Identifying workforce functions to shape your workforce and provide better services

1. Identifying workforce functions to shape your workforce and provide better services Andrea Miles and Eddie Tickle Strategic Workforce Solutions

2. Purpose of the session To provide: • A hands-on introduction to the use of a functional approach in the design of a workforce • An opportunity to test own assumptions about what the healthcare workforce does and needs to do. • An opportunity to identify the benefits for health boards, patients and staff of this approach

3. The Approach

4. A Key SfH Tool used in the Approach The Health Functional Map

5. Acute Care Pathway example

6. Acute Care Pathway example A Functional Map would be developed for each stage of the pathway

8. Functions are grouped together in clusters to represent how they are used together

9. Under each Function sits a set of competences (NOS)

10. From these the appropriate NOS can be selected to support , for example , roles or the design and content of learning packages

11. Activity Mr Kowalski is a patient with a long term condition, he has been referred to the Respiratory Department of the local acute hospital by his GP with chronic airways disease. He is a Polish speaker with limited English, poor mobility, hearing difficulties, and lives with his daughter who couldn’t accompany him today Describe Mr Kowalski's pathway through this department, think of it in terms of what Mr Kowalski needs to have happen for him to leave the department with his expectations met. Write one activity/task/action on each post it note 10mins

12. Thinking Functionally In your group: • Refer back to the care pathway you created - choose 5 most important tasks/activities • Identify the reference functions that are needed to support the tasks undertaken at each of the stages • Use the HFM reference function lists to find and record them • Complete the sheet. • If you have time use the computer to identify the relevant NOS/competences

13. Gap Analysis • Functions identified and competences recorded for the future service or pathway requirements • What functions and competences exist in the current service or pathway workforce • What’s the gap between the two?

14. Element 3 Analysis of what actually needs to happen to provide or commission the service The Functional map or Specification Identification of current workforce capacity, functionality or competences Workforce Strategy & Plan

15. Benefits • Clear understanding of what needs to be done to deliver the service • Opportunity to reduce duplication of activities • Design and organise teams to support service delivery, not traditional boundaries • Review the current workforce, identifying what and who needs further development • Manage performance with clarity • Provide assurance of the quality of services and the workforce, to service users, staff, the board and commissioners. • Develop an integrated service and workforce plan that is responsive to changes in the environments. • Know what the organisation should be doing and is actually doing, enabling strategic planning that is grounded in the reality of delivery

16. More information? Maria Whittaker Maria.whittaker@skillsforhealth.org.uk Eddie Tickle Eddie.tickle@skillsforhealth.org.uk Andrea Miles Andrea.miles@skillsforhealth.org.uk