1. health and fitness

HEE Business
Plan 2015/16
March 2015
Contents
Foreword
Section 1: Our purpose
Section 2: Our priorities
Section 3: Delivering our Business Plan
Section 4: Our resources and efficiency challenges
Annex A: Our top Priorities and related Work Programmes
Annex B: Our 2015/16 Work Programmes
Annex C: Education and Training Commissions 2015/16
Annex D: Key Risks
Annex E: Glossary
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Foreword
Health Education England (HEE) exists for one reason alone: to help improve the
quality of care by ensuring our workforce has the right numbers, skills, values and
behaviours to meet the needs of patients.
On 1st April 2015 Health Education England becomes a Non-Departmental Public
Body as a result of the 2014 Care Act which puts HEE on a firm footing as the
organisation responsible for educating and training the health workforce in England
now and in the future. This change of status is a vote of confidence in the work of
HEE since its creation as a Special Health Authority on 1st April 2013.
This, our third annual business plan and our first as an NDPB, builds on HEE’s
achievements in its two years as a SpHA; an organisation that sets out what it is
going to do, then delivers on what it says.
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We said we would train 100,000 NHS staff in 2013/14 and a further 250,000 in
2014/15 in dementia awareness. We did that.
We said we would support the needs of the service in managing the problems
in emergency care by working closely with the Royal College of Emergency
Medicine. We did that.
We said we would increase the nurse training places. We did that and will do
it again.
We said we would provide a focus like never before on the NHS healthcare
support workforce. We did that through Talent for Care, and we will continue
to do it.
We said we would deliver pre-degree nursing experience pilots. We did that
and now hundreds of prospective nurses, and the patients they care for, are
benefiting and will do so every year from now on.
These are just some examples of HEE delivering and in 2015/16 we will go further in
ensuring the NHS has the right workforce with the right skills, behaviours and values
in the right place at the right time, first time. In 2014/15 HEE published its 15 Year
Strategic Framework which set out our long term vision for the development of our
workforce. Building on that work HEE has been a key partner in the creation of the
NHS Five Year Forward View which sets out the changes the service needs to make
to meet the needs of patients and the public for quality care on a sustainable basis in
the future.
This Business Plan sets out how we will continue to work with partners, locally and
nationally, to ensure the workforce changes needed to support better services are
put in place. This includes improving the development and capability of the
healthcare support workforce; ensuring we educate and train the nursing profession
so it is fit for the future; delivering a workforce to help improve primary care;
increasing the focus on mental health and its workforce and supporting the changes
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required to deliver the Bubb Review recommendations into care for those with
learning disabilities.
The business plan is based on the priorities of the service. It delivers better care
now, through the return to practice campaign for nurses and staff training in
dementia, and prepares for the future by helping make the NHS a world leader in
genomics and continuing our work on the Future Patient education and training
programmes for carers.
HEE cannot and does not deliver alone. We are proud to work with the providers of
NHS services and other organisations such as commissioners, local authorities and
Higher Education providers who make up our LETBs. And we are proud of our role
on the national stage working with the other Health Arms-Length Bodies and the
Department of Health to ensure the workforce, which the NHS spends the vast
majority of its budget on, is at the centre of creating a better future. This is our
Business Plan for 2015/16. With our partners we will continue to deliver for our
patients, our staff, our trainees and our students.
Professor Ian Cumming OBE
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Sir Keith Pearson JP DL
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Section 1: Our purpose
1.1 What we do
Our job at HEE is to ensure that when a patient turns to the NHS for help, there is a
trained person with the right skills and behaviours ready to meet their needs. Two
simple actions are required to ensure that the right staff are available to patients
when they need them:
1. Enough jobs must be created and funded to deliver the care required by the
people of England
2. Enough staff with the rights skills and behaviours must be available to fill the
jobs created.
Provider and commissioners are responsible for the first action. HEE is then primarily
responsible for the second, using our training and education commissions to ensure
balance between supply and employer demand. Sometimes demand is best met by
developing the skills of existing staff, which is why HEE is committed to developing
the existing workforce as well as creating the future workforce.
To this end, each year we invest approximately £5 billion pounds of public money.
Overall, we are commissioning more education and training than ever before, with
over 50,000 doctors in training and over 37,000 new training opportunities for
nurses, scientists, and therapists. These commissions for under graduate and post
graduate programmes make up the majority of our investment and ensure a supply
of medical and non-medical healthcare workforce.
We need to be assured our investments in education and training are getting the
very best value for money for tax payers (especially so in this challenging financial
environment), improving quality for current and future patients, and ensuring high
level satisfaction rates from our trainees and students. Our budget setting principles
of equity, stability, transparency, and flexibility, with an overarching principle of
quality, guide our decision making, ensuring the five billion we spend on education
programmes are meeting the outcomes we are aiming to achieve.
1.2 What we do and why
HEE is not the only body concerned with the education and training of healthcare
staff. The regulators have an important part to play, as do providers who are
ultimately responsible for employing, maintaining and developing their staff and the
quality of care they provide. HEE serves the wider healthcare system (including
private and third sector providers) but has no remit over social care. HEE has four
levers that we use to achieve our shared purpose of improving the quality of patient
care:
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These are supported by our corporate enablers that that help support the delivery of
HEE’s key objectives including: Strategy, Performance and development, HR and
OD, Corporate Finance, Estates, Internal and external communication and Corporate
services
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Section 2: Our priorities
A Business Plan represents a formal statement of a set of business goals or
ambitions for a defined period of time. Its purpose is to provide a road map for the
future; identifying priorities and allocating resources to give us the best chance of
getting there. In order to determine our business goals for the next year, we have
assessed our Business Plan against four key tests:
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Does our Business Plan align with and help deliver our fifteen-year strategy
and Five Year Forward View
Does it support the delivery of our statutory directions and Mandate
requirements?
Do we have the capacity and resources to deliver our business goals?
Are we clear what our top priorities are?
Each of these questions is addressed in more detail below.
Strategy & Planning into action
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2.1 Aligning our business goals with our fifteen year strategic
framework and the ‘Forward View Into Action’
In June last year we published our Strategic Framework (Framework 15 / F-15), with
a minor update in October (see Framework-15)
It can take over a decade to train a medical consultant or senior nurse. Those who
get the student places we have commissioned in 2014 will still be working as
healthcare professionals until 2060. Therefore, every time we make an investment in
a training place, we are making an expensive set of assumptions about future
healthcare needs and how best to meet them. If our assumptions and investments
are very wrong, then this could contribute to:
• an under-supply in some areas of the workforce, with negative consequences
for the care we are able to offer patients and their families, or
• an over-supply, resulting in a highly-skilled unemployed workforce and a
wasted opportunity to invest public money elsewhere in the NHS, or
• the wrong set of skills in the wrong place, locking the service into particular
models of delivery that may not be appropriate for the needs of future
patients.
We recognise that the workforce is integral to the way that healthcare is provided
both now and in the future, so we have chosen to set out in one place our planning
assumptions, so that others can let us know if they think we have got it wrong and
work with us to address longer term challenges and achieve shared goals.
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Better patient care will only be delivered by co-operation and partnership across the
system, because workforce strategy is intimately connected with decisions about
service configuration, models of care, quality and cost. By sharing our current
thinking, we will promote not just more discussion and debate about strategy, but
better decisions and thereby better patient care.
Our strategic framework:
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Provides the conceptual framework for how HEE approaches problems and
identifies solutions, ensuring our focus remains on the patient.
Guides the decisions we make in the short term, such as the annual
workforce planning process and the priorities in our Business Plan.
Informs our longer-term work programme, including taking forward The
Shape of Training Review and piloting life-cycle workforce planning for
children and young people.
Enables our board and the public to assess our actions against our
expressed strategic ambitions, and to challenge us if we veer off course.
Provides the basis for more detailed conversations with our partners and
stakeholders about the challenges and opportunities ahead.
HEE made six strategic assumptions that underpin Framework 15:
These assumptions led us to develop our strategic framework based on three key
pillars:
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These are represented in the following diagram:
The ‘Forward View into Action’ describes the approach for national and local
organisations to start fulfilling the vision set out in the Five Year Forward View
(5YFV), whilst continuing to deliver the high quality timely care that the people of
England expect today. We have worked closely with the other five ALBs (NHSE,
TDA, Monitor, CQC and PHE) to produce aligned planning guidance for the system
to ensure that we have common planning assumptions and processes to deliver our
shared vision.
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The Forward View into Action makes clear that:
• We will work together to accelerate the design of new models of care, with a
structured programme of support.
• The workforce will be central to the development of the new models of care:
the provision of health and care is delivered by people not buildings.
• We expect providers and commissioners to engage with their Local Education
and Training Boards (LETBs) to work together to identify their current and
future workforce needs. For those economies that wish to put themselves
forward to co-create the new care models, we expect to see plans to develop
the existing and future workforce plans to develop these models. In
challenged health care economies, a plan to deliver workforce needs will also
be a key ingredient of success.
• Planning assumptions must be shared between commissions, providers,
LETBs and other partners to ensure alignment, with LETBs triangulating their
plans with local commissioners and providers before submitting them to HEE.
• We will establish a Workforce Advisory Board, chaired by HEE and with
membership across the system to support delivery of a health and care
workforce with the skills, values and behaviours to deliver the new models of
care.
HEE continues to work with our partners on programmes that will help us to deliver
our shared purpose at scale and pace. LETBs have been engaged with partners in
discussing the workforce needs of the Five Year Forward View. These discussions
have served to inform local plans as required by The Forward View into Action, but
also helped to shape the priorities for the Workforce Advisory Board and for this
15/16 Business Plan and workforce planning guidance by identifying priority areas
for investment and action to deliver the workforce transformation required by the
5YFV.
This Business Plan sets out at a high level the key priorities that Health Education
England will deliver to support other organisations to deliver the commitments for
tomorrow and today. This will be supported by the new Workforce Advisory Board,
chaired by HEE with senior membership from across the system, to develop a health
and care workforce with the skills to support the implementation of new models of
care. The Workforce Advisory Board (WAB) will initially focus on four areas:
• additional actions to retain existing staff and attract returners in roles
experiencing shortages such as Emergency Medicine, nursing and GPs;
• provide support to challenged economies where workforce shortages are
impeding improvement;
• identify the flexibilities that will need to be developed in order to deliver new
care models as well as opportunities to reskill the existing workforce;
• identify new roles that may need to be commissioned to deliver on the
aspirations of the Forward View.
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2.2 Do our business priorities for 15/16 help us to deliver our Mandate?
HEE was given a Mandate by the Secretary of State for Health in May 2013 and this
has since been the subject of a refresh for 2014/15 and 2015/16. The latest version
published on 5th March. The process of refreshing the mandate happened in parallel
to the creation of our Business Plan, and we have mapped each deliverable,
identifying timelines and milestones and lead Directors. Following this exercise, we
are confident that we have captured each of the mandate requirements within our
business functions and respective directorates.
The priority commitments highlighted in section 2.4 below address the main themes
of the 2015/16 mandate. However HEE’s work programmes (Annex B) ensure that
all requirements of the Mandate will be appropriately addressed.
2.3 Do we have the resources and capacity and capability to deliver our
business goals whilst making our efficiency savings?
HEE is working hard to ensure that it truly acts as ‘one HEE’. Staff have already
started to work in different ways and are identifying peers across LETB areas,
making connections and sharing work. An example of one HEE already beginning to
work includes the new intranet across the whole of HEE enabling greater sharing.
There are a range of changes for each national directorate and for each of the four
national geographies (the North, Midlands & East, London & the South East and the
South). Each structure has been costed to ensure it meets running cost
requirements and makes provisions for the delivery of our responsibilities by staff in
the right place at the right time with the right skills and experience whether that be
nationally, locally or nationwide.
Whilst we are seeking greater alignment and focus as one HEE, there will be
differences in approach locally which is to be encouraged if linked to a greater focus
on sharing, learning and adopting across the organisation. Each LETB area will take
taking lead roles, working across the geography, and building on lead commissioning
arrangements and managing shared programmes.
There is a new pan-HEE network of Research and Innovation Leads that will enable
the better connection of expertise and further coherence in the delivery of the
Research and Innovation Strategy. We are a very information dependent
organisation. Everything we do in planning, delivery and monitoring has information
at the heart so we are working on how we can better collect, collate and use
information and data in the new structures. Assurance is best provided locally so we
are aligning information and data assurance with the LETB leadership and
developing a resource for Business Information Systems that aligns the local and
national. The purpose of this is to streamline and simplify local systems, processes
and practices in each LETB, creating the consistency that is vital to effective
information systems.
