Local Care Workforce Strategy

Creating and implementing a local workforce strategy capable of supporting the delivery of the models of care in the Local Care Strategy (LCS), Camden's response to the Five Year Forward View.

This project will require two main areas of focus:

a. Mapping of the current workforce challenges across the health and social care landscape in Camden; b. Planning for future workforce requirements in the context of the priorities emerging from the Local Care Strategy (following completion of the current Strategic Review).

• Carry out an analysis of the current workforce capacity and pressures across the system - to baseline the performance and understand the gaps.

This will require building on the work currently being undertaken for Camden by the Health London Partnership (HLP) by broadening the scope to include other community health care professionals in addition to mapping local secondary care provider workforce and social care workforce.

Additional information: I am writing to inform you that, in response to feedback, the closing date will be extended until 5:00pm on Friday 6th 2017 1. The Workforce Supporting Strategy Camden's workforce group (CEPN - Community Education Provider Network comprised of representatives from local health and social care providers) is tasked with creating and implementing a local workforce strategy capable of supporting the delivery of the models of care in the Local Care Strategy (LCS), Camden's response to the Five Year Forward View. This project will require two main areas of focus:

a. Mapping of the current workforce challenges across the health and social care landscape in Camden; b. Planning for future workforce requirements in the context of the priorities emerging from the Local Care Strategy (following completion of the current Strategic Review).

As such this work will include consideration of demand and supply for key roles, recruitment and retention, induction, leadership development, training, performance management, workforce health initiatives, outcomes and monitoring of impact for the Camden health and social care system.

2. Scope of work and key deliverables

The local workforce strategy is required by March 2017, and needs to be capable of supporting the implementation of new models of care across local health and social care partner organisations (including all aspects of the employee lifecycle).

Certain specific actions are likely to be required to support this implementation.

• Carry out an analysis of the current workforce capacity and pressures across the system - to baseline the performance and understand the gaps. This will require building on the work currently being undertaken for Camden by the Health London Partnership (HLP) by broadening the scope to include other community health care professionals in addition to mapping local secondary care provider workforce and social care workforce. The strategy will need to set out the route to develop a sustainable workforce approach over the longer term across the health and social care landscape - i.e. not being a one off process; • Model future workforce requirements based on the proposed models of care in the LCS and develop associated implementation plans based on population group proposals; • Research new roles, and configurations of activity e.g. blended roles to address pressures and deliver the models of care; • Understand the current training offers in Camden, how these fit with future LCS aspiration - and therefore identifying what future training requirements may be required including leadership development and culture change; • Understand current workforce schemes/initiatives underway in Camden, and their impact; • Develop a partnership framework outlining a joint approach to learning and development; • Research how other areas are addressing workforce requirements of new mode