NHS Continuing Healthcare: Competency Framework · Within CHC we work with individuals who have...

NHS Continuing Healthcare: Competency Framework

NHS England and NHS Improvement

of 38 NHS Continuing Healthcare Competency Framework V1 April 2019

NHS Continuing Healthcare Competency Framework

Version number: V1

First published:

Updated: (only if this is applicable):

Prepared by: Toby Hewlett, CHC SIP Workforce Workstream and partners.

This information can be made available in alternative formats, such as easy read or large print, and may be available in alternative languages, upon request. Please contact 0300 311 22 33 or email [email protected].

mailto:[email protected]


Contents 1 Introduction ......................................................................................................... 4

2 What does it mean for me? ................................................................................. 4

3 The Competency Framework Structure and Content .......................................... 4

Key Themes and Values ............................................................................... 4 3.1.1 Personalisation ....................................................................................... 4 3.1.2 Integrity ................................................................................................... 4 3.1.3 Collaboration .......................................................................................... 4 3.1.4 Knowledgeable ....................................................................................... 5 3.1.5 Values..................................................................................................... 5 Core CHC Competency Matrix ...................................................................... 6 Core and Supplementary Training (Section 8) .............................................. 7 Competency and Training Map (Section 9) ................................................... 7 Task Based Competencies (Section 10) ....................................................... 7

4 Core CHC Values and Competency Matrix – Personalisation ............................ 8

5 Integrity ............................................................................................................... 9

6 Collaboration ..................................................................................................... 10

7 Knowledge ........................................................................................................ 12

8 Core and Supplementary Training .................................................................... 13

9 Core Competency and Training Map ................................................................ 14

10 Task Based Competencies ............................................................................. 15

Task: CHC Administrative Process - including managing referrals and booking Multi-Disciplinary Teams (MDTs) ............................................................ 16

Task: Screening / Referral (Checklist completion) ................................... 17 Task: Evidence collection for MDT ........................................................... 18 Task: Co-ordinating an MDT .................................................................... 19 Task: Participating in an MDT .................................................................. 19 Task: Verifying a DST .............................................................................. 20 Task: Brokerage....................................................................................... 22 Task: Case Management and Reviews ................................................... 23 Task: Completing a Fast Track Application .............................................. 24

Task: Fast Track Clinical Administration .................................................. 25 Task: Leading a CHC service .................................................................. 26 Task: Local Resolution ............................................................................. 27 Task: Participating in an Independent Review (IR) .................................. 28 Task: Funded Nursing Care (FNC) Review ............................................. 29 Task: Support and Care Planning ............................................................ 30 Task: Invoice Processing ......................................................................... 31 Task: Commissioning and Contract Management ................................... 32 Task: Leading a team .............................................................................. 33 Task: Business Management ................................................................... 34

11 Glossary ......................................................................................................... 35

12 Appendices ..................................................................................................... 36

Appendix A - Individual Competencies and Training Structure ................ 36


1 Introduction The NHS Continuing Healthcare Competency Framework details the knowledge, skills and attributes required for those working within the NHS Continuing Healthcare (CHC) setting. The Framework has been developed through wide engagement and partnership with health and social care CHC professionals in England, professional and regulatory bodies, and alongside research and best practice, distilled through work with King’s College London, the Royal College of Nursing (RCN) and the Association of Directors of Adult Social Services (ADASS). The purpose of the Framework is to provide a transparent and as co-ordinated approach as possible, to staff and leadership development across NHS CHC teams. It may be used in a number of ways to enhance performance and add value at individual, team and organisational level, including:

• Self-assessment to identify areas of strength and define areas for improvement, continued professional development and learning

• Career and workforce planning • Team evaluation to determine performance • Recruitment and selection

2 What does it mean for me? The Framework has been designed to be flexible enough for use across the diverse range of staff working across the NHS CHC pathway, and to support staff to focus on their own professional development. Discussion with line managers to identify those areas that apply most to your role is encouraged. Whether you are an NHS CHC Nurse Assessor, a Contract Manager or Community Nurse, the Framework provides an accessible, measureable and achievable guide to the knowledge, skills and attributes required to perform at your best across the full range of NHS CHC roles. 3 The Competency Framework Structure and Content

Key Themes and Values The Competency Framework has been developed around 4 key themes – Personalisation, Integrity, Collaboration and Knowledge. Within each of the key themes you will find a set of competencies and actionable standards enabling you to assess your strengths, identify areas for improvement and plan your professional development.

