This week the Academy published three landmark documents: A guide to optimising integrated neighbourhood workforce ecosystems; an integrated neighbourhood workforce ecosystems maturity matrix; and a case study of optimising integrated neighbourhood workforce ecosystems in East Leeds.
Integrated neighbourhood health workforce ecosystems are complex and multi-layered. Optimisation involves leveraging a wide range of enablers, all with multiple dependencies. Each of the enablers must be considered in the context of neighbourhoods being multi-layered, requiring horizontal and vertical integration, alongside normative and functional integration.
The conditions required to successfully leverage the enablers and optimise an integrated neighbourhood health workforce ecosystem are not easy to develop and they are not quick. Individually the issues they address are difficult and the necessary actions are demanding, but the inter-connected nature of the enablers also means they cannot be considered in isolation and many of the issues need to be addressed sequentially and concurrently. This brings a level of complexity which cannot be avoided and which requires time, effort and dedication.
Whist recognising the complexity and connectivity of the enablers, there are two foundational requirements for an effective workforce ecosystem:
- System thinking
- Collaborative culture and communication
All other factors rely so intrinsically on these, that investment in the other factors is unlikely to yield any real improvements without them.
Leadership teams need to:
- Ensure that their approach is context-specific i.e. is based on their system maturity (matrix) and a good understanding of their shared priorities, opportunities and risks
- Identify the ‘core’ combination of the remaining workforce ecosystem factors which will address the improvements sought
- Develop these factors in an inter-dependent way by exploring all the other factors to assess their relational importance and identify the ones which will be essential to success
- Recognise the secondary influencing factors
- Keep relational influencers under regular review as they evolve and change over the course of the work
- Develop multi-layered plans, supporting changes at individual, team and organisational levels within the same time period, to enable effective multi-organisational working
- Recognise that developing effective workforce ecosystems is long-term and iterative, and as progress is made and the context changes, approaches will need to adapt accordingly
- Develop and implement longitudinal evaluation structures and processes to identify the outcomes of integrated neighbourhood health and attribute them correctly
It is also essential to develop and implement longitudinal evaluation structures and processes to identify the outcomes of integrated neighbourhood health and attribute them correctly. This is important around workforce ecosystems, which can be difficult and complicated to evaluate and attribute.
Regionally and nationally, Leeds will influence system‑leadership conversations by sharing its learning to shape policy, practice and the future design of integrated neighbourhood care. Planned publication of the research with academic partners will extend its reach further.
Chris Tissiman, Head of Collaborative Workforce Planning, Leeds Heath and Care Academy
To keep in touch with us on this work, contact chris.tissiman@nhs.net