Presentation by Colin Lewry, WRaPT Director and Fiona Lord, WRaPT Manager, Lancashire Care NHS Foundation Trust at ECO 18: How digital innovation can support workforce strategies on Wednesday 27 March at Haydock Park Racecourse.

1. Planning for the
future workforce
using WRaPT

2. Page 2
What is WRaPT & why is it needed?
• It is a service that is commissioned
by HEE and delivered in partnership
with Lancashire Care NHS
Foundation Trust and GE Healthcare
• It is an approach that can take you
through the steps to undertake
workforce planning to address
workforce challenges and understand
the implications of change
• It is a free to use online secure
modelling tool that provides a
workforce repository to store, review
and amend workforce and activity
data with functionality to model
complex multi-layered future state
scenarios
• We know there’s a need for service
transformation which is driving the
need for change and organisations
and systems need to understand
the impact on the workforce
• Service transformation is now
workforce led: workforce issues
are driving the change – not
finance anymore.
• The core WRaPT system or
approach isn’t always the answer –
the WRaPT team is the gateway to
a suite of solutions

3. Page 3
How do you plan the future workforce, the WRaPT
way?
1. Scoping &
Mobilisation
Developing the clinical
question
Key stakeholder
engagement
Identifying the teams
in/out and any
interdependencies
Information
governance
2. Understanding your
current state
Workforce data
collection & analysis
Activity data collection
& analysis (incl. drivers)
Alignment of data to
challenge
Stakeholder review
3. Future state
development
Data driven
engagement with key
stakeholders
Output analysis &
research and alignment
with clinical question
Options outline &
appraisal
Validation &
refinement
4. Modelling your
future state
Modelling the redesign
Validation of the model
5. Implementation
Action Planning
Benefits Realisation
Leadership and OD
“Data driven workforce planning”
It is beneficial to re-visit the
clinical question at each stage to
ensure the focus remains on topic

4. Page 4
Information Governance
Agree Data Requirements
• Determine the data fields which will be needed and the
format these must be in
• Remember, personally identifiable data must not be
collected without a fair purpose
Identify the Sharing Parties
• Create a list of all parties to be involved in the data
sharing and the direction data will flow
Create Data Sharing Agreements
• Create relevant sharing agreements to stipulate the
purpose and conditions for sharing the data as well as
retention schedules, storage arrangements, review
date and sign off

5. Page 5
How do you plan the future workforce, the WRaPT
way?
1. Scoping &
Mobilisation
Developing the clinical
question
Key stakeholder
engagement
Identifying the teams
in/out and any
interdependencies
Information
governance
2. Understanding your
current state
Workforce data
collection & analysis
Activity data collection
& analysis (incl. drivers)
Alignment of data to
challenge
Stakeholder review
3. Future state
development
Data driven
engagement with key
stakeholders
Output analysis &
research and alignment
with clinical question
Options outline &
appraisal
Validation &
refinement
4. Modelling your
future state
Modelling the redesign
Validation of the model
5. Implementation
Action Planning
Benefits Realisation
Leadership and OD
“Data driven workforce planning”
It is beneficial to re-visit the
clinical question at each stage to
ensure the focus remains on topic

6. Page 6
Workforce Data
■ Workforce data is required to
understand the capacity that is
currently available to deliver the
service.
■ This means the staff that are
currently in post and delivering
activity, rather than establishment
(budgeted) as gaps in establishment
will show an inaccurate
representation of those delivering
current activity
■ To create an accurate picture of the
capacity in your area you may want
to use a range of sources /
information
■ Workforce data is collated at a point
in time. It can be amended when
modelling at a later stage, to include
vacancies or other workforce
changes such as planned leavers,
retirements etc.
Overtime
Sickness rates
Rosters
Bank and Agency
Staff in post

7. Page 7
Sample Activity data
Acute
Health
Admissions
A&E
Attendances
Outpatients
(new & f/u)
Births
Community
Health
Home Visits
Community
Clinics
Group
Sessions
Social Care
Domiciliary
Visits
Care Package
Co-ordination
Equipment
Assessments
Primary
Care
GP
Appointments
Telephone
Consults
Practice
Nurse Clinics
• This can be any consistently recorded activity that accurately reflects what a team does in (ideally)
one year. The level of detail you will need to collect will be dependent on the project goal / question.

