1. Workforce Strategy Trish Knight
Date of presentation
Workforce Strategy
Trish Knight
Director of Workforce, Quality & Education
Health Education East Midlands

2. Some of the myths: Workforce planning is All about numbers
Can be done in a ‘cupboard’
More connection with policy than patients
There is only one tool in the toolkit
A workforce strategy is the same as a workforce plan

3. Workforce Strategy

4. One Goal One Vision One Network
To develop a high quality, safe and sustainable workforce to meet the healthcare needs of the people of the East Midlands
One Vision
High quality education and training for students, trainees and staff, leading to improved outcomes for patients across the East Midlands.
One Network
Bringing health communities together as East Midlands LETB– Derbyshire, Leicestershire and Rutland, Lincolnshire, Northamptonshire and Nottinghamshire

6. Strategy Development day
How?
Strategy Development day
Starter questions
Professional Summits
Final
submission
August
September
October
November
December
January
February
March
April
May
June

7. Investing in building our CAPACITY
Find the right balance between the specialist and the generalist workforce
Create an environment that enables staff to work across organisational boundaries
Develop a more responsive workforce
Develop the optimal skill mix to deliver the best possible care for patients
Provide a workforce in the best location to deliver care
Nurture and value the future workforce

8. Investing in building our CAPABILITY
Foster creative ideas, ways of working and educational interventions to make the future better for patients
Develop a more skilled and better utilised educator workforce which is a model of excellence for students, trainees and preceptees
Develop a workforce who can create therapeutic relationships to enhance health improvements
Equip the workforce with the appropriate clinical leadership skills to deliver high quality services built around patients
Develop multi-professional, multiagency team working to deliver better patient care
Develop opportunities for career progression with consistent and well defined roles

9. Investing in building the best behaviours
Build an open, compassionate workforce in all organisations
Ensure everyone is accountable for upholding the NHS Construction
Ensure lifelong learning is the norm

10. What next? We need to relate everything we do back to the strategy!
Review all our work streams
Use the strategy as a resource and reference tool
Year on year improve our workforce planning

11. Workforce Planning

12. Indicative Plan- For internal HEE only

13. Summary of Education Commissioning Process (East Midlands LETB)
LETC workforce plans
(June)
The countywide workforce plans are produced in partnership with stakeholders across the community by the workforce team. The plans link with the service commissioners intentions and priorities, this includes across health and social care organisations.
Care Pathway Workshops
(July – August)
The main themes of these plans from across the East Midlands forms the basis of the Care Pathway workshops held during July and August, with contribution from stakeholders , in relevant the professions and organisations. The workshops hosted in 2013 were: Children’s Health, Maternity and New born, Mental Health, Learning Disabilities, Prevention and Primary Care and Planned Care.
Commissioning Events
(Aug – Sept)
A series of professional focused meetings are held to extrapolate relevant details from the discussions, workforce plans and national drivers to inform the decisions on the numbers to commission for the future workforce and where appropriate the type of course e.g. Bachelors or Masters level. The attendees at these sessions participate in a robust discussion, prior to the decision being taken to the governing body for ratification. From this point the HEIs are engaged in the discussions on implementing the outcomes of the process.
Indicative Plan- For internal HEE only

14. 6 C’s Care Compassion Indicative Plan- For internal HEE only
Care is our business and that of our organisations and the care we deliver helps the individual person and improves the health of the whole com-munity. Caring defines us and our work. People receiving care expect it to be right for them, consistently, throughout every stage of their life.
Compassion is how care is given through relationships based on empathy, respect and dignity – it can also be described as intelligent kindness, and is central to how people perceive their care.
Increased availability of theatres impacts on workforce capacity
Midwifery sonographers facilitate patient continuity
Occupational Therapist and Physiotherapy input speeds up discharge
Moving specialists and generalists from secondary care into community to improve patient access and choice
Move to a seven day services and extended hours for all rehabilitation services
Assistant practitioners key to delivering care in hospitals and in the community
Need to develop support mechanisms for lone workers in the community
Improve use of public health observatory data to inform workforce planning
Personalised budgets increase the number of Personal Assistants providing care in the community
Increased Multi-professional/ multi-agency working, should be reflected in education and learning
Developing effective therapeutic relationships – holistic assessment and treatments
Gap in the therapists workforce with specialist skills to care for complex children
Challenges in full time obstetric consultant recruitment (part time and increased female workforce)
The role of student ’Care makers’
Patient involvement in recruitment
Recruitment for values and behaviours
A focus on staff motivation
Quality of applicants to healthcare roles
Focussing on the symptoms and needs of individuals and not their diagnosis
Organisational culture, leadership and permission to raise concerns
Releasing time to care and time to talk to patients
Care co-ordinator and navigator roles are essential to patient continuity and improving access to services
Mentors should be valued and motivated to provide a positive student experience
Skills on communication, information to meet increasing expectations
Consider aspects of developing personal resilience to maintain values and motivation at work
Healthcare staff have the intuitive skills to understanding the ethnic diversity, decision making and patient choice ( Death by indifference)
Value based approach mirrored in the culture of educational and learning environment
Indicative Plan- For internal HEE only

