1. Developing Talent across Lincolnshire Health & Care
Big Careers for
Big Talent
Developing Talent across
Lincolnshire Health & Care

2. Claire Flavell, Lincolnshire Talent Academy Strategic Lead
Apprenticeships: Where are we now? Lincolnshire Talent Academy United Lincolnshire Hospitals NHS Trust 23rd February 2018
Claire Flavell, Lincolnshire Talent Academy Strategic Lead

3. Presentation Outline Introduction to the Lincolnshire Talent Academy
- Setting the foundations for Talent Development
Setting the Apprenticeship Strategy
- Utilising the Levy for maximum benefit and gaining added value
Implementation of Workforce Development Strategy
- Placing apprenticeships at the heart of the development offer
Next Steps

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

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

6. . Member Organisations April 2015 - Current Advisory Panel
 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
Advisory Panel
April 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. 

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:

8. Integrated Talent Management Framework 2017/18 Delivery Update @ February 2018
“Get In”
“Get On”
“Go Further”
Careers Inspiration (Awareness)
Pre-Employment Programmes
Early Talent Apprenticeships
Staff Development Apprenticeships
Graduate Programme
Lincolnshire NHS
Work Experience Hub
Robust centralised management system. 1,246 WX placement requests processed since 01/04/16.
836 of those confirmed per year (67% approval )
Student Portal developed
Placements managed for ULHT, LCHS, LPFT, and General Practice
6th Form Courses
Medics prog. In place
Midwifery programme –in development
Voluntary Services
Now included in events
Advanced
Centralised Ambassador Programme
Central register of Staff Ambassadors
Intermediate
Internship Opportunities
Pilot run Aug ’16 & Aug 17 - Ready to roll out
Summer Research Placements
Possibility of Aspiring Medics Summer School
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
Centralised Careers Events
Own Lincolnshire Health & Care Event – Dec 17
23 regional events supported – 115% of baseline target
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
Higher/Degree
“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
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
Proposal created providing fast track career development programme for graduates
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.

9. Tier 3: Local / Regional / National
Integrated Delivery - Supporting STP Participation, HEE mandate, LWAB directives.
* Commercial service available for non-stakeholder members.
Wider Stakeholder Promotion & Engagement
System-wide
Careers Event *
Mapping Exercise: System Need vs Apprenticeship availability
Regional Career
Development Pathways
Trailblazer EOI, Development & Delivery*
Systemwide Apprenticeship Pilots (Integrated H&C)*
Managed Work Experience Service *
Apprenticeship Levy:
Advice & Guidance
Supporting Best Practice beyond Lincolnshire
Tier 2: Workforce Development Support
Provided to full members by way of "Added Value" enabled as a result of the Academy structure. Includes emerging themes.
Programme Specific Resource Development
Organisational Workforce Development Pathways
Joint Apprenticeship Procurement
Integrated Apprenticeship Modelling Support
Local Apprenticeship Programme Profiling
Stakeholder Advice and Guidance - Levy
Tier 1: Widening Participation / Talent for Care
Promotion & Engagement:
Young people & education sector
Careers Events:
Centralised delivery, attendance & hosting
Education Programme Support:
Internships, DWP, Princes Trust

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
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. Healthcare Support Worker
Nursing Cadet
Healthcare Support Worker
Assistant Practitioner
Nursing Associate
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.
Training to include Senior Healthcare Support Worker Apprenticeship Standard, plus Care Certificate if not previously completed. 18mth training duration. Provides standardisation of skills & competencies.
Training to include Assistant Practitioner Apprenticeship Standard. 24mth training duration.
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
Lincolnshire Nursing Workforce Development Pathway
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
Nurse Degree Apprentice
Onward
progression is
subject to vacancies
and successful interview
NMC Registered Nurse

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. Lower Management Middle Management Higher Management Senior Management
16mths
Middle Management
30mths
Higher Management
48mths
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.
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.
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
Senior Management
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
ULHT Leadership & Management Workforce Development Pathway

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 Academy