Date of presentation Workforce Strategy Trish Knight Director of Workforce, Quality & Education Health Education East Midlands

Date of presentation

Workforce Strategy

Trish Knight Director of Workforce, Quality & EducationHealth Education East Midlands

www.hee.nhs.ukEast Midlands Local Education and Training Board

Some of the myths:

Workforce planning is• All about numbers• Can be done in a ‘cupboard’• More connection with policy than patients• There is only one tool in the toolkit

• A workforce strategy is the same as a workforce plan


Workforce Strategy


One GoalTo develop a high quality, safe and sustainable workforce to meet the healthcare needs of the people of the East Midlands One Vision

High quality education and training for students, trainees and staff, leading to improved outcomes for patients across the East Midlands. One Network

Bringing health communities together as East Midlands LETB– Derbyshire, Leicestershire and Rutland, Lincolnshire, Northamptonshire and Nottinghamshire

www.hee.nhs.ukEast Midlands Local Education and Training BoardEast Midlands Local Education and

Training Board

http://www.kingsfund.org.uk/time-to-think-differently/timeline




Starter questions

Professional Summits

Strategy Development

day

Finalsubmission

August September October November December January February March April May June

How?

Investing in building our CAPACITY

1) Find the right balance between the specialist and the generalist workforce

2) Create an environment that enables staff to work across organisational boundaries

3) Develop a more responsive workforce

4) Develop the optimal skill mix to deliver the best possible care for patients

5) Provide a workforce in the best location to deliver care

6) Nurture and value the future workforce

Investing in building our CAPABILITY

1) Foster creative ideas, ways of working and educational interventions to make the future better for patients

2) Develop a more skilled and better utilised educator workforce which is a model of excellence for students, trainees and preceptees

3) Develop a workforce who can create therapeutic relationships to enhance health improvements

4) Equip the workforce with the appropriate clinical leadership skills to deliver high quality services built around patients

5) Develop multi-professional, multiagency team working to deliver better patient care

6) Develop opportunities for career progression with consistent and well defined roles

Investing in building the best behaviours

1) Build an open, compassionate workforce in all organisations

2) Ensure everyone is accountable for upholding the NHS Construction

3) Ensure lifelong learning is the norm


What next?

• We need to relate everything we do back to the strategy!

• Review all our work streams

• Use the strategy as a resource and reference tool

• Year on year improve our workforce planning


Workforce Planning

www.hee.nhs.ukEast Midlands Local Education and Training BoardIndicative Plan- For internal HEE only


Summary of Education Commissioning Process (East Midlands LETB)

A series of professional focused meetings are held to

extrapolate relevant details from the discussions,

workforce plans and national drivers to inform the

decisions on the numbers to commission for the future

workforce and where appropriate the type of course e.g. Bachelors or

Masters level. The attendees at these sessions

participate in a robust discussion, prior to the

decision being taken to the governing body for

ratification. From this point the HEIs are engaged in the

discussions on implementing the outcomes of the process.

Commissioning Events(Aug – Sept)

The main themes of these plans from across the East Midlands forms the basis

of the Care Pathway workshops held during

July and August, with contribution from

stakeholders , in relevant the professions and organisations. The

workshops hosted in 2013 were: Children’s Health,

Maternity and New born, Mental Health, Learning

Disabilities, Prevention and Primary Care and

Planned Care.

Care Pathway Workshops(July – August)

The countywide workforce plans are

produced in partnership with

stakeholders across the community by the workforce team. The

plans link with the service commissioners

intentions and priorities, this includes

across health and social care

organisations.

LETC workforce plans(June)

Indicative Plan- For internal HEE only

6 C’sCare Compassion

Care is our business and that of our organisations and the care we deliver helps the individual person and improves the health of the whole com-munity. Caring defines us and our work. People receiving care expect it to be right for them, consistently, throughout every stage of their life.

Compassion is how care is given through relationships based on empathy, respect and dignity – it can also be described as intelligent kindness, and is central to how people perceive their care.

