120917b_Workforce_eWIN_CM_Planners_Updatex - eWIN Portal

yawnknotManagement

Nov 6, 2013 (3 years and 7 months ago)

72 views


liz.thomas@northwest.nhs.uk


Mike Burgess

Mike.burgess@northwest.nhs.uk



1 LETB in the North West with 3 local workforce and education
groups as per current geography


Largest in NHS England, strong ability to influence on the
national stage


LETB will need to go through authorisation


Focus on progressing the MPET Investment plan, 5 year
workforce development plan, and authorisation criteria


Recruitment of the LETB Managing Director


Workforce and Education staff / Deaneries transferring to
Health Education England to support the LETB


HEE website
http://healtheducationengland.dh.gov.uk/


LETB information on eWIN
https://northwest.ewin.nhs.uk/


Workforce Plans 2012/13


2017/18



Current refresh of workforce plans out in the system with deadline of 21
st

September 2012


The refresh covers update to multi
-
faceted narrative across 8 domains and a workforce risks
/ issues and mitigating actions paper


The coverage is inclusive of all NHS workforce and includes primary and community care,
public health and other sectors where information is available.


Utilisation of the three workforce planning and modernisation networks across Greater
Manchester, Cumbria and Lancashire and Cheshire and Merseyside

Workforce Assurance and Patient Safety


The national drive by the Department of Health and workforce leaders group (WLG) for workforce
assurance


Plans need to be signed off CE, Director of Nursing and Medical Director


Workforce and patient safety links report included with packs issued to providers and
commissioners


Workforce assurance matrix available to download from

eWIN


Plans to be tested against a single assurance process integrating finance, activity, patient
safety, clinical safety and performance metrics


The eWIN system allows providers to benchmark their workforce against other providers
along QIPP indicators, priority areas and use knowledge management and best practice to
implement changes.


Purchasing the National Workforce Assurance Tool for Providers


Plans / training / implementation been drawn together


Officially launched via HRDs and LETB in next quarter (Sept


December 2012)


Submission

Workforce Demand spreadsheet

Workforce Risks / Issues / Actions report

(Optional) Workforce Narrative refresh

Close of Play Friday 21
st

September 2012


Workforce Assurance


The Workforce Assurance
Framework is a method for
achieving system assurance that
the planned and available
workforce can deliver safe and
quality services.



Identify current workforce issues
and is an early warning system
when reviewing projected
workforce changes



Reflects the key lines of enquiry
agreed by the DH Operations
Board
1


1


Key lines of enquiry referenced in DH KLOE on
Safety and Quality Assurance of Workforce Changes



Much of the data collected is currently
retrospective and not forward looking


Process, dashboards and metrics collected
are different in different regions


Individual indicators are often looked at in
silos


Current processes are not supported by
robust statistical analysis


Current processes are labour intensive as
mainly manual processes


Currently workforce plans go backwards and
forwards between Trusts and Assurers,
increasing timescales / tensions

Current Challenges


The tool will use trend data to project how
the picture might change over time which
can then be compared to actual
performance


Good practice adopted consistently across
Trusts and regions with a collation of all
existing metrics


Enables consideration of the importance of
interrelationship between indicators and
triangulation of workforce, activity and
finance


Assurance processes underpinned by
detailed information base and statistical
analysis including detailed literature
review


Automation reduced manual data
manipulation and handling burden


Greater visibility of assurance expectations
between Trusts and Assurers


a shared tool
that can be also be used by individual
Providers

Solutions from the tool

Expertise from 10 SHAs and the Department of Health have been drawn upon to support system
design and to address the current limitations associated with attempting workforce assurance
using static data and manual processes. The key challenges identified by this group in relation
to workforce assurance and the related desired benefits of the system are detailed below:

What is different?


A systematic approach enabling
rigorous, structured evaluation


A statistically robust underpinning for
assurance analysis


Analysis of correlation and
relationships between triggers


Thresholds for triggering


Escalation routines to enable
consideration of escalation in
structured

Our different approach creates a different conversation about assurance:

This enables you to


Create and drive top table discussions


Changes the nature of assurance
engagement with Trust Boards and
Management Teams


Call on robust evidence and analysis
as support for key decision making


Take a more integrated approach to
assurance activities


Justify decisions

1.
Effective workforce assurance is a critical component of helping
ensure the ongoing efficient and effective delivery of services
across the NHS system.

