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5 Structures Necessary and Organisation of Services 5.1 Regional Framework 5.2 Partnerships 5.3 Responsibilities of Primary, Secondary and Tertiary Care 5.4 Local Management 5.5 Information Technology and Audit 5.6 Human Resources 5.6.1 NHS Workforce Planning Reforms 5.6.2 Future Staffing Requirements 5.7 Finance 5.8 Organisation of Services 5.8.1 Managed Clinical Networks and Shared Resources 5.8.2 Infrastructure of Renal Centres 5.8.3 The Private Finance Initiative (PFI) and Private Provision of Renal Services 5.6 Human Resources 5.6.1 NHS Workforce Planning Reforms The renal workforce needs to be developed to ensure there is sufficient skill and expertise to deliver the National Service Standards proposed in Section 4. Until now, planning has tended to have been by different bodies representing many and varied sectional interests, bringing their own narrow perspectives to the table. Since the 1970's there has been progress towards more collaborative working across professional boundaries and more recently greater emphasis on multi-professional teams within both primary and secondary care. However, it is generally accepted that workforce planning mechanisms lag far behind what will be required. 'A Health Service of All The Talents' (ref. 85) sets out a clear agenda for reforms. This proposes a more integrated approach with improved accountability. 'A Health Service for All The Talents' proposes that Trust and Health Authority Chief Executives would take responsibility for local workforce plans which would be linked to HimPs. Regional Workforce Development Directors would manage a budget encompassing the currently separate funding streams (see Appendix III). While such major changes develop, individual Trusts and their new workforce planning bodies - which are expected, subject to a consultation period on the proposed reforms - will be left to arrive at their own, local solutions.  |