Workforce Development Plan
2004 – 2007
Section 1 Introduction
Section 2 Purpose, Functions and Values
Section 3 Workforce Demand and Supply 2004-07
Section 4 Strategic Goals and 2004/05 Deliverables
Section 5 Deanery and NHSU Plans
Section 6 Finance and Performance 2004-07
Section 7 Glossary of Terms and Useful References
Section 8 WDC Contact Details
Workforce Development Plan
2004 – 2007
SECTION 1: INTRODUCTION
Working Together for Workforce
The Workforce Development Confederation (WDC) plays a key strategic role in
developing the workforce for health and social care in Essex. Our remit covers the
whole health and related social care workforce, including the medical workforce, and
depends on enhanced partnerships with a range of statutory and non-statutory
organisations, e.g. prison services and education providers.
In recognition of the central role of workforce in modernising health and social care,
and in accordance with national policy, over the past year, we have integrated even
more closely with the Strategic Health Authority (SHA). We have also strengthened
relationships with Local Health Economies through the establishment of Locality
Workforce Groups [LWGs] each chaired by a local Chief Executive. These arrangements
are helping to ensure that we improve local ownership as well as to more closely align
workforce planning and development activities with Essex wide health system
In 2004/05 we plan to improve our partnerships with other parts of the health and
social care sector in Essex in particular Social Care and the Independent Sector. In
2004/05 our partnership work will focus on 3 priority areas; Leadership and
Management Development; the Wider Health and Social Care Workforce; and
Workforce Modernisation. We are also working closely with the local Learning and Skills
Council, who have prioritised our “sector” [one of their top 2 for this year] and agreed
to work with the WDC as a “gatekeeper” across Essex for developments.
Finally, we have strengthened our partnership with our associated Post-graduate
Medical Deanery and the two neighbouring WDCs whose area they cover. This year we
are seeking to align and synchronise our planning process and timetable as well as
developing shared solutions and consistent policies on medical workforce challenges,
such as the implementation of Modernising Medical Careers (MMC) and the European
Working Time Directive.
The NHS Plan promised to deliver ‘More Staff, Working Differently’ to support NHS
modernisation. HR in the NHS Plan (July 2002) described the HR contribution to
achieving the NHS Plan as founded on four pillars:
Making the NHS a Model Employer
Ensuring the NHS provides a Model Career: The Skills Escalator
Improving Staff Morale
Building People Management Skills
These national strategic imperatives remain and we expect to make our contribution to
their delivery. How we do this in Essex will continue to take account of local
circumstances, pressures and shortfalls. We shall continue to work as a mutually
supportive partnership to secure an affordable and motivated workforce to deliver
quality care for our local population.
In last years published plan we outlined five strategic goals for workforce development
in Essex. One year on, we believe these goals continue to be the right ones, although
we have modified them again to reflect current national strategy and changing local
circumstances. For example, now we have achieved the 2004 workforce number targets
set by the NHS nationally, we have adjusted our first goal ‘Expanding the Workforce’ to
better reflect the Essex reality of delivering locally planned workforce numbers, whilst
improving skill mix and developing new ways of working. The local Workforce
Modernisation Programme will be our top priority for 2004/5 where we plan to invest
the major part of our development funds and strengthen our management focus this
The other 4 priorities highlighted in the plan are:
• Pay Reform – the implementation of the 3 big reforms, the consultant
contract, Agenda for Change and the new GMS contract, will be complex
and demanding this year, particularly as we must seek to maximise the
• Education and Training Contracts – this year we are undertaking a major
review of our undergraduate and postgraduate contracts which is where we
spend the bulk of our funds. The current contract with APU is coming to an
end and we are putting in place a new 5 year rolling contract with effect
from April 2005.
• Expansion of the Future Workforce – as you will see in the plan the growth
in the local workforce in the past 5 years has been amazing. Further growth
of at least 3%, year on year is still required over the next 5-10 years and we
need to ensure that local recruitment and retention strategies are up to the
• Capacity and Capability – Particularly focusing on the agreed Leadership
priorities in the plan.
Our strategic goals are presented as interlocking pieces in a jigsaw of ‘More Staff
Working Differently’, which encapsulates the vision of this WDC. We have made very
good progress towards our strategic goals and will report on this year’s achievements in
our next Annual Report 2003/04 to be published in September. In the following pages,
we describe each goal and outline what we plan to do in 2004/05 in pursuit of them.
We also explain the contribution of 2 of our key partners the Deanery and the NHSU to
meeting our local goals as well as how our expected budget of £63m will be deployed
to make a difference for patients and staff.
To compliment the contents of this plan, we will also be producing more detailed
documents, which will be available on our website on:
• WDC Resources Guide – June 2004
• Essex Workforce Profile and Plan 2004/09 – September 2004
We should again acknowledge the considerable effort and commitment given by our
member organisations to workforce development, which is beginning to be recognised
as crucial to service improvement and financial stability. Such partnership working has
been essential to the preparation of our plans and will characterise future workforce
developments to care better for everyone in Essex.
