Trust Board Education Strategy Update Report 13 June 2012 Aidan Halligan, Director of Education David Wherrett, Workforce Director
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 • 2
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. 3
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 4
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 5
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 6
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 7
Progress with implementing our Education Strategy: Junior Doctor experience of education at UCLH GMC survey results 2011 Training Rating Named Areas Programmes Anaesthetics, Neuroradiology, FY2 Medicine, Poor 5 Core Medical Training – Queen Square, Histopathology Neutral 33 Cardiology, Core Surgical Training, Good 4 Neonatal Medicine, Rheumatology TOTAL 42 8
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 9
What is the scope of “education”? 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 on 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 10
Our Delivery Arrangements HRCC Executive Board Education Board Direction and strategy Co-ordination Education income Quality and outcomes Medical and Dental Senior leadership Nursing and Other professional Whole workforce and other Midwifery groups programmes Target audience 995 wte Target audience 6,434 wte Target audience 2,580 wte Target audience 2409 wte Target audience 6,434 wte Tony Mundy Aidan Halligan* Katherine Fenton Various (tbc) David Wherrett Post Graduate Medical and Specific Programmes Undergraduate Schemes specific to: Systematising leadership Dental Education • UCLP Staff College and Organisational Post graduate Applied Health • After Action Review Development Undergraduate Medical and Professionals (465 wte) inc. CPPD • WHO Checklist Dental Education Management Development • Therapies programmes Nursing Assistant / Asst • Imaging Clinical Education Mandatory Training • Ward Safety Checklist Practitioner development • Pharmacy Medical Revalidation Appraisal Preceptorship Education Centre Faculty Administrative and Clerical Induction Subject matter expert (998 wte) inc. Non formally qualified staff • Patient facing development • Non patient facing / Coaching / Mentoring Corporate E Learning Scientific and Professional (792 wte) inc. • Biomedical Scientists • Consultant healthcare scientists • Technicians * Reporting to Tony Mundy Estates and Ancillary (154 wte) 11
Strategic developments in the pipeline - LETBs 14 June 2012 12 Source: DH Design to Delivery (Jan 2012) 12
3 LETBs for London North Central & East London (NCEL) North West London To: South London • Give employers sufficient voice and control on behalf of local patients 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 13 13
14 Medical Revalidation
The year ahead Five areas on which we will focus: • Establish new governance arrangements to lead the education of our 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 organisation’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 15
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