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Operational Plan NHS Calderdale, Kirklees and Wakefield District

Appendices

2012-2015


Calderdale CCG – Business Scorecard – 2012/2013

Non-recurrent funding to pump-priming transformation

No recurrent financial growth

Helping people to recover and maintain independence

Ensuring People have a positive experience of care

Ensuring safe environments and protection from harm

Plans Cancer – screening, diagnosis and public education Mental health – access to health care Disadvantaged groups Health-checks Urgent care

Improve public understanding of risk factors, diagnosis and how to access care when they need it.

Public Health Programmes

Promote self-care, empower patients, improve case finding and care management, prevent avoidable admissions, particular focus on people in care homes.

Long-Term Conditions QIPP

Care in care homes Risk stratification, care management (diabetes, COPD, CVD) Employment opportunities Telehealth/telecare Reduce readmissions Support for carers

Improve access to services that support recovery, introduce more integrated care models and ensure agencies communicate to reduce exacerbations

Mental Health QIPP

Access – primary care, therapies, paediatrics Intermediate tier Access – day services and psychological therapies, dementia Children (mental health, New model – intermediate tier IT opportunities

Focus on getting the basics right, improve satisfaction, particularly end of life care and outpatients services

Elective QIPP

Dignity, nutrition, culture Primary care Out-patients End of life care Elective pathways

Quality & Safety Programme

Primary care reporting Pathways and guidance Medicines safety Clinical champions Clinical networks and communication

Reporting and learning, improve access to important documents and communication between clinicians

Mental Health QIPP

Non-Elective QIPP

Enablers

Prescribing

Enhancing quality of life for people with a longterm condition

Transformation

IM&T

Prevent people from dying prematurely

Aspirations

Primary Care Development

Increase in 65+ population and 0-15 years

Objectives

Workforce

Local health beliefs difficult to influence

Maximise use of resources

Women’s life expectancy below national average

Achieve the best health and wellbeing for the people of Calderdale

Local Context Vision

Appendix 1


Appendix 2 Greater Huddersfield CCG – Business Scorecard – 2012/2013


North Kirklees Health Alliance – Business Scorecard – 2012/2013

Appendix 3


Wakefield Alliance – Business Scorecard – 2012/2013

Appendix 4


Appendix 5

Public Health Transition Programme Calderdale Calderdale’s Public Health Transition Plan is being presented under the Transition section of the Cluster Board agenda. It will be included at this point in the appendices after Cluster Board approval


Appendix 6

Public Health Transition Programme Kirklees Kirklees’s Public Health Transition Plan is being presented under the Transition section of the Cluster Board agenda. It will be included at this point oinf the appendices after Cluster Board approval


Appendix 7

Public Health Transition Programme Wakefield Wakefield’s Public Health Transition Plan is being presented under the Transition section of the Cluster Board agenda. It will be included at this point in the appendices after Cluster Board approval


Appendix 8

Healthcare Associated Infection (HCAI) Action in progress/for development Current Proposed actions

Outcome

Timescale

Progress

MRSA TARGET Post 48 hour RCA investigations are discussed at a multi-disciplinary DIPC panel to identify learning and whether the infection was avoidable/unavoidable (MYHT). Cluster Director of Nursing to attend panel meetings as commissioner. (NHS Wakefield and NHS Kirklees). Teleconference to be held for pre 48 hour RCA investigations to include GP/Primary Care. Need improved engagement with primary care (NHS Wakefield and NHS Kirklees). DIPC panel receives weekly intelligence on infection prevention and control issues using dynamic risk assessment approach. Communicating with other organisations to identify best practice, (MYHT, NHS Kirklees and NHS Wakefield.

Detailed review of work to reduce MRSA by DIPC, ADIPC and Lead doctor has been undertaken (MYHT).

Learning is identified and shared Cases are determined to be avoidable / unavoidable Increased commissioner engagement

Ongoing

Future RCAs

To enhance communication and learning in primary care.

Next pre 48 hour RCA case.

Assesses risk on a weekly basis and provides a clear working strategy for clinical service groups.

Ongoing

Weekly Information shared at HCAI Strategy Group.

By end of March 2012

MYHT arranging site visit to South Tees. DDIPC PCT meeting Helen Crombie, NHS North West, 09/03/2012.

Identified work streams to improve practice.

Further workstreams identified: Peripheral cannulation insertion and management. Non-adherence to MRSA screening policy

Commence by end of March 2012

Progress will be reported at HCAI Strategy meeting.


Appendix 8

Healthcare Associated Infection (HCAI) Action in progress/for development Current Proposed actions

Outcome

Timescale

Progress

andsuppression. Non-adherence to antimicrobial prescribing. Revised MRSA prevention plan (MYHT).

