Category: News and case studies

In the ever-evolving landscape of local governance, the pursuit of equitable decision-making remains a paramount objective. To advance this critical endeavour, we are pleased to announce the ‘Unconscious Bias for Local Authority Webinar,’ an introductory session aimed at enriching participants with the acumen to navigate the subtle complexities of unconscious bias.

Understanding unconscious bias

Scheduled for Wednesday, March 20, 2024, at 09:30 AM and delivered through MS Teams, this webinar represents one of our Inclusion Unit’s training initiatives. The event is designed to explain the nuanced concept of unconscious bias and its pervasive influence on decision-making processes within local authorities.

Interactive learning experience

Participants will be joining in an interactive learning environment, where they will engage with various forms of unconscious bias. Our team will draw upon real-life scenarios and empirical insights, offering a comprehensive perspective on how these cognitive blind spots can inadvertently propagate disparities, thereby obstructing the path to diversity and inclusion.

This webinar aims to equip attendees, irrespective of their role within the local authority, with the cognitive tools necessary to identify and mitigate the impact of unconscious bias. This webinar has been designed as a step towards adopting a culture of fairness and inclusivity in public service.

Join the conversation

We invite all professionals engaged in local government to seize this opportunity to augment their understanding and play an active role in cultivating an equitable environment for decision-making.

Reserve your spot

To participate in this  online session, please register through the following link: https://bookwhen.com/rachelnewton9/e/ev-s90z-20240320100000

We implemented a dynamic 5-year integrated workforce plan at an NHS foundation trust, resulting in a clear prioritised plan of action to achieve a strategically aligned and sustainable workforce that is well-equipped to anticipate and fulfil future healthcare needs.

Background

The trust, a leader in its field within Europe, identified the need for a strategic approach to address workforce challenges. To build a sustainable workforce for both the present and the future, the trust commissioned NHS Midlands and Lancashire CSU to develop a 5-year integrated workforce plan. The objectives were clear: create a strategic workforce plan, enhance workforce planning within the continuous business planning process, and empower the staff with workforce planning skills.

Action

A comprehensive action plan was developed, informed through a critical audit by KPMG, which pinpointed areas for improvement in workforce planning.

The action steps included:

1. Workforce plan development: crafting a 5-year workforce plan to assess the current workforce, project future demand, and identify gaps. Enhancing the workforce planning element within the Trust’s annual business planning process.

2. Training and capability building: implementing a training program for workforce planning, aimed at managers and clinicians, using a train-the-trainer model to cultivate workforce planning champions.

3. Engagement and analysis: engaging stakeholders through targeted meetings to gather insights on workforce strengths and challenges. Analysing workforce data to create a narrative around staffing gaps and challenges. Applying a national supply model to forecast workforce growth and identify supply routes.

4. Strategic initiatives: integrating workforce considerations into the trust’s annual business planning. Planning for international recruitment and developing strategies for clinical roles and apprenticeships. Conducting reviews of team capacities, vacancies, and turnover rates to inform talent management.

Impact

The trust board’s approval of the workforce plan set into motion a series of strategic initiatives designed to build a robust workforce pipeline. This included a focus on areas of risk such as the nursing workforce and the operational facets of services like theatres.

Key impacts were:

– A responsive and live workforce plan aligned with the trust’s strategic business planning and estate strategy.

– A workforce development strategy focused on international recruitment, role expansions, and maximising apprenticeship programs.

– Planning the next phase of deep-dive workforce planning for critical services, underpinned by process mapping and skills analysis.

The trust’s forward-thinking approach has established a blueprint for addressing workforce challenges, ensuring the delivery of high-quality orthopaedic care now and in the future.

Recorded live at the NHS ConfedExpo, join host Richard Caddy in an enlightening conversation with Jess Tyrrell and Rachel Newton, Inclusion Business Partners at the NHS Midlands and Lancashire CSU’s (MLCSU) Inclusion Unit.

Listen to “Inside MLCSU” online, or download via Spotify, Apple Podcasts, and Amazon Music.

New episode: Essential techniques of inclusive decision-making

In this episode, Rachel and Jess delve into the art and science of inclusive decision-making within the NHS. They share their insights on how NHS leaders can integrate inclusivity at the core of project planning. From the importance of objective data analysis to engaging diverse groups in consultations, this episode covers essential strategies for making informed decisions in healthcare management.

Discover how embracing inclusive practices in decision-making not only benefits the staff but also enhances the quality and accessibility of healthcare services. This episode is a treasure trove of information for NHS leaders and anyone interested in understanding how inclusivity can lead to more effective and efficient healthcare services.

A must-listen for those seeking to grasp the complexity and necessity of inclusive strategies in healthcare. It’s an insightful journey into ensuring that health and care services are cost-effective, clinically effective, and accessible to a broader spectrum of the population.

For more insights and information about our work in equality and inclusion, visit MLCSU Inclusion Unit: https://www.midlandsandlancashirecsu.nhs.uk/our-expertise/equality-and-inclusion-team/

A blog by Robert Beardall, Inclusion Unit Project Manager at MLCSU

As a professional navigating the financial landscape of the NHS and large public sector organisations, I find myself facing a complex array of challenges, particularly when it comes to sustaining equality, diversity, and inclusion (EDI) initiatives. I’ve noticed an ironic twist that can’t be ignored: the risk of diminishing support for EDI at a time when, arguably, this support becomes more critical. This paradox is something I, along with others in the healthcare sector, recognise well. We understand that financial cutbacks can inadvertently lead to a reduced focus on EDI, potentially undermining the very fabric of inclusive health services.

Financial constraints often force hard choices, and EDI initiatives can be perceived as ancillary rather than integral. This is a significant risk. For me, EDI isn’t just about meeting statutory requirements; it’s about ensuring equitable access to health services, adopting a workforce as diverse as the population it serves, and creating inclusive environments where everyone’s health needs are met without prejudice or bias.

Despite these financial pressures, our commitment to EDI remains steadfast. At NHS Midlands and Lancashire CSU’s Inclusion Unit, we are acutely aware of the necessity of EDI and position ourselves as allies to organisations during these trying times. Our suite of services is designed to maintain and enhance EDI support without imposing further financial burdens. From high-level appraisals to strategy improvements and targeted training, our team offers strategic support to ensure that EDI remains at the heart of all public sector services, regardless of the economic climate.

As an EDI practitioner, I am acutely aware of the irony: when resources are scarce, the principles of inclusion can guide us in making more compassionate and judicious decisions. It’s during these times that the NHS’s commitment to an inclusive health service is truly tested, and The Inclusion Unit stands ready to ensure that this commitment does not waver. The message we uphold is clear: financial challenges should catalyse innovation in EDI practices, not contribute to their decline.

For those seeking assistance in navigating these complexities and to discover how we can support your EDI initiatives, please visit our equality and inclusion page: https://www.midlandsandlancashirecsu.nhs.uk/our-expertise/equality-and-inclusion-team/

The Inclusion Unit’s workshops significantly improved Terrence Higgins Trust’s approach to equality impact assessments, fostering deeper engagement, understanding, and a shift towards more inclusive and effective decision-making processes.

