Sarah Race, Health Education West Midlands. Slides from Sarah's presentation at the West Midlands 7 Day Services event, 11th June 2014. Event supported by NHS IQ.

1. Workforce Planning for
7 day service
Sarah Race

4. www.hee.nhs.ukwww.wm.hee.nhs.uk
To reduce the size of this file we have replaced the image with a link to the animation:
http://www.kingsfund.org.uk/projects/nhs-65/alternative-guide-new-nhs-england

5. www.hee.nhs.ukwww.wm.hee.nhs.uk
“Aims to ensure organisations strategically plan
to have sufficient staff (clinical and non-
clinical), with the appropriate skills, to meet
the current and future needs of their
population.”
(www.healthcareworkforce.nhs.uk)
What is Workforce Planning?

6. www.hee.nhs.ukwww.wm.hee.nhs.uk
• To ensure the organisation can deliver its business objectives, contributing
to delivering safe, caring, effective and efficient services
• Prevent staffing crises and shortfalls in service
• Make best use of current staff
• Develop new and flexible roles
• To support education commissioning and avoid under/over supply
• Able to respond flexibly to future changes
Why do you need to do it?

7. www.hee.nhs.ukwww.wm.hee.nhs.uk
Collaboration
Integration
System wide
How can Workforce Planning for 7 day service be done?
Define the Plan /
Visioning the future
Assessing Demand
Assessing Supply
Developing an action
plan / Implementation

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• What is the current demand for the service?
• Do we understand who will be accessing the service? Have their needs been taken into
account?
• Have we scoped out the wider implications of 7 day service e.g. impact on Pharmacies,
transport etc.
• What are the workforce implications? What is the gap? Are there any hotspots we need to
take into consideration?
• What is the baseline position and how can we identify early learning from best practice?
• What skills and competences are required to deliver 7 day service?
Assessing Demand (what’s needed)

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• What workforce do we currently have in place to deliver 7 day service?
• What skills and competences do the workforce have? What is the gap between what has been
identified and what is needed?
• Have the new ways of working or new roles in developing 7 day service be explored?
• Data quality (ESR)
• Are turnover, sickness, vacancy, bank and agency spend being monitored and understood?
Assessing Supply (what’s available)

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• How well do the current skills, roles and numbers match the expected service need?
• Has scenario modelling been undertaken to understand the best and worse case scenario?
• What are the timescales for delivery? Has this been mapped to the NHS England guidance?
• Have any solutions to the issues outlined within 7 day service e.g. Education Commissioning,
New roles / new ways of working. Physician Associates, Advanced Practice been considered?
Example: Emergency Medicine
Action Plan / Implementation
To address regional secondary and primary care
workforce shortages, by introducing a skilled non-
doctor workforce, trained to the medical model,
capable of seeing and treating patients in a
generalist or specialist setting.
Physician Associate: Re-launch of regional training and informing / influencing / driving
the national picture.

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• Education Commissioning – robust forecasting
• Engaging with Education Providers over impact of 7 day service – shaping courses
• Working together on skills mix changes
• Sharing and learning best practice Nationally and other LETB’s
• Understanding and interpreting national policy such as the NHS Services Seven Days a Week
Forum documentation
• Support system wide approach – working together
• Workforce Modelling tool
What support can Health Education West Midlands (HEWM)
offer to workforce planning for 7 day service?

12. www.hee.nhs.ukwww.wm.hee.nhs.uk
It is a huge task, its not short term fixes
HOWEVER,
It is achievable if the system works together and shares best practice
In summary ………..