Assessing the Future Workforce

Once the future service model and specification is created it needs to be broken down into detailed service provision.

Roles
Staff Type
Numbers
Grades
Focus on Current
Job Roles

OUTCOMES PROCESS OUTPUTS
To plan and review how each service will operate in the new service model. The Mental Health Policy Implementation Guide lays out very clear questions and guidelines. When planning services local needs and priorities need to be included. To enable this it is vital that each service has a breakdown of its staffing and also a workload analysis is undertaken. Workload is the measure used to determine staffing. This can be gained by needs analysis and service demand however caseloads are the principal measure that we used. Service redesign to integrated teams approach using wellbeing, preventative approach
Take account of the transition process in implementing and revising new services. Investment is assured for future services and it is important that Sandwell have an approach, which incorporates operational, workforce and commissioning.
Existing teams such as the Community Mental Health Teams have large caseloads and minimum investment in their training requirements. They are made up of skilled staff that lack training around recovery principles. The move to preventative work will impact on these teams the most with potential moves of staff to key ‘hot’ points in the service model and working closer with GPs.
Workforce Planning is integral to planning services and should not be ‘out posted’ to Human Resources or elsewhere. A thorough understanding of the service model and functions of the particular service are essential to enable planning. User and carer involvement throughout the process is the key
Clear leadership is required to achieve a full service specification and implementation plan.
  
To describe the roles and staffing required for each service, the implications for existing staff, and establish additional staffing if necessary. Staffing required for National Service Framework and National Health Service Plan in progress.
This step is currently underway and was launched by a feedback session to the Local implementation Team and Partnership Board to determine direction.
The Primary Care Trusts are also commissioning a piece of work on pathways and workload of the Primary Care Liaison Team, which will feed into this progress.
Analysis so far shows that we are not looking at new staff at the moment but review of existing staff and a smarter use of their skills and time. For example the move for stable service users from secondary to primary services.
What we need to consider though are changes in legislation and the new Mental Health Bill, which has potential workforce implications.