Health Education England 24th January 2012

Purpose and Objectives The provision of a world class healthcare education and training system, essential for world class healthcare A healthcare education and training system that: Gives providers greater scope and responsibility to plan and develop their workforce, whilst being professionally informed and underpinned by strong academic links Ensure security of supply of the healthcare workforce in terms of numbers staff and skills Aspires to excellence in education and training leading to better experience for patients, students and trainees and world class health outcomes Supports NHS values and behaviours to provide person-centred care Supports the development of the whole workforce, within a multi-professional and UK-wide context Supports innovation, research and quality improvement Provides greater transparency, fairness and efficiency to the investment made in education and training Reflects the explicit duty of the Secretary of State to secure an effective system for education and training

Education and Training System Secretary of State Secretary of State Duty to maintain an effective system of education and training as part of comprehensive health service Department of Health Set Education Outcomes Framework Sponsor for HEE Hold system to account, via HEE Department of Health Public Health England NHS Commissioning Board Health Education England Accountable to SofS, via DH Compliant with DH Education Outcomes and Performance Assurance Frameworks Accountable to DH for allocation of education and training funding Set strategic Education Operating Framework (responding to input from PHE and NHSCB) Health Education England NHS Commissioning Board Input service commissioning priorities to HEE strategic Education Operating Framework Local Education and Training Boards Public Health England Input public health priorities to HEE strategic Education Operating Framework Local Education and Training Boards Education and Research Local Stakeholders, including local authorities Health Service Providers Bring together Health, Education and Research sectors Accountable to HEE for delivery against Education Operating Framework Assessed against Education Outcomes Framework and Professional Regulators

HEE’s purpose To ensure that the healthcare workforce have the right skills, behaviours and training, and are available in the right numbers, to support the delivery of excellent healthcare and health improvement. 4

National leadership for planning and developing the workforce HEE Functions Five key functions: National leadership for planning and developing the workforce Authorising and supporting the development of LETBs High quality education and training responsive to the changing needs of patients and local communities Allocating and accounting for NHS education and training resources and the outcomes achieved Ensuring the security of supply of the professionally qualified clinical workforce 5

Wider leadership role in development of the whole health workforce Scope Key Clinical professions who support and provide services in health and public health services Wider leadership role in development of the whole health workforce Leadership and ensure transparency in the investment employers make in their workforce and allocating funding to invest in Continuing professional development and in developing the wider healthcare team Ensuring workforce development across Health and social care is integrated and social care have access to clinical skills from health 6

National education and support functions Scope National education and support functions Oversight of recruitment including medical, Development of UK wide recruitment arrangements e.g. Healthcare scientists NHS Careers Access to national content for e-learning Quality monitoring for small specialty groups in the workforce 7

Excellent experience for staff (inc. students / trainees) and patients Education Outcomes Framework 1. Excellent education Ensure the health workforce has the right skills, behaviours and training, available in the right numbers, to support the delivery of excellent healthcare and health improvement Excellent experience for staff (inc. students / trainees) and patients 2. Competent and capable staff Effectiveness 3. Adaptable and flexible workforce 4. NHS values and behaviours Safety 5. Widening participation Aim Domains Quality

Funding Existing MPET funding is based on a mixture of: Cost based tariff (benchmark price for payments to Higher Education) Historic funding not related to current activity or costs funding. Each SHA locally has its own contracts and funding arrangements Overall this is neither transparent nor equitable and has significant transaction costs New system will have: Cost based tariffs where funding will follow the student for clinical placements and postgraduate medical training System will have fixed prices (benchmark prices & clinical placement tariffs) – competition will be on quality Infrastructure of tariffs and contracts will be national - reducing transaction costs Incentives for quality outcomes Flexibility at the margins for investment in innovation etc Provider ownership will ensure relevance and rapid take-up of new approaches. New more efficient or better quality models of service delivery will be the incentive for providers to invest in innovation

HEE Advisory Structure Health Education England Professional Bodies Strategic Advisory Forum HEE/LETB Partnership Group Patients’ and Public

Operating Model and key relationships Its success and effectiveness will be dependent on the quality of its working partnerships with other key bodies and stakeholders Need to work with partners to test fitness for purpose of outcomes from education To develop integrated, multi-disciplinary approaches to workforce development Annual strategic education operating framework Medium and long term context for healthcare workforce development National measurable outcomes Leadership for quality assurance 11

Relationship with LETBs Partnership and Accountability – the key words The relationship between HEE and the networks is central to the success of the new system. Mutually supportive, based on trust, respect and clarity of expectations. LETBs held to account through annual agreements reflecting the planned approach to delivering key national requirements HEE/CfWI scrutiny of LETBs’ workforce plans, to ensure local and national alignment A transparent and rules-based approach to performance management that: promotes autonomy and allows networks freedom to innovate enables HEE to intervene where required in support of the delivery of agreed contract outcomes HEE will manage a robust system of authorisation for the LETBs that provides ongoing assurance based on the outcomes being achieved HEE will work in partnership with the LETBs collectively to ensure effective action and response to national issues 12

LETB Authorisation and Accountability Framework In order to be fully established, LETBs must provide evidence to demonstrate: Collaborative leadership for education and training Proper constitutional and governance arrangements Financial control, capacity and capability Meaningful partnerships and engagement Effective Education and training commissioning Workforce strategy and planning Clinical focus on safety and quality Fair representation of local employers Working with clinical networks and senates and patients Controls within running costs to ensure VFM Multi professional approach Effective communication throughout local workforce

Authorisation and accountability framework If HEE determine that a LETB is in breach of its contract, HEE will work with the LETB to develop a plan and monitor its execution to remedy the identified shortcomings. If, despite all reasonable endeavours, the LETB remains in breach of its contract, HEE will implement the remedies in the contract. HEE will also have powers to intervene to ensure the contractual obligations of the LETB are fulfilled and, where appropriate, seek the support of the Care Quality Commission and Monitor. If an LETB loses the ability to fulfil its contractual obligations, the LETB will have to re-apply for authorisation demonstrating that it is once again “fit for purpose”. 14

Timeline for Transition