Implementation and evaluation

Learn more about Financial modelling and building a business case in this short video https://vimeo.com/nhseducationforscotland/tr09webinar3   (38:53 – 44:43)

Watch this video to learn more about implementation and evaluation stages of TR https://vimeo.com/nhseducationforscotland/tr09webinar3   40:44 – 44:15)

Consider the information below and using the templates provided, map out your team or service area and add the relevant findings to your workforce plan. There are many aspects of consider including: Funding Change: Planning for Delivery and Impact A strong financial plan gives the NHS the stability to deliver safe, sustainable services within tight resources. It helps organisations anticipate, not react to workforce, activity and cost pressures, enabling informed decisions on investment, redesign and future skill‑mix. Effective forecasting lets leaders model scenarios such as demographic change, demand growth, retirements and productivity, ensuring resources match clinical priorities and long‑term goals. By understanding future costs, capacity and risks, the NHS can protect service quality, support workforce transformation and build a financially resilient system that adapts to changing population needs.  Financial modelling can include:  workforce costs (short, medium and long‑term)  education and training investment  release time for learning and supervision  projected savings from improved pathways

Where can I get support? 

Seek support from your organisation by making connections with local workforce, finance and corporate planning teams.  

• Local workforce planning teams provide insight into current staffing pressures, retirements, succession planning, and skill mix options, ensuring that forecasts reflect real service needs.  

• Finance teams contribute detailed costings, budget constraints, and affordability assessments, helping translate workforce scenarios into clear financial implications.  

• Corporate planning teams align workforce and financial plans with wider organisational strategies, national policy requirements, and long term service transformation goals.  

Together, these stakeholders create an integrated, evidence-based plan that balances clinical need, financial sustainability, and strategic direction for the organisation. 

What can I do with the information?

The financial information collected should be used to build a clear case for change, for example by developing a business case, SBAR or options appraisal that sets out the problem, costs, benefits, risks and recommended solution. This helps decision‑makers understand the value, affordability and impact of the proposed change and supports timely, informed approval

What resources are available? 

• Glossary of financial terms - https://learn.nes.nhs.scot/90473
• Business Case Study (Steven McInally)
• SBAR Template (Situation, Background, Assessment< recommendations)

• Wrapt Template: Workforce Planning and Capacity Tool  
• Workforce Capacity Financial Modelling Tool - https://learn.nes.nhs.scot/90475/
• New Video (Needs Script) Euan was going to add this to his presentation??wrapt

Governance

The NHS Advanced Practice Governance and Maturity Tool supports organisations to assess how effectively advanced practice roles are implemented. It helps identify strengths, gaps and priorities across governance, leadership and workforce planning, supporting safe, consistent and sustainable development of advanced practice roles across services.

Resources available on the site

• The Governance / Maturity Matrix (downloadable) NHS GG&C may be available to share after approvals
• Guidance on using the tool for self‑assessment
• Supporting resources and webinars
• Alignment to the Multi‑professional Framework for Advanced Practice in England

How do I maximise the skill mix of my entire workforce? 

The resources below will help you assess your current workforce, identify opportunities to optimise skill mix, and redesign roles to meet service demand more effectively.

The Skills Maximisation Toolkit supports services to review and optimise how skills, capabilities and roles are used across the whole workforce. It helps identify opportunities to work at the top of scope, improve skill mix, redesign roles, and align workforce capacity with service demand and population need. The toolkit provides practical guidance, tools and examples to support safe, effective and sustainable workforce redesign

• Link the skills maximisation toolkit (insert when link available)
• AHP Capability Framework

How do I work out the capacity of my workforce? 

Job planning is the process of systematically outlining roles, responsibilities, and working patterns for staff, enabling organisations to accurately determine both service and individual capacity by aligning workforce allocation with service demands and educational requirements. It can be used to: 

• Make roles and responsibilities explicit. 

• Ensure protected time across all four pillars of practice
• Align job plans to service needs and education requirements. 

• Templates and resources can be found at – How: Job Planning