Workforce PlanningWorkforce Planning

28th September 2010

A bit of historyA bit of history

• Day one– Inherited staff and commitments, but

no comprehension of what this meant– There were new organisations created

on the same day– No SLAs or contracts– Confusion

• But it didn’t matter as everyone got what was wanted (as far as anyone knew)

A bit more historyA bit more history

• Merger of HIS’s– More staff, more commitments– Real savings– Extra customers and merged customers

• Lost continuity

– Even more confusion• But didn’t matter as our governance board

knew what we did!!!!!

And moreAnd more

• But they didn’t, nor did we• Major rebasing exercise

– Shared costs according to agreed metrics

– Notionally delivered against metrics

• Formalising with contracts• No problem as money was no object

.. but now.. but now

• Customers are questioning what we do, want savings and want to see that they are getting good value for their money

• This time it’s serious– Are we efficient?– Do we say yes when we shouldn’t?– Can we justify what we do?

What do we need to know?What do we need to know?

• Do we have the right capacity and capability to do the job properly?

• Do we have any under used or wrongly used staff

What are we Doing?What are we Doing?

• Basic skill set questionnaire• Time Sheets• Planning Tools

What are we Doing?What are we Doing?

• Basic skill set questionnaire• Time Sheets• Planning Tools

Skills QuestionnaireSkills QuestionnaireName: Job Title:

Task FullyCompetent

PartiallyCompetent

Willing to have a go

General

Anything

Any IT

1st Line Support

2nd Line Support

3rd Line Support

Account Management

Admin

Business Change

Clinical Coding

Result of QuestionnaireResult of Questionnaire

• Obvious findings– Skills for current job (by default)– Skills for a previous job

• Surprising (hidden) talents– Marketing– Fluency in Spanish

What are we Doing?What are we Doing?

• Basic skill set questionnaire• Time Sheets• Planning Tools

What do we do?What do we do?

• Basic timesheet system• Each member of staff to record what

service he has provided for what customer

• What could be simpler?

Well…….Well…….

• Most staff don’t know who they are working for.

• Sometimes it is difficult to relate a piece of work to a defined Service

• History means that we don’t have formal contracts for everything

• Projects

Initial FindingsInitial Findings- Customers- Customers

• 36 customers• Of which 17 pay us via contracts• (or 12 if we ignore pct splitting)• and 19 don’t pay us a bean

• One of these is THIS

Non Paying CustomersNon Paying Customers

• Hospices,• Local Authorities• PFI Partner (acute hospital build)• Ambulance Service• Connecting for Health

Most work for:Most work for:

• Host Trust – 2496 man days to date• THIS – 2403 man days to date• Largest PCT – 767.5 man days to

date

(all of this excludes service desk and technical support)

Most popular serviceMost popular service

• Clinical coding – 1021 man days to date• Not in contract(!!!!!) – 972.5 man days

td• Corporate information – 655 man days

td

Less popular, but key services:• Web development 140 mdtd• IG – 263 mdtd

Value of workValue of work

Based on time spent to date, we can make a forecast for the year, and compare with contracted income (similar to service line costing) :

– Staff– Non-pay– 3rd party contracts– Hosting, accommodation etc.– Admin– Management

What are we Doing?What are we Doing?

• Basic skill set questionnaire• Time Sheets• Planning Tools

Planning ToolsPlanning Tools- - NEW WORK PROCESSNEW WORK PROCESS

Planning ToolsPlanning Tools- - NEW WORK PROCESSNEW WORK PROCESS

Planning Tools Planning Tools - Resource Planning- Resource Planning

• Not sure yet, but looking

Are we there yet?Are we there yet?

• No, but all the bits are coming together, (slowly) and we have a much better picture

• We are learning all the time• Our customers are happy with the

approach we are taking.