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Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup

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

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Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup

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  1. 2009 Workforce Audit – key findings and recommendations Presentation for hub leads5th November 2009 Maureen Murfin Lindsay Mitchell On behalf of TWD Subgroup

  2. 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

  3. 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)

  4. 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%

  5. 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)

  6. 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

  7. 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)

  8. 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

  9. 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

  10. 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

  11. 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!

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