Background

Terrence Higgins Trust (THT), a leading UK HIV (human immunodeficiency virus) and sexual health charity, reached out to NHS Midlands and Lancashire CSU (MLCSU) Inclusion Unit for expertise in enhancing its Equality Impact Assessment (EIA) process. Our mission was to foster a culture of inclusive decision-making within THT.

Action

Commissioned by THT, our team conducted interactive workshops to delve into the current EIA practices and explore areas for improvement. These workshops, tailored to service leads and directors, focused on:

– Understanding key equality legislation
– Principles of inclusive decision making
– Developing a robust EIA system
– Crafting thorough and meaningful EIAs

Impact

The workshops led to notable advancements in THT’s EIA process:

– Enhanced engagement: We observed a shift in perspective towards EIAs, with teams actively engaging rather than viewing it as a mere procedural task.
– Deeper understanding: There was a marked increase in the comprehension of EIA’s importance, particularly in aligning them with THT’s operational systems.
– Positive reception: Feedback highlighted the workshops’ vibrancy and the practical, actionable insights provided by our trainers.
– Impartial perspective: Bringing an external viewpoint was seen as beneficial for an unbiased assessment of the EIA process.

Future Steps

THT is now moving towards integrating a more robust EIA corporate methodology. The Inclusion Unit will assist in this transition by evaluating the current position and recommending tailored actions. This comprehensive approach will encompass system and process enhancements, governance restructuring, documentation overhaul, and mentorship programs for EIA leads.

Feedback

“The Inclusion Unit listened to our requirements, fully researched our organisation to understand our values which certainly helped how the training was pitched. Feedback from colleagues across the organisation has been positive, with attendees feeling they gained confidence in EIAs through the training.”

Glenda Bonde | Director of Equity, Diversity and Inclusion | Terrence Higgins Trust

Attendance at the strategic workforce conference last week proved to be two days well spent. Reconnecting with former colleagues and friends, forging new connections, and gaining insights into the sector’s pressing issues all made it an enjoyable 48 hours.

All of the speakers brought unique perspectives. From Billy Palmer of The Nuffield Trust sharing some gulp-inducing charts illustrating the workforce plan, to powerful stories from the Prince’s Trust in how they are supporting disadvantaged young people to join our sector, and importantly the observation from David D’Souza of the CIPD, that the Jurassic Park movie could have been over in 10 minutes had they got HR involved at the beginning! It also provided some much-needed space to really reflect on the future of people services in the NHS.

The themes discussed in the CSU breakout session were echoed throughout the event. Workforce optimisation, the NHS Long Term Workforce Plan and scalable people services emerged as the front runners for the title of ‘source of the biggest headache’. Organisational development and culture also received significant attention, emphasising the need for new approaches, skills and a readiness to tackle emerging challenges.

The facilitated sessions and general conversations highlighted interesting trends. These included the growing influence of Generation Z in the workplace, the use of AI and digital solutions, and the necessity of integrating social care into overall workforce strategies.

Our clear take aways were that there is no silver bullet that will solve all the challenges we face, there is never going to be enough money, hours in the day, or people in the team…and lots of you didn’t really know what the CSUs can offer.

We really hope that we have at least plugged the knowledge gap around what we can do to help you and would like to thank those of you who joined our breakout session and chatted to us on our stand or over dinner. We also really felt that ‘hope and honesty’ that Danny Mortimer, NHS employers, flagged early on day two, despite the very real challenges that lie ahead.

To talk more about how we can help ease your headaches, please contact us.

Our collaboration resulted in Staffordshire and Stoke-on-Trent Integrated Care Board (ICB) becoming the first Integrated Care Board in the country to earn the race equality code quality mark, demonstrating their commitment to taking concrete actions and being accountable for creating meaningful change in addressing race inequality and adopting inclusivity.

Background

Our Inclusion Unit was approached by the Staffordshire and Stoke-on-Trent Integrated Care Board (ICB) to provide support in attaining the race equality code quality mark. This code offers organisations of all sizes and sectors an opportunity to address race inequality within their boardrooms and senior leadership teams. It combines current best practices with innovative thinking to create lasting and transformative change. The code’s “apply and explain” approach allows organisations to describe how they will meet the standards based on their specific circumstances.

Action

Our team supported the comprehensive review of the ICB’s strategic documentation, equality, diversity, and inclusion practices, as well as related documentation, to ensure alignment with the standards of the race equality code. We provided valuable insights and evidence to help embed race equality across these areas, strengthening the ICB’s approach and showcasing their dedication to meaningful change. Additionally, we produced a detailed race equality code statement around the four key principles, which was the final requirement for attaining the quality mark.

Impact

As a result of our collaboration, the Staffordshire and Stoke-on-Trent ICB became the first Integrated Care Board in the country to be awarded the quality mark by RSM, a leading provider of audit, tax, and consulting services. This achievement demonstrated the ICB’s commitment to taking concrete actions and being accountable for creating change. The assessment process led to the identification of a range of short and long-term actions that will be implemented over the next three years. These actions form a significant part of the ICB’s 2023-2024 equality action plan, demonstrating their proactive approach to addressing race inequality and adopting an inclusive environment.

Feedback

“I am absolutely delighted that the ICB has achieved the quality mark, particularly being the first ICB to be awarded by RSM. This is a testament to the hard work put into the submission to demonstrate real actions and accountability to create change.” Alex Brett |  Chief People Officer | ICB

As numerous 16 and 18 year olds in England receive their GCSE and A level outcomes, we have been contemplating whether the NHS features in the future plans of individuals from Generation Z as they step into the next stage of their education or enter the world of work. Within this blog, we delve into the Train element of the NHS Long Term Workforce Plan, by investigating the potential of Gen Z as the answer to our workforce challenges.

Since the release of the Plan, discussions surrounding recruitment strategies and the need to attract younger generations, particularly Gen Z, have been gaining attention. With an aging workforce, low unemployment rates, projected healthcare worker shortages, and skills gaps, it is crucial for the NHS, as the largest employer in the UK, to explore ways to appeal to the talent it urgently requires.

By 2025, nearly 40% of the working-age population will consist of individuals aged 18 to 24, whose expectations differ greatly from the previous baby boomer generation. Gen Z is the most ethnically diverse cohort, born into a technology-driven world, and highly concerned about issues like climate change, shifting finances, and the impact of Covid-19. They prioritise purpose, accountability, social progression, and seek a more balanced economic landscape. Health and wellbeing, with emphasis on mental health, and work-life balance are also important to them. In pursuit of this Gen Z expect to have high levels of flexibility, variety and opportunity for part-time work, secondments, sabbaticals portfolio roles and other similar opportunities.

Considering this profile, one might assume that careers in the NHS would be appealing to Gen Z. However, engagement efforts are falling short, and the employee value proposition (EVP) is not speaking to this generation. To bridge this gap, we must focus on strategies like strengthening our online presence, utilising digital promotion, and forging partnerships with local authorities, social housing, education, and the voluntary sector at a system or regional level. Understanding the desires and needs of this talent pool is crucial, with a shift towards emphasising equitable and varied opportunity, sustainability, climate change initiatives, flexible and agile work options, varied career paths, and comprehensive health, wellbeing, and financial inclusion support.