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In the core enabling functions of Communications, Human Resources and
Governance within the People and Communications Directorate it became clear that
resources across the country needed to evolve to reflect the need for each local area
to have equal access to staff, skills and broader resources but also greater
understanding of what needed to be done where. Risk and business continuity will
remain core to the governance strand within People and Communications. The vital
importance of information technology in making one HEE work is understood and
action is being taken to address these issues.
The Finance structures provide for the distributed support to budget managers from
designated financial managers. For financial systems work we have developed a
core central team working with designated individuals in geography teams to drive
greater consistency (a ‘common spine’) and system improvement.
There is a requirement for greater resource for workforce analytics. Therefore it was
agreed to increase the resource in the workforce planning functions of the Planning
and Strategy Directorate and we are working to ensure the best use of our available
skills, experience and resources in this area.
2.4. Are we clear what our top priorities are?
The extent of our statutory duties and the scale of our ambition, requires HEE to be
very clear about what our core priorities are so that our resources at both local and
national level are allocated appropriately. Our top priorities are divided into two
categories:
(1) Priority commitments: HEE is committed to delivering our entire mandate, but
below we have pulled out those deliverables where we expect to come under
greater public scrutiny or where a specific numeric measure has been applied.
The table below details priorities in respect of;
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The Primary and Community care workforce
Mental Health, Learning Disabilities, and Dementia
Birth, Children and Young People
Public Health and Prevention
In addition HEE will continue to increase its focus on supporting partners to address
areas of current workforce shortage, including;
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Emergency and Urgent care – including paramedics
Nursing
Specific Geographic Shortages
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(2) Transformational changes: These are the actions or programmes of work that
may not deliver in-year results, but represent a fundamental change in the nature
of the health workforce, that will take HEE closer towards achieving our fifteen
year strategic ambitions
The table below describes how HEE, in line with our 15 year strategic framework is
seeking to actively shape an increasingly flexible workforce including;
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Patients, the public, and carers as part of the health workforce
Flexible training and careers for doctors
Flexible training and careers for registered nurses and care assistants and the
wider support workforce
A workforce representative of the communities it serves
A workforce planned with the needs of patients as it primary driver not
profession or service
HEE is also seeking to ensure the workforce is able to responds to the key drivers of
the future patient and in particular developments in technology;
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Developing a workforce capable of maximising the impact in care of
developments in Genome mapping
A workforce aligned to the strategy of the National Information Board,
The two groups of priorities are not mutually exclusive, for instance the mandate
priorities on integrated care include elements with more immediate deliverables and
impact, as well as indicating the need for the transformation of future care models
and the workforce that delivers them.
We also need to be clear that these work streams represent the key workforce input
to implementation of new care models and the radical ambition set out in the five
year forward view. As implementation of the Five Year Forward View programme
develops, and not least through the work of the Workforce Advisory Board, HEE will
be able to become more explicit about how this work directly enables delivery of the
NHS of the future.
In addition to these high level priorities we need to recognise that a significant
proportion of HEE’s activity can be typified as being core operational business. In
particular the commissioning of, and contracting for, at least 129 programmes of
structured education. This activity, including nationwide Post Graduate medical
recruitment, represents the majority of both our financial and human resource, and it
is therefore important to our staff that their contribution to our mission is explicitly
recognised within this plan.
HEE will also be undertaking a number of enabler / process improvements,
designed to ensure that delivery of both our top priorities and core operational
business can be undertaken with the highest degree of efficiency and impact. These
include:
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HEE beginning in its role as a Non-Departmental Public Body (NDPB) and
implementing changes following the Beyond Transition (BT) review
Establishing the Workforce Advisory Board (WAB) to develop a healthcare
workforce with the skills to support the implementation of new models of care
Refining our process for a medium term Financial Strategy with a longer term
perspective that links current investment decisions to the Strategic Framework
15, HEE’s mandate and Five Year Forward View
Improved workforce data from all sectors, and the streamlining and
standardisation of workforce planning processes and products
An extensive programme of work with DEQ exploring education
commissioning for patient safety and quality.
An extensive programme of informatics delivery in support of ‘one HEE’
operations.
2.5 Flexibility for Emergent Five Year Forward View and New Government
Priorities
The HEE Business Plan 2015/16 enables the organisation to progress with pace and
intent to ensure the current and future needs of people are met. However, we do
need to recognise that the implementation of the Five Year Forward View is in its
early stages and that the general election on May 7th will result in a new government
of whatever political complexion that may have its own views on the relative priorities
for the NHS.
Our assessment is that the priority areas identified in this plan are all likely to form
part of any emergent priorities and that any re-planning will mainly be a matter of
scale and emphasis rather than any fundamental change.
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No. PRIORITY COMMITMENTS(what)
PURPOSE (why)
Indicative
dates
Identify the need for and act to deliver a multi-professional primary and
community care workforce (including dentistry) able to meet the needs of
current and future service requirements
- 3,250 doctors completing Foundation training enter GP training programmes
by 2016.
- Implementation of the 10-point GP Plan
- Progress recommendations of the Primary Care Commission
Implement actions to support end of life care from “One Chance to get it Right”
March 2016
Resolving the workforce challenges in the provision of out of
hospital care is pivotal for both current service delivery, across the
system and as the critical component of new integrated care
models. Failure to address these challenges presents significant
risks to both the successful implementation of the Five Year
Forward View and delivery of high quality services to current
patients
To support patients at all times in their lives, including supporting June 2015
their choice of where to die.
Ensure a greater focus on mental health workforce, including
- support delivery of the IAPT workforce to meet access and recovery targets.
- increase number of psychiatrists,
- focus on perinatal mental health,
- Early intervention and, liaison psychiatry services
Dementia – Working to ensure that the tools and training opportunities are
available to all staff by the end of 2018.
December 2015
As service commissioning responds to the need to ensure parity
of esteem between physical and mental health, HEE needs to
ensure the mental health workforce is able to grow and develop to
meet new service demand and requirements
Support for NHSE on Bubb report: Winterbourne View – Time for Change –
Developing the Learning Disabilities workforce to deliver new care models
in new settings
Deliver the increased midwifery commissions planned for by HEE in 2015/16
and working through our annual planning process assess the demand required
to ensure sufficient midwives and other maternity staff are available to provide
personalised care and ensure sufficient staff are trained to meet this demand.
Commission sufficient Health Visitor (HV) training places to ensure a
sustainable workforce to reflect Local Authority (LA) commissioning of HV
services
Work with PHE, NHS England, DH and other system leaders to deliver the
action plan for public health
To ensure the Learning Disabilities workforce is of the right size
with appropriate development and values to deliver the quality
care this vulnerable group deserves
To ensure there are sufficient midwives to provide every woman
with personalised one to one care
July 2015
Good, well-resourced health visiting services help ensure
that children have the critical positive start to life
October 2015
To support the prevention and public health agenda across the
healthcare system
March 2016
To address the current supply of staff in current shortage areas, including;
- Nursing: increasing commissions, Return To Practice initiatives
- Urgent and Emergency Care - Emergency Cabinet, Paramedics, new roles for
physician associates and pharmacists within EC
PC10 Reduce avoidable attrition from training programmes by a third
To meet the expressed need of employers/patients and to
address the significant financial burden of excess agency usage.
September 2015
Maximise future supply and return from the investment we make
March 2016
PC11 Supporting veterans’ health
To target support on veterans with complex needs
December 2015
PC1
PC2
PC3
PC4
PC5
PC6
PC7
PC8
PC9
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To improve the experience of people with dementia when they are March 2016
in NHS and care settings by increasing staff awareness
September 2015
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No. TRANSFORMATIONAL CHANGES (what)
TF1
TF2
TF3
TF4
Lead work on the Future Patient, to pilot and evaluate approaches
for education and training programmes for people & carers in areas
of self-care, self-management, and prevention
Take the lead in England to develop a detailed feasibility
assessment of proposals within the Shape of Training review,
including proposals to move the point of registration.
Following consultation take forward agreed proposals within the
Shape of Caring review, including increasing flexibility across
training pathways, an increased focus on care assistant roles, and
the need to ensure nurses are supported in their development over
the whole of their careers
Play a leadership role in continuing to implement the relevant
recommendations of the Cavendish Review
TF5
Implement the Talent for Care strategic framework and the take
up of the employer partnership pledge
TF6
Implement the widening participation strategy, including
developing evidence about effective approaches to widening
participation through research and evaluation.
Continuing to develop and implement the approach to demand led/
service based workforce planning by piloting a life cycle
approach starting with children and young people
Lead on the workforce implications of, and develop a training
strategy for genomics and Bio-informatics
TF7
TF8
TF9
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Supporting the National Information Board (NIB) strategy for the
health and care workforce to embrace
information/data/technology
PURPOSE (why)
Indicative dates
Framework 15 and Five Year Forward View both highlight
the critical role that the public need and want to take in
management of their own health.
To educate and train doctors who are able to provide
general care in broad specialty areas across a range of
different settings, and to ensure sustainable and flexible
careers to meet the changing needs of the pubic
To deliver patient focussed education and training for
registered nurses and care assistants linked to appropriate
careers structures. The potential for the delivery of more
practice, district, and community nurses, to support
integrated service provision across health and social care.
Improving the capability of the care assistant workforce in
support of integrated care models and flexible care teams.
October 2015
Drive the development of the healthcare support workforce
and provide opportunities for effective career progression
and maximisation of individuals capabilities and potential
To ensure diversity of the workforce to represent the
communities it serves, raise aspirations and support flexible
methods for entering training
So that we can embed a method for planning the future
workforce based upon the needs of future patients, so that
care is more person centred
To actively develop the current workforce to equip them
with the skills to utilise in the near term, developments in
genetics within the management of populations and their
health conditions.
To ensure the workforce is willing and able to embrace
innovation and takes full advantage of new technology and
the use of information to enhance patient care.
November 2015
September 2015
July 2015
March 2016
December 2015
March 2016
March 2016
April 2016
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3. Delivering our Business Plan
3.1 Our 2015/16 Work Programme
The top priorities outlined above are a summary of a number of specific work
streams allocated to HEE directorates who in turn will work coherently with
equivalent LETB colleagues to ensure consistent and comprehensive delivery. Other
work streams represent the fuller mandate deliverables, core operational work, and
our system and process improvement goals for the year.
Annex A describes which individual work programmes contribute to which priority
areas
Annex B sets out these key work programmes for 15/16, and includes:
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Core business activities required to deliver our key objectives and business
goals
Strategic priorities to ensure that we deliver our fifteen year ambition
Mandate deliverables and statutory requirements
Enabler activities such as HR and Finance that will deliver our efficiency
savings through new operating model and ways of working
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3.2 Delivering through our staff
We will measure how well we are doing in meeting the deliverables in this business
plan by using a robust programme management system and integrated performance
framework. The framework details all our activities as described in this business plan
and we will monitor our progress to provide assurance to our board we are meeting
our objectives.
We will ensure all our activities are aligned to achieving the vision of HEE by using
the process shown in the diagram below. By taking this approach we can be assured
all our staff have individual objectives contributing to achieving our vision for
patients:
Strategic Framework
Patient needs
Framework 15
Strategic Priorities
Business Plan 2015/16
Business Priorities
Delivery Framework
(AspireView system)
2015/16
Performance Appraisal
Process 2015/16
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GD/LD and Directorate
Objectives and Deliverables
Team Objectives and
Deliverables
Individual Objectives and
Deliverables
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3.3 Delivering with our partners
There is increasing recognition of the importance of our workforce; the Five Year
Forward View makes it clear that the new models of care simply won’t become a
reality without the people to deliver them. We now need to work with our partners
through the Workforce Advisory Board to encourage:
• Employers to provide robust workforce forecasts to LETBs. These form the basic
building blocks of our national plan, so the higher quality they are the better the
overall plan. Every CEO needs to be engaged in this process, ensuring
alignment with commissioning and provision plans and plans to implement the
new care models, with workforce forecasts signed off by their medical and
nursing director
• Employers and commissioners to create jobs in the right settings so that the staff
we train are able to realise and deliver the policy intent of Five Year Forward
View, rather than perpetuate an imbalance between community and acute
sectors
• Employer and professional bodies to work with HEE and our LETBs on data
sharing so that patients receive care from staff employed by a range of different
sectors and bodies: the NHS, social care, the independent and charitable
sectors. Currently, we only have access to data on staff employed in the NHS,
which means we have an incomplete picture of supply
• Greater employer focus on retaining and investing in their current staff. It is our
responsibility to commission education and training places to secure the supply
of the future workforce, but it is becoming apparent that in some areas, requests
for more commissions are due to a ‘leaky bucket’ effect, whereby employers are
failing to retain and develop their skilled staff. Commissioning more trainees is
the most time consuming and expensive way to address shortages in supply.