3.1.1 Personalisation Within CHC we work with individuals who have different wants and needs; this value acknowledges that within a CHC service we work with an individual and their representatives to understand both their needs, and the outcomes that they want from their care.

3.1.2 Integrity Working within CHC requires an ability to balance differing professional opinions at a time that can be difficult and stressful for the individual and their representatives; this value acknowledges the importance of transparency in delivering the right outcomes.

3.1.3 Collaboration This value acknowledges that in order to deliver a high quality CHC service that truly meets the needs of people, this has to be delivered across a system rather than by individuals.


3.1.4 Knowledgeable

Delivery of CHC requires specialist knowledge that covers a variety of areas, not only in relation to the National Framework, but also to aligned policy and regulatory frameworks such as the Mental Capacity Act 2005 (MCA), Who Pays guidance 2013, etc.

3.1.5 Values Within each theme there are values that are expected to be exhibited by anyone working within the CHC environment:

Pers

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isat

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Value Evidence

I actively listen to people and their representatives

I deliver my role in a way that is led by the individual

I am respectful of individual beliefs and opinions

I treat people with dignity

Inte

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I am open, honest and transparent to people and professionals

I always act in a professional manner

I am accountable for my actions

I work within my professional code of conduct (where applicable)

Col

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I work in partnership with all appropriate stakeholders

I respect the professional opinions of all those involved in the assessment process

I am responsive to all stakeholders

I work to resolved disputes through communication and negotiation

Kno

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dge I have a knowledge of CHC relevant to my role

I am aware of the limit of my expertise and seek further information where appropriate


Core CHC Competency Matrix The Matrix takes the core themes and expands into competencies related to each. The Matrix follows a novice to expert model (as below), whereby a member of staff can exhibit competence at one of four levels (from Core to Level 3) and describes the level of evidence required to meet each competency level. The escalating nature of the Matrix means that those at a Level 3 would be expected to be able to demonstrate competence at each of the levels below (similarly for Levels 1 and 2). The competencies are not designed to be comprehensive, but give a clear and consistent sense of what is expected from individuals working across the NHS CHC pathway.

Personalisation

Competency Core Level 1 Advanced Beginner

Level 2 Competent

Level 3 Expert

Communication skills - Respect & Dignity

These are the core skills, attributes and knowledge that are expected of anyone working within the CHC environment, regardless of role or seniority.

• Considered new

to competency area.

• Needs help

setting priorities • Operates on

general guidelines and rules.

• Shows

awareness of limitations.

• Considered

experienced in competency area.

• Can determine which aspects of a situation are important.

• Complex understanding of the rules and regulations.

• Able to master and cope with contingencies of practice but still within set guidelines and rules.

• Training of others

• Lacks speed and flexibility of the expert.

• Considered highly

specialist in competency area.

• Extensive background of experience.

• Intuitive grasp of situations.

• Focuses on the accurate region of a problem rather than wasteful consideration of large range of unfruitful possibilities.

• Uses specialised knowledge to develop new ideas to solve complex problems.

Resource management – equity & fairness

Quality & Safety

Integrity

Scrutiny & Challenge

Accountability

Transparency & Trustworthiness

Collaboration

Partnership & Shared Goals

Leadership & Workforce Planning

Dispute Resolution

Knowledge

Policy & Protocol

Analytical

Digital


Core and Supplementary Training (Section 8) The Core and Supplementary Training section describes the core training (available via the e-learning system) and supplementary training, which should be available locally, related to CHC and which may be required to complete CHC tasks.

