1 Chris Loughlan Head Research & Labour Market Intelligence Skills for Health.
-
Upload
alban-long -
Category
Documents
-
view
221 -
download
0
Transcript of 1 Chris Loughlan Head Research & Labour Market Intelligence Skills for Health.
1
Chris Loughlan
Head Research & Labour Market Intelligence
Skills for Health
2nd Annual National Workforce Planning Conference
Skills and ProductivityThe Career Framework: an enabling
construct
Chris Loughlan
Head Research & Labour Market I ntelligence
Skills for Health
2
Structure
• Broad context• Specific context• Definitions• SfH Progress/outputs• Resources• Summary• Key contacts
5
“Delivering for Health”
“Our aim is to improve the health of the people of Scotland… with a shift towards preventative medicine and more continuous care in the community.”
Nov 2005
diabetes, arthritis, rheumatism, high blood pressure
Longevity is rising… but only for someChronic disorders
By 2030 one in four over 65… …one in twelve over 80
6
LMI: Demographics Scotland
1/4 million fewer working-age people in by 2027
Scotland the only Western European country with declining births and rapidly ageing population
In the period 1991-2002, recorded births fell by 21%.
The International Longevity Centre-UK and the British Society for
Population Studies seminar 2005 "The Consequences of Declining Birth Rates".
7
With the drive to provide high quality care in the community so that more patients can be treated locally and ……with the demographic challenge of an ageing population,
there is a need to establish what care is available for older people in rural areas and …..
what further training of health and social care professionals is necessary to achieve the goal of local service provision that enables people to remain at home.
8
Productivity
IncreasingSkills
Demand
SkillsAcquisition
SkillUtilisation
“Growth”
Employment Rate
Macro Level* Labour Market
Micro Level* Organisation
TacklingLowSkill
Traps
MicroOrg’l
Strategy
MacroInnovation
Policyetc
9
Productivity
1) Working ‘smarter’: - efficient (e.g. unnecessary procedures)- effectively (evidence based guidelines);
reducing harm
2) Working ‘faster’: - process redesign (e.g. patient pathways)
3) Workforce redesign: modernisation
4) Increase Nos of staff5) Reduce service6) Rationing7) Targeting
10
Definitions
• Skill shortages
• Skills gaps
• Latent skill shortages
• w/f planning
• w/f modelling
• Capacity and capability
11
The strongest message from the SSA process is that employers need a more flexible workforce for the future and that the basis for achieving this is through nationally agreed and recognised workforce competences
The SSA embodies Skills for Health’s purpose – to help the whole sector develop solutions that deliver a skilled and flexible workforce to improve health and healthcare. The SSA will help to secure this through a series of UK wide and country specific agreements with partner s across the sector.
12
Latent skills shortages
‘It is clear that we cannot rely on increasing staff numbers for evermore. Nor can we rely on the same traditional roles. We need new ways of working to meet the new demands made of a modern health service in Scotland’
The Evolving workforce in National Workforce Plan 2006
Scottish Executive December 2006
13
Workforce planning
The report highlights the activities necessary to develop and sustain these skills (across the “tiers” of service and across the sectors) within the workforce. The experience of preparing this report suggests that there are likely to be significant benefits in adopting an approach to these workforce challenges which extends beyond planning in terms of single professions.
14
Workforce planning
Delivers flexibility around skill demands
Service: affordability: workforce
Transition
Building scale (capacity & capability)
Clinical support
Who is holding macro and micro elements together
Read and absorb the evidence
System change : service and educational provider
15
Workforce planning
• Highly complex
• Time consuming
•Resource implication
• Innovative
• challenging norm
• challenging culture
• Methodology
• Review
• Project management
• Communication
16
workforce planning
• new models are imperative
• build scenarios around service modernisation
• infrastructure [e.g. good LMI]
• support
• tools
• pilot: clinical teams
17
• Enabling skills escalation• Aiding the development of new roles that meet patient needs• Aiding the development of competence based workforce planning.
• Enabling individual career planning.• Acting as a tool for recruitment and retention• Transferability
•Not related to remuneration (Agenda for Change)
21
Competency based workforce planning
• Initial request came from Welsh Cardiac Network• Used Skills for Health competences to support the
bid to the British Heart Foundation for BHF funded HF Nurses
• Cardiac Network wanted to see if competences could be used to underpin all job roles across a service
• Asked SfH for a model
22
STEP 9When planning future service design having done STEP 6
you then need to identify the changes that will
be undertaken to meet future needs
STEP 1Identify the Service
STEP 4Identify total competences
Recorded in Step 3andBreak down into “clinical
Core” and KSF LevelCore 1 to 6
STEP 8Taking the data from STEP 7map the current workforce Against the competences
identified in STEP 6
STEP 7Skills audit of the current
workforce mapped against the appropriate competences
identified in STEP 2
STEP 6
Ensure Clusters are broken down where Necessary to ensure that the scope of
Practice is not too broad or that there are Not too many competences in each
Cluster. Work out how many ofEach cluster is required
STEP 5Using competences in
“clinical core” build initialClusters. Then add in Those relevant from
KSF Core 1 to 6
STEP 3Working though relevant
Suites of competences recordCompetences required in
Pathway(s)
STEP 2Map out agreed
patient pathway(s) and record Using SfH electronic tools
Any gaps identified at
STEP 2 suggest a
gap in the S4H
functional map S4H
must be notified
S4H to develop
competences to fill gaps
23
How far have we got?
• Gwent – have identified the pathway and competences
• Shropshire as with Gwent and about to build clusters of competences
• N.Ireland already building clusters of competences
• Scotland – in the process of finding a new site
24
Belfast Renal Service
Work progressing well• Built seven clusters of competence• Workshop Friday to QA outputs so far• Aim is to populate at least one of the
seven clusters with competences from the KSF Core 1 to 6 which in Belfast consists of 140 competences
• After workshop remaining clusters will be completed
25
How did we get to this point?
