Quality Education for a Healthier Scotland. Strategic Framework

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Transcription

1 Quality Education for a Healthier Scotland Strategic Framework

2 NHS Education for Scotland You can copy or reproduce the information in this document for use within NHSScotland and for noncommercial educational purposes. Use of this document for commercial purposes is permitted only with the written permission of NES. Designed in-house by the NES Corporate Communications team. ISBN:

3 Contents Introduction from our Chair and Chief Executive Our strategic framework Who we are Our structures Our approach to education How we work Our strategic objectives for Our planning and performance framework National strategic objectives we support How do I find out more? two three four five six seven eight nine ten seventeen

4 Introduction from our Chair and Chief Executive Malcolm Wright Chief Executive Lindsay Burley Chair Education is a powerful force for improvement in our communities. As the special health board responsible for the education and training of NHSScotland staff we are pleased to present our strategic framework for 2011 to 2014 setting out our direction of travel through new objectives which will align our resources during a time of economic uncertainty. By implementing this strategy, we aim to become a more efficient and integrated organisation working in partnership with the health, social care and education sectors in making a key contribution to a well educated, healthy and fair Scotland. In developing this strategy, we used our established engagement processes to listen to our partners and staff and we have taken full account of Scottish Government Health policies. This document represents our commitment to the NHSScotland Quality Strategy in developing mutually beneficial partnerships, eliminating avoidable harm and providing the most appropriate, consistent and safe frontline services which are closer to people s homes and involve patients and carers in making decisions. It is our contribution to a future where better joint working will achieve real benefits and efficiencies in a time of financial constraint, and to ensuring frontline staff have the right training and education to deliver the best care. two

5 Our strategic framework This document describes our role and sets out our direction over the next three years. Our annual corporate plan supports this strategy and will provide you with more detailed activity and specific targets. Both this strategy and our corporate plan can be found at: There are many ways in which we can improve what we do. This strategy aims to align our work and develop a more cost effective and responsive organisation while also raising awareness and understanding of our role supporting frontline services. Our new strategy was developed as part of a major review which took place during and in principle is about change through a realignment of our business around new strategic objectives. This document can be made available, in full or summary form, in alternative formats and community languages. Please contact us on or altformats@nes.scot.nhs.uk to discuss how we can best meet your requirements. three

6 Who we are We are a special health board, responsible for supporting NHS frontline services delivered to the people of Scotland by developing and delivering education, training and workforce development for those who work in NHSScotland. Our business covers the undergraduate, postgraduate and continuing professional development continuum supported by effective research. We work closely with the education sector and we are developing our role across health and social care and within the wider public sector. We aim to achieve equality and diversity and patient focus, public involvement (PFPI) in all our work. As we implement this new strategy we will develop a better understanding of how our work can help address inequalities in society. We will embed equality impact assessment and PFPI principles within our planning to ensure that people are involved in our decision making and are not disadvantaged by what we do. Our vision: Quality Education for a Healthier Scotland Our mission: to provide educational solutions that support excellence in healthcare for the people of Scotland Everything we do is based on eight ways of working these are: be open, listen and learn; work together with others to benefit patients; look ahead and be creative; promote equality and value diversity; always aim for quality and excellence; understand and respond quickly and confidently; work to a clear common cause; and give people power and lead by example four

7 Our structures We have centres in Edinburgh, Glasgow, Dundee, Aberdeen and Inverness with around 700 staff working across eight directorates. We want to deliver our aims through a more integrated organisation and we are committed to reviewing our processes and structures in order to become more efficient, streamlined and consistent in how we deliver education. A significant proportion of our core business focuses on training the frontline clinical workforce, with the majority of our funding used to pay for doctors and dentists in postgraduate training. We also prepare professionals for practice in clinical psychology, pharmacy, optometry and healthcare science and provide education for the largest group of NHS staff within the nursing, midwifery and allied health professions and for administrative clerical and support staff. We have also recently taken on responsibility for leadership and management education with a particular emphasis on supporting the Quality Strategy. During the past few years we have developed our organisation to take responsibility for the learning and development of all staff within NHSScotland. Our recent work developing the healthcare support worker role is an example of how we have responded to priority areas. While much of our core work will continue to focus on education and training for the healthcare professions, we are committed to learning and development which is focused on the aspects of health and social care which are common to all professional groups. We also acknowledge the significant contribution that unpaid carers make to health and social care services in Scotland. five