Merely capturing interest through an enhanced EVP and engaging platforms like TikTok is not enough. The NHS must ensure a streamlined, digitally enabled, and mobile-friendly application process that is efficient and offers interactive content during onboarding. Managers need to comprehend Gen Z’s motivations, work preferences, and expectations of success. Accessible on-the-job skills development opportunities should be maximised, avoiding unnecessary prerequisites for roles. An agile, creative, and collaborative approach to job design and delivery is vital to attract, train, and retain the next generation of NHS heroes. In essence, the NHS must embody its new EVP and live up to its promises.

NHS Midlands and Lancashire CSU (MLCSU) is actively embracing new ways of working to foster inclusivity and responsiveness as a key part of its culture. As part of this progressive mindset, we are evolving our recruitment approach to bolster our ability to attract and retain exceptional talent including these new entrants to that talent pool. Key outcomes will encompass the development of an evolving EVP that resonates with the changing needs and expectations of prospective employees. MLCSU will also integrate new technologies and automation into its recruitment processes, while expanding on traditional selection and assessment methods. The overarching aim is to create a more inclusive, efficient, and enjoyable candidate experience, and of course to attract some of those Gen Z heroes!

Contact us to see how MLCSU can help you.

A blog by Adam Burgess-Evans, Deputy Director of People at MLCSU.

Last week saw the launch of the much-awaited Long-Term Workforce Plan for the NHS. It is evident that the plan has been met with a mixture of relief and anticipation within the sector which is unsurprising given how critical the workforce and people agenda is currently. Our collective challenge now lies in translating its ambitious objectives into tangible and sustainable change – considering the already stretched resources, and the ever-evolving role of systems in the landscape, this is neither an easy ask nor a quick fix!

An essential determinant of the plan’s success lies in our ability to effectively incorporate enabling principles and practices around the train, retain, and reform narrative. This requires a shift in thinking and working practices, as well as fostering true collaboration. It will not be enough to simply do more or work smarter; substantial change is needed to achieve the level of transformation and growth outlined in the plan.

Systems will play a pivotal role as enablers through the delivery of the 10 outcomes-based functions of ‘one workforce’. Activities such as delivering integrated workforce planning, transforming recruitment and retention processes, utilising digital advancements to streamline operations, and redefining the experience of working in a compassionate and inclusive NHS, will serve as fundamental foundations from which the Long-Term Workforce Plan can be effectively implemented.

While sceptics may argue that these principles are not new, I do see a renewed sense of optimism with the Long-Term Workforce Plan providing the validation, direction, and, to some degree, the support necessary to initiate the required changes. It has also reinforced the narrative that true collaboration and the involvement of multiple stakeholders is essential, as highlighted by the promise to co-design the plan’s implementation.

In the coming weeks, MLCSU will release further commentary and support focusing on the three pillars of the plan: Train, Retain, and Reform. This mini-series will provide more detailed insights from our team of experts and set out how we can collaborate with organisations to navigate the challenges and opportunities presented.

Contact us to discuss how MLCSU can help you.

We helped a primary care network create and establish a new set of shared meaningful values developed by staff as part of their organisational development plan.

Background

Bridgedale Primary Care Network (PCN) requested MLCSU’s People and Organisational Development Service to develop a shared set of values for the newly-established PCN. Previously three separate GP practices, they are now working together as one organisation for the first time. The PCN requested a bespoke training programme to be designed and delivered with a focus on aligning all staff to the new values and ethos. They were keen to build on employee resilience and wellbeing, develop leadership skills for all, and to help staff feel they belong to a team.

Action

We began by undertaking a series of meetings and engagement sessions with the primary care network’s senior leadership team to establish what was important to them and what their vision for the PCN was. From this, we developed a mission statement, purpose and vision for the PCN, along with five core values.

Engagement with PCN staff enabled us to fine tune this and ensure that all staff had the opportunity to feed into the values – making them meaningful and appropriate.

Along with the creation of the new shared values, a bespoke training package was designed and delivered, focusing on:

-The newly-established values and behaviours, why they are important, and how we follow them on a day-to-day basis

-Resilience and wellbeing

-Management, leadership, teamwork and belonging.

We ensured the new values were used as a ‘golden thread’ throughout the training. We also placed a great emphasis on ‘soft skills’ such as communication and empathy, to enable better teamwork and more progressive relationships – leading to high-performing teams.

Impact

As the new values were received well by all staff, the PCN formally adopted them.

Delegates on the training programme enjoyed the content and structure of the programme.

The implementation of the values and the associated training programme resulted in:

-Creating a shared purpose, vision and mission for the newly-established organisation

-A set of meaningful values which were developed by staff for staff

-Creating a culture of compassionate leadership

-Developing healthy habits and ensuring staff wellbeing is a priority and aligned to the wider NHS People Plan

-Developing individuals’ resilience

-Equipping staff with the tools and techniques for effective communications, teamworking and creating a sense of belonging.

Our People Services department produced a virtual festival of health and wellbeing sessions supporting our staff through the changes and impacts of work and work-life balance since the pandemic and home working.

Background

The impact of COVID-19 and home working during the pandemic embedded a cultural shift in the way that people work moving forward. Midlands and Lancashire Commissioning Support Unit (MLCSU) recognised this period of significant change.

We needed to ensure that our people remained healthy, motivated and engaged in order to continue delivering high quality work which ultimately helps improve patient services.

Action

We ran a week-long virtual ‘wellbeing festival’ in support of staff. The festival hosted a variety of virtual sessions delivered by internal facilitators as well as industry experts and qualified professionals. Staff were encouraged to attend as may sessions as they felt would benefit them, but were under no pressure to engage.

The festival was designed to cover the three main topics of physical, mental and financial wellbeing. A mixture of delivery methods were employed (informative and participative), and there were some activities to undertake away from the planned sessions – for instance encouraging walks and placing resources on the staff intranet.

To ensure that the festival responded to the needs of our people, we reviewed workforce data including sickness figures and staff survey results. This enabled us to tailor events appropriately to support what was actually needed.

The festival provided the opportunity for staff to pause and reflect. It also demonstrated a strong commitment from MLCSU to its people and reinforced some key staff support themes.

Impact

The festival took place in October 2022, and saw 759 attendees at 42 sessions over the course of the week. Feedback was very positive, with an average of 4.7/5 scored for “Please rate how you feel the session has benefited your health and/or wellbeing” and 4.8/5 for “Please rate your overall experience of the session”.

A dedicated area on the staff intranet was developed and updated daily to promote our commitment to staff wellbeing. Virtual sessions were promoted daily. Positive feedback was received on the presentation of the events and the festival’s communication strategy. Many suggested that another festival takes place in the future, using the same approach.

We strived to record all sessions and share them on the intranet, so those unable to attend could view them at their leisure.

Feedback confirmed that staff were very appreciative of the festival, and they felt that wellbeing was still high on the agenda ‘post-COVID’.

