Genetics Laboratory Workforce Review and Reconfiguration Project - - PowerPoint PPT Presentation

Genetics Laboratory Workforce Review and Reconfiguration

Project Manager: Angela Douglas, Scientific Director June 2013

Overview of Presentation

• Background and History
• Overview of Project
• Scope of Project
• Objectives
• Benefits
• Methodology
• Results

– What still to be done – What went well – What could be done better – What do differently….next time

• How success measured
• Conclusions

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Background and History

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• Changes and Innovations

in Technology

• Modernising Science Careers
• New Opportunities and New Roles
• Automation

– Different skills; freeing up time

• Advances in Testing

– Complex tests and procedures – Greater expertise to carry out and interpret.

• Technologies Converging
• Unified Laboratory

Overview of Project

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• Use evidence based workforce profile

tool to define current workforce (other options considered)

• Identify areas of common practice
• Design new roles for new ways of

working

• Create and agree in consultation a new

structure and implement

• STP training posts for September 2014.
• Strategically plan any future workforce

Scope of Project

• Review includes all establishment Genetic Laboratory

staff bands 8a and below, in both Cytogenetics and Molecular Genetics.

• Staff above band 8a will be subject to a review being

undertaken by the Trust Commercial Director, Tanya Hibbert.

• Staff under fixed term contracts (including in-house STP),

voluntary honorary contracts, Bank staff and Research contracted staff, will not be included in the process.

• The A&C staff, other Senior A&C Management Personnel

and the Quality Manager, subject to separate independent reviews, not included.

• All posts will though be reinserted into the staff
• rganisation chart in the reconfiguration plan.

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Project Objectives

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By the end of the project we will:

• Have an accurate profile of the current

Genetics Laboratory Workforce

• Map the current Workforce capacity

matched to demand with potential inefficiencies identified

• Identify areas of common practice

between current Cytogenetics workforce and Molecular Genetics workforce

• Produce a reconfigured Workforce profile

presented for consultation process

• Have a new agreed structure

implemented within 4 months of project completion

• Provide evidence for future workforce

planning

Benefits

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Women, babies and their families Safer Services for patients delivered by the right workforce with the right skills Department Full engagement of the workforce in the process and ownership. Understanding of what is expected at each skill level. Determine more accurately the distribution of skills between different bands of staff. Look at productivity of the workforce and the value this adds to patient care. Liverpool Womens Competent, capable, efficient and effective Workforce. Evidence based workforce planning. Develop the skills we need for the future, at the most appropriate band level Provide the evidence for more effective commissioning of training posts through LETB Support the implementation of new technologies and service growth.

Approach

• Use NHS Employers Workforce

Tool designed to be used by staff for collecting and analysing workforce data – Establishing the baseline

• The tool provides a method for analysing the

activity of the current workforce and the services provided.

• The tool enables simulation of the workforce

required by modelling different scenarios for service delivery.

• The tool supports the understanding of

demand for scientific services and planning the workforce accordingly.

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Method

• Staff Subgroups gather PAT data for Tool
• Record data in the PAT List spread sheets
• Initial subgroup data entered on main Task spread sheet
• Complete task entry with Capacity and Demand data
• Complete the data entry for main spread sheet model to

simulate profile

• Simulate different scenarios

– Changing the mix of bands for each task, and the mix of tasks for each band – Changing the volume of work

• Produce Optimal Structure
• Consult on Structure
• Implement Structure

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What still needs to be done

• Just started to analyse the data
• Still need to simulate the optimum

profile: – Share with workforce

• Undertake consultation

– Agree the reconfigured profile

• Implement the new structure

– Implementation Plan

• Evaluate the project
• Continually review the structure

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What’s worked well

• Project Board

–Problem solving

• Engagement Strategy

–Workforce and management

• Communication Strategy

–Meetings –Paper –Website –Notice Board

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What could have been better

• More robust project planning

from start – Realistic project time scheduling

• Management team consistent

about the ‘message’

• Initial Guidance to staff on PAT

List clearer

• More time for staff to complete

PAT list – Project Team available

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What we will do differently………… Next time

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What we have learnt

How success measured

• Completion of the Workforce tool with all data entered by

staff sub groups and sense checked with staff subgroups and agreed within the allocated timeframe (June 2013)

• Completion of an agreed re-profiled workforce plan to

present to the workforce, HR and Division for Consultation (Nov 2013).

• Acceptance by Staff, HR and Division of the new

workforce profile within given timeframe (March 2014)

• Implementation of new reconfigured workforce plan

within the given timeframe and budget allocation (June 2014)

• New Workforce plan submitted to LETB by July 2014 as

part of expression of interest for new Genetics PTP/STP post(s).

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Conclusions

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• From the Department and Trust perspective
• This process is more likely to lead to a

well-motivated capable and competent workforce,

• Achieving the main aims of the project.
• Solution will provide more opportunities

for new ways of working

• Progress the desired unification of the

two disciplines in the Laboratory.

• The results are more likely to provide a

sustainable workforce financially, making the service more competitive and fit for the future.

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