Workforce Redesign Pathway

STEP 1 LEADERSHIP AND MANAGEMENT

Questions to consider Action/Comment
1) Who is leading on workforce redesign?
2) Who is responsible for managing and implementing the change?
3) Is there a clear statement of direction that articulates the purpose and rationale for
workforce redesign taking into consideration the underpinning values and principles of
the Adult Social Care Workforce Strategy?
4) What is your strategy for co-production ie., involvement of people who use services in
achieving workforce redesign?
5) Is there a clear project structure that states specific roles and responsibilities?
6) How will sufficient capacity for the redesign process be assured, for example
1) Staff time
2) Staff costs
3) Skills required
4) Monitoring
5) Training
6) Finance
7) Other resources
7) Have areas and processes for internal joint working been established within your social
care transformation plan and commissioning strategy?
8) Have processes been established to include key stakeholders for example, health?
9) Are you aware of how the political, environmental, social, technical, legal and economic
aspects will affect this project?
10) Has a mechanism for equality impact assessment on workforce redesign been
established?
11) How have good practice models of redesign been sourced and used to support
process?
12) Has a Risk Log being developed to assess the likelihood and impact of barriers of your
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 workforce redesign process that includes action to mitigate and limit these?
13) How will risk enablement be communicated throughout the process?
14) How will champions, innovators and leaders support and communicate this process
with stakeholders?
15) Identify a way of measuring and monitoring changing attitudes and behaviours.
16) How will the process of reflection be developed as progression is made?
17) How will a process for evaluating outcomes for people who use services and informal
carers be established?
18) How will a process for review be achieved for each of the stages?

Outputs and Outcomes

1. Project structure detailing governance arrangements for accountability, decision-making, roles and responsibilities of the
project team
2. A clear statement to support workforce redesign process to include best practice examples
3. A resource plan which details capabilities and capacities to deliver the redesign process
4. An equality impact assessment report
5. A risk log
6. An evaluation process
7. A monitoring and review process

Tools and Resources

Change management strategy

Transformation strategy/plan
PESTLE analysis (Political, Environmental, Social, Technical, Legal, Economic)
Adult social care workforce planning framework for the East Midlands, Tool 3
Skills for Care workforce redesign principles 1, 2, 3 www.skillsforcare.org.uk/workforceredesign
Creating Capable Teams Approach (step 1) www.newwaysofworking.org.uk
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 National Health Service Six Steps
www.healthcareworkforce.nhs.uk/resourceslatest_resources/six_steps_refresh.html
www.healthcareworkforce.nhs.uk/resources/nwp_resources/workforce_evaluation_too.html
Workforce planning framework Tool 2 and 3

Suggested Activities

Meeting between project manager(s) and senior manager(s) to discuss questions.

Completion of an agreement document/PID/proposal
Develop a communication strategy for the project.
Ensure that at each stage, the key issues are documented for the purpose of learning and feedback at the end of the redesign
process.

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STEP 2 DATA COLLECTION (Mapping current status)
Questions to consider Action/Comment
1) Identify who is collecting or may have already collected this data.
2) What is the workforce profile is in your local area? Taking into consideration:
1) Age
2) Gender
3) Ethnicity
4) Language
5) Disability
6) Religion
7) Sexuality
8) Employment status
9) Recruitment issues
10)Retention Issues
3) What is your current staff profile is? Taking into consideration:
1) Age
2) Gender
3) Ethnicity
4) Language
5) Disability
6) Sexuality
7) Religion
8) Recruitment issues
9) Retention Issues
4) What are the current staff costs? Including:
Salaries,
Learning, development and training
Recruitment
IT, software and equipment
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 Personnel
General office overheads
Expenses
5) Carry out a skills audit that shows what skills, qualifications, knowledge and
competencies existing staff have or are completing?
6) What are the current roles and the tasks being undertaken?
7) What information has been extracted from the joint strategic needs assessment in
regards to the current demographic profile of the local community and their health and
social care needs?
8) What is there a comprehensive map of current services available (refer to
commissioning strategy if appropriate)?
9) Is the workforce representative of the local community demographic profile?
10) If there are mismatches what are they and what are the current actions?
11) How is this step going to be monitored and reviewed?

