Transcript 2nd Annual National Workforce Planning Conference

2nd Annual National Workforce Planning
Conference
Skills and Productivity
The Career Framework: an enabling
construct
Chris Loughlan
Chris Loughlan
Head Research & Labour Market Intelligence
Head Research & Labour Market Intelligence
Skills for Health
Skills for Health
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Structure
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Broad context
Specific context
Definitions
SfH Progress/outputs
Resources
Summary
Key contacts
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Introduction: SfH’s Terrain
“Growth”
Productivity
Employment
Skills
Other Drivers
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“Delivering for Health”
Nov 2005
“Our aim is to improve the health of the people of
Scotland… with a shift towards preventative medicine and
more continuous care in the community.”
By 2030 one in four over 65…
…one in twelve over 80
Longevity is rising… but only for some
Chronic disorders
diabetes,
arthritis,
rheumatism,
high blood pressure
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LMI: Demographics Scotland
1/4 million fewer working-age people in by 2027
Scotland the only Western European country with
declining births and rapidly ageing population
In the period 1991-2002, recorded births fell by 21%.
The International Longevity Centre-UK and the British Society for
Population Studies seminar 2005 "The Consequences of Declining Birth Rates".
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With the drive to provide high
quality care in the community so
that more patients can be treated
locally and ……with the demographic
challenge of an ageing population,
there is a need to establish what
care is available for older people in
rural areas and …..
what further training of health and
social care professionals is
necessary to achieve the goal of
local service provision that enables
people to remain at home.
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“Growth”
Employment Rate
Productivity
Increasing
Skills
Demand
Skills
Acquisition
Macro Level
* Labour Market
Skill
Utilisation
Micro Level
* Organisation
Tackling
Low
Skill
Traps
Micro
Org’l
Strategy
Macro
Innovation
Policy
etc
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Productivity
1)
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Working ‘smarter’:
efficient (e.g. unnecessary procedures)
effectively (evidence based guidelines);
reducing harm
2) Working ‘faster’:
process redesign (e.g. patient pathways)
3) Workforce redesign: modernisation
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6)
7)
Increase Nos of staff
Reduce service
Rationing
Targeting
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Definitions
• Skill shortages
• Skills gaps
• Latent skill shortages
• w/f planning
• w/f modelling
• Capacity and capability
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The strongest message from the SSA
process is that employers need a
more flexible workforce for the
future and that the basis for
achieving this is through nationally
agreed and recognised workforce
competences
The SSA embodies Skills for Health’s
purpose – to help the whole sector
develop solutions that deliver a
skilled and flexible workforce to
improve health and healthcare. The
SSA will help to secure this through a
series of UK wide and country specific
agreements with partner s across the
sector.
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Latent skills shortages
‘It is clear that we cannot rely on
increasing staff numbers for
evermore. Nor can we rely on the
same traditional roles. We need
new ways of working to meet the
new demands made of a modern
health service in Scotland’
The Evolving workforce in
National Workforce Plan 2006
Scottish Executive December 2006
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Workforce planning
The report highlights the
activities necessary to develop
and sustain these skills (across
the “tiers” of service and across
the sectors) within the
workforce. The experience of
preparing this report suggests
that there are likely to be
significant benefits in
adopting an approach to
these workforce challenges
which extends beyond
planning in terms of single
professions.
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Workforce planning
Read and absorb the evidence
System change : service and educational
provider
Transition
Building scale (capacity & capability)
Clinical support
Who is holding macro and micro
elements together
Delivers flexibility around skill
demands
Service: affordability: workforce
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Workforce planning
• Highly complex
• Time consuming
•Resource implication
• Innovative
• challenging norm
• Methodology
• challenging culture
• Review
• Project management
• Communication
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workforce planning
• new models are imperative
• build scenarios around service modernisation
• infrastructure [e.g. good LMI]
• support
• tools
• pilot: clinical teams
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• Enabling skills escalation
• Aiding the development of new roles that
meet patient needs
• Aiding the development of competence
based workforce planning.
• Enabling individual career planning.
• Acting as a tool for recruitment and
retention
• Transferability
•Not related to remuneration (Agenda for
Change)
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3 fundamental dimensions
a) scope of practice
b) level of practice
c) context
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Competency based workforce planning
• Initial request came from Welsh Cardiac Network
• Used Skills for Health competences to support the
bid to the British Heart Foundation for BHF
funded HF Nurses
• Cardiac Network wanted to see if competences
could be used to underpin all job roles across a
service
• Asked SfH for a model
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STEP 1
Identify the Service
STEP 9
When planning future service
design having done STEP 6
you then need to identify
the changes that will
be undertaken to
meet future needs
STEP 2
Map out agreed
patient pathway(s) and record
Using SfH electronic tools
Any gaps identified at
STEP 8
Taking the data from STEP 7
map the current workforce
Against the competences
identified in STEP 6
STEP 2 suggest a
gap in the S4H
functional map S4H
STEP 3
Working though relevant
Suites of competences record
Competences required in
Pathway(s)
must be notified
S4H to develop
competences to fill gaps
STEP 7
Skills audit of the current
workforce mapped against
the appropriate competences
identified in STEP 2
STEP 4
Identify total competences
Recorded in Step 3and
Break down into “clinical
Core” and KSF Level
Core 1 to 6
STEP 6
Ensure Clusters are broken down where
Necessary to ensure that the scope of
Practice is not too broad or that there are
Not too many competences in each
Cluster. Work out how many of
Each cluster is required
STEP 5
Using competences in
“clinical core” build initial
Clusters. Then add in
Those relevant from
KSF Core 1 to 6
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How far have we got?
