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Workforce planning for seven day service
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Workforce planning for seven day service


Sarah Race, Health Education West Midlands. Slides from Sarah's presentation at the West Midlands 7 Day Services event, 11th June 2014. Event supported by NHS IQ.

Sarah Race, Health Education West Midlands. Slides from Sarah's presentation at the West Midlands 7 Day Services event, 11th June 2014. Event supported by NHS IQ.

Published in Healthcare , Health & Medicine
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  • 1. Workforce Planning for 7 day service Sarah Race
  • 2. To reduce the size of this file we have replaced the image with a link to the animation:
  • 3. “Aims to ensure organisations strategically plan to have sufficient staff (clinical and non- clinical), with the appropriate skills, to meet the current and future needs of their population.” ( What is Workforce Planning?
  • 4. • To ensure the organisation can deliver its business objectives, contributing to delivering safe, caring, effective and efficient services • Prevent staffing crises and shortfalls in service • Make best use of current staff • Develop new and flexible roles • To support education commissioning and avoid under/over supply • Able to respond flexibly to future changes Why do you need to do it?
  • 5. Collaboration Integration System wide How can Workforce Planning for 7 day service be done? Define the Plan / Visioning the future Assessing Demand Assessing Supply Developing an action plan / Implementation
  • 6. • What is the current demand for the service? • Do we understand who will be accessing the service? Have their needs been taken into account? • Have we scoped out the wider implications of 7 day service e.g. impact on Pharmacies, transport etc. • What are the workforce implications? What is the gap? Are there any hotspots we need to take into consideration? • What is the baseline position and how can we identify early learning from best practice? • What skills and competences are required to deliver 7 day service? Assessing Demand (what’s needed)
  • 7. • What workforce do we currently have in place to deliver 7 day service? • What skills and competences do the workforce have? What is the gap between what has been identified and what is needed? • Have the new ways of working or new roles in developing 7 day service be explored? • Data quality (ESR) • Are turnover, sickness, vacancy, bank and agency spend being monitored and understood? Assessing Supply (what’s available)
  • 8. • How well do the current skills, roles and numbers match the expected service need? • Has scenario modelling been undertaken to understand the best and worse case scenario? • What are the timescales for delivery? Has this been mapped to the NHS England guidance? • Have any solutions to the issues outlined within 7 day service e.g. Education Commissioning, New roles / new ways of working. Physician Associates, Advanced Practice been considered? Example: Emergency Medicine Action Plan / Implementation To address regional secondary and primary care workforce shortages, by introducing a skilled non- doctor workforce, trained to the medical model, capable of seeing and treating patients in a generalist or specialist setting. Physician Associate: Re-launch of regional training and informing / influencing / driving the national picture.
  • 9. • Education Commissioning – robust forecasting • Engaging with Education Providers over impact of 7 day service – shaping courses • Working together on skills mix changes • Sharing and learning best practice Nationally and other LETB’s • Understanding and interpreting national policy such as the NHS Services Seven Days a Week Forum documentation • Support system wide approach – working together • Workforce Modelling tool What support can Health Education West Midlands (HEWM) offer to workforce planning for 7 day service?
  • 10. It is a huge task, its not short term fixes HOWEVER, It is achievable if the system works together and shares best practice In summary ………..