2.
Organisations should be supported to be rigorous in their self
assurance processes, to improve outcomes and reduce the need for
external assurance.

3.
By using data appropriately, users can be supported to make better
assurance decisions. This is a decision support tool, not a decision
making tool.


4.
Consistent high levels of assurance across regions.

5.
Considers a cross section of demand, activity, quality, finance and
service information rather than considering workforce alone.

6.
Balances forward looking assessments with previous performance:
i.e. Historic dashboards are a useful input but do not tell the whole
story.


7.
To minimise effort, Nationally available data will be used wherever
possible to reduce the administrative burden.

8.
Differences in data quality and availability need to be allowed for
and highlighted within the system.

9.
Throughout the life of the tool, the system will be actively managed
so that as new national datasets become available each period they
are uploaded into the tool.

Fundamental
Tenets

Workforce

Assurance in
Practice

Data usage

The Tool
IS

intended to
provide:


The workforce element that
will link with wider system
level assurance


Triangulation between
workforce, activity and
finance data


A national platform to
workforce assurance that can
be adapted as appropriate for
each SHA


Best practice approach that is
built on existing published
literature


An approach that recognises
that assurance criteria will
change and be refined over
time

The Tool
IS NOT
intended
to be:


A tool to publish
information


A performance
management tool


A data collection tool;
existing data is used


A directorate, divisional
and professional assurance
tool as other resources are
available for this

My Analysis

My Resources

My Actions

Organisation

Dashboard

Metric

Dashboard

Help

Workforce Assurance Portal

My Flags

The Workforce Assurance Portal

My Qualitative

Indicators

My Plans

My Threads

My Notes

My Assurance Logs

Supporting
Materials

Community

Data Sources

FAQ

Workforce
Dictionary

The key components that people use within the portal are illustrated in the table below:

13

Indicators, Metrics and Thresholds


Workforce
Staff:bed
ratios
Staff Type
ratios
Staff:
Activity
Ratios
HV against
target
Workforce
productivity
Skill Mix
Turnover
and
Redundancy
Retention
Temporary
Staff
New
Starters
Staff
Diversity
Management
numbers
Admin and
management:
non admin staff
Clinical: non
-
clinical staff
Number of
consultants/
registrars (FTE)
per 10,000 bed
days
Number of
qualified
nursing,
midwifery and
HV staff (FTE)
per 10,000 bed
days
Future
Staff
Supply
Absence
Ratio
Absence
by Type
Midwife: birth
ratio
MH
Consultants:
population
Number
midwives
acute:
community
GP: population
Number of
health visitors
HV FTEs:
Children under
5
NHS Productivity
(output and
quality adjusted)
Number of staff
in agenda for
change in
bands 1
-
4 as %
total
Total nursing
staff bands 1
-
4:
5
-
6
Total nursing
staff in bands 5
-
6: 7+
Ratio non
medical band
7+: non medical
1
-
6
Turnover
excluding
transfers and
temporary staff as
% total FTEs
Number of
vacancies> 3
months by
department
Redundancy
Numbers as %
total FTE
Number staff
expected to retire
in next 5 years
GP vacancies
Total FTE as %
previous year
Total FTE as %
level 3 years
ago
New Starters
within the last
12 months
Staff gender
ratio
Ethnicity
Clinical staff
gender ratio
Non
-
clinical
staff gender
ratio
% of staff that
are temporary
-
Doctors
% of staff that
are temporary
-
Nursing Staff
% of staff that
are temporary
-
Support Staff
Absence ratio
as % of total
FTE
% Absence by
type
% Sickness by
type
Number junior
doctors as %
total Clinical
staff
Number
student nurses
as % total
clinical staff
Amount spend
on education,
training and
research as %
total revenue
Denotes a GP

related metric
: denoted a ratio
Target Value

Intervals from Target Value

Intervals from Target Value

Intervals from Target Value

Scale
Range
Med risk
High risk
Lower
risk
Med
risk
Med
risk
High risk
High risk
Lower
risk
Metric e.g.
Midwife: birth
ratio

An indicator could be the number of midwives, or the
number of births. The data from these indicators is
used to create different metrics.

