Supplementary evidence submitted by Wyn
Jones (WP 41A)
I am unsure of the protocol of the Health Select
Committee (HSC) so I thought I would contact you in the first
instance. I did attend the session last week, in the public gallery
and note a number of points I would have liked to raise had I
been in front of the committee. I would hope these points could
be considered by the members of the committee.
— The role of the PCT should be key
in the future as they provide the service strategy for providers
to deliver against. In addition I believe there is a need to monitor
the NHS on a health economy basis, in particular I am concerned
that as service provision becomes more fluid because of Independent
sector provision and shifts to primary care a number of organisations
will be left with staff who they have to make redundant if the
process is not managed effectively. The redundancy costs would
inhibit a productive health economy, even if individual organisations
can demonstrate their own efficiency. I have further information
on this issue if the committee require it.
— I am concerned over the capacity
of the Department of Health and the new Strategic Health Authorities
to deliver their agenda given the pressure on management costs.
Although I accept that improvements can and must be made.
— I believe that integration of workforce
planning across staff groups, in particular medical and non-medical
and professional and non-professional, is essential for the future
of the service. Also there is a need to integrate across finance
and activity. The ISIP process is the right philosophy but in
reality to date has not delivered an integrated approach for workforce
development and planning.
— This review of workforce development
and planning has proved useful in uncovering the range of processes,
tasks and strategies required for workforce planning, I believe
a useful outcome from the Committee's review would be a map of
who is responsible and who is involved in workforce planning within
the current NHS structure. In the future this map could be used
to ensure the responsibilities are not lost in other re-organisations
of the service.
— Within the LDP process the limit
of three years does provide a problem for education commissioning,
in West Yorkshire I developed an additional proforma which expanded
the LDP one to include all key staff groups and to extend the
timeframe to five years. Some organisations had problems completing
the form as there was little evidence of the long term strategy
for the organisation, however, it did provide us with more evidence
for education commissioning.
— There was a discussion around financially
changed organisations recruiting staff, I believe that organisations
must control their recruitment and clinical managers must not
be allowed to recruit as they see fit, but there are a number
of scenarios where it will make sense for an organisation to recruit,
even if they have financial difficulties; these include, ensuring
a service is safe for patients/users, reducing the reliance of
agency staff, delivering increased activity which will provide
increased income under Payment By Results.
— There was a discussion on the impact
on staff on Agenda for Change Bands one to four. In West Yorkshire
I led a partnership with the local Learning and Skills Council.
As a result of the partnership we have secured £1.4 million
over three years to support training, development and employment
opportunities of these Agenda for Change bands through LSC, Regional
Development Agency and European Social Funding commissioning process.
In addition the partnership has just agreed 500 train to gain
places for NHS Yorkshire and the Humber organisations, these are
level 2 qualifications and equate to approximately £600,000.
I would be happy to provide further information
on any of the points I have raised. If you have any queries please
let me know.
Wyn Jones
Workforce Planning Manager, NHS Yorkshire and the
Humber
8 January 2007
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