Primary Care Trust Workforce Planning and

"There can be little doubt about NHS workforce planning's importance - especially staff demand and supply - not least because health and social services employ one in ten people from the UK working population and staff costs account for two-thirds of NHS expenditure. While these data relate to the whole NHS, this book focuses on primary and community-care workforce planning and development. This guide has pulled together primary care trust-based data from several sources, including the Department of Health, the Office for National Statistics and the Healthcare Commission. This information is organized so that managers of primary and community care trusts can easily access the information and see the options available to them. This should make the task of the manager facing workforce planning and development challenges easier, with clear information enabling them to make comparisons with other trusts."--BOOK JACKET.

Keith Hurst is the author of Primary Care Trust Workforce: Planning and Development, published by Wiley.

Preface

ix

Acknowledgements

xi

Introduction, background and context

1

(13)

Workforce planning and development definitions

2

(1)

Driving and restraining forces

3

(2)

Workforce planning and development method issues

5

(4)

The book's aim, objectives and methods

9

(3)

Conclusion

12

(2)

Community patient dependency and workload

14

(28)

Introduction and background

14

(2)

Dependency measures

16

(3)

Dependency and workload

19

(2)

Health needs assessment and community profiling

21

(3)

Demographic data

24

(1)

Age groups and sex

25

(2)

Acute and chronic illness and disability

27

(1)

Patients' homes

28

(1)

Care home issues

29

(1)

Children and child care issues

30

(3)

Morbidity and mortality data

33

(1)

Lifestyle and related issues

33

(1)

Life expectancy and death rates

34

(1)

Socioeconomic and quality-of-life data

35

(2)

Deprivation and demand

37

(2)

Conclusion

39

(3)

Community staff activity

42

(31)

Introduction and background

42

(1)

First contact

43

(3)

Access to primary care practitioners

46

(2)

Chronic disease management and continuing care

48

(5)

Primary and community care of elderly people

53

(1)

Travelling time

54

(1)

Public health

55

(6)

Other public health workers

61

(3)

Productivity

64

(4)

Time out

68

(1)

Conclusion

69

(4)

Staff mix

73

(29)

Introduction and background

73

(3)

Grade-mix and skill-mix drivers and restrainers

76

(2)

Delegation and extended roles

78

(2)

Clinical re-grading

80

(1)

Practice nurses and nurse practitioners

80

(3)

District nurses

83

(1)

Community staff nurses

83

(1)

Health visitors

84

(2)

School nurses

86

(1)

Nursery nurses

86

(1)

Health-care assistants

87

(2)

Paraprofessionals

89

(1)

Allied health professionals

89

(1)

Administrative and clerical staff

90

(1)

Managers

91

(2)

Multidisciplinary and integrated teams

93

(2)

The Changing Workforce and Future Healthcare Workforce programmes

95

(3)

Conclusion

98

(4)

Efficiency and effectiveness

102

(15)

Introduction and background

102

(1)

Workforce planning, development and quality from a methodological perspective

103

(2)

Standard-setting methods

105

(1)

Document analysis

106

(1)

Patient satisfaction

107

(2)

Community profiles

109

(1)

Clinical audit

110

(1)

Critical incidents

111

(1)

Workforce planning, development and quality from a professional perspective

111

(4)

Conclusion

115

(2)

Education and training

117

(9)

Introduction and background

117

(1)

Curriculum

117

(2)

Competencies

119

(1)

In-service education and training

120

(2)

Supervision, mentorship and appraisal

122

(2)

Conclusion

124

(2)

Recruitment and retention

126

(15)

Introduction and background

126

(1)

The greying and shrinking NHS workforce

127

(1)

Vacancies

128

(2)

Turnover

130

(1)

Job satisfaction

131

(3)

Education and training issues

134

(1)

Succession planning and other solutions

135

(3)

Improving Working Lives

138

(1)

Conclusion

139

(2)

Determining team size and mix

141

(16)

Demand-side methods

141

(2)

Professional judgement

143

(1)

Population and health needs-based approaches

144

(5)

Caseload-based methods

149

(2)

Dependency--acuity approaches

151

(3)

Evaluating team size and mix

154

(1)

Some algorithms

154

(2)

Modernizing the PCT workforce

156

(1)

Appendices

157

(8)

Appendix I: Demographic data Commentary

157

(1)

Appendix II: Socioeconomic and health needs assessment Commentary

158

(2)

Appendix III: Staff activity and evaluating team size Commentary

160

(2)

Appendix IV: Efficiency and effectiveness Commentary

162

(2)

Appendix V: Recruitment and retention Commentary

164

(1)

Annotated bibliography

165

(38)

Index

203

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Primary Care Trust Workforce Planning and Development

Summary

Author Biography

Table of Contents

Supplemental Materials