Many thanks for your interest in the above project and for taking the time to discuss with Louise Holden.
|
|
- Alban Alexander
- 8 years ago
- Views:
Transcription
1 Appendix 1 Helen Walters Head of Health, Greater London Authority - by North Central and East London th 4 Floor Stewart House 32 Russell Square London WC1B 5DN 1 March 2016 Dear Helen, Re: An Academy of Public Health for London and the South East Many thanks for your interest in the above project and for taking the time to discuss with Louise Holden. As you can read in the attached document, Health Education England (HEE) is seeking to invest in the establishment of a multi-agency academy that will provide a coordinated offer of clearly signposted development opportunities for all those working in health improving organisations. This includes all those working in NHS, local authority, social care and the third sector. HEE has, in the first instance, committed to 1M years of 'setup' funding in the understanding that the Academy will in due course become (largely) selfsufficient. As Louise may have discussed with you, during this set up phase we are looking for an organisation to provide a home for the project, its funding and any associated support staff. I understand from Louise that the London Health Board may be able to provide this. Practically this would mean that HEE would place the total funding envelope with the Greater London Authority. This funding would cover salary, project costs and any other administration required. There would be option of integrating this activity with your existing team to mutual benefit, perhaps some form of joint appointment(s). If you are in agreement we would like to make arrangements for the supporting funds ( 1,000,000) inclusive any overhead costs (to be agreed) to be transferred to you, before the end of March under a memorandum of understanding which we will prepare. I hope that you will agree that this is an exciting development, and that it aligns with the strategic aims of the London Health Board. We would be very grateful if you would confirm whether you are in a position to support this as outlined above, and we will then liaise with final funding arrangements. I look forward to hearing from you.
2 With best wishes. Yours sincerely, Professor Tim Swanwick Senior Clinical Adviser, North Central and East London
3 Building the public health capability of all health improving organisations: An Academy of Public Health for London and the South East
4 Project outline and business case: 1. Summary Investment Proposed: Project Name: An investment of 1M for a transformational project in 2016/17. Building the public health capability of all health improving organisations : An Academy of Public Health for London and the South East. Date: 29/02/16 Release: V1.0 Details of Leads: Executive sponsor: Professor Tim Swanwick, Senior Clinical Adviser and Therese Davies, Local Director Health Education England (NCEL) tim.swanwick@ncel.nhs.hee.uk therese.davies@ncel.nhs.hee.uk Julie Screaton Director, London and South East julie.screaton@southlondon.hee.nhs.uk 2. Purpose This paper outlines the business case to establish a multi-agency academy of public health and will be used to develop the outline model and develop a consensus on priorities for investment. It builds on a paper considered by Health Education England London and South East Executive in January 2016 where the development was agreed together with an initial investment of 1M. The Academy will support place-based learning and workforce transformation and enable health and well-being priorities to be delivered at scale and at pace. For all those working in health, social care, local authorities and the third sector in connection with health improvement and prevention, the Academy will: provide a coordinated offer of training and resources provide clearly signposted further development opportunities enable knowledge exchange and networking The development and commissioning of provision will be led by small workforce development team collaboration between Public Health England, local authorities and Health Education England - and will be headed up by HEE London and South East s Head of Public Health Education and Development. 2
5 This business case has been developed with the input of: Judy Curson, Public Health Consultant (workforce), PHE, South East Paul Plant, Deputy Director (workforce), PHE, London Louise Holden, Public Health Workforce Development Manager, PHE, London Mike Robinson, Association of Directors of Public Health, London Members of LKSS School of Public Health Members of the HEE London and South East DEQ Advisory Group 3. Strategic Context The future health of millions of children, the sustainability of the NHS, and the economic prosperity of Britain all now depend on a radical upgrade in prevention and public health. (NHS 5 Year Forward View, 2014, p10) The NHS 5 Year Forward View makes it clear that the prevention of ill health and promotion of wellbeing is a key priority for the NHS. Its tripartite message requires us all to break down the barriers about how care is delivered empower patients and get serious about prevention. Similarly, the Department of Health s Shared Delivery Plan: articulates a vision to reduce the demand on our health and care system and contribute to its long term sustainability, we will take action to improve people s health focusing as