Reiterate zero tolerance approach on all areas of non compliance.

Completed

MRSA prevention plan has been hand delivered to all ward leaders and consultant teams (MYHT).

Reiterate zero tolerance of sub optimal practice.

Completed

High visibility campaign is underway, including banners in atriums and poster at entrance to clinical areas (MYHT).

To focus on fundamental infection prevention and control practices.

Commenced February 2012.

Revised terms of reference for antimicrobial stewardship committee (MYHT). Close monitoring of non-elective admission screens for MRSA (MYHT). Establish programme of education and assessment off all staff undertaking insertion of peripheral lines and taking of blood culture (MYHT).

To improve antibiotic prescribing and management of patients.

Completed

Inaugural meeting, 11/01/2012.

All relevant staff will be trained and competent in ANTT (aseptic non touch technique).

Commence implementation programme April 2012. Will be ongoing

Progress to be reported to Strategy Group.

RCA tool reviewed for MRSA bacteraemia cases (Health Economy).

To ensure the root cause of the bacteraemia is identified rather than just the cause of the infection.

Completed December 2011

Tool used for case 17 (NHS Wakefield).

Routine surveillance of MRSA positive isolates by infection

To gather data and identify trends and themes (which include

Ongoing

Reported to infection control committee.

To achieve 95% compliance for screening.


Appendix 8

Healthcare Associated Infection (HCAI) Action in progress/for development Current Proposed actions

Outcome

Timescale

prevention and control team (Health Economy).

previous positives, cases, antibiotic management and recent hospital admission).

Increase in infection prevention and control doctor time (MYHT).

Enhance engagement with medical staff teams and strengthen performance management.

Ongoing

Dashboard of significant audits reviewed monthly and quarterly by HCAI strategic group.

Promotes internal challenge within group.

Ongoing

Review implementation of two stage testing and revision of algorithm (MYHT) and share with GPs (NHS Kirklees and NHS Wakefield). Continue to work with matrons and clinical teams to ensure appropriate practice (MYHT).

To identify cases of Clostridium difficile in line with other organisations.

Implemented December 2011

Development of workstream to develop a patient held urinary catheter record (Health Economy).

To improve management of catheterised patients. To improve communication. Incorporate findings from RCA investigation. To engage with care home staff and improve ownership of infection prevention and control within this sector. Improve awareness of infection prevention and control. Includes information on

Progress

Useful overview that led to concerns and successes being identified over time.

Clostridium difficile

Pilot care home link worker project (NHS Kirklees and NHS Wakefield).

Newly developed primary care and care home newsletters distributed (NHS Kirklees and NHS Wakefield).

Ensure safe and best practice. Identify and manage areas of suboptimal practice.

Ongoing

Complete by end of April 2012

Five meetings held to date.

For completion July 2012

Link workers recruited December 2011. February 2012 link worker study day Primary care newsletter sent twice yearly, sent April and December 2011


Appendix 8

Healthcare Associated Infection (HCAI) Action in progress/for development Current Proposed actions

Outcome

Timescale

Progress

antibiotic prescribing and infection prevention and control, Clostridium difficile and MRSA. Improve management of patients with MRSA and Clostridium difficile.

Continue to develop

Improve understanding of MRSA and Clostridium difficile and their prevention / control.

Ongoing

Undertake audits in all care homes to review safe infection prevention and control practice (includes criteria for the management of patients with MRSA and Clostridium difficile (NHS Kirklees and NHS Wakefield).

Improve understanding and ownership of infection prevention and control.

All homes will have been audited by March 2012.

Tool to be revised in line with new legislation. Continue to audit low scoring homes 2012/2013. Continue to work in partnership with Local Authority.

Routine surveillance of positive Clostridium difficile isolates (Health Economy).

To gather data and identify themes and trends (including previous MRSA, antibiotic history / management and previous hospital admission). To improve communication. For healthcare prescribing staff (for healthcare prescribers) to consider antibiotic prescribing more appropriately.

Ongoing

Reported to infection control committee.

Risk assessment tools developed for residents in care homes for: MRSA Clostridium difficile (NHS Kirklees and NHS Wakefield) Intranet / internet site further developed to include more detailed information and resources to download (eg, risk assessment tools) (NHS Kirklees and NHS Wakefield).

Progress work to develop patient held records for Clostridium difficile and MRSA (Health Economy).

Ongoing

Pilot before end of March 2012.

Care home newsletter is distributed quarterly. Distributed at audit.


Appendix 8

Healthcare Associated Infection (HCAI) Action in progress/for development Current Proposed actions Clostridium difficile and antibiotic prescribing lecture at GP Practice Protected Time delivered by consultant microbiologist (NHS Kirklees).

