Wakefield General Practice Workforce Transformation Strategy

At the New Models of Care board yesterday we presented our strategy for general practice workforce transformation over the next three years. Below is a summary of what we said:

Aim of the Strategy

To expand, develop and deliver the general practice (wider primary care) workforce by 2020. Ensuring we have the right people (confident, engaged and motivated) with the right skills, values and behaviours, which results in a workforce who collaboratively support self-management and deliver wrap around health, care and well being services which embodies the ‘Triple Aim’ of patient experience, health outcomes and financial effectiveness.

Five Key Priority Areas:

•       Workforce Strategy and Planning
•       Enhancing and Growing Systems Leadership
•       Growing Talent and Securing Resilience
•       New roles, new ways or working
•       Staff Engagement (Culture Change)

1 Workforce Strategy and Planning

To identify, analyse and predict the future workforce requirements for General Practice.
Initiatives
To improve the availability and quality of workforce intelligence we will be focused on achieving the following:
•       Submission of workforce data by all practices to the HEE Y&H workforce tool
•       Workforce Data Sharing Agreements in place for all Wakefield GP practices
•       With Connective Care partners adopt a workforce and activity planning tool.
•       Use of scenario based workforce modelling to inform planning

2 Enhancing and Growing System Leadership

Ensure that General Practice has clinical and managerial leaders who will collectively develop and support the general practice workforce .
Initiatives
•       Development of professional development and leadership programme
•       Delivery and/or commissioned training of professional development and leadership programme, to include:
–      ILM Level 5 Award for Practice Managers
–      New clinical skills programme (HCA, GPN, Practitioner)
–      Professional Practice and Development
–      Effective Communication
–      Motivational Interviewing
–      Finance Workshop
–      Managers Workshop
–      Incident Investigations
–      CQC in Primary Care
•       Collaborative working with development of a STP wide nurse leadership programme

3 Growing Talent and Securing Resilience

Attracting, recruiting, retaining and developing a resilient workforce to deliver safe good quality care
Initiatives
•       Delivery and/or commissioned local training of professional development, leadership and clinical programmes
•       Participate in development of roles/training e.g. ACP, ANP, GPN Ready, PA, Leadership Fellows, Apprenticeships etc.
•       Engagement with recruitment and careers events locally and nationally 
•       Pilot internship (BTEC students) programme, evaluating and developing future internship/talent programme
•       Pilot Widening Access to Healthcare project with Leeds University
•       Support OU to Registered Nurse Degree Apprenticeships
•       Participation in the International GP recruitment programme
•       Ongoing delivery of Nurse Engagement, Non-Medical Prescribing meetings and TARGET events 
•       Ongoing workforce engagement events ensuring feedback is incorporated into future plans and events  
•       Working towards standardised mandatory and essential training matrix
•       Clinical Supervision and Preceptorship programmes

4 Redesign – New roles and new ways of working

Innovating and adapting our workforce by creating, piloting and embedding new ways of working and new roles into the infrastructure of our delivery models to benefit our patients and help realise our place based outcomes
Initiatives
•       Map new roles and new ways of working, transfer learning and evaluate the impact on transformational progress e.g. Care Navigator, Physio first, Pharmacy first
•       Explore development of a Physician Associate rotational programme
•       Develop the Primary Practitioner role within the IAPT service
•       Recruitment and training of IAPT therapists to support people with long term conditions
•       Develop learning and development frameworks for new roles, align to national and local competency frameworks
•       Explore development of a  virtual practice, flexible employment routes and opportunities for new models of employment
•       Participation in local careers fairs, events and engagement exercises

5 Staff Engagement (Culture Change)

Actively engage the workforce to support the cultural change programme required to support transformation for integration in Wakefield and the capacity and competence of the workforce to be strengthened
Initiatives
•       Develop a communication and engagement strategy with NHS Wakefield CCG Communication and Engagement Team. Engagement will include collaboration with:
•       Patient and public
•       Federations
•       Connecting care partners
•       Local universities and schools 
•       Ongoing workforce engagement activities and events including launch of this strategy at the GP Membership meeting in  December 2017
•       Ongoing professional development and educational events delivered by WGPWDA

The strategy was strongly supported by the NMoC board and the next steps are:

•       To identify resources to deliver strategy in 2018/19
•       Bring sustainability paper to NMoC board in January


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