much on the prevention of poor health as we do on treating illness. The government s 2016/17 Mandate to NHS England also makes a requirement on the system to improve local and national health outcomes, particularly by addressing poor outcomes and inequalities. All of this can only be achieved with a clear focus on workforce development for public and population health. HEE has undertaken to work with Public Health England, local authorities and other stakeholders to better understand the wider workforce implications and how we use our levers to drive improvements in health. This includes ensuring the health and social care workforce is able to manage health and wellbeing proactively rather than simply responding to illness. Workforce development initiatives need to be future proofed for at least 15 years ahead and the HEE Strategic Framework (F15) informs this work. Supporting local authorities to meet the continuing professional development needs of their current staff is not technically one of HEE s statutory responsibilities. However, a focus on health improvement is a central responsibility of HEE, and has obvious benefits for the NHS. Increasingly, other provider organisations are developing their public health offer, for instance, there are around 40 acute trusts across the country that have their own public health team. It is anticipated that the diversity of health improving organisations will increase rapidly over the next few years as new models of care emerge, within new integrated organisational frameworks spearheaded by NHS England s vanguard sites. This creates a need for a broader view of workforce development in this area, one that transcends current organisational boundaries and looks beyond the NHS into local authorities and social care. This is a particularly timely development given that the government has commissioned PHE to review and make recommendations on the current operation of the public health system in relation to the future (next five years) capability, skills and experience of the public health workforce. The report is due for completion in March 2016 and is likely to highlight a 3
6 number of capability and capacity gaps but strong themes are already emerging of the need for an agile skilled workforce working across organisations, sectors and settings. More locally, although HEE s KSS team have historically been ahead of the curve in their relationship with public health, this is a great opportunity for HEE to pilot such a development as the London and South East geography. There is a window of opportunity whilst the public health grant to local authorities is still ring-fenced and there are strong Director of Public Health networks with four local offices of HEE all working collaboratively and sharing resources. Ensuring capacity and capability to maximise opportunities of the London Health Devolution Agreement (2015) in which partners, including government, the mayor s office, NHS England and HEE, have collectively signed up to ten joint aspirations and have agreed a number of actions to help London become the healthiest major global city. Health improvement is at the heart of that collective ambition. 4. Case for Change A. Business needs Transform the way individuals and organisations see their role. Prevention of ill health and population-based approaches are interventions delivered by people, and people require training and development to effectively deliver their role. Similar initiatives have previously been developed but these have either been small scale (e.g. Wessex) or ad hoc (e.g. previous investments in the public health workforce in London). This is an opportunity to make a difference at scale, and assuming successful, is a geography model of provision that could be developed England-wide. B. Benefits Joined up and system wide approach An academy for public health would mean a joined up approach to the development of the public health capacity and capability across all health improving organisations. The Academy would allow development of a system-wide approach to priority issues for London and South East that transcends organisational boundaries, improving connectivity between Health Education England and those engaged in workforce development, education and training for health improvement. The Academy would ensure there would be a coherent public health strand in all local delivery plans that delivers HEE strategy and aligns with that of NHS England and Public Health England. Clear professional development offer There would be a provision of a clear professional development (CPD) offer to staff in those organisations, though a coordinated offer of clearly signposted development opportunities, from seminars to Masters programmes, from elearning to coaching, all accessible through an on-line portal. 4
