Increase in job plan sign-off rate in the 18 months post-implementation
Defined the trust’s ambition for staffing and care in-line with GIRFT & Royal College guidance
Developed specialty-specific recommendations to address gaps identified in the workforce model
The CQC identified concerns relating to an acute hospital’s medical workforce, including working cultures, training, operational processes, and senior medical cover. The following year, a GMC survey showed declining satisfaction scores from trainee doctors in every health group since COVID, triggering enhanced GMC monitoring.
In response, the hospital commissioned TN to review the staffing model and evaluate whether the Trust had sufficient medical and surgical staffing, and senior resource to deliver safe, high-quality care and teaching.
TN worked alongside clinical and operational leaders across Medicine, Surgery and UEC to reconfigure the workforce:
- Developing ‘one version of the truth’: Combined data analysis with insights from operational immersion to build a ‘fact base’ of medical workforce demand, capacity and productivity by specialty for both planned and emergency activity, alongside job planning processes
- Agreeing the future ambition: Co-designed the ambition for workforce deployment and care delivery with clinical leads, ensuring alignment with GIRFT and Royal College guidelines and demand
- Modelling required workforce: Conducted gap analysis of workforce required to deliver the core activities and staffing levels outlined in the ambition
- Co-developing recommendations: Identified levers required to transition from current to target state, including updating recruitment and retention policies, adapting skill mix, and defining specialty-specific job planning processes to effectively meet demand
- Building the case for change: Developed business cases and supporting materials to secure necessary investment and embed improvements across services
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