1. Who will do the work? A whole system approach to workforce planning Dr Paul Forte The Balance of Care Group

2. The Issue There are pressures to: –Maximise health and social care resource efficiency –Innovate with new care pathways and technologies –Work across organisations –Provide high quality care –Offer patient choice and carer support This requires analysis of: –types of patients and their needs –implications for number and type of care staff required

3. Who are the patients?

4. Alternatives to acute care on day of survey

6. Community care workforce implications – by dependency

7. Implicaciones de la mano de obra asistencial-por dependencia

8. By staff grade and location

9. Potential consequences Importance of better - and more creative - local ‘population management’ in primary care Community-based services could broaden scope to provide extended rehabilitation for many patients Significant ramifications for staff recruitment, training and location

10. Future care trends More ‘active rehabilitation’ in the community: hospitals, care homes, clients’ own homes Blurring of boundary between health and social care environments More flexibility and devolution of tasks within and between care professions More active ‘upstream’ management –chronic disease management –risk management of frail elderly in the community –health promotion

11. A whole system approach Symbiotic relationship between acute and community services, and between health and social care Understanding the potential for alternatives to acute hospital capacity is crucial for workforce planning Bed usage surveys provide a local picture and data for modelling potential future workforce requirements