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Workforce Strategy 2010 - 2013

Workforce Strategy 2010 - 2013. Lesley Metcalfe Tracey Lewis. Rationale. NHS Efficiency savings by 2013/4 Cost saving to Trust over 3 years NHS Operating Framework Darzi review Excellence in Healthcare. Planning Lead by Example Staff Engagement Workforce Profile Whole Systems Approach.

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Workforce Strategy 2010 - 2013

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  1. Workforce Strategy 2010 - 2013 Lesley Metcalfe Tracey Lewis

  2. Rationale • NHS Efficiency savings by 2013/4 • Cost saving to Trust over 3 years • NHS Operating Framework • Darzi review • Excellence in Healthcare

  3. Planning Lead by Example Staff Engagement Workforce Profile Whole Systems Approach 6. Talent 7. Working in Partnership 8. Maximising Levers 9. Communication and Engagement 10. Co-operation with wider community partners Strategy Themes

  4. 1. Planning • Projected numbers and costs for next 3 years • Methods to change the shape of the workforce including new roles (ANP and TAPs)

  5. 2. Lead by Example • Integrated Leadership and Management from Board to Ward • Leadership strategy review integrating WEHS and concordat approach • Board level commitment to implementing new roles

  6. 3. Staff Engagement • Aligning employment aspirations with corporate objectives • Staff satisfaction • New roles – career pathway for our clinical staff • All staff engaged in plans re new roles

  7. 4. Workforce Profile • Turnover £250m (of which 74% is pay) • 12% staff turnover in last 2 years • Age profile • Reduction in medical trainees /EWTR • Implementation of new roles • Savings via workforce to include:- Non core spend, skill mix changes,

  8. 5. Whole Systems Approach • WEHS • New technology – CERNER/ESR • Streamlining Care Pathways • Eliminating waste • Improving attendance • Maximising benefits of new roles

  9. 6. Talent • Recruitment and Retention of right staff • Training and Organisational readiness • Learning and development strategy and educational governance arrangements • Maximise the benefits the role of Assistant Practitioner • Maximise the benefits of the role of Advanced Practitioners • Review profile of doctors in training

  10. 7. Working in Partnership External • Apprenticeships, Graduate opportunities, NHS Northwest • Local Universities Internal • All staff

  11. 8. Maximising levers already in place • Voluntary severance/flexibility • Pay restraints • Maximising national and local terms and conditions of service/performance management systems

  12. 9. Communication and Engagement • Internal communications strategy/staff consultation and engagement • 5 P’s People, Progress, Policy, Performance, Procedure

  13. 10. Co-operation with partners in wider community • COCH – Joint Collaboration Board

  14. Benefits of new roles • Sept 2012 –11 Trainee ANPs • Sept 2012 –10 TAPS Evaluation of progress with recommendations for future

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