1. “ Integrated Planning ” Mike Burgess Assistant Director Workforce Strategy Network Leadership Groups

2. The DH model (complex and evolving)

3. LETB Integrated Workforce Plans Inform and Drive Workforce Strategy QIPP/System Commissioning Plans Education Commissioning Plan £ MPET Workforce Demand and Supply Analysis Providers Professional Networks The North West Model

4. What needs to be Integrated? Integrated across medical workforce and non-medical workforce: The cause, effect and impact this creates of changing the size and shape of either workforce. Integrated with finance, quality, performance and workforce – affordable, safe, quality and delivers NCB and CCG requirements of a workforce, service and quality Integrated with education management: LETBs, DH, AHSNs, Clinical Networks, PABs, HEE, CfWI, Universities – delivers skills and competencies Integrated at a local level, cluster, region and national – linked to national shortage specialties Integrated with the Education Outcomes Framework Integrated understanding of the demand side (PESTLE, activity and demand) Integrated understanding of the supply side (training and the workforce) Integrated along specialism and with GPs / Primary Care and the complexity this creates Integrated blend of quantitative information and qualitative intelligence

5. What does success look like? Time frames and governance  Agreed time-scales: Operational 1 year, Strategic 5 year, Scenario 10 years +  Inclusions and exclusions in first stages and the pending urgency of medical workforce planning  Coverage of providers in the LETB (NHS, primary care, AQP, LA)  Span and depth of levels of qualitative and quantitative information  Agreed sharing protocols for plans  Education commissioning outputs  Local and LETB workforce development plans Workforce Assurance and Patient Safety  Plans signed off CE, Director of Nursing and Medical Director  Workforce and patient safety issues and action plans  Workforce assurance framework for LETB plan

6. What does success look like? Developed in Synergy  Processed developed in synergy with the Modernisation Hub to capture the demand for assistant, advanced and new roles  Developed with the Network Leadership Groups  Linked with North West Health Care Science network to capture the essence  Linked with North West Allied Health Professional network  Linked with the North West Deanery and Mersey Deanery  Utilising intelligence from the Centre for Workforce Intelligence (CFWI)  Documents available in the workforce planning draw of the eWIN workforce toolbox  Linked with Education Commissioners / Education Management  In line with North of England SHA cluster processes Plans that deliver X outcome and Y outcomes over the planning period

7. Integrated Planning Framework for 2012 Current Workforce Education and Learning Plan Grow and Develop own via CPD, Succession Planning, Competencies and Skills Current Reality Understand Current Workforce Demographics Ambitions Expectations Ability to change Operations Understand Financial Envelopes Quality indicators Patient Safety Performance Strategic Vision Labour Demographics Recruitment Pools Health indices Talent Leadership Supply chains Apprenticeships / Cadets Future Modelling Attrition Wastage Churn Participation CPD Development The 5 R’s Alignment to activity and finance Changing Roles New roles Enhanced Pathways Competencies Skills Curricula RCN Input Education Outcomes Framework Contingencies Cause, effect and impact on Medical and Dental Filling shortage roles and posts Integrated approaches Stakeholders and Capture Networks Plan Strategy Hot issues Actions Commissions Report Outputs Future Workforce

8. Support during transition to transformation Support from the NHS NW team through transition  eWIN tool box http://www.ewin.northwest.nhs.uk/http://www.ewin.northwest.nhs.uk/  Email reply service  Telephone reply service  Occupation code manual drive to align with NHS Information Centre  Workforce assurance links for best practice  Workforce planning best practice and guides on eWIN  Trust deep dives around business / workforce planning and assurance

9. Scenario 1 - Primary Care The NLG has identified the need to expand training in Primary Care within Cheshire and Merseyside over the next 2 years (e.g. 10-15 additional specialty training posts). There is no additional (central) funding expected to be made available to support the required expansion. It is expected that this expansion will be achieved by freeing up resources from a corresponding reduction in other specialty training posts e.g. reductions in Core and General Surgical training posts. The NLG is asked to consider the future scenario of Acute Trusts having fewer Core and General Surgical training posts and the implications and opportunities that may arise from future reductions in trainees.

10. Scenario 2 - Trauma Service Reconfiguration There will be knock on effects on existing training programmes (e.g. Anaesthesia/ Radiology/Vascular Surgery/Stroke Medicine/Paediatric Surgery/Rehabilitation Medicine, Cardiovascular Medicine) as a result of the development of centralised Trauma Services. The training implications on existing and future clinical services, both in hospital and in the community, require careful consideration. The NLG is asked to consider the scenario of medical training posts in a small number of specialties potentially being relocated as a result of trauma service reconfiguration, in line with the Deanery’s principle of ‘training should follow service’.

11. Scenario 3 - Dementia The CCG has identified the need to expand the number of primary care services for dementia including increasing the capacity of memory clinics, providing early and crisis intervention to prevent admission to hospital and to ensure there are alternatives therapies available to eliminate the use of antipsychotic drugs. This will involve consultant led primary care and community services and in-reach services to patients at home or in designated care/nursing homes. This will require the movement of resources and staff from secondary care and the need for 100 new workers to support the service training in delivering integrated dementia care and to support existing staff in this. The NLG is asked to consider the future scenario where staff will need to be trained in working differently, transferring from secondary care, providing a range of skills currently provided by Older Peoples Psychiatrist, Clinical Psychologists, nurses (Adult and Mental Health) physiotherapy, Occupational Therapy, diagnostic (including pathology and radiography) and others.

12. Scenario 4 - Pharmacy There is an increasing demand on Community Pharmacists to deliver High Street Testing and have a behavioural intervention role giving advice to the public on a range of lifestyle choices, including losing weight, smoking cessation and stress reduction. In the attempt to meet demand recruitment and pay to community pharmacists is escalating resulting in increased vacancies in hospital pharmacies. How might the NLG mitigate the impact of this.