Six Steps Methodology To Integrated Workforce Planning
Six StepsMethodology toIntegrated WorkforcePlanningintegrated
Six Steps Methodology to Integrated Workforce PlanningContentsForeword 2Introduction 3Generic Guide 4Step 1: Defining the Plan 6Step 2: Mapping Service Change 10Step 3: Defining the Required Workforce 18Step 4: Understanding Workforce Availability 24Step 5: Planning to Deliver the Required Workforce 30Step 6: Implement, Monitor and Refresh 36Six Steps Online 41Case Study 42
Skills for Health - Workforce Projects Team54 6231Developingan gservicechangeDefiningthe ng theplan1
Six Steps Methodology to Integrated Workforce PlanningForewordHigh Quality Care for All - NHS Next StageReview Final ReportThe Department of Health (DH) has unveiled its vision for the NHS of thefuture. It highlights the achievements of the past ten years, whilst theNext Stage Review sets out a vision for the future which consistentlydelivers the highest quality of care to all its patients, enabling staff tooffer treatments that are personal, effective and safe.There are workforce planning implications throughout the documentoutlining the systems for high quality education and training, clearroles and a locally led approach to workforce planning. Detailsinclude: Reform of workforce planning and education by devolvingdecision making to the front line with clear accountability Meet the needs of patients by developing the workforceHighNHSNextQuaEastofEast EnglandMidlandsLoNort ndonh EaSout North W stesth EasSout t CoasthCSout entralYorkshire West M h Westandithe H dlandsumberlity CStage Revieware FFinaor Al Reportllelements of the service plans The new system will require leadership and management ofworkforce planning and education commissioning based onstrong and constructive partnership with all professions New professional advisory bodies to contribute to strategic workforce development atall levels Independent advisory non departmental public body Medical Education England (MEE) toadvise DH on education and training of doctors, dentists, pharmacists and healthcare scientists Similar advisory bodies in each region Centre of Excellence to support national and local professional advisory bodies and widerhealthcare system Centre of Excellence to provide objective long term scanning, capability and capacitydevelopment for workforce planning functions and development of technical planningassumptions Replace historical funding arrangements of MPET with a tariff based system where fundingfollows the trainee.The full report is detailed at www.ournhs.nhs.uk.2
Skills for Health - Workforce Projects TeamThis methodology aims to support the Next Stage Review by providing a practical guide tosustainable and evidence based workforce planning. Six steps will be useful to anyone workingin healthcare human resources, workforce planning, service planning or in designing new waysof working. It helps managers take into account the local demographic situation, impact on otherservices and provides practical hints, tips and case studies to work through plans.Use of the guide across workforce planning will help ensure that decisions made around designand recruitment of new staff and teams are sustainable, realistic and fully support the delivery ofhigh quality patient care.Six Steps is supported by a range of resources aimed at increasing the capability of workforceplanners in the NHS, details include: UK Wide Workforce Planning Competence Framework Workforce Planning Competence Tool Workforce Planning Development Café.All available at www.healthcareworkforce.nhs.uk, and: Competence Application Tools Labour Market Information ResourceAvailable at www.skillsforhealth.org.uk.IntroductionAt its simplest, effective workforce planning ensures you will have a workforce of the right size, withthe right skills, organised in the right way, within the budget you can afford, delivering services toprovide the best possible patient care.Workforce plans are prepared at many levels. At a departmental level, there are the plans (staffingrotas) prepared once a month by a ward manager to ensure that their ward has all its shiftscovered by staff with the correct skills and competences to ensure that patient services aredelivered safely and effectively.At the most complex level, there are SHA level workforce plans which may be an aggregation of allthe plans submitted by the PCTs and by provider organisations which are used to support strategicand financial planning and education commissioning.You may need to plan your future workforce needs in the context of plans to reconfigure services.On the other hand, you may want to rethink the delivery of services in the context of an anticipatedshortage of staff with particular skills.The main aim of this six step guide is to set out in a practical framework those elements thatshould be in any workforce plan.It is important to be very clear why the plan is needed and for whom it is intended.Examples and case studiesAs an appendix to this guide, there is a case study to demonstrate how effective workforce plans,dovetailed with service and financial plans, have been developed and delivered using the Six Stepsmethodology.To help show how the steps may work out in specific service areas, a range of guides using the SixSteps methodology are available at www.healthcareworkforce.nhs.uk.3
