Big Careers for Big Talent

1. Big Careersfor Big Talent Developing Talent across Lincolnshire Health & Care

2. Apprenticeships: Where are we now?Lincolnshire Talent AcademyUnited Lincolnshire Hospitals NHS Trust23rd February 2018 Claire Flavell, Lincolnshire Talent Academy Strategic Lead

4. Introduction to the Lincolnshire Talent Academy Setting the foundations for Talent Development

5. June 2015 ULHT Talent Academy Centralised management service for education links and trainee recruitment Background The Lincolnshire Talent Academy Staff Training & Development Graduate Programme Careers Inspiration Apprenticeship Recruitment Work Experience

6. Member Organisations NHS Representative Bodies: Health Education England East Midlands Ambulance Service United Lincolnshire Hospitals NHS Trust Lincolnshire Clinical Commissioning Groups Lincolnshire Partnership NHS Foundation Trust Lincolnshire Community Health Services NHS Trust April 2015 - Current Due to the success of the ULHT model, the Academy evolved to become the Lincolnshire Talent Academy. Today, under the lead of ULHT, the Academy is an umbrella body made up of health and care stakeholders within the County, funded by the Lincolnshire NHS Trusts.  . Advisory Panel

7. What does the Talent Academy do? The Academy delivers proactive services to aid recruitment and development of our current and future workforce, whilst also ensuring the portability and integration of skills across the health and care system. Our work is aligned to a clear Apprenticeship Development and Implementation Strategy, which is also linked to the Widening Participation Agenda. Who does the Talent Academy work with? The Academy works with each of its stakeholders and seeks to become an integral and embedded resource within workforce planning, education and training systems. As employers, we work with students, schools, colleges and universities in addition to other agencies such as the DWP to provide services for individuals from the age of 14 and above, all of which are delivered in partnership though our stakeholders. For more information, please go to: www.Lincstalentacademy.org.uk

8. Integrated Talent Management Framework 2017/18 Delivery Update @ February 2018 “Get In” “Get On” “Go Further” Lincolnshire NHS Work Experience Hub • Robust centralised management system. 1,246 WX placement requests processed since 01/04/16. • 836 of those confirmed - 418 per year (67% approval ) • Student Portal developed • Placements managed for ULHT, LCHS, LPFT, and General Practice Talent Pipelines • Links in place with 215 Educational orgs across UK (increase of 24% from Feb ‘17) • Lincs – 144 • Rest of East Mids – 36 • Out of Area – 35 • Of the 215, 42 are Universities (19.5%) • Discussions underway ref. bespoke curriculum links for NHS careers “Get In” Apprenticeships • Talent Academy website launched • Centralised advertising of vacancies direct into schools & colleges, & via Academy website • Centralised provider commissioning aiding integrated training across 3 NHS Trusts Intermediate Advanced Higher/Degree • Graduate Programme • Proposal created providing fast track career development programme for graduates • Lincolnshire Apprenticeship Offer • Range from L2 to Degree delivered through Apprenticeship programme • Lincolnshire workforce needs directing development of new apprenticeships • Lincolnshire leading on development of Physiotherapist & Occupational Therapist Degree Apprenticeships • Nursing workforce development pathway developed and being implemented • Other areas in review: Clinical Pharmacist • Range of accredited qualifications to support staff development and progression – linked to organisational need • For New Staff • Development of new entry level posts, supported by Apprenticeship programme • For Existing Staff • Funded development offer available supporting career progression • Career development pathways designed • Centrally commissioned delivery aiding reduced costs and supporting integration, and raising quality of delivery Ongoing Strategy Development Lincs Talent Academy model being promoted as good practice by HEE. Model replicated in East Mids, and London Trusts setting up collaborative models; Opportunity to lead national WX; Opportunity for greater efficiency via shared admin. Internship Opportunities • Pilot run Aug ’16 & Aug 17 - Ready to roll out Centralised Ambassador Programme • Central register of Staff Ambassadors Integrated Health & Care Apprentices • New rotational posts across health and care developed, led by ULHT • 5 staff recruited - Jan ’17 – Feb ‘18 • Successful outcomes – 100% retention within sector 6th Form Courses • Medics prog. In place • Midwifery programme –in development Centralised Careers Events • Own Lincolnshire Health & Care Event – Dec 17 • 23 regional events supported – 115% of baseline target Summer Research Placements • Possibility of Aspiring Medics Summer School Voluntary Services • Now included in events

10. United Lincolnshire Hospitals NHS Trust Setting the Apprenticeship Strategy Utilising the Levy for maximum benefit and gaining added value

11. ULHT Apprenticeship Levy: Key Drivers • Apprenticeship Levy: £1.3m p.a. - Non-negotiable – 24month usage period • Public Sector Target: 158 starts p.a. • Financial Constraints: Limited funding for new / supernumerary posts / backfill • Recruitment Challenges: Difficulty in attracting / retaining “fully qualified” staff in critical areas • Workforce Development: Acknowledgement that we must develop our future workforce to address current/future workforce shortages

