Current workforce goal

Objective 1 - Support Integrated Care Systems with new ways of working and workforce redesign

HEE regions will collaborate with ICSs based on the ten ICS People function outcomes within an integrated planning framing. Our Workforce Transformation offer will support new ways of working and systematic workforce redesign to help deliver ICS outcomes.

We will assess development needs in regional teams to build capabilities, tools and techniques that maximise our leadership, expertise, and skills in workforce transformation. This will lead to co-produced workforce transformation designed as close as possible to care and local need.

HEE will offer practical solutions and development funding to help produce ICS workforce plans and redesign priorities. We will evaluate these investments to provide the evidence for adoption and spread and build a case study resource on improved skills mix.

As we transition to the new organisation, we will work with NHSE to focus workforce redesign on an agile workforce shaped by service improvement and digital technology. We will develop ‘blueprints and models for elective recovery, enabling faster adaptation of solutions.

We will also use consistent workforce redesign methods and tools to ensure consistency, equity, economies of scale, and value for money. For example, with respect to the Clinically-led workforce and activity redesign (CLEAR) programme we will favour an approach to develop regional faculties to enable greater flexibility of design and direction and prioritisation of what really matters to local systems, placing service transformation in the hands of those delivering care.

Measuring progress

Board Assurance Framework Opportunities supported: 1, 2. 3 and 4

Objective 2 - Adapt education and training to help the workforce become digitally competent and confident and embrace new technology

COVID-19 has accelerated the awareness of digital solutions so we must quickly entrench them within education and training. Digital technology can improve access, rebalance services away from hospitals, and help patients avoid unnecessary admissions. Developments in genomics, digital medicine, artificial intelligence, and robotics will also result in new roles and the need to re-skill the current workforce. To support this we will:

• use our Digital, Artificial Intelligence and Robotics Technologies in Education (DART-Ed) programme to understand how clinicians can best learn to use, design, implement and appraise digital technology, enabling us to design future courses
• increase our Digital Leadership and Technological Literacy Fellow numbers to lead more local digital health transformation and innovation
• grow our three digital learning services (Learning Hub, e-Learning for Healthcare and Digital Learning Solutions) which already have 2 million users, through technology and simulation
• add to our library of over 500 free, quality assured, education and training resources
• improve the digital skills, knowledge, understanding and awareness of leaders, digital experts and the wider workforce through the NHS Digital Academy.

​Measuring progress

Board Assurance Framework Opportunities supported: 1, 2, and 3

Objective 3 - We will expand advanced practice opportunities to build multi-disciplinary teams and a more flexible workforce

Nurses and AHPs in advanced roles improve access and the effectiveness of care as part of multi-disciplinary teams. This creates a better workload balance and staff realise their full potential by contributing at the top of their skill set.

Advanced practice develops and retains people whilst improving prevention, personalised and holistic care, teamwork, and response to patient needs. It is at the heart of new models of care and ways of working.

Our Centre for Advancing Practice oversees the transformation of advanced level practice through education and training standards in our new e-Portfolio for advanced practitioners. This represents the intellectual underpinning of workforce planning based on capability and skills.

Measuring progress

Board Assurance Framework Opportunities supported: 1, 3 and 4

Objective 4 - Further strengthen the training, learning and development for support staff and volunteers

Despite being 40% of the workforce with a critical role in patient care, the training and development of support staff has never been a priority for the NHS. Talent for Care will continue focus on these groups to support career progression through our ‘Get Ready, Get In, Get On and Go Further’ programme.

Apprenticeships recruit new talent into the NHS and develop the skills of existing staff. They deliver service, maximise aspirations, talent, and opportunities whilst improving workforce retention, flexibility and agility. We will help employers use apprenticeships so staff in support and associate roles can develop into registered professions.

Our Volunteering Strategy will create new opportunities and deliver products to enhance the training, recruitment, and experience of volunteers. We will encourage NHS staff to volunteer to become NHS Ambassadors to inspire young people to join the health and care service and ensure that senior leaders value the contribution volunteers make to the service.

Measuring progress

Board Assurance Framework Opportunities supported: 1, 2, 3 and 4