National overview: Workforce Planning Elinor Mitchell
One year on: New Government Delivering for Health being taken forward Pay modernisation (nearly) implemented MMC (nearly) implemented Career framework beacon sites …….and progress on workforce planning
New Government Minority government - no coalition Cross cutting priorities Cabinet Secretary and 2 Ministers for health and well being
Workforce Planning Framework – published August 2005 2 nd Board workforce plans – just completed Wash-up session to review - April 2007 Need for change?
Health Department Board fully costed workforce plans to ensure affordability greater integration (ie does workforce plan support delivery plan) focus on what’s changing (eg Delivering for Health) greater clarity of purpose
WHAT HAS BEEN ACHIEVED Established workforce planning as an essential part of board work Planning ahead Identifying drivers and planning for change Working with service planning WHAT MORE NEEDS TO BE DONE Integration – planning frameworks, strategic (delivering for health), finance Building up evidence base – for development, training, recruitment Risk management – what if?
Is the National Workforce Planning Framework fit for purpose? requires iterative revision. needs to be better integrated needs to focus on what’s changing. need to be aware of different audience needs What requires review? networks and frameworks for gathering information need a focused approach to data quality and timeliness need a review of the role of other sources, e.g. SWISS, together with their impacts on workforce modelling
Where can we go from here in short term? Close alignment with local delivery plans – test this and be confident about it. Articulate the multi professional workforce in terms of competency Map out our investments in education and training to illustrate how we will sustain the workforce. Consider need for a Workforce Strategy Be more explicit with NES about what education/training requirement is
Where should we go from here – longer term? Use a local / regional matrix approach, not just a “Delivering for Health” context. Identify key specialities and work them through under scenario planning conditions. Share these outcomes and other assumptions more openly and widely. Make clearer links between competencies and professional boundaries. Continue with service redesign and secure wider ownership of the workforce planning process.
Your consent to our cookies if you continue to use this website.