Outputs and Outcomes

1. Demographic profile of workforce including recruitment and retention issues

2. Information on establishment profile (National Minimum Data Set for Social Care (NMDS-SC) data)
3. Employee expenditure costs
4. A skills audit (NMDS-SC social care employee profile)
5. A demographic profile of current local populations health and social care needs
6. Data on current provider market

Tools and Resources

National Minimum Data Set social care (organisational and employee profile) www.nmds-sc-online.org.uk
National Occupational Standards and qualifications www.skillsforcare.org.uk/nos
Workforce planning framework Tools 1 and 11

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 Census reports
Regional observatory
Workforce intelligence data
Public health observatory
Projection of Older People Population Information system www.poppi.org.uk
Projection Adult Needs and Service Information system www.pansi.org.uk
NASCIS, provides a single national resource of timely, relevant and useful information for Social Care services across England
http://nascis.ic.nhs.uk/
Joint Strategic Needs Assessment (JSNA)
Staff appraisals
Commissioning strategy
Care Quality Commission assessments
Human Resources /payroll systems
Departmental expenditure (for example IT, HR)

Suggested Activities

Identify and make contact with key people who will be able to assist in gathering data, for example, HR, training lead, information
analyst, commissioners.
Ensure appropriate access to databases for example, internet, workforce, NMDS-SC
Allocate timescales to complete this stage.

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STEP 3 ENGAGEMENT
Questions to consider Action/Comment
1) Has a stakeholder engagement and communication plan being developed that addresses
both internal and external stakeholders?
2) Does the plan cover who, when and how engagement and involvement should take
place?
3) Does the plan include all internal stakeholders such as:
1) Commissioners
2) Human Resources
3) Learning, development and training providers
4) Workers directly affected by the change
5) Workers indirectly affected by the change
6) Providers of universal services (housing, leisure, culture and employment)
4) Does the plan include all external stakeholders such as:
1) People who use services, and carers
2) Private, Voluntary and Independent sector
3) Statutory bodies such as GSCC,CQC
4) Local authorities
5) Health
6) Personal assistants
7) Micro employers
8) Unions
9) Reference Groups
10)Employer forums
11) Sector Skills Councils - Skills for Care
5) Does the plan include the process for feedback to all stakeholders?
6) Has financial and human resources required been identified to implement the
communication and engagement plan for example:
1) Staff time
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 2) Costs
3) Training
4) Communication and media costs
7) Is the information for communication available in different media formats? (Information
should set out rationale, benefits and possible impact for all stakeholders)
8) How is this step going to be monitored and reviewed?

Outputs and Outcomes

1. Stakeholder analysis
2. People who use services and carers consultation on current and future needs
3. Communication plan (internal and external)
4. Financial and Human Resources plan for engagement
5. Range of material to support communication

Tools/Resources/Points of Reference

Social Care Institute for Excellence Guidance on user and carer involvement - www.scie.org.uk

User and carer involvement principles -

http://www.skillsforcare.org.uk/participation/people_who_use_services_and_carers/people_who_use_services_and_carers.aspx

Skills for Care workforce redesign principles 2, 3 and 4

www.skillsforcare.org.uk/workforce_strategy/new_types_of_worker/Principlesredesign.aspx

Adult social care workforce planning framework for the East Midlands tool 3,4 and 5

Stakeholder analysis tool

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Suggested Activities

Access stakeholder analysis tools e.g. PRINCE 2, project management approach, internet

Methods Information sharing

Meetings Email
Focus groups Bulletin/notice boards
Existing networks Meetings
Consultation events Intranet/internet
Newsletters
Workshops

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STEP 4 FORECASTING
Questions to consider Action/Comment
1) The following information needs gathering
1) Collate information on demographic profile of local community in the future and their
health and social care needs
2) What is likely to be the future employee profile taking into account new roles and new
types of working
3) What are the transformation, commissioning cycle, and financial plans with timescales?
2) Use this information to do an analysis of future requirements using data collected in Step
2 and the information above
3) What is likely to be your future staff profile?
4) What is the future employee profile likely to cost?
5) What are the future recruitment and retention issues likely to be and identify solutions to
address these issues?
6) Compare the current and future employee profiles and identify the gaps?
7) Compare the current and future community profile and health and social care needs and
identify the gaps?
8) Identify where the priorities are, referring back to the vision set out in Step 1.
9) What action needs to be taken to meet those needs?
10)Have you identified the potential benefits of these changes for service users and carers?
11) Has your analysis taken into consideration any political, environmental, social, technical,
legal and economic factors that may impact on this in the future?
12)What resources for example, IT, are required to support change?
13)Have you acknowledged the limitations of resources and explored the alternatives.
14)Explore solutions alongside cost benefit and added value analysis.
15)Follow governance protocols to develop a business case for preferred solutions including
evidence from previous steps.
16)Refer back to Project Structure in Step 1 and seek approval for implementation.

