Nursing & Midwifery Workload and Workforce Planning

1. Nursing & Midwifery Workload and Workforce Planning Long-term Planning

2. Long-term Planning • Health systems and health workforces are dynamic. Consider the impact of changes to: • health policy • funding • service delivery • technology • successful appropriately resourced organisational structure to conduct planning • stakeholder participation • clear principles, objectives, methodologies and processes accurate, timely, reliable data

3. Managing Demand • Collation of the following information is considered core in the management of demand (SHED, 2006): • waiting times • peaks and troughs of activity (e.g. planned admissions to hospital) • service developments • seasonal adjustments • evidence based changes in clinical practice • predictive analysis using existing data • explicit information on what the service provides – core business • anticipated change to reflect predicted needs of the local population

4. NHSScotland Workforce • at 30 June 2012, NHSScotland employed (or contracted): • 153,427 people (headcount) or 130,363.2 WTE (excluding GPs and GDs) • this represents a decrease of 1.2% between June 2011 and June 2012 • nurses and midwives form largest group; just under 43% of the workforce

5. NHSScotland Workforce (2) • There are 56,183.7 WTE nursing and midwifery staff in post • In June 2012, the average age of a nurse was 46 years

6. PatientCare Characteristics • patient experiences of services have changed considerably over the last decade or so: • inpatient stays tend to be shorter • quicker discharge to community services • advent of day-care services, minimally invasive surgery and an increased range of services accessible from GP services have transformed health care, and have had considerable effects on nursing workload • patients’ needs and expectations are also strong drivers of services

7. NHS Scotland: Drivers for Change (1) • demographic changes - a declining working population supporting an increasingly elderly population • increased burden of chronic diseases within an aging community • the need to promote public health and tackle health inequalities • the need to work in partnership with people and communities • increased pressure to centralise acute services because of workforce constraints • joint future working • patient safety considerations and improving clinical standards

8. NHS Scotland: Drivers for Change (2) • the need for sustainable, affordable services • educational requirements and competency based frameworks for professional staff • pay modernisation, e.g. Agenda for Change • recruitment and retention challenges within a competitive global labour market • advances in diagnostics and new technologies including telemedicine and eHealth • the demands of regulation

9. Develop the Workload Agenda Across NHSScotland: Key Principles • continued partnership working at local and national levels • links to service modernisation at local and regional levels • an integrated approach to workforce planning that supports service planning • building workforce planning and development capacity at national, regional and local levels • strategic approach to further research and analysis on workload and workforce planning