Attracting people back to the profession is more cost-effective, but the most
effective approach of all would be to retain and develop their employees. We will
work with NHS Employers and other partners to develop a more strategic and
cost-effective approach to staff retention
• Patient groups, Royal Colleges and other stakeholders to work with us on
reshaping the workforce. We know that more of the same simply won’t deliver
the transformed services that patients need. As set out in our Framework 15, we
need a more flexible, adaptable workforce, able to work across professional
boundaries and settings, so that they can provide high quality care wherever and
whenever the patient needs help. This will require the creation and/or expansion
of new roles, and active decommissioning of others, if we are to develop a
workforce planning process shaped by patients’ needs rather than supply
• Continued support for a shared vision and aligned planning and action. The most
important development this year has been the development of a shared NHS
view of the future. The Five Year Forward View provides a clear service vision,
and it is now our responsibility to develop an appropriate workforce to make that
vision a reality.
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Ref: HEE BP 2015-16 FINAL DRAFT
Section 4: Our resources and efficiency challenges
Ensuring that we deliver quality education and training from initial supply to further
development of the workforce within the financial resources provided to us is of
utmost importance. HEE is responsible for £5 billion of NHS funding in order to
deliver its objectives and we recognise that ensuring it is spent effectively and
efficiently is essential.
The following assessment is of income and expenditure anticipated for our ‘business
as usual’ activities and to deliver the mandate. In addition to this HEE will receive
additional non-recurrent funding to support work on genomics in line with the recently
approved business case.
Income
HEE receives most of its funding directly from the Department of Health, with other
substantial funding from a few key sources as shown in the table below. We received
an indicative allocation in December 2014. This indicated a £30 million reduction in
our programme allocation and a £5.1m reduction in administration allocation. Whilst
we were anticipating a reduction in our administration allocation, and this is being
dealt with through the ‘Beyond Transition’ change programme, the reduction in
programme expenditure was unexpected. This has resulted in some late stage
revisions to the Investment Plans. However, HEE remains committed to delivery of
the Workforce Plan and Mandate within the resources available.
21
Ref: HEE BP 2015-16 FINAL DRAFT
DH Grant in Aid
DH Programme - Recurrent
DH Admin - non-ring-fenced
DH Admin - ring-fenced DEL
Subtotal Recurrent funding
DH Programme - Non-recurrent*
Subtotal Grant in Aid
Contributions to programmes
Devolved administrations
Clinical excellence
International Office **
Subtotal Contributions
Other income
NIHR
Leadership academy
Subtotal Other
Total Income
2014-15
Budget
£ million
2015-16
Budget
£ million
Change
£ million
% Change
4,846.0
81.9
1.0
4,928.9
1.0
4,929.9
4,816.0
76.8
1.0
4,893.8
6.4
4,900.2
-30.0
-5.1
0.0
-35.1
5.4
-29.7
-0.6%
-6.2%
0.0%
-0.7%
537.4%
-0.6%
1.2
0.7
0.0
1.9
1.2
0.7
0.0
1.9
0.0
0.0
0.0
0.0
0.0%
0.0%
0.0%
57.0
12.1
69.1
57.0
12.1
69.1
0.0
0.0
0.0
0.0%
0.0%
0.0%
5,000.9
4,971.2
-29.7
-0.6%
* Genomics Programme approved business case
** Subject to contract being agreed and trainee recruitment in line with business case
NIHR and Leadership Academy are categorised as other income as this activity does
not relate to our main programmes. In both cases the income is available for specific
purposes and expenditure budgets are matched with the level of income. The
Leadership Academy is considering a substantial reduction in funding to local
leadership teams which are commissioned and/or managed by HEE. Last year’s
values have been used whilst we await confirmation of final values and expenditure
budgets will be reset as necessary when income is known. There still remains some
uncertainty regarding the size and timing of income relating to international students.
Expenditure
Detailed spending plans have been put together from local level to ensure that
budgets provide for the implementation of the Workforce Plan agreed by the Board in
December. (see: http://hee.nhs.uk/2015/02/05/workforce-plan-for-england-201516/ ).
The 2014-15 budget has been revised and expanded from that approved by the
Board last March to reflect reclassification of expenditure to more appropriate
headings and allow better comparison between years.
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Ref: HEE BP 2015-16 FINAL DRAFT
The following table shows the main categories of expenditure:
2014-15
Revised
Budget
£ million
2015-16
Budget
£ million
Change
£ million
% Change
1,825.7
890.0
1,668.7
20.3
4,404.7
1,819.8
858.6
1,706.8
9.9
4,395.1
-5.9
-31.4
38.2
-10.4
-9.5
-0.3%
-3.5%
2.3%
-51.4%
-0.2%
205.0
130.5
77.8
30.0
205.0
126.5
67.3
24.0
0.0
-4.0
-10.5
-6.0
0.0%
-3.1%
-13.5%
-20.0%
1.0
6.4
5.4
540.0%
4,849.0
4,824.3
-24.6
-0.5%
Admin Expenditure
82.9
77.8
-5.1
-6.2%
Other Expenditure
69.1
69.1
0.0
0.0%
5,001.0
4,971.2
-29.7
-0.6%
Programme Expenditure
Future workforce - post graduate M&D
- undergraduate medical and dental
- non medical
- other
Subtotal future workforce
Workforce development
Education support
National activities
Transformation fund
Genomics project
Subtotal Programme Expenditure
Total Expenditure
Future workforce is the largest category of expenditure and covers funding of clinical
placements for both medical and non-medical undergraduate students and postgraduate medical and non-medical trainees. There are also some post-graduate 2nd
registration courses covered by future workforce.
The expenditure for future workforce is closely linked with activity levels. Once
student places are commissioned expenditure is committed for the subsequent
period until professional qualification is achieved. Therefore, there is a lead in time
for changing expenditure patterns that can be anything up to 7 years. It was also
noted that there were various stakeholders such as Royal Colleges who influence
training numbers.
The majority of the expenditure is subject to either benchmark prices for higher
education institutes or transitional tariffs that are being introduced (with a transition
path to smooth large changes in income) for placements with providers. Some
clinical roles and professionals such as training in primary care, pharmacy and
healthcare scientists are outside the scope of tariffs.
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Budgets for undergraduate medical reflect the tariff reduction for undergraduate
placement fees paid to placement providers. DH undertook to reduce this tariff as
part of our allocation settlement, which makes it possible for our workforce plan to be
affordable. The budgets also assumes a second year of ‘zero uplift’ to the
Benchmark Prices paid to HEIs in relation to undergraduate course fees for nursing
and allied health profession courses. However, the effect of the increase in
commissions for these professional groups in the workforce plan results in an
aggregate increase in the budget.
The budget for Workforce Development has been held at the 2014-15 budgeted level
of £205m. This is an important resource to support the improvement, and changes to
the skill base of the existing NHS Workforce which are essential to the
transformational changes needed to deliver the recently published vision for the
future in the “Five Year Forward View”.
In 2014-15 we set a Transformation Fund at £30m to provide for contingency and to
support delivery of the Mandate. The budget for 2015-16 separates this into two
items – a contingency fund to cover residual inflationary effects and other minor
variations on programme budgets of £9m and a central Transformation Fund of
£15m to supplement locally held budgets.
Our restructuring programme – Beyond Transition, reduced our admin costs by
c20% to provide for the anticipated allocation reductions over the three years 201314 to 2016-17 and to cover the impact of inflation. We have a small degree of nonrecurrent flexibility in 2015-16 that will cover slippage on estate changes and
infrastructure improvement, particularly to enhance productivity through better use of
technology.
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Projection of Statement of Financial Position as at March 2016:
Estimated
Mar-15
£ million
Projected
Mar-16
£ million
1.9
1.9
0.0
3.8
2.0
1.9
0.0
3.9
Current Assets
Trade and Other Receivables
Other Current Assets
Cash and Cash Equivalents
Total Current Assets
36.0
0.0
10.0
46.0
36.0
0.0
10.0
46.0
Total Assets
49.8
49.9
Current Liabilities
Trade and Other Payables
Provisions
Other Current Liabilities
Net Current Assets/Liabilities
-200.0
-0.2
0.0
-200.2
-190.0
-0.2
0.0
-190.2
Total Assets less Liabilities
-150.4
-140.3
-150.4
-140.3
-150.4
-140.3
Non Current Assets
Property Plant and Equipment
Trade and Other Receivables
Land and Buildings
Total Non Current Assets
Taxpayers Equity
General Fund
Reserves
Total Taxpayers Equity
Capital Expenditure
It is anticipated that there will be minimal capital requirement for HEE and LETBs.
Approximately £3 million is required for IM&T improvements, due to slippage of
expenditure plans from 2014-15. These are initial estimates; options are still being
considered which could impact on the exact amount required.
25
Ref: HEE BP 2015-16 FINAL DRAFT
Procurement Landscape
Health Education England has expected expenditure of nearly £5 billion. The
majority of expenditure is committed through costs of staff in training e.g. salary
costs of junior doctors, facilities and supervision. This supervision is usually from
qualified NHS staff and using NHS premises. For both undergraduate and
postgraduate levels training is provided in University and Further Education settings.
The vast majority of the procurement HEE will manage over the next few years will
relate to these existing education and infrastructure activities. A number of contracts
have been mandated by DH through their efficiency review. These contracts have
either been implemented or have a time line to be implemented. The contracts’
database has identified a number of key areas that need reviewing, here
collaboration will give efficiency benefits; these include IT, Agency Staff and
procurement provision.
Procurement governance
The Finance function within HEE has the lead responsibility for procurement and
maintenance of all appropriate contractual records. The Director of Finance will
therefore ensure the HEE Board has oversight of all relevant procurement
decisions. A scheme of delegation and procurement manual has been issued to
LETBs and will be reviewed and updated regularly to ensure guidance is current and
best practice. HEE are developing a new national standard framework contract for
use from 1st April 2014 for business with further and higher education providers, and
a new learning and development agreement (LDA) for NHS and associated
placement providers.
The new national standard framework contract with higher educational institutions
and LDA agreements with NHS trusts, represent the organisations core contracting
activity. These education and training contracts will be the main focus of the
Procurement and Contracts function based on their strategic importance to HEE.
Appropriate resource will be designated to these strategic contracts, to ensure
contracted performance levels and outcomes are delivered and maximum value
achieved.
A robust contract management framework will be developed and embedded within
the organisation to ensure our commercial relationships are managed and developed
to extract maximum value for money.
HEE will ensure organisational compliance with EU and UK procurement regulations
and will evaluate and implement any necessary changes to processes and policy
resulting from the changes to EU directives due for implementation in 2015 and
2016.
Procurement and contract management guidance is available to all colleagues within
HEE which provides rules and processes to be followed in line with both the
organisation’s standing financial instructions and EU procurement rules. The
guidance is also updated to incorporate current governmental policy and Cabinet
Office controls in a number of business activities.
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The procurement committee will oversee organisational compliance to overarching
procurement strategy and policy and will where necessary make recommendations
to the board on any identified, strategic procurement decisions.
Procurement Service
Procurement is provided through inherited arrangements with three Procurement
Partners for 2015/16. They are:
• South of England Procurement
• Leicestershire and Rutland Procurement Partnership
• Leeds and York NHS Foundation Partnership Trust.
HEE has reviewed the procurement service and will be working to commission a
revised service during 2015/16 to ensure alignment with central government
direction relating to the efficiency challenges which will be met in part, through the
adoption of the Crown Commercial Service. HEE will be looking to rationalise the
procurement service to ensure a common approach to procurement delivery and
efficiency and will be evaluating options based on value for money and the expertise
required to deliver future projects which have been identified through the HEE
procurement pipeline.
Procurement Strategy and policy
HEE are committed to ensuring that procurement development and delivery aligns
with the National standards of procurement and will be building its strategy on the
“NHS standards of procurement” including plans relating to Leadership, People
Partnerships and process.
HEE will also incorporate any recommendations or policy resulting from the “Better
Procurement, Better Value, Better Care review.
HEE will be supporting SMEs through greater transparency of contract opportunities
and the promotion of contracts finder for tenders and contracts. HEE guidelines have
been drafted on providing procuring officers a toolkit on practical steps that can be
incorporated into tender processes. The guidance has been circulated throughout
the organisation and tests will be carried out at regular intervals to ensure guidance
is being incorporated into delivery.
