Workforce Planning is Rob Smith Director of Workforce

Workforce Planning is……… Rob Smith Director of Workforce Planning and Intelligence

Workforce Planning is…. . Dead? HEE’s original role Forecasting future demand supply to inform training levels for future supply • • Predicting demand not planning demand Predicting supply and not planning current supply Other Interventions Decision Made - Decision Output Future output from UG training now determined by managed ‘market’ Only ever one component of a complex and interdependent system

Workforce Planning is…. . Complex Everyone “does” workforce planning Strategy DH (Pay, Pensions, etc. ) HEE Present NHSI/E (Provider support, Education, training, commissioning and market management) (Provider support, financial sustainability, service commissioning) PROVIDERS (Service provision, planning and transformation) Implementation Official Future

Workforce Planning is…. . Difficult

Workforce Planning is…. . Inevitable? 45. 0% % Increase in NHS employed staff 2004 -2014 40. 0% 35. 0% 30. 0% Consultants 25. 0% Allied Health Professions Healthcare Scientists 20. 0% 15. 0% Ambulance staff 10. 0% Total GPs 5. 0% 0. 0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 -5. 0% -10. 0%

Workforce Planning is…. . More than the NHS v ‘Other’ A dynamic labour market

Workforce Planning is…. . More than the NHS Agency v Employed Migration

Workforce Planning is…. . Demand for staff and supply of staff

Workforce Planning is…. . Demand for staff and supply of staff Whilst the workforce can and will grow to 2020/21 (because of funded but vacant posts). It is far less clear whether further additional posts (other than in specific priorities) are affordable within current service funding assumptions Dum da my ta

Don’t start at the end, start with the patient need… Patient Need for Service Delivery Model X As constrained by finance Service* Delivery Processes 1. Do everything we can to reduce the need for service 2. Ensure the service* is designed to deliver as effectively as possible; • • • Integrated Rightcare/GIRFT Best practice processes + tech/drugs/kit…. . X = ‘Need’ for Staff Team Make Up 3. Design flexible teams to deliver these processes… have options including self care and carers 4. Ensure staff are available to fill these teams + Ensure they are equipped with skills, knowledge, behaviours, motivation, well led and engaged *NB - including delivery of prevention ‘services’ in 1. ‘Need’ for; • • • Wellness Staff MECC and ‘fully engaged public’ ‘We need more…. . ’ comes at the end of the process not the beginning i. e. once you’ve exhausted steps 1 -3!

Workforce Planning is…. . Pathways, and Professions, and settings, and…. .

Workforce Planning is…. . MDTs and yes the medical (workload) workforce too? Underlying supply constraints limit the number of trainees available to deliver service and will continue to do so in the medium/long term • Need to attract/recruit/retain NCNT doctors? • Use medical resource across STPs? • Hot/Cold sites? • Non-medically led/delivered services? • Better, different, use of non-medical workforce to support efficient delivery of medical rotas? (ANPs, ACPs, Pas? ) • Enabled by holistic/multi-professional learning environments? Consultants/ GPs (CCT holders) “Training Grade” Medics Non. Consultant Non-Trainee Medics The wider workforce