The metric will be assigned a risk level depending on the
threshold. Some thresholds are scales where one
extreme is good and the other is bad. Other thresholds
are ranges where there is an ideal level and anything
either side increases risk. In our example a threshold
would be a scale, and less than e.g. 3 midwives per birth
is ‘high risk’.

Indicator


The base level of data used to make metrics


This data comes from various source data sets

Metric


Metrics display information about an aspect related
to workforce


Metrics can also be direct (taken directly from one
indicator) or compound (calculated by combining
more than one indicator)

Threshold


The threshold is the level at which metrics turn
green, amber or red, indicating the risk associated
with each metric


The threshold is different for each metric and based
on the value needed for them to be considered high
risk, and turn red, or low risk, and turn green


The threshold can take the form of a scale or range

Example: Indicators, Metrics and
Thresholds

Assurance against plan
Safety
Infections
Preventative
Finance
Organisational Workforce Profile
Staff
Experience
Workforce
Staff
Experience
Patient
Satisfaction
Assurance of plan
Patient
Experience
Cdifficile

Mortality
MRSA
Monitor Risk
Ratings
Incident
Reporting
Mortality
Preventative
Finance
Planned
workforce
spend
Workforce
Planned
Workforce
Numbers
Planned
Workforce
:
Activity Ratios
Planned
Stability and
Absence
Activity
Planned
hospital
attendances
Education and
Appraisals
Staff Appraisals
Planned Time
Spent
Activity
Planned
Temporary
Staff
Activity
Length of Stay
Bed Occupancy
Mental Health
Time Soent
Cancelled
Operations
Hospital
Measures
Maternity
Measures
Finance
Workforce
Workforce
Spend
Workforce
:
Activity Ratios
Skill Mix
Temporary
Staff
Workforce
Numbers
Stability and
Absence
PROMs
Medication
Incidents
Workforce
spend against
Plan
Workforce
Numbers
against Plan
Workforce
:
Activity Ratios
against Plan
Stability and
Absence
against Plan
Hospital
attendances
against Plan
Time Spent
against Plan
Temporary
Staff against
Plan
PCT Cluster
Metrics
GP Surgeries
Immunisation
Rates
Incidents
Prevention
Overall
Assessment
The Assurance Map

There are 4 assurance groups, 3 are based on data and are shown below, the 4
th

is based on qualitative data.
Each of the 3 groups below contains trigger groups, triggers, and below each of these are the metrics.


saba.razaq@northwest.nhs.uk

Monday 17
th

September 2012

The North West target for Mar
-
13 health visitors is 1489.0 FTE (1463.0 is
the absolute minimum required)


The Jul
-
12 ESR downloads show the current North West performance.


Totals by PCT Cluster

Mar
-
12

Apr
-
12

May
-
12

Jun
-
12

Jul
-
12



Gap







(ESR)

(ESR)

(ESR)

(ESR)

(ESR)



to Mar
-
13



















at Jul
-
12





Lancashire

318.61

315.59

314.89

311.73

312.92



-
25.04





Gtr Manchester

533.79

539.49

541.70

516.30

515.39



-
61.50





Cheshire

214.10

214.92

216.07

216.84

215.72



-
15.32





Cumbria

74.73

76.91

78.43

76.21

76.74



-
1.90





Merseyside

255.79

256.74

249.63

244.79

244.98



-
19.79





TOTAL

1397.02

1403.64

1400.72

1365.87

1365.76



-
123.56





TOTAL (inc Other Providers)

1410.63

1419.06

1415.10

1380.26

1381.17



-
108.67





NOTE: ESR cluster figures for Jul ESR have been calculated using proxy figures for the four divisions in Bridgewater, based o
n t
he July manual returns.

1386

1463

1648

1832

1350
1450
1550
1650
1750
1850
2011/12
2012/13
2013/14
2014/15
Full Time Equivalents

Health Visitors: North West Growth Targets



Original Targets
Revised Targets

Trust will be paid a preceptorship fee for all newly employed Health
Visitors who are
new to the profession
and joined the trust from
September 2012.