12. ULHT Apprenticeship Strategy • All activity must be aligned to Trust workforce development priorities in first instance • Apprenticeships are seen as part of the solution, not the whole solution • Clear strategy behind allocation of levy – priority and workforce spread • Business critical posts • Inclusion of new and existing posts • Address succession planning • Big Ticket items to take priority – mitigate potential to fall into “co-funded model”

13. ULHT – Apprenticeship Levy Planning 5 Step Process • Agree the priorities • Set the delivery plan • Commission providers • Deliver against plan • Manage Levy plan in alignment with evolving workforce requirements

14. Maximisation of Levy • Economies of scale used to support negotiation of terms with providers to include additional elements ULHT Examples: • Provider Assessors located on-site under Honorary Contracts – blended delivery • Previously funded bespoke short courses merged into apprenticeship delivery, such as Medical Terminology AMSPAR qualification, Care Certificate, H&S manual handling training • Mapping of employer delivery elements against qualifications – allows negotiation for price reduction • Introduction of “added value” programmes by providers: Functional Skills stand-alone programmes for staff • Supporting Achievement / Mitigation of risk • Apprenticeship programme must add value to the organisation - ensuring maximum return on levy investment • Research found that historically, English and Maths were key factors in relation to programme withdrawal, or non-achievement of framework • Decision taken to mitigate risk associated with English & Maths across certain apprenticeship programmes, by increasing entry criteria for job roles • Stand-alone Functional Skills programme available to staff

15. Implementation of Workforce Development Strategy Placing apprenticeships at the heart of the development offer

16. Workforce Development Pathways The introduction of the apprenticeship levy has created opportunities for employers to be more involved in the shaping and development of the development offer. The Lincolnshire Talent Academy has used the benefit of its stakeholder structure to deliver the following developments: Widening Participation: Entry Level Pilot • Integrated Health and Care Apprenticeship Pilot Jan 2017 – Feb 2018 • 13mth fixed term rotational apprenticeship, across NHS and Care organisations • Similar to ATA model, but via stakeholder agreement – Pilot funded by Talent Academy • Ability to “test” system and readiness for integration • Allows learner to work across health and care • 100% retention rate – all learners retained by sector Case study: Laura Vamplew • Outcomes currently being reviewed with focus upon next steps – other areas or Advanced (L3) Integrated Programme development

17. Workforce Development Pathways Accepting that the development of our future nursing workforce remains a critical element of the Trust workforce strategy, the following development pathway was developed, the impact of which was considered and mitigated within the profile and financial planning of the Trust’s Apprenticeship Plan. Nursing Workforce Development Pathway Accepting that the development of our future nursing workforce remains a critical element of the Trust workforce strategy, the following development pathway was developed, the impact of which was considered and mitigated within the profile and financial planning of the Trust’s Apprenticeship Plan. • Inclusion of new Entry Post – Nursing Cadets • 13mth entry post for candidates with no prior experience • Mandatory Training for all new HCSWs • Inclusion of Senior HCSW L3 Apprenticeship training or all new staff – standardisation of skills & competencies • Utilisation of new Nursing Associate Role • Inclusion of newly launched apprenticeship for role within development pathway • Development of “Fast Track” Nursing Degree Apprenticeship • Utilisation of prior learning offered from Nursing Associate role to support APEL in order to reduce term of degree

18. For entrants with no prior experience. • Fixed term contract of 13mth duration. Training to include Healthcare Support Worker Apprenticeship Standard, incorporating Care Certificate delivered over 13mth term. Nursing Cadet • Training to include Senior Healthcare Support Worker Apprenticeship Standard, plus Care Certificate if not previously completed. 18mth training duration. Provides standardisation of skills & competencies. Healthcare Support Worker • Training to include Assistant Practitioner Apprenticeship Standard. 24mth training duration. Assistant Practitioner • Training to include Nursing Associate Apprenticeship Standard. 24mth training duration for HCSW entrants. • “Lincolnshire Fast Track” option for qualified Assistant Practitioners - resulting in reduction of training programme to minimum of 12mths. Timeline dependent upon individual prior learning and attainment Nurse Degree Apprentice • Training to include Nursing Degree Apprenticeship Standard. Standard entry available as minimum 36mth programme. • “Lincolnshire Fast Track” option for qualified Nursing Associates – resulting in reduction of training programme to 18mths Nursing Associate Onward progression is subject to vacancies and successful interview NMC Registered Nurse Lincolnshire Nursing Workforce DevelopmentPathway

19. Workforce Development Pathways Mitigating the risk of “Accidental Managers” through structured training and development pathway. Leadership & Management Development Pathway Working alongside internal OD strategy to extend and enhance the current suite of development opportunities that are available through the NHS. • Apprenticeships aligned to Job Banding offering a pathway from L2 to Masters • Generic leadership & Management qualifications – specialism and context delivered through “on-the-job” delivery Supported by: • NHS Leadership Academy Training • NHS specific NHS healthcare L&D programmes • Discussions currently taking place within NHS Leadership Academy Training regarding potential to convert programmes to apprenticeship

20. First Line Management Roles: Eg Supervisors; Team Leader; B3-4 roles • Qualification: Supervisor/Team Leader Level 3 (S) Apprenticeship • Suitable for: First line management role, with operational/project responsibilities or responsibility for managing a team to deliver a clearly defined outcome. They provide direction, instructions and guidance to ensure the achievement of set goals. • Role key responsibilities: likely to include supporting, managing and developing team members, managing projects, planning and monitoring workloads and resources, delivering operational plans, resolving problems, and building relationships internally and externally. Lower Management 16mths • Support / Operations / Department Management Roles; B5-7 • Qualification: Operations/Department Manager Level 5 (S) Apprenticeship + Chartered Management Institute Membership; Managers with 3yr experience can apply for Chartered Manager status through the CMI. • Suitable for: Individual who manages teams and/or projects, and achieving operational or departmental goals and objectives, as part of the delivery of the organisations strategy. • Role key responsibilities: may include creating and delivering operational plans, managing projects, leading and managing teams, managing change, financial and resource management, talent management, coaching and mentoring. Middle Management 30mths • Senior Manager Roles: Business Manager, General Managers.; B8 + • Qualification: Chartered Manager Degree Manager Level 6 (S) Apprenticeship [includes either BA (Hons); BSc (Hons) or BBA (Hons)] and full chartered membership of the CMI • Suitable for: Professional managers capable of managing complexity and delivering impact at a strategic and/or operational level with management and leadership responsibility for setting and delivering organisational objectives through a wide range of functions. Also Professional managers who want to develop fully all aspects of their management and leadership skills, knowledge, self-awareness and behaviours. These include strategic decision making, setting direction and achieving results, building and leading teams, clear communication, developing skills and motivating others, fostering inclusive and ethical cultures, leading change, project management, financial management, innovation, risk management, & developing stakeholder relationships Higher Management 48mths ULHT Leadership & Management Workforce DevelopmentPathway • By Agreement – Senior / Board Level • Qualification: Senior Leader Masters Degree Apprenticeship; combines a master's degree, apprenticeship and the option to achieve Chartered Manager or Chartered Fellow professional recognition Senior Management

21. Workforce Development Pathways : Horizon Scanning Future changes to existing funding channels have resulted in funding being withdrawn for aspects of key delivery. Horizon scanning has allowed the Lincolnshire Talent Academy to forecast potential issues and mitigate risk through apprenticeship development. Physio / OT Degree Apprenticeship Trailblazer • Current Health Education England funding to cease beyond 2018 starts • Loss of funding to be mitigated through development of apprenticeship programme to deliver qualifications via funded route (levy) • ULHT & Talent Academy submitted Expression of Interest to lead national development of Physiotherapist and Occupational Therapist Degree Trailblazer programmes – November 2016 • Ministerial approval given – commenced development in January 2017 • Standard developed and approved, currently working on EPA element • Full support of professional and regulatory bodies (RCOT, CSP and HCPC) Procurement Commissioning • Upcoming removal of HEE placement tariff previously used to fund NHS Trusts to provide/manage trainee placements • Procurement now includes requirement for Providers to show how employer delivery and funding will be incorporated into delivery (Sub-contract arrangements)

22. Apprenticeships: Where are we now? Lessons Learnt

23. ULHT – Lessons Learnt • Innovate: Take the opportunity to innovate – Working with stakeholders and providers to try new approaches to training delivery, ones that meet the requirements of your organisation • Challenge: Why does everything have to be full cap? Seek clarity over who delivers what • Be bold: Look for added value in your negotiations, do you perhaps deliver elements? • Take control of your own profile: Keep a check on the 24mth claw back. Monthly underspend is not a bad thing if planned in to your profile to support future upcoming peaks within 24mth period. • Check payment schedules in relation to EPA – final month payments were being amortised across duration of programme. Ensure EPA is shown separately – some profiling systems are not showing it as separate payment in final month, resulting in amortisation across duration and potential to overspend • To balance peaks and troughs in delivery, plan high value delivery starts into levy profile first: dictates what can be commissioned when, whilst also reducing impact if planning to move into “co-funded model” at stages in your planning (eg: 10% of £27k vs 10% of £2.5)

24. Q & A Session Further information, support or guidance Should you have any questions, or wish to contact us regarding the event or information provided, please contact: Claire Flavell - Strategic Lead, Lincs Talent AcademyClaire.flavell2@ulh.nhs.uk