SECTION 2: PURPOSE, FUNCTIONS & VALUES
The purpose of the WDC is to help secure a skilled, motivated and flexible workforce to
deliver high quality and responsive care now and in the future, working in partnership
with local health and social care employers and with education providers and
commissioners. In short, we primarily see ourselves as a “Strategic Development
Partner” helping to deliver the local Workforce and HR agenda.
Our prime functions are to:
Take a leading role in visioning the future healthcare workforce.
Develop and lead an integrated approach to workforce planning for health and
social care communities.
Have overall responsibility for developing the existing and future healthcare
Promote the development of a shared approach to HR policy and practice.
Establish effective working relationships with the NHSU and with NHS, social
care and allied learning organisations on behalf of our constituent members.
Negotiate, manage and monitor the performance of contracts with education
and training providers, including Further and Higher Education, and support the
modernisation of professional, education and training.
Be responsible for practice placements for all students on NHS and Higher
Education Funding Council for England (HEFCE) funded health care training
Actively promote patient, carer and student input to the development and
delivery of healthcare education and training.
Co-ordinate the strategic management of local learning and education facilities
in the NHS and support capital development plans for those facilities and their
Ensure effective systems and procedures are in place for the financial
management and accountability for all funds for which we are responsible.
Develop appropriate quality assurance and performance management processes
to ensure that investment in workforce development supports the achievement
of the SHA’s strategic goals for health and service improvement.
Our values and leadership style, as part of the SHA, are based on:
Focusing on results - to ensure delivery of the NHS plan in Essex.
Being facilitative, developmental and empowering - devolving power and
involving patients, public, clinicians, managers and staff generally.
Integrity - building up trust through honesty, openness and keeping our word
through actions consistent with what we said we would do.
Consistency - in adhering to the values and principles of the modern NHS.
Learning and Innovating - being prepared to try new things. Learning from
successes and mistakes, spreading best practice, and stimulating enthusiasm for
sharing knowledge and know-how.
SECTION 3: WORKFORCE DEMAND AND SUPPLY
This section outlines some of the key national and local workforce characteristics and
challenges as well as describing the existing plans contained in this year’s Local
Delivery Plan (LDP). The staffing projections are still being refined alongside the LDP
Strategic National Context
The workforce issues facing healthcare employers over the next few years are many, large
and complex. The demand for people is likely to continue to grow at the rate of about 3%
per annum and meeting this demand will be dependent on developing workforce supply,
eliminating vacancies through improved recruitment and retention, reducing skill gaps
through training and education and modernising the workforce.
As a way of meeting this demand, the government has set a number of workforce targets
for the NHS over the period to 2008. A first set of workforce expansion targets were
contained in the NHS Plan and envisaged an overall increase of 36,000 in the 5 years to
2004. This was made up of 20,000 nurses, 7,500 Consultants, 2,000 GP’s and 6,000 allied
health professionals and scientists. These have been followed by further targets for 2005
and 2008 (increases in nursing numbers, for 2005 of 6750 with a further increase of 28,800
between 2005 and 2008). In addition there is a required expansion by 2005 of 27,000
healthcare assistants (HCAs) over the 2002 figure. All these figures are expressed in terms
of headcount rather than whole time equivalents. For all the professions put together, the
grand total of workforce expansion planned for the targets between 1999 and 2008 amounts
to approximately 115,000 staff. This needs to be set in the context of what is affordable by
the NHS and in the context of whether enough new healthcare students are being recruited
to provide the human resources for this planned expansion.
Workforce expansion at an average rate of 3% for the period to 2008 produces an overall
growth of 305,000. This compares with a workforce target increase of 142,000. This
produces a national shortfall of up to 163,000 people.
An upward revision of the existing workforce expansion targets plus additional targets for
groups not covered would not guarantee the right level of expansion to address the
workforce gap. What is required is a large-scale shift in the shape of the workforce such
that there would be less dependence on registered healthcare professionals and rather
more on the other members of staff who can be recruited quickly and who can be
developed to deliver healthcare in a short time scale.
Local Context – Characteristics and Challenges
Achievement of existing workforce targets in Essex has proved difficult and there is nothing
to suggest that this will change in the period of 2008. If the workforce expansion and
investment model holds good Essex’s share of the workforce expansion gap will be
approximately 5,000 people by 2008. Further reduction in unemployment plus the
competition in skilled labour will put additional pressure on this situation and make it more
difficult for healthcare to attract staff in the numbers it requires.
The workforce expansion policy of attracting an ever-growing percentage of an ever-
shrinking population of school, college and university leavers looks unlikely to succeed. To
address this problem in Essex a strategy, which reflects this large-scale shift in the shape of
the workforce to address the workforce gap, is required. Articulation of this gap and
development of a plan to be put in place is a key part of the work required to take place
during this year’s business planning period.
Workforce Profile and Expansion
Essex employs approximately 27,000 healthcare staff (as at 30th September 2003) a
breakdown of these staff by group and organisations is shown in the table below.
