Regular staff briefings and weekly bulletins to share and receive the most up to date information

5. Next Steps It is expected that employees will be given a firmer indication of where their roles will be by 1 April 2012; with a proviso that some of these roles may move as we develop the working relationship between CSS and CCGs over the period from 1 April – 31 December 2012. The release of staff survey results in March 2012 will assist the Cluster in assessing those areas where further work may be required to address staff needs and resilience issues.

6. Conclusion The Calderdale, Kirklees and Wakefield District Cluster is managing the workforce elements of the expected transition to the new NHS system under a People Transition Plan developed in partnership with staff side representatives. Currently in Phase 2 of the People Transition Plan, the Cluster remains on schedule. A range of measures are in place to ensure that the Cluster and its employees remain as resilient as possible during the period of transition to 31 March 2013.

7. Recommendation The Cluster Board is asked to receive and note the contents of this report.

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Appendix 1a

Calderdale CCG Structure CLINICAL ENGAGEMENT

ACCOUNTABLE OFFICER

2 GPs x 2 days 5 GPs x 1 day

CHIEF FINANCE OFFICER (SHARED WITH GHCC)

Head of Finance Inc Business Planning, Business Intelligence, Performance and IM&T

Head of Contracting & Procurement

DIRECTOR OF SERVICES

Head of Governance

Head of Service Improvement

Inc HR, OD, Comms, Risk Mgt, Legal, Complaints

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Head of Quality (SHARED WITH GHCC) Inc Medicines Management

Practice leads Associates

Head of Primary Care Quality & Improvement


Appendix 1b

Greater Huddersfield Commissioning Consortium Structure

CHIEF OPERATING OFFICER

CHIEF FINANCE OFFICER (SHARED WITH GHCC)

Head of Contracting & Commercial Strategy

Head of Practice Support & Development

Senior Finance Manager x 2

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Head of Service Improvement

Head of Strategic Development & Business Planning

Head of Quality (SHARED WITH GHCC)


Appendix 1c

North Kirklees Health Alliance Structure

CHIEF FINANCIAL OFFICER

Head of Contracting & Commercial Strategy

CHIEF OPERATING OFFICER

Head of Practice Support & Development

Senior Finance Manager x 2

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Head of Service Improvement

Head of Strategic Development & Business Planning

Head of Quality & Safety


Appendix 1d

Wakefield Alliance Structure

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