Six Steps Methodology to Integrated Workforce PlanningGeneric GuideThe table below summarises the six generic workforce planning steps. The detailed sections thatfollow give more information on applying each of the steps.Six StepsBrief Narrative Key HeadingsIdentify why aworkforce planDefining the Planis needed andfor whom it isintended. PurposeStep 2 Goals / benefits ofStep 1Identify thepurpose andMapping Serviceshape of anyChangeproposedservice changethat will impacton futureworkforcerequirements.Step 3Defining theRequiredWorkforce4 Scope Ownership.change Current baseline Drivers /constraints Option appraisal Working models.Identify the skills Activity analysisrequired and the Types / numberstype / number Productivity / Newof staff toways of working.deliver the newservice model(workforcedemand).OverviewThis is the critical first step in anyplanning process. You must beclear why a workforce plan isrequired and what it will be usedfor. You must determine the scopeof the plan, whether it will covera single service area, a particularpatient pathway or a whole healtheconomy and given this, be clearwho is responsible for ensuring theplan is delivered and who else willneed to be involved in the planningprocess.This is the first of three interrelated steps. This is the processof service redesign in response topatient choice, changes in modesof delivery, advances in care orfinancial constraints. You must bevery clear about current costs andoutcomes and identify the intendedbenefits from service change. Youshould identify those forces thatsupport the change or may hamperit. There must be a clear statementabout whether the preferred modelbetter delivers the desired benefitsor is more likely to be achievable,given anticipated constraints.This step involves mapping the newservice activities and identifyingthe skills needed to undertakethem and the types and numbersof staff required. This will involveconsideration of which types of staffshould best carry out particularactivities in order to reduce costsand improve the patient experienceeven where this leads to new rolesand new ways of working.
Skills for Health - Workforce Projects TeamSix StepsBrief Narrative Key HeadingsStep 4Identify currentand futurestaff availabilitybased oncurrent profileand AvailabilityStep 5Developing anAction PlanStep 6Implement,Monitor andRefreshPlan to deliverthe requiredworkforce (newskills in newlocations) andmanage thechange.Implement theplan, measureprogress andrefresh the planas required.Overview Understanding the This step involves describing thecurrent workforceexisting workforce in the areasunder consideration, its existing Workforceskills and deployment, plusforecastingassessing any problem areas arising Demographicsfrom its age profile or turnover. Itmay be the case that the ready Supply options.availability of staff with particularskills, or, alternatively, the shortageof such staff itself contributesto service redesign and steps 2and 3 will need to be revisited.Consideration should be given tothe practicalities and cost of anyretraining, redeployment and / orrecruitment activities that couldincrease or change workforcesupply. Gap analysisThis step involves reflecting onthe previous three steps and Priority planningdetermining the most effective way Action planningof ensuring the availability of staff to Managing change. deliver redesigned services, evenif this means some further serviceredesign. A plan for delivering theright staff, with the right skills in theright place needs to be developedwith milestones and timescales. Youshould also include in your plan anassessment of anticipated problemsand how you will build a momentumfor change, including clinicalengagement.After the plan begins to be Implementationdelivered, it will need periodic review Measuringand adjustment. The plan will haveprogressbeen clear about how success Revisiting Sixwill be measured, but unintendedSteps.consequences of the changesalso need to be identified so thatcorrective action can be taken.5
Six Steps Methodology to Integrated Workforce PlanningStep 1: Defining the Plan54 6231Developingan gservicechangeDefiningthe ng theplanwww.healthcareworkforce.nhs.uk/step16
Skills for Health - Workforce Projects TeamThis is the critical first step in any planning process. You must be clear why a workforce plan isrequired and what it will be used for. You must determine the scope of the plan: whether it willcover a single service area, a particular patient pathway or a whole health economy and, given this,be clear who is responsible for ensuring the plan is delivered and who else will need to be involvedin the planning process.Purpose What are the aims / objectives of the plan?Scope What services / organisations will the plan cover and over what timescales?Ownership Who owns the plan? Who are stakeholders in the plan?1.1. PurposeIt is important to answer a series of questions in order to be clear about the rationale forthe plan and who needs to be involved. What is the problem you are trying to solve? What will a good plan enable you to do? Who initiated the plan and why? Who will the plan impact upon?1.2. ScopeOnce there is some clarity about the rationale for the plan and the decisions it supports, itshould be possible to start defining its scope. What geographical area is covered by the plan? What services and organisations does it cover? What types of staff are covered? What client groups does the plan cover? Is this a short term or long term problem and solution?Getting the scope right is important. If it’s too narrow it will miss important factors, too wideand there is the risk that planning becomes unmanageable.The scope should be sufficient to support the decisions the plan underpins. Typicalplanning timescales will be driven by the lead times for bringing about changes in theworkforce.As with all elements of the plan definition, the scope can be adjusted during the planningprocess. It is better to start with too narrow a scope and expand than to waste effortcollecting lots of information.7