Competency and Training Map (Section 9) The Competency and Training Map details, by CHC task, the expected level of competence required to be demonstrated as well as training expected to have been completed in order to demonstrate competence in the stated task.

Task Based Competencies (Section 10) The Framework then expands on each of the identified CHC tasks, detailing additional task based competencies, the relevant line from the Competency and Training Map and the Values Framework. In order to demonstrate competence in this role, the member of staff must evidence completion of all of these areas.

Should an individual’s role encompass more than one CHC task, they should aim to demonstrate all task based competencies and training, but where there is a difference in requirement of the Matrix they would only be required to demonstrate the higher level.


4 Core CHC Values and Competency Matrix – Personalisation Competency Core Level 1 Level 2 Level 3 4.1 Communication skills - Respect and dignity Ability to work empathetically and sensitively with individuals along the CHC pathway and seek to treat them with respect and dignity

Demonstrate an empathetic attitude, displaying sensitivity when conveying results or information.

Respect all individuals’ beliefs and values and treat them with dignity as per relevant professional, regulatory or organisational code of conduct. Ability to communicate key CHC concepts to patients and their representatives effectively and in a suitable manner (e.g. conveying the complexity without being patronising).

Actively engage and listen to people and their representatives.

Resourceful and resilient change makers. Able to understand the drivers for poor and positive communication.

Demonstrates ability to work collaboratively with health and social care practitioners and patients/family/carers.

Demonstrate understanding of the role of others involved in CHC process.

Communicate effectively and professionally across health and social care commissioners and providers.

Ability to reflect on own work and practice, including interactions with others and fostering a climate of mutual respect.

Actively contribute to cross organisational, system-wide ways of working positively at a strategic level.

4.2 Resource Management - Equity and Fairness


Competency Core Level 1 Level 2 Level 3 Developing and applying local resources for CHC assessment that promotes and ensures equity and fairness.

Knowledge of available local organisations (healthcare and social providers); Awareness of commissioning options available for those who are eligible/ not eligible for CHC including national and local FNC, joint funding process and Personal Health Budgets.

Ensure decisions made are based on the best available evidence and (where appropriate) professional assessments from the relevant health and social care professionals and information from family members to provide a holistic assessment.

Demonstrate appropriate use of resources and that the service provided is equitable and tailored to meet the individual’s needs and health outcomes, using local CCG polices where applicable. Managing expectations of patients and family undergoing the CHC process by using verbal/non-verbal communication skills. Managing complex dialogue in a professional manner.

Identify and address any knowledge or resource gaps causing variation in access e.g. through local policy or guidance development. Able to demonstrate that decision making and commissioned care is equitable across population groups

4.3 Quality and Safety Ensuring high quality in CHC process and safety of the individual.

Support individuals and their representatives to contribute to and be confident in the CHC process by encouraging their participation in a transparent and equitable process; ensure this is accurately documented as part of the assessment (where appropriate to role).

Being an advocate for the individual, ensure the health, safety and wellbeing of the individual (and family carer/significant other) is addressed before and throughout the assessment process and if required, signpost to other agencies e.g. social services for social care assessment.

Work with the individual to support positive risk taking in order to meet their defined health and social care outcomes.

Contribute to and lead on quality improvement and assurance across both the organisation and service providers.

5 Integrity


Competency Core Level 1 Level 2 Level 3 5.1 Scrutiny & challenge A high standard of documentation and data entry is achieved which follows the National Framework for CHC.

Demonstrates ability to complete documentation or enter data accurately, consistently and in a timely manner.

Ensures credible evidence is documented fully to support decision making and later review of the case e.g. through audit or independent review.

Monitors and actively manages validity and reliability of documentation and data entry – remaining faithful to the original meaning or context.

Actively undertake service improvement through review and audit of department documentation and data quality and use of local and national benchmarking data.

5.2 Accountability Demonstrates accountability for own actions according to relevant professional, regulatory or organisational code of cond uct.

Is engaged in all training relevant to role and accepts responsibility for the outcomes expected. Maintains registration requirements in accordance with professional or regulatory body (where appropriate). Complies with data protection requirements.