“I just think that as staff we are so lucky to have had this festival available to us. I’m not sure I’m aware of another organisation that offers this level and breadth of support to staff? And even if others do it’s certainly not many? I want to add that it was exceptionally well organised as were the individual sessions themselves. I really think there should be some sort of award for what has been done here for staff wellbeing”

“A brilliant session and surpassed all of my expectations.”

“Fantastic session and really helped me to readjust my thoughts.”

Staff feedback on health and wellbeing festival sessions

We engaged with 600 key health and wellbeing influencers within the NHS at six virtual events to support NHS England’s agenda to develop leaders’ skills in improving staff wellbeing.

Background

The NHS Midlands and Lancashire Commissioning Support Unit (MLCSU) was approached to support NHS England’s National Wellbeing Team to deliver virtual events to Wellbeing Guardians, wellbeing leads, HR, organisational development (OD) and occupational health professionals.

Action

We delivered six successful, virtual events.

Holding weekly project management meetings with the client, we provided support and advice before, during and after each event. Our experience and expertise in engagement and events meant we were able to:

-Advice on different event types, including live streams and interactive events
-Professional speaker management and pre-event briefings for speakers and facilitators
-Resource development, including slide decks, facilitator support packs and post-event resources and reporting
-Technical support, including managing breakout rooms and using interactive feedback capture mechanisms such as Mentimeter and Jamboard.

Impact

We swiftly provided dedicated support for the project leads with skills and experience covering staff experience, engagement and communications.

We quickly built a great rapport with the client team and the event speakers. This resulted in us hosting and managing meaningful engagement events with over 600 HR and OD professionals. Developing their own knowledge and contributions which have shaped future focus and priorities at both regional and national level.

The events included:

-Three masterclasses for Wellbeing Guardians, wellbeing, HR, OD and occupational health leads
-One live stream event launching the NHS Wellbeing Framework, with insights from senior and influential speakers in health and social care
-Two workshop for violence prevention leads, marking the start of a community network
-Targeted wellbeing focus sessions on emerging topics.

“We have really enjoyed working with you on our virtual events, which thanks to your knowledge and skills have been delivered successfully.

“We’ve had some great feedback about how interactive and engaging they were and acknowledge that this was down to your support and steer in helping to shape it that way. We also found the resources you provided really useful, especially the facilitator support guide.”

Kath Marginson | Project Manager, NHS England

“I just wanted to say a personal thank you for all your advice, support and wisdom in the planning and running of the Health and Wellbeing Launch event today. It really helped knowing that you were in control! The feedback we have received so far has been excellent.”

Michelle Gibson | Health and Wellbeing Manager, NHS England

Our health and wellbeing strategy has proven to have improved the morale and performance of our staff. It was also recognised by HR Magazine with an award for Best Health and Wellbeing Strategy as part of their HR Excellence Awards.

Background

With staff feeling exhausted after the pressures of the pandemic, staff wellbeing, motivation, morale and mental health were more important than ever. At a time when the NHS is undergoing vast change, we wanted to ensure that our people were well, engaged and motivated in order to deliver high quality work which ultimately impacts on patient services.

Action

The approach was person-centred, focusing on individual needs and preferences balanced with the needs of the team and the organisation. Wellbeing was prioritised as a major part of achieving our strategic and corporate objectives.

We teamed up employee engagement and our workforce data to identify pressing issues and shaped a comprehensive plan of wellbeing activities and interventions. They were broadly framed under physical wellbeing, mental wellbeing and financial wellbeing.

To implement these changes, we employed several enablers:

-Week-long virtual health and wellbeing festival
-Training and education campaign to help managers and employees better understand -remote working, resilience and physical fitness
-Weekly wellbeing sessions to discuss tips and resources
-A trained team of mental health first aiders
-Enlisting health and wellbeing champions to push from below and members of the board to role model and communicate healthy behaviours from above
-Embedding health and wellbeing into one-to-ones and appraisal documentation
-Blogs and intranet forums.

Impact

The effect on staff wellbeing was evident in the latest staff survey and workforce data:

-92% said that they did not feel pressured by their manager to come to work when ill
-94% said that they felt empowered to take informed decisions about their health
-number of people saying they had felt ill because of work related stress dropped
-15.5% increase in people who recognised the organisation was taking positive action on health and wellbeing
-18% drop in the number of days lost due to stress, anxiety or depression.

This clearly showed that engaging with employees and acting upon their feedback was positively received, and we were making huge gains with our people’s wellbeing offering.

The health and wellbeing festival had 759 attendees at 42 sessions over the course of the week. The average score was 4.83 out of 5 for overall experience by staff and 4.73 out of 5 for whether staff felt the session had benefited their health and wellbeing.

The network of 14 health and wellbeing champions played a key role in spreading and embedding the corporate initiatives as they connected with colleagues at a local level.

Messages from the board, both in video clips and written blogs, were also received well with people saying that they like the fact that they can relate and feel empowered to do the same.

“What is remarkable about this strategy, labelled outstanding by judges, was that it was delivered on a shoestring budget by a generalist team, driven by a passion for its people.

“Judges praised its clear focus on the business issue at hand and the engagement at every angle with its end goal of providing top-quality services to patients.”

HR Magazine

“A brilliant session and surpassed all of my expectations.”

“Fantastic session and really helped me to readjust my thoughts.”

Staff feedback on health and wellbeing festival sessions

We have been recognised by HR Magazine with an award for Best Health and Wellbeing Strategy as part of their HR Excellence Awards.

The awards shine a light on best practice in HR. In the health and wellbeing category, judges noted the significant work we have done to support staff health and wellbeing, all of which has helped to strengthen the organisation by prioritising our people.

Highlighting the overall purpose and value for money, the magazine wrote:

“What is remarkable about this strategy, labelled outstanding by judges, was that it was delivered on a shoestring budget by a generalist team, driven by a passion for its people.

“Judges praised its clear focus on the business issue at hand and the engagement at every angle with its end goal of providing top-quality services to patients.”

Key for our health and wellbeing strategy have been employee engagement and a people driven approach. Teamed with utilising our workforce data to identify pressing issues, this shaped a comprehensive plan of wellbeing activities and interventions. They are broadly framed under physical wellbeing, mental wellbeing and financial wellbeing, and include a large range of offers for employees to pick and choose.

To implement these changes as a golden thread throughout the organisation, we employed several enablers including:
-Building a training and education campaign to help managers and employees better understand remote working, resilience and physical fitness
-Weekly wellbeing sessions to discuss wellbeing tips and resources
-A trained team of mental health first aiders
-Enlisting health and wellbeing champions to push from below and members of the board to role model and communicate healthy behaviours from above
-Embedding health and wellbeing into one-to-ones and appraisal documentation
-Blogs and intranet forums.

The effect on staff wellbeing was evident when in the latest staff survey, we saw the number of people saying they had felt ill because of work related stress drop. Almost all (92%) said that they did not feel pressured by their manager to come to work when ill, and that they felt empowered to take informed decisions about their health (94%). There was also a significant drop in the number of days lost due to stress, anxiety or depression – 18% between March 2021 and June 2022.