7 Improved workforce planning and development Improved workforce planning and development of clear career pathways for the public health workforce wherever that workforce might be. Financial Prevention of ill health and population-based approaches are inherently cost effective and are the backbone of the economic strategy supported in the Five Year Forward View. Financial benefits are dependent on uptake of training but would be realised through the larger NHS and public bodies with the delivery of prevention of ill health and population-based approaches. C. Risks The strategic risks if HEE were not to proceed with this project: The Department of Health and its agencies may fail to deliver on priorities articulated in the Shared Delivery Plan NHS England and HEE may struggle to deliver the objectives of their mandates. Vanguard sites may not be able to revolutionise their approach to the health of the populations that they serve. Emerging accountable care organisations will not have the capability within them to illness prevention, health promotion and population health. London may not be able to deliver the aspirations of the health devolution agreement. Health Education England will fail to play a full part in delivering the aspirations of the Five Year Forward view and may then not be considered as a serious player in workforce transformation, with this remit transferring elsewhere. The operational risks that are associated with this project are minimal and have been detailed in Annexe Scope and operating model The aim of the Academy is to provide a structured and sustainable professional development offer in public and population health for all staff with health and well-being responsibilities. A multi-agency academy will provide coordinated offer of clearly signposted development opportunities for all those working in health improving organisations. This includes all those working in NHS, local authority, social care and the third sector. Direct public health service provision is outside of scope. The operating model for the Academy will be developed by small workforce development team collaboration between Public Health England, local authorities and Health Education England - and will be headed up by HEE London and South East s Head of Public Health Education and Development. 5
8 This geographical model of provision that could be developed England-wide and its development and potential has already been discussed with HEE s national lead for public health. The delivery team will ensure that opportunities for spread, dissemination and economies of scale across HEE will be considered at every stage. 6. Priorities for delivery Priorities areas for delivery are listed below. The priorities will be discussed and further refined at a multiagency public health workforce event planned for 21 st April Making public health everybody s business How? (examples of activity) 1.1 Establish and sustain a vibrant learning network and community of practice 1.2 Develop a consensus of early priorities for development. Agree priorities with service commissioners in light of the shared delivery plan, strategic transformation plans and local priorities identified 1.3 Identify the learning and development needs of the wider public health workforce at a local level 1.4 Increase opportunities to develop skills and competencies in public health, leadership and project management 1.5 Scale up the involvement of the wider health and social care workforce around place as the key setting for workforce development Provide a core CPD offer accessible in one place for clearly articulated levels of the workforce and a space for networking and engagement. Conduct a mapping exercise and develop and a suite of evidence based training, tools and resources to meet skills gaps identified. Make systematic use of existing resources e.g. MECC training and other NHS toolkits Building on projects such as Team Up and working with HEI s to increase skill-based learning within their curriculums Working with HEIs, professional and regulatory bodies to identify and embed public health values, approaches and competencies into undergraduate and postgraduate curriculum, practice and CPD for all clinical training Establish mechanisms to support placebased learning working with service delivery partners on health improvement priorities and identifying key staff groups for shared development (e.g. NHS Vanguard pilot initiatives offer an opportunity to test and evaluate approaches to developing the wider public health workforce) 6
9 2. Developing strategic leadership for public health 2.1 Provide a system leadership development offer for public health specialists and practitioners aimed at supporting service transformation 2.2 Working in partnership with the NHS Leadership Academy and others, to identify gaps in leadership development provision for all those working in health improving organisations 2.3 To signpost available provision and commission additional courses and programmes as appropriate 2.4 Establish structured programmes of development for aspiring and future leaders in health prevention and improvement How? (examples of activity) Continuing to develop a variety of skills for influencing in a political environment and transformational leadership styles Develop a deeper knowledge of other council roles to enable increased joint working with planners, community safety, licensing Develop multi-disciplinary training/integrated systems approach training on priority issues for London e.g. childhood obesity, sexual health Establish a mentoring /coaching scheme e.g. sourcing senior local government figures who have navigated the complexity and pace of change Ensure access to personal effectiveness skills e.g. negotiating, influencing, marketing, change agent, engagement, customer service skills, story-telling skills Establish a public health Fellowship programme Support career pathways providing stepping stones to roles of increasing responsibility and complexity. 3. Equipping the workforce with public health skills fit for the 21 st Century 3.1 Ensure the workforce is equipped with a modern public health skillset and able to respond to future challenges 3.2 Address emerging global issues in public health in relation to London as a Global City and migration patterns in the workforce and population as a whole How? (examples of activity) Ensure training for new technical skills are commissioned and embedded in training programmes e.g. training for PH scientists and analysts in big data handling and bioinformatics Ensure healthcare public health skills remain well embedded in the public health core workforce such as, health 7
