HEKSS Presentation

Report
9th July 2014
The National Perspective
Workforce Planning
Philippa Spicer
Managing Director
HE KSS
www.hee.nhs.uk
www.hee.nhs.uk
Why a 15 year strategic framework?
• Circa 13 years to train a consultant / 3
years for a nurse
• We invest £4.8bn in education and training,
making expensive assumptions about
future health care models
• If we are wrong, under-supply could result
in unmet need; over-supply means an
unemployed workforce and wasted
resources
• If we make wrong decisions we risk locking
the service into outdated models of care
• We need a strategic framework to guide
our investments in the future
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www.hee.nhs.uk
Our Strategic Framework
So our best chance of success is to base our long-term workforce
strategic framework on the anticipated needs of future patients.
Global drivers of
change
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Future patients
Future workforce
15 YEAR STRATEGIC FRAMEWORK
MANDATE
2014/15
Business Plan
14/15
Workforce
Planning
Guidance
WORKFORCE PLAN FOR ENGLAND 15/16
www.hee.nhs.uk
www.hee.nhs.uk
Components of the wider workforce
planning and development system
Education Regulators
HEE / LETBs
Workforce
Demand
Planning
Education Providers
HEE / LETB
Workforce
Supply
Forecasting
Education
Commissioning
Education
Delivery
Service Provider
Workforce
Supply
Forecasting
Other Supply
Activity Planning
Other Supply
Activity Delivery
Service Providers
Service
Commissioners and
Regulators
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www.hee.nhs.uk
Service Providers (as clinical
education providers)
Workforce Planning
– Integrated Planning Challenges
Integrated Organisational Planning
Integrated Pathway Planning
Community / Rehab Provider
Activity
Tertiary / Specialist Provider
Finance
Secondary Care Providers
Primary Care providers
Workforce
Workforce Demand Planning
Workforce Supply Planning
Integrated Workforce Demand and Supply Planning
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www.hee.nhs.uk
HEE Workforce Planning Process 2013
LETB 5
Years Skills
Strategies
Local
Planning
Provider
Forecasts
LETB
Aggregate
provider
Forecasts
LETB
Investment
Plans
Call for
Evidence
England
Wide
Forecasts
Workforce
Investment
Plan for
England
National
Planning
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www.hee.nhs.uk
Strategic Intent
Document and
Mandate
Local
Challenge,
triangulatio
n and
moderation
Commissioners
HEIs, and
Other Partners
National
Challenge,
triangulatio
n and
moderation
ALBs,
HEEAGs, and
PAF
Current lens on NHS child health workforce
Current
Future
Children's nurse
Medical
Non-Medical
Paeds
Paed
surgery
Paed
cardiology
Child &
adolescent
psych
Paed
dentistry
Obys &
gynae
CD
www.hee.nhs.uk
www.hee.nhs.uk nurse
Individual
Health
visitors
Social care
School
nurses
Local
Family
Child
authority
psycho
therapy
Social
Schools
workers
Children's
Population
SLT
3rd sector
Orthoptists
Paed
physio
Pharmacy
Unmet and/or unjoined need
I
N
N
O
V
A
T
I
O
N
Accountability
• HEE is accountable for the spend (Approx. £5bn)
• The HEE Board is the overarching Governance body
• Senior Leadership Team (LETB MDs and HEE Execs)
recommend
• Anyone else advises
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10
Standardisation of approach
• Detailed process guidance for NHS covering providers,
commissioners, LETBs and HEE roles – consultation
concluded
• Call for Evidence is the mechanism for other bodies (eg
Royal Colleges) to flag issues/present evidence
• ‘Early Signals’ template from LETBs
• Standard workforce demand template
• Standard workforce supply template
• Medical Stocktake
• Investment Plan template – coming out to LETBs in July
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www.hee.nhs.uk
11
‘Formal’ timetable - draft
•
•
•
•
•
April - formal launch of round
11 Nov HEE Informal Board
13 Nov LETBs formally notified of CT1/ST1 rec. ranges
16th December - HEE Board approval and publication
16th Dec onwards LETBs publish local plans??
– NB : this needs to be clarified
www.hee.nhs.uk
www.hee.nhs.uk
12
Data Collections – planning round
•
•
•
•
•
•
•
•
April/May – Medical Stocktake. This is the current number of medical posts and
medical trainees at each level of training for each medical speciality in each LETB
at April 2014. It is repeated in October.
End June - soft close of ‘ Call for Evidence’ from external stakeholders (eg national
bodies, Royal Colleges)
15 Aug – aggregate provider demand forecasts submitted by LETBs. This is a LETB
level summary of forecast demand for staff by group for end each year 2015 to
2019
25th Aug LETB Managing Directors update on progress at Senior Leadership Team
TBC Sept – forecast supply template submitted by LETBs. This is a LETB level
summary of forecast supply of each staff group for which HEE commissions
education.
26 Sept – full Investment Plan submission from LETBs. NB: this is the main
submission. Subsequent submission should be ‘tweaks’. This is the number of
education commissions and medical training posts each LETB plans for the
academic year 2015/16
Xx Oct?? – Medical stocktake – see above
29 Oct – final Investment Plan submission from LETBs. NB: this is the ‘locked
down’ plan subject to November meetings of Exec and SLT and Board approval in
December
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www.hee.nhs.uk
13
Advisory structures
HEE Medical Advisory
Group (HEEAG)
• Strategic oversight
• Medical profession
perspective
• Patient pathway focus
Medical Workforce
Advisory Group
• Supply and demand
• Immediate investment
• Geography
• Monitoring
implementation of the
agreed plan
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www.hee.nhs.uk
14
Co-ordination
• The HEE national team are now working closely with the
Centre for Workforce Intelligence to develop an HEE owned
national perspective view of supply against which to assess
forecast demand
• LETBs work with more granular locally focussed data and tools
to develop local plans and local medical workforce planning
capability. This is achieved through a collaborative network
which endures consistency between LETB processes.
• The national and local processes are mutually supportive.
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15

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