RCA investigations are undertaken for all patients with Clostridium difficile in a care home (NHS Kirklees and NHS Wakefield).

Ten community Clostridium difficile infection (CDI) surveillance samples from October 2011 to March 2012 to have further typing (NHS Kirklees and NHS Kirklees).

Medicines Management Team is working with GPs to explore antibiotic prescribing including: (NHS Kirklees and NHS Wakefield) - Individual prescribing data - Benchmarking against other practices - RAG rating against national standards. - Total antibiotic prescribing.

Outcome To improve GPâ€&#x;s understanding of Clostridium difficile. To reiterate best practice regarding antibiotic prescribing. To launch Clostridium difficile pathway. To identify themes and learning. To improve management and safety of patients with Clostridium difficile in care homes. To identify specific strains affecting NHSW and NHSK residents.

To improve prescribing of quinolones and cephalosporins. Provide posters and information resources.

Timescale

Progress

Completed November 2011

Event held November 2011.

Ongoing

There is a further need to: - share learning with GPs. - involve staff from Medicines Management if antibiotic prescribing inappropriate.

For completion end of March 2012

Completed by April 2012.

Ongoing

Completed by end of March 2012.


Appendix 9

People Transition Plan

Reference number: Version: Responsible Committee:

PTP 1.0 Cluster Staff Partnership Forum / Cluster Leadership Team Date approved: 16 January 2012 Name of author: Laura Smith, Assistant Director of Workforce Name of responsible director/ assistant Director of HR&OD director: Date issued: 17 January 2012 Next review to be complete by: n/a Target audience: All CKW Cluster employees CCGsâ€&#x; Clinical Commissioning Executive


Contents Section

Page

1

Introduction

3

2

Aims and objectives

3

3

Definitions

4

4

Responsibilities

5

5

The phases of transition

6

5.1

Phase 1

7

5.2

Phase 2

7

5.3

Phase 3

11

6

Information& consultation

12

7

Support & development

13

8

Right of appeal

14

9

Equality Impact Risk Assessment

14

10

Dissemination and Implementation

14

11

Monitoring Compliance and Effectiveness

14

12

References

15

List of Sender and Receiver Organisations

16

Appendices 1


1

Introduction

This document sets out the plan that NHS Calderdale, Kirklees and Wakefield District are following in the transition to the new NHS system associated with the Governmentâ€&#x;s July 2010 White Paper, Equity & Excellence: Liberating the NHS. It covers the period leading up to 31 March 2013, when PCTs will cease to operate. The plan has been drawn up in partnership between management and staff side representatives across NHS Calderdale, Kirklees and Wakefield District. It is designed to complement national guidance that has been published, including: The HR Transition Framework (Department of Health) HR Annex to Sir David Nicholsonâ€&#x;s letter (15 December 2010) It sets out a series of phases for the transition of current PCT functions, and brings together existing organisational change policies and other relevant points of policy from across the constituent PCTs into this single document. Please note that separate transition plans exist for Public Health, which employees of Public Health directorates may wish to refer to in addition to this plan. National and local policy is expected to evolve continuously throughout this period, particularly until it is confirmed whether the Health and Social Care Bill has been passed. This evolution has been taking place since the publication of the Equity & Excellence: Liberating the NHS White Paper. The timings and detail described in this policy may be subject to change as a consequence. Where significant changes occur, these will be communicated. All PCT employees are asked to continue working flexibly and collaboratively in support of this evolving picture.

2

Aims and Objectives

2.1

Aim

The overall aim of this plan is to describe the HR processes that will enable the PCTs within NHS Calderdale, Kirklees and Wakefield District to manage the transition to the new NHS system. This includes the processes to be adopted initially to facilitate local reorganisation(s) as the PCTs prepare for the future by aligning functions and staff to the new arrangements


(the transition) and ultimately transferring functions and staff to the new bodies (the transfer) by no later than April 2013. 2.2

Objectives

The objectives of this plan are as follows: 2.2.1 To support the transition to the new NHS system by assigning functions and staff clearly and appropriately. 2.2.2 To support business continuity during the transition period. 2.2.3 To consult and engage with employees and their representatives in a timely way, ensuring they are fully informed and supported during the transition process. 2.2.4 To ensure professional and respectful behaviour towards all employees moving between organisations. 2.2.5 To promote transparency, equity and fairness in all selection, assignment, appointment and transfer processes. 2.2.6 To seek to minimise the risk of redundancy by ensuring that all other options are considered before any employee is made compulsorily redundant. 2.2.7 To work to ensure that valuable skills and experience are retained for the new NHS system. 2.2.8 To promote compliance with relevant employment legislation. 2.2.9 To ensure staff are aware of the appropriate mechanisms to raise any concerns in relation to transition (see section 8 of this plan). 2.2.10 To prepare staff for the future by providing information and opportunities for support and development.

