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The National Perspective

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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means an unemployed workforce and wasted resources If we make wrong decisions we risk locking the service into outdated models of care We need a strategic framework to guide our investments in the future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

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.

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