CfWI 2013 poster competition winners
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The document describes the ATP (Approved Training Practice) model introduced by the Yorkshire and Humber Strategic Health Authority to increase primary care training placements, promote interprofessional learning, and create a critical mass of education expertise. The ATP model was established in 2009 and currently includes six hubs with 29 training practices. Placements focus on undergraduate nursing but the model can accommodate other professions. The region prioritizes primary and community care training to address GP shortages, aging workforces, unclear training routes, and lack of training capacity - which the ATP model directly aims to solve.
CfWI 2013 poster competition winners
- 2. The Primary Workforce - abstract • The ATP model was introduced by the Yorkshire and the Humber Strategic Health Authority to: • increase the numbers of primary care training placements available in General Practice across professions (in contrast to traditional undergraduate nurse training placements in community settings primarily with midwives and health visitors) • promote inter-professional learning • create a new model of training, where primary care providers have a critical mass of education and training expertise to support a number of placements for different practitioners and different stages of training at the same time. • • The ATP model was established in 2009 based on the existing approved GP Training Practice model. There are currently six ATP hubs, who have recruited in total 29 other training practices in a Hub and Spoke model. At the moment, ATP Hubs are focused on providing placements for undergraduate nursing students. This provides the broader system experience that is advantageous to all nurses, but also helps to address the regional shortage of Practice Nurses, who have traditionally gained experience in secondary care only and may not have seen practice nursing as a viable and/or desirable option as a first post. However, the ATP model can be flexed for other staff groups, to address future regional priorities, as was intended in the original pilot aims. • • HEYH has prioritised Primary and Community Care as one of its three priority themes for 2013/14:- • • The vast majority of patients first encounter NHS services in primary care settings and most on going care will be in the community rather than in acute settings • There is a lack of sufficient numbers of GPs in some parts of the region • Age profiles are high across primary and community care teams and so there is concern over the security of future supply • The training route for practice nurses is unclear • There is currently a lack of capacity to support training in primary and community care settings • • The ATP project directly addresses these themes
- 4. Using Logic Models to help improve the afterhours workforce in Inner North West Melbourne - abstract • The need to sustain an adequate, appropriately qualified afterhours workforce is key to sustainable primary health care services and lowering emergency department presentations. Many of these health services experience shortages of health workers and high levels of staff turnover. • A logic model is a tool to create a visual representation of theory, showing crucial linkages between the components of a program or phenomena. They can help us understand why something works; tell the story of a program quickly and visually; and help us identify the factors that need to be measured or understood. A logic model approach was used collaboratively by the Australian Health Workforce Institute and Inner North West Melbourne Medicare Local to help inform the afterhours workforce needed for Inner North West Melbourne. • Using a logic model gave stakeholders the possibility to discuss and reach consensus about the assumptions being made about the future workforce i.e. the causal mechanisms and linkages between the context, inputs, strategies, outputs, and outcomes (see poster). This approach also allowed the Medicare Local to take a step back from the specifics of workforce planning and think clearly about their future workforce vision. Through completing this process, “gaps” in the workforce planning process were more easily seen. • Workforce planners should use this tool to complement the workforce planning process, it will help: build understanding about the workforce trying to be created, transparency about the logic being used, it will help monitor progress, reveal assumptions being made that may have previously been hidden and promote communication amongst stakeholders.
- 6. Maternity Insight - abstract Challenge: Birth rates are increasing coupled with a shortage of experienced midwives to deliver the service. How can we model the potential scenarios in a robust and evidenced based way? Answer: Maternity Insight. Maternity Insight is a web-based app designed to provide accessible, quick modelling of a maternity workforce for future years based on forecast birth rate and national standards. The approach is based on a simple 3 step process: 1. Entering current workforce numbers (with the option of adding adjustments for turnover, retirements, etc.) 2. Entering birth numbers for each site within your scenario 3. View the comparison of your existing current workforce vs. the workforce determined using the standards and assumptions built into the app. Other, more advanced functionality is also provided as an optional extra (e.g. configuring participation rates for different workforce groups, customising cost bandings, modelling based on birth intensity and localising the built in standards down to site level). Maternity Insight is currently being used in the reconfiguration of Maternity Services within the West Midlands. Three trusts are involved in this project where current and projected demand has been modelled against the current and future workforce. Maternity Insight has been used to highlight where there will be an over or under supply in the workforce, by job role, which will inform the workforce plan being developed for this project. Further modelling will include looking at the type of birth e.g. caesarean section, assisted delivery, normal delivery and what impact this will have in terms of the workforce required to deliver the service. A Neonatal Insight and Paediatric Insight app is also in development which will follow the same principles as Maternity Insight.