3

Definitions

This plan uses several key concepts, which are defined below: Assignment

This term can be applied to individual employees, or to services/functions. Functions can be “assigned” to particular destinations, meaning that they are likely to transfer to those destinations in due course. An individual employee can be “assigned” to a particular post on an interim basis in support of the transition process. Transitional


assignments of employees are not expected to extend beyond the transfer date of their function. Transfer

This term refers to the transfer of a function or service from NHS Calderdale, Kirklees and Wakefield District (the “sender” organisation); to a different organisation (the “receiver” organisation). A list of sender and receiver organisations is at Appendix 1.

Transition period The transition period is the period leading up to the transfer of functions and services from sender organisations to receiver organisations. The transition period is expected to be complete by 1 April 2013 Transitional Transitional structures and transitional, assignments, as referred to in this People Transition Plan, have been developed specifically support the transition to the new NHs system.

3.1

to

Scope of Plan

This plan applies to all employees of NHS Calderdale, NHS Kirklees and NHS Wakefield District, including the employees of “hosted” services such as the Yorkshire Cancer Network and the PCT Collaborative, and employees who hold joint roles covering one of the PCTs and another organisation.

4

Responsibilities / Accountabilities

4.1

Overall responsibility

Overall responsibility for the implementation of this plan rests with the Director responsible for HR and OD for the NHS Calderdale, Kirklees and Wakefield District. 4.2

Responsibility for consultation

It is the responsibility of directors and managers to ensure that adequate and proper consultation occurs in their own areas. 4.3

HR support

HR&OD Shared Service staff (HRODSS) are responsible for providing advice and guidance at all stages of transition. Directors, managers or employees wishing to contact HRODSS can do so at HRODSS@kirklees.nhs.uk, or on 01484 464076.


4.4

Employee responsibilities

Employees at all levels are expected to respond positively to change, and to be prepared to take up learning and development opportunities where appropriate. 4.5

Trade union representatives

Trade union representatives will continue to work actively with NHS Calderdale, Kirklees and Wakefield District to ensure that the Transition Plan is implemented fairly and consistently; and will provide support to employees.

5

The Phases of Transition

The transition period is divided into three phases, shown in the diagram below:

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)


5.1

Phase 1

Some employees working in NHS Calderdale, Kirklees and Wakefield District have already been asked to provide specific support to the emerging Clinical Commissioning Groups. In most cases these employees are undertaking these duties as part of their existing substantive roles. All staff have received an initial indication of the likely assignment destination(s) of their roles or functions. These indications were given during team meetings or 1:1s. Phase 1 was completed by the end of 2011. 5.2

Phase 2

5.2.1 Phase 2 will take place in the early months of 2012. This phase will focus on the senior tiers that will support transition to the new CCGs and CSO. Because this phase focuses on the senior tiers, the majority of PCT employees will not be assigned to a transitional assignment during Phase 2; however during this phase all employees can expect to receive increasing clarity regarding the assignment of the function in which their role sits, and the destination of that function (see paragraph 5.2.2 – 5.2.3) During Phase 2, the following actions are scheduled to happen: 5.2.2 A detailed mapping exercise will be carried out, where individual directors will confirm which function each role within their area currently sits in; and the likely destination or destinations of each function. 5.2.3 Each employee within NHS Calderdale, Kirklees and Wakefield District will receive a letter confirming the outcome of the mapping exercise for their own role. 5.2.4 Draft transitional structures will be released showing the senior management roles required for each Clinical Commissioning Group (CCG) and the Commissioning Support Office (CSO). 5.2.5 Following consultation and approval, the transitional structures will be populated following the transitional assignment process detailed below. The transitional assignment process may happen to different timescales for each CCG and the CSO. 5.2.6 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 retain their substantive contract and terms of employment, returning to their substantive role


and terms as the default position upon the conclusion of the transitional assignment. 5.2.7 Employees assigned to transitional assignments within the senior tiers will be responsible for ensuring that any elements of their substantive role which are not part of their transitional assignment are covered appropriately. Employees can expect the support of their Directors in determining appropriate cover arrangements. 5.2.8 In some cases transitional assignments may be made on a partial (eg part time) basis, to ensure that employees are able to discharge all required responsibilities of their transitional assignment and their substantive role. 5.2.9 The pool of potential candidates for transitional assignment to each role will be determined by the Senior Management Team (SMT) of the relevant PCT(s) in partnership with the relevant CCG(s). HR and staff side representatives will also be involved in the decision-making process. Eligibility for the pool will be determined by: 5.2.9.1

The current substantive role of potential candidates. Entry to the pool will be restricted to those from the same professional / functional group who currently undertake a similar role to the available transitional assignment and who are within one Agenda for Change Band of the transitional assignment. For example, the pool for a Band 8b Transitional Assignment role is likely to be made up of employees currently undertaking similar roles in the same function, in bands 8a, 8b or 8c.