Fay Winstanley, People and Organisational Development Manager, said: “We are absolutely thrilled to win this award, which reflects our commitment to developing and delivering a strategy that is based on data and staff feedback, and where we can accurately measure the positive impact of what we do.

“Moving forward, we need to ensure that we continue to have a strong focus on our people’s wellbeing. We intend to build on our current offer, utilising data and employee engagement to deliver the right interventions and support at the right time. We are also looking at replicating our successful model at customer organisations.”

Sarah Sheppard, Director of People, said: “This is amazing recognition for the team at a challenging time when we need to ensure that our staff are well engaged and motivated to achieve the high-quality work which ultimately impacts on patient services.”

Our People Services team have been shortlisted for three awards. The HR Excellence Awards shine a light on best practice in HR and offer an unrivalled opportunity to celebrate our greatest asset: our people.

Spanning 19 categories, the awards celebrate HR professionals who, despite coming from organisations of all shapes and sizes, have a common goal: pushing the boundaries in people strategy.

This year, the NHS Midlands and Lancashire CSU have been shortlisted in three categories:

• Best Recruitment and Workforce Planning Strategy – for our Talent One recruitment service
• Best Health and Wellbeing Strategy – for our in house health and wellbeing approach
• Best Flexible Working Strategy – for our strategy of agile working.

Each category has strong competition from big industry names, and to be shortlisted in itself has been a great achievement.

The awards ceremony will take place in London, 6 December 2022. Good luck to all finalists!

We provide a centralised HR function to five integrated care boards which ensures that better quality and a wider breadth of HR services are provided at a lower cost due to efficiencies at scale.

Background

Due to scarce availability of HR professionals in the general job market and workforce pressures, there are gains for NHS organisations to centralise business support functions. When clinical commissioning groups (CCGs) transitioned to integrated care boards (ICBs), contracts for HR services were transferred over. This also ensured budgets would not soar as the scale of the NHS Midlands and Lancashire CSU (MLCSU) guarantees a robust structure of experienced NHS professionals in a variety of fields at a fraction of the cost of establishing those functions internally.

We are delivering HR services at scale to five ICBs – Lancashire and South Cumbria, Cheshire and Merseyside, Shropshire, Telford and Wrekin, Staffordshire and Stoke on Trent and Leicester, Leicestershire and Rutland, supporting a total of over 2,800 staff.

Action

We provide a full range of at-scale services to the five ICBs for HR advice and guidance, transactional HR, HR administration, workforce systems, employment services, recruitment, job matching, learning and development and equality and inclusion. We also evaluate processes, looking to integrate more technology and automate or digitise simple tasks, for example directly entering details from forms into systems, producing letters and auto contacting relevant people.

As an integrated partner service, we know our clients’ needs and priorities, by learning about their business through and through. That allows us to be proactive, help predict challenges and tasks and help them plan ahead.

To achieve this, we go through a mobilisation period with every new client including:

• Mobilisation plan with agreed transition period
• Project plan with changes to current operating models
• Assigned lead professionals for each at-scale service – HR, recruitment, equality and so on
• Assigned project manager
• Communication plan.

Impact

Sourcing HR services at scale delivers many benefits:

• Cost efficiency compared to employing in-house staff
• Increased speed of response to HR queries
• Automation saving time, providing validation and delivering better quality and accuracy
• Increased agility and capacity by eliminating a single point of failure and covering sicknesses and absences
• Better resilience through wider access to staff that you wouldn’t have in a single organisation
• Ability to draw on deeper subject matter expertise for specific projects and asks – a more cost effective way to access specialised knowledge, for example a recruitment expert, an equality expert, a workforce planner
• Professional support, learning and sharing, helping to develop HR and organisational development (OD) staff
• Inbuilt professional network pool of knowledge and experience
• Reduced overheads for the client – getting better deals on software, licensing and contracts because of buying in bulk
• Flexibility to stretch to demand and support time-sensitive projects
• Better HR support to staff through accessing a wider range of professionals.

This June will see the first ever Lancashire & South Cumbria NHS Health & Care Apprenticeship Awards taking place. The awards recognise the outstanding contribution and achievements of apprentices from across Lancashire and South Cumbria have made over the last year. Those shortlisted must be working towards, or have recently completed an apprenticeship in an NHS, health or social care organisation within the region of Lancashire and South Cumbria.  

Our nominees

We are thrilled to announce that we have been shortlisted for the following awards:

* Above and Beyond Award
* Rising Star Award
* Employer of the Year Award.

We are extremely proud to have been nominated. Our strong track record in workforce resilience is the result of our dedication to developing our employees and offering an exciting place to work. Find out more about human resources and organisational development services in our Workforce Resilience section.

The winners will be announced at the awards ceremony taking place on Friday 17 June at Stanley House Hotel and Spa. A huge congratulations to all nominees and good luck to everyone involved!

We facilitated the design of and implemented a bespoke online tool to make it easier for staff to report bullying, harassment and discrimination

Background

‘Your Voice: Report and Support’ is an online reporting tool that will allow staff working across the Leicester, Leicestershire and Rutland Integrated Care System (ICS) to report incidents of bullying, harassment and discrimination. The first online reporting tool of its kind hosted by an NHS organisation, Your Voice is available for staff (including bank staff), volunteers, apprentices and students on placement. it is hoped that the platform is extended to social care staff in phase two of the implementation.

With Your Voice staff can:

* Report an incident about themselves or someone else including other colleagues, patients, and visitors
* Make a report anonymously or by sharing contact information
* Report discrimination, harassment, vicitimisation and bullying including abusive behaviours
* Access support information, contacts and advice.

The tool provides an integrated information management system and allows organisations to monitor the numbers of incidents and analyse themes and actions whilst adhering to information governance policies and procedures. Stakeholders can also use the system to manage cases online and keep all information in one place.

Action

Our Equality and Inclusion team managed the development and implementation of Your Voice in Spring 2021, including:

* Research of existing reporting systems within and outside of the NHS
* Liaising with online technology developers Culture Shift, using their higher education system model to design a suitable tool and developing content such as reporting questions, guidance and support articles
* Stakeholder engagement on the platform design and content with ICS partners and staff networks
* Progress updates as part of the ICS’s Equality, Diversity and Inclusion taskforce
* Communication and engagement to raise staff awareness of Your Voice
* Data Protection Impact Assessment to ensure the tool is complaint regulations.

Impact

We worked effectively with system developers to design a bespoke tool for NHS staff.

Your Voice will provide healthcare staff with a safe and confidential space to disclose incidents – anonymously or by sharing contact information so they can receive further help. Either way, additional support includes articles focusing on bullying, harassment and discrimination.

Our team ensured that the system is accessible and that all reporting questions are inclusive.

We also reviewed other reporting mechanisms across the system and, working closely with Freedom to Speak Up Guardians, produced guidance for staff to the most appropriate reporting route.

Your Voice includes a data and analytics dashboard which allows ICS leaders to identify and analyse trends, and put measures in place to prevent bullying, harassment and  discrimination and improve the wellbeing and experiences of staff.