Payments will be quarterly and based on numbers collected directly from
trusts on a quarterly basis. The collection will form a ’bolt
-
on’ to the health
visitor manual collection



Numbers for September (Q2) will be collected in October and payments
will be made to trust in December (Q3)











Inaugural meeting on the 25
th

September at Piccadilly Place



Group will look at improving Health Visitor workforce information and
sharing of Health Visitor strategies and modelling tools



Target audience: Workforce Analysts, HR Managers, HV Service Leads



To register or for more information:


https://northwest.ewin.nhs.uk/knowledge/resource/650/Health
-
Visiting
-
Working
-
Group
-
Call
-
for
-
participants












Manual collection coordinated by Macaila Finch (SHA)



Deadline for completion was 24
th

August (snapshot as
at 1
st

August 2012)



Work is underway to complete an analysis of the
current school nursing service in the North West.



Saba Razaq

Senior Workforce Analyst

saba.razaq@northwest.nhs.uk

0161 625 7774


liz.thomas@northwest.nhs.uk


o

Acute and mental health trust in England data quality results published
in Health and Social Care Information Centre report:

o

Available on
HSCIC

here or
eWIN


o

Woven report ex
-
employees validation limited to leavers since 1
st

July
2012


o

Woven report GMC/GDC registration validation been corrected. Scores
might have changed but are now correct


o

Emphasis on putting in place strong data collection & validation
processes remains


o

Would a data quality summary page in eWIN be useful?




NW retained first place Dec
‘11 to Aug’12




Error count increased by
3,060 (24.0%) errors Jul
-
Aug




Error count reduced by
28,462 (64.3%) errors
Sep11
-
Aug12


SHA

Aug
-
11

Sep
-
11

Oct
-
11

Nov
-
11

Dec
-
11

Jan
-
12

Mar
-
12

Apr
-
12

May
-
12

Jun
-
12

Jul
-
12

Aug
-
12



Rank

Position from
previous month

NHS East Midlands

6,230

6,360

6,640

6,710

6,725

6,750

6,950

6,970

7,180

7,320

7,825

7,175



10



NHS East of England

6,220

6,410

6,430

6,660

6,790

6,880

7,030

7,055

7,105

7,140

7,480

7,180



9



NHS London

6,360

6,445

6,510

6,735

6,845

6,935

7,130

7,200

7,230

7,265

7,885

7,290



8



NHS North East

7,425

7,585

7,650

7,945

7,990

8,135

8,210

8,430

8,545

8,555

8,850

8,460



4



NHS North West

7,375

7,480

7,795

8,195

8,540

8,785

9,095

9,160

9,240

9,415

9,490

9,190



1



NHS South Central

7,290

7,390

7,580

7,660

7,960

8,060

8,005

8,160

8,115

8,145

8,415

8,250



6



NHS South East Coast

6,695

6,835

7,140

7,485

7,960

8,185

8,415

8,440

8,465

8,455

8,710

8,370



5



NHS South West

7,595

7,835

8,055

8,320

8,515

8,580

8,740

8,800

8,905

8,960

9,255

8,900



2



NHS West Midlands

6,920

6,875

7,185

7,395

7,510

7,580

7,660

7,715

7,625

7,685

8,205

7,885



7



NHS Yorkshire and Humber

7,360

7,505

7,425

7,745

8,000

8,045

8,175

8,345

8,445

8,495

8,750

8,560



3



40980

44267

41183

36279

30340

26591

20428

19389

19033

15430

12745

15805

0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
NORTH WEST TOTAL ERROR COUNT

