Panel slides - CfWI Annual Conference 2013

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The document discusses challenges facing the health and social care workforce in the UK, including an aging workforce, recruitment difficulties due to low wages, and health and care services still operating in silos. It notes both pessimistic views of the current state of the sector as well as optimistic visions for the future, such as robust career pathways, enhanced training, integrated health and care services, and care being viewed as a respected profession. Panel members from various organizations debated these issues.

Panel and audience discussion, chaired by
Alastair Henderson
Chief Executive
Academy of Medical Royal Colleges
#cfwi2013

Ivor Cawthorn, Head of Joint
Commissioning &
Partnerships, Bournemouth
Borough Council

WE ARE ALL FISHING IN THE SAME POOL
There is a
finite
workforce
Utilise skills &
Competencies
Increasing
ageing
workforce

Patricia Kearney
Director of Innovation and Development
Social Care Institute for Excellence
(no slides)

Gill Bellord
Director of Employment Relations
& Reward
NHS Employers

How many people?
0
0.2
0.4
0.6
0.8
1
1.2
1.4
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
Recruits
Current staff
Headcount

Jeremy Taylor
Chief Executive
National Voices

• Sector dominated by high
level of scandals
• Demoralised staff
• Still commissioned by task
and minute
• Low level personal budgets
or indicative budgets
• Required to do complex
tasks for low wages
• Severe recruitment
difficulties
• Minimal regulatory
• training standard
• Health and care still
• working in silos
Pessimistic v Optimistic
• Robust career pathways – apprenticeships to
senior levels
• Enhanced training requirement and
structured levels
• Clear salary progression from basic living
wage
• Multi-disciplinary teams and multi- skilled
staff
• Integration health and care has really
happened
• Reablement focus, community enriched
• Respected profession and career of choice
• All publically commissioned customers either
personal budgets or indicative budgets
• People willing to pay and value good care.

This document discusses challenges related to poverty, welfare reform, and skills development in Northern Ireland. It notes that skills training is just one part of supporting people into employment. Many people in Northern Ireland lack qualifications and skills, which impacts their earning potential and health. While health issues are a primary barrier to employment, supporting employers to provide reasonable accommodations and linking health and employment services could help more people with work-limiting conditions find jobs. A holistic, person-centered approach is needed to tackle these complex issues.

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Professor Terence Stephenson - CfWI Annual Conference 2013

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The document discusses issues related to the UK's medical workforce. It notes that the population is aging rapidly, with more people over 65 and 85 years old. This will increase demand for healthcare services. Currently, the UK has fewer doctors per capita than most other developed countries. Several medical specialties already have vacancies for trainees and consultants. To meet quality standards, several pediatric subspecialties will need significant increases in consultants. The aging population and moves to a 7 day consultant-led NHS will further increase demand for doctors going forward.

CfWI 2013 poster competition winners

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The document describes the ATP (Approved Training Practice) model introduced by the Yorkshire and Humber Strategic Health Authority to increase primary care training placements, promote interprofessional learning, and create a critical mass of education expertise. The ATP model was established in 2009 and currently includes six hubs with 29 training practices. Placements focus on undergraduate nursing but the model can accommodate other professions. The region prioritizes primary and community care training to address GP shortages, aging workforces, unclear training routes, and lack of training capacity - which the ATP model directly aims to solve.

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The CfWI horizon scanning team has produced a series of posters to represent the key messages from the CfWI report Big picture challenges for health and social care - implications for workforce planning, education, training and development which is due to be published shortly. The posters focus on the five domains of Health Education England's Education Outcomes Framework excellent education competent and capable staff adaptable and flexible workforce NHS values and behaviours widening participation using them as a basis to put forward thought-provoking questions. The posters are available to download below. If you would like to contribute to our horizon scanning work, contact horizonscanning@cfwi.org.uk.

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The document discusses robust workforce planning for the English medical workforce. It outlines the challenges of workforce planning in the health sector due to complex training pathways and uncertainties. It then describes the MDSI project which used a robust workforce planning framework involving horizon scanning, scenario generation, workforce modelling and policy analysis to advise on medical school intakes to 2040. A key part of the framework was developing a system dynamics model to better understand the dynamic behavior of the workforce system over time.