5.2.9.2

The candidate pool for each transitional assignment will be sought from the PCT(s) whose area the role will cover. For example, the candidate pool for a transitional assignment for the Wakefield Alliance CCG would be sought from employees within NHS Wakefield District; whilst the candidate pool for a transitional assignment that covered Calderdale & Huddersfield NHSFT would be sought from employees in both NHS Kirklees and NHS Calderdale. Subject to approval from the NHS Airedale, Bradford & Leeds Cluster, candidate pools for Commissioning Support Organisation (CSO) roles could be sought from employees in NHS Airedale, Bradford & Leeds as well as from employees of NHS Calderdale, Kirklees and Wakefield District.

5.2.9.3

In exceptional circumstances, the panel may add other employees to a candidate pool for a transitional assignment. This will only happen where it can be demonstrated that the employeeâ€&#x;s current substantive role matches more than 50% of the transitional assignment; and the employee meets all of the essential criteria


laid out in the person specification. The employee must also be from a relevant PCT (see section 5.2.9.2, above). 5.2.9.4

After the candidate pool has been determined by the SMT(s) and CCG(s); candidates will be contacted directly with the job description and person specification for the transitional assignment; together with instructions and timescales for expressing their interest in it.

5.2.9.5

To ensure that all eligible candidates have been included in the candidate pool for each transitional assignment; confirmation of transitional assignment titles, job descriptions and person specifications will be shared with the employees for the relevant PCTs via their Weekly Bulletin. Any employee who believes they should be included in the candidate pool for a particular transitional assignment (because they meet the criteria laid down in sections 5.2.9.1 to 5.2.9.2 or the criteria in 5.2.9.3), but who have not been contacted to confirm that they are in that candidate pool will be invited at that point to contact the HRODSS team to discuss their potential eligibility. Where the employee is determined to be potentially eligible, HRODSS will refer their case to the relevant SMT(s) for a decision as to their inclusion in or reasons for exclusion from the candidate pool. Where the employee is included, the provisions of section 5.2.9.4 (above) will apply. Where the employee is not included, the reasoning will be provided to the employee.

5.2.10 Where only one candidate is identified for the pool for a transitional assignment; they will be assigned to the transitional assignment on a “slotting inâ€? basis. 5.2.11 Where only one candidate is identified for more than one transitional assignment; and that candidateâ€&#x;s substantive role does not determine which of those assignments is the closest match; the candidate will be asked to express their own preference for which transitional assignment they will be slotted in to. 5.2.12 Where more than one candidate is identified for the pool for a transitional assignment, affected employees will be required to express an interest in the assignment (see section 5.2.9.4, above). There will subsequently be a selection process to determine which candidate will be assigned to the transitional assignment. The purpose of the selection process will be to determine which candidate best meets the person specification for the transitional assignment.


5.2.13 Where a candidate, identified under section 5.2.9, is assigned to a transitional assignment which is banded lower than their substantive role, pay protection rules will apply from the start date of the transitional assignment in accordance with the table below: Length of continuous NHS service

Length of pay protection

Up to 2 completed years

12 months minimum and equal to length of service

Over 2 completed years

2 years

5.2.14 Where a candidate, identified under section 5.2.9, is assigned to a transitional assignment which is banded higher than their substantive role, their pay will be treated as follows: 5.2.14.1 If a candidate is currently at an incremental point that overlaps with the incremental points of the pay band of the transitional assignment, they will slide across to the same point on the higher band and retain their existing incremental date. 5.2.14.2 If a candidate is currently at an incremental point that does not overlap with the incremental points of the pay band of the transitional assignment, they will move across to the bottom incremental point of that pay band and their incremental date will change to the start date of the transitional assignment. 5.2.15 It is expected that in the majority of cases, candidates identified under section 5.2.9 who take up a transitional assignment will not be required to alter their contractual base for the duration of the transitional assignment. Should a change of contractual base be required, however, the candidate will be entitled to claim excess travel on the basis of the bus fares or standard rail travel or, if the employee travels by private motor vehicle, on the basis of the public transport mileage rate. 5.2.16 Where there are no candidates identified for the pool for a transitional assignment under section 5.2.9; the transitional assignment will proceed for internal advertisement amongst all employees of NHS Calderdale, Kirklees and Wakefield District via the “restricted” section of NHS Jobs. Please note that these will also be signposted via the weekly bulletins. Commissioning Support Organisation transitional assignments are likely to be also open to employees of NHS Airedale, Bradford and Leeds. The assignment advertisements will confirm which organisations‟ employees are eligible to apply. (NB: Employees who have not yet registered for an NHS Jobs “affected by change” restricted


account in order to access restricted / Clearing House vacancies are encouraged to contact the HR&OD Shared service at HRODSS@kirklees.nhs.uk as soon as possible if they now wish to register) 5.2.17 Employees who voluntarily apply for and secure a transitional assignment under section 5.2.16, above, will undertake the transitional assignment on the terms upon which it is advertised. In these circumstances neither pay protection nor excess travel payments will be applicable. The provisions of 5.2.6 and 5.2.14 will apply. 5.3