Actively seeks out training and development opportunities to ensure quality and consistency of work.

Demonstrates ability to challenge poor practice and report appropriately when found.

Actively supports and can lead investigation process, develops and supports action plans to improve practice strives to improve quality of service. Undertakes investigation and action planning where required with other statutory organisations.

5.3 Transparency and Trustworthiness Demonstrates openness, honesty and transparency to all those involved in the process (including family, carers and all health and care professionals).

Demonstrates a professional manner at all times, being open about mistakes and uses them as an opportunity for improvement.

Provides the public, service users and their families and other professionals with information and signposting to NHS CHC resources.

Acts in accordance with Duty of Candour requirements.

Actively involves the public/third sector in service development. Actively reviews policy and processes to ensure consistency with team activities.

6 Collaboration


Competency Core Level 1 Level 2 Level 3 6.1 Partnership & Shared Goals Participates in multidisciplinary and interagency working in partnership with the individual.

Applies the NHS CHC process within the timescales required within locally agreed processes and the National Framework. Recognises the importance of good partnership working.

Involves representatives including family members, carers, advocates and wider stakeholders appropriately in CHC processes, reflecting, acknowledging and respecting their views and responses.

Works in partnership within the Multidisciplinary Team, exploring creative solutions, defining and implementing best practice and supporting the management of expectations.

Develops strategic joint working arrangements across multiple organisations. Takes ownership of agreed strategic direction and acts consistently with this.

6.2 Leadership & Workforce Planning Demonstrates leadership as part of an integrated system.

Is able to value, respond and grow in response to feedback – investing in personal and professional development.

Supports the development of others within the CHC system.

Effectively leads meetings with Multi-Disciplinary Team (MDT), service users and their families, other agencies.

Has the ability to support effective workforce planning to ensure the service meets the current and future needs of the population. Identifies training needs of workforce to develop the skills and capacity of the staff required to deliver the required service.

6.3 Dispute resolution Manages conflict and dispute during the CHC process.

Is able to listen to individual’s concerns and sources accurate information and resources for service users, families and the public regarding process and their rights; provides this at the appropriate time and in an

Pre-empts sources of conflict by providing professional, objective information about CHC process and pathways to service users, their families, professionals and the public before,

Skilfully identifies triggers, de-escalates stressful situations and is able to manage anger and frustration appropriately and effectively in an empathic manner.

Able to support colleagues, service users and all involved in the CHC process to address conflicting expectations and issues


Competency Core Level 1 Level 2 Level 3 empathetic and professional manner. Demonstrates zero tolerance on any type of abuse and if suspected, report through established channels.

during and after CHC assessment. Recognises own limitations in handling conflict and is confident to step back and ask for help.

7 Knowledge


Competency Core Level 1 Level 2 Level 3 7.1 Policy & Protocol Able to demonstrate up-to-date knowledge and understanding of National Framework and related policy and guidance required to deliver the role.

Demonstrates adherence to and actively promotes, principles of good governance in line with local and national processes and policy.

Provides individualised advice to service users and their families regarding their rights and the end to end CHC pathway.

Applies legislation and guidance effectively within remit of the role, including obtaining consent, assessing mental capacity to make decisions and recognising individuals’ rights at all times. Knowledge of Local Authority responsibilities for those eligible and not eligible for CHC.

Develops local policy and procedures in line with legislation, guidance and the National Framework and in partnership with other key stakeholders.

7.2 Analytical Understands how important good quality data and information is in making decisions across the CHC service.

Produces professional, articulate and consistent documentation to support CHC processes.

Actively gathers reliable data and information.

Summarises and synthesizes data and information from a range of sources to form clear and concise recommendations.

Uses qualitative and quantitative data and information to support service improvement.

7.3 Digital and Technology Effective and efficient use of IT systems and technologies to support and enhance the delivery of the CHC process. In this context the term “IT systems” refers to both the technology (i.e. computers, iPads, phones etc.), and the programmes that run on these systems (i.e. MS word, Excel, cloud/internet based programmes etc.)

