0 Organisational workforce plan which reflects professional roles and responsibilities, patient pathways and is integrated with service, finance and IT plans Best employment practice High quality clinical components Local Employment and widening participation initiatives Encourage research and innovation to inform practice Investment in CPD and lifelong learning Professional feedback into professional advisory mechanisms Integrated 5 year business plans to identify future staff including numbers, skill mix, education and training requirements Publication of commissioning intentions – drives local planning processes Assessment of the quality, sustainability and deliverability of the summation of provider plans to identify key strategic health and social care risks for the local economy (includes local labour market issues) Development of shared workforce improvement goals and the facilitation of cross-boundary working System-wide 5 year workforce strategy and vision for the local health economy System leadership driving workforce and education improvement and alignment to service needs Sound stewardship of MPET funds and investment in education and training Use available levers to ensure provision of high quality placement learning and assessment Area-wide talent management and leadership planning Area-wide 5 year workforce strategy and development plan Learning and Development Agreements Settling the national framework for planning and designing the system. Improvement against national priorities Policy and strategy development such as the methodology for patient pathways Accountability to taxpayers Partner with Professional Bodies and Royal Colleges. Commission Centre of Excellence Support Advisory Bodies High Quality Workforce strategy Operating Framework Reports from MEE Intelligence and resources from CoE Key Responsibilities Example Products DH SHA Commissioners Service Providers Co-production at all levels of the system The Workforce Planning System System management for workforce planning, workforce development and education commissioning and funding DRAFT

1 NHS South Central Operating Plans Three Part Process: Workforce Projection 2009 – 2010 : WTEs, Pay Costs, Temporary Staffing DH Priority Groups Workforce Plan Health Economy Workforce Risk Assessment

2 Operating Plans – summary of Workforce Projections Overall Workforce Growth 250 wtes Growth PCT 671wtes Reduction Acute Providers (overall) 500 wtes Pay Bill £60m Temporary Staff £13m 179 wtes commissioner 492 wtes provider

3 44 wtes 8 wtes 23 wtes 5 wtes Note: Foundation Trust data not included

4 Health Economy Workforce Risk Assessments – Hampshire, Portsmouth, Southampton and Isle of Wight Health Visitors School Nurses Therapy Radiographers Health Care Scientists Midwives Neonatal Nursing Mental Health Nurses Diagnostic workforce Band 6 and 7 staff Prison health staff Psychological therapies Learning disability staff Middle Management Overall affordability of workforce Infection Control General Practitioners

5 Next Steps Sign off Operating Plans 7 th May Workforce Planning Workshop – roles and responsibilities Developing workforce planning for clinical care pathways Supporting workforce planning for Transforming Community Care

6 New Roles NHS South Central ProgrammeSenior Responsible Owner Clinical Director Staying HealthyJohn Newton Robert Sherriff Children and Young PeopleJohn Newton Long Term ConditionsChris Evennett Nadia Chambers Mental HealthOlga Senior Alain Gregoire Acute CareChris Evennett James Mapstone Planned CareBen Lloyd Geoff Watson Maternity and NewbornKatherine Fenton Suzanne Cunningham End of Life CareKatherine Fenton Mark Roland South Central NPfITBen Lloyd Paul Altman System ReformChris Evennett