1. Occupational Therapy Workforce Review
Hazel Winning
AHP Lead Officer, DoH
Shane Elliott
OT HOS, NHSCT
Geraldine Teague
AHP Consultant, PHA

2. Lead AHP Officer role
Advise to minister ,senior policy and professional colleagues on AHP issues
Leading the development and implementation of AHP focused polices and projects
Working closely with colleagues across Departmental and HSC to develop AHP services in line with existing strategies
Respond to assembly business and private office decision-making, policy
Workforce

3. Key Strategic Drivers

4. The AHP Strategy Promoting person-centred practice and care
Delivering safe and effective practice and care
Maximising resources for success
Supporting and Developing the AHP workforce

5. The AHP Strategy Supporting and Developing the AHP Workforce
Enhanced Profile
Standardised Elective
Care Pathways
Workforce Reviews

6. AHP Workforce Reviews Completion Date September 2018 – OT, SLT &
Physiotherapy
December 2018 – Podiatry, Orthotics,
Dietetics & Therapeutic
Radiography
January 2019 – Art Therapy, Drama Therapy
Music Therapy, Orthotists,
Prothetists

7. Delivering Together Improving the Health of our Population
Improving the Quality and Experience of Care
Ensuring Sustainability of our service
Supporting and Empowering Staff

8. Delivering Together

9. DELIVERING OUR PEOPLE Workforce health & Well-being
Promoting Health & Well- being
Improved Workforce Communication & Engagement
Recognising the Contribution of the Workforce
Work-Life balance
Making it Easier for the Workforce to do their Jobs

10. DELIVERING OUR PEOPLE Proactive Workforce Planning
Attracting, Recruiting & Retaining
Sufficient High Quality Training/Development
Effective Workforce Planning
Multidisciplinary/inter- Professional Working & Training
Improving Workforce Business Intelligence

11. Delivering for Our People 2018 - Workforce Summary March 2017

12. regional hsc workforce planning framework
Step 1
Defining the Plan
Step 2
Mapping Service Change
Step 3
Defining the Required Workforce
Step 4
Understanding Workforce Availability
Step 5
Developing an Action Plan
Step 6
Implement, Monitor and Refresh
SKILLS FOR HEALTH

13. STEP 1 DEFINING THE PLAN Purpose Aims & Objectives Ownership
DoH (AHP Lead, Workforce Policy)
HSCTs (All OT Heads of Service & 1 AHP Lead)
Union (Unison Rep)
Professional Body (RCOT Rep)
PHA (Professional Lead)
Service Users (Engagement Event)
Drivers for Change

14. STEP 2 mapping service change
Population Statistics

15. STEP 3 defining the required workforce
Service Regulation
Supervision
Enhanced Models of Service Delivery
Step 3
Defining the Required Workforce

16. STEP 3 defining the required workforce
Enhanced Models of Service Delivery
Primary Care
Prevention & Public Health
Unscheduled Care
Community Rehabilitation
Mental Capacity Legislation
Stroke Consultation
Special Educational Needs
Major Trauma Centre
Interagency Working

17. STEP 4 understanding workforce availability
Undergraduate Figures
Workforce Trends and Needs
Recruitment & Retention
Retirement Projections
Step 4
Understanding Workforce Availability

18. STEP 4 understanding workforce availability

19. Occupational Therapy staffing trends

20. Stakeholder engagement
Workforce Trends & Needs - Recruitment

21. Stakeholder engagement
Workforce Trends & Needs - Retention

22. Stakeholder engagement
Workforce Trends & Needs – Workforce Planning

23. Stakeholder engagement
Question
Respondent Themes
What needs to be done to attract the right people with the right skills into these professions?
Develop Champions
Create more variety in pathways for students and new graduates, eg apprenticeships, rotations
Create opportunities to diversify the workforce
What needs to be done to make the HSC a brand that people aspire to work for?
Need a clear clinical/career pathway into Advanced Consultants and managerial roles
Better work/life balance and flexible working
Allow staff to be innovative
Are there any gaps in the workforce planning process that you would wish to have addressed?
Appropriate backfill for maternity leave and long term sick leave
Structured timely succession planning for older workers including retirement planning
Need a flexible consistent regional Occupational Therapy workforce, e.g. peripatetic and rotational posts in all Trust areas

24. STEP 5 developing an action plan
Undergraduate Training
Recruitment & Retention
Post Graduate Training
Workforce Development & Stability
(Policy Drivers & RCOT Case Study Analysis)
Step 5
Developing an
Action Plan

25. STEP 5 developing an action plan (No’s & required skill-set)
UU Commissioned Places & Out-turn
Available Pool on Band 5 Waiting List
Estimated Update to Posts other than HSC
Average Developments per Year in HSC
Average Annual Retirements
Baseline increase in Peripatetic Posts

26. Current OT Workforce status
1st Draft Submission
Specialist Editing Group
Report Sign off by OT Sub-group & Workforce Programme Steering Group
Presentation to DoH Top Management Group (TIG)
Final Sign-off and Progression to Step 6 Implementation Phase
Step 6
Implement, Monitor & Refresh

27. DoH Commitment
We must invest in our staff and provide the environment to allow them to do what they do best – provide excellent high-quality care. This means providing opportunities to develop their skills and find suitable career paths at all levels. Where necessary we will increase the numbers we train and consider ways of delivering care more effectively through the development of new roles and skills.

28. Any questions?