Is a competent user of all relevant IT systems as appropriate to their role. Demonstrates timely and accurate updating and interrogation of IT systems in place with an understanding of how to correctly complete the systems relevant to their role.

Actively supports the development of others to better understand and use IT systems as appropriate to their role.

Able to use intelligence from IT systems to ensure an efficient and effective process is maintained with an understanding of the barriers and opportunities for better use of technologies to improve effectiveness or efficiency of the CHC process and/or commissioning functions.

Able to demonstrate strategic alignment thinking and articulate benefits of using integrated IT systems and technologies to support effective and efficient CHC process across partnerships with controlled information sharing resulting in paperless working.

8 Core and Supplementary Training


9 Core Competency and Training Map


Personalisation Integrity Collaboration Knowledge

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CHC Administrative process (incl. managing referrals/ booking MDTs)

1 1 C 1 C C 1 C C C 1 1 C 1,2,3,4,6,8 3,9

Screening/referral (Checklist completion) 2 2 1 1 2 1 2 1 C 1 2 2 C 1,2,4 3,5,9

Evidence collection for MDT 2 2 1 1 2 2 2 2 C C 2 1 C 1,2,8 7 Co-ordinating an MDT 2 2 2 2 2 2 2 2 2 3 2 2 1 1,2,6,8 3,5,6,7 Participating in an MDT 2 2 1 2 1 2 2 2 C 1 2 2 C 1,2,7,8

Verifying a DST 1 2 1 1 1 1 2 C C 1 2 2 1 1,2,8,9 7 Brokerage C 1 C C 1 C 1 1 C 1 1 C C 1,2,15 2, 3, 5, 9 Case Management and reviews 2 2 2 2 2 2 2 2 2 3 2 2 1 1,2,11,14 3,5,6,7

Completing a Fast Track application 2 2 2 2 2 2 2 2 1 2 2 2 C 1,2,3 3,9

Fast Track clinical administration 2 2 2 2 2 2 2 1 1 2 2 2 1 1,2,3 3

Leading a CHC Service 3 3 3 3 3 3 3 3 3 3 3 3 3 1,2,17 3,10,11 Local resolution 2 2 1 1 2 2 2 1 2 2 2 2 1 1,2,9,12,13 3,5,7 Participating in an IR 2 2 1 1 1 1 1 C 1 1 1 2 1 1,2,3,4,8,9,12,13 3 FNC reviews 2 2 1 1 2 2 2 1 1 1 2 2 C 1,2,3,4,5 3,5,7 Support and care planning 2 2 2 2 2 2 2 2 2 2 2 2 1 1,2,11 3,6,7 Invoice processing C C C C 1 C C C C C C C C 1,2,17

Commissioning and contract management 3 3 3 3 3 3 3 3 2 3 3 3 3 1,2,15,16,17 2, 3, 5, 8,

9, 10, 11 Leading a team 2 2 2 3 2 2 2 2 3 2 2 2 2 1, 2 2, 3, 10 Business Management 2 3 3 3 3 3 3 3 3 2 3 3 3 1, 2, 17 2, 10, 11

10 Task Based Competencies


The Competency Framework values (see Section 3.1) are to be considered alongside each of the task based competencies below:

Task: CHC Administrative Process - including managing referrals and booking Multi-Disciplinary Teams (MDTs)


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1 1 C 1 C C 1 C C C 1 1 C 1,2,3,4,6,8 3,9

Competency Date Achieved Demonstrates expertise in using Local CHC data system Able to identify responsible commissioner in basic cases Understanding of importance of consent Demonstrates awareness of local procedures relevant to role Awareness of information resources available to support individuals Able to signpost an individual to the relevant team when outside of own role Works within the limits of own knowledge and escalates when appropriate Able to prioritise work based on risk Able to identify appropriate clinical team to formulate MDT


