WORKFORCE PLANNING The English Experience What the Future Holds

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WORKFORCE PLANNINGThe English ExperienceWhat
the Future Holds

• Annie Brough
• Managing Director London (South East)

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• The English Experience since 1999
• - changes to structures and processes
• - what's worked well, less well
• - whats next and key challenges
• - what will I use as the litmus test of
  achievement?

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March 1999 - Health Select Committee To
review how workforce planning is undertaken
in the health service. April
2000 - Department of Health publication of
A service of all the Talents
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3 Key Recommendations - Greater integration and
development with service and financial
planning - Better management ownership, clearer
roles and responsibilities within
planning - Better planning for the whole workforce
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To be achieved by - New structures at a
national level - New structures at a local
level - New planning processes
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New Structures at a National Level
- Clarity about roles and responsibilities - Stre
amlined framework of analysis - Funding streams
merged into single budget
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New Structures at a Local Level
28 Workforce Development Confederations
(subsequently integrated with the 28 Strategic
Health Authorities to become Workforce
Directorates) - Align workforce demand with
workforce supply at a local level - Support
strategic HR issues - Commission the Education
Training required to meet employer
needs - vision the workforce of the future -
support the introduction of new roles
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Mental Health Trusts
Primary Care Trusts
Social Services
South East London Workforce Development
Confederation
Acute Trusts
Higher Education Institutes
Independent Sector
Learning Councils
Further Education Colleges
Postgraduate Deanery
Strategic Health Authority
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New Planning Processes
2001 - 2003 Health Improvement Plans
(HIMPs) 2003 - to date Local Delivery Plans
(LDPs) 2005 - to date Finance Information
and Management System (FIMs)
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What has worked well
- An improved balance between top down national
planning and bottom up local planning. - Greater
collaboration between employers and education
providers. - Key targets have been met.
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What has worked less well

• - Greater focus on the professional workforce
  rather than the whole workforce.
• - Too great an emphasis on numbers of staff
  required rather than the competencies required.
• - Different perspectives, different planning
  timetables for service and education, lack of
  trust.

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Environment of Reform
- More patient choice and a much stronger voice
for patients - More diverse providers with more
freedom to innovate and improve service - money
following the patients, rewarding the best and
most efficient providers, giving others the
incentive to improve - system management and
decision making to support equality, fairness,
safety, equity and value for money
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10 new Strategic Health Authorities covering
England Their role with respect to workforce is
to - Undertake planning and development at the
regional level - Commission training, education
and development - Talent management
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Productivity
- Sickness management - Turnover of staff - Skill
mix ratios - Agency usage - Finished consultant
episode
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Workforce Planning
Strategic Drivers Financial/Economic Demographic K
nowledge/technology Legal Educational
More Flexible Workforce Competency based
workforce planning
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How will I judge success?
- Move away from feast/famine - Provide for both
small and large groups of staff - Ensure the
supply of clinical placements supports the volume
of education training - Involves all the
relevant stakeholders (nhs, private, social care,
education providers, professional bodies)