8 Our approach to education Our priority is education, training and workforce development, supported by research, which helps to deliver improvements and benefits in health for the people and communities of Scotland. We need to be flexible about how we provide our services to ensure that they are designed and delivered according to the needs of the diverse staff groups we support. In developing and delivering education, we are committed to the learning principles outlined below; self-managed participants take ownership of their learning, are fully involved and see how it contributes to their goals experiential learning through previous life and work experience is recognised and education already completed is used focused participants know what they want to achieve through prior identification and discussion of aims and objectives relevant the reason for learning is clear and theories and concepts can be applied in familiar work and life settings inclusive learning is designed to enable and maximise opportunities for participation. practical participants agree how and why the learning is useful to them six

9 How we work We work closely with NHS Boards and the Scottish Government Health Directorates to achieve a common understanding of what we need to do to support them. We also maintain strong links with UK regulatory and professional bodies, and other UK organisations such as the Health Foundation. Closer to home the Scottish Funding Council and the Scottish Social Services Council are key partners. We work closely with Scotland s Colleges and Universities, Skills for Health, COSLA, Skills Development Scotland and the Scottish Qualifications Authority. In developing our new strategy, we asked NHS Boards about their educational priorities over the next three years and we consulted widely with our partners. The themes that emerged reflect a strong desire for partnership working to prepare the workforce for new ways of delivering frontline services. Allied to our core business of education for excellence within the healthcare professions, we also identified a need for new educational solutions around e-learning and mandatory training, and these are reflected in our strategic objectives. In addition we will continue to support NHS Boards in developing the leadership capability to implement the Quality Strategy. Another strong message is close working with the education sector, professional organisations and regulatory bodies to develop multi disciplinary education across health and social care agencies. From our stakeholder feedback, we are aligning our organisation around six broad strategic themes: education to create an excellent workforce improving quality reshaping the NHS workforce responding to new patient pathways developing innovative educational infrastructure delivering our aims through a connected organisation To support these themes we are committed to developing our organisation to reflect the ways of working outlined within this strategy. To do this we will establish flexible, team based approaches to the way we respond to the needs of our partners. Our initial focus will be on business process improvement within our organisation and the integration of operational planning, objective setting and performance with our new strategic objectives. We will also introduce leadership and management development which promotes openness, integrated team working, staff development and collective leadership. seven

10 Our strategic objectives for To support our strategic themes, we have developed ten strategic objectives to deliver our vision, help us prioritise our work and create a streamlined, focused and better connected organisation delivering our products and services for all frontline NHSScotland staff. These objectives were developed through partner engagement and consultation. Supporting delivery of our vision and the six themes, our strategic objectives will guide our planning priorities through a difficult financial period. As we implement our new strategy, decisions will need to be made about disinvestment and new priorities. As we make these decisions we will consider whether there is a differential impact on any group in society and we will develop a better understanding of how our work supports equality and diversity, and helps to address socio-economic inequality. We will embed equality and diversity by ensuring that all our work is subject to an impact assessment and that this requirement is part of our planning process. The Objectives 1. We will deliver consistent evidence-based excellence in education for improved care. 2. We will ensure best use of the Additional Costs of Teaching (ACT) funding. 3. We will continue to build co-ordinated joint working and engagement with our partners. 4. We will provide education in quality improvement for enhanced patient safety and people s experience of services. 5. We will develop our support for workforce redesign. 6. We will provide integrated education to support models of care which are closer to people in their communities. 7. We will support education in partnership that maximises shared knowledge and understanding. 8. We will develop flexible, connected and responsive educational infrastructure which covers people, technology and educational content. 9. We will establish a performance structure which connects individual performance to our objectives. 10. We will improve the sharing of knowledge across our organisation. eight

11 Our planning and performance framework We believe that education and training are powerful forces for supporting and developing our communities, adding value in the economic downturn and making a positive impact on the lives of the people of Scotland. Our strategic objectives contribute directly to the Scottish Government s national objectives as well as specific health policy and targets. nine

