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Sharon Oliver Associate Director Education Commissioning

Sharon Oliver Associate Director Education Commissioning. The Norcroft Centre, University of Bradford Friday 18 June 2010. Will cover :. Current Education Commissioning in Y&H Engagement process to inform Education Commissioning Strategy Key work areas Skill mix

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Sharon Oliver Associate Director Education Commissioning

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  1. Sharon OliverAssociate Director Education Commissioning The Norcroft Centre, University of Bradford Friday 18 June 2010

  2. Willcover: • Current Education Commissioning in Y&H • Engagement process to inform Education Commissioning Strategy • Key work areas • Skill mix • What can we do collectively?

  3. Current Education Commissioning • Multi-Professional Education and Training (MPET) = Approx. £500M from DH per year • Non-Medical Education and Training (NMET) = Approx. £200M • ‘Core’ NMET = £138M (incl. £17M CPD)Student Grant Unit = £58M • Therefore, only Approx. £4M for ‘Other’

  4. ‘Core’ NMET • Nursing & Midwifery = £60M • AHP = £31M • Scientific & Technical = £31M • Clin. Psych. = £7M • Pharmacy + Non-Med Prescribing = £4M • Dental = £4M • OD and Leadership = £1M = £138M

  5. Engagement Process • Detailed workshops and network meeting outcomes (June – Sept) • Priorities for health communities included in draft Education Commissioning Strategy (Sept) • Workforce planning forum in each PCT health community (Oct) • Education Commissioning for 2011/12 and beyond (Nov/ Dec)

  6. Team Priorities Review of:CPD provision, costs and access and impact on service (Return on Investment) Salary support costs (links with national work) Quality processes linked for medical, other professional and other sectors of the workforce Joining up OD / Leadership and other directorates in the SHA with our work to avoid duplication and give consistent message More regional consistency and rationale for historic funding

  7. Creativity in education and training What can we do together to achieve the following: • Staff empowerment, confidence and competence • Reducing waste in systems and processes • Team training to help embed learning and effect change? • Coaching approach in practice to achieve better outcomes? • Senior support and interest in utilising significant training resources to achieve priority organisational goals • Strategic approaches to skill mix

  8. DH Workforce Planners Network HR Directors Network SHA Board AHP forum Darzi Pathway groups Director of Workforce and Education Workforce Team Chief Nurse Nursing Directors Network Practice Placement Quality group Deputy Director Nursing Network Education Commissioning Team Deans Network South Yorks Strategic Partnership Hull Strategic Partnership York Strategic Partnership SY Education Commissioning Group Leeds Strategic Partnership Bradford Strategic Partnership Huddersfield Strategic Partnership Leeds Uni Bradford Uni Leeds Met Uni Huddersfield Uni Sheffield Hallam Uni Sheffield Uni Hull Uni York Uni SCFT D&BFT RFT STHFT BHFT RD&SHMHT SH&SCT Hospice x 1 PCTs x 4 C&HFT MYT SWYPMHT PCTs x 2 H&EYT H&HMHT NL&GFT NELCT PCTs x 2 BTHFT BDCT ANHST PCT x 1 H&DFT S&NEYT YFT PCTs x 1 O P E N U N I LTHT LPMHT PCT x 1 ALL TRUSTS AND PCTS CONNECTED THROUGH: NURSING NETWORK; WORKFORCE PLANNERS NETWORK; HR DIRECTORS NETWORK; PLACEMENT QUALITY GROUP; ALL UNIS CONNECTED THROUGH: NURSING NETWORK; DEANS NETWORK; PLACEMENT QUALITY GROUP

  9. Key questions • Should CPD be targetted only to priority service areas / biggest pressures for your organisation each year? • How does your organisation hope to maximise productivity – do we need to target some training on productive series / lean? • Where are your biggest staffing changes and, therefore, changing training needs? • What could you do without (i.e. what can we de-commission) in both pre-registration and CPD to enable funding other areas such as Associate / Assistant Practitioner training?

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