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Making a difference: Supporting quality and efficiency improvements in healthcare

Making a difference: Supporting quality and efficiency improvements in healthcare. South East Regional Event 30 th November 2010. Chris Wintle Regional Director South East. Welcome and housekeeping. Fire alarms/facilities Mobile phones Photography Information and materials Delegate bags

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Making a difference: Supporting quality and efficiency improvements in healthcare

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  1. Making a difference: Supporting quality and efficiency improvements in healthcare South East Regional Event 30th November 2010

  2. Chris Wintle Regional Director South East

  3. Welcome and housekeeping • Fire alarms/facilities • Mobile phones • Photography • Information and materials • Delegate bags • Presentations (web site – SE regional page) • Skills for Health staff • On departure after final workshop • Evaluation forms & Name badges

  4. Skills for Health update • Successfully re-licensed • Retain core Sector Skills Council remit • Reducing skill gaps and shortages • Improving productivity and performance • Increasing opportunities to boost skills (whole workforce) • Improving learning supply (standards, qualifications, education)

  5. Continue to : • Consult with the health sector and articulate its needs • Produce high quality labour market and skills intelligence • Develop, test and make available resources which : • have been designed with and for the sector & for a range of organisations • Lead to improvements in quality and productivity

  6. Increase focus on : • Improving accessibility and usability • Demonstrating benefits and impacts • Offering tailored services to support the design and implementation of local workforce solutions • Supporting organisations to implement changes outlined in Equality and Excellence: Liberating the NHS

  7. Priorities for Health in the South East: • Changing delivery models to enable care to be delivered nearer to the patients home • Supporting progression for staff & redeployment • Developing innovative learning provision, responsive to the needs of employers • Developing better evidence to facilitate improved future planning & commissioning • Improve productivity and cost effectiveness • Creating less complex planning cycles and more transparent funding models

  8. Today’s programme • Aim: • Demonstrate how SfH’s resources and services can be used to improve quality and productivity (could not include all) • Do this by using real, practical examples • Encourage engagement and interaction • Theme : Making a difference - Supporting quality and efficiency improvements in healthcare

  9. For further information • Speak to us today • Register your details (digest, newsletters etc.) • Contact us after the event Chris.Wintle@skillsforhealth.org.uk 07867537899 www.skillsforhealth.org.uk www.healthcareworkforce.nhs.uk

  10. Making a difference: Supporting quality and efficiency improvements in healthcare South East Regional Event 30th November 2010

  11. Thinking Differently about Workforce………….Functional Analysis

  12. Functional Analysis - an integrated approach to resolving workforce issues Pippa Hodgson Regional Director, Skills for Health

  13. Functional Analysis A methodology for competence based workforce design. Developing roles & associated education 9 More Senior Staff Career Framework = Functions / Competences X X Context 8 Consultant Practitioners 7 Advanced Practitioners 6 Senior Practitioners 5 Practitioners 4 Assistant Practitioners 3 Senior Assistants/Technicians 2 Support Workers 1 Initial Entry Level Jobs

  14. Health Functional Map

  15. Health Functional Map • Organises functions required for effective health care • Groups and increasingly differentiates between functions. • Lowest level is a reference competence that represents one function that is done by a individual.

  16. Functional Analysis 9 More Senior Staff Career Framework = Functions / Competences X X Context 8 Consultant Practitioners 7 Advanced Practitioners 6 Senior Practitioners 5 Practitioners 4 Assistant Practitioners 3 Senior Assistants/Technicians 2 Support Workers 1 Initial Entry Level Jobs

  17. 9 More Senior Staff 8 ConsultantPractitioners 7 Advanced Practitioners 6 SeniorPractitioners 5 Practitioners 4 AssistantPractitioners 3 Senior Assistants/Technicians 2 Support Workers 1 Initial Entry Level Jobs Career Framework

  18. Functional Analysis 9 More Senior Staff Career Framework = Functions / Competences X X Context 8 Consultant Practitioners 7 Advanced Practitioners 6 Senior Practitioners 5 Practitioners 4 Assistant Practitioners 3 Senior Assistants/Technicians 2 Support Workers 1 Initial Entry Level Jobs

  19. Context This covers: Stages on a patient pathway A whole or part of a service The predictability of the situation / individual …….. Your service

  20. East Midlands Modelling

  21. End of Life Trajectories

  22. Timings Assumptions & notes increase richness Skill level: Generic Enhanced Specialist

  23. Long Term Conditions • Neurological Conditions x 3 • SHA wide modelling • Engage and inform local commissioning • Aim : • Redesign pathways • Apply policy shifts • Clarify and quantify workforce To undertake the work in such a way as to facilitate debate about future roles, including the contributions made by service users, carers and the wider health and social care ‘market’ in the context of increasing personalisation.