Six Steps Methodology to Integrated Workforce Planning1.3. OwnershipIt is important to identify who owns the plan - who will be held to account if the plan is notachieved or congratulated when the plan is delivered successfully.It is important to identify who needs to be influenced if the plan is to be successful becausewithout their support it may never be implemented.But it is also important to consider who else needs to be involved in the planning processas they will be involved in producing the plan or because their work will be affected by it. Who owns the workforce plan? Do these stakeholders understand their part / contribution to the delivery of the plan? Is everyone involved signed up to achieving the plan?8
Skills for Health - Workforce Projects TeamStep 1 ChecklistBefore moving to step 2, it is important to have the following information in place.Purpose What is the problem you are trying to solve? What will a good plan enable you to do? Who initiated the plan and why? Who will the plan impact upon?Scope What geographical area is covered by the plan? What services and organisations does it cover? What types of staff are covered? What client groups does the plan cover? Is this a short term or long term problem and solution?Ownership Who owns the workforce plan? Who needs to be influenced if the plan is to be successful? Do stakeholders understand their part / contribution to the delivery of the plan? Is everyone involved signed up to achieving the plan?9
Six Steps Methodology to Integrated Workforce PlanningStep 2: Mapping Service Change54 6231Developingan gservicechangeDefiningthe ng theplanwww.healthcareworkforce.nhs.uk/step210
Skills for Health - Workforce Projects TeamThis is the first of three inter-related steps through which service reconfiguration is matched withchanges to workforce.There may be a number of drivers behind service redesign. It may be a response to patient choice,to advances in care or therapies, or to financial constraints and the need for enhanced productivity.It may result from changing population needs or from anticipated changes to legislation.At the start, you must be very clear about the costs and outcomes under current models and beable to fully describe the intended benefits from the service change. This is critical if the impact ofthe changes is to be effectively measured.You should identify those forces that support the change or may hamper it. This is critical if thechange is to be delivered.There must be a clear understanding about whetherthe preferred model delivers the desired benefits moreeffectively than other models or is simply more likely to beachievable, given anticipated constraints.Service change may be necessitated by workforceshortages (eg fewer junior doctor hours as a result ofWorking Time Directive (WTD) or problems in retainingstaff). On the other hand, service change may beprompted by a ready supply of skills at a particularlevel (eg assistant practitioners within an organisationcompleting their training).However, it is important to have a clear and sharedunderstanding of the future service configuration basedon the patient experience, patient outcomes and financialrealities. Too much focus on the available workforce can toooften lead to limited thinking and a mere reproduction of current models.Goals / benefits of change What are the objectives and anticipated benefits of the proposed service change?Current baseline What are current service costs and current performance measures? Drivers / constraints What context must the new service operate within? What forces will support the change inservices and what resistance is expected?Option appraisal What different scenarios for service change have been considered / costed? Working models What is the preferred model(s) and why?11
Six Steps Methodology to Integrated Workforce Planning2.1. Goals / benefits of changeVision: It is important to establish a vision, a picture of what the service or workforce willlook like when you have achieved the desired outcomes. The process of developing avision is generally an excellent way of ensuring engagement of all the stakeholders in theplanning process.Benefits: You should be clear about the improvements you expect when the vision isachieved eg improved patient access to services, reduced patient pain or anxiety, reducedcosts, improved staff retention etc. And you need to be able to measure whether thingshave been improved.Goals, targets and objectives: In order to make progress towards the vision moremeasurable and to ensure that the desired benefits are realised, it is common to definespecific targets and objectives. For example, improved access may be measured by theachievements of specific