Task: Screening / Referral (Checklist completion) Competency Date Achieved Knowledge of Importance of Consent Demonstrates awareness of local procedures relevant to role Awareness of information resources available to support individuals Identify Responsible Commissioner in non-complex cases Demonstrates understanding of when not to complete a checklist Able to explain the purpose of the checklist Actively engages in audit to maintain consistency of practice


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Screening / referral (checklist completion)

2 2 1 1 2 1 2 1 C 1 2 2 C 1,2,4 3,5,9


Task: Evidence collection for MDT Competency Date Achieved Able to identify evidence demonstrating current need Works creatively to ensure that the views of all professionals involved in the care of the individual are represented

Ensures that the views of the individual and their representatives are represented

Demonstrates expertise in using Local CHC data system


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Evidence collection for MDT

2 2 1 1 2 2 2 2 C C 2 1 C 1,2,8 7


Task: Co-ordinating an MDT

Competency Date Achieved Able to formulate a recommendation in reference to the 4 Key Indicators Ability to manage and de-escalate conflict Demonstrates excellent report writing skills Understanding of importance of consent Demonstrates awareness of local procedures relevant to role Awareness of information resources available to support individuals Demonstrates ability to utilise the local data system accurately Understands key concepts, including the lawful limits of Local Authority engagement

Able to manage differences of opinion within the MDT Actively engages in audit to maintain consistency of recommendation


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Co-ordinating an MDT 2 2 2 2 2 2 2 2 2 3 2 2 1 1,2,6,8 3,5,6,7

Task: Participating in an MDT


Competency Date Achieved Responsive to meeting requests to facilitate MDT booking Able to clearly articulate need in reference to own speciality Able to write clear reports that demonstrate need in reference to own speciality Respects the expertise of others involved in CHC Process Able to use evidence to assign need within the 12 domains Able to formulate a recommendation in reference to the 4 Key Indicators


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Participating in an MDT 2 2 1 2 1 2 2 2 C 1 2 2 C 1,2,7,8

Task: Verifying a DST


Competency Date Achieved Able to define a Primary Health Need Demonstrates knowledge of exceptional circumstances leading to not accepting the MDT recommendation

Able to identify gaps in evidence collected Can identify Responsible commissioner in complex cases (for example transition and cross border cases)

Demonstrates expertise in using Local CHC data system Actively engages in audit to maintain consistency of decision making


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Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Verifying a DST 1 2 1 1 1 1 2 C C 1 2 2 1 1,2,8,9 7


Task: Brokerage

Competency Date Achieved Demonstrates expertise in using Local CHC data system Demonstrates awareness of local procedures relevant to role Able to prioritise work based on risk Can demonstrate ability to practice fairness and equity Understands importance of measuring the quality of commissioned care Reports soft intelligence regarding quality and market via locally agreed routes Awareness of fraud prevention procedures Has an understanding of the local care market Recognises the limit of own role and when it is appropriate to escalate Clearly documents the level of care commissioned Understanding of commissioning options and frameworks in local area Builds strong relationships with providers


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Brokerage C 1 C C 1 C 1 1 C 1 1 C C 1, 2,15 2, 3, 5, 9


Task: Case Management and Reviews

Competency Date Achieved Understanding of commissioning options and frameworks in local area

Awareness of Safeguarding reporting routes in local area

Awareness of fraud prevention Understands importance of measuring the quality of commissioned care

Reports soft intelligence regarding quality and market via locally agreed routes

Understanding of importance of consent Demonstrates awareness of local procedures relevant to role Can demonstrate where change in need would require further MDT to establish ongoing eligibility


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Case Management and reviews

2 2 2 2 2 2 2 2 2 3 2 2 1 1, 2,11,14 3,5,6,7


Task: Completing a Fast Track Application

Competency Date Achieved Aware of commissioned end of life options in local area Shows sensitivity and courage in managing difficult conversations with individuals Able to demonstrate an understanding of "rapidly deteriorating condition that may be entering a terminal phase"

Collates evidence to support use of Fast Track tool Able to clearly articulate an individual’s needs Understands the importance of Consent Demonstrates an ability to gain consent and make best interests decisions Manages expectation from the point of the initial conversation with the individual Actively engages in audit to maintain consistency of recommendation