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The CfWI Care Pathways Toolkit

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The document introduces the Later Life Project toolkit, which was developed to help improve care for the elderly population in the UK. It consists of six phases and has produced three main outputs, including an online toolkit built on an eight-stage care pathway workforce planning approach. The toolkit aims to improve standard care pathways by considering workforce skills, competencies, and requirements. It has been tested in Cambridgeshire and is being implemented in South London and Lincolnshire. The toolkit helps map and analyze workforce, identify bottlenecks, conduct gap analyses, and model scenarios to improve patient flow, reduce duplication, and achieve cost savings.

This document discusses ambitions for the apprentices workforce in social care by 2017. It shares that the goal is to double the number of care apprenticeships to 100,000 by 2017. It showcases a supply and demand model for apprenticeships. Survey results are presented finding that most organizations have or are considering an in-house apprenticeship program focused on care and support roles. The session aims to discuss ambitions and targets for the apprentice workforce over the next few years.

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The document summarizes a workforce planning tool called the Maternity Care Pathways (MCP) tool. The MCP tool was developed by the Centre for Workforce Intelligence (CfWI) to help maternity providers analyze and plan their workforce. It provides a visual representation of how staff are deployed along different maternity care pathways. The tool was piloted at 19 sites across the UK and was found to support workforce decision-making and discussions around potential service changes. Based on feedback, the CfWI refined the tool and made it freely available online in 2015.

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1. Traditional workforce planning focuses too much on numbers and makes predictions about the future that may not come to pass given uncertainties. 2. The document proposes using scenarios and modeling to better understand how different factors could impact future demand for skills and competencies rather than just headcounts. 3. It presents an example of modeling pharmacy workforce needs over time under different scenarios that show the range of possible outcomes is much wider than a single prediction, emphasizing the importance of stress testing policies against multiple futures.

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On Thursday 4 June, Matt Edwards, Head of Horizon Scanning and International and Dr Graham Willis, Head of Research and Development presented in the NHS Workforce Village at the NHS Confederation Annual Conference. The talk looked at the CfWI's work on its flagship Horizon 2035 programme and how developments in its methodology have been applied to work being carried out with the World Health Organisation on workforce modelling for the three Ebola-affected countries.

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The document describes a project conducted by the Centre for Workforce Intelligence to review the future supply and demand of the pharmacist workforce in England up to 2040 and inform pharmacist education and training policy. It involved horizon scanning to identify factors influencing the future workforce, developing scenarios for the pharmacist workforce to 2040, and building a system dynamics model to project the pharmacist workforce supply based on factors like student intake, attrition rates, and movement between education/training stages. The model output will help determine appropriate levels of future pharmacist student intake.

Work for tomorrow awards ceremony

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Over the past year, ILC have been running Work for tomorrow – an international innovation competition, supported by the Innovation Resource Center for Human Resources, to identify the most promising solutions adapting to the future of work as we live and work longer. At this awards ceremony and reception, we celebrated the brightest ideas responding to the future of an ageing workforce and announced the competition winners.

Careers & employability pp

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This document discusses careers guidance and employability for young people. It outlines the need for better careers advice due to a mismatch between career expectations and job availability. Schools are now responsible for careers guidance but many lack resources and training. The document proposes that schools commission external career guidance providers and outlines steps to ensure high quality provision through standards, qualifications, and impartiality.

171 muster2014 mc kay

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This document summarizes a collaboration between government, university, training organizations and health services in the Katherine region of Northern Territory, Australia to address workforce development needs. Through the Workplace English Language and Literacy (WELL) program, over 100 participants received foundational skills training over 12 months. Evaluations found the training increased participant confidence, improved daily work, and was seen as culturally safe and addressing learning needs. Collaborators learned that long-term, sustained training is needed and relationships between trainers and participants are key to success. The collaboration aims to continue developing workforce skills.

Swindon Skills and Employment Board

InfluenceSwindon

The document summarizes the priorities and governance structure of the Swindon Skills & Employment Board. It identifies their key priorities as: [1] equipping young people with skills to enter the labor market; [2] ensuring current workforce has skills needed now and in the future through being responsive to business needs; and [3] raising the area's higher skills base. It notes strengths like high employment and productivity but also challenges like skills shortages and gaps hindering growth. Employers are asked to provide feedback, champion the strategy, and support young adults through work opportunities.