targets for reductions in waiting times.Competing benefits: Sometimes, there may be improvements in one aspect of the service,but at the expense of another. For example, productivity may be enhanced and there maybe more activity for the same cost but the patient experience is worsened. It is important,therefore, to have a range of measures by which to evaluate whether overall improvementshave been achieved. Key perspectives may include service, workforce, customer andfinancial and a useful checklist may include the following (although different service areaswill develop their own checklists): Staff costs for the service area Readmissions rates Clinical incidents Proportion of patients presenting who are admitted A&E breaches Impact on training Patient complaints.When it appears that certain benefits will only be achieved at the expense of other areas egA&E breaches can only be minimised within cost parameters by having staffing rotas thatare so tight that staff training time is reduced, stakeholders need to agree which benefitsare the more critical.2.2. Current baselineIn order to be able to ensure that changes to service configuration achieve the desiredbenefits, it is critical to understand current costs and current performance measures.If the indicators highlighted in section 2.1 were to be used in evaluating a particular servicechange, for example, the organisation must understand the performance levels of thecurrent model in order to be able to determine whether the planned change brings aboutthe intended improvements or whether improvements in one area are offset by a reducedperformance in others.12
Skills for Health - Workforce Projects Team2.3. Drivers / constraintsIt is important to be clear about what is driving change. There will be the most obviousdriver(s) that led you to start considering the service change in the first place, but therewill be a wide range of further drivers which will also impact on future services and anunderstanding of these is critical if you are to fully understand the changes that may berequired.There may be policy drivers such as requirementsto improve productivity, or to bring care closer to thepatient’s home. There may be changes in technologyor therapeutic advances that are anticipated, or theremay be changes in workforce skills or supply thathave not in themselves prompted the reconsiderationof service shape, but nevertheless must b
dovetailed with service and financial plans, have been developed and delivered using the Six Steps methodology. To help show how the steps may work out in specific service areas, a range of guides using the Six Steps methodology are available at www.healthcareworkforce.nhs.u k.
For cameras taking 16 pictures on KODAK 616 Film Vigilant Six-16; Monitor Six·16; Senior Six·16; Junior Six·16 ; BROWNIE TARGI:T Six·16 ; BROWNIE Six·16 ; HAWK·EYE Six·16 ; KODAK Six·16; and others KODAK INSTAMATIC, HAWKEYE INSTAMATIC, and other cameras accepting 126 cartridges PONY I
work/products (Beading, Candles, Carving, Food Products, Soap, Weaving, etc.) ⃝I understand that if my work contains Indigenous visual representation that it is a reflection of the Indigenous culture of my native region. ⃝To the best of my knowledge, my work/products fall within Craft Council standards and expectations with respect to
The Six Sigma methodology has been applied asa management philosophy focus ed on improving efficiency and performance during the shipment test period. This thesis gives an introduction Six Sigma approach, including the conceptto the s of Six Sigma, its history, development, and methodology. More specifically uses the the authorDefine,
2.1 Six Sigma Methodology The Six Sigma methodology was selected to investigate the current situation at Edet paper mill, as the framework possesses a systematic way of problem-solving and critically due to the pre-knowledge already acquired in using this methodology. Six Sigma encompasses two problem solving methodologies named DMAIC and DMADV.
Cisco 819G-S-K9 Integrated Solutions Router 15.2(4)M6A Cisco 819HG-4G-G-K9 Integrated Solutions Router 15.2(4)M6A Cisco 891 Integrated Solutions Router 15.2(4)M6A Cisco 881 Integrated Solutions Router 15.2(4)M6A Cisco 1905 Integrated Solutions Router 15.2(4)M6A Cisco 1921 Integrated Solutions Router 15.2(4)M6A Cisco 1941 Integrated Solutions .
Six Sigma Defined Six Sigma (s) is a customer focused, well defined problem solving methodology supported by a handful of powerful analytical tools. Continuous improvement is driven by the execution of carefully selected projects. The goal of the Six Sigma approach is to take small steps forward and no steps backward.
Figure 2.1 4Q methodology 13 Figure 2.2 A3 problem -solving template 15 Figure 2.3 PDCA cycle 21 Figure 2.4 DMAIC methodology 23 Figure 2.5 Reconstruction of DMAIC methodology 23 Figure 2.6 Raytheon Six Sigma Six Step Process 24 Figure 2.7 Elements of improvement deployment method 25 Figure 2.8 Overview of CAPA concept 27
WiFi, with all of the basic details of the authentication (user, venue and device details). This can be useful if you want to trigger real-time events or load data to your CRM without making repeated requests to BT Wi-Fi’s RESTful company API. To use Webhooks, you will need to create your own listener that receives and parses JSON in the format specified in the instructions below. The .
