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Workforce Improvement Team

Workforce Improvement Team. Who we are Our objectives: working in partnership What we do and why Future Priorities. Who we are: Workforce Improvement Team. Lucy Brown, Workforce Improvement Manager lucyanne.brown@5bp.nhs.uk

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Workforce Improvement Team

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  1. Workforce Improvement Team Who we are Our objectives: working in partnership What we do and why Future Priorities

  2. Who we are: Workforce Improvement Team • Lucy Brown, Workforce Improvement Manager lucyanne.brown@5bp.nhs.uk • Catherine Simm, Workforce Improvement Manager catherine.simm@5bp.nhs.uk • Joanne Burton, Regional Co-ordinator, Workforce Transformation joanne.burton@5bp.nhs.uk • Laura Dunaway, Assistant Workforce Improvement Manager laura.dunaway@5bp.nhs.uk • General enquiries inbox: wmhub@5bp.nhs.uk

  3. Key features of the Workforce Improvement Team • The roles were introduced to bridge the gap and strengthen links between strategic policy and operational activity in organisations. Specific focus on working directly with services to support the alignment of commissioning priorities and workforce modernisation activity • Historically roles attached to one of the three former SHA localities, formerly with local NHS Trust employers; now flexible within the North West Workforce Modernisation Hub • Philosophy of the roles – as based on principles of OD , facilitative, stakeholder focused. Consultancy based approach, clear and ongoing dialogue with organisations who engage with the modernisation process • Subsequently, organisation activity, network outputs, Workforce Improvement Team knowledge, provider landscape captured; fed through to strategic colleagues – the Hub and the Management Board.

  4. Our Objectives Strategic: Developing organisations’ capability in relation to workforce modernisation across the North West Operational: • Lead the workforce modernisation networks, on a local and north west wide footprint • Work in partnership with organisations to develop and implement OD solutions in relation to building capacity • Develop a suite of tools and resources to facilitate increased capability in organisations

  5. What we do and why1) Lead the workforce modernisation networks • The networks provide an advisory function • A key stakeholder group representing Health and Social Care organisations across the North West • A forum for debate and discussion –peer support, Trust updates, good practice, blockages and challenges and gaining consensus on network related matters • Opportunity to participate in Task and Finish Group activities relating to influential/important workforce modernisation matters • Each of the Networks have a diverse ‘make-up’ with clinical and non-clinical stakeholders

  6. 2)Work in partnership with organisations to develop and implement OD solutions in relation to Workforce Modernisation • Skill Mix/Gap analysis • Change management • Problem/needs analysis, challenges and blockages • Mapping service requirements and future workforce vision for a patient-centred service alongside workforce modernisation funding and activity • Existing workforce profile mapped tofuture workforce requirements, skills, competencies & knowledge • Building/refining JDs and development of new roles across the career framework • Assisting organisations to develop business cases and reviewing proposals related to the development of new roles • Maintaining and sustaining a close dialogue with Education and Service providers in relation to demand management and the commissioning process • Encourage innovation and horizon scanning

  7. 3) Develop a suite of tools and resources to facilitate increased capability in organisations • Case Studies • How to Guides • Show case events and good practice • Information Packs • Knowledge of good peer practice across stakeholders North West wide • Links with workforce planning process • See also future work / activity

  8. Future In addition to the work the Workforce Improvement Team currently undertakes, the following approaches are being developed • Workshops and master classes: service redesign, needs analysis, skill mix, workforce modelling and establishment of baselines • Pathway and service focus based on stakeholders requirements: e.g. themed drop in sessions for business case development based on pathways; spotlights on sector specific priorities – eg urgent care, stroke, midwifery, health visiting • Further development of packages of generic resources to assist workforce modernisation at all stages of the process. • Embedding qualified posts • Evaluating the impact of new roles in the workplace

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