1. Workforce Modernisation in the NW Helen Kilgannon Assistant Director Workforce and Modernisation

2. Who are we?

3. What do we do? High quality, cost effective Workforce and Care Career Framework Organisational Capability Evidence Base Workforce Planning

4. NW- Workforce Modernisation National Leaders Only SHA area to have a whole system approach Roles to meet service needs and improvement to deliver quality care 142 Consultant Practitioners 670 Advanced Practitioner qualified and in training 2800 Assistant Practitioners qualified and in training Including 92 HCS, 26 Radiotherapy and 32 Radiography

5. QIPP Opportunities “A better approach is to look at whether or not staff are doing work that adds value. Eliminating waiting, duplication, unnecessary movement and other sources of waste is a necessary first step”. NHS Confederation (2010)- Dealing with the down-turn “ more effort must be put into improving existing skills and supporting current staff to be as effective as possible. Kings fund 2009- NHS workforce planning : limitations and possibilities

6. Why change skill mix Maintain a quality service for patients – Shortages of staff groups – Efficiency – Cost – Improve patient journey- Efficiency Staff benefits as a result – Career development opportunities – Skills Escalalator – Staff engagement in change

7. Skill mix opportunities Substitution – Expanding of the breadth of a job; working across professional divides or exchanging one type of worker for another. Delegation – Moving tasks up / down traditional professional ladders Innovation – Creating new jobs via the introduction of a new type of worker Enhancement – Increasing the depth of a job by extending the role or skills of a particular group of workers (Definitions taken from Classification of Changes in Skill Mix in Health Care; Sibbald et al, 2004)

8. Results Substitution is a plausible strategy for workforce shortages Can reduce (wage) costs- under certain circumstances which can be challenging to meet. Can improve efficiency- under restricted conditions which are difficult to meet Highly trained workers with greater productivity and a breadth of skill will offer the best value for money (CfWI 2011 Sibbald et al)

9. How to get it right Leadership -HR, Service and OD partnership- Strategy Workforce planning- competencies Clarity of role to be developed Depth in numbers Work Based Learning partnership with HEI’s Qualification is not the end point Measure benefits Culture and behaviour

10. Assistant Practitioners Type of Organisation LeastMost Teaching Hospital 35170 Acute Trust8118 PCT297 Mental Health1265 Social Services (not all engaged) 49102 Cost to train an Assistant Practitioner approx £13,000

11. Advanced Practitioners Type of Organisation LeastMost Teaching Hospital 333 Acute Trust117 PCT128 Mental Health020 Cost to train one Advanced Practitioner approx £33,120

12. Consultant Practitioners Profession North West % & headcount IC 2009 London NHS% & Headcount IC 2009 Nursing & midwifery 120 (12.2%) 238 (24%) Allied Professionals 15 (7.9%) 36 (20%) Pharmacy 11 (11.9%) 9 (21%) Total 146 (11.8%) 283 (23%) (Gavin- Daley and Mullen 2010)

14. “ In the middle of difficulty lies opportunity” A Einstein wmhub@5bp.nhs.uk