10 economics, return on investment, prioritisation/resource management, leadership in clinical settings, critical appraisal, evaluation, data interpretation Contribute to the transformation of the nursing and health visitor workforce, aligning their knowledge, skills and competences with public health and prevention priorities Working with appropriate partners identify the future need and provide development opportunities in global health 4. Supporting recruitment, retention and progression in public health 4.1 Empower and create opportunities for the workforce at all levels to recognise the competencies they have, those they need to maintain and those they need to develop to remain fit for purpose How? (examples of activity) Utilisation of the digital Public Health Skills and Knowledge Framework and Skills Passport being developed Develop and collate a suite of tools for self-reflection, 360 feedback, selfmanagement of careers Provide clarity of career progression and clear signposting as to what s helpful to know at what stage of development Build on the current structured approach to PH practitioner development responding to recommendations from recent commissioned workforce reports 8
11 7. Costs This transformation project builds on previous investment and a direction of travel agreed by HEE London and South East in August Recruitment is in progress for a Head of Public Health Education and Development for the geography and all four local HEE offices have previously invested in specific public health workforce development activities. Non-recurrent resources required in 2016/17 Resource description: Estimated cost 000 Scoping, discovery and development 65,000 Commissioned development of educational interventions 130,000 Subsidised delivery of educational interventions 455,000 Marketing, promotion and production of materials 45,000 Project infrastructure 210,000 Delivery platform 60,000 Evaluation 35,000 Total indicative cost for 2016/17: 1,000, Procurement Any procurement activities will be in accordance with the HEE s standing financial Instructions and the EU Consolidated Public Sector Procurement Directive (2004). Digital investment will need to follow Cabinet Office spend control processes. 9. Sustainability Following the initial set up phase, it is envisaged that further funding needs will be met through partnership working, revenue generated and workforce development investment. 10. Governance The Academy Operational Group will comprise representatives from partner organisations; local authorities, Public Health England and HEE from across London and Kent, Surrey and Sussex. The group will be chaired by a Head of Public Health Education and Development who will act as project lead. The Head of Public Health Education and Development is a HEE appointment and will report to the London and South East Director of Education Quality or nominated senior deputy. The Operational Group will be accountable and report to the London and South East Executive Group of Health education England. The activities of the Academy will be informed by wider stakeholder groupings accessed through the partner organisations. 9
12 11. Next Steps An indicative timescale for the project is outlined as below: March 2016 Authorisation to proceed April 2016 Development of model with internal and external stakeholders Multi-agency event and priority setting for the academy Appointment of Head of PH Education and Development Establishment of working group and governance May 2016 Needs analysis Appointment to posts as identified e.g. project manager Digital development pre-work July 2016 Amalgamation with existing School July 2016 Delivery model and priority areas agreed Commissioning commences October 2016 First tranche of Academy products available 10
13 5. Catastrophic 4. Major 3. Moderate 2. Minor 1. Negligible Academy of public health project outline and business case Annexe 1: RISKS Risk Description Category Likelihood Impact RAG Rating Impact Date Mitigating Action Risk Owner Failure to appoint to HoPHED Operational Work with colleagues in PHE to identify suitable candidate Leads Digital spend controls delay implementation Technical Early engagement and use of HEE support team Leads Categories Likelihood (including but not limited to) strategic, political, financial, legal/legislative, external/internal dependency, organisational/operational, reputational, stakeholder, service delivery, technical, delivery implementation 1 rare, 2 unlikely, 3 possible, 4 likely, 5 almost certain Impact 1 negligible, 2 minor, 3 moderate, 4 major, 5 catastrophic Likelihood RAG RATING MATRIX 5. Almost Certain Likely Possible Unlikely Rare RAG Rating Using the chart calculate the risk score for the risk Impact 11
Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation
Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Contents List of Abbreviations 3 Executive Summary 4 Introduction 5 Aims of the Strategy 8 Objectives
More informationPersonal Development Planning
Personal Development Planning Scope All programmes leading to a City University London award. This policy will apply for partnership programmes unless equivalent arrangements have been specifically agreed
More informationHEALTH SYSTEM. Introduction. The. jurisdictions and we. Health Protection. Health Improvement. Health Services. Academic Public
FUNCTIONS OF THE LOCAL PUBLIC HEALTH SYSTEM Introduction This document sets out the local PH function in England. It was originally drafted by a working group led by Maggie Rae, FPH Local Board Member
More informationIntroduction. Page 2 of 11
Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation
More informationResearch is everybody s business
Research and Development Strategy (DRAFT) 2013-2018 Research is everybody s business 1 Information Reader Box to be inserted for documents six pages and over. (To be inserted in final version, after consultation
More informationLondon Leadership Academy Business Plan 2014 2015
London Leadership Academy Business Plan 2014 2015 1 Contents 1. Introduction 3 2. Strategic Objectives 4 3. Delivery principles 5 4. Identification of Programme Activities 6 5. Corporate services 14 2
More informationCorporate Governance Service Business Plan 2011-2016. Modernising Services
Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How
More informationDelivering the Forward View: NHS planning guidance 2016/17 2020/21
APPENDIX 1 Delivering the Forward View: NHS planning guidance 2016/17 2020/21 Southwark Health & Wellbeing Board January 2016 Delivering the Forward View guidance recognises that local NHS systems will
More informationWorld Class Education and Training, for World Class Healthcare
World Class Education and Training, for World Class Healthcare Introducing Health Education England 2 Contents Foreword... Page 4 Overview... Page 5 Vision and Purpose... Page 6 Shared Principles... Page
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationAn Implementation Guide and Toolkit for Making Every Contact Count: Using every opportunity to achieve health and wellbeing
An Implementation Guide and Toolkit for Making Every Contact Count: Using every opportunity to achieve health and wellbeing Maintain or improve mental and physical wellbeing Maintain or improve mental
More informationLeicestershire Partnership Trust. Leadership Development Framework
Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government
More informationDeveloping the workforce to support children and adults with learning disabilities described as challenging
Developing the workforce to support children and adults with learning disabilities described as challenging Professor Lisa Bayliss- Pratt Director of Nursing- Health Education England Health Education
More informationUpdate on NHSCB Key features of (proposed) NHSCB operating model for primary care
Aim to cover Update on NHSCB Key features of (proposed) NHSCB operating model for primary care NHSCB dental commissioning strategy all dental services Concept and context of local professional networks
More informationREPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL
Report to Personnel Committee REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES 20th January 2016 WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Agenda Item: 4 Purpose of the Report
More informationInvestors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited
Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number
More informationThe Requirements for Community Learning and Development (Scotland) Regulations 2013: Guidance for Local Authorities
The Requirements for Community Learning and Development (Scotland) Regulations 2013: Guidance for Local Authorities The Requirements for Community Learning and Development (Scotland) Regulations 2013:
More informationGREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD
7a GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD Date: 30 June 2016 Subject: Adult Social Care Report of: Lord Peter Smith, AGMA Portfolio Holder Health and Wellbeing
More informationHR Corporate Objectives and Strategy Action Plan January 2013
Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward
More informationRecruitment Pack. Music Teacher. March 2014. Page 1 of 7. Job Title: Music Teacher (Full Time) Closing Date: 28 th April 2014
Recruitment Pack Music Teacher March 2014 Page 1 of 7 Pack Contents 1. Letter from the Principal 2. About East London Arts & Music The Industry Academy 3. Role purpose and description 4. Role responsibilities
More informationBetter Skills Better Jobs Better Health. National occupational standards for the practice of public health guide
Better Skills Better Jobs Better Health National occupational standards for the practice of public health guide March 2004 Acknowledgements These national occupational standards describe good practice
More informationResearch Fellow in Public Health London Teaching Public Health Network
London School of Hygiene and Tropical Medicine Department of Public Health & Policy Research Fellow in Public Health London Teaching Public Health Network We are seeking a part-time public health specialist.