8. Page 8
Activity data
High Level Activity
Medium Level
Operational Level
Admissions
Emergency
admissions
Elective
day case
admissions
Elective
planned
admissions
AssessmentWound Care
Observation
Handover
Liaison
Admin
Medication
Washing and
Dressing
Bloods
Mobilising
Advice and
Guidance
Meetings

9. Page 9
Driver data
■ The drivers link the activity with the workforce
■ It breaks down the amount of time as a percentage that each role spends doing
an activity
■ An admin worker for example might spend 100% of their time on administration,
whereas a Band 3 Support Worker may spend only 10% of their time on
administration and 90% on clinical duties
Total
Activity =
100%
Activity 1
= 50%
Activity 1
= 0%
Activity 4
= 15%
Activity 3
= 15%
Activity 2
= 20%

10. Page 10
Understanding your current state

11. Page 11
How do you plan the future workforce, the WRaPT
way?
1. Scoping &
Mobilisation
Developing the clinical
question
Key stakeholder
engagement
Identifying the teams
in/out and any
interdependencies
Information
governance
2. Understanding your
current state
Workforce data
collection & analysis
Activity data collection
& analysis (incl. drivers)
Alignment of data to
challenge
Stakeholder review
3. Future state
development
Data driven
engagement with key
stakeholders
Output analysis &
research and alignment
with clinical question
Options outline &
appraisal
Validation &
refinement
4. Modelling your
future state
Modelling the redesign
Validation of the model
5. Implementation
Action Planning
Benefits Realisation
Leadership and OD
“Data driven workforce planning”
It is beneficial to re-visit the
clinical question at each stage to
ensure the focus remains on topic

12. Page 12
Future State development (the “To be” position)
■ Change initiatives can vary for each
project depending on the size and
complexity and can be a single
scenario or a combination of:
■ New models
■ Skill mix change
■ New ways of working
■ Service improvement
■ The HEE STAR tool has been
developed to support workforce
transformation, helping providers
understand their workforce
requirements and also providing a
range of potential solutions
■ Link: https://hee.nhs.uk/our-
work/developing-our-workforce/hee-
star

13. Page 13
How do you plan the future workforce, the WRaPT
way?
1. Scoping &
Mobilisation
Developing the clinical
question
Key stakeholder
engagement
Identifying the teams
in/out and any
interdependencies
Information
governance
2. Understanding your
current state
Workforce data
collection & analysis
Activity data collection
& analysis (incl. drivers)
Alignment of data to
challenge
Stakeholder review
3. Future state
development
Data driven
engagement with key
stakeholders
Output analysis &
research and alignment
with clinical question
Options outline &
appraisal
Validation &
refinement
4. Modelling your
future state
Modelling the redesign
Validation of the model
5. Implementation
Action Planning
Benefits Realisation
Leadership and OD
“Data driven workforce planning”
It is beneficial to re-visit the
clinical question at each stage to
ensure the focus remains on topic

14. Page 14
Future State Modelling (the “To be” position)
Activity Changes
Moving activity between
teams
Increasing activity levels
Decreasing activity levels
Workforce Changes
Changes to current staff
Adding new roles
Bring roles together from
different teams and/or
cost centres
Efficiency changes
Introducing new process
and/or systems to
increase productivity
At this stage you can use the WRaPT tool to:
• Create a model of your workforce current state
• Model any number of future state scenarios
• Create outputs to support e.g. business case, reports, bids

15. Page 15
Future State development (the “to be” position)
Output from tool to
demonstrate the
shift from ‘current’
to ‘future’ state

16. Page 16
How do you plan the future workforce, the WRaPT
way?
1. Scoping &
Mobilisation
Developing the clinical
question
Key stakeholder
engagement
Identifying the teams
in/out and any
interdependencies
Information
governance
2. Understanding your
current state
Workforce data
collection & analysis
Activity data collection
& analysis (incl. drivers)
Alignment of data to
challenge
Stakeholder review
3. Future state
development
Data driven
engagement with key
stakeholders
Output analysis &
research and alignment
with clinical question
Options outline &
appraisal
Validation &
refinement
4. Modelling your
future state
Modelling the redesign
Validation of the model
5. Implementation
Action Planning
Benefits Realisation
Leadership and OD
“Data driven workforce planning”
It is beneficial to re-visit the
clinical question at each stage to
ensure the focus remains on topic

17. Page 17
Contact details
Fiona Lord or Colin Lewry
https://wrapt.org.uk https://wrapt.org.uk/case-studies
Fiona.lord@lancashirecare.nhs.uk Colin.Lewry@ge.com
To register for the tool:
https://thisis.wrapt.org.uk/auth/register