TOTAL ERROR COUNT
QUERY ID
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Month
Change
% Change
ALL
40980
44267
41183
36279
30340
26591
20428
19389
19033
15430
12745
15805
3060
24.0%
ACTIVE EMPLOYEES
QUERY ID
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Month
Change
% Change
7.1
507
571
506
385
333
340
270
229
416
417
424
572
148
34.9%
16.1
6893
7533
6952
5878
4017
3103
2681
2498
2016
1826
1715
1918
203
11.8%
19.1
6888
7525
6932
5850
4023
3119
2704
2474
2030
1872
1748
1936
188
10.8%
31.1
8460
9385
8430
6565
5234
4011
3552
3376
3539
2131
2085
2401
316
15.2%
40.1
6426
6692
6277
6139
5862
5215
4364
4184
4388
4031
3999
4243
244
6.1%
ASSIGNMENTS
QUERY ID
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Month
Change
% Change
2.1
4536
4454
3998
3958
3847
3859
1178
1265
1491
1473
1291
1555
264
20.4%
9.1
209
199
195
121
99
98
55
55
53
56
52
52
0
0.0%
9.2
72
65
62
32
15
18
7
16
10
13
10
7
-3
-30.0%
9.3
254
249
10
10
10
9
10
10
13
13
12
11
-1
-8.3%
9.4
256
251
24
23
22
21
21
21
17
15
15
18
3
20.0%
9.5
8
7
7
8
7
6
1
1
1
1
105
51
-54
-51.4%
9.6
6
5
4
4
2
1
1
1
1
1
112
50
-62
-55.4%
EX-EMPLOYEES
QUERY ID
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Month
Change
% Change
30.1
3952
5218
5208
5312
5165
5160
4032
3759
3480
2142
10
648
638
6380.0%
33.1
192
274
294
268
274
261
310
325
326
287
6
64
58
966.7%


Destination on Leaving is blank


no longer a high
impact error




New % baselines established for
five
high impact errors




40.1 Recruitment Source is Blank: 31.4% of total errors




19.1 Sexual Orientation is Blank: 13.7% of total errors




31.1 Disability is Blank: 16.4% of total errors




16.1 Religious Belief is Blank: 13.5% of total errors




2.1 Area of Work is Blank: 10.1% of total errors




Five high impact areas account for 85% of total errors


Two organisations in the North West in August 2012 had
maximum scores of 10,000




Halton And St Helens PCT



Calderstones Partnership NHS Foundation Trust





Sub-Region
Trust
Final Score
Regional Rank
Rank Previous Month
Rank Change From
Previous Month
C&M
Halton And St Helens PCT
10000
1
39