Other S, T &
Total No of
S, T & T
Basildon Hosp 0 717 281 154 267 0 G.P 's 851 438 60 96 90 137 58 3149
Basildon PCT 0 42 0 106 5 52 112 53 11 20 0 9 0 410
B, B & W PCT 0 81 0 93 1 74 109 89 22 0 0 9 0 478
C.P.Roch PCT 0 104 0 0 0 82 129 49 28 15 0 10 17 434
Chelm PCT 0 57 0 0 1 70 90 28 0 0 0 0 5 251
Colch PCT 0 190 0 16 6 85 262 205 77 57 0 29 3 930
Epping PCT 0 102 0 0 0 56 121 74 143 38 0 81 0 615
Essex Amb 549 534 177 1 0 0 98 0 0 0 0 0 0 1359
Essex Rivers 0 623 0 10 250 0 1009 395 204 109 110 165 32 2907
Harlow PCT 0 90 0 20 0 47 105 29 0 1 0 0 0 292
Maldon PCT 0 131 6 29 3 45 145 96 54 47 12 5 573
Mid Essex 0 716 51 472 319 0 1086 414 136 157 92 140 19 3602
NEMHPT 0 358 0 73 37 0 685 259 105 63 0 15 0 1595
PAH 0 688 0 434 269 0 712 356 45 68 55 89 0 2716
SEPT 0 345 0 0 26 0 473 386 105 66 0 28 0 1429
S'end Hosp 0 886 433 302 329 0 1079 71 201 76 216 165 12 3770
S'end PCT 0 49 0 68 1 87 173 60 18 1 0 1 0 458
St H A/WDC 0 60 0 0 0 0 0 0 0 0 0 0 0 60
Tend PCT 0 190 0 0 3 73 185 149 21 0 0 12 3 636
Thurr PCT 0 54 0 0 2 67 133 104 112 4 0 32 0 508
Uttlesf PCT 0 73 0 14 1 53 79 58 0 2 0 0 14 294
WB&H. PCT 0 141 35 17 2 75 143 52 14 23 0 25 0 527
Totals 549 6231 983 1809 1522 866 7779 3365 1356 843 563 959 168 26993
Non NHS Sectors
In addition to the above staff, there are significant numbers of staff who are working in the
Social Services, Independent and Voluntary sectors. Although not all of these staff are
considered to be directly employed in ‘Healthcare’, the numbers do serve to illustrate the
total numbers employed in what can be considered to be a competing market in terms of
The breakdown of staff is as follows:
- Social Services – 7790
- Private/Independent – 16000
- Voluntary – 2600
It is the intention to conduct further analysis of these statistics in order to obtain greater
clarity around the customer groups and roles that these staff work in.
NHS Workforce Targets.
As referred to above there are workforce expansion targets for key staff groups such as
consultants, GPs, nurses, ST&Ts and HCAs. In addition there are a range of workforce
expansion targets specific to mental health as identified in the ‘National Mental Health
Workforce Strategy’, e.g. 1000 mental health graduate workers in primary care and 5000
community mental health gateway workers by 2005.
The table below identifies the progression made since 1999 towards the achievement of the
NHS Plan 2004 targets for key staffing groups in Essex.
1999 Increase as at Total as at March Percentage targets
Key staff groups NHS Plan
Baseline March 2004 2004 achieved
Consultants 479 173 180 659 104%
GP's 831 51 53 884 106%
Nurses & Midwives 8332* 1002 1287 9619 128%
Allied Health Professionals 1079 200 200 1279 100%
*Baseline as at 2000
Future Local NHS Plans
There are significant workforce expansion plans to be achieved for key groups as set out in
the tables below.
Consultants 2004/05 2005/06 2006/07
Plan 695 746 798
Required Growth 36 51* 52*
GPs 2004/05 2005/06 2006/07
Plan 916 925 940
Required Growth 32 9* 15*
Nurses 2004/05 2005/06 2006/07
Plan 10019 10312 10619
Required Growth 400 293* 307*
S,T & Ts 2004/05 2005/06 2006/07
Plan 2860 2988 3116
Required Growth 128 128 128
Support to 2004/05 2005/06 2006/07
Plan 10676 10946 N/A
Required Growth 682 270 N/A
* These local workforce expansion plans established for the key staff groups do not reflect
the changes that are taking place within workforce structures. Workforce modernisation
development is bringing about the establishment of many new roles, which support
traditional professional groups. It is therefore likely that the expansion of key staff groups
has to be seen in the wider context alongside the development of new staff groups and
roles and that these growth figures will need to be revised in the light of this.
Increases since 1997
For Consultant staff it can be seen
that there has been a significant
increase since 2000/01
The Consultant expansion plan is challenging in view of the experience of 03/04. The plan
will therefore be disaggregated down to Trust level, to reflect individual plans and Trusts
will be monitored against delivery as part of the performance framework. Work needs to
be undertaken early in 04/05 to establish robust recruitment strategies to deliver the
Following reductions in the numbers
Increases since 1997
of GP’s in 2000/01 & 2001/02 there
have been significant increases in
80 2002/03 & 2003/04.
