Step 3 : Defining the Required Workforce

1. Step 3 : Defining the Required Workforce Kay Sandilands 14th May 2009

2. Session Overview • Increase understanding of • “Step 3 - Defining the Required Workforce” • Identify tools • AHP Capacity Calculator • Community Benchmarking Tool • DCAQ • Skills Maximisation Toolkit • Consider activities • Data Collection / Analysis • Activity / Task Analysis

3. Step 3 : Defining the Required Workforce • “This step involves identifying the workforce needed to deliver the reconfigured services, the skills needed by the workforce and the types and numbers of staff required” (NWP, 2009).

4. Activity 1 - Step 3 : Defining the Required Workforce • “This step involves identifying the workforce needed to deliver the reconfigured services, the skills needed by the workforce and the types and numbers of staff required” (NWP, 2009). • Do you currently “Define the Required Workforce”? • When and how do you currently do this? • What do you use to help you?

5. Step 3 : Baking a Cake Ingredients Cake Workforce Healthcare Service

6. Which do you prefer? Cake A • Delia Smith Cake B Jamie Oliver

7. Where do you start? • Cakes • How many do you need? • Which type - A or B? • Healthcare Service • What is the workload demand? • What type of service is required?

8. Workload Demand = No in waiting room?

9. Workload Demand = How long they have to wait?

10. Workload Demand • Future • PEST • Historic • New Patients • Referrals • Waiting Times • Trends • To quantify workforce need to quantify workload – • in common currency of time

11. WTE Workforce Required • = Clinical time required for workload • Clinical time available per WTE of workforce

12. AHP Capacity Calculator • Quantifies workforce / workload • Based on defined model of service delivery • Workforce profile • Develops Xmas tree models • Provides a crude efficiency quotient • www.workforceplanning.scot.nhs.uk/home.aspx

13. Xmas Tree Modelling

14. Activity2 – AHP Capacity Calculator • Use handout to go through 3 scenarios • Discuss in 2/3 how you may overcome the issues • www.workforceplanning.scot.nhs.uk/home.aspx

15. Workload / Pattern of service delivery New Patients No of Treatments Time per assessment / treatment Workforce Profile Sickness Absence Study Leave Maternity Leave Direct v Indirect Professional Judgement / Increasing Validity of Data Activity Analysis

16. Activity / Workload Analysis • Workload – New Patients / Referrals • Category – diagnosis / modality / location / complexity • No of treatments by category • Average Assessment / Treatment time by category

17. Workload / Pattern of service delivery New Patients No of Treatments Time per assessment / treatment Workforce Profile Sickness Absence Study Leave Maternity Leave Direct v Indirect Professional Judgement / Increasing Validity of Data Activity Analysis Task Analysis

18. Task / Workforce Analysis • Task / Workforce Analysis • Range of tasks undertaken • Categorise –clinical, administrative, managerial, etc • Can use to assist in Skills Maximisation work too

19. WTE Workforce Required • WTE per 10 000 population • Caseload per WTE • WTE per number of beds • WTE per number of referrals • Benchmarking

20. Are you comparing like with like? Cake A Cake B Delia Smith Jamie Oliver

21. Community Benchmarking Tool • Developed by NMWWP along with ISD • AHP workforce data added • Indicators all published data • Workforce data • Could be improved • Work with SWISS local contacts • http://www.workforce.scot.nhs.uk/

22. Activity 3 – Community Benchmarking Tool • Look at workforce data for your service area in your Board – is it accurate? • How about the indicators which will be most useful to you? http://www.workforce.scot.nhs.uk/

23. Step 3 : Defining the Required Workforce • “This step involves identifying the workforce needed to deliver the reconfigured services, the skills needed by the workforce and the types and numbers of staff required” (NWP, 2009).

24. www.nes.scot.nhs.uk 3 steps Process Mapping Capturing Uniqueness Creating Improvement Skills Maximisation Toolkit

25. Managing the demand differently? • Demand, Capacity, Activity and Queue (DCAQ) • Multi-professional teams

26. Change Service Delivery Model Review workforce profile Skill Mix Administrative support Sickness absence Seek additional funding – more of the same Manage Workload Demand Differently Skill Maximisation DCAQ Multi-professional approach Demand / Supply Mismatch

27. Productivity • “Achieving more service activity for a given level of workforce input or achieving the same activity with a smaller workforce without compromising quality” (NWP, 2009) • Technological Advance • Therapeutic Advance • Patterns of work • Service models • Redistributing Tasks

28. Activity4 – Workforce Planning • Hotel scenario • Taken over a hotel which is currently running at a loss • With your knowledge and experience in workforce planning, you anticipate you can turn this around • What information do you need? • Where are the main opportunities? • What support will you need to give staff to move to the new structure?

29. Activity5 – Key Actions Required • What data do you need to source? • Who can help you obtain this information? • What tool / audits do you need to undertake ?

30. Step 3 : Defining the Required Workforce • Assess current workload demand • Predict future workload demand • Convert workload to workforce • AHP Capacity Calculator • Benchmarking • Professional Judgement • Different ways to manage demand • DCAQ • Skills Maximisation • Compare Productivity of future models

31. Kay Sandilands kay.sandilands@lanarkshire.scot.nhs.uk