1. WRaPT Phase 2 Case Study Summaries April 2015

2. Workforce Repository and Planning Tool (WRaPT) – Overview Case Study Health Education North West (HENW) are keen to assist in the drive towards workforce transformation across Health & Social Care systems. In response to changing models of care, individual organisations and whole systems need the tools to be able to undertake this transformation. The challenge was therefore to create and implement a tool that could be used by individual organisations for workforce planning and by Health & Social Care economies to be able to share data and model different scenarios. HENW needed a system to help them understand workforce and capacity in the region in order to drive transformation. The challenge: A tool has been developed that can work for different types of organisations in a whole economy. More work is needed to make it work for the needs of individual organisations as users have very specific demands. Even a simple tool like WRaPT takes effort to complete and keep accurate. Finding a way to link all workforce and planning returns together would reduce the burden and increase the return to organisations. There is a continuing challenge in many of the organisations with which we worked with the quality of data available on activity and workforce. The front-line teams of many organisations do not understand how demand for services matches to the capacity of their staff. One of the most valuable parts of our engagement with teams was helping them to understand this link. Findings: At the end of phase 2 of the project, the following outcomes have been achieved: Health & Social Care economies now have a tool that they can use to record all the workforce and activity across all the different organisations. More than 25 NW organisations (more than 60% of the NHS health organisations in the region) have submitted their data. This represents more than 100,000 health and social care professionals. GPs now have a tool that they can use to add their workforce to the total picture of available staff in the economy – and over 40% of GP practices are already using it. Individual organisations now have a tool that they can use to facilitate workforce planning activities in a standard and robust way. Lancashire Care have been able to use the tool to model changes such as efficiency requirements, and the impact of winning tenders for new work. Outcomes: Lancashire Care Foundation NHS Trust (LCFT) were chosen to support HENW to develop the Workforce Repository & Planning Tool. From March 2014 to March 2015 the WRaPT team: Developed a tool that can be used to hold workforce information for all types of organisation, and allow scenario planning as workforce, activity and efficiency change. The team integrated HENW’s existing General Practice workforce data collection into WRaPT to further enhance the whole system workforce data repository. Worked with individual organisations, and teams within those organisations, to test and use it in the real world. This involved getting accurate data and working with teams to help them understand demand and capacity. Demonstrated the model to organisations across the North West in workshops, events and meetings. The approach:

3. “WRaPT has been very useful in painting a picture of the professional groups of our workforce” Bev Pickover, Head of Communications, LCFT Existing activity and workforce information is in the tool for 30% of the organisation – representing the most useful areas of the Trust to model. The improved accuracy and understanding of workforce and activity data has provided front-line teams with a real understanding of how their workforce works to meet demand. Individual benefits have been accrued in various teams where the WRaPT approach has been used. These have been captured in individual case studies. Outcomes: Lancashire Care Foundation Trust (LCFT) employs nearly 7000 members of staff providing services as diverse as offender healthcare to community dentistry. Whilst it conducts workforce planning on an annual and ad-hoc basis, it does not have a tool that facilitates this – with some areas using Excel worksheets, and others not using a tool. There is also no simple way of ensuring that all areas have planned their workforce or whether they have done it against a clear understanding of demand. There is also no simple way to aggregate the plans at the front line up to a Trust—wide view. The challenge: As part of the Workforce Repository & Planning Tool (WRaPT) programme for Health Education North West (HENW), LCFT has trialled WRaPT in specific areas where it is planning transformation. The team started by engaging the HR team and a range of clinical teams across the four clinical networks and the corporate team. The team used the WRaPT as a basis for open discussion with front line teams, and was able to compare the composition of the clinical teams with the data stored on Trust systems and record a true picture of activity and workforce within the WRaPT. This is forming the basis of transformation discussions in the next phase. Our approach: Developing an accurate picture of workforce, activity and time use is time consuming and difficult. The process of agreeing accurate activity and staffing information was, however, valuable in that it raised the understanding of demand (activity) and workforce capacity and developed the workforce planning of the Trust. WRaPT is very flexible and able to successfully accommodate a variety of types of workforce data. Findings: Workforce Repository and Planning Tool (WRaPT) Lancashire Care Foundation Trust Case Study

4. “WRaPT has been very useful in painting a picture of the professional groups of our workforce” Bev Pickover, Head of Communications, LCFT Existing activity and workforce information is in the tool for 30% of the organisation – representing the most useful areas of the Trust to model. The improved accuracy and understanding of workforce and activity data has provided front-line teams with a real understanding of how their workforce works to meet demand. Individual benefits have been accrued in various teams where the WRaPT approach has been used. These have been captured in individual case studies. Outcomes: Lancashire Care Foundation Trust (LCFT) employs nearly 7000 members of staff providing services as diverse as offender healthcare to community dentistry. Whilst it conducts workforce planning on an annual and ad-hoc basis, it does not have a tool that facilitates this – with some areas using Excel worksheets, and others not using a tool. There is also no simple way of ensuring that all areas have planned their workforce or whether they have done it against a clear understanding of demand. There is also no simple way to aggregate the plans at the front line up to a Trust—wide view. The challenge: As part of the Workforce Repository & Planning Tool (WRaPT) programme for Health Education North West (HENW), LCFT has trialled WRaPT in specific areas where it is planning transformation. The team started by engaging the HR team and a range of clinical teams across the four clinical networks and the corporate team. The team used the WRaPT as a basis for open discussion with front line teams, and was able to compare the composition of the clinical teams with the data stored on Trust systems and record a true picture of activity and workforce within the WRaPT. This is forming the basis of transformation discussions in the next phase. Our approach: Developing an accurate picture of workforce, activity and time use is time consuming and difficult. The process of agreeing accurate activity and staffing information was, however, valuable in that it raised the understanding of demand (activity) and workforce capacity and developed the workforce planning of the Trust. WRaPT is very flexible and able to successfully accommodate a variety of types of workforce data. Findings: Workforce Repository and Planning Tool (WRaPT) Lancashire Care Foundation Trust Case Study