Phase 3

5.3.1 During this phase, NHS Calderdale, Kirklees and Wakefield District, and the “receiver organisations” will prepare for the transfer of functions. A list of receiver organisations is at Appendix 1. 5.3.2 Transfers between sender and receiver organisations will be guided by the legal requirements of the Transfer of Undertakings (Protection of Employment) Regulations (TUPE) and/or the Cabinet Office „Staff Transfers in the Public Sector Statement of Practice‟ (COSOP) guidance. Please see the “References” section of this plan for access to further technical information about TUPE and COSOP. 5.3.3 The law relating to transfers is complex. Each transfer is different and decisions are taken depending on the particular circumstances of the transfer. The broad legal principle underpinning transfers is that TUPE applies when there is a „relevant transfer‟. This may include: 5.3.3.1

A transfer of an undertaking, business or part of an undertaking or business; or

5.3.3.2

A service provision change, where a contractor takes on a contract to provide a service for a client from another contractor.

5.3.4 When such a transfer or service provision change takes place, employees who are substantially performing the duties that are to be transferred in the undertaking or business, or delivering the service immediately before the transfer, would normally transfer to the new organisation, with their contractual terms, including continuity of service, protected (other than occupational pensions). 5.3.5 Transfers will normally be managed as follows: 5.3.5.1

Identification of the functions and employees that are likely to transfer.


5.3.5.2

Confirmation by receiver and sender organisations that the functions are substantively the same and therefore in scope for a TUPE or TUPE-like transfer.

5.3.5.3

Timely notification of information about the transfer and its effect to the employees affected and their representatives, and consultation with the relevant trade unions at the earliest opportunity.

5.3.5.4

Notification to employees of transfer dates and new reporting arrangements.

5.3.7 The transfer processes will involve NHS Calderdale, Kirklees and Wakefield District working closely with the receiving organisations to determine with them any measures that may require additional consultation in advance of the transfer date, as well as ensuring employees receive as much information as possible about their potential new employer. Employees will be kept fully informed as and when information becomes available.

6

Information & Consultation

NHS Calderdale, Kirklees and Wakefield District are committed to ensuring consultation and engagement with employees and their representatives takes place in a timely and meaningful way. This is to ensure that employees are fully informed and supported during the transition process; and have the opportunity to contribute to and comment on decisions that affect them. 6.1

Information and consultation methods

The following methods will be used for information and consultation with employees and their representatives: 6.1.1 6.1.2 6.1.3 6.1.4 6.1.5 6.1.6

Cluster Staff Partnership Forum Staff Briefings Team meetings Manager / employee 1:1 meetings Online consultation HR-supported consultation meetings / surgeries

7

Support & development


NHS Calderdale, Kirklees and Wakefield District are committed to ensuring that relevant support and development opportunities are available for employees during the transition period. The national HR Transition Framework suggests three areas for support and development: “taking control”, “career management” and “dealing with change”. Specific opportunities offered by NHS Calderdale, Kirklees and Wakefield District in these areas include: 7.1

Taking control 7.1.1 1:1 meetings, reviews and appraisal: can be used to assist employees to identify their key skills that may be in demand. 7.1.2 Personal development plans: as part of the appraisal / personal development review process, each employee should have an up to date personal development plan 7.1.3 Courses and seminars: help to prepare employees for change, providing information in areas such as financial planning and pensions. 7.1.4 Staff briefings and HR-supported meetings / surgeries: provide opportunities to share and discuss national and local changes, for employees to provide feedback, and for employee queries to be answered.

7.2

Career management 7.2.1 Career management courses: provide opportunities for employees to develop CVs and successful job applications; to learn about successful job searching and interview techniques 7.2.2 Notification of employment opportunities: via weekly bulletins, draw employees‟ attention to potentially suitable vacancies

7.3

Dealing with change 7.3.1 Courses and seminars: provide development opportunities such as the I Bounce and We Bounce courses to maximise employees‟ ability to develop resilience in themselves and their teams in order to cope effectively with uncertainty and change.

