Quality Education for a healthier Scotland Nursing and Midwifery Workload and Workforce Planning Nursing & Midwifery Workload and Workforce Planning Long-term Planning

Quality Education for a healthier Scotland Nursing and Midwifery Workload and Workforce Planning Long-term Planning Health systems and health workforces are dynamic. Consider the impact of changes to: – health policy – funding – service delivery – technology – successful appropriately resourced organisational structure to conduct planning – stakeholder participation – clear principles, objectives, methodologies and processes accurate, timely, reliable data

Quality Education for a healthier Scotland Nursing and Midwifery Workload and Workforce Planning Managing Demand Collation of the following information is considered core in the management of demand (SHED, 2006): – waiting times – peaks and troughs of activity (e.g. planned admissions to hospital) – service developments – seasonal adjustments – evidence based changes in clinical practice – predictive analysis using existing data – explicit information on what the service provides – core business – anticipated change to reflect predicted needs of the local population

Quality Education for a healthier Scotland Nursing and Midwifery Workload and Workforce Planning NHSScotland Workforce at 30 June 2012, NHSScotland employed (or contracted): 153,427 people (headcount) or 130,363.2 WTE (excluding GPs and GDs) this represents a decrease of 1.2% between June 2011 and June 2012 nurses and midwives form largest group; just under 43% of the workforce

Quality Education for a healthier Scotland Nursing and Midwifery Workload and Workforce Planning NHSScotland Workforce (2) There are 56,183.7 WTE nursing and midwifery staff in post In June 2012, the average age of a nurse was 46 years

Quality Education for a healthier Scotland Nursing and Midwifery Workload and Workforce Planning Patient Care Characteristics patient experiences of services have changed considerably over the last decade or so: – inpatient stays tend to be shorter – quicker discharge to community services advent of day-care services, minimally invasive surgery and an increased range of services accessible from GP services have transformed health care, and have had considerable effects on nursing workload patients’ needs and expectations are also strong drivers of services

Quality Education for a healthier Scotland Nursing and Midwifery Workload and Workforce Planning NHS Scotland: Drivers for Change (1) demographic changes - a declining working population supporting an increasingly elderly population increased burden of chronic diseases within an aging community the need to promote public health and tackle health inequalities the need to work in partnership with people and communities increased pressure to centralise acute services because of workforce constraints joint future working patient safety considerations and improving clinical standards

Quality Education for a healthier Scotland Nursing and Midwifery Workload and Workforce Planning NHS Scotland: Drivers for Change (2) the need for sustainable, affordable services educational requirements and competency based frameworks for professional staff pay modernisation, e.g. Agenda for Change recruitment and retention challenges within a competitive global labour market advances in diagnostics and new technologies including telemedicine and eHealth the demands of regulation

Quality Education for a healthier Scotland Nursing and Midwifery Workload and Workforce Planning Develop the Workload Agenda Across NHSScotland: Key Principles continued partnership working at local and national levels links to service modernisation at local and regional levels an integrated approach to workforce planning that supports service planning building workforce planning and development capacity at national, regional and local levels strategic approach to further research and analysis on workload and workforce planning