5. “WRaPT has facilitated productive engagement across many areas of community services” Paul Guy, Adult Community HR Business Partner, LCFT The management team and staff have extra visibility of the variability in workload of different teams. Additionally, they can correct inconsistencies between their real-world organisational structure and the data held in finance. They therefore have a more accurate baseline to assess the potential impacts of the proposed administrative changes. Outcomes: The community Older Adult Mental Health (OAMH) service in Lancashire Care Foundation Trust (LCFT) is delivered across four localities of Lancashire. These areas all have subtle differences in their delivery of mental health care in the community. This has resulted in different types of administrative structures within each team. The service is currently undergoing an administrative reorganisation in an attempt to streamline roles and processes. It was proposed to use WRaPT to help define and compare activity and model the impacts of potential administrative changes The challenge: After outlining the benefits of WRaPT, namely its open design and flexibility, the project team engaged with managers, front-line staff and corporate services to establish current practice in the community OAMH service. The team began by identifying the key administrative and managerial personnel in the service line. Their organisational and operational knowledge was used to gain a full understanding of the each member of staff’s role. As there was no consistent activity data collected for the OAMH administrative team, the team had multiple consultations with different team members to devise suitable measures of administrative activity. Our approach: WRaPT Case Study Community Older Adult Mental Health Administration Team Data had to be collected at team level, as the activity data was not consistently captured centrally. The broad open design of WRaPT allowed this activity data to be placed into the software tool and appropriately matched with the financial structure of the service line. Findings: “WRaPT has facilitated productive engagement across many areas of community services” Paul Guy, Adult Community HR Business Partner, LCFT

6. “WRaPT has the potential to change how workforce planning is done in the secure mental health setting.” Sarah Heys, Service Manager LCFT WRaPT has provided the team at Guild Lodge with a starting point to model their workforce requirement at a team level. Its flexibility enabled them to utilise surrogates for measuring activity in a way that no other tool has been able to do before. Outcomes: LCFT secure mental health service at Guild Lodge has a unique and diverse patient cohort that has specialist psychiatric needs. There have been several previous attempts to try to model the workforce requirements at Guild Lodge but there has been little success due to the variable nature of patients’ pathology and their complex rehabilitation requirements. The challenge was to try to model their complex workforce requirements using the Workforce Repository and Planning Tool (WRaPT). The challenge… The WRaPT team had multiple conversations and a workshop with the clinicians and managers in Guild Lodge. WRaPT helped to frame the discussions about how to define the key components of each member of staffs’ activity. It also facilitated a multidisciplinary discussion on the quality of current activity data and the pros and cons of different types of activity data. Using WRaPT as a focal point for discussions has enabled both managers and clinicians to vocalise their concerns about the quality of their performance and activity data. WRaPT is able to effectively trial the use of novel activity data for work force planning in secure inpatient psychiatric services. Findings: WRaPT Case Study LCFT Secure Services Network- Secure Mental Health The challenge: Our approach:

7. “Implementing WRaPT can promote accurate activity data collection in a wide range of healthcare settings.” Angela Ogden, HR Business Partner LCFT The process of implementing WRaPT facilitated discussions between managers about the quality and the collection of activity data. This process improved communications within the offender health directorate and enabled teams to develop and own solutions to improve their data collection. Outcomes: Lancashire Care Foundation Trust (LCFT) provides offender health services to six prisons across Lancashire and Merseyside. The offender health teams provide a wide range of different types of care in a very challenging setting. The challenge was to determine whether the Workforce Repository and Planning Tool (WRaPT) could be used effectively in this niche area of healthcare. The challenge… The WRaPT team visited the vast majority of the prisons in the LCFT offender health network. This process of thorough engagement allowed the project team to understand the nuances of the provision of this type of healthcare. The prospect of introducing WRaPT into the service line provided a focal point to discuss a range of issues. These included both the collection and the quality of activity data. It also facilitated discussions on determining the baseline staffing establishment in different types of prison. WRaPT enabled the offender health team to identify gaps in their activity data collection The process of implementing WRaPT provided an impetus for clinical teams to develop effective methods for gathering accurate activity data in the future. Findings: WRaPT Case Study LCFT Secure Services Network- Offender Health The challenge: Our approach: