1. Transforming the Workforce with the Calderdale Framework Lesley Horton Dental Services Manager Shaun Raval Associate Dental Director 24 th March 2011
11. 1 Awareness Raising 2 Service Analysis 3 Task Analysis 4 Competency Identification 5 Supporting Systems 6 Training 7 Sustaining 7 Stages to Successful Implementation
12. New Ways of working: Tasks mainly Knowledge & Skill based Tasks mainly Skill & Rule based Qualified staff; consider Blurring professional boundaries Allocate to Level 4 worker Tasks Knowledge & Skill based with protocols available Delegate to Level 2/3 worker
21. Competency Title Is the probability of error occurring high? Are the consequences of error serious? Are protocols available to follow? Or could protocols be written to support the task? Is the task procedure complex? Is ongoing assessment & reasoning required throughout the task in order to adjust input? If clinical is this reversible? If clinical does the task require high levels of manual skill? If clinical – is response to the task immediate? Is the task carried out frequently? Is clinical reasoning involved ? (if YES, would a protocol make this safe?) Is information gathering +/- decision making involved ? Comments – Can this risk be managed ? Stop & Consider Risk Identified GO For each sub task discuss and gain consensus on the following statements.
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Notes de l'éditeur
Bid successfully submitted to the Leadership and Innovation awards earlier this year and we received an amount of money to fund a workforce development programme. Amanda Wilcock Dir HRis the Senior Responsible owner/Project Sponsor, Rachel Ingham –Jones is the commisiioning lead (just with dental services) and I will lead both projects for CMHS – reporting to Andrea Robinson An initial steering group meeting was set up and there was an agreement to use the Calderdale Framework.
Need to adapt to National and Local demands; Talks about developing career pathways, apprenticeship and the skills gap – aging population and a shrinking pool of people at a younger age Right person in the right place at the right time Competency based workforce –Career pathways skills escalator Qualified service, experienced staff Improving Quality and safety, positive experience and effective service improving service quality and value for money
Ageing Workforce, Reduction in investment, Increased demand for Community based services TCS Services are safe, effective, sustainable and capable of meeting the needs of the community they serve.
Blurring of boundaries and delegation of Tasks. Example – support workers often work in silo’s 1 for nursing 1 for physio etc……………… The CF works towards having the right person in the right place at the right time! Wide variety of roles undertaken – supervision given dependent upon a qualified staff workloads.
Across the services/teams there is a great deal of variation in what is delegated ways of tasks being carried out varies.
Training is often inconsistent and not always based on best practice Examples sitting next to nelly……………….. Need to know when to STOP
There are 7 stages 1 Focus on engagement 2 Service Analysis – Focus on Change who, what, where and When – the when and where the service is delivered and current staffing Who does which functions in delivering the service and breaking these functions into the tasks Including office work. 3 Task Analysis – Focus on risk management, which tasks are safe to delegate or share across professions, what training is required, ensuing frequency –to maintain competence. Standardise best practice, risks and accountability 4. Competency Identification – Focus on Quality, agreeing best practice 5. Supporting systems – Focus on Governance arrangements, role boundaries, feedback and knowing when to stop etc 6. Training – Focus on Staff Development, setting up what ever training is required, assessing the individual and then assuring that they are competent and signing them off 7. Sustaining – Focus on embedding, linking the competences and the work into the Appraisal system and KSF Audit
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