1. Local Education and Training Boards Tim Gilpin Director of Workforce and Education NHS North of England

2. The New Landscape ‣ Health Education England ‣ Local Education and Training Boards ‣ Employers in the driving seat

3. Local Education and Training Boards ‣ Provider led ‣ Identifying and agreeing local priorities ‣ Partnership working ‣ Multi-professional approach ‣ A forum for developing the whole workforce

4. Membership of LETBs ‣ Until March 2013, the SHA Cluster Boards will retain overarching responsibility ‣ All providers of NHS services across the LETB area are members ‣ NHS provider members will nominate representatives to be on the Boards ‣ The Boards will also include representatives from other key stakeholders including education providers and Local Authority representation ‣ Independent Chair

5. Senior Team of LETBs Statutory posts include the following: ‣ Managing Director ‣ Director of Education and Quality ‣ Head of Finance

6. Operating Principles HEE has set 10 key operating principles for all LETBs: ‣ Local decision making ‣ Inclusive approach of providers ‣ Good governance ‣ Sound financial arrangements ‣ Stakeholder engagement ‣ Transparency ‣ Partnership working ‣ Quality and value – year on year improvement ‣ Security of supply ‣ Accountability

7. Functions of the LETBs ‣ To bring together all healthcare and public health employers providing NHS funded services with education providers, the professions, local government and the research sector, to develop a skills and development strategy for the local health workforce that meets employer requirements and responds to the plans of commissioners ‣ To consult with patients, local communities and staff to ensure the local skills and development strategy is responsive to their views ‣ To aggregate workforce data and plans for the local health economy and share with the CfWI to improve local workforce planning ‣ To account for education and training funding allocated by HEE ‣ To commission education and training to deliver the local skills and development strategy and national priorities set out in the Education Operating Framework ‣ To ensure value for money throughout the commissioning of education and training and for running costs

8. Functions of the LETBs (continued) ‣ To secure the quality of education and training programmes in accordance with the requirements of professional regulators and the Education Outcomes Framework ‣ To take a multi-professional approach in planning and developing the healthcare and public health workforce and in commissioning education and training ‣ To support access to Continuing Professional Development and employer led systems for the whole health and public health workforce ‣ To work in partnership with Universities, clinical academics, other education providers and those investing in research and innovation ‣ To work with local authorities and health and well-being Boards in taking a joined up approach across the local health, public health and social care workforce ‣ To work with HEE to develop national strategy and priorities

9. YHLETB Strategy Strategic Workforce Vision - “Patients at the Heart of Care” The top five priorities for the emerging YHLETB Workforce Strategy are to: ‣ Build a new workforce Strategy for Yorkshire and the Humber upon the strong foundation of “Workforce Ambitions” ‣ Provide the education and training required to transform the quality of patient Care ‣ Tackle the challenges of an ageing workforce and population ‣ Enable Health and Social Care to be provided in different settings by different people ‣ Create and innovate education and training that is responsive to patients

10. Business Plan Objectives ‣ To support and develop the YHLETB in a way that delivers patient and service needs ‣ To maintain and develop strong partnerships with all stakeholders around the new workforce arrangements ‣ To identify and agree local priorities for education and training to ensure security of supply of the skills and people providing healthcare across Yorkshire and the Humber ‣ To plan, commission and quality assure excellent education and training on behalf of the local health community, taking a multi-disciplinary approach that delivers whole system solutions ‣ To ensure value for money and sound financial governance throughout the commissioning and evaluation of education and training and for running costs of the YHLETB

11. Business Plan Objectives (contd) ‣ To implement the MPET review and ensure that there is a stable financial platform ‣ To develop leadership and organisational development capability in the new NHS ‣ To support and promote the values and ethos of the NHS Constitution in every aspect of the work of the YHLETB ‣ To work in partnership with universities, clinical academics and the Yorkshire and the Humber Academic Health Science Network (AHSN) to support innovation and research ‣ To be a forum for developing the whole healthcare workforce around patient needs

12. Some Challenges ‣ Provider Tensions ‣ Holding providers to Account ‣ Wider system engagement ‣ Autonomy v Central Control