WORKFORCE PLANNING


apprenticeship schemes and succession planning’; ‘introducing a clear and concise route map from apprentice to boardroom, and all the steps in between’, and ensuring that the NHS estate is represented at care events – with an emphasis on it being ‘a great place to work that offers excellent career advancement opportunities’. The NHSI speaker believed it was also essential to address the current recruitment and retention issues, with particular regard to those grades currently especially difficult to recruit to; to “address the current skills shortages with some focus on comparing ‘in-house’ versus ‘outsourced’”, and to ‘look into issues around staff wellbeing, work culture, and mobile/agile working and technology, to improve workforce efficiency’. Noted successes to date had included the establishment of a Steering Group which held quarterly meetings, a clear identification of existing apprenticeship schemes, the finalisation of a draft HefmA ‘Career Route Map’, and the use of an NHS Estates and Facilities module for a degree/ Higher Education, with anticipated take-up ‘by at least one educational establishment’ by this September. The NHSI speaker added: “We have also developed a clear plan to address Sir Robert Naylor’s recommendations on workforce planning, looked at developing model structures for each Trust type and size, held four Workforce Steering Group workshops, and are focusing strongly on engaging further with Health Education England, and key educational establishments, including schools, colleges, and universities.”


Key outputs


He went on list the ‘Key Outputs’ under the Workforce Delivery Plan, and their target completion dates, as follows: n The establishment of a Steering Group – April 2018.


n The establishment of a national NHS Apprenticeship scheme – April 2019.


n Succession planning work – April 2019. n The formulation of a Career Route Map – April 2019.


n Promotion and advertising – September 2019.


n The holding of ‘career events’ – December 2018.


n Recruitment & retention – September 2019.


n Pay – September 2019. n Education – skills required – September 2018.


n Education – course module – September 2018.


n Education – whole courses – September 2020.


n Model structures – April 2019. n Model job descriptions – April 2020. n A skills matrix – April 2019. n ‘In-house’ vs. ‘Outsource’ – April 2019. n Resilience – April 2020. n Training – April 2019.


26 Health Estate Journal June 2018


n Apprenticeships (a National NHS scheme).


n Model structures/Model job descriptions. n Career route map/succession planning recruitment and retention.


n Brexit. n Pay/health & wellbeing/work culture. n Promotion/advertising/careers events. n Education/training/skills. n Technology/mobile workers. n In-house vs. outsourced. n Resilience. n EFM workforce report (response to the Naylor Report).


In closing, the NHSI speaker explained that the’ next steps’ would include: n Identifying a leader and 4-6 volunteers for each workstream.


Geoff Neild, currently on secondment with North Staffs Combined Healthcare as Associate director of Estates, presented on ‘Recruitment and retention of estates and facilities staff, with a particular focus on changing the image of the NHS and highlighting the HefmA Career Route Map’.


n Wellbeing – April 2019. n Work culture – April 2020. n Technology – April 2020. n Mobile workers – April 2020. n IHEEM/HefmA involvement – Ongoing. n Health Education England involvement – Ongoing.


n Response to the Naylor Report – September 2018.


n Future Estates & Facilities Director – Ongoing.


n Interim EFM Workforce report to be published – Q1 2019/20.


Need for promotion


Key to the success of an NHS Estates & Facilities Workforce Development Plan, the NHSI speaker said, would be effective promotion and advertising of the various initiatives planned. This would require a bid to be made for funding to create a promotional video to highlight that ‘an exciting career can be had in NHS EFM’. The aim will be for the video to shown at careers events and posted on the NHS Improvement portal, as well as on YouTube and Facebook. The suggested title for an Interim EFM Workforce Report, meanwhile, is ‘A sustainable & resilient estates & facilities workforce’. In terms of managing the programme, the NHSI speaker acknowledged that taking the Workforce Development Plan further would require ‘significant work’, with him acting as the overall project director and facilitator. A programme manager would also be needed to co- ordinate all activities and the input of the ‘volunteers’ working on specific schemes. He and the team leading the initiative had already established a number of key workstreams, as follows:


n Arranging a bi-monthly steering group, comprising NHSI personnel and workstream leaders.


n Developing programmes for each workstream, and agreeing timescales.


IHEEM’s contribution


The NHSI speaker’s address was followed by a look at IHEEM’s own work on apprenticeships by the Institute’s CEO, Julian Amey, against a backdrop where he noted there were ‘exponential increases in demands on the NHS and estates teams’, with many experienced staff retiring, and ‘a considerable need for leaders, managers, technicians, craftspeople, and apprentices’. He told delegates: “IHEEM has a 75-year record of providing CPD for the sector, and is keen to continue its work to bring together personnel from the Department of Health, HefmA, IPEM, universities, training providers, and industry partners, on a number of the most important issues facing the sector – apprenticeship and succession planning being near the top of agenda.” Julian Amey pointed out that IHEEM already provides CPD through its national and branch events, but also collaborates with EngineeringUK to promote engineering as a career in schools.


He added that the Institute’s current ‘vision and action plan’ include: n Identifying needs by category, and recruiting a high calibre workforce to match needs between 2018 and 2023.


n Establishing a working group comprising NHSI, IHEEM, HefmA, IPEM, universities, training providers, and industry partners.


n ‘Learning from other sectors’, such as Higher Education.


n Drawing up strategic plans agreed by all parties, and


n Evaluating progress against targets.


Commitment to professional development


A second IHEEM speaker was the Institute’s current President, Pete Sellars, who addressed ‘IHEEM Apprenticeship


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