• We systematically went through a number of suites of competences e.g– renal, clinical health skills,health and
social care• used the electronic tools to record
the competence against the relevant pathway
27
The journey so far
A cu te R e na l S e rv ice2 0 9 c om ps
P la nn e d R e na l S erv ice2 9 9 c om ps
R e na l O u tp a tie n t S erv ice3 5 8 c om ps
R e n a l S e rv ice
28
The journey so far
A cu te R e na l S e rv ice2 0 9 com ps
4 2 4 d iffe ren t co m p ete nces
P la nn e d R e na l S erv ice2 9 9 com ps
R e na l O u tp a tie n t S erv ice3 5 8 com ps
R e n a l S e rv ice
29
The journey so far
A cu te R e na l S e rv ice2 0 9 com ps
C o re1 4 0 com ps
R e n a l sp e c if ic2 0 2 com ps
B u sin e ss a nd A d m in1 5 com ps
M a na ge m e nt a nd Le ad e rsh ip3 9 com ps
R e n a l e sta te s a n d fa cilit ies1 6 com ps
D u s tb in1 2 com ps
4 2 4 d iffe ren t co m p ete nces
P la nn e d R e na l S erv ice2 9 9 com ps
R e na l O u tp a tie n t S erv ice3 5 8 com ps
R e n a l S e rv ice
30
The journey so far
A c u te R e na l S e rv ice2 0 9 c om ps
C o re1 4 0 c om ps
R o u tin e A sse ssm e nt R o utin e Im p le m e n ta tion C o m ple x A sse s sm e nt C o m p le x Im p le m e n ta tion
R e n a l s p e c if ic2 0 2 c om ps
B u sin e ss a nd A d m in1 5 c om ps
M a na ge m e nt a nd Le ad e rs h ip3 9 c om ps
R e n a l e sta te s a n d fa cilit ies1 6 c om ps
D u s tb in1 2 c om ps
4 2 4 d iffe ren t co m p ete nc es
P la nn e d R e na l S erv ice2 9 9 c om ps
R e na l O u tp a tie n t S erv ice3 5 8 c om ps
R e n a l S e rv ice
31
The journey so far
A cu te R e na l S e rv ice2 0 9 com ps
C o re1 4 0 com ps
C lin ica lF o un da tion A
1 2 com ps
C lin ica lF o un da tion B
2 0 com ps
R o u tin e A sse ssm e nt
C lin ica lF o u nd a tio n C
1 5 com ps
R o utin e Im p le m e n ta tion
T ra n sp la n t C lin ic ian2 6 com ps
D ia lys is C lin ic ia n1 1 com ps
C o m ple x A sse ssm e nt
R e n a l C lin ic ian2 7 com ps
T ra n sp la n tC o -o rd in a tion
2 4 com ps
C o m p le x Im p le m e n ta tion
R e n a l sp e c if ic2 0 2 com ps
B u sin e ss a nd A d m in1 5 com ps
M a na ge m e nt a nd Le ad e rsh ip3 9 com ps
R e n a l e sta te s a n d fa cilit ies1 6 com ps
D u s tb in1 2 com ps
4 2 4 d iffe ren t co m p ete nces
P la nn e d R e na l S erv ice2 9 9 com ps
R e na l O u tp a tie n t S erv ice3 5 8 com ps
R e n a l S e rv ice
32
The journey so far
A cu te R e na l S e rv ice2 0 9 c om ps
C o re1 4 0 c om ps
C o m m is s io n edS e rv ic es
4 3 c om ps
C lin ic a lF o un da tion A
1 2 c om ps
C lin ic a lF o un da tion B
2 0 c om ps
R o u tin e A ss e s sm e nt
C lin ic a lF o u nd a tio n C
1 5 c om ps
R o utin e Im p le m e n ta tion
T ra n sp la n t C lin ic ian2 6 c om ps
D ia lys is C lin ic ia n1 1 c om ps
C o m p le x A s se ssm e nt
R e n a l C lin ic ian2 7 c om ps
S u pp o rtS e rv ic es
2 3 c om ps
T ra n sp la n tC o -o rd in a tion
2 4 c om ps
C o m p le x Im p le m e n ta tion
R e n a l s p e c if ic2 0 2 c om ps
B u sin e ss a nd A d m in1 5 c om ps
M a na ge m e nt a nd Le ad e rs h ip3 9 c om ps
R e n a l e sta te s a n d fa cilit ies1 6 c om ps
D u s tb in1 2 c om ps
4 2 4 d iffe ren t c o m p ete nces
P la nn e d R e na l S erv ice2 9 9 c om ps
R e na l O u tp a tie n t S erv ice3 5 8 c om ps
R e n a l S e rv ice
33
Post workshop
• Need to decide how to finish building the competence clusters– Has the work we have done so far proved “fit
for purpose”– Do we continue with this methodology
• We will also need to work out how many of the different clusters would be needed
• Undertake a Skills Audit of existing workforce
34
SfH Resources
• Technical
• Human Key contacts
SfH Support
Tools
Case Studies
Reports
Competency Fmk
Career Fmk
36
•Competence search
•NHS KSF competency mapping
•Roles profiles
•Team profiles
•Competency clusters
•Self assessment
•Team assessment
38
Summary
• Productivity
• Flexible workforce
• Career Framework
• Competence-based workforce planning
• Collaboration
39
Key Contacts
Maggie Havergal [email protected]
Chris Loughlan [email protected]
www.skillsforhealth.org.uk