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Chris Loughlan

Head Research & Labour Market Intelligence

Skills for Health

2nd Annual National Workforce Planning Conference

Skills and ProductivityThe Career Framework: an enabling

construct

Chris Loughlan

Head Research & Labour Market I ntelligence

Skills for Health

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Structure

• Broad context• Specific context• Definitions• SfH Progress/outputs• Resources• Summary• Key contacts

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Introduction: SfH’s Terrain

“Growth”

Other Drivers

Skills

Productivity Employment

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“Delivering for Health”

“Our aim is to improve the health of the people of Scotland… with a shift towards preventative medicine and more continuous care in the community.”

Nov 2005

diabetes, arthritis, rheumatism, high blood pressure

Longevity is rising… but only for someChronic disorders

By 2030 one in four over 65… …one in twelve over 80

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LMI: Demographics Scotland

1/4 million fewer working-age people in by 2027

Scotland the only Western European country with declining births and rapidly ageing population

In the period 1991-2002, recorded births fell by 21%.

The International Longevity Centre-UK and the British Society for

Population Studies seminar 2005 "The Consequences of Declining Birth Rates".

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With the drive to provide high quality care in the community so that more patients can be treated locally and ……with the demographic challenge of an ageing population,

there is a need to establish what care is available for older people in rural areas and …..

what further training of health and social care professionals is necessary to achieve the goal of local service provision that enables people to remain at home.

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Productivity

IncreasingSkills

Demand

SkillsAcquisition

SkillUtilisation

“Growth”

Employment Rate

Macro Level* Labour Market

Micro Level* Organisation

TacklingLowSkill

Traps

MicroOrg’l

Strategy

MacroInnovation

Policyetc

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Productivity

1) Working ‘smarter’: - efficient (e.g. unnecessary procedures)- effectively (evidence based guidelines);

reducing harm

2) Working ‘faster’: - process redesign (e.g. patient pathways)

3) Workforce redesign: modernisation

4) Increase Nos of staff5) Reduce service6) Rationing7) Targeting

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Definitions

• Skill shortages

• Skills gaps

• Latent skill shortages

• w/f planning

• w/f modelling

• Capacity and capability

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The strongest message from the SSA process is that employers need a more flexible workforce for the future and that the basis for achieving this is through nationally agreed and recognised workforce competences

The SSA embodies Skills for Health’s purpose – to help the whole sector develop solutions that deliver a skilled and flexible workforce to improve health and healthcare. The SSA will help to secure this through a series of UK wide and country specific agreements with partner s across the sector.

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Latent skills shortages

‘It is clear that we cannot rely on increasing staff numbers for evermore. Nor can we rely on the same traditional roles. We need new ways of working to meet the new demands made of a modern health service in Scotland’

The Evolving workforce in National Workforce Plan 2006

Scottish Executive December 2006

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Workforce planning

The report highlights the activities necessary to develop and sustain these skills (across the “tiers” of service and across the sectors) within the workforce. The experience of preparing this report suggests that there are likely to be significant benefits in adopting an approach to these workforce challenges which extends beyond planning in terms of single professions.

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Workforce planning

Delivers flexibility around skill demands

Service: affordability: workforce

Transition

Building scale (capacity & capability)

Clinical support

Who is holding macro and micro elements together

Read and absorb the evidence

System change : service and educational provider

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Workforce planning

• Highly complex

• Time consuming

•Resource implication

• Innovative

• challenging norm

• challenging culture

• Methodology

• Review

• Project management

• Communication

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workforce planning

• new models are imperative

• build scenarios around service modernisation

• infrastructure [e.g. good LMI]

• support

• tools

• pilot: clinical teams

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• Enabling skills escalation• Aiding the development of new roles that meet patient needs• Aiding the development of competence based workforce planning.

• Enabling individual career planning.• Acting as a tool for recruitment and retention• Transferability

•Not related to remuneration (Agenda for Change)

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3 fundamental dimensions

a) scope of practice

b) level of practice

c) context

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Competency based workforce planning

• Initial request came from Welsh Cardiac Network• Used Skills for Health competences to support the

bid to the British Heart Foundation for BHF funded HF Nurses

• Cardiac Network wanted to see if competences could be used to underpin all job roles across a service

• Asked SfH for a model

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STEP 9When planning future service design having done STEP 6

you then need to identify the changes that will

be undertaken to meet future needs

STEP 1Identify the Service

STEP 4Identify total competences

Recorded in Step 3andBreak down into “clinical

Core” and KSF LevelCore 1 to 6

STEP 8Taking the data from STEP 7map the current workforce Against the competences

identified in STEP 6

STEP 7Skills audit of the current

workforce mapped against the appropriate competences

identified in STEP 2

STEP 6

Ensure Clusters are broken down where Necessary to ensure that the scope of

Practice is not too broad or that there are Not too many competences in each

Cluster. Work out how many ofEach cluster is required

STEP 5Using competences in

“clinical core” build initialClusters. Then add in Those relevant from

KSF Core 1 to 6

STEP 3Working though relevant

Suites of competences recordCompetences required in

Pathway(s)

STEP 2Map out agreed

patient pathway(s) and record Using SfH electronic tools

Any gaps identified at

STEP 2 suggest a

gap in the S4H

functional map S4H

must be notified

S4H to develop

competences to fill gaps

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How far have we got?

• Gwent – have identified the pathway and competences

• Shropshire as with Gwent and about to build clusters of competences

• N.Ireland already building clusters of competences

• Scotland – in the process of finding a new site

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Belfast Renal Service

Work progressing well• Built seven clusters of competence• Workshop Friday to QA outputs so far• Aim is to populate at least one of the

seven clusters with competences from the KSF Core 1 to 6 which in Belfast consists of 140 competences

• After workshop remaining clusters will be completed

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How did we get to this point?

• We systematically went through a number of suites of competences e.g– renal, clinical health skills,health and

social care• used the electronic tools to record

the competence against the relevant pathway

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The journey so far

R e n a l S e rv ice

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The journey so far

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The journey so far

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The journey so far

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The journey so far

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The journey so far

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C o m ple x A sse ssm e nt

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The journey so far

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4 2 4 d iffe ren t c o m p ete nces

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R e n a l S e rv ice

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Post workshop

• Need to decide how to finish building the competence clusters– Has the work we have done so far proved “fit

for purpose”– Do we continue with this methodology

• We will also need to work out how many of the different clusters would be needed

• Undertake a Skills Audit of existing workforce

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SfH Resources

• Technical

• Human Key contacts

SfH Support

Tools

Case Studies

Reports

Competency Fmk

Career Fmk

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•Competence search

•NHS KSF competency mapping

•Roles profiles

•Team profiles

•Competency clusters

•Self assessment

•Team assessment

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Resources: technical

Scotlandshared

1234alba

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Summary

• Productivity

• Flexible workforce

• Career Framework

• Competence-based workforce planning

• Collaboration

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Key Contacts

Maggie Havergal maggie.havergal@skillsforhealth.org.uk

Chris Loughlan chris.loughlan@skillsforhealth.org.uk

www.skillsforhealth.org.uk