Workforce Development Plan 2004-2007

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Workforce Development Plan 2004-2007

  1. 1. Workforce Development Plan 2004 – 2007 www.essexwdc.nhs.uk
  2. 2. CONTENTS 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 www.essexwdc.nhs.uk
  3. 3. 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 priorities. 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. National Strategy 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. 3
  4. 4. Local Delivery 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 year. 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 considerable benefits. • 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 challenge! • 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 4
  5. 5. Acknowledgements 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. 5
  6. 6. SECTION 2: PURPOSE, FUNCTIONS & VALUES Purpose 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. Prime Functions 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 workforce.  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 programmes.  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 revenue consequence.  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. Values 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. 6
  7. 7. SECTION 3: WORKFORCE DEMAND AND SUPPLY 2004-07 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 process. 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- 7
  8. 8. 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. StaffAmbulance H'care Sciences Support staff Other S, T & Organisation Other Staff Total No of Healthcare Reg AHP's Medical & Reg N&M Admin & Dental Assts S, T & T Staff Support Support Estates &H/V's Nursing T's 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 labour supply. 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. 8
  9. 9. 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. Targets. 1999 Increase as at Total as at March Percentage targets Key staff groups NHS Plan Baseline March 2004 2004 achieved 2004 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 clinical staff 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 9
  10. 10. 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. Growth Figures Consultants Increases since 1997 For Consultant staff it can be seen 200 that there has been a significant 150 increase since 2000/01 100 Consultants 50 0 1998/99 1999/2000 2000/01 2001/02 2002/03 1997/98 2003/04 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 required growth. GPs 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. 60 40 20 GP's 0 -20 1999/2000 1998/99 2001/02 2002/03 1997/98 2000/01 2003/04 Difficulties continue to be -40 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 1000 500 Nurses 0 1997/98 1999/2000 2001/02 2002/03 2003/04 1998/99 2000/01 10 -500
  11. 11. In Nursing and Midwifery significant increases have been made since 1999/2000 [excludes bank and NHS Professionals staff] 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. AHPs Increases since 1997 350 300 250 The growth in the Allied Health 200 AHP's Professionals group has shown 150 100 steady progress over the period. 50 0 1997/98 1998/99 1999/2000 2001/02 2002/03 2000/01 2003/04 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 demand. 11
  12. 12. SECTION 4: STRATEGIC GOALS AND 2004/05 DELIVERABLES 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. 2 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. 12
  13. 13. 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 1 Modernisation Priorities 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 2 In 2004/05 the WDC will: • Develop workforce strategies to reflect the future workforce modernisation requirements for: - S, T & T’s - Pharmacy • 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 and CHD.  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 Board; • Establish an effective database for workforce modernisation developments; • Project-manage nationally funded modernisation projects and the delivery of accelerated development programmes. 13
  14. 14. THREE: INVESTING IN EDUCATION, TRAINING AND DEVELOPMENT  Enhance the quality and expand the volume of Undergraduate (non-medical) Health 1 Commissions to provide a ‘Fit for Purpose’ workforce to contribute to the expanding workforce. 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 Assurance Model. • 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 September 2004. • 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 1 reflects priorities identified through Local Delivery Plans and the work on modernising health services. 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- 3 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 14
  15. 15. 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 September 2004. • 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. 3  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 2004. • 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 2 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 2008’ • 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 July 2004. • Establish a programme to raise awareness of the value of best practice in diversity 15
  16. 16. 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 1 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. Staff Completing Programme 03/04 166 04/05 450 05/06 450  Support the development of ‘Commissioning’ leadership capacity and capability.  Establish programmes to support the development of HRM Capability within Trusts 2 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 strategies. • 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. 2 16
