1 / 34

WORKFORCE PLANNING

WORKFORCE PLANNING. Improving nursing & midwifery workforce planning in the NHS in Scotland betty.flynn@nhs.net. Introduction. National Programme in Scotland Workforce planning in the UK and common themes amongst the countries Next steps for the National Programme. Accountability.

morey
Download Presentation

WORKFORCE PLANNING

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. WORKFORCE PLANNING Improving nursing & midwifery workforce planning in the NHS in Scotland betty.flynn@nhs.net

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

  3. 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

  4. Nursing & Midwifery Workload & Workforce Planning Programme

  5. Policy Context

  6. Wider Policy Context

  7. Key work stream • 20 recommendations • Principles • Systems • Allowances • Research

  8. 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

  9. Facing the Future Group Nursing & Midwifery Nursing & Midwifery Expert Advisory / Workload and Action Group Workforce Planning Steering Group Paediatric & Mental Health & Adult Acute Care Neonatal Learning Primary Care Sub Group Sub Group Disabilities Sub Sub Group Group Planning Committee Structure

  10. 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 - Workforce Planning Programme - Education, Allowances, Bank and Agency Sub Group Systems Sub Group Training and Research Sub Group Nurse Bank Network Short Life Working Short Life Working Short Life Short Life Short Life Group – Development of Group – Working Group Working Group - Working Group – Mental Health & Development of Development of Development of Development of Learning Disabilities Community Neonatal Maternity Professional Methodology Methodology Methodology Methodologies Judgement Methodology Community Mapping Maternity/Neonatal Mental Health Nursing Children's Care Services Ministerial Nursing Review in the Review Action Group Community

  11. 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

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

  13. 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

  14. Suite of tools • Acuity/Quality Tools • Timed Care Activities • Professional Judgement • Population Database • Birth rate Plus

  15. Triangulation Approach Specialty Specific Workload Tool Professional Judgement Clinical Quality Indicators

  16. Senior Charge Nurse Review/Clinical Quality Indicators • Clinical Leadership & Accountability • Quality of Patient Care & Patient Experience • Workforce Development

  17. Tools & Methodologies • Acuity/quality • Adult and children’s 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

  18. 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

  19. 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

  20. 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

  21. 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

  22. NURSING WORKFORCE PLANNING IN THE UK Ref: James Buchan, QMU, Edinburgh

  23. Background to planning

  24. 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

  25. Challenges for planning staffing • Many discrete occupational groups • Variable lead in times for different groups • Time scales of readiness conflict with service needs

  26. Wider context • Demographics • Policy • Finance • Regulation and legislation • Education • New roles • Changing technology

  27. 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

  28. 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

  29. 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

  30. 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

  31. 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

  32. NURSING & MIDWIFERY WORKLOAD & WORKFORCE PLANNING PROGRAMME THE NEXT STEPS

  33. 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

More Related