Workforce Planning FAQsWhy do the plans need to come in on the 18thJuly 2014?We set the deadline to try and give organisations at least 3 months to complete the narrativeand demands as part of their iterative planning process. On receipt of the plans we need to: Why do providers have to submit their 5 yearTDA and Monitor plans to HEE please?Aggregate 41 NHS provider plans and validateAggregate the scope across primary care, social care, dentistry and independentsectorSynthesise the narratives into one NW report and 3 LWEG reportsMacro model Area Team 5 year plansMacro model 32 CCG 2-5 year plansLink with HEE mandate and business planComplete HEE demand model – submission 15.08.14Complete HEE supply model – submission 15.08.14Inform the education commissioning processAnalyse the network submissionsAnalyse the HEI submissionsFeedback to HENW Senior Management TeamFeedback to the NW LETBFeedback to the LWEGsFeedback to stakeholdersHENW workforce plan assurance process is to ensure that plans are the right direction oftravel and we secure a sustainable workforce currently and over the next 5 years (15strategic) to ensure the delivery of safe patient care.Analysing TDA and Monitor Plans with Workforce Plans and Area Team and CCG 2-5 yearplans allows us to square the workforce assurance.Why do Area Teams and CCGs need tosubmit their 2-5 year pans for Primary Careand Service Commissioning Intentions toHENWHENW has an extensive engagement process to understand the macro servicecommissioning direction and work to ensure providers engage with commissioners to “planthe work and the workforce together at the same time”. Understanding the macro scenarios

allows qualitative and quantitative modelling of current workforce and future workforce withmore determining factorsHENW Purpose: Improve quality of care by ensuring our workforce has the right numbers, skills,values and behaviours for patients today & tomorrow:1. Workforce Planning Identifying the numbers, skills, values and behaviours to meet currentand future patient need2. Attracting and recruiting the right people to the posts we have identified Using NHSCareers, value based recruitment, Oriel, return to practice and widening participation3. Commissioning excellent education and training Using our financial and contractual levers toensure that the next generation receive high quality training that equips them to provide highquality care4. Lifelong investment in people Supporting our staff to be the best they can throughout theircareers, including the training and development of non-professional staff

The plans allow us to populate our workforce planning and development model moreaccuratelyFollowing on from our conversation thisafternoon regarding the below e-mail inrelation to the Health Care Science STPposts and expressions of interest process. Iwould be grateful if you could discuss thiswith Nick in terms of how we are able torecord this information as the workforcedemand templates only allow the Trust toHi Nick and HelenPlease see below regarding HCS STP posts.For HEE national we have only been asked to collect the demand.Do you have a template / expressions of interest form that could be used to capture this dataplease?

map out its workforce in relation to growingour own, it does not allow the Trust to recordthe numbers of STP’s for commissioningpurposes.It would be useful if a template could becreated to support colleagues with the overallworkforce planning process as we do notwant to be disadvantaged at some point inthe future.I am about to start populating the workforceplanning proforma and am looking at themedical staff. Please can you tell me whatthe “Other Medical & Dental (balancingfigure)” fields are? Are they medics that don’tfit into the Trust training or career grades butare not f1 or f2 only bit confused as to whatthat figure would beThanks?I’ll be running a local ‘shadow’ expression of interest (EOI) process to capture specialitiesand types of training posts – it will be deployed this week so will be with you shortly.Mike – my intention was to run the EOI as an interim measure for this year as this is a newprocess for HCS and I was conscious that while the process embeds with this workforcegroup we might not get accurate data. It looks as though this could be a longer term problemthough. Is it something you could incorporate into your presentation at the Training Managermeeting?Many thanks,Nick Fowler -JohnsonYes, your response is absolutely spot on:The other medical and dental is the balancing figure between what you as an organisationhave and what is counted for consultant, trainee grades and career staff grades.We do know providers employ other medical and dental not captured in the other 3groupingsConsultants (including Directors of Public Health)Trainee GradesCareer/ Staff GradesOther Medical & Dental (balancing figure)Do CCG accountable officers need to sign offthe workforce plan for assurance purposes oftheir local provider? There are a number ofissues around capacity within the CCG to dothis, understanding the workforce plan anddevelopments and getting workforce plans toa local board to sign off within thetimeframes.Part of the HEE assurance process is that CCGs are engaged in the workforce planningprocess with their lead provider. However we do understanding that CCGs are all differentwith varying workforce planning expertise or support from the commissioned CSU services.This is the first year we have taken this approach of ensuring CCGs and providers areengaged around workforce and that both can offer some assurance and assurances that theprovider has the workforce to deliver the services commissioned by the CCG over the 2-5year operational and strategic plans.

CCGs can sign off the plan based on the evidence that discussions / meetings havehappened regarding the plan without the level of detail or scrutiny. HENW are looking atcapacity and capability building around workforce planning / development / transformationand assurance to support both CCGs and Providers.We have all of our community based Dentistson occupation code 970 which doesn’tappear to be listed in any of the occupationcodes on the supply/demand spreadsheets.Should I just add another line onto ourspreadsheet? Can you advise?Please can you do a separate spreadsheet for them and not add an extra row?I just want to check with you that the leadCCG for Cheshire and Wirral PartnershipTrust is still Warrington so I can make contactwith the accountable officer re: sign off ofWFP.If, Warrington CCG is the main commissioner of your services then please use them as yourlead CCG for sign off of your workforce plan please?On the provider narrative you have asked forUnion Rep sign off of the workforce plan - Areyou sure without it going throughconsultation?Please can you clarify whether the Trustsubmits staff such as SPRs (largelyemployed by Pennine acute as LeadEmployer Organisation) into its Workforceplan projections? I’m assuming we would inthis instance unless Pennine Acute isplanning for the whole economy on this oneparticular staff group?We are aware that providers are at different stages with their workforce plans andconsultation with workforce. This field is optional for providers to get union rep sign offI would expect your trust to include SPRs in their planning submission.Pennine Acute are just the lead employer for the trainees who rotate around the systemProviders are still responsible for that workforce when at the trust and have to cover NHS LApayments.It would be helpful if all providers adopted the same logic

Which networks have been invited tosubmit information for the workforceplanning round?Are they to submit forecast numbersor is the excel template forcomment/information?Where does the post-graduatefunction sit in the process of gatheringcomments and intelligence?The trust has submitted the Monitor 5 YearAnnual Plan which notes a changes innursing staff based on a changes in thenumber of beds. However, I am acutelyaware we will still need nursing staff but theymay be working in other organisations whenfor ‘care in the community’. As such I amplanning to send in a workforce return thatshows changes in nursing numbers but thequalitative section will expand that there is arequirement to at least commission similarlevels.Any advice on how I represent the above inthe workforce return would be helpful as Iwant this to be meaningful for you1. We have canvassed information from the Northwest Allied Health Professional(AHP), Health Care Scientist (HCS), Pharmacy and Psychology Networks for thisparticular round as well as including HEIs2. The networks are asked to complete the narrative template only and advise on anyissues regarding the workforce demand. I wouldn’t expect networks to have access tothe ESR DW data plus we are collecting bottom up plans from providers andmodelling top down data3. The post graduate function will have access to the aggregated data for comment andan opportunity for heads of schools to comment on the direction of travel, shortageareas etc.4. I wouldn’t expect the post graduate function to complete any data at this stage on theprocess more the validation of the returns.1. The nursing demand line can show a reduction in FTE of nursing establishment overthe next 5 years2. The supply lines show how many band 5s you need to recruit each year which canshow a growth, remain static or show a reduction depending on turnover,participation rates, leaver’s, transfer of staff to primary and community settings.3. Years 2014/15, 2015/16, 2016/17 supply will be used to compare and contrast whatwe already have in education and whether the NW aggregate outturn will deliver thesupply required across the system4. Years 2017/18 and 2018/19 will inform the commissions we will be placing in 2014/15and 2015/16 to outturn 2017-20195. You can also express an increase in demand for seconded students in the pendingexercise6. Please highlight the demand and supply lines for nursing affected and outline in thenarrative why demand is reducing but demand for supply and commissions needs tobe the same

The other medical and dental is the balancing figure between what you as an organisation have and what is counted for consultant, trainee grades and career staff grades. We do know providers employ other medical and dental not captured in the other 3 groupings Consultants (including Directors of Public Health) Trainee Grades Career/ Staff Grades