LEADER 05535nam 2200709 450 001 9910829915803321 005 20230617004902.0 010 $a9786612342585 010 $a1-282-34258-4 010 $a0-470-69862-4 010 $a1-280-35590-5 010 $a9786610355907 010 $a0-470-32794-4 010 $a0-470-69921-3 010 $a0-470-03379-7 035 $a(CKB)1000000000336274 035 $a(EBL)255347 035 $a(OCoLC)67524589 035 $a(SSID)ssj0000226975 035 $a(PQKBManifestationID)11176498 035 $a(PQKBTitleCode)TC0000226975 035 $a(PQKBWorkID)10264246 035 $a(PQKB)10439765 035 $a(MiAaPQ)EBC255347 035 $a(MiAaPQ)EBC5200682 035 $a(EXLCZ)991000000000336274 100 $a20180817d2005 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aPrimary care trust workforce planning and development /$fKeith Hurst 210 1$aLondon ;$aPhiladelphia :$cWhurr Publishers,$d[2005] 210 4$dİ2005 215 $a1 online resource (225 p.) 300 $aDescription based upon print version of record. 311 $a1-86156-487-2 320 $aIncludes bibliographical references (p. 165-201) and index. 327 $aPrimary Care Trust Workforce Planning and Development; Contents; Preface; Acknowledgements; Chapter 1 Introduction, background and context; Workforce planning and development definitions; Driving and restraining forces; Workforce planning and development method issues; The book's aim, objectives and methods; Conclusion; Chapter 2 Community patient dependency and workload; Introduction and background; Dependency measures; Dependency and workload; Health needs assessment and community profiling; Demographic data; Age groups and sex; Acute and chronic illness and disability; Patients' homes 327 $aCare home issuesChildren and child care issues; Morbidity and mortality data; Lifestyle and related issues; Life expectancy and death rates; Socioeconomic and quality-of-life data; Deprivation and demand; Conclusion; Chapter 3 Community staff activity; Introduction and background; First contact; Access to primary care practitioners; Chronic disease management and continuing care; Primary and community care of elderly people; Travelling time; Public health; Other public health workers; Productivity; Time out; Conclusion; Chapter 4 Staff mix; Introduction and background 327 $aGrade-mix and skill-mix drivers and restrainersDelegation and extended roles; Clinical re-grading; Practice nurses and nurse practitioners; District nurses; Community staff nurses; Health visitors; School nurses; Nursery nurses; Health-care assistants; Paraprofessionals; Allied health professionals; Administrative and clerical staff; Managers; Multidisciplinary and integrated teams; The Changing Workforce and Future Healthcare Workforce programmes; Conclusion; Chapter 5 Efficiency and effectiveness; Introduction and background 327 $aWorkforce planning, development and quality from a methodological perspectiveStandard-setting methods; Document analysis; Patient satisfaction; Community profiles; Clinical audit; Critical incidents; Workforce planning, development and quality from a professional perspective; Conclusion; Chapter 6 Education and training; Introduction and background; Curriculum; Competencies; In-service education and training; Supervision, mentorship and appraisal; Conclusion; Chapter 7 Recruitment and retention; Introduction and background; The greying and shrinking NHS workforce; Vacancies; Turnover 327 $aJob satisfactionEducation and training issues; Succession planning and other solutions; Improving Working Lives; Conclusion; Chapter 8 Determining team size and mix; Demand-side methods; Professional judgement; Population and health needs-based approaches; Caseload-based methods; Dependency-acuity approaches; Evaluating team size and mix; Some algorithms; Modernizing the PCT workforce; Appendices; Appendix I: Demographic data; Commentary; Appendix II: Socioeconomic and health needs assessment; Commentary; Appendix III: Staff activity and evaluating team size; Commentary 327 $aAppendix IV: Efficiency and effectiveness 330 $aEven though primary and community care managers face the same challenges as their hospital counterparts they've never had an equivalent range of methods for evaluating workforce size and mix. So this book aims to set the record straight by explaining community demand and supply side workforce planning and development. Eight chapters set out the main variables, from dependency and workload, activity and performance, staff education, recruitment and retention, before the most recent data are synthesised into a set of software-supported algorithms that managers can easily adopt. The book and so 606 $aPrimary health care$xManagement 606 $aCommunity health aides$xSupply and demand 606 $aCommunity health aides$xTraining of 615 0$aPrimary health care$xManagement. 615 0$aCommunity health aides$xSupply and demand. 615 0$aCommunity health aides$xTraining of. 676 $a362.1068 676 $a362.10680941 700 $aHurst$b Keith$0881631 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910829915803321 996 $aPrimary care trust workforce planning and development$93063086 997 $aUNINA