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)

“In the middle of difficulty lies opportunity”

A Einstein

wmhub@5bp.nhs.uk