State of Care 2014/15

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The document summarizes the state of health care and adult social care in the UK in 2014/15. It finds that while the majority of services were rated as good, there is significant variation in quality across different regions and sectors. Safety continues to be the biggest concern, and strong leadership is crucial for delivering high quality care. The report also encourages further improvements in care through factors like better staff training and recruitment, learning from mistakes, and increased transparency.

Bill Maher, Group CEO, Saolta Health Care Group

Investnet

This document summarizes the transition of hospitals in Ireland from individual hospital management to organized hospital groups, and the establishment of the West/North West Hospitals Group (WNWHG). It outlines the hospitals included in WNWHG, the development of its governance structures and committees, and initiatives to integrate the group and improve standards of care. It also announces that the CEO, Bill Maher, will be leaving WNWHG to lead the new Dublin North East Hospitals Group and help support the continued transition to the group model.

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L1269 - Ageing Workforce July 2006

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The document provides information about a conference on managing an ageing workforce. The conference will take place from July 26-28, 2006 at the Grace Hotel in Sydney. It will discuss strategies for effectively managing an ageing labour market and workforce planning. Topics will include retaining older workers, recruitment and succession planning, health and disability management, and creating flexible workplaces. Speakers will share experiences from organizations like IBM, IAG, and Rio Tinto. There will also be a masterclass on integrating workforce planning to optimize business performance. Attendees can learn how to implement age management strategies to meet evolving workforce demands.

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This document outlines key considerations for developing a workforce strategy for the future. It discusses understanding priorities like integration, diminishing resources, quality and competence, culture and values, and leadership. It emphasizes establishing a baseline of the current workforce, planning with stakeholders, and continuously reviewing and evaluating the strategy as the landscape changes. Quality and competence focuses on having an appropriately skilled workforce to deliver safe services. Culture and values should address commonalities instead of differences. Leadership is crucial and should model accountability, visibility, and succession planning. The strategy must recognize national developments while allowing local implementation and manage the ongoing transition.

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This document discusses issues and ideas regarding the healthcare workforce in 2023. It notes that the workforce will likely be similar but older and more stressed if changes are not made. Opportunities exist to tackle longstanding problems with the current pressure acting as a catalyst for change. The healthcare environment will see an aging population with more long-term conditions. Patients will expect more involvement in their care through technology. The workforce will need to be more integrated across health and social care and have new generalist and advanced skills to meet these changing needs. Effective workforce planning involving multiple stakeholders is needed to reshape roles and the delivery of care for patients.

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The document discusses the challenges and opportunities for developing a high-quality health and care workforce. It emphasizes that developing the right workforce requires having the right values, leadership, capacity, and skills. It highlights how good staff management can improve patient outcomes and experience. Developing a skilled workforce with intelligent kindness is crucial for providing high-quality care, especially for tasks like assisting with eating that require skill. The focus must remain on prioritizing patients' interests and keeping them safe.

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Panel slides - CfWI Annual Conference 2013

1. Panel and audience discussion, chaired by Alastair Henderson Chief Executive Academy of Medical Royal Colleges #cfwi2013

2. Ivor Cawthorn, Head of Joint Commissioning & Partnerships, Bournemouth Borough Council

3. WE ARE ALL FISHING IN THE SAME POOL There is a finite workforce Utilise skills & Competencies Increasing ageing workforce

4. Patricia Kearney Director of Innovation and Development Social Care Institute for Excellence (no slides)

5. Gill Bellord Director of Employment Relations & Reward NHS Employers

6. How many people? 0 0.2 0.4 0.6 0.8 1 1.2 1.4 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 Recruits Current staff Headcount

7. Jeremy Taylor Chief Executive National Voices

8. The House of Care

9. Maria Mills Chief Executive SCA Group

10. • Sector dominated by high level of scandals • Demoralised staff • Still commissioned by task and minute • Low level personal budgets or indicative budgets • Required to do complex tasks for low wages • Severe recruitment difficulties • Minimal regulatory • training standard • Health and care still • working in silos Pessimistic v Optimistic • Robust career pathways – apprenticeships to senior levels • Enhanced training requirement and structured levels • Clear salary progression from basic living wage • Multi-disciplinary teams and multi- skilled staff • Integration health and care has really happened • Reablement focus, community enriched • Respected profession and career of choice • All publically commissioned customers either personal budgets or indicative budgets • People willing to pay and value good care.

Panel slides - CfWI Annual Conference 2013

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