8

Right of appeal

If an employee believes that the processes described in this plan have not been adhered to during the transition there is a right of appeal.


Any employee wishing to appeal should do so in writing to the director responsible for HR & OD for NHS Calderdale, Kirklees and Wakefield District clearly indicating the reasons for the appeal and the actions required to resolve the appeal. Appeals can be submitted to the director via the HR&OD Shared Service at Broad Lea House, Dean Clough or White Rose House, or by email to HRODSS@kirklees.nhs.uk. The appeal process will be considered by a panel consisting of the Assistant Director of Workforce or Head of Workforce, a Non Executive Director, a Director and a Trade Union Representative. Wherever possible, appeals will be considered within 15 working days of receipt.

9

Equality Impact Assessment

All public bodies have a statutory duty under the Equality Act 2010 to ensure that due regard is paid to the needs of people belonging to groups with protected characteristics. To meet this requirement, an Equality Impact Assessment of this plan has been undertaken and is available on request.

10

Dissemination and Implementation

This plan will be shared with employees of NHS Calderdale, Kirklees and Wakefield District via the Cluster Intranet. It will be publicised using Staff Briefings and the Weekly Bulletin in each PCT.

11 Monitoring Compliance and Effectiveness Compliance with, and effectiveness of the implementation of this plan will be monitored by the Cluster Staff Partnership Forum.

12

References

This document has been written with reference to the following key documents: The HR Transition Framework (Department of Health) http://www.dh.gov.uk/en/publicationsandstatistics/Publications/PublicationsPolicyAndGu idance/DH_126234


DH Guidance: Assignment for Transition http://www.socialpartnershipforum.org/SiteCollectionDocuments/Assignment%20for%20 Transition%20Guidance.pdf The NHS Commissioning Board People Transition Policy http://healthandcare.dh.gov.uk/people-transition-policy/ HR Annex to Sir David Nicholsonâ€&#x;s letter (15 December 2010) http://www.nhsemployers.org/ManagingTheTransition/operating-framework/Pages/TheAnnex.aspx The Transfer of Undertakings (protection of Employment) Regulations 2006 (TUPE) http://www.direct.gov.uk/en/Employment/Employees/BusinessTransfersandtakeovers/D G_10026691 Cabinet Office Statement of Practice on Staff Transfers in the Public Sector 2000 (COSOP) http://www.civilservice.gov.uk/about/resources/employment-practice/codesof-practice Organisational Change Policies (NHS Calderdale, NHS Kirklees and NHS Wakefield District) CKW Cluster Intranet: Home Pay & Employment Protection Policies (NHS Calderdale, NHS Kirklees and NHS Wakefield District) CKW Cluster Intranet: Home


Appendix: CURRENT SENDER AND RECEIVER ORGANISATIONS CREATED AND/OR AFFECTED BY THE HEALTH AND SOCIAL CARE BILL 2011 Senders: o o o o

Strategic Health Authorities Primary Care Trusts Department of Health Arms Length Bodies

Receivers o Clinical Commissioning Groups (CCGS in the Calderdale, Kirklees and Wakefield District areas are listed below): - Calderdale - Greater Huddersfield - North Kirklees Health Alliance - South Wakefield Commissioning Partnership - Wakefield Alliance o Commissioning Support Organisations* o Local Authorities o NHS Commissioning Board o Monitor (economic regulator) o Health Education England o Health Research Agency o NHS Investment Agency (as part of the Department of Health) o NHS Trust Development Authority o Care Quality Commission o National Institute for Health and Clinical Excellence (NICE) o Public Health England (as part of the Department of Health) o Healthwatch England (as part of the CQC) o Department of Health *It is anticipated that there will be a West Yorkshire Commissioning Support Organisation. Please note that it is unlikely that this will be a statutory organisation in its own right at 1 April 2013; it is likely to be hosted by a different NHS organisation in the first instance.


Appendix 10

Glossary of Abbreviations A&E

Accident and Emergency

A&G

Advice and Guidance

ABL

Airedale, Bradford and Leeds

AFN

Armed Forces Network

AGM

Annual General Meetings

AQP

Any Qualified Provider

ASIs

Appointment Slot issues

BAF

Board Assurance Framework

C&B

Choose and Book

C.diff

Clostridium difficile

CCE

Clinical Commissioning Executive

CCG

Clinical Commissioning Group

CDI

Clostridium difficile infection

CEO

Chief Executive Officer

CHFT

Calderdale and Huddersfield NHS Foundation Trust

CIP

Cost Improvement Programme

CMG

Contract Management Group

CPT

Community Practitioner Teacher

CQC

Care Quality Commission

CQUIN

Commissioning for Quality and Innovation

CRR

Corporate Risk Register

CSO

Commissioning Support Offer

CSS

Commissioning Support Services

CT

Computerised Tomography (scan)