NHS Midlands and Lancashire Commissioning Support Unit’s (MLCSU) Strategy Unit is undertaking a study to examine the impact of menopause on the NHS workforce.

Menopause is a natural part of ageing. It usually occurs between 45 and 55 years of age, as a woman’s oestrogen levels decline. The years leading up to menopause are referred to as the perimenopause, which usually lasts between four and eight years.

During this period, many women experience symptoms which adversely affect their personal and working lives. While experience is far from uniform, women frequently report lower productivity, reduced job satisfaction and problems with time management.

This is a significant issue for the NHS. It is the largest single employer in Europe, and around 75% of its 1.85 million employees are female. Given current pressures, it is especially important that the NHS understands the likely impacts of the menopause on its workforce.

Yet there are gaps in our knowledge. And this hampers employers’ ability to design effective support. To address this, the Strategy Unit is leading a study to explore:

* The proportion of the NHS workforce that are likely to be in the perimenopausal period and the socio-demographic and employment characteristics of this group.
* Sickness absence rates amongst perimenopausal women compared to younger and older women and to men of a similar age.
* The economic impact of NHS staff experiencing perimenopause and menopause, through assessing sickness absence. The rates of women joining and leaving the NHS workforce during the perimenopausal period, compared to younger and older women and to men of a similar age.
* The experience of women working in the NHS in managing their perimenopause and menopause symptoms whilst at work.
* The different experiences of women across Agenda for Change bands and staff groups in managing their symptoms and accessing workplace support.

The study will start in April and run for six months. The team will benefit from the involvement of two specialist clinical advisors for this study:

* Dr Louise Newson, who is a GP and menopause expert. Louise is the founder of Newson Health Menopause & Wellbeing Centre, and author of ‘Preparing for the Perimenopause and Menopause’
* Dr Sarah Hillman, who is a GP and University of Warwick researcher with a specialist interest in healthcare feminism (see Sarah’s TEDxNHS talk).
Equipped with insights from this work, the NHS will be more able to support its workforce.

For more information please contact Dr Abeda Mulla (abeda.mulla@nhs.net)

We developed resources and videos and provided expert advice and evaluation to help NHS England and Improvement gather, develop and outline a wide range of wellbeing support options available to NHS employees.

Background
NHS England and Improvement (NHSEI) aims to create cultures of wellbeing across the NHS, where colleagues feel looked after and cared for.

NHSEI is committed to developing a comprehensive package of emotional, psychological and practical health and wellbeing (HWB) support for NHS staff. Following a request for NHS organisations to support and contribute to its HWB agenda, the Midlands and Lancashire Commissioning Support Unit (MLCSU) offered its services.

Action
MLCSU teams supported NHSEI with a number of different workstreams on the HWB project:

* Scoping, planning producing and editing resources for the NHS People website
* Evaluation advice and support, including producing an evaluation report
* Creation of promotional materials for wide dissemination
* Project management support.

Impact

We developed resources and videos to explain the role of the Wellbeing Guardian liaising with NHSEI leads and subject experts. Our Wellbeing Guardian videos are currently being used on the NHS People website to offer further information for anyone interested in taking up the role and support for those already in post.

We developed leadership resources around stress and burnout for the Executive Suite of the NHS People website, carrying out evidence research and liaising with NHSEI to ensure that a writing style was used which matched the rest of their website content.

We provided expert advice to help the national programme team to develop an evaluation framework for the Enhanced Occupational Health & Wellbeing programme. This included developing a logic model and theory of change with the national team and local evaluation leads. Local projects were developing their own evaluations and we provided advice to some of them to develop their plans. We also wrote an interim evaluation report for the Enhanced Occupational Health & Wellbeing programme.

We produced a comprehensive and accessible brochure outlining the wide range of wellbeing support options available to NHS employees from both inside the health service and from external sources.

Adam J Turner, Improving Health and Wellbeing Lead at NHSEI, said:

“Amazing, and thank you so much again for your support. The team have seamlessly integrated into an extension of our team, and we couldn’t have hoped for better! Thank you.”

Staffordshire and Stoke-on-Trent Clinical Commissioning Groups have signed up to use NHS Midlands and Lancashire Commissioning Support Unit’s digital Find me a Locum solution for their GP practices.
They have commissioned it via NHS England and NHS Improvement’s Framework for Digital Solutions for Sessional Clinical Capacity in Primary Care. Being on the framework enables us to easily offer Find me a Locum to clinical commissioning groups across England and help relieve capacity pressures for practices.
We developed Find me a Locum with partner GP Federations – people at the sharp end of general practice. This keeps costs low, delivering great value. Tried and tested, it has already been helping practices to find locums quickly, securely and at low cost, making significant savings on agency fees.
Find me a Locum provides fast, efficient, high quality ‘pairing’ between practice vacancies and locums. It is accessible 24/7 by a website and easily downloadable app.
It facilitates payments by providing tools to practices and locums to manage the invoicing process, end-to-end. Practices retain full control and benefit from support of a dedicated account manager and service desk.
Other benefits for practices include:
• quick and easy digital advertising of slots to a wide audience
• assurance that locums are accredited and registered (with evidence for CQC)
• automatic validation of locums against national performers list and GMC register
• training and awareness-raising to encourage clinical and managerial uptake and ongoing use
• regular system updates and enhancements.
Deputy Director of MLCSU’s Digital Innovation Unit, Priyantha Jayawardane, said: “We are delighted that we will be able to see Find me a Locum helping to relieve capacity pressures for GP practices across Staffordshire.”
For more information, contact mlcsu.commercial@nhs.net or go to www.findmealocum.co.uk

We designed a national database to record, monitor and report the onboarding, training and development of continuing healthcare (CHC) staff recruited quickly and in large numbers to clear the backlog of CHC assessments caused by the pandemic.

Background

Additional NHS Continuing Healthcare (CHC) staff had to be quickly recruited to clear a backlog of patients due to the suspension of the CHC framework during the pandemic.

NHS England and Improvement (NHSEI) commissioned the Midlands and Lancashire Commissioning Support Unit (MLCSU) to design and implement a national database designed to capture details of staff recruited or seconded, any training given and additional working hours completed.

Action

* We designed the database following consultations with NHSEI and CHC regional leads.

* Weekly progress reports and weekly update meetings through Microsoft Teams allowed us to develop a good working relationship with NHSEI, meet database requirements and respond to queries.

* Supporting materials including videos were designed showing how to use the database, with training sessions for staff inputting the data.

* A central CHC training inbox was created to deal with employer and employee queries regarding staff registrations and employees booking onto CHC workshops.

* We facilitated the online booking system for the workshop sessions.

* Anonymised data reports were provided to NHSEI on a monthly basis throughout the project.

Impact

The success of the project was the result of highly-effective collaborative working with NHSEI and Health Education England, with all organisations working as one team to deliver the project at pace.

The database enabled a swift registration process to be set up, providing access to comprehensive workforce development information. We were able to regularly report the workforce numbers being registered to NHSEI.