More informationHow good is our school?
How good is our school? 4th EDITION LOOKING INWARDS: knowing ourselves inside out through effective self-evaluation LOOKING FORWARDS: exploring what the future might hold for today s learners and planning
More informationDirectors of Public Health in Local Government. Roles, Responsibilities and Context
Directors of Public Health in Local Government Roles, Responsibilities and Context October 2013 You may re-use the text of this document (not including logos) free of charge in any format or medium, under
More informationHEAD OF TALENT AND RESOURCING JOB DESCRIPTION
HEAD OF TALENT AND RESOURCING JOB DESCRIPTION Reporting to Location Staff reporting to this post Salary: - Head of SPOD in Organisational Effectiveness team under Deputy CEO - Oxford - 1 HR Executive and
More informationTalent Management Framework
Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular
More informationHR Enabling Strategy 2012-2017
This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x
More informationEvaluation of the first year of the Inner North West London Integrated Care Pilot. Summary May 2013. In partnership with
Evaluation of the first year of the Inner North West London Integrated Care Pilot Summary May 2013 In partnership with 2 The North West London Integrated Care Pilot is a large-scale programme incorporating
More informationHUMAN RESOURCE STRATEGY 2015-2019
HUMAN RESOURCE STRATEGY 2015-2019 February 2015 CONTENTS 1. Background and Introduction 2. Business Context 2.1 The Internal Context 2.2 The External Environment 3. Development of the 2015-2019 HR Strategy
More informationCareers and the world of work: roles and responsibilities
Careers and the world of work: roles and responsibilities Careers and the world of work: roles and responsibilities Audience Headteachers, principals, governing bodies, management committees, careers and
More informationCHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE
www.gov.gg/jobs JOB POSTING CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE JOB TITLE Chief Nurse / Director of Clinical Governance SALARY Attractive Remuneration Package available with post TYPE Full Time
More informationthe role of the head of internal audit in public service organisations 2010
the role of the head of internal audit in public service organisations 2010 CIPFA Statement on the role of the Head of Internal Audit in public service organisations The Head of Internal Audit in a public
More informationNHS WIRRAL / METROPOLITAN BOROUGH OF WIRRAL JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION. Joint Director of Public Health (Full Time/Job Share)
NHS WIRRAL / METROPOLITAN BOROUGH OF WIRRAL JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION Employing organisation: Title: Accountable to: Managerially responsible for: NHS Wirral Joint Director of Public
More informationRight: People Roles Recognition - Culture
Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge
More informationSUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation)
REPORT FOR DECISION DECISION OF: CABINET DATE: 13 APRIL 2016 SUBJECT: Talent Management Strategy 2016 2020 REPORT FROM: Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) CONTACT
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationMaking a positive difference for energy consumers. Competency Framework Band C
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
More informationDiversity is not about them and us. It s about. all of us.