Linked to support of small medium enterprises HEE will be ensuring that all
contracting opportunities will be made available through contracts finder as
mandated by the cabinet office. We will also be publishing all spend of a value of
over £25k on our website.
LEAN Sourcing principles have been evaluated and will be incorporated into
procurement manuals and guidance documents.
HEE have identified procurement activity through projects that HEE and its LETBs
will be delivering over the next 12-24 months. Pipeline information will be provided to
DH and the supply market through the use of Contracts Finder. Contracts finder will
ensure openness and transparency of opportunities to all potential suppliers.
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Ref: HEE BP 2015-16 FINAL DRAFT
Estates Efficiencies
Health Education England currently occupies a varied number of properties
throughout England which are provided by the DH, NHS Property Services, a
number of Universities and other NHS Organisations. The occupation agreements
for these premises fall under four main headings full lease, under lease,
Memorandum of Occupation and Licence and are in the main dependent upon the
arrangements previously put in place by the Strategic Health Authorities. The core
objectives for 2015/16 will be to:
• Ensure the management of our estate delivers efficiencies against the developed
KPI’s
• Ensure our estate rationalisation plans contribute to HEE’s financial saving
targets
• That the efficiency plans and rationalisation plans are in harmony to the service
delivery requirements of our LETB’s and national offices, whilst maintaining a ‘fit
for purpose’ estate
Working in collaboration with our sponsors and stakeholders we will seek to ensure
that we deliver the following.
Estates Strategy
Using the approved estates strategy action plans we will be able to provide a clear
statement to our sponsors, staff and stakeholders as to how Health Education
England plans to optimise estate management and support the efficient
management of facilities through the next 5 years. It will detail an alignment of the
Health Education England estates’ strategies and policies with government and
sponsors guidelines. It will underline our commitment to sustainable development
throughout the estate helping to reduce our environmental impact. We will be able to
introduce clear controls and targets (KPI’s) with particular interest in working towards
the achievement of the workplace standard of flexible working and an 8m2/FTE
average for the occupied office estate by the end of 2016 and then seeking to reduce
this in line with targets when and where appropriate. Regular review of the estate
policies and procedures will ensure that challenges are being met and performance
is in line with providing an effective, efficient and value for money estate.
Estates Data
Information gathered from a number of sources in 2014/15, as part of our review now
provides HEE with a clear understanding of the condition and management of the
current estate and how it currently impacts upon the health and wellbeing of staff and
the wider environmental impact through sustainable development. This base level
data will now be utilised to develop and embed a set of workable key performance
indicators, which will be a focus on which efficiencies and improvements can be
measured.
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Ref: HEE BP 2015-16 FINAL DRAFT
HEE enabling services:
Following the Beyond Transition review, implemented in February 2015, HEE is
creating single teams for its enabling services such as HR, Communications,
Governance and Finance to work across HEE, nationally and locally, creating a
resource for the whole organisation. This will, in 2015/16 and beyond, enabled these
teams to work on HEE wide projects supporting local and national activities,
developing their skills with peers, sharing good practice with colleagues and
benefiting from profession-based line management structured. These high
performing teams will foster personal, professional and career development and well
as developing good practice models and uniform approaches and processes where it
makes sense to apply these.
HEE getting better connected
As an arm’s length body to the DH, HEE’s digital approach, expenditure and strategy
is governed by the Government’s Digital Strategy, the current Cabinet Office zero
spend controls and more broadly the European Digital Capability Framework (EDCF
HEE digital priorities
From 1 April 2015, HEE will have a dedicated new digital team of four reporting into
the Head of Corporate Communications. Their priorities will be driven by a clear
need to streamline HEE’s digital presence to increase user satisfaction. To achieve
this for year two the objectives are as follows:
•
•
•
•
•
•
launch and develop a new single HEE website that encompasses all 13 LETB
sites by April 2015, migrating content from the 14 interim sites by May 2015
map out HEE’s digital capability and skills across communication and IT
teams by September 2015
write a development plan for HEE’s Intranet to encourage wider engagement
and interaction but also enhanced user satisfaction
create HEE’s digital roadmap for internal and external use including an audit
of inherited digital material by March 2016
decrease the number of websites, URLs and digital activities within HEE’s
remit by integrating content, reducing duplication, managing hosting more
effectively and focusing on user needs
to work with HEE colleagues locally and key stakeholders to agree a new
solution for web presence for the former Deanery websites by December
2015.
In 2014/15, HEE established two internal groups; the HEE Digital Assurance Group
which approves internal digital spend prior to DH submission under the spend
controls and the HEE Digital Leaders Network. The latter was established to start
the process of bringing together the communication and IT teams to share best
29
Ref: HEE BP 2015-16 FINAL DRAFT
practice, talk about local challenges and work together to meet common goals.
These two groups will strengthen during 2015/16 with the appointment of the new
digital team and their dedication and support for administrating them.
There are a number of websites within HEE’s remit that are managed by project
teams; e-Learning for Health and NHS Careers are two examples of these. The two
teams work closely with the communications team to deliver integrated
communications using all channels and this will continue.
With the implementation of these priorities, HEE hopes to achieve the following
outcomes:
•
•
•
•
•
Increased engagement from our various audience groups
Improved user journey and increased levels of user satisfaction
An increase in the amount of people across the organisation using digital to
communicate information effectively
Digital projects commissioned based on user need and value for money
A decrease in the number of websites, URLs and digital activities within
HEE’s remit by integrating content, with the aim to decrease expenditure.
Getting social
In 2014/15, HEE launched its Social Media Policy and Guidelines to staff. HEE has
14 Twitter accounts; one corporate site and one each for our 13 LETBs. We have
experienced over 100% growth in followers since 2014 from 10,000 to just over
23,000 in January 2015.
HEE has a dedicated page on Facebook with 993 followers and on LinkedIn there
are 774 followers which range from HEE staff to media contacts and staff from
partner organisations. We use these channels to push more detailed messages and
engage with stakeholders where relevant.
For 2015/16, HEE will continue to develop its social media presence by expanding
growth and engagement in established networks and groups to meet the needs of
specific high profile niche projects like for example the ‘Come back’ to nursing
campaign which targets the general public – and the general public are not as a rule
following corporate national organisations.
Human Resources
HEE has a simple strategy for the HR&OD services delivered to staff and managers.
This is:

30
To know our core business, and what managers and staff want, and provide
systems, support and advice to deliver this
Ref: HEE BP 2015-16 FINAL DRAFT




To engage with staff and with our trade union partners
To take a positive and proactive approach at all times
To find solutions
To set a standard that others aspire to
We recognise that supporting staff and managers through our current organisational
changes, and beyond, remains a priority. We will ensure an appropriate emphasis
on supporting business as usual as well as working closely with managers to ensure
appropriate staffing and skills are in place – and in development – to meet service
needs. Enabling our staff to deliver HEE’s strategy is our key driver and we are
taking the opportunity of the Beyond Transition changes to:





Be explicit about the behaviours, skills and approach that is required from our
staff to engage with a changing Health System
Value the diverse cultures that exist within HEE as a result of the way we
were created, but emphasise the importance of ensuring that HR&OD
services are delivered in a consistent and equitable manner, to a high
standard
Create a healthy and effective organisation, and to consciously and
deliberately stimulate the conditions in which people can give their best so
that the organisation can thrive
Use and develop our HR metrics and systems to benchmark ourselves and
identify areas for attention and investment
Become an excellent employer and to be recognised as such.
Remuneration
HEE continues to work closely with colleagues at DH, NHS Employers and with the
other NHS ALBs in matters relating to national pay policy. We are clear about the
need for continued pay restraint in the NHS. HEE uses the nationally determined
NHS Terms and Conditions of Service (Agenda for Change) and the national
contracts and terms for medical and dental and very senior manager (VSM staff).
We will continue to work with DH, ALB and staff-side colleagues in all matters
regarding our pay policy.
HEE’s Remuneration Committee has formal responsibility, on behalf of the Board, for
the oversight and agreement of senior staff salaries in accordance with the agreed
terms of reference. All of our appointments and arrangements for determining the
salaries of our senior staff are carried out in accordance with the processes set by
our colleagues in the DH and, where required, with the approval of the Department’s
Remuneration Committee. The Remuneration Committee is chaired by Mary Elford,
non-executive director.
Equality & Diversity
HEE remains committed to conducting and planning its business so that equality is
at the heart of everything we do. We have robust objectives in place, to promote and
further improve engagement with our staff and stakeholders. An established
Equality and Diversity Group (‘AHEAD’) meets on a regular basis to ensure that HEE
is both meeting all legal requirements and obligations under the Equality Act and the
Public Sector Equality Duty and working towards establishing best practice in this
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Ref: HEE BP 2015-16 FINAL DRAFT
area in due course. The AHEAD group is chaired by Kate Nealon, non-executive
director.
HEE is striving to ensure that all employees are empowered and engaged in
development activity across the organisation. We are committed to all staff taking
part in the annual appraisal cycle, with an agreed personal development plan and a
formal half yearly review.
Our workforce profile is regularly reviewed across all protected characteristics to
ensure that action plans are drawn up to address under representation as
appropriate.
In addition, to enable HEE to develop against its mandate, we continue to develop
and promote a flexible and dynamic workforce through:



Ensuring flexible working options are accessible and promoted to all HEE staff
Assessing and benchmarking our performance through external accreditation
processes in order to enhance our ability to develop a diverse organisation as
follows - Working Families, Tommy’s, Stonewall, SABRE (Defence Employer
Recognition Scheme) and Two Ticks.
Our commitment to Health and Wellbeing through the NHS Pledge
We continue to work in partnership with our Trade Union colleagues, and we are
committed to good formal and informal partnership working relations on emerging
issues in an open, honest and transparent way. This in turns contributes to helping
HEE to deliver its services and obligations effectively, and in partnership, supporting
the delivery of high quality patient care and a supportive and developmental working
environment for all of our staff.
Informatics & ICT
HEE’s business is critically dependent upon good quality information. We use data
and information in everything we do; from establishing future workforce plans, to
assessing the quality and outcomes from education and training, through to the
effectiveness of those on the patient-facing workforce and health services. As a
national public body we are held to account by Parliament, and we must therefore
ensure that our decisions and actions are evidence based, transparent and clear to
patients, public and professionals alike.
We are also a very distributed organisation, with representation at local / geographic
levels, as most of work depends upon a detailed understanding of the local context
of service providers and their workforce needs, and higher educational institutions
and their capabilities in delivering the training we require. The distributed nature of
our business has led to many local arrangements for information systems, data
collection/use and technology infrastructure. Our core task in 2015/16 is to build
upon the work we did in 2014/15 and extend this to develop a coherent informatics
plan, and associated programme of work which enables us to:
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Ref: HEE BP 2015-16 FINAL DRAFT
• work more effectively and productively as a single logical organisation(
“oneHEE”), ensuring that the basic things our staff need on a daily basis (e.g.
email, diaries, directories, and document collaboration) are readily available,
easily accessible, work consistently and reliably, irrespective of location or place
of work;
• reduce the number of different ways we conduct our core business operations,
especially where there is no logical reason for difference, by standardising
common operating processes and reducing the number of different computer
systems we use to help us run those processes;
• exploit information more effectively by using the information we already collect in
better ways, reducing duplication and gathering a wider range of appropriate new
information which collectively enables us to form a much more holistic picture of
our workforce, the needs of the sector, the quality and effectiveness of our
delivery, and the views of trainees, staff, patients and the public; and establish
clear national / local operating arrangements for HEE’s informatics workforce, so
that we can use the capabilities of our technical, information and systems
professionals more collaboratively and effectively across geographies, in concert
with the national team.
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Ref: HEE BP 2015-16 FINAL DRAFT
Annex A – Top Priorities and related Work Programmes
Work Programme Mapping
No.
High Level Priority
PC1
Identify the need for and act to deliver a multi-professional primary and
community care workforce (including dentistry) able to meet the needs
of current and future service requirements
- 3,250 doctors completing Foundation training enter GP training
programmes by 2016.
- Implementation of the 10-point GP Plan
- Progress recommendations of the Primary Care Commission
Implement actions to support end of life care from “One Chance to get
it Right”
Ensure a greater focus on mental health workforce, including
- support delivery of the IAPT workforce to meet access and recovery
targets.
- increase number of psychiatrists,
- focus on perinatal mental health,
- Early intervention and, liaison psychiatry services
Dementia – Working to ensure that the tools and training opportunities
are available to all staff by the end of 2018.
PC2
PC3
PC4
PC10
Support for NHSE on Bubb report: Winterbourne View – Time for
Change – Developing the Learning Disabilities workforce to deliver
new care models in new settings
Deliver the increased midwifery commissions planned for by HEE in
2015/16 and working through our annual planning process assess the
demand required to ensure sufficient midwives and other maternity
staff are available to provide personalised care and ensure sufficient
staff are trained to meet this demand.
Commission sufficient Health Visitor (HV) training places to ensure a
sustainable workforce to reflect Local Authority (LA) commissioning of
HV services
Work with PHE, NHS England, DH and other system leaders to deliver
the action plan for public health
To address the current supply of staff in current shortage areas,
including;
- Nursing: increasing commissions, Return To Practice initiatives
- Urgent and Emergency Care - Emergency Cabinet, Paramedics, new
roles for physician associates and pharmacists within EC
Reduce avoidable attrition from training programmes by a third
PC11
Supporting veterans’ health
TF1
Lead work on the Future Patient, to pilot and evaluate approaches for
education and training programmes for people & carers in areas of
self-care, self-management, and prevention
PC5
PC6
PC7
PC8
PC9
Take the lead in England to develop a detailed feasibility assessment
of proposals within the Shape of Training review, including proposals to
move the point of registration.
Following consultation take forward agreed proposals within the Shape
of Caring review, including increasing flexibility across training
pathways, an increased focus on care assistant roles, and the need to
ensure nurses are supported in their development over the whole of
their careers
Play a leadership role in continuing to implement the relevant
recommendations of the Cavendish Review
Implement the Talent for Care strategic framework and the take up of
the employer partnership pledge
TF2
TF3
TF4
TF5
34
A3; D6; F1
F12
C3; C5; D9; D10; F6
D11
D10
C4
C4
C4; F2
A3; C1; C4; D5; F17
F16
D10; F6; F7; F8
B1; B2
D1
D4
D3
D13
Ref: HEE BP 2015-16 FINAL DRAFT
Work Programme Mapping
No.
High Level Priority
TF6
Implement the widening participation strategy, including developing
evidence about effective approaches to widening participation through
research and evaluation.
TF7
Continuing to develop and implement the approach to demand led/
service based workforce planning by piloting a life cycle approach
starting with children and young people
Lead on the workforce implications of, and develop a training strategy
for Genomics and Bio-informatics
Supporting the National Information Board (NIB) strategy for the health
and care workforce to embrace information/data/technology
TF8
TF9
35
D14
B4
G1
H6
Ref: HEE BP 2015-16 FINAL DRAFT
Annex B – Our 2015/16 Work Programmes
Key Work Area
A. Careers
Business Priorities / Work Programmes
1. Support the career decisions of the current and
potential health workforce through robust,
accessible careers information and labour market
intelligence
2. Develop and implement a nationwide careers
strategy connecting implementation at local and
national levels
36
What we are going to do by when…
Undertake research activity with users to support ongoing development
of Health Careers website - ongoing to March 2016
Develop a marketing communications plan to raise awareness of the
Health Careers website by June 2015
Measure and take action to improve search engine optimisation (SEO) of
the new Health Careers website by June 2015.
Redevelopment of online Health Careers career management and selfexploration tools by December 2015 to meet the needs of all users, not
just doctors.
Develop the Health Careers course finder tool so that the academic entry
requirements for specific undergraduate medical courses are available to
potential applicants by September 2015.
Ensure high-quality delivery of Health Careers helpline that supports
career decisions by March 2016
Scope future arrangements of Health Careers helpline by December
2015.
Produce and publish a Health Careers strategy by 30 September 2015
Establish a careers network to bring together activity from across LETBs
and agree priorities by June 2015
Perform a scoping exercise across HEE and the LETBs to map current
careers activity and run four geographically based best-practice sessions
by September 2015
Ongoing support of LETB and service provider engagement through the
delivery of national careers resources and materials by March 2016
Review of current NHS Careers literature and other materials to meet
local delivery needs by September 2015
Explore the feasibility of developing a health careers week with a series
of coordinated events for young people and primary, secondary and
further education providers in each of the thirteen LETB regions by
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
3. Contribute to achieving a health workforce with the
right number of people with the right skills, values
and behaviours based on the needs of patients and
the public.
What we are going to do by when…
March 2016.
Ongoing development of video, audio and written real-life stories that
illustrate career pathways, reflect widening participation and priority
areas of national workforce plan for England by March 2016.
Develop and implement communications activities to support priorities
of workforce plan by March 2016, including:
• GPs and wider primary and community care workforce
• core psychiatry training
• geriatrics
• learning disability and community based nursing
• high intensity therapists.
Evaluate and relaunch schools competition by September 2015
Attendance at national careers and skills events to engage young people
and careers advisers on careers in health by March 2016
B.
37
Strategy
1. Supporting people and carers as part of the wider
health workforce in line with priorities in Framework
15 (F-15) and Five Year Forward View (5YFV)
• Evaluate education and training approaches to self-care to agree a set
of design principles to guide our investment decisions for 2015 October 2015
• Ensure links and synergies with Shape of Training and Shape of Caring
– with regular reviews to March 2016.
• Identify opportunities to support a joined up approach with other
ALBs to get a greater return from our investments - March 2016
2. Driving workforce transformation to deliver Five Year
Forward View and Framework 15
• Develop a 3 year delivery plan aligned to deliver our 5 year, 10 year
and 15 year strategic priorities - December 2015
• Establish a network of peers enabling the spread, application and
adoption of innovative practice - June 2015
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
• Identify key areas of workforce transformation required to support
transformation across the system e.g. new care models – September
2015
C. Workforce
Planning
38
3. Engaging with partners on delivering the Five Year
Forward View
• Engaging with partners to shape and agree shared assumptions for
strategies. Various presentations throughout the year and presence at
national conferences – Review in Sept 2015
4. Implementing our Framework 15 starting with the life
cycle approach
• Continuing the develop and implement the approach to demand led/
service based workforce planning by piloting a life cycle approach
starting with children and young people – March 2016
5. Keeping strategy relevant, aligned and connected
• Refresh our Framework 15 to align with 5YFV, other national policy;
and international best practice - September 2015
• Ensure a strong evidence base and horizon scanning process to inform
the refresh – Monthly updates, with review in September 2015
6. Getting the best advice
• Develop the role of our advisory structure including WAB, PAF and
HEEAGs to ensure all advice and information is connected and
relevant to our investment decisions based on value for money and
patient needs – June 2015
• Contribute section on the work of the Patient Advisory Forum (PAF) to
the HEE Annual report - April 2015
1. Operate the annual workforce and investment
planning process and produce the Workforce Plan for
England 2016/17
•
•
implement / disseminate new planning guidance and associated
process changes - April 2015
nationwide assessment of main PG medical specialties comprehensive coverage of all 13 LETB areas to a standard process
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
•
•
•
•
•
2.
Priority workforce planning exercises
•
•
39
using a common national dataset analysed at a local geographic
level - January 2016
assessment of small medical specialties and non-medical
professions with lead LETB arrangements within standardised
analytical process - January 2016
create 'shortage alerts' - HEE to use its collection of aggregate trust
positions and forecast to provide system wide alerts to potential
immediate supply shortages - June 2015
Operate main elements of planning cycle including
- call for evidence
- aggregation of LETB supply and demand forecasts
- triangulation, challenge, and moderation with advisory
structures and partners
- aggregation of initial investment plans
- finalisation of investment plan and publication of WP4E
2016/17 - December 2016
develop planning guidance for 2016 planning round for 2017/18
commissions - March 2016
instruction on the implementation of the outcomes of PG medical
reviews - February 2016
undertake specific workforce planning analysis to understand the
drivers and routes of supply and demand for all staff working in
primary and community care settings, to include GPs, Nursing, and
all other professional and support staff - August 2015
support the NHSE and HEE chief nurses in their nursing capacity
review by undertaking a comprehensive assessment of current
shortage, any residual level of unrealised demand (from 'safe
staffing') and consensus on supply variables in the near and medium
term. The output will support both current supply activity in concert
with initiatives to reduce agency spend and become a key input to
HEEs mainstream future supply planning for this year. - July 2015
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
•
3.
Planning system and process improvements
4. Specific commissions
40
with partners undertake a review of the level of undergraduate
medical training in English medical schools.
• implement a process of standardised demand forecast collection
through a web interface, to minimise collection burden and
improve consistency and reliability. Increase consistency of planning
approach with Monitor and TDA to minimise duplication. - April
2015
• lead a programme of standardisation in respect of core supply and
demand analysis and associated products and reporting. To
generate greater transparency and peer comparability and signal a
true 'one HEE' approach to stakeholders and colleagues - December
2015
• continue to work with various partners to improve data quality,
coverage, and reliability
- independent and primary care HSCIC collections - August 2015
- national PG medical data set - August 2015
- IAPT census 2015 - December 2015
• capacity and capability building - ongoing
- team recruitment
- ongoing work with CfWI and the workforce collaborative
- trust focussed development through the 'workforce planning
recipe' product and eWin tools and resources
- close links to BI developments and in particular TIS
Through the operation of the annual workforce planning process ensure
that specific education commissioning requirements of the mandate are
met, namely;
• Ensure delivery of the 2015/16 increase in commissions and ensure
sufficient midwifery and other maternity staff commissions in
future plans to enable personalised one to one care
• continue to commission sufficient health visitor training places to
ensure the right number of qualified staff are available at the right
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
time and in the right place
continue to work with PHE to commission the appropriate number
of public health specialists to meet demand and improve the public
health capability of all professional healthcare staff undertaking
training
• additional nursing numbers
HEE will also support partners in identifying the level of need for staff in
diagnostic areas and where it is our responsibility to do so, ensure
sufficient commissions. Development of the current workforce postregistration currently remains an employer responsibility and thereby
ensure that the NHS has available the right number of trained staff to
deliver current and future demand for diagnostic tests, including
working with colleagues on approaches to quantification of current
supply to assess demand.
•
5. IAPT and Priority Mental Health Services
41
Through the mainstream planning process supplemented by support for
a specific IAPT workforce census ensure appropriate commissioning
volumes for core IAPT groups in line with new access, recovery and
treatment standards
• support delivery of the IAPT programme, working with NHS England
to ensure that there are sufficient therapists and other staff with
the right skills to achieve future service expansion in support of the
Government’s commitment to meet the 15% access and 50%
recovery target and the targets of 75% of people treated within 6
weeks and 95% within 18 weeks of referral.
Support partners in assessing the skills and development gap for
delivery of early intervention and liaison psychiatry services, such that
appropriate development plans can be developed and commissioned by
the appropriate partner.
• work with partners to support an appropriate skills mix so that early
intervention in psychosis, liaison psychiatry and IAPT services
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
enables access to the full range of evidence based therapies
recommended by NICE.
6. 7-day services
42
Within the mainstream annual planning process undertake work to
assess the impact of 7 day working on the demand for and consequent
supply of staff. Work with NHS England and partners to support the
safe delivery of 7 day Services
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
D. Transformational
work programmes
Business Priorities / Work Programmes
1. SHAPE of Training
What we are going to do by when…
Lead Shape of Training in England, in consultation with stakeholders, to develop
a more detailed feasibility assessment of elements of the Shape
recommendations by September 2015. This will support the aim to ensure all
doctors acquire generalist skills to enable flexibility of the workforce and to meet
the needs of patients and the service both now and in the future. This will
include:-
• considering the needs of particularly vulnerable patient groups, such as
children, acute surgical patients and the frail elderly population and
supporting the academic medicine agenda
• coordinating with new service models such as those described in the Five
Year Forward View
• maintaining a workforce that can deliver high quality patient care in the
right way, at the right time, in the right setting.
2. Securing registration for suitable
graduates of UK medical schools
3. Nursing and Caring
43
HEE will, in the short-term, ensure all suitable graduates in 2015 secure places on
the Foundation Programme, successful completion of the first year of which leads
to full registration with the GMC - and will work with stakeholders to find a
sustainable long-term solution. To this end, HEE will undertake a stakeholder
engagement exercise on moving the Point of Registration and report to DH in May
2015.
Work with partners to ensure preceptorship programmes are designed to provide
newly qualified nurses with the support and guidance to grow in competence and
confidence, and effectively make the transition from being a student to a
professional, practising registered nurse
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
Continue to ensure that there is an increased focus on delivering safe, dignified and
compassionate care in the education and training of health care professionals
Play a leadership role in improving the capability of the care assistant workforce by
continuing to implement the relevant recommendations of the Cavendish Review
4. Shape of Caring
5. Urgent and Emergency Care
Programme
• Emergency workforce
• Paramedics
44
The Shape of Caring Review has set out proposals to improve future education and
training of care assistants and nursing, aligned with the Five Year Forward View.
