1. The National Perspective
9th July 2014
The National Perspective
Workforce Planning
Philippa Spicer
Managing Director
HE KSS

3. Why a 15 year strategic framework?
Circa 13 years to train a consultant / 3 years for a nurse
We invest £4.8bn in education and training, making expensive assumptions about future health care models
If we are wrong, under-supply could result in unmet need; over-supply means an unemployed workforce and wasted resources
If we make wrong decisions we risk locking the service into outdated models of care
We need a strategic framework to guide our investments in the future

4. Our Strategic Framework
So our best chance of success is to base our long-term workforce strategic framework on the anticipated needs of future patients.
Global drivers of change
Future patients
Future workforce

5. 15 YEAR STRATEGIC FRAMEWORK
MANDATE
2014/15
Business Plan 14/15
Workforce Planning Guidance
WORKFORCE PLAN FOR ENGLAND 15/16

6. Components of the wider workforce planning and development system
Service Providers (as clinical education providers)
Education Regulators
Workforce Demand Planning
HEE / LETB Workforce Supply Forecasting
Education Commissioning
Education Delivery
HEE / LETBs
Education Providers
Service Provider Workforce Supply Forecasting
Other Supply Activity Planning
Other Supply Activity Delivery
Service Providers
Workforce planning is not a single activity – the roles and responsibilities of different partners for different elements must be clear.
The requirement for workforce (numbers, skills, and behaviours) is primarily defined by service providers themselves within the context of delivering comissioning plans and meeting regulators standards.
The supply of this workforce is a joint responsibility between HEE and the service providers themselves
HEE is responsible for the main elements of the education and training system – working with education regulators, royal colleges, and education providers (including service providers for clinical education)
Service Providers are responsible for most CPPD of their own workforce and for a range of other workforce supply activities including recruitment and retention policies in line with the NHS constitution
Service Commissioners and Regulators

7. – Integrated Planning Challenges
Workforce Planning
– Integrated Planning Challenges
Integrated Pathway Planning
Integrated Organisational Planning
Community / Rehab Provider
Activity
Tertiary / Specialist Provider
Finance
Secondary Care Providers
Primary Care providers
Workforce
Workforce Demand Planning
Integration of planning challenges;
Within an organisation workforce v activity/standards/finance, and between professions in terms of ‘team’ make up
Along a service pathway (across org boundaries)
And then integration of the demand generated by the above with (our) supply planning
Workforce Supply Planning
Integrated Workforce Demand and Supply Planning

8. HEE Workforce Planning Process 2013
LETB 5 Years Skills Strategies
Local
Planning
Commissioners HEIs, and Other Partners
Provider Forecasts
LETB Aggregate provider Forecasts
LETB Investment Plans
Local Challenge, triangulation and moderation
England Wide Forecasts
Workforce Investment Plan for England
ALBs, HEEAGs, and PAF
Call for Evidence
National Challenge, triangulation and moderation
National
Planning
Strategic Intent Document and Mandate

9. Current lens on NHS child health workforce
Future
Children's nurse
Individual I N O V A T
Medical
Non-Medical
Health visitors
Paeds
Social care
School nurses
Paed surgery
Local authority
Family
Child psycho
therapy
Paed cardiology
Schools
Social workers
Child & adolescent psych
Population
Children's SLT
3rd sector
Orthoptists
Paed dentistry
Paed physio
Obys & gynae
Unmet and/or unjoined need
CD nurse
Pharmacy

10. Accountability HEE is accountable for the spend (Approx. £5bn)
The HEE Board is the overarching Governance body
Senior Leadership Team (LETB MDs and HEE Execs) recommend
Anyone else advises

11. Standardisation of approach
Detailed process guidance for NHS covering providers, commissioners, LETBs and HEE roles – consultation concluded
Call for Evidence is the mechanism for other bodies (eg Royal Colleges) to flag issues/present evidence
‘Early Signals’ template from LETBs
Standard workforce demand template
Standard workforce supply template
Medical Stocktake
Investment Plan template – coming out to LETBs in July

12. ‘Formal’ timetable - draft
April - formal launch of round
11 Nov HEE Informal Board
13 Nov LETBs formally notified of CT1/ST1 rec. ranges
16th December - HEE Board approval and publication
16th Dec onwards LETBs publish local plans??
NB : this needs to be clarified

13. Data Collections – planning round
April/May – Medical Stocktake. This is the current number of medical posts and medical trainees at each level of training for each medical speciality in each LETB at April It is repeated in October.
End June - soft close of ‘ Call for Evidence’ from external stakeholders (eg national bodies, Royal Colleges)
15 Aug – aggregate provider demand forecasts submitted by LETBs. This is a LETB level summary of forecast demand for staff by group for end each year 2015 to 2019
25th Aug LETB Managing Directors update on progress at Senior Leadership Team
TBC Sept – forecast supply template submitted by LETBs. This is a LETB level summary of forecast supply of each staff group for which HEE commissions education.
26 Sept – full Investment Plan submission from LETBs. NB: this is the main submission. Subsequent submission should be ‘tweaks’. This is the number of education commissions and medical training posts each LETB plans for the academic year 2015/16
Xx Oct?? – Medical stocktake – see above
29 Oct – final Investment Plan submission from LETBs. NB: this is the ‘locked down’ plan subject to November meetings of Exec and SLT and Board approval in December

14. Advisory structures
HEE Medical Advisory Group (HEEAG)
Strategic oversight
Medical profession perspective
Patient pathway focus
Medical Workforce Advisory Group
Supply and demand
Immediate investment
Geography
Monitoring implementation of the agreed plan

15. Co-ordination
The HEE national team are now working closely with the Centre for Workforce Intelligence to develop an HEE owned national perspective view of supply against which to assess forecast demand
LETBs work with more granular locally focussed data and tools to develop local plans and local medical workforce planning capability. This is achieved through a collaborative network which endures consistency between LETB processes.
The national and local processes are mutually supportive.