• Gwent – have identified the pathway
and competences
• Shropshire as with Gwent and about
to build clusters of competences
• N.Ireland already building clusters of
competences
• Scotland – in the process of finding a
new site
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Belfast Renal Service
Work progressing well
• Built seven clusters of competence
• Workshop Friday to QA outputs so far
• Aim is to populate at least one of the
seven clusters with competences
from the KSF Core 1 to 6 which in
Belfast consists of 140 competences
• After workshop remaining clusters
will be completed
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How did we get to this point?
• We systematically went through a
number of suites of competences e.g
– renal, clinical health skills,health and
social care
• used the electronic tools to record
the competence against the relevant
pathway
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The journey so far
Renal Service
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The journey so far
Renal Service
Acute Renal Service
209 comps
Planned Renal Service
299 comps
Renal Outpatient Service
358 comps
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The journey so far
Renal Service
Acute Renal Service
209 comps
Planned Renal Service
299 comps
Renal Outpatient Service
358 comps
424 different competences
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The journey so far
Renal Service
Acute Renal Service
209 comps
Planned Renal Service
299 comps
Renal Outpatient Service
358 comps
424 different competences
Core
140 comps
Renal specific
202 comps
Business and Admin
15 comps
Management and Leadership
39 comps
Renal estates and facilities
16 comps
Dustbin
12 comps
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The journey so far
Renal Service
Acute Renal Service
209 comps
Planned Renal Service
299 comps
Renal Outpatient Service
358 comps
424 different competences
Core
140 comps
Routine Assessment
Renal specific
202 comps
Routine Implementation
Business and Admin
15 comps
Complex Assessment
Management and Leadership
39 comps
Renal estates and facilities
16 comps
Dustbin
12 comps
Complex Implementation
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The journey so far
Renal Service
Acute Renal Service
209 comps
Planned Renal Service
299 comps
Renal Outpatient Service
358 comps
424 different competences
Core
140 comps
Routine Assessment
Clinical
Foundation A
12 comps
Clinical
Foundation B
20 comps
Renal specific
202 comps
Routine Implementation
Clinical
Foundation C
15 comps
Business and Admin
15 comps
Complex Assessment
Transplant Clinician
26 comps
Dialysis Clinician
11 comps
Management and Leadership
39 comps
Renal estates and facilities
16 comps
Dustbin
12 comps
Complex Implementation
Renal Clinician
27 comps
Transplant
Co-ordination
24 comps
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The journey so far
Renal Service
Acute Renal Service
209 comps
Planned Renal Service
299 comps
Renal Outpatient Service
358 comps
424 different competences
Core
140 comps
Routine Assessment
Clinical
Foundation A
12 comps
Commissioned
Services
43 comps
Clinical
Foundation B
20 comps
Renal specific
202 comps
Routine Implementation
Clinical
Foundation C
15 comps
Business and Admin
15 comps
Complex Assessment
Transplant Clinician
26 comps
Dialysis Clinician
11 comps
Management and Leadership
39 comps
Renal estates and facilities
16 comps
Dustbin
12 comps
Complex Implementation
Renal Clinician
27 comps
Transplant
Co-ordination
24 comps
Support
Services
23 comps
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Post workshop
• Need to decide how to finish building the
competence clusters
– Has the work we have done so far proved “fit
for purpose”
– Do we continue with this methodology
• We will also need to work out how many
of the different clusters would be needed
• Undertake a Skills Audit of existing
workforce
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SfH Resources
Competency Fmk
• Technical
Tools
Career Fmk
Case Studies
Reports
• Human
Key contacts
SfH Support
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•Competence
search
•NHS KSF
competency
mapping
•Roles profiles
•Team profiles
•Competency
clusters
•Self
assessment
•Team
assessment
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Resources: technical
Scotlandshared
1234alba
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Summary
• Productivity
• Flexible workforce
• Career Framework
• Competence-based workforce planning
• Collaboration
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Key Contacts
Maggie Havergal
[email protected]
Chris Loughlan
[email protected]
www.skillsforhealth.org.uk
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