1. The Art and Science of a Patient Centred Approach to Workforce Planning Nancy Cooke Workforce Planning Manager

2. Why Workforce Plan? Organisations need to ensure that they have sufficient workforce capacity (the skills, knowledge, experience, intelligence, value and competence), workforce capability (the effective utilisation of skills, knowledge and competencies whilst delivering productive time efficiencies) and sustainability (the agility and ability to adapt, learn and work across new organisational boundaries) to deliver patient centred care and benefit realisation presently and in the long term through effective, integrated and cohesive workforce strategic and operational planning, financial planning, service activity planning and deliver performance improvements in a diverse and demographically challenged health community

3. Historical Workforce Planning Historical annual event Seen as number crunching and “someone else’s job” Disconnected from service activity, budgetary planning and performance Not owned by Service Influenced by existing professionals and job roles – replication of same Very short term and no real comprehension

4. So How might it be done? Approach developed in 2001 by Tineke Bosma and Carol Brooks “Workforce 2010” Puts the patient at the centre of the planning Is a facilitated, inclusive approach Gives an opportunity to redesign the service Details skills and competencies needed in future workforce to deliver service Drives educational commissioning, workforce and organisational development

5. Step 1 Describing the Population/Patients and Strategic Environment Step 5 Step 4 Step 3 Step 2 Building the Service Around the Population and Patients Defining the Required Skills and Knowledge Profile The Future Workforce Mind the gap! Current position and Action Planning © Brooks/Bosma 2001 The Victoria University Of Manchester 2001 All rights reserved A patient centred workforce planning model

6. STEP 1 - Describing the Population/Patients and the Strategic Environment Key Strategic drivers –National Service frameworks –Local Delivery Plans Identify the target population and the patients for the service that the workforce is being planned for, typically this should include :- –Demographic Statistics –Morbidity and Mortality rate –Deprivation indices Link to the commissioners – what services are they likely to commission

7. Step 2 - Building the Service Around the Population and Patients A typical patient is identified and a patient care pathway for this individual is created. –It is important to identify the services required, rather the the professionals who will provide the service, for example nutritional advice, rather than Dietician Once you have a pathway this is then critically analysed to identify, could it be better, different or shorter

8. Step 3 - Defining the Required Skills and Knowledge Profile These skills are then divided into three different levels –Basic –Intermediate –Specialist I have an example of a pathway and the skills and Competencies needed to deliver it – this is an example of work carried out by the Mid Trent Cancer Network

9. Step 4 - The Future Workforce This step defines what the workforce needs to look like to deliver the service required, by deploying the skills and competencies identified in step 3 Add up the number of basic, intermediate and specialist skills This model allows for the potential for the service to be delivered by different types of workers

10. Step 5 - Mind the gap! Current position and Action Planning At this stage you will have identified the following:- –How the service is likely to be delivered in X number of years time –What this mean in terms of the skills, knowledge and competencies required within the workforce –The types of workers needed

11. Benefits Facilitated but not owned by HR and analysts Allows for whole systems thinking Carried out in an inclusive way – achieves staff engagement and ownership Allows for debate and creativity Critical in developing partnerships and enabling joint workforce planning Is a tool for change

12. The Art of Workforce Planning Needs a range of skills –Facilitation –Organisational Development interventions –Leadership –Group processes –Change management –Managing resistance –Power and conflict –Confidence –Presentation –Negotiation and Influence Now for the “Science” bit!

13. The Science of Workforce Planning Workforce Demand = constant Z as an empirical square root number, where Z is the derivation of supply less skills and competencies of the integrated demand divided by Full Time Equivalent Only Joking!!!

14. The Science of Workforce Planning

15. Current Reality Check Skills and competency rostering – the new mantra Future planning very weak Lack of focus on workforce demand to ensure we supply cost effectiveness through education commissioning Current Workforce plans completed in isolation from service activity, financial planning and any innovative changes to service delivery Productivity and efficiency measures – 3% annual Staff shortages in some key areas and surpluses in others Graduate recruitment is high profile

16. Vision for future Workforce Planning A resource of flexible and adaptable skills and competencies to deliver patient care A workforce that can traverse different organisational boundaries and more so into primary and community settings to deliver patient care Demand, supply and education commissioning based on skills and competencies and not just numbers Increase use of advanced and assistant practitioners Workforce innovation and sharing of best practice to deliver patient care Effective use of skills and competencies to deliver value for money care

17. Any questions or comments?

18. Nancy Cooke Workforce Planning Manager Nottinghamshire Health and Social Care Workforce Team Floor 2, Mill 3 Pleasley Vale Business Park Outgang Lane Mansfield Nottinghamshire NG19 8RL Tel: 01623 819368 E-mail: nancy.cooke@nottspct.nhs.uk