Difficulties continue to be
experienced in growing the GP
workforce although the planned
growth for 2004/05 is considered to
be achievable. There are however recruitment difficulties coupled with turnover and a
high level of retirements in a number of PCTs, which make the plan more challenging. As
with Consultants the plan will be disaggregated to reflect individual plans and PCTs will be
monitored against delivery as part of the performance framework.
The age profile of the GP workforce indicates the need for further work to be undertaken
on the PCT recruitment and retention strategies. Ongoing difficulties of GP recruitment,
both locally and nationally, throughout the planning period highlight the need to look at
workforce profiling in GP practices. Work undertaken nationally on skill mix in practices
and support structures available to GPs will be piloted in Essex as part of the workforce
strategy for GPs.
Increases since 1997
Nurses and Midwives
In Nursing and Midwifery
significant increases have been made since 1999/2000 [excludes bank and NHS Professionals
There has been significant expansion of the nursing workforce in recent years and this
growth has accelerated due to overseas recruitment. The expansion plan for nursing is
considered achievable. The presence of NHS Professionals and the planned development of
support roles will lead to a reduction of the direct employed nursing workforce. Expansion
of midwives is not identified separately and there are both national and local recruitment
and retention difficulties within this staff group for which it is proposed to develop
separate plans to address them.
Increases since 1997
250 The growth in the Allied Health
200 AHP's Professionals group has shown
100 steady progress over the period.
Greater clarity needs to be given to
the workforce requirements for each of the professional groups that ST&Ts comprise, so
that there is greater awareness of plans and requirements. Recruitment difficulties exist
both nationally and locally with many of these groups and robust recruitment and retention
plans need to be in place with appropriate risk analysis on gaps between supply and
SECTION 4: STRATEGIC GOALS AND 2004/05
ONE:INCREASING WORKFORCE NUMBERS
Develop a plan for the future Essex Healthcare Workforce 1
In 2004/05 the WDC will:
• Map the future workforce supply and demand to better understand the workforce
risks and better inform service plans;
• Work with key stakeholders and other agencies to identify the impact on the
workforce supply and demand of major developments such as:
- Thames Gateway
- M11 Corridor
• Work with Locality Workforce Groups to develop workforce plans to support the
development of the Local Delivery Plans and the production of a 3-year LDP for
2005/08, by June 2004
Develop recruitment and retention plans to deliver key 2005 workforce targets.
In 2004/05 the WDC will:
• Develop a recruitment and retention plan for key staff groups taking into account individual
Trust R&R strategies and Locality workforce plans;
• Continue the development of international recruitment campaigns in Spain and develop further
international recruitment opportunities;
• Project manage the Essex implementation of e-recruitment;
• Promote NHS Careers to the wider population, including targeted work with young people;
• Project Manage the Essex implementation of national Key Worker Housing strategies;
• Promote and monitor the uptake of Department of Health programmes such as The New
Consultant Entry Scheme, Flexible Career Scheme and Managed Placement Scheme.
Improve the quality of workforce information and management to enable more robust
workforce planning and better understanding of workforce issues 3
In 2004/05 the WDC will:
• Establish a more reliable and accurate workforce information baseline for all staff groups to
gain an accurate portrait of the current workforce, which reflects workforce trends;
• Work with Trusts and PCOs to improve the quality and timeliness of workforce information;
• Work with Trusts and PCOs to increase workforce planning capability through the provision of
workshops and individual training.
TWO: MODERNISING THE WORKFORCE
Ensure the effective implementation of the Pay Modernisation Agenda in Essex.
In 2004/05 the WDC will:
• Ensure preparedness for implementation of Agenda for Change by October 2004; 1
• Coordinate and provide training on Job Evaluation and the Knowledge and Skills Framework;
• Support partnership working ensuring the effective operation of the Essex Partnership Forum;
• Ensure that the new consultants’ contract is fully implemented in line with national guidance
and established best practice;
• Work with Trusts to ensure benefits realisation is secured for pay modernisation.
Use the Strategic Change Fund to support the development of Essex-wide Workforce
In 2004/05 the WDC will:
• Work with Trusts to ensure achievement of the EWTD, taking forward the Hospital at Night
project to assist implementation;
• Review the need for and agree with Trusts the need for multi-disciplinary assistant practitioner
and advanced practitioner programmes across Essex, based on future workforce requirements;
• Develop workforce modernisation strategies to support the following Essex priorities:
- Chronic Disease Management
- Tier 2 Services
- Reforming Emergency Care
- Mental Health Transformation
Support the development of Workforce Modernisation Strategies
In 2004/05 the WDC will:
• Develop workforce strategies to reflect the future workforce modernisation requirements for:
- S, T & T’s
• Commission a workforce re-profiling pilot in GP practices using national skill mix project work;
• Support the development and delivery of the workforce plans for the Cardio-Thoracic Centre at
Basildon, reviewing the effectiveness and implementation of the plans;
• Support the development of the ‘Care Group’ workforce providing ongoing support to Cancer
Continue the implementation of the National Changing Workforce Programme working with
Stakeholders and the Modernisation Agency 3
In 2004/05 the WDC will:
• Work with Locality leads and the Modernisation Agency to promote and support the Changing
Workforce Programme, evaluating its impact and producing an annual report for the WDC
• Establish an effective database for workforce modernisation developments;
• Project-manage nationally funded modernisation projects and the delivery of accelerated
THREE: INVESTING IN EDUCATION, TRAINING AND DEVELOPMENT
Enhance the quality and expand the volume of Undergraduate (non-medical) Health
Commissions to provide a ‘Fit for Purpose’ workforce to contribute to the expanding
In 2004/05, the WDC will:
• Undertake a major review of education provision as the largest contract [Anglia Polytechnic
University] is up for renewal on 1 April 2005. The WDC will engage in the process of renewal
in the context of the establishment of a new National Standard Contract and Quality
• Continue to oversee the (first-wave) three-year expansion programme, and to establish a
process for evaluating and awarding (second-wave) expansion programme, which comprises:
o Nursing (80 Commissions)
o Allied Health Professionals (60 Commissions)
o Healthcare Scientists (50 Commissions)
The evaluation and award of the second-wave expansion programme will be completed by
• Support clinical placement expansion projects and review how we might improve the
“clinical placement” experience for students.
