Workforce Plan 2016
The NHS Grampian 2016 Workforce Plan describes the drivers for change and the challenges expected in coming years. The Plan recognises the influence of both the national and NHS Grampian Clinical Strategies and the establishment of the Integrated Joint Boards with a need to ensure that there is a workforce that can support these changes.
It provides information regarding the profile of the current workforce in terms of whole time equivalent, gender, headcount and the split between part and full time staff. Based on this and information from services and sectors a number of risks have been identified in terms of the workforce including: ongoing challenges with recruitment, particularly around registered Nurses and Midwives, Doctors, Allied Health Professions and small occupational groups such as Physiologists; the aging workforce and the implications for working longer; and the need to provide safe, effective and quality services through a time of significant change.
To mitigate the risks, there is a action plan and a Learning and Education Plan. This identifies:
- the need for services to continue to develop their own Workforce 2020 and create clear workforce plans to inform service planning and redesign;
- the development of specific workforce plans for medical staff in primary and secondary care to understand the risks and the potential impact on the wider workforce;
- the promotion of NHS Grampian as an exemplar employer through the use of the Doctors RealTime Rostering for Doctors in Training, supportive medical education and the recruitment of new roles such as Clinical Development Fellows;
- the continued use of the Nursing and Midwifery Workload Workforce Tools to support safe and effective staffing and appropriate skill mix;
- a reduction in vacancies by supporting recruitment initiatives, including working closely with the educational establishments, using a GP website and Facebook page to highlight available posts, encourage staff to work in Grampian and reduce spend on supplementary staffing;
- a review of the nurse bank and implement the recommendations of the review to ensure greater efficiency and effectiveness;
- the development and introduction of new or enhanced roles such as Physician Associates, Healthcare Scientists and Advanced Practitioners;
- continuation of the Talent Management programme to promote succession planning;
- the engagement of staff through Partnership working and in particular, by using the iMatter tool across all teams and continue to work collaboratively with partners including primary care, third sector, other public services, the education sector, carers and patients as well as our organisational partners in the local authorities in terms of integration of Health and Social Care Scheme.