A cross organisation model of analysing, designing and implementing workforce development in health and social services. Contributor: Scottish Care

1. Workforce Planning
in Practice
Scottish Care
Edinburgh 19 March 2013

2. Workforce Planning
in Practice
Policy
•integration of health and social care
•personalisation & SDS
•Joint Commissioning Strategies
•Reshaping Care for Older People – 4 sector partnerships
Workforce Planning
•deliver the workforce – size, skills & skills mix, structures, locations,
properly deployed & managed
•facilitate recruitment, retention
•facilitate organisational change

3. Workforce Planning
in Practice
NHS and SSSC workforce planning frameworks
Same features and processes, differently structured
NHS - Six Steps Methodology to Integrated Workforce Planning
•Skills for Health - used by NHS and broader health & social services community
•aimed at HR/OD planners – unit, service, range of services, whole organisation
•built around service needs and the skills required to deliver them
•approach feeds into business and financial plans, national or local delivery plans,
operating frameworks, commissioning models and service level agreements
•sets out in a practical framework elements that should be in any organisational
workforce plan, whatever the range of its coverage
•supportive of multi-disciplinary learning, development and working

4. Workforce Planning
in Practice
Six Steps Methodology to Integrated Workforce
Planning
1.defining the plan
2.mapping service change and learning & development
outcomes
3.defining required workforce
4.defining current workforce and resource availability
5.developing an action plan
6.implementation & review

5. Workforce Planning
in Practice
Service Outcomes (exemplar)
1.an increase in support to enable older people in Argyll and
Bute to live independently at home or in a homely setting
2.an improvement in collaborative working across the
partnership so that anticipatory care and self-management
approaches are adopted and provided
3.a reduction in unplanned hospital admissions for older people
in Argyll and Bute
4.a reduction in the number of older people in Argyll and Bute
who stay in hospital once they are declared medically fit for
discharge

6. Workforce Planning
in Practice
Learning & Development Outcomes (exemplar)
1.Appropriate to role and responsibility, ALL PEOPLE involved in the provision of care and
support of older people in Argyll and Bute have the knowledge, skills, values and
understanding to:
a) provide a person centred approach (service outcome 1 and 2)
b) deliver care and support in effective collaboration with others across the
partnership (service outcomes 1, 2, 3 and 4)
c) take responsibility for their own learning and development and demonstrate
continuous improvement in the standard of their practice (service outcomes 1, 2, 3
and 4)
d) recognise that risks are inherent in adult life and work with people who use services;
assess and plan for these risks; and provide support that minimises potential risk to
themselves and others (service outcomes 1, 2, 3 and 4)

7. Workforce Planning
in Practice
2. All ORGANISATIONS in the partnership:
a. develop the conditions and culture in the workplace that support
and enable staff to achieve the service and learning & development
outcomes (service outcomes 1, 2, 3 and 4)
b. deliver the organisational, financial, HR and employment systems
and solutions to provide person centred services and to work in
effective collaboration with others across the partnership (service
outcomes 1, 2, 3 and 4).

8. Workforce Planning
in Practice
Survey of services and L&D:
•Services provided, numbers, job type, locations, L&D existing
and planned, priorities
•Online, hard copy, focus group and individual interview
•NHS and LA – extended through all RCOP workstreams
•Care Inspectorate registered services (LA, Indep, Third)
•Non–registered third sector organisations
•Carers’ Centres

9. Workforce Planning
in Practice
Health and social care staff groupings:
•NHS, LA, Care Inspectorate reg, 3rd Sector non-reg, Carers’ Centres
Direct care + indirect care: (direct care exemplar)
•Staff gp 8: SCQF 12, band 8+. Snr clinicians e.g GPs, consultants, AHPs, other therapeutic. Also, mgrs of direct
health or care services
•Staff gp 7: SCQF 11, band 7. Advanced pract, snr social wrkr, team leader, service mgr
•Staff gp 6: SCQF 9-10, band 6. Nurse, snr/nurse pract, mgr, social wrkr, 3 rd sector co-ord
•Staff gp 5: SCQF 8-10, band 5. Nurse, mgr/dep mgr, unit mgr, social wrkr
•Staff gp 4: SCQF 7-8, band 4. Snr healthcare wrkr, snr care/support wrkr, supervisor, home care org/co-ord,
care home/day care dep, social wrkr assistant, assist pract etc
•Staff gp 3: SCQF 6-7, band 3. Healthcare/snr healthcare wrkr, support/snr support/care wrkr, care/snr care
assist, etc
•Staff gp 2: SCQF 5-6, band 2. Healthcare wrkr, support/care wkr, care/nursing assist, carer, housing support
wrkr, telecarewkr, third sector frontline wrkr/vol etc
•Staff gp 1: band 1, ancill worker. Support wrkr, support assist etc. Unlikely to be many direct care workers at
this band/grade

10. Workforce Planning
in Practice
Survey workforce numbers
Source:
•NHS (staff who work with older people): May 2012
•All registered local authority, independent and third sector services* + LA
central & fieldwork staff - SSSC and Scottish Government: December 2010
•Local authority housing (internal enquiry)
•Non-registered third sector – Argyll Voluntary Action: 2012 survey
•Carers’ Centres: 2012 survey
*care homes, care at home, housing support, day care
Type:
•Staff, volunteers, levels (groupings) and job titles, locations, sectors,
services

11. Workforce Planning
in Practice
Six steps outcomes (summary)
Across whole RCOP programme:
•service needs identified
•learning & development needs identified
•all staff (& volunteers) across all sectors, locations, levels
identified
•L&D gaps identified
•Filled the L&D gaps with mapped L&D programme across all
sectors
•Commenced to deliver L&D in priority areas

12. Workforce Planning
in Practice
WORKFORCE PLANNING CHALLENGES
•social services workforce information
•competing strategies of the partnership agencies
•organisational buy-in
•learning management system
•carers’ organisations and carers
•community capacity