It also allowed us to break data down into workforce training numbers by organisation and training accessed by type (national/ local), along with anonymous feedback on the process – including experience of working in NHS CHC – to inform improvements and evaluation of the training. The database for employer registrations was closed on 31 March 2021, with a total of 745 registrations made on the system.

Ten CHC workshop sessions, offering a total of 1,500 places, were supported by the booking system, directing CHC employees and employers to the National NHS CHC training programme, newly developed by Health Education England on the e-Learning for Healthcare platform.

Andrea Westlake, Assistant Director of Nursing and Quality at NHS England and Improvement – Midlands, said:

“The involvement of MLCSU has been highly valued in helping deliver the workforce recovery project during the pandemic.

“The CSU is able to deliver at pace, responding to our needs in a highly professional, creative and efficient manner.

“The team were always professional, courteous and supportive; going the extra mile when we needed assistance. A highly recommended team.”

The Midlands and Lancashire Commissioning Support Unit is launching today a new flexible resourcing service: TalentOneTM, to help you find high-quality resource and staff your projects in as little as half a day!

As the NHS is working vigorously to continue establishing truly integrated care throughout the health and social care system, we are seeing an ever-increasing need to find resources quickly for a wide range of short- and longer-term projects.

The new service benefits from the extensive experience of our HR and recruitment experts in working with NHS talent. As an NHS organisation ourselves, we are ideally placed to have direct access to candidates with the specialist skills you need.

What’s more, TalentOneTM dedicates effort and capability to provide you with swift and efficient access to additional resource, supporting your workforce resilience at short notice. We are aiming to provide options of talented people within half a day of receiving your request.

A new electronic system is in place that will help us match opportunities to people, internally and externally, quickly and efficiently, and provide much needed support where additional flexible resource is required.

TalentOneTM also gives our own people exciting industry leading opportunities for development – supporting and advancing our approach to talent management and staff learning.

In this blog, we hear how Kelly Bishop, a senior nurse within the Midlands and Lancashire Commissioning Support Unit’s Urgent Care Team, has been supporting Lancashire and South Cumbria in delivering their COVID-19 mass vaccination programme.

Since December 2020, I have been supporting the Healthier Lancashire and South Cumbria (HLSC) integrated care system, as one of three clinical leads over their seven mass vaccination sites. Carrying the title ‘Senior Nurse, Mass Vaccination Programme’ has been the most privileged yet responsible time of my career and one I will look back on with great pride.

Finding the right space and people

So, what does providing MLCSU’s vaccination support services mean for a nurse in the Urgent Care Team?

The initial task was to assess potential sites and floor plans for clinical suitability, alongside estate management colleagues from HLSC. We looked at empty shops, sport centres, town halls and cathedrals across the region, eventually deciding on seven sites. An amazing team of joiners, electricians and plumbers got to work.

Duties of a senior nurse

As the work on the sites progressed, my focus moved to training and onboarding over 500 new members of staff made up of the most amazing and diverse people. The programme has seen the coming together of existing NHS staff, retired nurses returning to practice, new recruits offering to be vaccinators, the fire service and armed forces, alongside our own army of volunteer marshals. Inductions and training commenced, uniforms were issued, and finally rosters formed.

Other days were spent: writing the clinical protocols and policies within which the sites would operate; unpacking and checking all the equipment onto the sites; building relationships with provider trusts as Care Quality Commission registration was confirmed. Ensuring no detail was missed, such as installing plug sockets in squash courts in time for the vaccine fridges, pulled in the full use of my clinical and programme management skillset!

Opening day and beyond

Finally, the opening of the seven sites in quick successions within seven days came! I can only describe opening a mass vaccination site like trying to roll a large boulder downhill, it takes every bit of your being, energy, and strength to get it moving; but once it goes, it goes.

Now the vaccination programme is well on its way, my daily life involves the operational running of the sites and ensuring high clinical standards are maintained, assurance is given to HLSC and lead provider trusts and, most importantly, that our population receive a timely vaccination and a good experience.

I am only one of many in MLCSU that have supported the mass vaccination programme, and we should be proud. Thank you to the Urgent Care Team for affording me this great opportunity.

A huge recruitment drive in Shropshire, Telford and Wrekin has seen nearly 1,000 new staff added to the roster at vaccination centres. Most of the staff mobilised to work on the vaccination programme so far have been redeployed from their jobs elsewhere in the NHS. Having new dedicated recruits will bring stability and improve staff turnover at vaccination sites, while other health and care services can continue to be restored now that personnel can return.

The campaign began at Christmas with the slogan ‘Be A Part of History’ and has been lead by The Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust (RJAH) supported by the Midlands and Lancashire Commissioning Support Unit (MLCSU) and other partners. People have stepped up to work as vaccinators, healthcare assistants, administrators and car park marshalls. More than 1,700 applications were received across the Shropshire and Telford system.

Sarah Sheppard, Director of People for both RJAH and MLCSU, said:

“It has been a phenomenal team effort to recruit so many people in such a short space of time.

“I’m so grateful to all colleagues across the system who have come together to make this happen. Recruiting so many people, so quickly, really is a stunning achievement.”

Background

South Sefton and Southport and Formby CCGs requested MLCSU’s Organisational Development (OD) services to improve leadership and management skills within their organisations. The aim was to provide critical understanding of theory and practical application of key aspects of being a manager and a leader, focusing on compassion, staff wellbeing, motivation, achieving results and managing people remotely.

Action
We created a tailored management development programme of training, designed to support the adoption of best practices in managing and leading others. There was a great emphasis on soft skills, such as communication and empathy, which enable better teamwork and more progressive relationships with the people they manage.
The programme was delivered as a virtual package of six web-based sessions covering:

* Management and leadership – motivate and engage your staff
* Effective communication and difficult conversations
* New starters induction, staff development and coaching
* Performance management
* HR policy overview
* Resilience and wellbeing.

All training sessions were delivered jointly by OD and HR experts, to ensure balance between legal framework and soft skills, required to build strong and high-performing teams.

Impact

The management development programme received overwhelming positive feedback from participants and the CCG’s senior leadership team.

All delegates agreed that the structure, content and delivery of the programme were excellent.

The implementation of the programme and the training of all managers resulted in:

* Creating a culture of compassioned leadership, and highly-engaged and motivated staff
* An understanding of work pressures so that those can be managed effectively
* Better communication and engagement at team level
* Focus on strategic goals, objectives and benefits, ensuring they are clear and optimised
* Developing more resilient leaders capable to manage change and uncertainty
* Equipping all managers with the skills and knowledge to manage in a virtual environment.

Healthier Lancashire and South Cumbria is a shared vision and five-year strategy for improving health and care services and helping the people of Lancashire and South Cumbria live longer, healthier lives. To achieve this, a key focus is on challenging how and where the services are delivered and how the partnership organises itself to achieve its aims.

The integrated care system (ICS) includes the NHS, local authority, public sector, voluntary, faith and social enterprise and academic organisations, working together to join up health and care services, listening to the priorities of the communities, local people and patients and tackling some of the biggest challenges they are facing.

