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Workforce Planning in Practice (WS22)
 

Workforce Planning in Practice (WS22)

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

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

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    Workforce Planning in Practice (WS22) Workforce Planning in Practice (WS22) Presentation Transcript

    • Workforce Planning in Practice Scottish Care Edinburgh 19 March 2013
    • Workforce Planning in PracticePolicy•integration of health and social care•personalisation & SDS•Joint Commissioning Strategies•Reshaping Care for Older People – 4 sector partnershipsWorkforce Planning•deliver the workforce – size, skills & skills mix, structures, locations,properly deployed & managed•facilitate recruitment, retention•facilitate organisational change
    • Workforce Planning in PracticeNHS and SSSC workforce planning frameworksSame 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 organisationalworkforce plan, whatever the range of its coverage•supportive of multi-disciplinary learning, development and working
    • Workforce Planning in PracticeSix Steps Methodology to Integrated WorkforcePlanning1.defining the plan2.mapping service change and learning & developmentoutcomes3.defining required workforce4.defining current workforce and resource availability5.developing an action plan6.implementation & review
    • Workforce Planning in PracticeService Outcomes (exemplar)1.an increase in support to enable older people in Argyll andBute to live independently at home or in a homely setting2.an improvement in collaborative working across thepartnership so that anticipatory care and self-managementapproaches are adopted and provided3.a reduction in unplanned hospital admissions for older peoplein Argyll and Bute4.a reduction in the number of older people in Argyll and Butewho stay in hospital once they are declared medically fit fordischarge
    • Workforce Planning in PracticeLearning & Development Outcomes (exemplar)1.Appropriate to role and responsibility, ALL PEOPLE involved in the provision of care andsupport of older people in Argyll and Bute have the knowledge, skills, values andunderstanding 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)
    • Workforce Planning in Practice2. 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).
    • Workforce Planning in PracticeSurvey of services and L&D:•Services provided, numbers, job type, locations, L&D existingand 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
    • Workforce Planning in PracticeHealth and social care staff groupings:•NHS, LA, Care Inspectorate reg, 3rd Sector non-reg, Carers’ CentresDirect 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 directhealth 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 careassist, etc•Staff gp 2: SCQF 5-6, band 2. Healthcare wrkr, support/care wkr, care/nursing assist, carer, housing supportwrkr, 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 atthis band/grade
    • Workforce Planning in PracticeSurvey workforce numbersSource:•NHS (staff who work with older people): May 2012•All registered local authority, independent and third sector services* + LAcentral & 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 careType:•Staff, volunteers, levels (groupings) and job titles, locations, sectors,services
    • Workforce Planning in PracticeSix steps outcomes (summary)Across whole RCOP programme:•service needs identified•learning & development needs identified•all staff (& volunteers) across all sectors, locations, levelsidentified•L&D gaps identified•Filled the L&D gaps with mapped L&D programme across allsectors•Commenced to deliver L&D in priority areas
    • Workforce Planning in PracticeWORKFORCE PLANNING CHALLENGES•social services workforce information•competing strategies of the partnership agencies•organisational buy-in•learning management system•carers’ organisations and carers•community capacity