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 Bedfordshire Hertfordshire Ealing North Somerset
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. School Nursing Database
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 Developing service profiles local
GPs
Developing
local
service
profiles

9. SNSP DATABASE – IDEAS FROM OTHER AREAS
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. SNSP DATABASE – IDEAS FROM OTHER AREAS
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. Identifying workforce potential
Model overview
GPs
Identifying workforce potential

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

15. Can we address this by increasing our workforce?
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 Or by revising the service programme?
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
By Deprivation
Deprivation is captured by locality and used as a basis to profile services that are targeted at or sensitive to deprivation
Child deprivation data is captured and profiled by locality using deprivation quartiles
By Special population
Alternatively, groups who receive targeted or more intensive support may be defined and populated by locality
These provide an alternative to profiling service delivery by deprivation
e.g.:
Safeguarding (CP, CIN, LAC)
Additional health needs
Special needs
Ethnic groups / English as a 2nd language

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 Service programme Workforce allocation
Policy
Risk, opportunity and improvement
This is what our clients are using the tools for

22. LCH outcomes: Workforce allocation1 2 3 4
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 programme1 2 3 4
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 more accurately

24. LCH outcomes: Policy 1 2 3 4
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 improvement1 2 3 4
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
Service plan
Performance data
Benchmark vs. other services
Targeted improve-ments
National policy

26. Implementation plan - overview
Ongoing support
Use, improve and refine
Access to updates & benchmarking
Implementation
Workshops
Planner development
Planning
Scoping and configuration
Data development

27. Implementation plan - example
Milestone
Activities involved
Time
Project initiation, scoping and planning
Agreed objectives with steering group
Establish working group
Develop the data specification
1-2 weeks
Data development
Working with analysts and access national datasets to develop comprehensive local school dataset
Configure tool in accordance with local requirements
2-3 weeks
Workshops
Run 2 half day workshops to introduce the tool and develop local area and workforce profiles, and a service specification
2 weeks
Post workshop support
Co-ordinate collection of outstanding data
Complete development of the tool and assist rollout to ensure the tool is supported
Setup the live client folder and logins
Rollout / Ongoing support
Provide ongoing assistance as required

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
This is what our clients are using the tools for
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

30. Ealing case study
SELECTED SCREENSHOTS

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