workforce modernisation in the nw helen kilgannon assistant director workforce and modernisation
TRANSCRIPT
Workforce Modernisation in the NW
Helen KilgannonAssistant Director Workforce and
Modernisation
Who are we?
What do we do?
NW- Workforce Modernisation
• National Leaders• Only SHA area to have a whole system approach• Roles to meet service needs and improvement to
deliver quality care • 142 Consultant Practitioners• 670 Advanced Practitioner qualified and in training• 2800 Assistant Practitioners qualified and in training
• Including 92 HCS, 26 Radiotherapy and 32 Radiography
QIPP Opportunities
• “A better approach is to look at whether or not staff are doing work that adds value. Eliminating waiting, duplication, unnecessary movement and other sources of waste is a necessary first step”. NHS Confederation (2010)- Dealing with the down-turn
“ more effort must be put into improving existing skills and supporting current staff to be as effective as possible.
Kings fund 2009- NHS workforce planning : limitations and possibilities
Why change skill mix• Maintain a quality service for patients
– Shortages of staff groups– Efficiency – Cost – Improve patient journey- Efficiency
• Staff benefits as a result– Career development opportunities– Skills Escalalator– Staff engagement in change
Skill mix opportunities
• Substitution– Expanding of the breadth of a job; working across professional divides
or exchanging one type of worker for another.• Delegation
– Moving tasks up / down traditional professional ladders• Innovation
– Creating new jobs via the introduction of a new type of worker • Enhancement
– Increasing the depth of a job by extending the role or skills of a particular group of workers
(Definitions taken from Classification of Changes in Skill Mix in Health Care; Sibbald et al, 2004)
Results
• Substitution is a plausible strategy for workforce shortages• Can reduce (wage) costs- under certain circumstances
which can be challenging to meet.• Can improve efficiency- under restricted conditions which
are difficult to meet
• Highly trained workers with greater productivity and a breadth of skill will offer the best value for money(CfWI 2011 Sibbald et al)
How to get it right
• Leadership -HR, Service and OD partnership- Strategy
• Workforce planning- competencies• Clarity of role to be developed• Depth in numbers• Work Based Learning partnership with HEI’s• Qualification is not the end point• Measure benefits • Culture and behaviour
Assistant Practitioners Type of Organisation
Least Most
Teaching Hospital
35 170
Acute Trust 8 118PCT 2 97Mental Health 12 65Social Services (not all engaged)
49 102
Cost to train an Assistant Practitioner approx £13,000
Advanced Practitioners
Type of Organisation
Least Most
Teaching Hospital
3 33
Acute Trust 1 17PCT 1 28Mental Health 0 20
Cost to train one Advanced Practitioner approx £33,120
Consultant Practitioners
Profession North West % & headcountIC 2009
London NHS% & Headcount IC 2009
Nursing & midwifery
120 (12.2%)
238 (24%)
Allied Professionals
15 (7.9%)
36 (20%)
Pharmacy 11 (11.9%)
9 (21%)
Total 146 (11.8%)
283 (23%)
(Gavin- Daley and Mullen 2010)
