Workforce for London – A Strategic Framework Implications for NHS/HE Partnership

Workforce for London – A Strategic Framework Launched 16 th September 2008 High Level 10 Year Strategic Framework for London’s Health Workforce Enabling Workforce Strategy to ‘Healthcare for London’ It is an engaged workforce, equipped with the skills they require that drive high quality service and service improvement

National Context High Quality Care for All – The Next Stage Review A High Quality Workforce –Staff Pledges –MPET review –Education Commissioning –HIECs World Class Commissioning Operating Framework Priorities Other Policy Initiatives – e.g. research agenda / NHS Evidence

Workforce for London – A Strategic Framework London’s Unique Challenges London’ s Future Workforce –Shape, size, characteristics –Settings –Productivity Building A System Fit To Deliver Leading for Health Implementation

Building A System Fit to Deliver – Workforce and Education Planning and Commissioning Align education investment specifically to strategic workforce need Accountability, transparency and incentives for quality outcomes from education Specific Investment to develop excellence in education and develop education in new settings

Building A System Fit to Deliver – Workforce and Education Planning and Commissioning Workforce and Education Planning –Numbers / Volumes –Skills / Specification –Education Delivery Models –Plan for Standards Contractual Framework –Clear Accountability, Roles, Standards –Tariffs / MPET Review Quality Assurance Provider management –Developing Providers –Rewarding High Standards –Transparent Interventions for lower standards, including support

Next Steps Workforce for London - Implementation Planning –Detailed Plan 6 – 18m –Roadmap 3 – 5 years –With stakeholders, end state vision / clarity of future roles Reports mid December Implementation Principles –Co-design –Local where possible with London framework –Clinically led and owned –Aligned to London wide benefit

Issues for NHS / HE Partnership Focus from commissioners will be on transparent quality and value –Making the business case for library / knowledge management services in contributing to quality and value –Designing in standards, as part of commissioner / regulator requirement –Designing in standards to education process within HE/NHS co- production of education How do ‘rational’ contract forms and tariff, translate to mainstream funding of library services? Potential failure to integrate, at a system level, the approach to commissioning service improvement, education, and research in a way which reflects triple mission of library / knowledge management

AHSCs / HIECs / Other HE/NHS partnerships A personal Perspective Clear evidence of added value where the NHS accesses the expertise and knowledge of academia (and vice versa) In particular access such knowledge that is cutting edge / evidence based because it is generated by research activity Examples often at the personal level, service champions, joint appointments How do we replicate these benefits at a system level? Create effective organisational level partnerships with real shared vision to realise these benefits HIECs – A DH initiative to encourage such partnerships by creating a framework for them to operate in and provide funding AHSCs – more formal arrangement to discharge ‘triple mission of research, service, and education’ with very strong academic leadership (although worldwide permissive models) Provider partnerships for education design and delivery, service design or enhanced delivery