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Completing a Fast Track application 2 2 2 2 2 2 2 2 1 2 2 2 C 1, 2,3 3,9


Task: Fast Track Clinical Administration

Competency Date Achieved Actively engages in audit to maintain consistency of recommendation Aware of commissioned end of life options in local area Shows sensitivity and courage in managing difficult conversations with individuals and professionals

Able to demonstrate an understanding of "rapidly deteriorating condition that may be entering a terminal phase"

Can demonstrate where it would be inappropriate to accept a Fast Track referral


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Fast Track clinical administration

2 2 2 2 2 2 2 1 1 2 2 2 1 1,2,3 3


Task: Leading a CHC service

Competency Date Achieved Can identify training needs of team and wider health and social care community through needs analysis Can demonstrate robust performance management Able to contribute to strategic workforce planning Lead the strategic direction and planning of CHC in local health and social care economy Able to provide specialist CHC knowledge to own and other organisations Keep abreast of local and national developments in CHC and policy to inform local planning Ensure the wellbeing and resilience needs of the workforce are met


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Leading a team 3 3 3 3 3 3 3 3 3 3 3 3 3 1, 2,17 3,10,11


Task: Local Resolution

Competency Date Achieved Actively engages in audit to maintain consistency of practice Understand the impact of claims companies and solicitors on the appeals process Able to identify when evidence has not been used correctly or gaps in evidence Understands local processes for overturning decisions Proactively engaging with the individual or representative to find an amicable resolution

Can identify difference between an appeal for local resolution and complaint


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Local Resolution 2 2 1 1 2 2 2 1 2 2 2 2 1 1,2,9,12,

13 3,5,7


Task: Participating in an Independent Review (IR)

Competency Date Achieved Actively engages in audit to maintain consistency of recommendation Understand the impact of claims companies and solicitors on the appeals process Able to identify when evidence has not been used correctly or gaps in evidence Understands local processes for overturning decisions


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Participating in an Independent Review

2 2 1 1 1 1 1 C 1 1 1 2 1 1,2,3,4,8,9,12,13 3


Task: Funded Nursing Care (FNC) Review

Competency Date Achieved Actively engages in audit to maintain consistency of recommendation Understanding of commissioning options and frameworks in local area Awareness of Safeguarding reporting routes in local area Understands importance of measuring the quality of commissioned care Reports soft intelligence regarding quality and market via locally agreed routes Understanding of importance of consent Demonstrates awareness of local procedures relevant to role Can demonstrate where change in need would require MDT to establish CHC eligibility


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

FNC Reviews 2 2 1 1 2 2 2 1 1 1 2 2 1 1, 2,3,4,5 3,5,7


Task: Support and Care Planning

Competency Date Achieved Able to assess risk and understands importance of positive risk taking Shows ability to work with individual to identify care outcomes Demonstrates expertise in using Local CHC data system Understanding of importance of consent Demonstrates awareness of local procedures relevant to role Able to formulate care solution to meet identified need


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Support and care planning 2 2 2 2 2 2 2 2 2 2 2 2 1 1,2,11 3,6,7


Task: Invoice Processing

Competency Date Achieved Demonstrates expertise in using local CHC data system Awareness of fraud prevention processes Reports soft intelligence regarding quality and market via locally agreed routes Has an understanding of the local care market Understanding of commissioning options and frameworks in local area Builds strong relationships with providers Demonstrates awareness of local procedures relevant to role


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Invoice Processing C C C N/A 1 C C C C C C 1 C 1,2,17


Task: Commissioning and Contract Management

Competency Date Achieved Awareness of impact of commissioning decisions on CHC delivery Awareness of fraud prevention Understands importance of measuring the quality of commissioned care Reports soft intelligence regarding quality and market via locally agreed routes Builds strong relationships with providers Understands individual and population needs and impact on market Works across providers and other commissioning organisations to understand the current market needs and opportunities to grow provision, where appropriate


