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Workforce Planning

Workforce Planning. Sarah Chamberlain. What is Workforce Planning?. “ Aims to ensure organisations strategically plan to have sufficient staff (clinical and non-clinical), with the appropriate skills, to meet the current and future needs of their population.” (www.healthcareworkforce.nhs.uk ).

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Workforce Planning

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  1. Workforce Planning Sarah Chamberlain

  2. What is Workforce Planning? • “Aims to ensure organisations strategically plan to have sufficient staff (clinical and non-clinical), with the appropriate skills, to meet the current and future needs of their population.” • (www.healthcareworkforce.nhs.uk)

  3. How is workforce planning carried out?

  4. Why do you need to consider Workforce? • Changes to the NHS in terms of care settings, demographics and delivery methods require significantly different skills, capabilities and approaches to working. • 70-80% of the workforce will still be there in 5 years, but required to work in significantly different settings, therefore the need to support, develop and retain the workforce is important. • Ensuring a sufficiently skilled workforceis a shared issue, requiring system wide collaborative action in 1-5 year planning. • Challenging Financial climate we are in requires us to plan differently to how we have in the past

  5. A good plan …… • Mitigates staffing crises and shortfalls in service • Encourages teamwork often crossing multi-disciplinary boundaries • Make best use of current staff • Articulates and plans for education and training needs • May develop new, more flexible careers • Improves staff engagement and staff satisfaction • Contributes to ensuring patient safety by having the right skills in place to deliver effective care • Provides a robust platform to support any business case • Demonstrates to commissioners that as a provider we have a competent and skilled workforce to deliver high quality services to the local population. • Enables an effective response to government policy and targets

  6. Questions to consider when reviewing your workforce plan • What is the process for developing your workforce plan? • Have key people been engaged with? Choose a hotspot area and ask a service manger if they have been engaged in the planning process? • Has a review of “ safe” staffing levels taken place? Does the plan support the findings? • Does this include areas where there are recommended staffing ratios e.g. midwifery and impact of changes to activity levels over next 5 years e.g. birth rate increasing or decreasing • Is there triangulation between workforce, finance and activity? Have conversations taken place around this and what was the outcome? • Does the plan align to commissioning intentions, reconfigurations and planned service changes? Is it aligned to other submissions

  7. Cont. …….Questions to consider when reviewing your workforce plan • Has the plan taken account of Cost Improvement Plan impact on workforce ? • Are there any data quality issues that need to be addressed within the systems (e.g. ESR)? • Talent management - is there a succession plan for “ hot spots” e.g. small workforce with specialist skills and high percentage due to retire in next 3 years. What are the risks? • Are you getting the most out of your current workforce in terms of skill mix? E.g. assistant and advanced practitioners • Is there a monitor and review process in place for bank agency, sickness absence, turnover – how is this reported to board?

  8. Six steps to Workforce Planning

  9. Four steps to workforce planning in a Trust 2. Defining the future workforce for the service 3. Understanding the baseline workforce for the service 4. Developing a service workforce plan 1. Defining the service we are workforce planning for Determining the most effective way of ensuring the availability of the workforce to deliver the service purpose. A plan for delivering the right staff, with the right skills in the right place needs to be developed with milestones and timescales. Creates a robust understanding of the service purpose and process and how it will address service users’ needs. Looks ahead to ensure the sustainability of the service. First identifying the likely future scenarios that will affect the service, then identifying the workforce required to deliver our service in the future. Identifies the current workforce in the service and creates a ‘common language’ for describing the types, and work levels of roles that make up the service workforce. • Purpose and objectives - What is this service here to do? • Service boundaries - Who is part of this service? • Process - How will the purpose of the service be achieved? What is the patient pathway? • How do we describe the types of roles in the workforce across the service? • What does the workforce in the service look like now? (supply) • What future scenarios are likely to impact the service? • Which of these will most significantly impact workforce supply and demand? • What are the likely workforce implications of these scenarios? i.e. what other issues do we need to address? • What is the current gap between supply and demand? • Who is responsible for making sure this happens? • How will this be implemented, monitored, measured and reviewed?

  10. Operational workforce planning: a self-assessment tool • https://improvement.nhs.uk/resources/operational-workforce-planning-self-assessment-tool/ Presentation title

  11. Activity Analysis

  12. Operational Planning process 19/20 Presentation title

  13. Key Headlines from the data • Nationally Trusts are showing a decrease in bank and agency with an overall increase in the substantive workforce by 1.5%. • Nationally we are showing an increase in all staff groups, with qualified Ambulance staff showing the largest increase of nearly 7%. • Some of the key themes we picked out from the plans this year included: • CIP’s are not fully developed and lack the detail required within the plans • Plans are not budgeting for agency • KPI data is not accurately recorded and has been recorded as static in some instances with no detailed modelling behind this • Plans lack the detail around workforce transformations • A number of trusts have reported high vacancies and high turnover rates flagging issues in their inability to recruit and retain the right staff in the right place to provide sufficient capacity to meet demand • Triangulation of plans is not joined up between Finance, Activity and Workforce • Phasing of the plans Presentation title

  14. Key Timescales for Planning • Friday 11th January 2019 – Technical Guidance and Templates for Operational Planning launched • 12.00 Tuesday 12th February – Draft plan submitted via the portal (Template and narrative) • 12.00 Thursday 4th April – Final plan submitted via the portal (Template and narrative) • Summer 2019 – System Plan submitted Presentation title

  15. Operational Workforce Template Presentation title

  16. What’s changed in this years template? A joint NHS Improvement and Health Education England operational plan, collecting workforce plans for one year (2019/20). There is no separate HEE Forecast demand tab in the template this year. WTE tab changes include: • Occupational codes against each of the roles. • Information boxes (indicated with the symbol i), providing further guidance notes within the template. • Breakdown of specific roles to include District Nurses, Health Visitors, School Nurses and Clinical Psychology (HCPC registered and assistants) • The Ambulance workforce has been broken down further this year to reflect the new occupational codes which are due to be released in March 2019. This includes both qualified and support to Ambulance staff roles. • Medical and Dental speciality areas have been expanded to collect this data at a Career / Staff grade and Trainee grade level. • WTE chart providing high level analysis on the WTE key trends for substantive, bank and agency. Operational Workforce Planning 2019/20

  17. What’s changed in this years template? • A&E tab and chart which is currently collected within the monthly workforce collection has been included within the operational plan to collect at a plan level. • A transformational role tab has been included to collect plan data for roles that are currently part of national programmes of work across the Arm’s Length Bodies. Apprenticeships are also captured here as we are unable to identify these separately within the WTE tab, due to these roles not having specific occupational codes. The plan data collected on this tab will already be captured within the WTE tab, under the relevant staff group, and will not feed into any totals on other tabs as we are looking to capture this as a separate piece of analysis. • Hosted tab includes two additional lines capturing Macmillan Nurses and Marie Curie Nurses, as an “of which section” under the Registered Nursing staff group. • Removal of additional bridge tabs and the development of a new bridge and bridge chart which is in line with the bridge tab contained within the Finance Operational plan. • New validations which include looking at the phasing of the planned workforce for 2019/20. • KPI tab now captures sickness absence and turnover data as a rolling 12 month total and financial year end targets set for mandatory training and appraisals. Operational Workforce Planning 2019/20

  18. Thank you for your time Presentation title

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