  17. 17. 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) 17
  18. 18. SECTION 5: DEANERY AND NHSU PLANS Deanery 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 aims include:  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 Opportunity’. • 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. NHSU Plans 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: 18
  19. 19. • 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 this. 19
  20. 20. SECTION 6: FINANCE AND PERFORMANCE Introduction This section comprises four sections: 1. Income 2004/2005 2. Planned Expenditure 2004/2005 3. Education Commission Targets 4. WDC Performance Management and Accountability Income 2004/2007 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 60 50 40 2003/04 Business Plan £m 30 Actual (revised) 20 10 0 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 20
  21. 21. £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 CONFEDERATION Budget Overview 2004/2005 Income and Expenditure Summary 1. Income £000 £000 Notes Indicative Allocations Multi Professional Education & 58,676 Training Levy (MPET) 1,435 NVQ/Learning Accounts 873 CPD 416 Other programmes 2,724 1,216 From other WDC’s 1,941 Brokerage b/forward 64,557 2. Expenditure 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 64,557 The ‘Pie’ chart below illustrates the distribution of resources between programme areas: 21
  22. 22. Essex WDC Expenditure Plan 2004/05 Post-Graduate Medical Other Healthcare Professions Other Programme Activity Strategic Change Fund Administrative Costs 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: Pre-Registration Commissions 2004/2005 2004/2005 2005/2006 2005/2006 Commissions FTEs Commissions FTEs Nursing and Midwifery 645 1,707.4 685 1,840 Allied Health Professionals 185 380.7 195 463.7 Healthcare 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. Commissions Commissions 22
  23. 23. 2003/2004 2004/2005 NVQs 1,220 1,342 Learning Accounts 799 677 2,019 2,019 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. 23
  24. 24. 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 CPD MMC Continuing Professional Development Modernising Medical Careers MPET levy 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) in training NHSLA 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 NHS Professionals 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. IWL NSFs 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, LDP Diabetes 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 NVQ National Vocational Qualification LHE Local Health Economies – a group of health 24
  25. 25. Return to Practice Network] Programme to attract trained/registered health staff back into the active workforce WDC 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 for training  Contract for NHS funded education  Focus development of local HR SHRINE strategies [Strategic Human Resource Intelligence Useful References Useful Websites: Essex Workforce Development Confederation NHS Modernisation Agency www.essexwdc.nhs.uk  Changing Workforce Programme  National Primary Care Development Team  National Patients’ Access Team  Clinical Governance Support Team www.modern.nhs.uk Essex Strategic Health Authority NHSU www.essex.nhs.uk www.nhsu.nhs.uk National Primary and Care Trust Development Team www.natpact.nhs.uk Useful Documents: The following documents can be found on: www.essexwdc.nhs.uk or www.essex.nhs.uk 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 25
  26. 26. Priorities and Planning Framework 2003-06 The NHS Modernisation Board’s Annual Report 2003 Workforce Development Confederations’ Functions, Accountabilities & Working Relationships, April 2002 26
  27. 27. SECTION 8: WDC DETAILS 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. Executive Directors Chief Executive Stephen Welfare Director of Workforce Steve Buggle Director of Finance & Performance Charles McNair Director of Education & Training Michelle Gallifent [wef 21.06.04] All based at: Swift House, Hedgerows Business Park, Colchester Road, Chelmsford, Essex, CM2 5PF – 01245 397600 Email format: forename.lastname@essexwdc.nhs.uk Board Members 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 David Hooper Chairman, Basildon & Thurrock General Hospitals NHS Trust Huw Jones Postgraduate Dean, Eastern Deanery David Tidmarsh (Higher Education Institute Representative) Vice Chancellor, Anglia Polytechnic University Lorraine Cabel Director of Modernisation, Essex Strategic Health Authority James Purves 27
  28. 28. Non-Executive Director, Essex Strategic Health Authority Aidan Thomas Chief Executive, Epping Forest PCT Stephen Welfare Chief Executive Steve Buggle Director of Workforce Development Charles McNair Director of Finance and Performance Michelle Gallifent Director of Education and Development Eastern Deanery: Huw Jones Block 3, Ida Darwin Hospital, Fulbourn penny.quayle@asp.nhs.uk Cambridge, CB1 5EE NHSU Lead Essex Anthea Hockly Room 12, Ground Floor, 40 Eastbourne anthea.hockly@nhsu.nhs.uk Terrace, London, W2 3QR Chairs of Locality Workforce Groups North East Essex Brendan Osborne, Chief Executive Brendan.Osborne@colchester-pct.nhs.uk Mid Essex Mike Harrison, Chief Executive Mike.Harrison@maldon-pct.nhs.uk West Essex Aidan Thomas, Chief Executive Aidan.Thomas@epping-pct.nhs.uk South East Essex Malcolm McCann, Chief Executive Malcolm.McCann@cpr-pct.nhs.uk South West Essex Mary-Ann Munford, Chief Executive Mary-Ann.Munford@basildonpct.nhs.uk Mental Health Patrick Geoghegan, Chief Executive Patrick.Geoghegan@southessex-trust.nhs.uk 28

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