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

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Tr

aini

ng

Supp

lem

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ry

Man

dato

ry

Trai

ning

Commissioning and Contract Management

3 3 3 3 3 3 3 3 2 3 3 3 3 1,2,15,16,17

2, 3, 5, 8, 9,

10, 11


Task: Leading a team

Competency Date Achieved Ability to prioritise workload of the team Understanding of performance management process Coach and support staff to develop Identifies training needs of team


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry

Trai

ning

Leading a Team 2 2 2 3 2 2 2 2 3 2 2 2 2 1,2 2,3,10


Task: Business Management

Competency Date Achieved Excellent understanding of local CHC systems Ability to collect, analyse and interpret data Understanding of internal and external reporting requirements Able to develop policy and pathways to drive efficiency within the service Works with stakeholders to align CHC processes with other services


Com

mun

icat

ion

Skills

- R

espe

ct

& D

igni

ty (A

)

Com

mun

icat

ion

skills

- R

espe

ct

& D

igni

ty (B

)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fa

irnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pl

anni

ng

Dis

pute

R

esol

utio

n

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

Tech

nolo

gy

Cor

e M

anda

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Tr

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Business Management 2 3 3 3 3 3 3 3 3 2 3 3 3 1,2,17 2,10,1

1

of 38

11 Glossary

ADASS Association of Directors of Adult Social Services

CHC Continuing Healthcare

DoLS Deprivation of Liberty Safeguards

FNC NHS Funded Nursing Care

IR Independent Review

LD Learning Disabilities

MCA Mental Capacity Act

MDT Multi-Disciplinary Team

RCN Royal College of Nursing

of 38

12 Appendices Appendix A - Individual Competencies and Training Structure

Name: Job Title:

1. Bespoke Role Competencies Copy and paste competencies related to tasks performed within your role. Add additional lines as required. Competency Current level Development plan Date Achieved

of 38

2. Core Competencies To create, take the highest level required for each competency area across tasks performed within your role.

Personalisation Integrity Collaboration Knowledge Training

Com

mun

icat

ion

Skills

- R

espe

ct &

D

igni

ty (A

) C

omm

unic

atio

n sk

ills -

Res

pect

&

Dig

nity

(B)

Res

ourc

e M

anag

emen

t –

Equi

ty &

Fai

rnes

s

Qua

lity

& Sa

fety

Scru

tiny

& C

halle

nge

Acco

unta

bilit

y

Tran

spar

ency

&

Trus

twor

thin

ess

Partn

ersh

ip &

Sh

ared

goa

ls

Lead

ersh

ip &

W

orkf

orce

Pla

nnin

g

Dis

pute

Res

olut

ion

Polic

y &

Prot

ocol

Anal

ytic

al

Dig

ital a

nd

tech

nolo

gy

Cor

e M

anda

tory

Tr

aini

ng

Supp

lem

enta

ry

Man

dato

ry T

rain

ing

TBC

TBC

TBC

TBC

Required level

Current assessed level

Development requirement

of 38

3. Core Values Pe

rson

alis

atio

n Value Development plan Date achieved

I actively listen to people and their representatives

I deliver my role in a way that is led by the individual

I am respectful of individual beliefs and opinions

I treat people with dignity

Inte

grity

I am open, honest and transparent to people and professionals

I always act in a professional manner

I am accountable for my actions I work within my professional code of conduct (where applicable)

Col

labo

ratio

n I work in partnership with all appropriate stakeholders

I respect the professional opinions of all those involved in the assessment process

I am responsive to all stakeholders I work to resolved disputes through communication and negotiation

Kno

wle

dge I have a knowledge of CHC relevant to my

role

I am aware of the limit of my expertise and seek further information where appropriate

Trai

ning

TBC

TBC

TBC

This information can be made available in alternative formats, such as easy read or large print, and may be available in alternative languages, upon request. Please contact 0300 311 22 33 or email [email protected].

mailto:[email protected]

NHS Continuing Healthcare: Competency Framework · Within CHC we work with individuals who have...

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