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The Benson Model: School Nursing

The Benson Model: School Nursing. A new methodology for caseload and workforce assessment Q1 2014. This presentation. Introduction / about the service planners Who is using the Benson Model Examine the methodologies Case study: Liverpool Community Health

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The Benson Model: School Nursing

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  1. The Benson Model: School Nursing A new methodology for caseload and workforce assessment Q1 2014

  2. This presentation • Introduction / about the service planners • Who is using the Benson Model • Examine the methodologies • Case study: Liverpool Community Health • Planning, implementation and support • Discussion

  3. The Benson Models: Children’s Health • Clients have own folder and secure access • Tools are updated quarterly with new features Health Visiting Service Planner School Nursing Service Planner

  4. About the service planners • Owned locally with ongoing remote support • Objective • Transparent • Live - reflecting and developing strategy • Benchmarking and discussion groups

  5. Current providers Cumbria Bury Liverpool & Sefton Salford Stockport Bridgewater Derbyshire Derby City Leic & Rutland Coventry Birmingham Bedfordshire BSBC x 5 Hertfordshire Ealing North Somerset Cornwall & IoS

  6. System architecture Settings Local intelligence Benchmarking and external validation Live folder School Nursing Database Local strategies Benson Model National policy Service and workforce level data from providers Download/upload and use offline

  7. Model overview Profiling local complexity Schools HCP 0 - 5

  8. Model overview Developing local service profiles GPs Developing local service profiles

  9. Model overview Developing local service profiles GPs Aligning service profiles with policy, best practice and drivers of improvement BEST PRACTICE LOCAL POLICY NATIONAL POLICY NEW TECH SNSP DATABASE – IDEAS FROM OTHER AREAS

  10. Model overview Workforce structure HCP 5-19

  11. Model overview Workforce profiling and capacity HCP 5-19

  12. Model overview Aligning our workforce profiles with policy, best practice and drivers of improvement HCP 5-19 LOCAL POLICY NEW TECH SNSP DATABASE – IDEAS FROM OTHER AREAS

  13. Model overview GPs Identifying workforce potential

  14. Model overview GPs SHORTFALL Example: the SNSP indicates we have a workforce shortfall in Area 1

  15. Model overview GPs SHORTFALL CHANGE? Can we address this by increasing our workforce?

  16. Model overview GPs SHORTFALL CHANGE? Or revising our workforce assumptions around role profiles to allow more delivery time?

  17. Model overview GPs SHORTFALL CHANGE? Or by revising the service programme? - but this will apply to all areas

  18. Model overview GPs SHORTFALL CHANGE? Or do we need to rebalance the caseload? Can we rezone some of the school’s into Area 2?

  19. Targeting services by complexity

  20. Case study : Liverpool Community Health School Nursing • Project began in late 2012 • Reconfiguration of 3 services into one • North Liverpool • South Liverpool • Sefton • Each service had its own • service programme • workforce roles • beliefs on how the service should look

  21. Outcomes - Liverpool

  22. LCH outcomes: Workforce allocation • Assessed the effectiveness of the existing workforce to deliver the future programme and identified skill shortages • Revised caseloads to reflect complexity of needs across each locality • Provided an objective basis for new team structure and deploying new practitioners • Review the balance and contribution of skill mix

  23. LCH outcomes: Service programme • Developed a clear, transparent, local and harmonised service programme • Identified Additional Needs Groups who we target services to • Explore future delivery strategies, workforce roles and opportunities to incorporate new technology • Profiled travel time and administration duties to reflect service requirements moreaccurately

  24. LCH outcomes: Policy • Facilitated the rebalancing of the new team structure and caseloads • Ongoing development of a single set of local service profiles and alignment with outcomes • Currently documenting the service profiles to link to local policy & demonstrate compliance with the HCP etc • Develop local workforce profiles based on a collective understanding of requirements

  25. LCH outcomes: Risk, opportunity and improvement • Identified and quantify risk of workforce shortfall • Helped identify and incorporate best practice for both the service programme and workforce strategy • The new workforce and service profiles prompted discussion and pointed to potential variances in the current service

  26. Implementation plan - overview

  27. Implementation plan - example

  28. Linking with other initiatives • Service scheduling • - Workflow and scheduling • Phasing of staff / demand • - Recording outcomes • Service scheduling • - Workflow and scheduling • Phasing of staff / demand • - Recording outcomes • Comparison to actuals • - Compare with actuals from PM system • - Identify variation from plan • Target areas of efficiency • -Validate assumptions • Service planning • - caseload sensitisation • workforce deployment • -demographics Local policy - local and national initiatives Local policy - Local / national initiatives - Link to Outcomes - Joint working Service forecasting - identifying future demand and workforce requirements - Predict levels of productivity Service forecasting - identifying future demand and workforce requirements - Predict levels of productivity

  29. Contact details Michael McGechie Director – health services [T]  0207 617 7134 [M] 0796 919 9920 michael@bensonwintere.com www.bensonwintere.com/healthcare

  30. SELECTED SCREENSHOTS Ealing case study

  31. Developing a service spec • Each child protection case in this area takes an estimated 63 hours each year, when including administration and travel

  32. Defining the service offer • What services do we want to offer in the future? • In this example we have switched off a few services but may explore these as potential services later • This allows us to link each service to the HCP and local policy by clicking on the INFO button next to each service

  33. Workforce planning • This currently commissioned workforce for this area is unable to deliver the service plan, with 69% service potential • We can create a custom profile to explore workforce required to deliver 100% • Why does the skill mix not have enough work?

  34. Dashboard – how does the service look? (1) • It appears our commissioned workforce levels in three of the main teams are not adequate to deliver the desired programme

  35. Dashboard – how does the service look? (2) • However by switching to a customised workforce we have developed, we can show the additional workforce (and cost) requirements to deliver the desired programme

  36. Service plan

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