1 / 12

Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup

2009 Workforce Audit – key findings and recommendations Presentation for hub leads 5 th November 2009. Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup. Purpose of Audit – to produce a snapshot of current workforce as of 31 st March 2009. Build on early findings from EYR 2008

dylan-barry
Download Presentation

Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 2009 Workforce Audit – key findings and recommendations Presentation for hub leads5th November 2009 Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup

  2. Purpose of Audit – to produce a snapshot of current workforce as of 31st March 2009 • Build on early findings from EYR 2008 • Workforce not service focus • Health Trainers and related roles • Management and support arrangements • Recruitment & retention • Demographics • Training • Regulation • Sustainability • Conclusions

  3. Process so far • Workforce consultant commissioned for • Questionnaire developed • Distributed to Hub Leads June 1st 09 • 91% returned • Data analysed and draft report delivered • Further analysis and revisions by TWD and DH team (special thanks to Louise King (DH) and George Boak – Prime R&D for their work on getting the report thus far and to all hub leads and organisational leads for the tremendous response rate)

  4. Key Findings – some facts and figures Services - Ref Pg 7 for numbers • 151 organisations host a HT service - 137 returned questionnaires = 91% response • 96 ‘active’ services responded and a further 5 are known but didn't respond = 101 active services • 41 inactive services but 14 had advanced plans Workforce – Ref Pg 8 for numbers • 2,212 HTs, HTCs and related roles • 1,285 Paid = 58% • 927 Voluntary = 42%

  5. Employment • 88% HTs are paid – 57% part time • 79% THTs are paid – 69% part time • HTCs predominantly unpaid • Of the 36 services who use unpaid roles 21 did not provide wte figures (data incomplete) • Majority HTs paid at NHS Agenda for Change Band 3, smaller number Band 4 (14 services) • Small number of services employ ‘senior HTs’ on Band 5 (4 services) or Band 6 (1 service) • 10 services pay HTs on other pay scales • THTs are mainly paid on Band 3 (25 services) with others paying Band 2 whilst training (11 services)

  6. Roles and responsibilities • Majority of responses made reference to HT competences • Some indication that HTs are specialising • Most common condition mentioned = CVD but also mental health and disability • Responsibilities for THTs mainly signposting and raising awareness of HT service • Senior HTs – data not complete but.... • Managerial, supervisory roles • Building relationships with communities/groups • Providing added knowledge and skills

  7. Management and Support • More work being done on this (very useful information) • No obvious common pattern but.... • Strategic Lead • Programme Lead – Band 7 (may be part time or full time) • Managers/Coordinators (depending on service model may be in host organisation Band 5/6) • Administration support (variable)

  8. Recruitment & Retention • 781 HTs/THTs recruited 08/09 • 483 HTC/THTCs recruited 08/09 • Regional data available in appendix • 4 Common characteristics for Recruitment plus other valuable insights • Communication also key criteria for HTCs • Responses indicate satisfaction that workforce as representative of local communities • Less satisfaction regarding gender split • Workless population actively targeted by some • Barriers and successes to recruitment quoted Ref Pg 18

  9. Recruitment and Retention cont.... • Audit has provided valuable information on turnover rates - slightly higher for HTs nationally (13.9%) than for comparable groups (HCAs 10.4%) • Reasons for leaving – (although some caution needs to be used in interpretation) • Vacancies & long-term sickness • Demographics (information incomplete) - but where exists looks slightly better than for other comparable groups in the NHS

  10. Core Training • Information on training providers and costs will be provided in appendix • Split between taught and practice-based learning • C&G Certificate for HTs standard for HTs/THTs - different delivery models (100% taught to 20%/80% taught/practice-based • RSPH standard for HTCs • Useful section on additional training & funding • Progression routes and regulation sections Final section in report is sustainability that shows detail of fixed and longer term funding per service/per region

  11. Conclusions and recommendations • We now have a wealth of information on various areas of HT workforce activities • We know how well our training pathway is being used and how recruitment principles are underpinning the programme • We understand more about HT support models,pay structures and turnover rates And Having undertaken this process we are in a position to develop a targeted tool for future use!

More Related