Hampshire County Council DRAFT

Policy and Resources Item

Executive Member Decision Day

16^th January 2003

Nursing care investment strategy - Project staffing proposals

Report of the Director of the Property, Business and Regulatory Service and the Director of Social Services

Contact: Andrew Brooker, ext 7281

1. Summary

1.1 Hampshire County Council, the Hampshire and Isle of Wight Strategy Health Authority and Primary Care trusts, within the County Council area, have formed a partnership to create additional nursing care places in order to reduce the level of delayed transfers of care waiting for nursing places, and also to respond to future demand to prevent delays reoccurring.

1.2 The DoH have made £40m capital available jointly with the Strategic Health Authority and the County Council have applied for £20m supported credit approval in order to complete the programme to provide 500 nursing care places in extensions to existing HCC residential care homes and in new buildings on HCC and NHS land by 2005/6.

1.3 This report seeks the necessary authority to appoint 6 FTE temporary staff to support the project over the next 2 financial years and contains proposals for project support costs to be met from the capital allocation until the end of 2003/4. Any project costs in 2004/5 would be dealt with as the revenue budget for that year is developed in the context of the emerging longer term management arrangements for the new service.

1 Staffing

1.1 The nursing care investment strategy will ensure 300 additional places are in use towards the end of December 2004 and that the full programme of 500 places is complete during the 2005/6 financial year.

1.2 A Project Board has been established, reporting to HCC Cabinet Members and the Strategic Health Authority Board, which will oversee the project. In order to complete the required activity within the agreed timescales and bring additional places into use as soon as possible 6 FTE additional posts will be required as follows. It is intended that these posts be in place until March 2005, subject to review and the development of longer term management arrangements for the new service.

1.3 The Strategic Health Authority will consider continued support in 2003/4 to the cost of the existing post of Project Director, Delayed Transfers of Care who will act as joint Project Director alongside a similar role within the Property, Business and Regulatory Service. The Workforce Development Confederation is also considering if it can part fund the proposed new post of Project officer, which provides specialist nursing expertise to the project. Until these discussions are concluded the full financial impact of both posts is included in the cost estimates.

1.4 The following summarises the proposed additional posts to support the project and further details are attached at appendix 1. The chart shows the full year effect including on costs of the proposed additional posts. Should the proposals be implemented the actual spending on staff and other expenditure against capital in 2002/3 would be no greater than £46,000, see paragraph 3.2 for details

3. Finance

3.1 The estimates of capital requirements to create an additional 500 nursing care places included design, procurement and construction costs and did not include other costs to support the project as set out above.

3.2 The projected spending on staff and non staff support to the project until the end of 2003/4 would be a maximum of £326,200 as set out below, which represents .5% of the full capital programme of £60m. Should the Strategic Health Authority and the Workforce Development Confederation confirm their financial support the overall total would reduce to £234,600 and represent less than .4% of the capital programme.

Summary of staff and non-staff costs to support the nursing care investment strategy - including on costs

· Project Director £69.7k (continued funding for 2003/4 by

HIOWHA to be confirmed)

· Project Officer £43.9k (part funding by Workforce

Confederation to be confirmed)

· FSU £23.7k

· Legal practice £20k (External fees, no on costs,)

· Personnel and Training £48k

· Capital Resources £17.5k

· Residential management £43.9k

· Commissioning team £21.9k (part year 2003/4 only)

· Communications £5k (no on costs)

· Consultancy £10k (External fees, no on costs)

Summary of proposed spending in 2002/3 and 2003/4

2002/3 2003/4

£000 £000

· Project Director NHS 69.7(existing post)

· Project Officer 8 43.9

· FSU 5 23.7

· Legal Practice 5 15

· Personnel and Training 10 48

· Capital Resources 2 17.5

· Residential Management 10 43.9

· Older Persons Team 4 5.5

· Communication - 5

· Consultancy 2 8

· Total £46k £280.2k

Note. If Strategic Health Authority support for the existing Project Director post is confirmed in 2003/4 and the Workforce Confederation support to the Project Officer post in 2003/4 is confirmed, spending against capital in that year will be reduced by £91.6k to £188.6k and the overall total reduced to £234.6k

3.3 It will be necessary to put in place the longer term management arrangements for the new service during 2004/5 as the new places are brought into use and further reports will be made to members as the workforce plan and revenue budget for that year are developed.

4. Recommendations

4.1 That approval is given to the creation of 6 FTE temporary posts to support the nursing care investment project.

4.2 That approval is given to spending against capital of £46,000 in 2002/3 and £280,200 in 2003/4.

4.3 That Members receive a report setting out the project support costs in 2004/5 as the longer term management arrangements for the new service are identified.

Appendix 1

Nursing care investment strategy, report to Cabinet 23^rd December 2002.

NURSING CARE INVESTMENT STRATEGY

Project management arrangements and costs

1. The project procurement plan identifies a target for 300 places to be in use by December 2004 and for the full programme of 500 places to be in use during 2005/6. The following project support arrangements need to be in place from December 2002 to the end of March 2005 subject to review and to the emerging longer term operational management arrangements during 2004/5.

2. lead managers will be members of the project steering group and will ensure the necessary inputs to the project from existing staff and any necessary backfill arrangements. (see attached project management schematic)

3. Project management lead arrangements and costs are as follows.

1) P&BR design, procurement and estates support - costs included as fees in capital estimates.

2) Project Director, HCC jointly with Strategic Health Authority. This existing post is funded by the Strategic Health Authority in 2002/3 and the Health Authority will confirm funding for 2003/4 once the final budget is known. NHS funding will not be available in 2004/5 and the post will be reviewed as the longer term management arrangements for the new service are developed.

3) Project Officer. This post is required to provide nursing expertise to the project. Secondment arrangements are being considered by PCT,s and the Workforce Development Confederation are considering part funding. Pending the conclusion of these discussions the full financial effect has been included in the project support cost estimates. The likely task focus is as follows.

To take responsibility for agreed priority elements of the existing Delayed Transfers of Care Action Plan .

Provide nursing expertise to the nursing care investment strategy, to include support to service design, development of operational protocols and consultation with PCT's and other stakeholders.

Support the development of a workforce strategy jointly with the Hampshire Workforce Development Confederation

4) Technical support as follows

· FSU

- Lead Manager , Linda Hutchings, no additional cost

- Support from other existing team members at no additional cost

- .5 Financial services Officer

- .5 Accounting technician

· Legal Practice

- Lead solicitors, Kate Phillipson/ Hayley Enright.

- Support from Contracts team - Christine Bucket

- Counsel fees as necessary. Estimated at £20k by March 2004

· Personnel and training

- Lead Manager, Pauline Lucas, no additional cost

- Input from existing team members, at no additional cost

- .75 P&T mgr

- .75 P&T support officer

· Capital Resources

- Lead Manager, Alan Bloomfield, no additional cost

- Support from existing staff, equivalent to 1fte at no additional cost

- Support from property services in PB&R at no additional cost

- 1 FTE Project administration support

· Residential Services Management

- Lead manager, Vincent Oliver, no additional cost

- Support from existing team, at no additional cost

- Fulltime secondment at service manager grade

· Older Persons Commissioning and Strategy team

- Lead manager, Chris Taylor/County Manager Strategy, no additional cost

- Support from existing team members, at no additional cost

- Secondment at service manager level, .5 FTE to end of June 2003

· Communications team

- HCC press office Lead, Tracy Buckland, no additional cost

- Strategic Health Authority press office, Adrian Osborne, no additional cost

- SSD Communications team member at no cost.

- Additional publication, consultation and communication costs, estimated at £5k by March 2004

· Office accommodation

- Available within HCC at no additional cost, with access to Strategic Health Authority space as required

· Consultancy

- Potential consultancy regarding management of nursing care in residential settings to support design tasks, development of a workforce plan and development of operational management arrangements - estimated at £10k by March 2004

Colin Hardy. December 2002.