15. 6 C’s Courage Communication Indicative Plan- For internal HEE only
Courage enables us to do the right thing for the people we care for, to speak up when we have concerns and to have the personal strength and vision to innovate and to embrace new ways of working.
Communication is central to successful caring relationships and to effective team working. Listening is as important as what we say and do and essential for “no decision about me without me”. Communication is the key to a good workplace with benefits for those in our care and staff alike.
Social Enterprise enables flexibility
AHPs need courage to challenge and influence internally within organisations
HVs to provide extended service prevention in admissions to A&E
Retention incentives required to keep workforce in East Midlands
Need to link with local authority workforce planning
Organisations enable staff the ‘freedom to act’
Staff to see themselves as leaders of care
Workforces changes to provide alternative respite care at home for complex needs
AQP –how do we develop the workforce and secure clinical placements
Promote and develop skills in autonomy and working differently ‘let go’
Move away from a medical model and develop advanced skills in workforce with truly devolved autonomy
Increase inter-professional learning
Increase the utilisation of rotational post to support an increase in generalists across the workforce
Strengthen and maintain professional networks especially for smaller professions
Skills in new technology - telemedicine, telephone follow up, Skype assessments
Timely access to results
Knowing who is who and who is involved in care
Improve transition between services child to adult
Understand how changes in Local Authority workforce impact on the health workforce, eg teaching assistants who are often educated to continue delivering care given by speech and language therapists
Increase in virtual teams to prevent crisis
Increase in learning difficulty skills in the generalist workforce
Relationships between service and HEIs key for accrediting work/practice based learning
Strong mentorship and valuing students across organisational boundaries
Career choice opportunities to enable choice and lower attrition “a day in the life of a ………………”
Indicative Plan- For internal HEE only

16. 6 C’s Competence Commitment Indicative Plan- For internal HEE only
Competence means all those in caring roles must have the ability to understand an individual’s health and social needs and the expertise, clinical and technical knowledge to deliver effective care and treatment based on research and evidence.
A commitment to our patients and populations is a cornerstone of what we do. We need to build on our commitment to improve the care and experience of our patients, to take action to make this vision and strategy a reality for all and meet the health, care and support challenges ahead.
Changing skills and competencies to meet community healthcare needs
Recognise the AHP contribution to providing value for money services with better patient outcomes
Move to true multi-disciplinary and integrated working
Increased clinical skills for community children’s workforce for children who are technology dependent
Support and education for families in accessing and escalating care needs
Workforce expansion of advanced practitioner to maintain patient care in light of medical recruitment challenges
Impact of Winterbourne, Francis, Berwick and Cavendish recommendations
Personal Assistant competence and registration
Numeracy standards
Move towards all students having a community placement
Preceptorship is key to ensuring workforce competence
Medicines management training for pharmacy technicians
Demand for multi-professional advanced practice roles/skills
Practice based delivery of education
Maintaining competence in highly specialist but smaller professions such as Speech and language therapy
Use of shadowing – ‘buddies’
Leaders and Managers must be dedicated to service transformation and change
Organisational culture “allowing” staff to learn and develop new skills and utilise learnt leadership and change management tool skills
Promote and encourage the willingness of the workforce to become mentors and supervisors
Acknowledgement and expectation of all staff that teaching and training the future workforce is everyone's responsibility
Recruitment and retention of the workforce is challenging for the East Midlands
Changes to work-life balance is affecting the capacity of all medical specialities
Organisational commitment to train wider than own organisational boundaries
Leadership theory training is readily available, need to improve practice based learning , action learning coaching and opportunities to gain experience in clinical environments
University tutors and trainers should value students and role model positive values and behaviours
Service change to achieve care closer to home
Indicative Plan- For internal HEE only

17. Your LETB needs you!