Planning and people: delivering the NHS Long Term Plan at scale 3.7 Supported by Planning and people: delivering the NHS Long Term Plan at scale Matt Tagney Programme Director for the Long Term Plan Gina Naguib-Roberts Director of Workforce Strategy NHS England and NHS Improvement

Planning and people: delivering the NHS Long Term Plan at scale Matt Tagney, Programme Director for the Long Term Plan Gina Naguib-Roberts, Director of Workforce Strategy

Key messages from the engagement: The LTP Implementation Framework is the result of a significant engagement exercise over the last 4 months including: National and Regional colleagues across NHS Improvement and NHS England Every ICS and STP in England ALB partners and government National stakeholders such as LGA, Royal Colleges, BMA, NHS Providers and thinktanks VCSE groups NHS staff and service user representatives engaged through our national programmes The NHS Assembly Key messages from the engagement: ‘Don’t forget about ‘X’ in the implementation’ vs ‘be clear on what we need to focus on first’ Be clear on the support that will be there for us Roles and responsibilities of national and regional teams in implementation Minimising ‘silos’ and time consuming ‘bidding processes’ An on-going commitment to partnership and joint working with the NHS and partners as we implement Launch of the LTP Implementation Framework

The LTP Implementation Framework will… Reconfirm ICS as the key unit of change within the NHS over the next 5 years – but not everything will be planned and delivered at an ICS level. Provide a framework for STP / ICS leaders to create 4 / 5 year implementation plans that will deliver the vision and commitments of the LTP. Set expectations on the process required to develop plans and key dates associated with that. Set out the support that will be made available to STPs / ICS to deliver, including commitments that will be delivered nationally, and a number of areas where we will do intensive work with the NHS to finalise our implementation methodology. Re-confirm the commitments made in the LTP and set out where there are national expectations on pace of delivery and where STPs / ICS will be able to phase activity over the 5 years to reflect local priorities and different starting points.

System Delivery Plan: Content and Timeline System (STP / ICS) plans should be: Clinically led Locally owned Financially balanced and deliver financial recovery Based on realistic workforce assumptions Deliver the entirety of the LTP Phased, with activity over 5 years based on local need System plans should set out: How plans will improve services and outcomes locally and tackle local priorities and health inequalities How staff, public, local leaders and partners have been engaged How the system will be developed to support transformation How you will improve productivity and efficiency. Milestone Date Publication of interim people plan June 2019 Publication of LTP Implementation Framework System plans agreed with system leads and regional teams. Autumn National Implementation Plan published Winter Operational Planning for 20/21 Spring

Overview of the People Plan The NHS People Plan is part of the overall Implementation Plan for the NHS Long Term Plan (LTP) On 3rd June we published the Interim People Plan, which was developed between January and April We are now beginning work on the full People Plan, which will be published within two months of the final 2019/20 Spending Review The interim Plan lays the foundations for the workforce transformation we need to bring about to make a reality of the new service models and ways of working set out the LTP, with a focus on the immediate actions for 2019/20 The first phase of the work has been completed with the development of the interim Plan The second phase of the work has begun and will involve implementing immediate actions of the interim plan, and developing the full People Plan The first phase of the work has been completed with the development of the interim Plan – we are in the process of finalising HEE’s 2019/20 mandate and the workforce content of the LTP implementation framework, to support its delivery The second phase of the work has begun and will involve: Implementing the immediate actions for 2019/20 in the interim people plan Inputting into the spending review process Developing national workforce plans built up from system plans Developing the full People Plan NHS People Plan NHS Improvement

The Interim People Plan – key themes Improve our leadership culture: Positive, compassionate and improvement focussed leadership creates the culture that delivers better care. Prioritise urgent action on nursing shortages: There are shortages across a wide range of NHS staff groups, However, the most urgent challenge is the current shortage of nurses. Make the NHS a better place to work: We must make the NHS an employer of excellence – valuing, supporting, developing and investing in our people. Develop a workforce for the 21st century: We will need to grow our overall workforce but growth alone will not be enough. We need a transformed workforce with a more varied and richer skill mix, new types of roles and different ways of working. Make the NHS a better place to work: We must make the NHS an employer of excellence – valuing, supporting, developing and investing in our people. Key action(s): large-scale engagement exercise to develop a new offer for our people Improve our leadership culture: Positive, compassionate and improvement focussed leadership creates the culture that delivers better care. We need to improve our leadership culture nationally and locally. Key action(s): development of new ‘NHS leadership compact’ establishing cultural values/leadership behaviours and support/development for our leaders; further consultation on and implementation of Kark’s recommendations; and review of Well-led Framework and NHS Oversight Framework to ensure there is a greater focus on leadership, culture, improvement and people management Prioritise urgent action on nursing shortages: There are shortages across a wide range of NHS staff groups, However, the most urgent challenge is the current shortage of nurses. We need to act now to address this. Key action(s): rapid expansion of clinical placement capacity; expansion of current retention programme; focus on international recruitment led by systems/lead employers and supported by regions Presentation title NHS Improvement

A new operating model for workforce Develop a new operating model for workforce: We need to continue to work collaboratively and to be clear what needs to be done locally, regionally and nationally, with more responsibility for people planning activities undertaken by local integrated care systems (ICSs). We have not been terribly successful at ensuring we have the right numbers and mix of staff, in the right place to meet patient need for various reasons… lack of alignment between workforce, service and financial planning a complex workforce architecture incomplete data neglect of workforce planning as a discipline and short-term plans The first phase of the work has been completed with the development of the interim Plan – we are in the process of finalising HEE’s 2019/20 mandate and the workforce content of the LTP implementation framework, to support its delivery The second phase of the work has begun and will involve: Implementing the immediate actions for 2019/20 in the interim people plan Inputting into the spending review process Developing national workforce plans built up from system plans Developing the full People Plan NHS People Plan NHS Improvement

Integrated system plans We want to see an integrated approach to workforce, financial and service plans, that covers all services, and focuses on implementing the key themes in the People Plan… Making the NHS the best place to work: setting targets for Black, Asian and Minority Ethnic (BAME) representation Improving leadership culture: implementing system-wide talent management processes Taking a holistic approach to workforce transformation and workforce growth (‘more people, working differently’), by thinking about: practical, system-wide actions to release greater time for care workforce growth for different groups, matched to financial, activity and service transformation plans collaborative plans to deliver workforce growth, including system-wide approaches to improving retention, international recruitment and maximising use of the Apprenticeship Levy; Changing the workforce operating model: as part of broader ICS development, setting out plans to develop the capacity, capability, governance and ways of working on workforce and people issues Presentation title

How we’ll support systems We will be providing a data tool to support systems to develop more detailed workforce plans to underpin their high level plans NHS Improvement/England and Health Education England will be making information available where we hold this Our collective regional teams will be putting on a series of roadshows to proactively support and coach We will signpost systems to relevant guidance, good practice and case studies on workforce and people issues The first phase of the work has been completed with the development of the interim Plan – we are in the process of finalising HEE’s 2019/20 mandate and the workforce content of the LTP implementation framework, to support its delivery The second phase of the work has begun and will involve: Implementing the immediate actions for 2019/20 in the interim people plan Inputting into the spending review process Developing national workforce plans built up from system plans Developing the full People Plan NHS People Plan NHS Improvement

Q&A What do you most want to see in the Implementation Framework? What are the key things we need to get right over the summer as we support you to develop your plans? What do you need to support integrated workforce plans? Launch of the LTP Implementation Framework

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