Develop and implement an investment plan for the professional workforce that more closely
reflects priorities identified through Local Delivery Plans and the work on modernising health
In 2004/05, the WDC will:
• Vision future education provision with stakeholder involvement, to develop an investment
strategy for April 2005 and beyond for the £5.0m we invest in professional development.
The key stages are:
o Scoping key stakeholder views on future provision – June 2004
o Consulting with stakeholders – September 2004
o Drawing up specification for future provision – December 2004
o Awarding portfolio of future investment – March 2005.
• Implement the £0.7m of ‘flexible programmes’ within the APU contract agreed by the
Education and Training Investment Group.
• Assure Post registration programmes using the national QA model.
Expand the provision and take up of training for the Wider Healthcare Team (pre-
professional workforce) by building on existing programmes and building new ones through
a range of projects.
In 2004/05, the WDC will:
• Expand further NVQs and NHS Learning Accounts into new occupational areas. The
combined target of NVQs and NHS Learning Accounts for 2004/05 remains at 2,019
commissions. It is our intention to expand the NVQ element of the programme by a
further 10% from 1,220 in 2003/04 to 1,342.
• Work with Essex LSC to promote the “Profit from Learning” initiative [NVQ Level2]
and Skills for Life learning, particularly for staff who have been traditionally excluded
from access to qualifications.
• Establish the level of demand and workforce priority for increasing the number of
Health Cadet Schemes from 20 cadets per annum up to a maximum of 60 by
• Broaden access to professional health training and evaluate the benefits of
incorporating Foundation degrees for:
o Part Time Nursing Programmes – September 2004
o Therapy Assistant Programmes – September 2004
o Healthcare Scientist Programmes – September 2004
Support the modernisation the delivery of Education in Health.
In 2004/05, the WDC will:
• Undertake a review of the strategic development of local learning and evaluation
facilities, in support of the capital development proposals of APU and Essex
University by December 2004.
• Explore the contribution of E Learning to Education programmes in Essex by October
• Explore the potential for the development of inter-professional education by
supporting a £50,000 project with local universities.
FOUR: IMPLEMENTING BEST HR POLICY AND PRACTICE
Support the development of Essex Trusts towards “Model Employer” status by building on
existing programmes and developing new projects.
In 2004/5 the WDC will:
• Support, advise and performance manage organisations as they develop action plans
for IWL Practice Plus [national target date for achievement is March 2006]. By March
2005 we expect 2 pilot organisations to have achieved Practice Plus and the
remainder to have made clear progress against their action plans.
• Continue the development of a local model of joint accreditation with Investors In
People and IWL Practice Plus. We aim to have supported 1 pilot Trust to achieve dual
accreditation by March 2005.
• Support a local research project into ‘Best Employer Practices’ to be delivered at our
September Stakeholder Conference, the theme of which is ‘Model Employer Essex
• Undertake a project to evaluate the impact of the childcare strategy on recruitment
and retention within Essex following £1.5 million investment over the last 2 years by
• Establish a programme to raise awareness of the value of best practice in diversity
and equality in employment issues for the delivery of healthcare in Essex.
FIVE: BUILDING CAPACITY AND CAPABILITY
Continue to develop Leadership capacity and capability in Essex in agreed priority areas. The
WDC is continuing to commit £250k per annum to support this objective.
In 2004/5 the WDC will:
• Develop a programme for Senior Clinical Leaders from the outcomes of the work
commissioned from the University of Manchester
• As an early implementer for the new National Management Development Initiative, provide
support for 80 middle level clinicians/managers on this programme.
• Implement “common leadership” activities for Director and Next Step Directors to support
career and succession planning linked to the National Leadership Quality Framework.
• Roll out the ‘Leadership at the Point of Care” programme which is designed to empower
front line staff to transform patient care.
Support the development of ‘Commissioning’ leadership capacity and capability.