12 National strategic objectives we support Wealthier and Fairer / Smarter / Healthier Our Strategic Themes 1. Education to create an excellent workforce National Outcomes We Support Full economic potential Strong, fair and inclusive High quality public services Better educated 2. Improving quality Education for careers in healthcare at all levels Equality and diversity in education Practice education and support for new patient pathways Flexible role development for workforce modernisation Theme Link Theme Link Theme Link Theme Link 3. Reshaping the NHS workforce ten 4. Responding to new patient pathways 5. Developing innovative educational infrastructure 6. Delivering our aims through a connected organisation Longer, healthier lives Education to improve safety and experience of services Giving children the best start Maternity services education and Getting it right for every child Tackling inequalities Education for staff who work with people at risk Improving life chances Developing staff who work with children and young people Theme Link Theme Link Theme Link Theme Link Vision: Quality Education for a Healthier Scotland Mission: to provide educational solutions that support excellence in healthcare for the people of Scotland

13 Strategic Objectives SO1 Delivering evidence based excellence in education for improved care SO2 Ensuring best use of the Additional Costs of Teaching (ACT) funding SO3 Building co-ordinated joint working and engagement with our partners SO4 Providing education in quality improvement for enhanced safety SO5 Developing our support for workforce re-design SO6 Providing education for care which is closer to people in their communities SO7 Supporting education that maximises shared knowledge and understanding SO8 Developing flexible, connected and responsive educational infrastructure SO9 Establishing systems which connect individual peformance to our objectives SO10 Improving the sharing of knowledge across our organisation Business Outcomes Consistent education which meets regulatory standards and supports revalidation Effective performance management of undergraduate medical and dental education Consistent recruitment, selection, assessment and supervision for clinical training Quality improvement education supported by quality leads and practitioners Integrated education for role development and support for workforce planning Education for pracitioners and teams who deliver care in the community A common core of education for a range of staff which supports independent learning Integrated e-learning resources supported by a consistent approach to learner support Personal objectives which align with strategy supported by personal development New systems and structures which embed integrated working and knowledge sharing Educational Corporate Staff Governance Governance Governance eleven

14 We will use our strategic objectives to prioritise and plan our work to achieve improvements, outcomes and benefits (IOBs) in delivery of frontline services. By focusing on benefits we will take account of international best practice and will align our research to evaluate the impact of what we do, and develop more direct and responsive feedback to NHS Boards. Identified Improvements Measurable Outcomes Delivered Benefits Improvement Activity Outcome Resources Benefits For society, the public, patients Deliverables SMART TARGETS Performance Dashboard Benefits Framework twelve

15 Here are some examples of potential improvements, outcomes and benefits mapped to our strategic objectives: 1. We will deliver consistent evidence based excellence in education for improved care Improvement Outcome(s) Benefit Work with NHS Boards, education institutions and professional bodies to ensure the delivery of education for the healthcare professions to standards of excellence defined by the regulatory bodies. A consistent evidence based range of education which meets regulatory standards and will help the healthcare professions achieve revalidation. 2. We will ensure best use of the Additional Costs of Teaching (ACT) funding Improvement Outcome(s) Benefit Work with higher education and NHS Boards to establish quality and performance standards for ACT funding which ensure effective delivery of undergraduate education in medicine and dentistry and widen the benefit of ACT to all healthcare professions. A quality management system for medical and dental ACT which ensures consistent quality assured undergraduate education delivered through NHS Boards which has a positive impact for all healthcare professions. High quality healthcare professionals delivering excellence in person centred effective and safe frontline care to the people of Scotland. A health service which contributes to the production of high quality professional graduates within a system that provides best value for money and can effectively demonstrate how ACT funding is being used to benefit the whole healthcare team at the frontline of service delivery. 3. We will continue to build co-ordinated joint working and engagement with our partners Improvement Outcome(s) Benefit Further improve the engagement process with our partners and develop our joint recruitment, selection, assessment and supervision processes for frontline training programmes within the healthcare professions. A coordinated engagement process which informs planning and helps deliver consistent recruitment, selection, assessment and supervision for frontline clinical training. A healthcare workforce delivering frontline services with the right skills, in the right place at the right time sharing and applying knowledge and good practice. 4. We will provide education in quality improvement for enhanced patient safety and people s experience of services Improvement Outcome(s) Benefit Research, develop and deliver quality improvement education focused on patient safety, clinical skills and improvements in people s experience of services. Evidence based quality improvement education for all NHSScotland frontline staff supported by quality leads and practitioners Our contribution to a continuous culture of improvement through a frontline workforce delivering safe, person centred, and effective care to the people of Scotland. thirteen