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 17) How is this step going to be monitored and reviewed?

Outputs and Outcomes

1. Demographic profile of future population health and social care needs.

2. Future employee profile.
3. Forecasted financial plan, which includes information on services and workforce.
4. Gap analysis data.
5. Business case for redesign.

Tools/Resources/Points of Reference

Skills for Care workforce redesign principles 2 and 7 -

www.skillsforcare.org.uk/workforce_strategy/new_types_of_worker/Principlesredesign.aspx

Adult social care workforce planning framework for the East Midlands Tools 6, 7, 8 and 9 -
http://eastmidlands.skillsforcare.org.uk/workforce_strategy/workforce_development_strategy/workforce_development_strategy.aspx

Organisational /departmental budgets and financial reports

Joint Strategic Needs Assessment

Joint Strategic Needs Assessment projection methods resource

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Labour Market information

Suggested Activities

Determine the range of data required.

Identify dedicated person(s) to analyse data.
Double check with specific stakeholders the outcomes of the analysis.
Check if similar work has been achieved elsewhere locally, regionally and nationally.
Determine what are the key aspects required to present a business case, in order to gain approval from senior
management/sponsor.

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STEP 5 TRANSITION
Questions to consider Action/Comment
1) Communicate the agreed proposals for redesign.
2) Develop a Specific Measurable Achievable Realistic Timescales action plan to implement
redesign process. This will need to consider for example
1) Roles and responsibilities
2) New or revised job descriptions / personal specifications/employment
contracts/supervision/appraisal process
3) Learning, training and development opportunities
4) Engagement and communicate with stakeholders
5) Support available for internal and external staff
3) How is this step going to be monitored and reviewed?

Outputs and Outcomes

1. SMART action plan

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Tools and Resources

Skills for Care workforce redesign principles 5, 6 and 7

www.skillsforcare.org.uk/workforce_strategy/new_types_of_worker/Principlesredesign.aspx

National occupational standards

http://www.skillsforcare.org.uk/SearchResEnt.aspx?search=national+occupational+standards&pagename=searchResEntowl

Knowledge sets
http://www.skillsforcare.org.uk/knowledge+sets&btn

Common core principles

http://www.skillsforcare.org.uk/common+core+principles

Workforce planning toolkit - Tool 9

Qualifications Credit Framework

Funding streams
Sub regional workforce strategy
Commissioning strategy
Communication and engagement strategy/plan
Change management strategy
Business case guidance template
Risk log

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Equality Impact Assessment documentation
Project structure

Suggested Activities

Identify appropriate communication methods for service teams directly affected, stating the rationale, analysis of data, feedback from
stakeholders and options for workforce redesign.
Identify appropriate communication methods for teams/service indirectly affected.
Undertake skills audit.
Identify appropriate levels of communication about the implementation process to the range of stakeholders.

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STEP 6 - REVIEW
Questions to consider Action/Comment
1) Pull together information from monitoring and reviewing each step in order to review the
Workforce Redesign Pathway as a whole.
2) Identify the impact and outcomes for the following:
1) People who use services and carers
2) Workforce
3) Services
4) Partnership working
5) Learning and development needs
6) Future changes for workforce, service and process
7) Stakeholders
3) Review the forecasting data to ensure that it is still relevant.
4) Communicate the findings of this to the Workforce Redesign sponsor highlighting any
recommendations.
5) Communicate the findings to all stakeholders.
6) How is this step going to be monitored and reviewed?

Outputs and Outcomes

1. Review report on process.

2. Review report on outcomes.

Tools/Resources/Points of Reference

National Minimum Data Set social care (organisational and employee profiles) www.nmds-sc-online.org.uk

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MIE Tool (a tool developed by RIEP that measures the impact and efficiency) -
http://www.tribalgroup.co.uk/Documents/Localgovernment/Localgovernment/mietool.pdf

Suggested Activities

Arrange timely communication with the project team.

Develop evaluation document for stakeholders completion.
Gather information/feedback from the key people involved in managing the process.
Revisit the proposal and process to determine lessons learnt.
Arrange meeting to present feedback to senior management/sponsor.
Share findings with internal and external stakeholders via workshops, newsletters, team meetings, supervision, network meetings.
Agree dates for future review (if appropriate).

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