DDH

Dewsbury District Hospital

DES

Directed Enhanced Services

DH

Department of Health

DIPC

Director of Infection Prevention and Control


DMS

Defence Medical Service

DoCs

Directors of Communication

DoF

Director of Finance

DPH

Director of Public Health

DPRR

Decommissioning Project Readiness Review

DQ

Data quality

DsPH

Directors of Public Health

eCCGs

Emerging Clinical Commissioning Groups

ECB

Executive Contract Board

ECGs

Electrocardiogram

EDS

Equality Delivery System

EMI

Elderly Mentally Infirm

EMSA

Elimination of Mixed Sex Accommodation

EPBC

Environment Protection and Biodiversity Conservation

EPR

Emergency Planning and Resilience

ESR

Electronic Staff Record

FNP

Family Nurse Partnership

FOI

Freedom of Information

FSRB

Finance & Service Recovery Board

FT

Foundation Trust

FTE

Full Time Equivalent

GDH

Glutamate Dehydraogenase

GHCCG

Greater Huddersfield Clinical Commissioning Group

GP

General Practitioner

HCAI

Healthcare Associated Infection

HEFT

Health Economy Foundation Trust

HEI

Higher Education Institutions

HAIs

Healthcare Associated Infections

HM

Her Majesty


HMP

Her Majestyâ€&#x;s Prison

HR

Human Resources

HR&OD

Human Resources and Organisational Development

HRG

Healthcare Resource Group

HRODSS

Human Resources and Organisational Development Shared Service

HV

Health Visitors

HWBB

Health and Wellbeing Board

IAPT

Improving Access to Psychological Therapies

ICTs

Infection Prevention and Control Teams

IM&T

Information Management and Technology

IPMR

Integrated Performance Measures Return

JHWS

Joint Health and Wellbeing Strategy

JSNA

Joint Strategic Needs Assessments

LA

Local Authority

LACE

The LACE index is used to predict early death, or unplanned readmission from discharge to hospital from the community.

LES

Locally Enhanced Services

LINKs

Local Involvement Network

LTC

Long Term Condition

MoD

Military of Defence

MP

Members of Parliament

MRI

Magnetic Resonance Imaging

MRSA

Meticillin-resistant Staphylococcus Aureus

MY HEFT

Mid Yorkshire Health Economy Foundation Trust

MYHE

Mid Yorkshire Health Economy

MYHT

Mid Yorkshire Hospitals NHS Trust

NHSC

NHS Calderdale

NHSCB

NHS Commissioning Board

NHSCKW

NHS Calderdale, Kirklees and Wakefield

NHSDS

NHS Dental Service


NHSK

NHS Kirklees

NHSMS

NHS Medical Service

NHSNE

NHS North of England

NHSWD

NHS Wakefield District

NICE

National Institute for Health and Clinical Excellence

NKHA

North Kirklees Health Alliance

NR

Non Recurrent

NRT

Nicotine Replacement Therapy

OD

Organisational Development

OER

Optimising Electronic Referrals

PALS

Patient Advice and Liaison Service

PbR

Payment by Results

PCTs

Primary Care Trusts

PFI

Private Finance Initiative

PHE

Public Health England

PIPEC

Public Involvement and Patient Experience Committee

PMO

Programme Management Office

PPI

Patient and Public Involvement

PROMs

Patient Reported Outcome Measures

PTS

Patient Transport Service

QCE

Qualification Centre of Excellence

QIPP

Quality, Innovation, Productivity and Prevention

RCAs

Root Cause Analysis

RTT

Referral to Treatment

SANs

Stroke Assessment Nurses

SCG

Special Commissioning Group

SCR

Summary Care Record

SHA

Strategic Health Authority

SIC

Statement of Internal Control


SRO

Senior Responsible Officer

SUIs

Serious Untoward Incidents

SWYPFT

South West Yorkshire Partnership Foundation Trust

Telemedicine, Telemedicine is the use of telecommunication and information Telehealth & technologies in order to provide clinical health care at a distance Telecare often directly in a patients home THIS

The Health Informatics Service

TIA

Transient Ischaemic Attack

WTE

Whole Time Equivalents

Virtual Ward

The Virtual Ward is a new model of care, designed to support patients who are at high risk of readmission to hospital and their family doctors for a few weeks after hospital discharge. The virtual ward takes the best elements of hospital care (hence "Ward") and applies them to patients living in their own homes. (hence "Virtual")

WYCOM

West Yorkshire Commissioning Forum

WYUC

West Yorkshire Urgent Care

YAS

Yorkshire Ambulance Service

YHPHO

Yorkshire and Humber Public Health Observatory


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