Meeting of Lanarkshire NHS Board: 26 th August 2015 Lanarkshire NHS Board Kirklands Fallside Road Bothwell G71 8BB Telephone: 01698 855500 www.nhslanarkshire.org.uk 1. PURPOSE SUBJECT: NHSL WORKFORCE PLAN 2015/16 This paper is coming to the Board: For approval For endorsement To note The aim of this paper is to seek endorsement from the Board on the NHS Lanarkshire Workforce Plan for 2015/16. 2. ROUTE TO THE BOARD This paper has been: Prepared Reviewed Endorsed By the following Committee: Corporate Management Team, Human Resources Forum, Staff Governance Committee, and Area Partnership Forum. 3. SUMMARY OF KEY ISSUES The NHSL plan collates workforce planning information from across the organisation to ensure a robust and consistent approach. Key areas (services / job families) have completed workforce planning templates and these are available on request. SGHD issued a projections template which was populated with the Board s baseline data and ISD baseline data as at 31 st March 2015. The projections were signed off by the CEO. The Nurse Board Director, AHP Director/Lead and Employee Director respectively had professional oversight and endorsed the projections as part of the overall NHS Board Workforce Plan and were submitted to the Scottish Government at the end of June 2015. The future NHSL workforce is required to develop and adapt to implement the future service vision which is described in the NHSL Draft Healthcare Strategy. To support this NHSL is focusing on four key workforce developments: Non-medical senior clinical decision makers Modern Apprenticeship Programmes
Health and Social Care Support Worker Roles Ageing Workforce In addition NHSL local services changes include: Integration Mental Health Service reconfiguration Implementation of e-casenote strategy Fit for work service Personalised Independent payment (PIP) Glasgow 2015 The NHSL workforce as at 31 st March 2015 equates to 10,438.60 WTE in-post staff 1 (SWISS 2, March 2015); an increase of 240.02 WTE since last year. Our workforce is predominantly female (4 females to 1 male) and over 66% are forty years old or older. The 2014/15 Workforce Plan projected an increase of 173.24 WTE staff; but has actually increased by 66.78 WTE more staff. Most staff groups showed an increase in workforce (Table 1). The highest, as projected, was in nursing which increased by 164.10 WTE, (>14.28 WTE more than projected). The increase was due to the boundary changes and vacancies being filled. AHPs increased by 35.82 WTE, the main reason for this is the boundary changes in Camglen, where the workforce increased by 20 WTE. The other AHP posts are predominantly Physiotherapists and Speech and Language Therapists. Medical posts have increased by 7.38 WTE compared to a projected increase of 10 WTE. Admin has increased by 29.00 WTE across NHSL. There was a reduction in Medical & Dental Support (15.17 WTE), Personal and Social Care (6.10 WTE), Support Services (13.79 WTE) and Senior Managers (0.24 WTE) as at March 2015. Table 1 Variance by Job Family Job Family March 2014 March 2015 Variance Medical & Dental (Incl doctors in Training) 991.70 999.40 7.70 Medical & Dental Support 137.27 122.10-15.17 Nursing & Midwifery 4960.60 5124.70 164.10 Allied Health Professions 876.28 912.10 35.82 Other Therapeutic Service 368.39 382.00 13.61 Personal & Social Care 95.90 89.80-6.10 Healthcare Scientists 396.65 419.70 23.05 1 Excluding intern nurses but including medical locums 2 SWISS represents the Scottish Workforce Information Shared System 2
Administration Services 1633.00 1662.00 29.00 Support Services 672.39 658.60-13.79 For 2015/16 NHSL is forecasting a funded increase of 78.49 WTE staff to support workforce developments relating to local /national workforce strategies. These include: A projected increase of 43.89 WTE for Glasgow 2015. This includes 1.50 WTE Medical Staff, 36.31 WTE Nursing, 2 WTE AHPs and 4.08 WTE within Admin Services. There is an anticipated increase of 34.60 WTE staff for the Fit to Work Service. This includes 25 WTE Nursing Staff and 9.60 WTE in Admin Services. The plan also acknowledges an anticipated requirement for re-training and redeployment of associated staff particularly in nursing, administrative and support service roles to support the shift from acute to community services. 4. STRATEGIC CONTEXT This paper links to the following: Corporate objectives LDP Government policy Government directive Statutory requirement AHF/local policy Urgent operational issue Other The 2015/16 NHS Lanarkshire (NHSL) workforce plan outlines the changes in the NHSL workforce in the next year with the plan formatted in accordance with Scottish Government Revised Workforce Planning Guidance, CEL 32 (Scottish Government, 2011). 5. CONTRIBUTION TO QUALITY This paper aligns to the following elements of safety and quality improvement: Three Quality Ambitions: Safe Effective Person Centred NHSL is currently developing its Healthcare Strategy which aligns to the Scottish Governments 2020 Vision (Scottish Government, 2011), the organisations corporate objectives and quality ambitions. The Draft Healthcare Strategy has informed this plan and will have continue to have a strong overarching influence on future NHSL Workforce Plans. 3
Six Quality Outcomes: Everyone has the best start in life and is able to live longer healthier lives; (Effective) People are able to live well at home or in the community; (Person Centred) Everyone has a positive experience of healthcare; (Person Centred) Staff feel supported and engaged; (Effective) Healthcare is safe for every person, every time; (Safe) Best use is made of available resources. (Effective) 6. MEASURES FOR IMPROVEMENT An action plan has been established and identifies, short term, medium term, long term and ongoing goals. Achievements of such will demonstration improvement. 7. FINANCIAL IMPLICATIONS Economic conditions mean public sector budgets will continue to be constrained. 8. RISK ASSESSMENT/MANAGEMENT IMPLICATIONS Individual Directors are responsible for the identification, mitigation and, where possible, avoidance of risks. Workforce issues and risks are identified. This includes risks associated with the workforce. Risks are recorded and managed through a robust corporate approach to Risk Management. 9. FIT WITH BEST VALUE CRITERIA This paper aligns to the following best value criteria: Vision and leadership Effective partnerships Use of resources Performance management Sustainability Governance and accountability Equality 10. EQUALITY AND DIVERSITY IMPACT ASSESSMENT Has an E&D Impact Assessment has been completed? Yes No 4
Workforce planning arrangements are equally applicable to all, irrespective of age-group; disability; gender reassignment; marriage or civil partnership; religion or belief; pregnancy or maternity; race; sex, sexual orientation; or on the grounds of social origin, or other personal attributes, including political opinions. 11. CONSULTATION AND ENGAGEMENT All services within Lanarkshire work in partnership with Trade Unions and Professional Organisations on service reviews and developments. Workforce plans are developed as part of such reviews / developments and are summarised in the workforce plan. The workforce plan is brought together by the Workforce Modernisation Team and endorsed by the Staff Governance Committee, the Area Partnership Forum and finally the NHSL Board. 12. ACTIONS FOR THE BOARD The Board are asked to: Approval Endorsement Identify further actions Note Accept the risk identified Ask for a further report The NHSL Board is asked to endorse the 2015/16 NHSL Workforce Plan. 13. FURTHER INFORMATION For further information about any aspect of this paper, please contact: Kay Sandilands on telephone number: 01698 377719 Kenny Small on telephone number 01698 858198. Kay Sandilands Head of Workforce Modernisation 5