• Our Vision
• Case for Change
• Benefits
• Service Transformation Projects
  • New Build Project
    • New Build for Central Lancashire
    • New Build for the Fylde Coast
    • New Build for North Lancashire
    • New Build for East Lancashire
    • Selecting Sites
    • Frequently Asked Questions
  • Hospital Project
  • Community Services
  • New Services
  • Organisational Development
  • Supporting Clinical Decision Making
• News and Information
• Involving People
  • Events and Meetings
  • Virtual Public Meeting
    • General Info
    • Local Information East Lancashire
    • Local Information North Lancashire
    • Local Information Blackpool Wyre Fylde
    • Local Information Central Lancashire
  • Public Consultation
• Important Documents
• Contact Us
• Back to Trust Homepage

Organisational Development

This project will ensure we have the right workforce, skills and quality leadership to deliver future services. Work has begun on how care teams will deliver services in the new inpatient units. 

The way teams are made up will be based upon the needs of the service user at differing stages of their stay in hospital, from acute distress to recovery and returning home. Work is underway to establish the types of roles needed and the intensity of input required from each during these phases. The trust is looking at how new ‘non-traditional’ and ‘emerging’ job roles may be incorporated to help people on the road to recovery.

By the completion of the project the following will have been achieved:

• New roles will have been identified based on required skills, competencies and service needs with a workforce planned in response to the needs for new models of care in hospital and the community.
• There will be an agreed rota pattern for all new inpatients unit in place supported by an electronic system with associated improvement in attendance management.
• Transitional training needs and skills have been identified and appropriate training commissioned ensuring quality leaders within every staff team and ensuring succession planning for leaders is the norm.
• Financial plans and implications have been identified for staff roles.

There are two main work streams in this project. 

 Workforce for the Future

This workstream is about making sure our new hospitals and indeed all our services, are staffed with highly skilled clinicians, administrative and other supporting professionals and staff, who are at the forefront of modern mental healthcare. Through careful transition planning it will safeguard the quality and continuity of care, as we transfer it from old buildings to new.

Where necessary, it will work to provide workforce development support for other projects which are revitalising and redefining the relationships between different elements of our existing services (such as pathways between our community based teams and in-patient units, or substance misuse services) and those with our partner organisations too.

Leadership 

This workstream is focusing on how we build on what is already in place, what needs to be added and how we will go about putting into place a 21st Century leadership strategy for our trust. It will be addressing how our organisation's culture recognises, supports and releases leadership potential at all levels and in all circumstances.

This workstream's tasks are based on recognising that our NHS increasingly requires us to be innovative, flexible and proactive in finding daily solutions to the challenges we face. It aims to ensure that we have in place the understanding and the means to support a skilled and adaptive wokforce, which is well motivated because it is effectively led at all levels - from bottom to top and back.