Appendix 1: 10 ICS People Function Outcome Areas

1. Supporting the health and wellbeing of all staff: people working and learning in the ICS feel safe and supported in their physical and mental health and wellbeing, and are therefore better able to provide high-quality, compassionate care to patients.
2. Growing the workforce for the future and enabling adequate workforce supply: the system is retaining, recruiting and, where required, growing its workforce to meet future need. The ‘one workforce’ across the ICS is representative of the local communities served.
3. Supporting inclusion and belonging for all, and creating a great experience for staff: people working and learning in the ICS can develop and thrive in a compassionate and inclusive environment. Issues of inequality and inequity are identified and addressed for all people working in the system. The workforce and leaders in the ICS are representative of the diverse population they serve.
4. Valuing and supporting leadership at all levels, and lifelong learning: leaders at every level live the behaviours and values set out in the People Promise, and make strides so that this is the experience of work for all of their ‘one workforce’.
5. Leading workforce transformation and new ways of working: service redesign is enabled through new ways of working, which make the most of staff skills, use of technology and wider innovation to meet population health needs and drive efficiency and value for money.
6. Educating, training and developing people, and managing talent: education and training plans and opportunities are aligned and fit the needs of staff, patients and citizens, including to enable new ways of working and support meaningful and personalised career journeys.
7. Driving and supporting broader social and economic development: leaders ensure that their organisations leverage their role as anchor institutions and networks to create a vibrant local labour market, promote local social and economic growth in the wider community, support all ICS partners to ‘level up’, address wider health determinants and inequalities at the heart of poor health.
8. Transforming people services and supporting the people profession: high quality people services are delivered by a highly skilled people profession to meet the future needs of the ‘one workforce’, enabled by technology infrastructure and digital tools.
9. Leading coordinated workforce planning using analysis and intelligence: integrated and dynamic workforce, activity and finance planning meets current and future population, service and workforce needs, across programme, pathway and place.
10. Supporting system design and development: the system uses organisational and cultural system design and development principles to support the establishment and development of the integrated care board (ICB), and the integrated care partnership (ICP). The organisational development approach creates a system-wide culture that is driven by purpose; enables people, places and the system to fulfil their potential; is connected to the people served by the system and delivering those services; harnesses the best of behavioural, relational and structural approaches; and nurtures collaboration.