- 98 - Chapter 9 Workforce Workforce Planning is necessary to by etssetcf


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									                                      Commissioning for Health Strategy 2007 - 2012

Chapter 9: Workforce

Workforce Planning is necessary to ensure that future changes are
anticipated and planned and will contribute to patient safety by having the
right skills in place to deliver effective care. This will include planning
education and training needs, making best use of current staff, supporting
business cases and the redesign of services and development of new roles
and relationships.

Locally there is a strong drive towards collaborative working with a range of
agencies within both public and private sectors for the provision of a patient
led healthcare service. Workforce planning and development ensures that the
organisation can accurately forecast workforce requirements to enable staff to
be recruited, trained and retained and supports changes to service delivery.

Key Workforce Elements

1.       Workforce Planning

Sound, systematic forecasting will indicate how current and future skills and
knowledge within the workforce should be developed. A 5 year workforce
strategy has been developed to underpin the SHA Investing in Health
Strategy, this covers Workforce Demand, Workforce Capacity and Workforce

This 5 year strategy will underpin Local Delivery Plans and support the
Provider Workforce plans to support key priorities in Rehabilitation, Health
Visiting Facing the Future, 18 week, Maternity Services, End of Life, Long
Term Conditions including Mental Health, Emergency Care, Common
Assessment and Staying Healthy.

The essential stages of workforce planning follow the SHA 6 steps and
    • Accurate profiling of the current workforce
    • Examination of the skills and competencies of the current workforce.
    • Matching this information with future models of service delivery
       correlating for example: patient pathways, best practice, integrated
       service improvement planning.
    • Gap analysis will then identify future workforce development needs.

2.       Workforce Development

As the service plans and strategies outlined in this document are refined and
implemented, further planning to enable clinical skills development and lead in
times for formal programmes will be critical. There are a variety of ways to
achieve development within the workplace both for individuals and in terms of
organisational development. Key elements will include:

     •   Formal learning, this is structured and may be specifically work-
         enhancing for example courses/qualifications.

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                                        Commissioning for Health Strategy 2007 - 2012

     •   Informal learning which is acquired through interactions within the
     •   To recruit labour from non-traditional sources within the local
         community and to work in partnership with the Local Authority, the
         Learning Skills Council and other health providers to ensure a wider
         participation in learning, so that the growing needs of the healthcare
         sector can be met.
     •   Embed the principles of the Knowledge Skills Framework to ensure
         continuous development of individuals within specific job areas.
     •   Inter-professional Education, which will promote learning across
         professional boundaries.
     •   Developing Leadership and Management Capacity through coaching,
         mentoring and supervision.
     •   Developing Skills through involving Managers and Staff in supporting
         the learning of others.

3. People and Performance Management
The KSF process is now embedded and the Personal Development review
process is following closely. In addition ESR, EKSF and an computerised
evaluation system is in place to support performance management.

4.       Workforce Development Partnership Working

In order to achieve excellence in health care, partnership working is a key
factor where best practice can be shared, resources maximised and expertise
called upon. Economies of scale can be achieved by working in collaboration
with the Community, other Health Providers, Local Universities, Higher
Education and private providers of education and training services..

A Regional Workforce Stakeholder Board has been set up with sub-streams
responsible for Workforce Planning across Coventry and Warwickshire,
Leadership and Management Development and Development of Bands 1.4.

Education and training of health economy staff will focus on preparing those
who need to work in partnership to develop effective working relationships
underpinned by common processes, where possible.

5.       Value for Money

The Workforce Planning and Development Board is determined to achieve
value for money across all the education and training initiatives that it funds.
Innovative approaches to the delivery of training, such as locating learning in
the workplace, e-learning, coaching and competency based approaches are
being developed. Joint programmes of learning have been developed
together with joint working with the SHA .

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                                  Commissioning for Health Strategy 2007 - 2012


Coventry Teaching Primary Care Trust – 5 Year workforce plan 2007- 2010
Investing for Health – Draft Strategy SHA 2007
Coventry and Warwickshire Health Economy Workforce Development
Strategy – 2006
Coventry and Warwickshire Workforce Planning and Development Board --
Investment Plan -- 2008

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