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Roadmap to Integration Developing a workforce for Wyn

Roadmap to Integration Developing a workforce for Wyn. Helen Watkins: Head of Workforce and OD, Primary, Community Intermediate Care Clinical Board, Cardiff and Vale UHB Lance Carver: Head of Adult Social Services, Vale of Glamorgan Council / Locality Manager Cardiff and Vale UHB.

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Roadmap to Integration Developing a workforce for Wyn

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  1. Roadmap to Integration Developing a workforce for Wyn

  2. Helen Watkins: Head of Workforce and OD, Primary, Community Intermediate Care Clinical Board, Cardiff and Vale UHB Lance Carver: Head of Adult Social Services, Vale of Glamorgan Council / Locality Manager Cardiff and Vale UHB

  3. Our aim today is to: • Explain the Wyn Campaign and nature of the transformational change • Outline the workforce response to deliver a sustainable, productive workforce to deliver the change • Demonstrate the benefits: quantitative and qualitative

  4. Why Wyn? • Wyn can be a man or a woman, is typically 86, frail with cognitive impairment. • Health Board, two Local Authorities and Third Sector working in partnership • Transforming whole scale service and cultural change across the whole health and social care system

  5. Old-fashioned values Understand & treat me as an individual Talk to me and involve me in decisions about me – work with me don’t ‘do to’ me Inform but don’t intrude If I’m sick, fix me up and get me back on feet as quickly as possible; I don’t have time to hang around! What Wyn tells us he/she wants:

  6. Wyn Campaign principles • Everything we do will be focussed on supporting Wyn to regain & retain independence, • We will provide timely, tailored & co-ordinated responses in the community to meet Wyn’s needs in the context of his/her life and community • We will work collaboratively together across health, social care and the voluntary sector to meet Wyn’s needs;

  7. The ‘Team Around Wyn’ Model Targeted Interventions “Needing a bit of support for a while” Medicines Management Facilitated Early Discharge, Case Management Falls Prevention/Management Support Carers Recovery & Re-ablement, Targeted monitoring, Support to Care Homes Step up/admission avoidance Longer-term Care “Needing regular help” Universal Services – “doing ok thanks” Primary Care Risk Stratification Healthy Ageing Signposting Comms Hub Joint Commissioning Framework/Unit Focused improvement in Advance Care Planning and End of Life Care Co-ordination Team Around Wyn Regaining and Retaining Independence

  8. Three Pronged Approach • To deliver a productive workforce to care for Wyn we needed to: • Plan for the workforce of the future: • Develop the multi agency teams • Work across boundaries • Key principle – work together and develop joint solutions by engaging across Health, Local Authorities and Third Sector • Workforce Workstream Lead

  9. Roadmap to Integration • Provide time to think differently and identify the workforce, service and financial issues • Think big picture – look at the whole system • Consider what our workforce look like in 3/5 years and how we get there • Protected time to share ideas and think together • Transformational – longer term gains and need for planning

  10. Defining the case for change • Service and finance presentations • SWOT analysis • Use of Public Health / demographic information • Pathway development and workforce barriers and enablers • Stakeholder Analysis • Action Planning around emerging themes

  11. Workforce Planning Process • Three workshops • Six Step Process • Define future service provision and plans • Analysis of current service and workforce • Forecasted workforce requirements • Planning for Delivery • Proposals for Implementation, Performance Management and Review • Working in Partnerships

  12. Key Themes Emerging • Team working & Development • Communication, Engagement & Partnership • Shared Roles and Skills, • Education and Training • Culture and Leadership • Infrastructure and Service issues

  13. Workforce Roadmap Around Wyn Where we are now 2013/14 Commitment Clarity of role & team working Joint Vision & Values Stakeholder Clarity & established relations across 3 organisations Shared bases Common Procedures Good communication Shared Training Third Sector contribution Shift from acute to community Vision Short term 2012 Long Term 2014/15 Skilled, willing Professionals Duplication Tribalism & Silos Co-Location Different priorities Risk aversion Hospital focus Fully integrated teams Transferable skills and generic roles Culture Change and strong embedded leadership Joined up IT and systems Wyn Friendly working Hours Brave New World Working together to make every contact count Workforce Around Wyn Right Staff, Right Time, Right Place

  14. Team Development • Official launch of Community Resource Teams – October 2012 (earlier in the Vale) • Teams had experienced change to working arrangements and expectations • Time was right to invest in them • Interagency / multidisciplinary approach • 100+ staff participated

  15. Areas covered • Team identity – how does it feel now? • Team purpose – what will we have achieved in 12 months • Operating Principles – key values and behaviours for the teams • Team Interdependencies – identify the main teams they interact with • Team Objectives

  16. Hopes for the future • WYNNING COMBINATION : Dynamic, innovative team enabling patient – centred care = Independence and reduced admissions • WYN-ING Team Improve Care and Support In Patients’ Own Homes. • WYN WIN For Patients And Budgets! CRTs Unite For Success!! • CRT Provides Holistic Patient Centred Hospital At Home WYN WINS!!! • New Ways of Working, Keep Local People Safe and Independent

  17. Key Values respectfully, competently, professionally, valued equally, honesty, dignity, welcoming, as one – not us and them, fairly, acknowledged, praised, trusted, equipped Key Behaviours role model, team player, mentor, listening, sharing, enthusiastic, as a champion of the service, proactive, approachable, humour, appreciative, dynamic, motivated, courteously Key working relationships to improve are: Mental Health, Inpatient Wards, GPs, Social services, Welsh Ambulance Potential Solutions include: Better communication, Scheduled meetings, joint education, rotation, awareness raising, access to notes, link roles, better referral process, understanding of roles (role clarity) Values and Teams

  18. Cross Boundary Working • Every opportunity to remove silo working • Examples include • Care Pathway Development: staff involved to ensure user friendly language and engage in redesign process • Newsletter: Enthusiastic group of communication champions pull together this regular document • Induction: Specific Wyn Induction developed.

  19. What have we achieved so far? • Aiming for long term transformational change across whole system. • Planning for long term improvements • However, we can identify both • Qualitative benefits • Quantative benefits

  20. Strategic Workforce Plan developed Co-location of multi agency CRTs Clinical Governance Programme Core operating Principles for CRTs Regular Patient stories Operational Policy Engagement across sectors Network of Communication champions Care Pathway developed New roles introduced (eg FallsTechnician) Roll out programme- IT: agile working Participation in All Wales Research Collaborative Enthusiasm for change Benefits - Qualitative

  21. Benefits - Quantitative • Emergency Admissions and Re-admission rates • Long Term Care Placements reducing • Percentage of Discharges to Usual Place of Residence increased • Delayed Transfers of Care (DTOCs) • Faster Re-ablement response times (reduction on 1/3) & greater capacity from existing resources

  22. What We Have Learned • Providing the space, time and opportunity for shared thinking is crucial • Development work is not delivered overnight – it is essential to be committed to a shared vision and passion to deliver the required change • Don’t overlook the constant need for clear communication with staff • Keep the patient (WYN) care central –this enable colleagues to work towards common goals and not focus on organisational differences.

  23. Awards • Healthcare People Management Association (HPMA) National Awards - this work won the category for workforce productivity to support service transformation. “ The judges instantly connected with Wyn, keeping the patient rather than the organisations at the centre of the programme from beginning to end.” Highly commended in the category “Developing a Flexible and Sustainable Workforce” – NHS Wales awards

  24. Final Words “ We thought we’d been abandoned until they referred us to this team. We’re very, very grateful for their support…..the team has been invaluable to us … it’s meant that we can cope at home – if we hadn’t had that help I think he would have had to go into care and that wouldn’t be good for either of us.” Mr and Mrs Donohughe

  25. Thank you Any Questions?

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