To assist with the programme of work an Independent Chair was required to provide non-executive and independent leadership to the ICS.

Action

The non-standard recruitment process consisted of two partner organisations working collaboratively.

* The post holder would be engaged by the Acute Trust
* The recruitment process was led on behalf of the ICS by the MLCSU People Services Team for Lancashire & South Cumbria CCGs
* The stakeholders involved included NHS, local authority and community organisations
* Given the status of the post, and in line with regional guidance, the ICS instructed an external head hunter to assist with the candidate selection
* The recruitment process had to reflect the acute trust’s recruitment protocols and governance arrangements
* The People Services Team was the central point for coordination between stakeholders and candidates
* Communication was imperative between all stakeholders to ensure a fair and consistent recruitment process to meet the ICS requirements.

Impact

The successful appointment of an experienced individual who can lead the ICS to achieve its system-wide objectives and provide constructive challenge across the system.
The Independent Chair will ensure there is a clear plan for the implementation of the ICS strategy.

Midlands & Lancashire CSU is the provider of human resources (HR) services to NHS Cheshire Clinical Commissioning Group (CCG). This organisation was established on 1 April 2020 as the result of a merger of four CCGs that had HR services provided by MLCSU.

Action

As part of the merger programme, our HR team successfully:

* ran an assessment centre for the appointment of a single Accountable Officer
* led the HR elements of appointing a single Executive Team
* led the HR elements of appointing a single Governing Body and single group of clinical leads
* provided HR advice and support in relation to restructuring, including formal consultations and handling displaced staff
* led the TUPE transfer of approximately 300 staff into the new CCG
* worked with the payroll provider to merge four Electronic Staff Record (ESR) Virtual Private Databases (VPD) into one single VPD, transferring all staff and their records whilst ensuring that they continued to be paid correctly.

Impact

NHS Cheshire CCG was successfully established on 1 April 2020, with the HR elements being led by MLCSU.

The five locality training hubs making up Lancashire and South Cumbria Training Hub (L&SC TH) work together to form a multidisciplinary clinical and administrative team supporting primary care teams across the patch. They promote the positive benefits of diversifying primary care roles. MLCSU’s Improvement Unit provided project support to the apprenticeships programme by fulfilling the L&SC Apprenticeship Coordinator role.

ActionWe worked with the Chair of the Training Hub to roll out, facilitate and promote apprenticeships within General Practice in line with the Local Delivery Plan. Including:

* Facilitating regular intake of health care support workers (HCWs) from General Practice to the Trainee Nurse Associate Apprenticeship Programme
* Offering support, advice and guidance to practices on the nurse associate role, application and financial/levy process
* Co-developing and facilitating the first cohort for a senior HCSW apprenticeship
* Maximising apprenticeship development in General Practice by promoting apprenticeships (of all types) at events, presenting the benefits and providing information to individual practice.
* Supporting non-levy-paying practices in placing a member of support staff onto an apprenticeship by allocating Health Education England funding for priority areas.

Impact

Thirty six new or existing staff have enrolled onto apprenticeships. This is helping to:
* support succession planning
* address the skills gaps in the workforce
* aid staff retention and create continuing professional development (CPD) opportunities
* increase the number of practices accessing apprenticeships
* develop the primary care workforce
* help practices understand the benefits and utilise apprenticeships.

Fourteen HCSWs enrolled onto the Trainee Nurse Associate Apprenticeship. The nurse associate role bridges the gap between HCSW and registered nurse helping to meet changing health and care needs. Nurse associates can increase the capacity of General Practice Nursing (GPN) teams in areas such as cervical cytology and long-term health condition clinics.

Six people enrolled onto the Senior HCSW Apprenticeship for General Practice. This apprenticeship provides highly skilled employees back in practice with a recognised qualification offering progression to higher/degree apprenticeships.

Twenty seven expressions of interest were received for apprenticeship development in L&SC Primary Care.

Sixteen new or existing staff enrolled across L&SC for HCSW, administration, and management apprenticeships.

The three Leicestershire CCGs (Leicester City CCG, East Leicestershire and Rutland CCG and West Leicestershire CCG) wanted to significantly improve the quality of equality and diversity reporting by provider organisations.

Action

Our Equality and Inclusion team held a workshop to provide contract managers from the CCGs and providers with clarification on the CCGs’ expectations of equality and diversity reporting. The 22 attendees were drawn from provider organisations, the three CCGs and the MLCSU contracts team.

Topics covered in the workshop were:

* Section 13 of the NHS Standard Contract
* Accessible information Standard
* Workforce Race Equality Standard
* Workforce Disability Equality Standard.

Impact

James Hickman, Children’s Planning and Commissioning Manager with Leicester City CCG, who requested the workshop:

“I just wanted to say thank you for the brilliant Equality Workshop you facilitated last week. Equality and Diversity has been a real sticking point in reporting across all of our contracts in the past year, with providers (and me) being unsure of what/how/why they have to monitor and report to be compliant with the NHS standard contract.

“Everyone said that they found it really useful; the content was spot on and the Dragons Den group activities helped to put it all into context. Personally, I think it’s something that could be a mandatory CCG-wide training day as it highlighted how services (and CCGs!) are going to have to change their attitude towards Equality and Diversity monitoring/reporting to keep up with new national requirements.”

MLCSU’s recruitment process was clunky and we felt we could be giving a better first impression of our organisation to potential new recruits. We decided to replace the manual system with a computerised one.

Action

We introduced a new computerised recruitment system, TRAC. Its features include a centralised system for communicating with candidates, automated chaser emails, one-click posting to NHS Jobs, centralised tracking of vacancy progress and automatic document creation.

Trac supports hiring managers to use the key elements of the person specification when shortlisting to match the right person with the right job skills, experience and knowledge.

We provided our 35 CCG customers with initial training and support, and supplement this as required. Our Learning and Development Team worked closely with our People Team to update and create new e-learning courses for recruitment and selection. A separate module was devised to cover identity checking following a need for training in this being identified by the NHS Counter Fraud Agency.

Impact

The system is now used for MLCSU’s own recruitment needs and also by 35 CCG customers. In the first five months following its launch, Trac processed 5,706 applications across 543 vacancies, with 179 offers made and 128 candidates starting in post.

Within three months of using the new system, our ‘time to hire’ (from vacancy authorisation to start date) target of 57 days (excluding notice period) had already been surpassed with an average of 44.3 days (excluding notice period). We did not have access to such rich data before Trac, but an estimated average time to hire was 75.4 days for MLCSU and 83.7 days for our CCG customers.

The recruitment team is also meeting or exceeding targets for the time taken by other aspects of the process, most notably from conditional offer to unconditional offer (15.3 days ahead of target 27.0 days).

The new system enables comprehensive reporting on equal opportunities and analysis of drop-out rates and the source of applications to inform any bespoke marketing campaigns. It gives candidates a good first impression of the recruiting organisation.

Vacancies are live-tracked and recruiting managers can easily view progress. Communications are clear throughout the process, with template messages and automated reminders making it less intensive. Recruitment team members now have more time to use their expertise to deliver training and other more proactive services.