Post on 29-Dec-2015
Integrated Workforce Assessment Modelling Programme for the
Islington Locality
Kim SalesAssociate Director for Workforce, Education & ODBirmingham Women’s NHS Foundation Trust
Workforce to support integrated care
• The creation of new roles working across professional boundaries supports integrated delivery.
Good evidenc
e
• No one “right” staffing model. Teamworking more important than individual roles.
• A focus on the service user/patient helps overcome professional boundaries.
• Understanding of different roles and responsibilities is important to successful integration within a team.
Some evidenc
e
Framing the options for workforce redesign
increasing the numbers of nurses, doctors, and other health professionals
changing the job descriptions of existing workers
handing off existing tasks to other workers
creating new jobs for work previously not done by anyone
REDISTRIBUTION CREATION
CAPACITY EXPANSION RETRAINING
New alternative worker
Old worker
Source: Bohmer and Imison, Health Affairs, November 2013
Old work New work
Messages from ‘Time to Think Differently’• The staff we will have are the staff we already
have – don’t rely on the pipeline• Align the workforce to the work – not the
other way round • Develop teams not just individual
professional groups• Support and “activate” patients• Support the informal workforce • Reverse the inverse training and investment
law• Challenged current terms and conditions• National facilitation but local action
Are We Part of the Relay?Integration as part of the solution is echoed by National Voices (2011):“Patients and service users want services that are organised around, and responsive to, our human needs. We are sick of falling through gaps. We are tired of organisational barriers and boundaries that delay or prevent our access to care. We do not accept being discharged from a service into a void. We want services to be seamless and care to be continuous. That means primary and community health services, social care services, and services from voluntary organisations should all mesh together to help us succeed in managing our lives and conditions.”
What is the Race for the Future?• A future in which the health needs of
populations will be very different to that of today.
• A future in which a large elderly population, with multiple long term conditions and
co-morbidities, will challenge our traditional models of healthcare delivery • A future in which people will want more
control over their own health. • A future where care will be delivered
closer to home, embedded within local communities• A challenging economic backdrop
Who are the Racers and What are the Batons?THE RACERS• The informal workforce• The ever increasing number of
valuable volunteers, and carers that contribute
• Patients themselves to take the reins in managing their own conditions
THE BATONS• Collaboration with Public Health• Empowering local communities to
play a greater part• Asset based approaches• Radical & innovative workforce
solutions
The Shining Batons – the System Leader
I SEE ANOPPORTUNITY
I LEADLEARNING
I MODEL MORAL ACTION
I BUILD CAPACITY &
COLLABORATE
I GROWINDEPENDENCE
The Space Between the Batons• Approaches to workforce planning need to change - align the workforce around the work; not the
other way around • The location of care will change so must the locus of training and education to support and develop
education and training in, and for, community settings• New services will require new roles to innovate and challenge traditional roles • Prepare the workforce for multi-professional team-working and seamless integrated care • Inter professional education and training is key as is a well-developed understanding of healthcare
systems and how to work within them • Healthcare is increasingly distributed and complex but must also become less anonymous • Navigation and coordination are important future components of effective care • Self-management will become a central component of care • Healthcare professionals need the interactive skills to help patients take on responsibility for their
health including the use of technology as a powerful intermediary and aid to self-care • We all want whole person-centred care • Embed ‘the lived experience’ in all curricula • System & Distributed Leadership development are paramount for collaborative working and co-
design• The NHS workforce is becoming predominantly female • Training and education pathways must accommodate to the demography of the workforce • The voluntary sector will play an increasingly important role in care - this sector has training needs
too, identify these, support and develop • Succession planning is vital for a healthy health service • Encourage talent management and developmental human resource practices • Health care professionals should take wider community responsibility for improving health • We should encourage raising awareness about health and healthcare professionals within the local community i.e. schools
From Start to Finish ? It’s not just the Destination, it’s the Journey…
ONE CORE ASSESSMENT
Sub Assessments Specialisms
JOINT TEAMSIntegrated Team Meetings, Training &
Development Matrix Working
PREVENTION – HIGH RISK
A COMMON LANGUAGE
ALIGNING VALUES & VISIONOutcomes Goals/Outcome Measures
So…what’s the first Lap?INTEGRATED WORKFORCE ASSESSMENT MODELLING
PROGRAMME
Come together as a collaborative multi disciplinary network
Transparently know what our public health, demographics, workforce establishments and care pathways are
Work together to develop integrated workforce plans, training needs analysis & new roles/ways of working
Now The How….DATE GATHERING
PRESENT THE DATA
WORKFORCE DEVELOPMENT PLANNING
TRAINING NEEDS ANALYSIS
NEW ROLE DEVELOPMENT – Care Navigator & Lead Practitioner roles
Multi-Disciplinary Team Working modelling
REPORTS PRODUCED, RECOMMEND, ACTION
ENERGY INDEXING
Data gathering:#1 Islington Public Health data#2 Demographics#3 Workforce statistics re: roles within h&SC economy#4 Care pathways within themes #1 & #2 opposite
Weaving in 6 Step Workforce Planning model – building joint capabilities in workforce planning across locality
#1 TOP 2% of population with complex needs (Older People (inc dementia), Long Term Conditions, Mental Health, Children & Families) # 2 Next 10% of population with complex needs (this will incorporate the groups above)
Mid August -September
October November December January February March
Skills for Health gathers data across health & social care locality
22nd & 23rd October – Collective Data Seminars (160 reps across health & social care)
Thematic Group #1 Older People
Thematic Group #2 LTC
Thematic Group #3 Mental Health
Thematic Group #4 Children & Families
Evaluation Report and Recommendations for Next Steps for 2015 roll out model
Partnership between service users, h&sc providers, commissioners, training & education providers, local community, workforce
EVALUATION RUNNING FROM START – FINISH
Other OD linked Integrated Care ventures!
COMMUNITY SIMULATION ‘MY HOME’ TRAINING HUB
The 1st UK integrated care training centre, with simulated ‘home’ & ‘community’ clinic
observation: using real people & centred around holistic, person centred care
INTEGRATED DEVELOPMENT PROGRAMME for new Integrated Health & Social care
Rehabilitation & Reablement Locality Teams in Islington