Establish programmes to support the development of HRM Capability within Trusts
In 2004/5 the WDC will:
• Develop and promote the new national HR Balanced Scorecard within Essex ensuring its’
consistent application and support benchmarking activities in preparation for its full
implementation in 2005/06. The WDC will make use of the balanced scorecard approach to
promote the use of evidence based HR practice and demonstrate links between service and HR
• Work with the SHRINE Network to participate in the national pilots for the development of HR
capacity in Essex.
Support the National Programme for IT.
In 2004/5 the WDC will:
Work with the Essex IM&T Group to help
• Develop an information management and technology education and development strategy.
• Support the implementation of the strategy via contracts and other resources to help deliver
the European Computer Driving Licence (ECDL)
SECTION 5: DEANERY AND NHSU PLANS
The WDC is covered by the Eastern Deanery which covers Essex, Norfolk, Suffolk and Cambridge and
Hertfordshire and Bedfordshire. The Deaneries prime responsibility is to manage the post graduate training
and education of medical graduates to produce GPs and specialist consultants fit for purpose for the NHS of
the future. They also have a role in continuing education and in appraisal for established GPs. Their stated
Developing capacity and capability to support the modernisation agenda.
Developing potential to manage all formal postgraduate training for health professionals.
Managing training posts and programmes, including recruitment, assessment and development of doctors
in training in hospital and general practice.
Supporting and developing educational leaders and supervisors.
Integrating education with emerging new working arrangements.
The Deanery is increasingly working together on strategic development and on developing common
operational policies with neighbouring Deaneries, particularly London. An organisational map has been
developed which establishes a number of formal collaboration points, providing opportunities for strategic
debate and for endorsing specific proposals.
Deanery Key Objectives
• Continue to work with the SHA and WDC to facilitate change to deliver better patient care
through new ways of working - hospital at night, treatment centres, and in community hospitals
while meeting particularly local medical workforce plans.
• Work with our partners to reform Post-graduate Medical and Dental Education (PGMDE) through
the implementation of Modernising Medical Careers with new foundation and specialty training
programmes, while ensuring working time compliance amongst training grades by 1st August 2005.
• Effective management of training posts and programmes including recruitment, assessment and
development of junior Doctors in hospital and general practice plus identifying the support within
Trusts to ensure development of non-consultant career grades as outlined in ‘Choice and
• Continue to support educational leaders and supervisors with appropriate development
programmes in primary and secondary care with the support of employers, particularly
recognising the impact of the implementation of the new consultant and GP contracts and from
April 2005 a change in dental funding streams to PCTs.
• Continue to develop the Deanery’s support for inter-professional working and learning.
• Continue to support the Essex Primary Care Workforce Group and its investment plans for
improving recruitment and retention.
The Essex WDC sits within the East of England region of NHSU. The region also covers Bedfordshire and
Hertfordshire WDC and Norfolk, Suffolk and Cambridgeshire WDC. The NHSU will be the corporate
university for the NHS but is also charged with improving learning for social care staff. It was formally
launched in November 2003 and has published a strategic plan to cover the years 2003 to 2008.
The main strategic aims include:
• To extend and enhance learning in health and social care.
• To create comprehensive, coherent and high quality learning environments for staff in
health and social care.
• To lead research into learning needs and outcomes.
• To work in partnership with others, particularly patients and service users, to create and
support active learning.
• To work efficiently and effectively learning continuously from partners and practice.
NHSU Key Objectives
• Work with the four current affiliate NHS Trusts to help progress them to corporate membership.
• Expand the number of affiliates and develop networks between them.
• Extend the roll-out of NHSU programmes, and pilots to include:
- 4 completed programmes
- 6 programmes at pilot stage
• To introduce all affiliates to the Information, Advice and Guidance service.
• To continue development of the Learning Adviser orientation programmes, including supporting
an increase of NHSU Learning Advisers from 9 to 30.
• To establish robust communication networks with NHS and Social Care organisations in Essex.
• To develop a learning needs research plan for Essex.
• To support other widening participation initiatives including:
- A second junior scholarship programme
- Skills for life action plans with each affiliate
- Support an Adult Skills pilot project
The role of the NHSU and the Deaneries are currently subject to national reviews which may effect the
plans outlined above. The plans will therefore be subject to ongoing review in 2004/05 in the light of
SECTION 6: FINANCE AND PERFORMANCE
This section comprises four sections:
1. Income 2004/2005
2. Planned Expenditure 2004/2005
3. Education Commission Targets
4. WDC Performance Management and Accountability
The majority of the WDC’s funding is sourced from the Multi-Professional Education and Training (MPET) budget,
with a number of programmes funded from separate streams. Following a national review of MPET resources, the
Department of Health is moving towards formulaic allocations, based mainly on agreed activity levels, but with a
‘discretionary’ element applied to WDCs based on staff numbers employed in the respective health systems.
The table below provides details of the original three year allocations (in blue) that were set out in the 2003/04
Business Plan, together with the actual allocations received in 2003/04 and the indicative allocation for Essex in
2004/2005. The allocation currently stands at £64,557,000 including brokerage of £1,940,500:
MPET Resources 2003-06
2003/04 Business Plan
30 Actual (revised)
2003/04 2004/05 2005/06
There are a number of outstanding issues that may affect the final allocation to the WDC. The key issues are:
• Within central Department of Health budgets, there are significant budgetary pressures and an expectation
that the national MPET budget will contribute to the solution, the consequences of which are that the
previously anticipated growth monies have been reduced. Our original projections have been adjusted
downwards by £2,189,000.