  24. Generic points along the pathway 1) New cases presenting (incidence) 5) People admitted to hospital with a primary diagnosis of LTnC 2) Empowering people with low level needs 6) People admitted to hospital with a secondary diagnosis of LTnC 3a) People transitioning to more complex needs Crisis/acute ‘events’ 7) People supported at home as an alternative to hospital admission with a primary diagnosis of LTnC 3b) People whose needs are complex – care co-ordination Progress of the condition 9) People transitioning to palliative care 8) People supported at home as an alternative to hospital admission with a secondary diagnosis of LTnC 4) Supporting people with palliative needs 10) Last days of life 29

  25. Change in hospital staffing 2008 to 2018 30 Overall reduction/shift to the community of c.17% from initial indicative capacity requirements, but minimal impact on skills mix:

  26. Change in community staffing 2008 to 2018 31 Overall increase/shift to the community of c.20% from initial indicative capacity requirements, and significant impact on skills mix:

  27. Workforce shifts 32 • If services were staffed in line with the initial indicative capacity requirements (recognising that this will rarely be the case, particularly in the community) then over a 10 year period, in response to both demographic and policy changes, there would be across the E Midlands: • 20wte less generic capacity required in hospitals and 209wte less generic capacity in the community (a ‘surplus’ of 229wte); • 49wte less enhanced capacity required in hospitals – with the less for 3wte more in the community (a ‘surplus’ of 42wte); • 0wte less specialist capacity in the hospitals – and 11wte increase in the community (a ‘deficit’ of 11wte).

  28. 9 More Senior Staff Career Framework = Functions / Competences X X Context 8 Consultant Practitioners 7 Advanced Practitioners 6 Senior Practitioners 5 Practitioners 4 Assistant Practitioners 3 Senior Assistants/Technicians 2 Support Workers 1 Initial Entry Level Jobs Describe the role….

  29. Career Framework = Functions / Competences X X Context …describes the education …describesthe education } Education Qualification Content & Level

  30. Career Framework = Functions / Competences X X Context …builds on existing skills } Existing skills & Knowledge Education Qualification Content & Level

  31. 9 More Senior Staff = Functions / Competences X X Context Career Framework 8 Consultant Practitioners 7 Advanced Practitioners 6 Senior Practitioners 5 Practitioners 4 Assistant Practitioners 3 Senior Assistants/Technicians 2 Support Workers 1 Initial Entry Level Jobs How it all fits together….. Team Skills & Gaps Nationally Transferable roles Career framework roles Workforce Planning Steps 3 & 4 Defining and creating roles Employability Matrix

  32. How it fits together (2) Career Framework = Functions / Competences X X Context } Apprenticeships Existing skills & Knowledge Education Content & Level Qualification Literacy & Numeracy Assessment E-learning Learning Design Principles Core standards Assistant Practitioner

  33. 9 More Senior Staff 8 Consultant Practitioners 7 Advanced Practitioners 6 Senior Practitioners 5 Practitioners 4 Assistant Practitioners 3 Senior Assistants/Technicians 2 Support Workers 1 Initial Entry Level Jobs Functional Analysis

  34. Chris.wintle@skillsforhealth.org.uk www.skillsforhealth.org.uk

  35. Making a difference: Supporting quality and efficiency improvements in healthcare South East Regional Event 30th November 2010

  36. The competent, flexible workforce. Jane Glennon Skills for Health

  37. Convergence of Strategic Drivers Workforce policies Financial /economic Demographic Government policies Knowledge / technology Other strategic drivers More flexible workforce Competence based workforce planning

  38. Competent staff will be able to provide better patient care as the needs of the service determine content, nature and delivery of training. Patient satisfaction improved Staff receive the right training at the right time Improved staff satisfaction

  39. CAREER FRAMEWORK 9 8 7 6 5 4 3 2 1

  40. Competence based Career Framework Consistency – provides an structure that is easy to understand Progression- means of articulating achievements and identify options available for progression Flexibility- national consistency with flexibility for local health organisations

  41. National Occupational Standards (NOS) Description of what successful performance of a work activity needs to be like Starting point is patient and service need regardless of who or where delivered Transparent, objective and transferable UK wide, Outcome model adopted by all Sector Skills Councils Developed through a process of research and consultation within the sector

  42. Benefits of an outcome model Workforce flexibility rather than entrenched approaches Education and learning focussed on workplace needs Assessment against criteria expected in the workplace Consistency in practice across locations and practitioner groups

  43. Applications of the Career Framework Public Health Allied Health Professionals Healthcare Scientists Heath Informatics Local applications – West Midlands

  44. Career Framework Model Wider Healthcare Team Scientists Nurses and Midwives Doctors AHP Other e.g. Public Health / Health informatics etc. Single database Of Levelled Roles And Jobs = Levelled Roles and Jobs

  45. Service Managers/ Commissioners/ Education planners/ Individuals Define the competences and identify the development required that services, teams and individuals must have in order to meet patient needs. Workforce planning Workforce modelling Workforce implications of service redesign Succession planning Career planning

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