These proposals support the need for:• greater flexibility across all training particularly the need to deliver staff who can
provide whole person care
• a focus on increasing the numbers of those working in the community
• greater standardisation of post registration on-going learning and the need to
develop a flexible life long career.
• a review of commissioning and funding mechanisms across the system to ensure
HEE delivers a workforce with the appropriate skill mix.
The review team will report to HEE Board with consultation response from
stakeholders on Shape of Caring recommendations by 31st July 2015.
Continue to deliver multi-professional workforce interventions to support the
emergency department including the use of physicians associates, advanced clinical
practitioners and pharmacists. Continue to explore the potential benefits of upskilling and training paramedics to allow them to deliver more treatment in the
community, as well as better deliver on-site triage and treatments in emergencies,
where clinically appropriate, in line with PEEP recommendations for HEE.
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
6. Primary and Community Care
• Primary Care Commission
Deliver the workforce development commitments required of it in Transforming
Primary Care, working with the appropriate health and care organisations. To
establish an independent Primary Care Workforce Commission to identify models
of primary care to meet the needs of the future NHS. This will inform priorities for
investment in education and training to deliver a primary care workforce that is fit
for purpose, flexible and able to adapt to new models of primary care. The report
and recommendation will published in July 2015. In conjunction, HEE have
developed a 10-point action plan to increase recruitment to GP specialty training.
• Community placements for Nursing
Students
7. Development of Community Nursing
Work with partners to ensure nurses have the most up to date knowledge and skills
required to provide high quality care for people with complex needs
Continue to ensure that all pre-registration nursing students in training experience
an assessed and dedicated period of time in a community placement setting. HEE
will ensure that nurses currently working in the acute sector and wishing to work in
the community, have ready and easy access to courses to enable them to do so and
are supported in making this switch.
8. Pharmacy Reform Programme
Will support staff who wish to train on a part time basis in order to meet family
needs or working patterns, continuing work with education providers to establish a
course to support staff to enter the nursing workforce through this route. HEE,
following evaluation, will look to roll this programme out across the NHS
Lead work to develop the knowledge skills, values and behaviours of the pharmacy
workforce to support a range of workforce transformation programmes including
Urgent and Emergency Care, Out of Hospital Care and to support the wider
government objectives relating to optimising the use of medicines, including
addressing Antimicrobial Resistance. Working with key implementation partners to
take forward:
•
45
Further development and roll out of the Consultation Skills Training
Programme and clinical research capacity building to support workforce
transformation across the system, with a new focus on out of hospital care
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
•
•
9. Supporting Children & Young People
• Maternity workforce
- by 31st December 2015
Scoping of work needed on professional and clinical leadership to support
the patient safety agenda and developing approaches to planning and
developing small and specialist workforces, particularly but not exclusively,
in scientific and technical services - by 31st March 2016
Reform of pharmacist E&T, taking into account findings from the
consultation on implementation models and the joint consultation with
HEFCE on student numbers
Continue to deliver the education & training and workforce requirements for the
vision for personalised maternity care by 2022 with partners with the aim of
helping to reduce variation across England and improve skills and knowledge for
supporting women with substance misuse.
Continue to work with partners to develop pre-registration and post-registration
training in perinatal mental health, and ensure delivery of the continuing
professional education framework developed in 2014/15 for the maternity and
early years’ workforce. HEE and the RCM and have agreed learning objectives on
perinatal mental health for student midwives, in addition eLearning modules are
being reviewed for their suitability for midwives - 31st March 2016
•
Child immunisation
Also, ensure training in cultural sensitivities is available for those involved in early
years care.
Continue to ensure the supply of the workforce for school aged children and young
people, including school nurses, considering how services could be strengthened to
support the extension of the flu vaccination programme to all healthy children aged
2 to less than 17 over the coming years.
46
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
10. Supporting people with mental health
issues - Mental Health Programme
What we are going to do by when…
Work with stakeholders and system partners to deliver a structured programme of
work meeting the priorities and key deliverables for the development of the mental
health and learning disability workforce, (including access targets), and a wider
workforce that is psychologically minded and aware of the links between mental
and physical health. The programme will include taking a life course approach and
focus on:• Public mental health
• Perinatal mental health
• Children and young people
• Early Intervention Psychosis, Eating Disorders and CAMHs
• Liaison and Diversion services
• Veterans
• Autism
This whole systems approach has been agreed and will be led by our Mental Health
Steering Group with ongoing review.
The Learning Disability work will focus on Transforming care: A national response to
Winterbourne View Hospital, the Winterbourne View Concordat and Positive and
Proactive Care.
11. Supporting services for people with
Dementia
Continue to work with partners to develop and deliver the required training for the
workforce to ensure:provision of leadership through LETBs in the development of training programmes
setting out the required training needs to support staff to diagnose, where clinically
possible, early symptoms of dementia
• Tier 1 tools and training opportunities are available to all staff by the end of 2018.
Expand this work to support Tier 2 developments in dementia training to ensure
47
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
that NHS staff continue to receive the most advanced support available
• newly qualified staff who look after patients with dementia receive Tier 1
dementia training
• all new nurses and doctors have the right skills to work with older people and
ensure that, by September 2015, all undergraduate courses include training in
dementia
48
12. Better Training Better Care
HEE will continue to promote the spread and adoption of the BTBC pilot projects on
a national basis by working with a collaborative network of experts to share the
outcomes of the projects, mobilising doctors in training and supporting
organisations to implement these concepts. Completion date 31st March 2016. The
outcome of this work will also support the learning to be safer programme,
primarily the Commission’s report on patient safety.
13. Talent for Care
Implement the Talent for Care strategic framework and the take up of the
employer partnership pledge, with the strategic intentions to:
o Broaden the ways into training and employment in the NHS, especially to
attract more young people and improve diversity within the workforce.
o Increase the chances for people to try new experiences of working in the
NHS.
o Engage more staff to act as NHS Ambassadors who can promote NHS careers
to schools, colleges and local communities.
o Challenge and support every NHS employer and contractor to implement a
development programme for all support staff
o that is over and above annual appraisals and mandatory training.
o All new Healthcare Support Workers and Adult Social Care Workers to
achieve the new Care Certificate, which will be introduced in March 2015;
and, for those that want it, a universally recognised Higher Care Certificate.
o Double the number of HEE funded or supported apprenticeships by March
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
14. Widening Participation
E. Commissioning &
Quality Priorities
49
1. Ensuring the highest quality
Commissioning of Education and
Training
What we are going to do by when…
2016 and establish an NHS Apprenticeship offer to rival the best in the
country.
o Simplify career progression for those who want it, with innovative new roles
and pathways to promotion, including more part-time higher education as a
route into nursing and other registered professions.
o Agree with employers and education providers a universal acceptance of
prior learning, vocational training and qualifications.
o Support talent development that identifies and nurtures people with the
potential to go further, especially for those wanting to move into
professional and registered roles.
Implement the widening participation strategy, increasing the capacity of
organisations in supporting health ambassador and work experience opportunities
with the strategic goals to:
o Improve monitoring and reporting of widening participation activities
o Enhance further the visibility and targeting of Health Careers Information and
Advice
o Increase, through research and evaluation, the understanding and evidence
of what and what does not work in relation to widening participation
developments in healthcare education and workforce development
o Increase collaborative approaches in supporting widening participation
initiatives, including outreach activity
o Stimulate and increase the capacity of healthcare organisations in being able
to expand and support work or work related experience opportunities
Continue to lead the commissioning of education and training for the future
workforce, working with partners in higher education to keep medical, dental and
other healthcare numbers under review, and where number controls are
determined nationally, agree any changes with DH in discussion with relevant
Government Departments, such as BIS.
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
Build an effective partnership with DfE to ensure the planning and commissioning
of training for educational and clinical psychologists reflects the need for more
integrated service delivery, including reviewing the scope for jointly delivered
training.
2. Quality Framework
With our LETBs, HEE will develop a national Quality Framework for all HEE
commissioned education & training. This will include the development of clear
quality indicators and education outcomes measures to track improvement to
support robust commissioning
3. Learning to be safer:
a. Patient Safety Commission
b. Human Factors
The Commission on education and training for patient safety (CETPS) will make
recommendations about the education and training interventions needed to
improve patient safety. This work will also include practical information and
guidance for students on how to feedback on education & training and the Better
Training Better Care pilot projects. The Commission will report by 30 November
2015.
HEE will work with partner organisations to support embedding the practices and
principles of human factors in education and training. During 2015/16 HEE will
gather evidence to identify and measure good practice and share these findings
with the Commission by 31st October 2015.
Following the Commission’s report, the Programme team will develop a strategy
outlining how HEE plans to take these recommendations forward. This will be
delivered in the 2016/17 financial year.
4. Mandatory Training & CPD
50
Help support a culture of safety by reviewing provision of mandatory training and
ensuring minimum standards are set for training across different aspects of health
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
and care to ensure it is delivered across the NHS.
Continue to explore with stakeholders the incentives, accountabilities and
transparency for employers in supporting the ongoing development of the existing
workforce, taking forward the recommendations made in 14/15 report for CPD.
Providing leadership to ensure CPD continues beyond the end of formal training to
enable staff to deliver safe and high quality healthcare and public health services
both now and in the future.
51
5. The Role of the Educator
HEE will work with the LETBs and healthcare providers to ensure that trainers and
educators have access to the necessary support and professional development to
allow them to provide excellent education and training.
6. Using patient experience measures
Continue to work with NHS England to support the systematic development of
clinical audit and patient-report outcome and experience measures.
7. Safeguarding
Work with partners to review its ‘safeguarding children’ e-learning resource by
August 2015 and ensure that the principles of safeguarding are integral to
education and training curricula for health professionals.
8. Quality Assurance
To enable the drive for improvement, HEE will develop a Quality Assurance
Education and Training Framework for Health that describes the learning and
outcomes at each job related academic level across the domains of knowledge,
skills and attitudes/behaviours/ values.
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
F. Development &
Support
Business Priorities / Work Programmes
1. Supporting the development of Medical
Recruitment
•
National Recruitment
What we are going to do by when…
Continue the delivery and assurance of national recruitment into post graduate
medical, dental and healthcare science training programmes. To include;
•
•
•
•
•
Increasing GP recruitment
•
Foundation programme
2. Support the focus on improving Public
Health
Leading
ongoing development and implementation of the Oriel
recruitment system and expanding its use where appropriate
Delivering an ongoing evaluation of selection processes and promote best
practice
Development of specialty recruitment test
Implementing national Tier 2 visa sponsor for England
Work in partnership with devolved nations and Royal Colleges to improve the data
collection and analysis of applicant behaviour to support training programmes or
regions with poor fill rates.
Work closely with NHS England, RCGP, BMA to promote recruitment into general
practice supporting the “Building the workforce: New Deal for General Practice”
action plan and the HEE mandate requirement of 3,250 starters by 2016 and work
to increase the numbers of doctors in foundation training undertaking placements
in psychiatry, linking with HEE’s primary care 10-point plan project
Work with the 3 health departments to agree and set objectives for the foundation
programme for 15/16
Work with PHE, NHS England, DH and other system leaders to deliver the action
plan for public health to include.
• Commissioning the appropriate number of public health specialists and
improving the public health capability of all professional healthcare staff
undertaking training by 30th November 2015
• Supporting staff to deliver improvements in public health in England in line
52
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
with priorities in the 5YFV by 31st March 2016
• Supporting the Secretary of State in meeting his duty to reduce health
inequalities in England by 31st March 2016
3. Anti-microbial resistance & sepsis
Continue to work with PHE and partners to embed in curricula the competence and
principles of prescribing medicines, including antimicrobials. Working with
stakeholders to ensure workforce capability, capacity and planning mitigates the
risk of antimicrobial resistance as set out in the UK Antimicrobial Resistance
strategy
Continue to take steps to ensure that training is available so that healthcare staff
are competent in the recognition of, and response to, acute illness such as sepsis
as a key factor in preventable mortality.
4. Non – surgical cosmetics review
Continue to work with regulators and royal colleges to finalise the review of the
qualifications required for non-surgical cosmetic procedures and make
recommendations on accreditation and course delivery by autumn 2015.
5. Developing Technology Enhanced
Learning
• TEL Hub and associated projects
Continue work with partners to create an integrated online hub and professional
network that can fast track the sharing of good practice and knowledge amongst
clinicians, including trainees and students by December 2015.
Through effective promotion, launch and development of the TEL hub by 31st
December 2015 HEE will achieve a significant increase in the use of technology in
the education, training and development of staff including through e-learning. The
hub will show and share successful examples of TEL in action, making accessible in
clinical and educational settings resources being used in high quality education,
training and development. It will initially focus on simulation, e-Learning and mLearning (mobile learning) and enable individuals to lodge, find, sample, access, co-
53
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
create, experience and comment on a wide range of technologies and techniques
in healthcare education.
The TEL hub will also be a new professional healthcare network. As well as already
commissioned materials, crowd-sourced resources will be uploaded by students,
healthcare professionals and organisations and by Higher Education Institutions.
The Hub will also offer opportunities to build positive cultural attitudes and
behaviours towards digital technologies by demonstrating ‘effective’ technological
approaches to healthcare education - specifically designed to support and nurture
an individual’s clinical, practical and personal competencies, ultimately promoting
improved patient care, self-development, productivity and return on investment.
In addition to the hub, the TEL programme is delivering a range of associated
projects looking at continued user needs research and how to effectively involve all
our stakeholders in the programme of work to address key issues around digital
literacy and the barriers to IT in the NHS.
6. E-Learning
54
In terms of e-learning development and delivery, HEE will, through its e-learning
arm, e-Learning for Healthcare:
o
maintain, review, and promote the e-Portal for children and young people’s
mental health by 31st March 2016
o
continue to work with the RCGP to explore how the existing e-learning
package and uptake amongst GPs can be improved by 31st March 2016
o
design an e-learning module for Veteran’s Health Champions and seek to
ensure that this training is available for the whole healthcare workforce
before spring 2016.
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
o
work with partners to seek to develop a bespoke multi-disciplinary elearning package for introduction in September 2015, focusing on mental
health awareness and the skills required across the A&E team
o
Work with relevant partners to design, develop and provide e-learning
addressing mandate and service priorities by 31st March 2016
7. Working with the Ministry of Defence
Continue to work with key stakeholders to develop close links with the MoD to
support the aims and objectives of the Future Reserves 2020 White Paper (ongoing)
and enhance the capability of the defence medical services through upskilling the
existing workforce and training new entrants (ongoing).
8. Armed Forces and Veterans Health
Explore how the revised e-learning package and its uptake by GPs can be improved
9. Working time directive (WTD)
Work with DH to explore the recommendations resulting from the RCS led review
of the impact of the Working Time Directive, taking forward work with stakeholders
to explore the detail and options open to the NHS. Two projects are in
development:
(MOD)
10. Evaluating the nurse post graduate
programme
55
What we are going to do by when…
•
Explore options for new ways of working which will minimise impact of
WTD
•
Analysis of tasks undertaken by surgical trainees to attempt to understand
why the WTD has an impact on them in particular
• commencing in September 2015, undertake a one year evaluation of the older
persons’ nurse postgraduate qualification training programme developed by HEE,
DH and PHE.
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
11. Tackling the Shortage Occupation List
What we are going to do by when…
• ensure that where roles are recommended for inclusion on the Home Office 2015
Shortage Occupation List a clear action plan is produced for each role outlining
how HEE will work with stakeholders to remove these roles from the list.
12. End of life care
• continue to support End of Life Care by taking forward its actions detailed in ‘One
chance to get it right’ and contribute to the one-year on report by June 2015.
13. Improving recruitment & retention
• work with NHS Employers and the trades unions to support efforts to improve
recruitment and retention of staff, providing broad recommendations by winter
2015/16.
14. Supporting developments in Diagnostic
Testing
HEE will ensure the NHS has available the right number of trained staff, with the
right skills to deliver the future workforce in both endoscopic and sonography
testing
15. Dentistry
Postgraduate Dental Training
56
To develop a consistent national approach to the requirements of education and
training in Dental Core Training. This will include standardisation of recruitment
processes and development of a national curriculum and framework by March
2016.
• Establishment of systems for satisfactory completion for Dental Foundation
training.
• Establish curriculum for Dental Core training.
• Develop further national recruitment to Dental Specialty training posts.
• Work towards national recruitment to Dental Core training posts in 2017.
• Implementation of General Dental Council (GDC) Specialty Education
standards.
• Develop quality assurance systems that build on COPDEND standards for
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
quality assurance of dental continuing professional development and meet
GDC Standards
16. Reduce Attrition
17. Return to Practice (RTP)
Key Work Area
G. Performance and
Development
Business Priorities / Work Programmes
What we are going to do by when…
1. Embed the deliverables in the HEE
Research and Innovation Strategy
To create an annual report summarising progress against the objectives in the R&I
Strategy - March 16
Delivery of training strategy for Genomics and Bio-informatics - March 16
2. Work with the NHS Leadership Academy
Following scoping work completed in 2014/15, we will work with NHS Leadership
Academy to take forward agreed actions regarding inclusion of leadership content
in curricula. To present in March 2016 as an annual report.
To undertake an annual review of the longitudinal study being commissioned by DH
to evaluate impact of VBR implementation - March 2016. (Note completion of
3. Values Based Recruitment (VBR)
57
• Agree and adopt a single definition of “unnecessary attrition” – by March 2016
• Undertake a baseline measurement of unnecessary attrition across all
commissioned pre-qualifying nursing and programmes – March 2016
• Identify best practice initiatives for reducing attrition across England and share
– March 2016
• Reduce avoidable attrition from training programmes by a third
• National steering group will continue to work with key partners and LETBs to
deliver opportunities for nurses to return to practice and support/explore
alternative supply options.
• We will continue to monitor interest in programmes, number of students on
courses and first destination data. Reporting is undertaken on a monthly basis.
• An evaluation has been commissioned which consists of a survey to establish
student views of the overall RTP experience and a comparative study between
two LETB sites, one using a provider driven model, the other a HEI approach to
determine if one out performs the other. Due to report July 2015.
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
study due in 2018)
H. Information
Technology and
Informatics
4. Proton Beam Therapy
To continue involvement with the DH PBT Special Interest Group and work through
any necessary deliverables in year – March 2016
1. Informatics Delivery: Coherent Plan for
‘one HEE’ operation
Produce a single integrated “Systems, Information and Technology” strategy by June
2015, and ensure that this is well understood by informatics colleagues across the
country, and is embedded into local delivery plans by September 2015.
Develop an integrated Systems, Information
and Technology strategy, building on the work
in 2014/15
2. Informatics Delivery: Reducing variation,
and aligning systems and processes
Following the System Audit conducted in early 2015, we will produce a clear highlevel roadmap, identifying the principal functional systems and their relative
priorities and timelines, by June 2015.
For each functional component of HEE’s core
business, we will establish a clear roadmap for
the systems, data and technology necessary to
deliver that component more effectively
Beyond June, the informatics team will identify the detailed options and issues
associated with each of the key components and by September 2015 we will have
established and agreed the detailed plans for each functional area.
3.
Informatics Delivery: Exploiting
information more effectively
Our aims here are threefold:
i.) to exploit the information we already
58
A key priority in 2015/16 is the delivery of a single national Trainee Management
System (TIS), and work is presently underway to develop the business case and
procurement approach for that system, with the aim of launching the procurement
during the summer 2015.
Following the review of the data and information flows which underpin HEE
business, conducted in early 2015, we will produce a clear plan for addressing the
shortcomings of current collections, and for expanding collections where needed, to
create a much more consistent and reliable body of data to underpin HEE analyses.
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
collect much more effectively;
ii.) to gather new data, to fill gaps in our
understanding / portfolio ; and
iii.) to use gathered data to support more
complex analyses, stronger evidence
for our decisions and greater
transparency.
What we are going to do by when…
We will produce this plan by June 2015, and anticipate that we will complete that
programme of improvements by March 2016.
In terms of increasing our analytical uses of the data we collect, we will, by August
2015 have put in place the mechanisms to marshal our ‘information assets’ into
much more useable forms, and by December 2015, to be routinely using those
assets to respond to more than 50% of the queries we receive. We anticipate that
this will increase cumulatively during 2015/16, such that by the end of the year a
larger proportion of data requests / information queries can be answered readily
from the assembled ‘information asset’ pool.
Around the same time, December 2015, we will produce a wider range of standard
facts / information about HEE’s commissions, quality and outcomes, performance,
and start the process of routinely publishing this information via a suitable web
channel.
During the latter part of 2015/16 we will further increase our analytical capabilities,
by introducing a HEE ‘information platform’, to house our ‘information assets’ and
better support those analysis at a national and local level.
4. Informatics Delivery: Operating
arrangements to maximise our capacity
and capability
Our priorities for 2015/16 are to make sure
that HEE is using our collective informatics
skills, knowledge and capacity to deliver
significant improvements against our strategy
and roadmaps.
59
Working with the geographic Informatics Leads, the CIO will, by June 2015, establish
a clear ‘operational plan’ aligned to the overall strategy for systems, information
and technology, and the specific systems roadmaps. The plan will describe how we
expect local informatics teams to be configured, their key roles and responsibilities,
and the ways in which they will interact with HEE’s national informatics team and
peers. We anticipate that we will start executing the plan in September 2015.
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
5. Informatics Delivery: Enabling greater
collaborative working (‘oneHEE’)
Implement ICT improvements in line with
HEE’s agreed IT Information Strategy; the
priority being to improve ways of working
across the whole of HEE to improve efficiency
and flexibility.
6.
Supporting National Information Board
strategy
1. Financial Strategy
I. Finance
Developing corporate
and strategic finance to
maximise our
efficiency and
effectiveness
2. Financial control, capacity and capability
60
What we are going to do by when…
HEE has inherited a variety of VC arrangements which do not integrate with desktop
or mobile VC reducing their usefulness. It is expected that implementing this
solution will reduce staff travel and its associated costs, so HEE will implement a
common VC service combining fixed unit and desktop-based VC by June 2015
HEE has in place 10 distinct email services and there is no common file-sharing
solution in place. This inhibits working across LETB boundaries and reduces
efficiency, so HEE will implement a common email and file-sharing solution by
October 2015
Working collaboratively with the NIB and HSCIC colleagues, supporting the NIB
strategy for the health and care workforce in embracing
information/data/technology by:
i.) reviewing existing KSFs and introducing new/modified KSFs levels, where
needed, by April 2016,
ii.) by embedding relevant information/data/technology knowledge, skills and
characteristics into core curricula by April 2017.
Develop a Financial Strategy that takes a longer term perspective and links to the
Strategic Framework 15, HEE’s mandate and Five Year Forward View by June 2015
Engage with the finance community to align their operational issues and
implications for workforce education and training using local finance networks to
catalyse conversations - ongoing
Achieving financial balance at Year End and meeting admin and programme funding
limits by 31st March 2016.
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
3. Supporting procurement
4. Value for money
5. Tariff
6. Promoting science and economic growth
What we are going to do by when…
Ensuring effective financial control with no contracting, outcomes, accounting or
audit issues (incorporating activity information that has financial implications) –
ongoing.
Compliance to procurement process and governance ensuring transparency,
openness and auditability – ongoing
Use appropriate procurement activities to seek value for money, including updated
contract model for the HEI sector and associated funding arrangements (including
Benchmark Pricing) by December 2015
Through a robust and comprehensive financial planning process integrated into
operational and commissioning decision making deliver excellent value for money
with strategic reinvestment of savings in priority areas with planning aligned to
workforce planning by December 2015.
Review of education and training reference costs to develop currencies (education
resource groups) and work with DH on recommendations for tariff implementation
in 16/17 by December 2015.
Engage with the finance and education community to support placement providers
to improve education and training reference costs in time for Summer 2015 cost
collection.
Work with the DH, the Devolved Administrations and the education sector in
making a contribution to the growth agenda – ongoing.
Contribute to realising the potential of research and innovation in healthcare and
demonstrate commitment to the UK Life Sciences growth agenda – ongoing.
Following Cabinet Office Policy HEE will seek to ensure SMEs small and medium
enterprises are able to participate in tendering for contracts – ongoing
61
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
J.
Communications
Business Priorities / Work Programmes
What we are going to do by when…
1. HEE digital priorities
In 2014/15, HEE established two internal groups; the HEE
Digital Assurance Group which approves internal digital
spend prior to DH submission under the spend controls
and the HEE Digital Leaders Network. The latter was
established to start the process of bringing together the
communication and IT teams to share best practice, talk
about local challenges and work together to meet
common goals. These two groups will strengthen during
2015/16 with the appointment of the new digital team
and their dedication and support for administrating
them.