• Fortunately, a number of measures that the Department of Health have taken have partly offset this
reduction, including the withdrawal for 2004/05 of the Pace of Change adjustment (this is worth around
£875,000 to Essex).
• The WDC received transitional support to finance HCA and Therapy Assistant salary support for employees
enrolled on pre-registration Nursing and AHP programmes. The numbers in Essex are proportionally higher
than the nationally applied formula of 18% of student population. This would potentially provide a further
£766,000 income for the WDC.
• We have also received notification of a higher level of funding for growth of 190 commission numbers
across Nursing, Allied Health Professions and Healthcare Scientists (now standing at £906,000).
• The WDC can expect to receive a number of specific national programme allocations at the beginning of
the financial year. i.e: Non medical prescribing
The figures presented here are exclusive of these potential adjustments.
Within ‘Programmed Activities’ are the allocations for CPD (£873,000) and NVQ/Learning Accounts (£1,435,000).
The Childcare Support and the main Recruitment and Retention programmes, previously managed by the WDC, are
being transferred to PCT Commissioning Baselines. A small element of R & R (£122,000) is retained by the WDC to
help in managing the transition.
Planned Expenditure 2004/2005
A summary of planned income and expenditure is shown on the following table:
ESSEX WORKFORCE DEVELOPMENT
Budget Overview 2004/2005
Income and Expenditure Summary
1. Income £000 £000 Notes
Multi Professional Education & 58,676
Training Levy (MPET)
NVQ/Learning Accounts 873
Other programmes 2,724
From other WDC’s 1,941
Brokerage b/forward 64,557
Post Graduate Medical 27,826
Other Healthcare Professions 29,968
Contingency Reserve 848
Programmed Activity 3,465
Strategic Change Fund 1,500
Administrative costs 950
The ‘Pie’ chart below illustrates the distribution of resources between programme areas:
Essex WDC Expenditure Plan 2004/05
The majority of the largest segment, Post Graduate Medical Education, is accounted for by the salary cost of
Doctors in training. The Other Healthcare Professions segment comprises tuition costs and salary support for pre-
registration programmes together with the investment programme for post registration education. The Other
programmes segment includes NVQ/Learning Account and Continuing Professional Development budgets. The
Strategic Change Fund segment provides a central resource to enable the WDC to target support for Essex-wide
workforce development and modernisation priorities throughout the year. The core Administrative Cost segment
is set at £950,000, which is equivalent to 1.5% of total 2004/05 resources.
The WDC in setting provisional budgets has ensured that all core commitments have been provided for with an
allowance for prevailing pay and non-pay inflation.
Education Commission Targets
The WDC commissions a range of pre-registration Health programmes summarised in the table below:
Commissions 2004/2005 2004/2005 2005/2006 2005/2006
Commissions FTEs Commissions FTEs
Midwifery 645 1,707.4 685 1,840
Professionals 185 380.7 195 463.7
Scientists 76 119.6 80 123.6
The above table includes the additional commission numbers resulting from the expansion of existing programmes
and the development of new programmes for Radiography, Physiotherapy and Nursing. The majority of activity is
through Anglia Polytechnic University/Colchester Institute, but October 2004 will see the introduction of a new
‘Common Learning’ Programme for Nursing and Physiotherapy (60 commissions per annum) at the University of
Essex. The table also includes contracts held with the University of Hertfordshire for Physiotherapy (58
commissions per annum) and Clinical Psychology (12 commissions per annum).
The WDC has requested further allocations for Nursing, Allied Health professionals and Healthcare Scientists,
details of which should be confirmed by the DH in April 2004.
NVQ/Learning Accounts: The WDC has £1,435,000 available to support activity in the County. Essex’s share of the
National Commissioning target is 2,019. The intention is to grow the NVQ part of the total.
NVQs 1,220 1,342
Learning Accounts 799 677
WDC Performance Management and Accountability
The WDC Board has established a system of Performance Management, which comprises:
• Monthly Financial Reporting
• Quarterly Internal Business Plan Performance Monitoring
• Quarterly Workforce Target Reporting
• Routine reports on key areas of activity e.g. Education commissioning
The WDC has established and integrated a system of Risk management within the SHA process.
The WDC accountability to the SHA is managed through:
• Six weekly meetings of SHA Chief Executive with the Chair and Chief Executive of the WDC
• The Annual Accountability Review with the SHA
Discussions are based on priorities established through the Business Plan process.
Two Stakeholder events are held each year, which focus on key WDC programme areas.
