18 Week workforce planning support programme

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18 Week workforce planning support programme NHS
East Midlands
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Introducing National Workforce Projects

• Supporting NHS organisations achieve their
  workforce objectives by helping ensure they have
  the ability to effectively plan for future
  workforce needs, adapt to new ways of working and
  face future challenges

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Workforce planning development programme

• Workforce planning workshops
• Workforce planning surgery
• Directory of resources Web portal 18 weeks

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Directory of resources/18 week programme portal
area

• A one stop shop for all resources, 18 week links
  alongside best practice and case studies from
  across the service

www.healthcareworkforce.nhs.uk/18weeks
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Workforce planning Surgery
An on line workforce planning surgery in which
local trusts and SHAs can gain first hand
advice and guidance on their 18 week workforce
issues from a panel of experts

• Portal function where questions can be posted in
  a pre designed template with the commitment of a
  response via e-mail or telephone within 24 hours

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e-learning

• To provide learning and training around workforce
  planning for all staff involved in designing
  services. Importantly, this includes frontline
  clinical staff who can complete the programme in
  bite size chunks as part of their development

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Workforce planning resources

• NWP - Six step guide
• NWP - Benchmarking databases
• WRT Christmas Trees
• WRT National modelling
• NHS Institute No Delays toolkit
• Skills for Health Staffing tool / Competences
  toolkit
• SHA Local information, local models
• Electronic staff record (ESR)
• Service Reconfiguration Tool
• Age Profile Analysis

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Workforce themes

• Only organisations with a skilled, flexible
  workforce, where people are their greatest
  investment, will succeed (in the next 5-10
  years)
• DH evidence to the Health Select Committee 2006
• In healthcare there is no one size fits all
  answer to future workforce planning issues
• more of the same workforce plans will not work
  in the new complex healthcare environment

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How can you get the right skills in the right
place at the right time?

• Organisations workforce plans need to be based
  on-
• Clear vision of the future direction
• Integrated with the service and financial
  strategy
• Based on realistic and affordable assumptions
• Take account of short and medium term changes
• Engage clinical staff / wider stakeholders
• Link to the commissioning plans and local supply
  of the workforce

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What is the role of NWP

• Ensure that the NHS has the ability to
  effectively plan for future workforce needs
• Support NHS organisations achieve their workforce
  objectives
• Find solutions to future workforce planning
  challenges

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Step one Defining the planReason, function and
scope

• How will the plan be used in our organisations?
• Who needs to be involved in creating the plan?
• What decisions will be affected by the plan?
• What timescale, client group, geographic area,
  services and staff are covered by the plan?
• What are the outcomes that the plan is trying to
  achieve?

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Step two Visioning the future Visioning, goals,
targets and objectives

• What changes in the future will affect our
  services?
• What changes will affect our service that we
  cant control?
• What changes will affect our service that we can
  control?
• How effectively can we control each of these
  changes?

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Step three Assessing demandImpact,
productivity, new ways of working

• What will be our staffing needs in the future?
• What services will we need to meet patients needs
  and how are they likely to change?
• What staff will we need to deliver these specific
  services?

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Step four Assessing supplyCharacteristics
options

• What is our current staffing position?
• What staff do we have available now?
• Do we understand the current competencies of the
  staff?
• What is the rate of staff starting and leaving
  our service?
• What we have already done to build our workforce?
• How have we restructured our staff to make best
  use of the staff we have?

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Step five Developing an action planMapping,
impact options

• What are the staffing gaps and what will we do to
  close these gaps?
• How well do skills roles and numbers match
  expected service needs?
• How big is the impact on service is each gap
  likely to be?
• What can we do to reduce these gaps by either
  increasing our staff or reducing demand?
• What can we change in the way we organise our
  current staff to meet demand?
• How should our options be combined in an action
  plan?
• How well does the plan stand up to different
  scenarios?

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Step six- Implementation and review Measuring
progress, review and organisational change

• How can we be sure the plan is working?
• What needs to happen to ensure the plan is
  implemented?
• How will we measure our progress towards the
  plans goals?
• What actions are needed to stay on course if
  goals are not being met?
• Who, how and when will the plan be reviewed to
  see if it needs to be reworked?

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Integrated local workforce planning

• Plymouth PCT need to develop effective planning
  owned by the workforce to meet service change and
  to manage workforce costs
• Focused on use of data available via ESR and the
  potential for staff engagement via the 6 Step
  Model

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An integrated workforce planning process

• Training Sessions
• Targeting budget holders, service leads and
  managers.
• Workforce Templates
• All 230 budgets and 115 budget holders
• Assistant Director Overviews
• 3-5 year plans
• Directorate Summaries
• Greater than 5 years
• Driving LDP and ISIPs

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Plan Coalescence and Feedback
Strategic Health Authority workforce plan 10-20
years
Health Authority
Trust wide workforce plan 10 Years
Chief Executive
Directorate level workforce plan 5 years
Director
Service level workforce plan 3 years
Associate Director
Group level workforce plan 2 years
Team Leader
Basic workforce plan 1 Year
Budget Holder
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Progress so far

• Trust wide initiation of workforce planning using
  the Electronic Staff Record
• Public Health integral to all plans
• Detailed workforce plans across clinical and
  non-clinical directorates
• Increased financial awareness
• Commissioner engagement
• Reducing IPPs and upskilling MH workforce
• Intermediate Care agenda
• Children's trust agenda
• Identification of Band 1-4 need across trust
• Skills escalation and career pathways developing
  e.g. Public Health, Community Nursing etc

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Workforce Planning Tools

• Electronic staff record (ESR)
• Adaptation of NWP evidence based tools to local
  use. (six step guide et al)
• Skill mix Generator (Xmas Trees)
• Staffing Tool
• Service Reconfiguration Tool
• Age Profile Analysis
• Dedicated workforce team

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ESR Data Skill Mix
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ESR Data Headcount
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ESR Data Age Profile
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Service Reconfiguration Tool
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The future

• Baseline data powerful predictor for capacity
  capability needs across the whole Trust
• ESR self service for all managers
• Access to accurate timely data
• 6 monthly exception reporting on all workforce
  plans
• Development of monthly workforce reports
• Task force intervention based on early
  recognition of financial imbalance

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The future..contd

• Workforce planning linked to CRES targets
• Income based (NBP/PBR) workforce planning and
  review processes
• Streamlined ATR processes based on financial
  balance and accurate workforce planning
• Workforce plans driving LDP and ISIP
• Integration of primary care, medical and dental
  workforce planning
• Integration / sharing best practice across SHA
  and Trusts

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Summary

• Next 5 years is a time of fundamental change
• Future workforce will be the same but different
• Aim is for a flexible affordable staff with the
  right skill mix
• Based on integrated planning that takes account
  of future trends
• Depends on better understanding of commissioning
  and productivity
• Woman centred approach doing activity for a
  reason - not because it has always been done this
  way

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Evaluation
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Any questions?

• Stuart Taylor
• Project Manager
• Tel [phone]
• Mob [phone]
• e-mail stuart.taylor_at_nwpnhs.org.uk

?
www.healthcareworkforce.nhs.uk