C&M
Liverpool Women's NHS Foundation Trust
9995
3
1

C&M
Western Cheshire PCT
9990
5
3

C&M
5 Boroughs Partnership NHS Foundation Trust
9910
11
9

C&M
Mid Cheshire Hospitals NHS Foundation Trust
9870
13
14

C&M
Cheshire And Wirral Partnership NHS Foundation Trust
9840
15
23

C&M
Central And Eastern Cheshire PCT
9790
17
21

C&M
Wirral Community NHS Trust
9690
20
6

C&M
Southport And Ormskirk Hospital NHS Trust
9690
20
15

C&M
Knowsley PCT
9680
24
30

C&M
Countess Of Chester Hospital NHS Foundation Trust
9550
28
21

C&M
Clatterbridge Cancer Centre NHS Foundation Trust
9425
30
28

C&M
Liverpool Community Health NHS Trust
9400
33
54

C&M
East Cheshire NHS Trust
9345
34
27

C&M
Warrington And Halton Hospitals NHS Foundation Trust
9195
36
32

C&M
Liverpool PCT
9130
37
46

C&M
Warrington PCT
8925
42
50

C&M
Wirral University Teaching Hospital NHS Foundation Trust
8705
47
34

C&M
St Helens And Knowsley Hospitals NHS Trust
8440
49
24

C&M
Walton Centre NHS Foundation Trust
8335
50
51

C&M
Alder Hey Children's NHS Foundation Trust
8150
51
53

C&M
Royal Liverpool And Broadgreen University Hospitals NHS Trust
8085
52
41

C&M
Liverpool Heart And Chest NHS Foundation Trust
7960
53
44

C&M
Sefton PCT
7790
55
52

C&M
Aintree University Hospital NHS Foundation Trust
7690
56
45

C&M
Wirral PCT
6960
60
58

C&M
Mersey Care NHS Trust
5140
65
63

Sub-Region
Trust
Total Errors
Total Errors Previous
Month
Month Change
C&M
Halton And St Helens PCT
0
4
-4
C&M
Liverpool Women's NHS Foundation Trust
1
0
1
C&M
Western Cheshire PCT
1
1
0
C&M
Knowsley PCT
2
2
0
C&M
Liverpool PCT
4
3
1
C&M
Warrington PCT
4
5
-1
C&M
Central And Eastern Cheshire PCT
5
1
4
C&M
Wirral Community NHS Trust
6
1
5
C&M
5 Boroughs Partnership NHS Foundation Trust
9
10
-1
C&M
Wirral PCT
14
16
-2
C&M
Sefton PCT
27
25
2
C&M
Mid Cheshire Hospitals NHS Foundation Trust
35
25
10
C&M
Clatterbridge Cancer Centre NHS Foundation Trust
46
39
7
C&M
Cheshire And Wirral Partnership NHS Foundation Trust
48
45
3
C&M
Southport And Ormskirk Hospital NHS Trust
144
51
93
C&M
Liverpool Community Health NHS Trust
149
310
-161
C&M
Walton Centre NHS Foundation Trust
219
214
5
C&M
Countess Of Chester Hospital NHS Foundation Trust
220
119
101
C&M
Liverpool Heart And Chest NHS Foundation Trust
235
166
69
C&M
Alder Hey Children's NHS Foundation Trust
348
330
18
C&M
Warrington And Halton Hospitals NHS Foundation Trust
386
163
223
C&M
East Cheshire NHS Trust
466
104
362
C&M
Wirral University Teaching Hospital NHS Foundation Trust
601
283
318
C&M
Aintree University Hospital NHS Foundation Trust
626
263
363
C&M
Royal Liverpool And Broadgreen University Hospitals NHS Trust
810
483
327
C&M
St Helens And Knowsley Hospitals NHS Trust
1012
200
812
C&M
Mersey Care NHS Trust
2496
2409
87
https://northwest.ewin.nhs.uk/benchmarking

Select QIPP Dashboard

https://northwest.ewin.nhs.uk/benchmarking

Navigate to the Woven Data Quality Reporting “speed
-
o
-
meter” and
select graph

https://northwest.ewin.nhs.uk/benchmarking



4 data reports are available and a data guidance page



All reports can be exported to PDF



Demo WebExes can be set up on request
liz.thomas@northwest.nhs.uk


Liz Thomas

Senior Programme Manager, Workforce
Strategy

Liz.thomas@northwest.nhs.uk

0161 625 7793


liz.thomas@northwest.nhs.uk

Monday 17
th

September 2012



QIPP Dashboard Review




Health Visitor Working Group / Priority
Dashboard Review




Knowledge Exchange Redesign




Equality and Diversity Proposal




Health and Well
-
Being Homepage &
Dashboard




eWIN Research Project



QIPP Dashboards developed to
assist NHS organisations identify
efficiencies and savings




Twelve metrics for review




Functionality and design for review




Meeting 2
nd

October, 11am
-
1pm at
NHS North West




Contact liz.thomas@northwest.nhs.uk
/ 0161 625 7793




To facilitate collaborative working
between Health Visiting workforce leads
and service leads




Motivate competition and challenge
complacent operations




To define reporting methods on
eWIN
in
respect of Health Visitors




To share Health Visitor workforce
planning tools/strategies




To produce the redesigned Health
Visitor workforce dashboards




Meeting 25
th

September, 12
-
1.30pm at
NHS North West





Contact saba.razaq@northwest.nhs.uk /
0161 625 7774



To make the Knowledge Exchange search clearer and
easier to use




Stage 1 produced a single search bar which displays
results




Results can be filtered as required




Stage 2 discusses the requirements of an Advanced
Search function




Contact christine.stewart7@nhs.net / 0161 625 7285





Produce automated reports to
support EDS requirements and CQC
equality prompts





Support production of annual
equality data publication




Provide organisational data and
benchmarking data




Assist in developing analysis skills
within the E&D community



Meeting 19
th

September, 12
-
1.30pm
at NHS North West




Contact
liz.thomas@northwest.nhs.uk / 0161
625 7793



Health and well
-
being homepage
coming soon




Potential to develop data dashboard
based on ESR Data Warehouse
sickness reasons data




Days Lost by Sickness Absence
Reason



Days Lost Per Quarter Average
FTE



Average Length of Absence



Incidence by Long/Short Term




Call for participants will be released
in October




Contact
liz.thomas@northwest.nhs.uk / 0161
625 7793




Conducting interviews with eWIN users




Inform eWIN team’s strategic planning




Contacting primary care representatives




Developing links with HEIs and academic research hubs



Liz Thomas

Senior Programme Manager Workforce
Strategy

Liz.thomas@northwest.nhs.uk

0161 625 7793