From 1 April 2015, HEE will have a dedicated new digital team of four
reporting into the Head of Corporate Communications. Their priorities
will be driven by a clear need ‘to streamline HEE’s digital presence to
increase user satisfaction’. To achieve this for year two of operation the
objectives are as follows:
• launch and develop a new single HEE website that encompasses
all 13 LETBs by April 2015 migrating content from the 14 interim
sites by May 2015
• map out HEE’s digital capability and skills across communication
and IT teams by September 2015
• write a development plan for HEE’s Intranet to encourage wider
engagement and interaction but also enhanced user satisfaction
by September 2015
• create HEE’s digital roadmap for internal and external use
including an audit of inherited digital material by March 2016
• decrease the number of websites, URLs and digital activities
within HEE’s remit by integrating content, reducing duplication,
managing hosting more effectively and focusing on user needs by
March 2016
• to work with HEE colleagues locally and key stakeholders to
agree a new solution for web presence for the former Deanery
websites by December 2015.
2. HEE Websites
There are a number of websites within HEE’s remit that
are managed by project teams; e-Learning for Health
and NHS Careers are two examples of these. The two
teams work closely with the communications team to
deliver integrated communications using all channels
and this will continue
62
.
With the implementation of these priorities, HEE intends to achieve the
following outcomes by March 2016:
• Increased engagement from our various audience groups
• Improved user journey and increased levels of user satisfaction
• An increase in the amount of people across the organisation
using digital to communicate information effectively
• Digital projects commissioned based on user need and value for
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
What we are going to do by when…
•
3. Getting social
In 2014/15, HEE launched its Social Media Policy and
Guidelines to staff. HEE has 14 corporate Twitter
accounts; one corporate site and one each for our
thirteen LETBs. We have experienced over 100% growth
in followers since 2014 from 10,000 to just over 23,000 in
January 2015.
HEE has a dedicated page on Facebook with 993
followers and on LinkedIn there are 774 followers which
range from HEE staff to media contacts and partner
organisations.
4. International Health Workforce Collaborative
(IHWC) Conference
K. Corporate
63
money
A decrease in the number of websites, URLs and digital activities
within HEE’s remit by integrating content, with the aim to
decrease expenditure.
For 2015/16, HEE will continue to develop its social media presence by
expanding growth and engagement in established networks and groups
to meet the needs of specific high profile niche projects like for example
the ‘Come back’ to nursing campaign which targets the general public –
as the general public are not as a rule following corporate national
organisations.
Health Education England is hosting the prestigious International Health
Workforce Collaborative (IHWC) Conference on Tuesday 12 May until
Friday 15 May 2015
1. Getting the most from our estates and premises.
• Develop ‘Key Performance Indicators’ from our estate data, to
measure the delivery of estates efficiencies by June 2015
• Embed the key estate strategy objectives within the organisation, to
focus & identify priorities for 2015/16 - ongoing
• Implement the estate strategy key action points and estate priorities
in order to deliver improved utilisation and the estate rationalisation
plans for 2015/16 - ongoing
2. Corporate Governance Framework – step change
enhancement to HEE governance across the
• Invest additional resources in Information Governance and
Ref: HEE BP 2015-16 FINAL DRAFT
Key Work Area
Business Priorities / Work Programmes
organisation
3. HEE Authorisation Framework
64
What we are going to do by when…
implement processes across HEE, achieving satisfactory IG Toolkit
rating by December 2015
• Embed Business Continuity processes across HEE by July 2015
• Bring the Corporate Governance into one team providing effective
and efficient support across HEE by June 2015
All LETBs have achieved Maturity Level 2 and satisfied any residual
conditions from authorisation. In 2015/16 LETBs will be assessed against
a ‘one HEE’ framework to improve efficiency, reduce duplication, ensure
compliance and support a sustainable future for HEE. Assessment will
focus on:
• A single approach to organisational development;
• Standard reporting format;
• The application of standard financial processes;
• Greater consistency of governance process;
• The identification and implementation of good practice.
Ref: HEE BP 2015-16 FINAL DRAFT
Annex C: Education and Training Commissions 2015/16
Non-Medical
Education & Training Commissions for 2015/16
Clinical Professional Education Programmes:
Pre-registration Nursing & Midwifery
Adult Nurses
Children's Nurses
Learning Disabilities Nurses
Mental Health Nurses
Midwives
Total - Pre-registration Nursing & Midwifery
Allied Health Professions
Dietetics
Occupational Therapy
Physiotherapy
Podiatry
Speech & Language Therapy
Diagnostoc Radiography
Therapeutic Radiography
Paramedics
Orthoptics
Orthotics/Prosthetics
Total - Allied Health Professions
Other Scientific, Technical & Therapeutic
Operating Dept. Practitioner
Pharmacist pre-registration year
Pharmacy Technician
Clinical Psychologist
IAPT - Psychological Wellbeing Practitioner (Low intensity)
IAPT - High intensity practitioner
Child Psychotherapist
HCS Higher Specialist Scientific Training (HSST)
HCS Scientist Training Programme (STP)
HCS Practitioner Training Programme (PTP)
Physicians Associates
Dental Nurses
Dental Technicians
Dental Hygienists
Dental Therapists
Total - Other Scientific, Technical & Therapeutic
Specialist Nurse - Post Registration
District Nurses
School Nurses
Practice Nurses
Health Visitors
Total - Specialist Nurse - Post Registration
TOTAL Clinical Professional Education
65
Planned
2015/16
2014/15
Commissions Commissions
Increase /
Decrease
%
13,228
2,182
653
3,143
2,563
21769
13,903
2,343
664
3,243
2,605
22758
675
161
11
100
42
989
5.1%
7.4%
1.7%
3.2%
1.6%
4.5%
336
1,523
1,490
362
644
1,059
371
853
77
30
6745
343
1,536
1,543
362
668
1,115
414
1,241
77
30
7329
7
13
53
0
24
56
43
388
0
0
584
2.1%
0.9%
3.6%
0.0%
3.7%
5.3%
11.6%
45.5%
0.0%
0.0%
8.7%
842
600
300
532
436
320
41
94
271
246
24
455
69
116
118
4464
957
657
360
526
579
367
43
103
282
473
205
442
69
128
134
5325
115
57
60
-6
143
47
2
9
11
227
181
-13
0
12
16
861
13.7%
9.5%
20.0%
-1.1%
32.8%
14.7%
4.9%
9.6%
4.1%
92.3%
754.2%
-2.9%
0.0%
10.3%
13.6%
19.3%
431
198
218
1,041
1888
502
340
359
1,193
2394
71
142
141
152
506
16.5%
71.7%
64.7%
14.6%
26.8%
34866
37806
2940
8.4%
Ref: HEE BP 2015-16 FINAL DRAFT
Medical & Dental
Education & Training Commissions for 2015/16
2014/15
Commissions
Undergraduate Medical & Dental Education:
Undergraduate Medical & Dental
Undergraduate Medical
Undergraduate Dental
Total - Undergraduate Medical & Dental
Number of
Training Posts
Post Graduate Medical & Dental Education:
Foundation Training
Medical Foundation Programme
Dental Foundation Programme
Total - Medical & Dental Foundation Programmes
Core Training
Acute Care Common Stem - Acute Medicine
Acute Care Common Stem - Anaesthesia
Acute Care Common Stem - Emergency Medicine (including RunThrough)
Core Anaesthetics Training
Core Medical Training
Core Psychiatry Training
Core Surgical Training
Broad Based Training (PILOT)
Total - Core Training
Run Through Training
Paediatrics
Ophthalmology
Neurosurgery
Obstetrics and Gynaecology
Community Sexual and Reproductive Health
Histopathology
Chemical Pathology - Including Metabolic Medicine
Diagnostic neuropathology
Paediatric and perinatal pathology
Forensic histopathology
Medical Microbiology
Medical Virology
Clinical Radiology
General Practice
Public Health Specialists
Total - Run Through Training
Post Graduate Dental Training
Dental Core Training
Dental Specialty Training
Dental and Maxillofacial Radiology
Oral and Maxillofacial Pathology
Oral Microbiology
Oral Medicine
Orthodontics
Restorative Dentistry
Paediatric Dentistry
Additional Dental Specialties
Oral Surgery
Endodontics
Periodontics
Prosthodontics
Special Care Dentistry
Dental Public Health
Total - Dental Specialty Training
66
6,071
899
6,970
Ref: HEE BP 2015-16 FINAL DRAFT
Planned
2015/16
Commissions
Increase /
Decrease
6,071
809
6,970
Increase /
Decrease
0
-90
-90
%
12,567
881
13,448
-12
7
-5
-0.1%
0.8%
0.0%
212
322
681
901
2,510
1,450
1,197
69
7,342
0
35
96
-17
107
-20
-67
36
170
10.9%
14.1%
-1.9%
4.3%
-1.4%
-5.6%
52.2%
2.3%
2,859
547
229
1,779
25
492
70
8
9
2
198
13
1,081
8,311
421
16,044
0
-3
-5
-1
0
-1
-3
0
0
0
0
0
18
209
0
214
506
2
4
7
2
14
175
44
39
14
22
12
13
9
22
22
399
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
-0.5%
-2.2%
-0.1%
-0.2%
-4.3%
1.7%
2.5%
1.3%
0.4%
0.0%
0.3%
%
0.0%
-10.0%
-1.3%
Annex D – Key risks
There are a number of risks that HEE faces in the delivery of its business plan. External
risks include economic, political and environmental. Internally HEE faces risks around
access to sufficient resource in terms of finance and to staff with the right skills and
capacity to deliver its business objectives.
HEE maintains its Corporate Risk Register risk register which is reviewed, updated and
published with Board papers every two months. The HEE Board papers can be found at:
http://hee.nhs.uk/category/our-board/heeboardpapers/
67
Ref: HEE BP 2015-16 FINAL DRAFT
Annex E: Glossary
5YFV
Five Year Forward View
(see http://www.england.nhs.uk/wp-content/uploads/2014/10/5yfv-web.pdf )
ALB
Arm’s Length Body
BTBC
Better Training Better Care – aims to improve the quality of training and learning for
the benefit of patient care
CfWI
Centre for Workforce Intelligence
CPPD
Continuing Personal and Professional Development
Dementia
Dementia is a syndrome associated with an ongoing decline of the brain and its
abilities
DH
Department of Health
EOF
Education Outcomes Framework – the framework sets the outcomes that the
Secretary of State expects to be achieved from the reformed education and training
system
Framework 15 HEE’s 15-year Strategic Framework
(see http://hee.nhs.uk/2014/06/03/framework-15-health-education-england-strategic-framework-2014-29/ )
/ F15
Francis Report Public inquiry into Mid Staffordshire NHS Foundation Trust
GMC
General Medical Council
HEE
Health Education England
HR
Human Resources
HV
Health Visitor(s)
IAO
Information Asset Owner
IAPT
Improving Access to Psychological Therapies (IAPT) is an NHS programme rolling out
services across England for treating people with depression and anxiety disorders.
ICT
Information Communication Technology
LA
LDA
learning and development agreement for NHS and associated placement providers
LEAN sourcing Based on a five stage process that sets out the most efficient path for getting from
the required business outcome to the award of a contract
LETBs
Local Education and Training Boards
LTC
Long Term Condition
MDRS
Medical and Dental Recruitment and Selection Mandate
68
Ref: HEE BP 2015-16 FINAL DRAFT
Monitor
Monitor is the sector regulator for health services in England. Their role is to make
sure foundation hospitals, ambulance trusts and mental health and community care
organisations are well led and are run efficiently.
MPET
Multi Professional Education and Training
NDPB
Non-Departmental Public Body
NHSTDA
The NHS Trust Development Authority provides support, oversight and governance
for all NHS Trusts.
NIHR
The National Institute for Health Research (NIHR) is funded through the Department
of Health to improve the health and wealth of the nation through research.
NHSE
NHS England (NHSE) is an independent body, at arm’s length to the government. Its
main role is to improve health outcomes for people in England.
OD
Organisational Development
PHE
Public Health England (PHE) provides national leadership and expert services to
support public health and works with local government and the NHS to respond to
emergencies.
Procurement
Acquisition of goods or services from an external source
R&D
Research and Development
SHA
Strategic Health Authority
SID
HEE Strategic Intent Document
SIRO
Senior Information Risk Owner
SLA
Service Level Agreement
SME
Small or medium sized enterprise
Two Ticks
This symbol (which appears on job vacancies and organisations’ websites) means the
employer is committed to interview all disabled applicants who meet the minimum
criteria for a job vacancy and to consider them on their abilities (see
https://www.gov.uk/recruitment-disabled-people/encouraging-applications)
69
Ref: HEE BP 2015-16 FINAL DRAFT