2009 workforce audit key findings and recommendations presentation for hub leads 5 th november 2009
Download
1 / 12

Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup - PowerPoint PPT Presentation


  • 53 Views
  • Uploaded on

2009 Workforce Audit – key findings and recommendations Presentation for hub leads 5 th November 2009. Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup. Purpose of Audit – to produce a snapshot of current workforce as of 31 st March 2009. Build on early findings from EYR 2008

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup' - dylan-barry


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
2009 workforce audit key findings and recommendations presentation for hub leads 5 th november 2009

2009 Workforce Audit – key findings and recommendations Presentation for hub leads5th November 2009

Maureen Murfin

Lindsay Mitchell

On behalf of TWD Subgroup


Purpose of audit to produce a snapshot of current workforce as of 31 st march 2009
Purpose of Audit – to produce a snapshot of current workforce as of 31st March 2009

  • Build on early findings from EYR 2008

  • Workforce not service focus

  • Health Trainers and related roles

  • Management and support arrangements

  • Recruitment & retention

  • Demographics

  • Training

  • Regulation

  • Sustainability

  • Conclusions


Process so far
Process so far

  • Workforce consultant commissioned for

  • Questionnaire developed

  • Distributed to Hub Leads June 1st 09

  • 91% returned

  • Data analysed and draft report delivered

  • Further analysis and revisions by TWD and DH team

    (special thanks to Louise King (DH) and George Boak – Prime R&D for their work on getting the report thus far and to all hub leads and organisational leads for the tremendous response rate)


Key findings some facts and figures
Key Findings – some facts and figures

Services - Ref Pg 7 for numbers

  • 151 organisations host a HT service

    - 137 returned questionnaires = 91% response

  • 96 ‘active’ services responded and a further 5

    are known but didn't respond = 101 active services

  • 41 inactive services but 14 had advanced plans

    Workforce – Ref Pg 8 for numbers

  • 2,212 HTs, HTCs and related roles

  • 1,285 Paid = 58%

  • 927 Voluntary = 42%


Employment
Employment

  • 88% HTs are paid – 57% part time

  • 79% THTs are paid – 69% part time

  • HTCs predominantly unpaid

  • Of the 36 services who use unpaid roles 21 did not provide wte figures (data incomplete)

  • Majority HTs paid at NHS Agenda for Change Band 3, smaller number Band 4 (14 services)

  • Small number of services employ ‘senior HTs’ on Band 5 (4 services) or Band 6 (1 service)

  • 10 services pay HTs on other pay scales

  • THTs are mainly paid on Band 3 (25 services) with others paying Band 2 whilst training (11 services)


Roles and responsibilities
Roles and responsibilities

  • Majority of responses made reference to HT competences

  • Some indication that HTs are specialising

  • Most common condition mentioned = CVD but also mental health and disability

  • Responsibilities for THTs mainly signposting and raising awareness of HT service

  • Senior HTs – data not complete but....

    • Managerial, supervisory roles

    • Building relationships with communities/groups

    • Providing added knowledge and skills


Management and support
Management and Support

  • More work being done on this (very useful information)

  • No obvious common pattern but....

    • Strategic Lead

    • Programme Lead – Band 7 (may be part time

      or full time)

    • Managers/Coordinators (depending on service model may be in host organisation Band 5/6)

    • Administration support (variable)


Recruitment retention
Recruitment & Retention

  • 781 HTs/THTs recruited 08/09

  • 483 HTC/THTCs recruited 08/09

  • Regional data available in appendix

  • 4 Common characteristics for Recruitment plus other valuable insights

  • Communication also key criteria for HTCs

  • Responses indicate satisfaction that workforce as representative of local communities

  • Less satisfaction regarding gender split

  • Workless population actively targeted by some

  • Barriers and successes to recruitment quoted

    Ref Pg 18


Recruitment and retention cont
Recruitment and Retention cont....

  • Audit has provided valuable information on turnover rates - slightly higher for HTs nationally (13.9%) than for comparable groups (HCAs 10.4%)

  • Reasons for leaving – (although some caution needs to be used in interpretation)

  • Vacancies & long-term sickness

  • Demographics (information incomplete) - but where exists looks slightly better than for other comparable groups in the NHS


Core training
Core Training

  • Information on training providers and costs will be provided in appendix

  • Split between taught and practice-based learning

  • C&G Certificate for HTs standard for HTs/THTs - different delivery models (100% taught to 20%/80% taught/practice-based

  • RSPH standard for HTCs

  • Useful section on additional training & funding

  • Progression routes and regulation sections

    Final section in report is sustainability that shows detail of fixed and longer term funding per service/per region


Conclusions and recommendations
Conclusions and recommendations

  • We now have a wealth of information on

    various areas of HT workforce activities

  • We know how well our training pathway is being used and how recruitment principles are

    underpinning the programme

  • We understand more about HT support models,pay structures and turnover rates

    And

    Having undertaken this process we are in a position to develop a targeted tool for future use!


ad