9 th July 2014 The National Perspective Workforce Planning Philippa Spicer Managing Director HE KSS.

9th July 2014

The National Perspective

Workforce Planning

Philippa SpicerManaging Director

HE KSS

www.hee.nhs.ukwww.hee.nhs.uk


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• If we make wrong decisions we risk locking the service into outdated models of care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

Why a 15 year strategic framework?


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

Global drivers of change

Future patients Future workforce

Our Strategic Framework


MANDATE2014/15

Business Plan 14/15

Workforce Planning Guidance

15 YEAR STRATEGIC FRAMEWORK

WORKFORCE PLAN FOR ENGLAND 15/16


Components of the wider workforce planning and development system

HEE / LETB Workforce

Supply Forecasting

Education Commissioning

Education Delivery

Service Provider Workforce

Supply Forecasting

Other Supply Activity Planning

Other Supply Activity Delivery

HEE / LETBs Education Providers

Service Providers

Service Providers (as clinical education providers)

Service Commissioners and

Regulators

Education Regulators

Workforce Demand Planning


Workforce Demand Planning

Workforce Supply Planning

Workforce

Activity

Finance

Primary Care providers

Secondary Care Providers

Tertiary / Specialist Provider

Integrated Pathway Planning Integrated Organisational Planning

Integrated Workforce Demand and Supply Planning

Community / Rehab Provider

Workforce Planning – Integrated Planning Challenges


LocalPlanning

NationalPlanning

Provider Forecasts

LETB Aggregate provider Forecasts

LETB Investment

Plans

England Wide

Forecasts

Workforce Investment

Plan for England

LETB 5 Years Skills Strategies

Call for Evidence

Local Challenge,

triangulation and

moderation

HEE Workforce Planning Process 2013

ALBs, HEEAGs, and

PAF

National Challenge,

triangulation and

moderation

Commissioners HEIs, and Other

Partners

Strategic Intent Document and

Mandate


Current Future

Individual

Family

Population

Social care

Schools

Local authority

3rd sector

Current lens on NHS child health workforce

Medical

Non-Medical

INNOVATION

Health visitors

Paeds

Paed surger

yPaed

cardiology

Child & adolesc

ent psychPaed

dentistryObys &

gynae

School nurses

Social worke

rsChildren's SLT

OrthoptistsPaed

physio

Pharmacy

Children's nurse

CD nurs

e

Child psychotherapy

Unmet and/or unjoined need


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

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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

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‘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

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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 – final Investment Plan submission from LETBs. NB: this is the ‘locked down’

plan subject to November meetings of Exec and SLT and Board approval in December

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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

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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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9 th July 2014 The National Perspective Workforce Planning Philippa Spicer Managing Director HE KSS.

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