SECTION 7: GLOSSARY OF TERMS AND USEFUL REFERENCES
Glossary of Terms
Academy and social care organisations, which
A network of learning and teaching centres together deliver pathways of health and
for healthcare students and staff, being social care to a local population
developed in partnership with universities
and colleges LWGs
Local Workforce Groups – 6 representative
AHPs groups of stakeholders responsible for
Allied Health Professionals - Professional identifying, planning for and actioning local
non-medical and non-nursing staff, e.g. workforce development to support local
physiotherapists, occupational therapists workforce and health improvement
Continuing Professional Development Modernising Medical Careers
EWTD Multi Professional Education and Training
European Working Times Directive – levy – formed April 2001, replacing previous
particularly relevant to the hours of doctors levies (NMET, SIFT, MADEL)
Health Cadet NHS Learning Accounts – funding for health
Modern apprentice scheme for 16 – 18 year staff without a professional qualification to
olds to access pre-registration nursing enable access to learning opportunities
HR Strategy Scheme to co-ordinate the NHS approach to
Strategy developed centrally to underpin temporary staffing
the workforce element of delivery of the
NHS Plan NHSU
A corporate body for the NHS which will
Investors In People (IIP) provide access to all health staff for
National award recognising ‘good’ lifelong learning from basic skills to
employers who deploy best employment postgraduate and CPD. Its first programmes
practice commenced in Autumn 2003.
Improving Working Lives – A strategy for all National Service Frameworks – 10 year
NHS employers to achieve ‘Good Employer’ strategies for chronic diseases or diseases
status affecting large numbers of the population
e.g. Mental Health, Coronary Heart Disease,
Local Delivery Plan, previously known as
Health Improvement and Modernisation
Plans (HiMP), - a local plan for the health
service combining financial, workforce and
activity strategy to deliver service
improvement over the next three years
National Vocational Qualification
Local Health Economies – a group of health
Return to Practice Network]
Programme to attract trained/registered
health staff back into the active workforce
Workforce Development Confederation - co-
SHA ordinates NHS and other health related
Strategic Health Authority – 28 NHS bodies employers to:
across England, responsible for strategic Ensure coherence in identifying staffing
planning and performance management requirements
Provide information to support planning
Contract for NHS funded education
Focus development of local HR
[Strategic Human Resource Intelligence
Essex Workforce Development Confederation NHS Modernisation Agency
www.essexwdc.nhs.uk Changing Workforce Programme
National Primary Care
National Patients’ Access Team
Clinical Governance Support
Essex Strategic Health Authority NHSU
National Primary and Care Trust Development Team
The following documents can be found on:
Essex Local Delivery Plan
Annual Reports of the Care Group Workforce Teams
Delivering the NHS Plan
-Next Steps on Investment
-Next Steps on Reform
HR in the NHS Plan
Improving Working Lives in the NHS
Investment and Reform for NHS Staff - Taking forward the NHS Plan
Making a Difference – Strengthening the nursing, midwifery and health visiting contribution to
health and healthcare
Priorities and Planning Framework 2003-06
The NHS Modernisation Board’s Annual Report 2003
Workforce Development Confederations’ Functions, Accountabilities & Working
Relationships, April 2002
The following have leadership roles in workforce development in Essex and are all members of the
WDC Board. For information on membership of Local Workforce Development Groups and core
workforce development groups, please refer to the WDC website.
Chief Executive Stephen Welfare
Director of Workforce Steve Buggle
Director of Finance & Performance Charles McNair
Director of Education & Training Michelle Gallifent
All based at: Swift House, Hedgerows Business Park, Colchester Road, Chelmsford, Essex,
CM2 5PF – 01245 397600
Email format: firstname.lastname@example.org
David Barron, Chair
Chair, Uttlesford PCT
Patrick Geoghegan, Vice Chair
Chief Executive, South Essex Partnership NHS Trust
Mary St Aubyn
Chairman, North Essex Mental Health Partnership NHS Trust
Ian Barber (Learning and Skills Council Representative)
Unison Eastern Region
To be appointed (Independent Sector Representative)
Hospital Manager, The Oaks Hospital, Colchester
Liz Chidgey (Strategic HR Manager)
Social Services, Essex County Council
Sally Gooch (Chair, Allocations Group)
Director of Nursing & Workforce Development, Mid Essex Hospital Services NHS Trust
Chairman, Basildon & Thurrock General Hospitals NHS Trust
Postgraduate Dean, Eastern Deanery
David Tidmarsh (Higher Education Institute Representative)
Vice Chancellor, Anglia Polytechnic University
Director of Modernisation, Essex Strategic Health Authority
Non-Executive Director, Essex Strategic Health Authority
Chief Executive, Epping Forest PCT
Director of Workforce Development
Director of Finance and Performance
Director of Education and Development
Eastern Deanery: Huw Jones
Block 3, Ida Darwin Hospital, Fulbourn email@example.com
Cambridge, CB1 5EE
NHSU Lead Essex Anthea Hockly
Room 12, Ground Floor, 40 Eastbourne firstname.lastname@example.org
Terrace, London, W2 3QR
Chairs of Locality Workforce Groups
North East Essex Brendan Osborne, Chief Executive
Mid Essex Mike Harrison, Chief Executive
West Essex Aidan Thomas, Chief Executive
South East Essex Malcolm McCann, Chief Executive
South West Essex Mary-Ann Munford, Chief Executive
Mental Health Patrick Geoghegan, Chief Executive