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NHS GRAMPIAN

NHS GRAMPIAN. SERVICE REDESIGN STRATEGY WORKFORCE IMPLICATIONS & PLANS. FORCES AND DRIVERS. Ageing population - demand & supply Health of local population eg 52% overweight Working time regulations - medical workforce Desired patterns of work Skills shortages in some specialities.

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NHS GRAMPIAN

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  1. NHS GRAMPIAN SERVICE REDESIGN STRATEGY WORKFORCE IMPLICATIONS & PLANS

  2. FORCES AND DRIVERS • Ageing population - demand & supply • Health of local population eg 52% overweight • Working time regulations - medical workforce • Desired patterns of work • Skills shortages in some specialities.

  3. SUGGESTED SOLUTIONS • Reduce demand - improve health / selfcare. • Improve flow of work (increase day case, extract intermediate care, Community based work-up and DTCs. • Manage demand - MCNs / referral protocols. • Telemedicine / automation. • Improve recruitment & retention - flexible working patterns. • The multi-professional team - flexible roles / less ‘hand off’. • Growth of the generalist.

  4. SOME FACTS & FIGURES • NHS Scotland - 6% of workforce grown by 9% over 10 years. • Grampian unemployment under 2%, local employers predicting 35% increase in workforce. • Grampian Consultant Nos increased c4% per annum - long training time (c14 years). & now increasing for GPs. • c50% of social care workforce in Grampian employed by private sector. • In NHS Grampian low turnover and high stability - particularly locally trained staff - value of ‘growing your own’.

  5. NHS GRAMPIAN - STRATEGIC FRAMEWORKFOR WORKFORCE PLANNING (2003) • Integrated workforce and Service Plans. • Workforce Plans for Multi-Professional Teams. • Workforce Plans supporting whole system patient journey approach. • Linking with education providers. • Underpinned by information and intelligence. • Meeting needs of local population with appropriate Regional and National links.

  6. WORKFORCE PLANNING IN KEY SERVICE REDESIGN PROGRESS • Unscheduled Care • Planned Care • Integrated Care

  7. Where are we now GMS OOH - multi-professional framework. The start of joint training & protocols. The commitment of clinicians. What next Development of primary and secondary care competency/training framework. Local triage/MCN. Reward Strategy. SERVICE REDESIGN - UNSCHEDULED CARE Aim - integrate primary & secondary care services

  8. Where are we now Facing medical workforce redesign. Facing skills shortages eg radiology/radiography. Developing network of GPs with specialist interests. AfC facilitating development of non medical clinics. What next Need to link with Hospital @ Night project. Actively develop cross professional/cross domain solutions to medical workforce redesign. Actively develop redesign/recruitment strategies for radiology/ radiography & labs. PLANNED CARE Aim - extended working day/development of specific inter mediate care services/expand diagnostic facilities/ non medical led clinics.

  9. Where are we now Baseline workforce plan Aberdeen City and Old Age Psychiatry. Commitment to redesign among clinicians. Commitment to develop assistant practitioner roles Recruitment difficulties. What next Further develop & agree priorities within workforce plans. Develop assistant practitioner career pathway. Redeploy skills of hospital based staff. Importance of team building/joint training & education. INTEGRATED CARE Aim - reduce beds & develop community based alternatives. Close alignment of specialist teams with community teams/step down facilities/rapid response.

  10. WORKFORCE PLANNING PRIORITIES • Design of multi-professional teams in unscheduled care. • Medical workforce redesign - impact on service/Hospital @ Night/multi-professional team/intermediate care/regional dimension/change in culture. • Intermediate care - specialist interest GP/ non medical led clinics/recruitment & redesign specialist diagnostic staff. • Integrated care - build on baseline plans.assistant practitioner role. • Workforce planning infrastructure - links with service redesign/ education/region/national. - availability of workforce intelligence/planning tool. - formulating communication & involvement strategies. Do you agree? But - capacity and commitment?

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