9 th july 2014
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9 th July 2014. The National Perspective Workforce Planning Philippa Spicer Managing Director HE KSS. Why a 15 year strategic framework?. Circa 13 years to train a consultant / 3 years for a nurse

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9 th July 2014

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9 th july 2014

9th July 2014

The National Perspective

Workforce Planning

Philippa Spicer

Managing Director

HE KSS


9 th july 2014

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If we make wrong decisions we risk locking the service into outdated models of care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


9 th july 2014

So our best chance of success is to base our long-term workforce strategic framework on the anticipated needs of future patients.

Our Strategic Framework

Global drivers of change

Future patients

Future workforce


9 th july 2014

15 YEAR STRATEGIC FRAMEWORK

MANDATE

2014/15

Business Plan 14/15

Workforce Planning Guidance

WORKFORCE PLAN FOR ENGLAND 15/16


Components of the wider workforce planning and development system

Components of the wider workforce planning and development system

Service Providers (as clinical education providers)

Education Regulators

HEE / LETBs

Education Providers

Service Providers

Service Commissioners and Regulators


9 th july 2014

Workforce Planning

– Integrated Planning Challenges

Integrated Organisational Planning

Integrated Pathway Planning

Community / Rehab Provider

Activity

Tertiary / Specialist Provider

Finance

Secondary Care Providers

Workforce

Primary Care providers

Workforce Demand Planning

Workforce Supply Planning

Integrated Workforce Demand and Supply Planning


9 th july 2014

HEE Workforce Planning Process 2013

LETB 5 Years Skills Strategies

Local

Planning

Commissioners HEIs, and Other Partners

LETB Investment Plans

Provider Forecasts

LETB Aggregate provider Forecasts

Local Challenge, triangulation and moderation

Workforce Investment Plan for England

England Wide Forecasts

ALBs, HEEAGs, and PAF

Call for Evidence

National Challenge, triangulation and moderation

National

Planning

Strategic Intent Document and Mandate


9 th july 2014

Individual

Family

Local authority

Current

Future

Population

Social care

Schools

3rd sector

I

N

N

O

V

A

T

I

O

N

Current lens on NHS child health workforce

Children's nurse

Medical

Non-Medical

Health visitors

Paeds

School nurses

Paed surgery

Child psycho

therapy

Paed cardiology

Social workers

Child & adolescent psych

Children's SLT

Orthoptists

Paed dentistry

Paedphysio

Obys & gynae

Unmet and/or unjoined need

CD nurse

Pharmacy


Accountability

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


Standardisation of approach

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


Formal timetable draft

‘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


Data collections planning round

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 – finalInvestment Plan submission from LETBs. NB: this is the ‘locked down’ plan subject to November meetings of Exec and SLT and Board approval in December


Advisory structures

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


Co ordination

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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