Benefits

The benefits so far identified

  1. Workforce Planning Framework and model can be used by any Health/Social Care organisation to support their future service planning.
  2. The model enables organisations to examine their workforce development in order to provide the most appropriate quality of care to their client groups.
  3. A Voluntary Sector organisation (MIND), is piloting the Ten Essential Shared Capabilities Framework during 2005, and the lessons learnt will then support rollout across the whole economy to support delivery of the Learning and Development Framework. This will include the Knowledge and Skills Framework (KSF), National Occupational Standards (NOS), the Capable Practitioner and Skills for Health and Social Care.
  4. MIND have also through examining job descriptions and examining their workforce identified twenty-five workers who have been successfully converted into Support Time and Recovery Workers. All these workers are receiving NVQ and Certificate in Mental Health training. This training is provided by Social Services and the Local College.
  5. A revised Sandwell-wide Mental Health Vision and Service Delivery Model.
  6. Introduction of HR roles in Voluntary and Independent Sector
  7. Initiation of the shift from secondary to primary care services
  8. Development of Physicians Assistants Role in mental health
  9. Delivery of Adult Mental Health NSF new roles
  10. Detailed workforce knowledge from which to base informed future planning assumption
  11. Users and Carers review of service model (Mindset event - April 2005)
  12. Delivery of Health Care Commission Standards Targets. Collaborative economy-wide Learning and Development initiatives (Working with Police, Leisure, Education, etc).
  13. Review of Mental Health Voluntary and Independent Sector commissioning arrangements for quality Mental Health care
  14. One Mental Health organisation local delivery plan reflecting increased workforce capacity but funded mainly from within, via more effective utilisation and modernisation
  15. The need to recruit and retain a diverse, skilled and competent workforce.
  16. Thorough examination of the service model and care pathways service redesign and the subsequent introduction of new roles and new ways of working.
  17. A review of current education and learning leading to the modernisation of training and traditional training methods.
  18. Career progression and pathways built on skill matrices for staff.
  19. The move to wellbeing services and the development of primary care.
  20. The move to a community engagement model and identifying the positive impact of services.
  21. The need to mainstream workforce planning and build in performance management to ensure accurate data and analysis to inform workforce planning.
  22. The development of joint planning and joint policy.
  23. The sharing of resources.