Trust Board Education Strategy Update Report 13 June 2012 Aidan - - PowerPoint PPT Presentation

Trust Board Education Strategy Update Report 13 June 2012 Aidan Halligan, Director of Education David Wherrett, Workforce Director

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Our Education Strategy

Four objectives of the Education Strategy

• Create and maintain a great culture
• Assure commitment to service excellence
• Continuously develop great leaders
• Hardwire success through systems of accountability

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Education Income 2012/13

UCLH "EDUCATION" INCOME Medical and Dental Education Levy (MADEL) £20.0m Service Increment for Teaching (SIFT) £22.1m Non-Medical Education and Training (NMET) £3.1m Training and Education Directorate Income £1.7m Total "Education" Income £46.9m

Note: In addition NHS London / London Deanery directly funds a significant number of education initiatives for UCLH and our staff e.g. undergraduate nurse training.

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Progress with implementing our Education Strategy: Behaviour Change Programmes

Progress to date: After Action Review Training

• 1700 staff trained to date
• Nursing 41%, Non Clinical/Management 30%, Medical 12%, AHP 9%, Other 8%

Corporate Culture After Action Reviews

• Radiology
• A & E
• Cancer Centre
• IT
• WHO Checklist

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Progress with implementing our Education Strategy: Behaviour Change Programmes

Ward Safety Checklist Training

• 650 staff trained to date
• In situ training pilot at Queen Square

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Progress with implementing our Education Strategy: Behaviour Change Programmes

Progress to date – NHS Staff College

• 210 delegates have attended to date
• 60% from external organisations (UCLP and other NHS organisations)
• 30% of UCLH delegates are Top 400 staff

New Staff College Initiatives

• Staff College programme mapped against NHS Leadership Framework
• UCLP London Cancer Staff College Programme
• Staff College Assessment for Selection Programme
• New programmes developed in response to leadership challenges e.g.

Junior Doctors, medical students

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Progress with implementing our Education Strategy: Clinical Education

Robotic Surgery Training

• Formal opening of Chitra Sethia Robotic and MAS Centre
• Creation of UCLH Robotic Surgery faculty
• 4 Da Vinci Robots for training and competency development
• Robotic Surgery Passport scheme launched
• Credentialed MSc Robotic Surgery UCL
• Robotic Surgery courses for junior doctors

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Progress with implementing our Education Strategy: Junior Doctor experience of education at UCLH

Rating Training Programmes Named Areas

Poor 5 Anaesthetics, Neuroradiology, FY2 Medicine, Core Medical Training – Queen Square, Histopathology Neutral 33 Good 4 Cardiology, Core Surgical Training, Neonatal Medicine, Rheumatology TOTAL 42 GMC survey results 2011

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Progress with implementing our Education Strategy: Junior Doctor experience of education at UCLH

Lessons learned

• Quality of educational supervision matters
• Money and time for education supervision in job plans
• Prevalence of undermining
• Rotas and leave
• Facilities e.g. access to doctors mess, common room
• Sense of belonging
• Good GMC results vital as linked to NHS LA Level 3 assessment

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Training and Education Planned interventions where learning is the primary purpose. Includes classroom training and increasingly e-learning, action learning and coaching interventions Learning and Development (L & D) Conducted formally or informally, it’s not as rigidly directed as training can be. It places a strong emphasis

• n learning (which the learner does) rather than training (that the trainer does)

Continuing Professional Development (CPD) Educational and other activity (post completion of formal training) which helps to maintain, develop or increase knowledge, problem-solving, technical skills or professional performance standards, with the goal that health care professionals can provide better health care Leadership (LD) Developing the skills, knowledge and behaviours of our staff to support them in ‘the art of motivating a group of people to achieve a common goal’ Organisational Development (OD) A planned, organisation-wide effort to increase an organisation's effectiveness and viability

What is the scope of “education”?

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Our Delivery Arrangements

Medical and Dental Senior leadership and other programmes Nursing and Midwifery Other professional groups Whole workforce

Target audience 995 wte Target audience 6,434 wte

Aidan Halligan* Specific Programmes

• UCLP Staff College
• After Action Review
• WHO Checklist

programmes

• Ward Safety Checklist

Education Centre Faculty * Reporting to Tony Mundy

Target audience 2,580 wte Target audience 2409 wte

Tony Mundy Katherine Fenton Various (tbc) David Wherrett Post Graduate Medical and Dental Education Undergraduate Medical and Dental Education Clinical Education Medical Revalidation

Target audience 6,434 wte

Undergraduate Post graduate CPPD Nursing Assistant / Asst Practitioner development Preceptorship Subject matter expert Schemes specific to: Applied Health Professionals (465 wte) inc.

• Therapies
• Imaging
• Pharmacy

Administrative and Clerical (998 wte) inc.

• Patient facing
• Non patient facing /

Corporate Scientific and Professional (792 wte) inc.

• Biomedical Scientists
• Consultant healthcare

scientists

• Technicians

Estates and Ancillary (154 wte) Systematising leadership and Organisational Development Management Development Mandatory Training Appraisal Induction Non formally qualified staff development Coaching / Mentoring E Learning

Education Board Direction and strategy Co-ordination Education income Quality and outcomes

HRCC Executive Board

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Strategic developments in the pipeline - LETBs

14 June 2012 12 Source: DH Design to Delivery (Jan 2012)

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3 LETBs for London

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South London North Central & East London (NCEL) North West London

2. Align with existing sector partnerships (PCT clusters, Health Innovation and Education Clusters and emerging Academic Health Science Networks (AHSNs) 3. Better able to manage the diversity and complexity across London, allowing healthy variation and innovation to address local issues To:

• Give employers sufficient voice and

control on behalf of local patients

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Medical Revalidation

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The year ahead Five areas on which we will focus:

• Establish new governance arrangements to lead the education of
• ur whole workforce, bringing together professional leads and

functional experts to focus on the full breadth of the education agenda for our staff

• Work in collaboration to establish a successful NEL / NCL LETB

that meets the needs of UCLH and the wider community

• Ensure that our education strategy and plans are linked to the
• rganisation’s aims and objectives as well as the needs of our

current and future workforce

• Improve the experience of those who come to us to us for training,

at undergraduate and post graduate levels and across all staff groups

• Ensure that the strategy and plans maximise the benefits of

working in collaboration with the UCLH partner universities