OUR CLIENTS
Surrey Heartlands Health & Care Partnership: Supporting ICS Development
From day one of the engagement, Camburg and Hunter Healthcare provided expert HR & OD support which was critical to the development of the Surrey Heartlands ICS. Their expert teams were always focussed on customer satisfaction and demonstrated a real commitment to our future ICS needs and aspirations.
Dr Claire Fuller
Surrey Heartlands ICS Lead and Interim Accountable Officer
The challenge
Surrey Heartlands Health and Care Partnership has been working as an Integrated Care System (ICS) since 2017, one of the first in England, and serves over a million residents in Guildford & Waverley, East Surrey, North West Surrey and Surrey Downs.
The system includes commissioners and providers from across acute, mental health, community, and primary care sectors, the local authority, voluntary and other third parties.
Surrey Heartlands ICS was at a critical stage of its development and asked Camburg and Hunter Healthcare to support its next steps to build a strong and effective Integrated Care System.
The leadership of the ICS and Clinical Commission Group (CCG) came together in July 2020 and required a new joint Executive Leadership Team to bring together teams from the CCG and facilitate the ICS’s next steps.
Approach
Camburg worked closely with the ICS Lead and Interim Accountable Officer, and the CCG and ICS Development Consultant. During this time we managed the:
- Design of new organisational structures: subsequent development of job descriptions, managing processes for: job matching (including appeals); ‘at risk’ notification; voluntary redundancy and recruitment & selection, as well as development of a Mutually Agreed Resignation Scheme (MARS) and pay frameworks
- Recruitment: working in tandem with Hunter Healthcare to recruit the leadership team
- Consultation: development of consultation documents, individual and collective consultation meetings, responses fed back to affected staff and Remuneration Committee
- Change Process: for staff through staff engagement sessions with non-affected staff, support to Chief Executive and relevant executives
- Liaising with relevant parties: including Remuneration Committee, NHS England / National Health Service Improvement (NHSE/I) and HM Treasury, CCGs and unions
- Desktop Analysis: to ensure affordability of structures at Tier three and below for all areas of the ICS
- Human resource / organisational development support: reducing interim / agency staff use, establishing vacancy management, providing complex employee relations advice (including TUPE, disciplinaries and grievances), development of agile ways of working
- Support for incoming Workforce Director: addressing immediate capacity and capability issues within the Directorate by resourcing key support roles to secure immediate support.
Outcomes
- The development of a new integrated executive management team and the supporting infrastructure across the wider ICS
- Recruitment and selection of senior executive roles
- Eight key HR policies updated to follow best practice and support the vision and values of the organisation moving forward
- An action and development plan for HR function
- Organisational wide culture review with recommendations