Transcript National overview: Workforce Planning Elinor Mitchell One year on:       New Government Delivering for Health being taken forward Pay modernisation (nearly) implemented MMC (nearly) implemented Career framework beacon sites …….and.

National overview: Workforce
Planning
Elinor Mitchell
One year on:
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New Government
Delivering for Health being taken forward
Pay modernisation (nearly) implemented
MMC (nearly) implemented
Career framework beacon sites
…….and progress on workforce planning
New Government
 Minority government - no coalition
 Cross cutting priorities
 Cabinet Secretary and 2 Ministers for health
and well being
Workforce Planning
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Framework – published August 2005
2nd Board workforce plans – just completed
Wash-up session to review - April 2007
Need for change?
Health Department Board
 fully costed workforce plans to ensure
affordability
 greater integration (ie does workforce plan support
delivery plan)
 focus on what’s changing (eg Delivering for
Health)
 greater clarity of purpose
WHAT HAS BEEN
ACHIEVED
 Established workforce
planning as an essential
part of board work
 Planning ahead
 Identifying drivers and
planning for change
 Working with service
planning
WHAT MORE NEEDS TO
BE DONE
 Integration – planning
frameworks, strategic
(delivering for health),
finance
 Building up evidence base
– for development,
training, recruitment
 Risk management – what
if?
Is the National Workforce
Planning Framework fit
for purpose?
 requires iterative revision.
 needs to be better
integrated
 needs to focus on what’s
changing.
 need to be aware of
different audience needs
What requires review?
 networks and frameworks
for gathering information
 need a focused approach
to data quality and
timeliness
 need a review of the role
of other sources, e.g.
SWISS, together with
their impacts on
workforce modelling
Where can we go from here in short term?
 Close alignment with local delivery plans – test this and
be confident about it.
 Articulate the multi professional workforce in terms of
competency
 Map out our investments in education and training to
illustrate how we will sustain the workforce.
 Consider need for a Workforce Strategy
 Be more explicit with NES about what
education/training requirement is
Where should we go from here – longer term?
 Use a local / regional matrix approach, not just a
“Delivering for Health” context.
 Identify key specialities and work them through under
scenario planning conditions. Share these outcomes and
other assumptions more openly and widely.
 Make clearer links between competencies and
professional boundaries.
 Continue with service redesign and secure wider
ownership of the workforce planning process.