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Workforce Modernisation in the NW
Helen KilgannonAssistant Director Workforce and
Modernisation
Who are we?
What do we do?
NW- Workforce Modernisation
• National Leaders• Only SHA area to have a whole system approach• Roles to meet service needs and improvement to
deliver quality care • 142 Consultant Practitioners• 670 Advanced Practitioner qualified and in training• 2800 Assistant Practitioners qualified and in training
• Including 92 HCS, 26 Radiotherapy and 32 Radiography
QIPP Opportunities
• “A better approach is to look at whether or not staff are doing work that adds value. Eliminating waiting, duplication, unnecessary movement and other sources of waste is a necessary first step”. NHS Confederation (2010)- Dealing with the down-turn
“ more effort must be put into improving existing skills and supporting current staff to be as effective as possible.
Kings fund 2009- NHS workforce planning : limitations and possibilities
Why change skill mix• Maintain a quality service for patients
– Shortages of staff groups– Efficiency – Cost – Improve patient journey- Efficiency
• Staff benefits as a result– Career development opportunities– Skills Escalalator– Staff engagement in change
Skill mix opportunities
• Substitution– Expanding of the breadth of a job; working across professional divides
or exchanging one type of worker for another.• Delegation
– Moving tasks up / down traditional professional ladders• Innovation
– Creating new jobs via the introduction of a new type of worker • Enhancement
– Increasing the depth of a job by extending the role or skills of a particular group of workers
(Definitions taken from Classification of Changes in Skill Mix in Health Care; Sibbald et al, 2004)
Results
• Substitution is a plausible strategy for workforce shortages• Can reduce (wage) costs- under certain circumstances
which can be challenging to meet.• Can improve efficiency- under restricted conditions which
are difficult to meet
• Highly trained workers with greater productivity and a breadth of skill will offer the best value for money(CfWI 2011 Sibbald et al)
How to get it right
• Leadership -HR, Service and OD partnership- Strategy
• Workforce planning- competencies• Clarity of role to be developed• Depth in numbers• Work Based Learning partnership with HEI’s• Qualification is not the end point• Measure benefits • Culture and behaviour
Assistant Practitioners Type of Organisation
Least Most
Teaching Hospital
35 170
Acute Trust 8 118PCT 2 97Mental Health 12 65Social Services (not all engaged)
49 102
Cost to train an Assistant Practitioner approx £13,000
Advanced Practitioners
Type of Organisation
Least Most
Teaching Hospital
3 33
Acute Trust 1 17PCT 1 28Mental Health 0 20
Cost to train one Advanced Practitioner approx £33,120
Consultant Practitioners
Profession North West % & headcountIC 2009
London NHS% & Headcount IC 2009
Nursing & midwifery
120 (12.2%)
238 (24%)
Allied Professionals
15 (7.9%)
36 (20%)
Pharmacy 11 (11.9%)
9 (21%)
Total 146 (11.8%)
283 (23%)
(Gavin- Daley and Mullen 2010)