WORKFORCE PLANNING

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WORKFORCE PLANNING

• Improving nursing midwifery workforce planning
  in the NHS in Scotland
• betty.flynn_at_nhs.net

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Introduction

• National Programme in Scotland
• Workforce planning in the UK and common themes
  amongst the countries
• Next steps for the National Programme

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(No Transcript)
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Accountability

• Devolved Government
• NHS in Scotland is accountable to
• The Cabinet Secretary for Health and Well Being
• The Scottish Parliament
• Each NHS Board is accountable for
• Performance in meeting local population needs
• Implementing national policy and initiatives

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• Nursing Midwifery
• Workload Workforce Planning Programme

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Policy Context
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Wider Policy Context
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Key work stream

• 20 recommendations
• Principles
• Systems
• Allowances
• Research

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Key work stream

• 18 recommendations
• General
• Trends in supply and cost
• Models
• Management and operational issues
• Continuing Professional Development
• Information Technology
• Use of agency staff

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Planning Committee Structure
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Wider Structure


Local, Regional

SWISS


and National

Workforce
e-Health
Facing the Future/Delivering Care,
Planning


Planning Unit


Strategy
Enabling Health Steering Grou
p








AHP Workload
Charge Nurse
Nursi
ng Midwifery Workload Workforce Planning
Programme

Implementation Board


Review /
Measurem
ent
(Inclusive of previous Nurse Bank Steering Group
Remit)



Management
Clinical Quality

Project



Indicators







Nursing Midwifery Workload
Nursing Midwifery Workload

Nursing
Midwifery Workload

Workforce Planning Programme


Workforce Planning Programme
-

Education,
Workforce Planning Programme
-


Allowances, Bank and Agency

Sub Group

Training and Research Sub Group

Systems
Sub Group



Nurse Bank
Network




Short Life Working

Short Life
Short Life Working
Short Life
Short Life
Group


Development of

Working Group
-

Group



Working Group

Working Group



Mental Health
Development of
Development of
Development of

Development of
Learning Disabilities
Maternity
Community
Neonatal

Professional
Methodology


Methodologies

Methodology


Methodology

Judgement







Methodology






Community
Mapping


Maternity/Neonatal
Mental Health
Nursing
Children's Care

Services Ministerial
Nursing
Review

in the

Action Group
Review


Community




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Team Structure
Facing the Future/Delivering Care, Enabling
Health Steering Group
Nursing Midwifery Workload Workforce Planning
Programme Implementation Board (Inclusive of
previous Nurse Bank Steering Group Remit)
Systems Sub Group
Allowances, Bank and Agency Sub Group
Education, Training and Research Sub Group
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Background

• High level engagement
• Board Chairs and Chief Executives
• Partnership organisations
• Finance, HR and Workforce Planning Directors
• Nurse Directors
• Health Department Representatives

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Background

• Developing/piloting and testing workload tools
  and methods (2 years)
• Not a one size fits all approach
• Scope education needs to support nurses and
  managers
• Support and facilitate NHS Board improve nurse
  bank service
• Support and facilitate NHS Board reduce use of
  agency

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Suite of tools

• Acuity/Quality Tools
• Timed Care Activities
• Professional Judgement
• Population Database
• Birth rate Plus

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Triangulation Approach
Specialty Specific
Workload Tool
Professional Judgement
Clinical Quality Indicators
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Senior Charge Nurse Review/Clinical Quality
Indicators

• Clinical Leadership Accountability
• Quality of Patient Care Patient Experience
• Workforce Development

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Tools Methodologies

• Acuity/quality
• Adult and childrens inpatient wards and neonatal
• Timed care activities
• Inpatient mental health, Community children
• Population database
• Community
• Birth rate plus
• Midwives
• Professional Judgment
• All - as second point of triangulation

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Dispelling the myths

• The tools do provide
• Systematic and consistent approach to planning
• Triangulation to aid discussion
• Guide to using resources
• Support risk assessment
• Provide trend information in longer term

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Dispelling the myths

• The tools do not provide
• A panacea for solving all problems
• Not about additionality
• Not about Agenda for Change Bandings
• Trend information in the short term for planning

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Achievements to date

• Suite of tools and methods now available for use
  to inform staffing needs
• Education toolkit developed
• Each NHS Board has centralised nurse bank service
  
• Significant reduction in agency use

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Achievements to date

• Set of workforce planning principles and
  processes in place
• Buy in and ownership from staff at all levels
• Mixed disciplinary approach
• Predicted Absence Allowance (CEL)
• Unique in what we have attempted to do
• Stakeholder Event February 2008
• Moving to national support not national control

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• NURSING WORKFORCE PLANNING IN THE UK
• Ref James Buchan, QMU, Edinburgh

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Background to planning
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Challenges for planning

• NHS is not a single entity
• Hybrid of many organisations
• Operate in different labour markets
• Differing local priorities
• Individual types of employers
• NHS Trusts
• Foundation Trusts
• Health Boards, etc.
• Need to plan to regional and national level

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Challenges for planning staffing

• Many discrete occupational groups
• Variable lead in times for different groups
• Time scales of readiness conflict with service
  needs

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Wider context

• Demographics
• Policy
• Finance
• Regulation and legislation
• Education
• New roles
• Changing technology

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Political devolution

• No UK wide nurse workforce planning process
• Independent approach to planning at country level
• Stimulated policy divergence
• Did not create the four policy domains-each
  country set up nurse workforce planning systems

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Key UK Characteristics

• Single regulatory structure (NMC)
• Single pay system (A4C)
• Public funded
• Public sector based nurse education
• Four country devolved model of planning health
  services

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Common Themes

• Impact of compliance with EWTD
• Ongoing impact of technological change
• Impact of full implementation of Agenda for
  Change
• Changes in education
• Ageing workforces
• Recruitment and retention issues
• Labour market competition

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Common Themes

• The challenges and opportunities of redesign
• Pressure for a more productive workforce
• New and different ways of working and new roles,
  e.g. advanced and assistant practitioner roles
• Lack of good quality data
• Inadequate workforce planning capacity

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Opportunities

• Improvements in nursing workforce planning
• Focus on getting nurse staffing right
• Improving access to education at all levels
• Introducing new roles and different ways of
  working
• Improving the image of nursing
• Being challenged in a way as never before

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• NURSING MIDWIFERY WORKLOAD WORKFORCE PLANNING
  PROGRAMME
• THE NEXT STEPS

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The next steps

• Stakeholder Event February 2008
• Final Transition Phase
• All agreed work streams completed by March 2010
• Transfer of full ownership to NHS Boards during
  2009/2010
• Phase out national control
• Continue with national support