• Increased availability of theatres impacts on workforce capacity• Midwifery sonographers facilitate patient continuity• Occupational Therapist and Physiotherapy input speeds up discharge• Moving specialists and generalists from secondary care into community

to improve patient access and choice• Move to a seven day services and extended hours for all rehabilitation

services• Assistant practitioners key to delivering care in hospitals and in the

community• Need to develop support mechanisms for lone workers in the

community• Improve use of public health observatory data to inform workforce

planning • Personalised budgets increase the number of Personal Assistants

providing care in the community • Increased Multi-professional/ multi-agency working, should be reflected

in education and learning • Developing effective therapeutic relationships – holistic assessment and

treatments• Gap in the therapists workforce with specialist skills to care for complex

children• Challenges in full time obstetric consultant recruitment (part time and

increased female workforce)

• The role of student ’Care makers’• Patient involvement in recruitment • Recruitment for values and behaviours• A focus on staff motivation • Quality of applicants to healthcare roles• Focussing on the symptoms and needs of individuals and not their

diagnosis • Organisational culture, leadership and permission to raise concerns • Releasing time to care and time to talk to patients• Care co-ordinator and navigator roles are essential to patient continuity

and improving access to services• Mentors should be valued and motivated to provide a positive student

experience• Skills on communication, information to meet increasing expectations • Consider aspects of developing personal resilience to maintain values

and motivation at work • Healthcare staff have the intuitive skills to understanding the ethnic

diversity, decision making and patient choice ( Death by indifference)• Value based approach mirrored in the culture of educational and

learning environment

14Indicative Plan- For internal HEE only

6 C’sCourage Communication

Courage enables us to do the right thing for the people we care for, to speak up when we have concerns and to have the personal strength and vision to innovate and to embrace new ways of working.

Communication is central to successful caring relationships and to effective team working. Listening is as important as what we say and do and essential for “no decision about me without me”. Communication is the key to a good workplace with benefits for those in our care and staff alike.

• Social Enterprise enables flexibility• AHPs need courage to challenge and influence internally within

organisations• HVs to provide extended service prevention in admissions to A&E• Retention incentives required to keep workforce in East Midlands• Need to link with local authority workforce planning • Organisations enable staff the ‘freedom to act’• Staff to see themselves as leaders of care• Workforces changes to provide alternative respite care at home for

complex needs• AQP –how do we develop the workforce and secure clinical placements• Promote and develop skills in autonomy and working differently ‘let go’• Move away from a medical model and develop advanced skills in

workforce with truly devolved autonomy• Increase inter-professional learning • Increase the utilisation of rotational post to support an increase in

generalists across the workforce

• Strengthen and maintain professional networks especially for smaller professions

• Skills in new technology - telemedicine, telephone follow up, Skype assessments

• Timely access to results • Knowing who is who and who is involved in care• Improve transition between services child to adult• Understand how changes in Local Authority workforce impact on the

health workforce, eg teaching assistants who are often educated to continue delivering care given by speech and language therapists

• Increase in virtual teams to prevent crisis• Increase in learning difficulty skills in the generalist workforce• Relationships between service and HEIs key for accrediting

work/practice based learning• Strong mentorship and valuing students across organisational

boundaries• Career choice opportunities to enable choice and lower attrition “a day

in the life of a ………………”


6 C’sCompetence Commitment

Competence means all those in caring roles must have the ability to understand an individual’s health and social needs and the expertise, clinical and technical knowledge to deliver effective care and treatment based on research and evidence.

A commitment to our patients and populations is a cornerstone of what we do. We need to build on our commitment to improve the care and experience of our patients, to take action to make this vision and strategy a reality for all and meet the health, care and support challenges ahead.

• Changing skills and competencies to meet community healthcare needs • Recognise the AHP contribution to providing value for money services

with better patient outcomes• Move to true multi-disciplinary and integrated working • Increased clinical skills for community children’s workforce for children

who are technology dependent• Support and education for families in accessing and escalating care

needs• Workforce expansion of advanced practitioner to maintain patient care

in light of medical recruitment challenges• Impact of Winterbourne, Francis, Berwick and Cavendish

recommendations• Personal Assistant competence and registration• Numeracy standards• Move towards all students having a community placement • Preceptorship is key to ensuring workforce competence• Medicines management training for pharmacy technicians• Demand for multi-professional advanced practice roles/skills• Practice based delivery of education• Maintaining competence in highly specialist but smaller professions such

as Speech and language therapy• Use of shadowing – ‘buddies’

• Leaders and Managers must be dedicated to service transformation and change

• Organisational culture “allowing” staff to learn and develop new skills and utilise learnt leadership and change management tool skills

• Promote and encourage the willingness of the workforce to become mentors and supervisors

• Acknowledgement and expectation of all staff that teaching and training the future workforce is everyone's responsibility

• Recruitment and retention of the workforce is challenging for the East Midlands

• Changes to work-life balance is affecting the capacity of all medical specialities

• Organisational commitment to train wider than own organisational boundaries

• Leadership theory training is readily available, need to improve practice based learning , action learning coaching and opportunities to gain experience in clinical environments

• University tutors and trainers should value students and role model positive values and behaviours

• Service change to achieve care closer to home



Your LETB needs you!

Documents

Date of presentation Workforce Strategy Trish Knight Director of Workforce, Quality & Education Health Education East Midlands