16 5. We will develop our support for workforce redesign Improvement Outcome(s) Benefit Research, develop and deliver education for workforce redesign and planning for both frontline acute and primary care and across the career framework. An integrated range of education for role development supported by impact assessment which provides evidence for workforce planning and frontline service redesign. A workforce delivering frontline services with the skills and capacity to refer and treat people to a high standard within the required timescale. 6. We will provide integrated education to support models of care which are closer to people in their communities. Improvement Outcome(s) Benefit Continue to deliver education for primary care practitioners and develop education for community teams in areas where there is evidence of impact on the requirement to provide frontline health and social care services outside hospitals. Connected education for primary care practitioners and community teams that develop roles and the skills to support workforce planning and frontline health and social care services in the community. Local access to health and social care services through community based teams that have the skills and the capacity to deliver safe, person centred and effective frontline services closer to where people live. 7. We will support education in partnership that maximises shared knowledge and understanding Improvement Outcome(s) Benefit Work with our NHS Boards and other partners to develop flexible learning resources to support high priority and high impact areas required for NHSScotland staff. such as the statutory, mandatory and clinical training for frontline staff. A researched common core of education identified for statutory, mandatory and clinical training that can be delivered flexibly across a range of frontline staff and which supports independent learning. A high quality workforce delivering frontline services that is open to new ideas and promotes equality, diversity and safety in how care is delivered to the people of Scotland. 8. We will develop flexible, connected and responsive educational infrastructure which covers people, technology and educational content Improvement Outcome(s) Benefit Review, further develop and integrate our content, e-learning and on-line resources and the people who support learners to ensure a consistent approach to our educational infrastructure for frontline staff. fourteen A range of inclusive e-learning and on-line resources developed and delivered to common standards supported by infrastructure which has a consistent approach to learner support. Equity of access for frontline staff to a range of learning resources which will support the workforce to become lifelong learners able to respond quickly and effectively to priority areas.

17 9. We will establish a performance structure which connects individual performance to our objectives Improvement Outcome(s) Benefit Continue to develop and implement a performance management strategy and the leadership and management skills to support it. Clear objectives for our staff which contributes to delivering our corporate strategy and are supported by personal development. 10. We will improve the sharing of knowledge across our organisation Improvement Outcome(s) Benefit Review and develop our systems, processes, workforce plans and structures to support integrated working across our organisation. An organisational workforce plan supported by structures, systems and processes which promote and embed integrated working and knowledge sharing. Well developed and motivated staff supported by corporate and individual objectives who deliver education aligned with the needs of frontline staff in NHS Boards and the people they serve. A culture which collects shares and manages knowledge and works together delivering education for frontline staff who are responsible for person centred, safe and effective services. fifteen

18 - shows the primary link between NES objectives (SOs) 1-8 and national outcomes. NES Objective Full Economic Potential Strong, Fair and Inclusive High Quality Public Services Better Educated Longer, Healthier Lives Giving Children the Best Start Tackling Inequalities Improving Life Chances SO1 SO2 SO3 SO4 SO5 SO6 SO7 SO8 sixteen

19 How do I find out more? The NES website is your 24-hour window to NES You will be able to find detailed information on our work throughout the site. If you would like further information or have a question in relation to the Strategic Framework please nes.planning@nes.scot.nhs.uk or write to: NES Planning Department 4th Floor, Thistle House 91 Haymarket Terrace Edinburgh EH12 5HD seventeen

20 Strategic Framework Published Winter 2010 NHS Education for Scotland 3rd Floor, Hanover Buildings 66 Rose Street Edinburgh EH2 2NN tel: fax: ISBN: