Mental Health Workforce Transformation The Blue Triangle meets the Transformation Star
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1 Mental Health Workforce Transformation The Blue Triangle meets the Transformation Star Professor Jane Mamelok HEE Postgraduate Dean North West
2 Aims & Objectives Overview of HEE, its purpose and workforce transformation strategy Context and myth busting - STPs Exploring implications How to build a workforce for the future, future proof curricula and focus on fitness for purpose in a changing landscape? Blue Triangle and the STAR What are we doing now? R&R Mischief
3
4 Significant (+) drivers for change Unfinished Business & Modernizing Medical Careers Darzi A High Quality Workforce Equity and Excellence: Liberating the NHS Shape of Training Review & Shape of Caring Five Year Forward View & FYFV Mental Health HEE Quality Framework Comprehensive Spending Review (CSR) HEE reviews, PGMD/Schools/ARCP Government Mandate to HEE Mental Health Workforce Plan for England CQC Standards & Carter Report
5 The Vision.. post Liberation Medical training is a learning journey, a continuum from first day at medical school medical school until retirement from clinical practice. Therefore the vision for postgraduate medical and dental education should be for a continuum of delivery, bespoke to the individual doctor whilst meeting the health provision and service needs of the local population they serve.
6 To deliver high quality multi-professional workforce Define & predict fitness for purpose. Align undergraduate and postgraduate education. Health workforce meets needs of local population. Recruit in sufficient numbers, with the right skills to the right locations. Retain that workforce support higher professional development & CPD, investment in learning environments. Cost effective and value for money
7 Health Education England Health Education England (HEE) exists for one reason only: to support the delivery of excellent healthcare and health improvement to the patients and public of England by ensuring that the workforce of today and tomorrow has the right numbers, skills, values and behaviours, at the right time and in the right place.
8 The problem shifting sands Fitness for purpose changes as the NHS evolves. Changes to undergraduate and postgraduate curricula have a lag time Tomorrows Doctors available 2022 Tomorrows Psychiatry specialists 2030 The Inverse Care Law & North / South divide.
9 Five-Year Forward View Forward View sets out: how the health service needs to change, arguing for a more engaged relationship with patients, carers and citizens so that we can promote wellbeing and prevent ill health 1.The health and well being gap 2.The care and quality gap 3.The funding and efficiency gap
10 Influencing workforce development LWAB STP local workforce information HEE Deans and local teams national workforce data specialty specific information national analysis
11 Shape of Training 5 themes 1. Patient needs should drive how doctors are trained 2. Change the balance between specialists and generalists 3. Broader approach to training 4. Tension between service and training 5. More flexibility in training
12 FYFV Mental Health
13 HEE Vision for developing Mental Health Services by 2020 FYFV Mental Health By 2020 mental health services will: have access to 28,000 more newly trained staff benefit from yearly reductions in staff leaving the services, be able to use new roles in service design: physician associates, nursing associates, psychological wellbeing practitioners in children and young people s services, have access to workforce planning tools to allow a competency based approach to planning the workforce renew their focus on prevention and early intervention, make better use of under-supplied clinicians, such as clinical psychologists and consultant psychiatrists, through service redesign and a competency based approach
14 MH workforce plan for England
15 Primary Care Workforce Commission Roland report Building new models of care Integrated, multi-profession teams working from GP practices in the community. Greater use of technology Equity of access and resources.
16 MH Nursing workforce
17 Health, workforce and quality gaps in England Due North Report of the Inquiry on Health Equity for the North 2014
18 Workforce challenges Changing skill needs Recruitment and selection Healthcare Workforce Growing demand Integrated working New models of care Perceptions Workforce for the future 2015 Forerunner fund project, Greater Preston CCG
19 HEE s Offer for the future CCT holders NCNT Doctors Training Grades The wider workforce Workforce Development Trainees / Trust & SAS / Advanced Clinical Practitioners / PAs and new roles 24% of psychiatric workforce are SASG doctors (July 2017)
20 Developing the Future Postgrad. Healthcare Workforce E+T structures Consultant GP / Nurse consultant Expert practitioner Level Associate Specialist/expert practitioner Staff Grade/ Trust Grade / ACP equivalent Trust grade/ PAs / equivalent Trainees / Trust & SAS / Advanced Clinical Practitioners / PAs and new roles
21 Articulating HEE Transformation Star offer: The STAR tool is a menu of products and activity to support workforce transformation. The STAR is a dynamic tool and will be populated further with developments to deliver solutions to meet the workforce challenges emerging from STPs.
22 Workforce Transformation - Pillars skills, knowledge and competencies The pipeline supply of healthcare professionals and specialties The up-skilling of existing workforce e.g.advanced practice roles New roles e.g.physicians associates and nursing associates New ways of working, to enable a flexible workforce & deliver new care models and integrated services Supporting leadership development across the health and care workforce
23 Workforce Transformation - building on skills, knowledge and competencies Pillar 1 Increasing attractiveness and improving retention Pillar 2 New staff Pillar 3 New roles Pillar 4 New skills Pillar 5 Delivering Care Differently
24 Blue triangle meets the STAR Establish the mix and numbers of workforce posts capable of delivering the volume of services to the standards required, informed by local workforce plans Pro-active workforce planning, reducing the risk and impact of rota gaps. Respond to workforce challenges in service and workforce transformation initiatives by focusing on the role of multi-disciplinary teams within which individuals work across professional and organizational boundaries to genuinely put the patient at the heart of their health and care.
25 Next steps. HEE MH Programme Board Strong links and networks with RC Psych Operational delivery groups New roles and new ways of working Medical Workforce recruitment and retention work stream widening access Significant investment in publicity campaign to raise awareness & promote MH as viable career option
26 Turn it on its head
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