Lead Healthcare Scientist

Personal Perspective

Introduction

David Wells

Lead Laboratory Manager and Lead Biomedical Scientist, Laboratory Medicine

&

Lead Healthcare Scientist

Healthcare ScientistsGOSH –

212 Healthcare Scientists

Total workforce approx 3000

3 Divisions

- Life Science

- Physiological Science

- Physics and Engineering

50 Disciplines?

Drivers for Change• Carter report (Pathology)

• Modernising Scientific Careers

• White Paper – NHS reforms

• Innovation, Health and Wealth – Department for Health

• Strategy for UK Life Sciences – Department for Business Innovation and Skills

Lead Healthcare Scientist•All Trusts within London asked to appoint a Lead Healthcare Scientist

•The London Scientific and Diagnostic Network Established

•Tasked with setting up local networks to facilitate communication and support the Lead Healthcare Scientist

GOSH Healthcare Science Network

•Buy in from the management board

•An aim and common objective

•A clear communication route

•Inclusive of all scientists

Healthcare Science at GOSH• Appointed a Lead Healthcare Scientist

• Reports into the Medical Director

• Identify leaders within Disciplines and research groups.

• Development of a workforce group

• Establish this Healthcare Science Forum.

Healthcare Science forum• A route for us to develop, share,

influence best practice, internally, locally and nationally

• A framework to implement modernisation strategy and build upon partnerships such as UCLP

• 'Right person, right role' delivering innovative models of working.

• Delivering clinical and financial sustainability

Healthcare Science forum• First Forum held, invite to ALL scientists in

the Trust

• Introduction by CEO

• Talks from London Scientific Director and an Advance Nurse practitioner.

• Well attended by Scientists from Life Sciences

Healthcare Science Leaders• Re-positioning of a Modernising

Scientific Careers Workforce group

• Managers, trainers and those with an existing interest in workforce development.

• Closer engagement with the Trust workforce planning, education and training team.

CPR Requesting

My aim• Facilitate projects to ensure issues are

met with solutions.

• Identify emerging leaders within the disciplines.

• Provide leadership, and a conduit to and from the network and UCLP

• Wider education of what HCS does for the trust vital to ensure development of this workforce into new arenas

•We are already doing this work, albeit in silos.

•We need to share Innovation up and down the organisation and outside

•Equipping the future workforce with the knowledge and skills to support the profession in the future.

•To be a world leading organisation

Successes• Scientist using the forum email

group as a knowledge resource.

• Working with one HCS discipline to identify advance roles.

• Continued engagement form the Trust Management board.

Next Steps• Identify key Trust projects to

demonstrate the value to the Trust for continued support.

• Working with the LSDN in implementing innovation work streams, such as iTAPP.

• Development of workforce at both Scientist level and Assistant level

• Increase HCS visibility in the Trust

Issues• Identifying Scientists!

• Lost in the ESR• Don’t consider themselves Scientists• Scientists employed as

assistants/technologists

• Engagement of staff• Identifying energised leaders prepared

to drive and challenge .• Yet another initiative• No new time to commit

1910s

1990s

2010s