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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.

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WORKFORCE PLANNING

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  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

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