Workforce Block 3 Seminars

4:15 pm - 4:35 pm

The Co-Design of Mental Health Facilities with Service Users and Clinical Staff

Derbyshire is an outlier for the use of dormitory style accommodation with one of the highest levels in England. This has a negative impact on privacy and dignity and patient safety plus it also impacts on A&E and Acute Trust flow in Derbyshire.
Derbyshire Healthcare were issued a Formal CQC requirement under regulation 15(1)c to eradicate the use of dormitories by 2024.
Derbyshire also has no Psychiatric Intensive Care Unit capacity for male of female patients leading to all Derbyshire patients being placed out of area for this level of care. This leads to poor patient journeys and a lack of social, familial and environmental connections which are all known to aid recovery. The NHS 5 Year Forward View and Long Term Plan has a stated aim to end inappropriate out of area placements by March 2021.

The Programme being delivered by the DHcFT Programme Delivery Team includes 6 projects, 4 of which are related to dormitory eradication and 2 related to ending the inappropriate use of out of areas PICUs. The Programme include 3 new builds and 3 major refurbishments.

The Programme Delivery Team includes a Clinical Project Manager (a ward manager from an adult acute background) and a Project Officer who is also a service user with a physical disability. These key individuals attend all design meetings and are the key links to the Clinical and Service User reference groups respectively. The design meetings include a wide range of key individuals from across the Trust including E&F leads, Health and Safety, Fire, Security, Clinical, Medical and Infection Prevention specialists.
The co-design approach is being applied to all 6 projects with key decisions on form, function, look and feel being informed by the Clinical and Service Users Reference Groups.


  • Andy Harrison Senior Responsible Officer - Derbyshire Healthcare NHS Foundation Trust
  • Becki Priest Deputy Director of Practice and Transformation - Derbyshire Healthcare NHS Foundation Trust
  • Geoff Neild Programme Director - Derbyshire Healthcare NHS Foundation Trust
  • Nick Richards Project Officer and Lived Patient Experience Lead - Derbyshire Healthcare NHS Foundation Trust
  • Hollie Grief Clinical Project Manager - Derbyshire Healthcare NHS Foundation Trust
4:35 pm - 4:55 pm

Knowledge Sharing Among NHS EFM Management Departments: a Case Study on Oxygen Information During COVID-19

The presentation introduces the research conducted on how to enable more effective and timely knowledge sharing among NHS Hospital Estates and Facilities Management (HEFM) departments. These departments are critical in ensuring the safe delivery of care while facing not only the impacts of disasters such as COVID-19, climate change mitigation and adaptation initiatives but also organisational changes (e.g., new models of care) and structural issues (e.g., maintenance backlog). Effective flows of different types of knowledge (e.g., know-how or technological knowledge) among HEFM departments could significantly improve their ability to manage change and challenges effectively and efficiently.
As part of this research, multiple case studies in 6 hospitals across England are being conducted to investigate the flow of knowledge on medical oxygen infrastructure systems during the COVID-19 pandemic. The case studies track the flow of specific pieces of information through the various NHS system levels. In this way, the research identifies different types of knowledge, mechanisms, or channels for sharing these knowledge types and enablers/barriers that affect the knowledge sharing processes among HEFM departments.
The presentation will illustrate the key findings from the case studies to raise the understanding of knowledge sharing processes and simultaneously raise awareness for existing barriers to effective knowledge flows. Firstly, exemplary knowledge flows will be illustrated to highlight enablers and barriers to inter-organisational knowledge sharing during the COVID-19 pandemic. Further, using the persona method, knowledge needs and sharing behaviours of NHS HEFM staff on different levels are explained, elaborating on regional, organisational and structural variations. Lastly, the presentation will outline knowledge sharing structures and practices that were developed during the pandemic and ways to conserve these for non-pandemic operations in the future, enabling the efficiently manage the upcoming challenges related to the net-zero carbon targets.


4:55 pm - 5:15 pm

Role FleXX: Developing Resilience and Flexibility in the Health Workforce

We are experiencing a global health workforce crisis. The WHO predicts a shortage of 18 million health workers by 2030. The challenges with recruiting and retaining health workers has been worsened with the emergence of the COVID-19 pandemic. The pressure on health workers has reached astronomical heights rendering nurses, doctors, and others on the frontline exhausted, stressed and burnt out. The worsening scale of the elective care backlog is placing an increasing strain on a fatigued workforce who are experiencing worsening mental health and wellbeing. To address the workforce crisis a transformational approach to workforce planning and strategy is desperately needed. Achieving this requires a two-pronged approach: a) developing workforce strategies in the short to medium term which create capacity through existing resources; and b) developing workforce strategies with a long-term view of bolstering the workforce through increased resiliency, flexibility, and adaptability. In 2019 colleagues at HKS published a study on flexibility titled "FleXX: A Study of Flexibility in Outpatient Settings". The study presented four attributes of flexibility: versatility, modifiability, convertibility, and scalability. A key finding of their research was the importance of flexibility in enabling organisations to adapt in response to unpredictable external drivers. The opportunity for increased flexibility in healthcare settings is not limited to the built environment but applicable to time, resources, and roles. The use of flexible roles in hospital settings is not a novel subject. This presentation challenges health leaders to think about how the concept of flexibility can be used to address the capacity challenge through creating more versatile roles; using training to modify roles and scaling flexibility through ease of movement across hospital sites and whole health systems.