Tate for all Diversity is not about them and us. It s about If you require this booklet in an alternative format please email cheryl.richardson@tate.org.uk or call 0207 8878026. all of us. Tate for all
More informationCommunication and Engagement Strategy 2014 2017. Final Version 30 th June 2014
Communication and Engagement Strategy 2014 2017 Final Version 30 th June 2014 Contents Introduction 4 Strategic Objectives and Role of Communications 6 Communications now and by 2017 7 Communications and
More informationThe University of Reading. e-learning Strategy 2005-2010
The University of Reading e-learning Strategy 2005-2010 This strategy has been approved by the University Board for Teaching and Learning and noted by the Information Strategy Committee in June 2005. The
More informationUniversity Strategy. 2015/16 to 2020/21
University Strategy 2015/16 to 2020/21 OUR VISION We will deliver transformational education, research and innovation by... Recognising and sustaining our strengths in undergraduate education and growing
More informationDeveloping a Public Health Skills Passport
Developing a Public Health Skills Passport Claire Cotter and Lauren King October 2014 Outline Why are we developing a Public Health Skills Passport? What is a Skills Passport? What is the aim of the Public
More informationand Entry to Premises by Local
: the new health protection duty of local authorities under the Local Authorities (Public Health Functions and Entry to Premises by Local Healthwatch Representatives) Regulations 2013 1 Purpose of this
More informationDelivering Local Health Care
Delivering Local Health Care Accelerating the pace of change Delivering Local Integrated Care Accelerating the Pace of Change WG 17711 Digital ISBN 978 1 0496 0 Crown copyright 2013 2 Contents Joint foreword
More informationAdvanced Practice (Public Health)
Advanced Practice (Public Health) Author: Claire Barley (Head of Professional and Organisational Development) and Kelly McFadyen (Professional and Organisational Development Manager) Date: 2 December 2014
More informationSHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014
SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST C EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 Subject: Supporting Director: Author: Status 1 NHS England Five Year Forward View A Summary
More informationThe Sharing Intelligence for Health & Care Group Inaugural report
The Sharing Intelligence for Health & Care Group Inaugural report May 2016 National Services Scotland National Services Scotland Healthcare Improvement Scotland 2016 First published May 2016 Produced in
More informationIntroducing the CIEH Workforce for our Future Developing the strategy
Introducing the CIEH Workforce for our Future Developing the strategy December 2015 Table of Contents 1.1 Aim of the document 3 1.2 Why a strategic workforce strategy and plan? 3 1.3 Developing an effective
More informationSTATEMENT OF STRATEGY 2015-2017 AN ROINN OIDEACHAIS AGUS SCILEANNA DEPARTMENT OF EDUCATION AND SKILLS DEPARTMENT OF EDUCATION AND SKILLS 2015-2017
STATEMENT OF STRATEGY 2015-2017 AN ROINN OIDEACHAIS AGUS SCILEANNA DEPARTMENT OF EDUCATION AND SKILLS Foreword by the Minister I welcome the publication of the Statement of Strategy which sets out the
More informationBlackburn College Teaching, Learning and Assessment Strategy. 25 August 2015
Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further Education
More informationNHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY POLICY
NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY POLICY AUTHOR/ APPROVAL DETAILS Document Author Written By: Human Resources Authorised Signature Authorised By: Helen Shields Date: 20
More informationWales Procurement Policy Statement
Wales Procurement Policy Statement In December 2012 I launched the Wales Procurement Policy Statement (WPPS) setting out the principles by which I expect public sector procurement to be delivered in Wales.
More informationE LEARNING STRATEGY 1. INTRODUCTION
E LEARNING STRATEGY 1. INTRODUCTION The aim of this strategy is to describe how the Trust can develop a progressive approach towards the continued application of e learning to ensure maximum use of this
More informationCore skills. A strategy to support functional and employability skills in the adult social care workforce in England
Core skills A strategy to support functional and employability skills in the adult social care workforce in England 2014-2017 1 Preface This is a strategy for the adult social care sector to support functional
More informationNational Standards for Safer Better Healthcare
National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland
More informationSure Start children s centres statutory guidance. For local authorities, commissioners of local health services and Jobcentre Plus
Sure Start children s centres statutory guidance For local authorities, commissioners of local health services and Jobcentre Plus April 2013 Contents Summary 3 Sure Start children s centres statutory guidance
More informationRisk Management Policy and Process Guide
Risk Management Policy and Process Guide Status: pending Next review date: December 2015 Page 1 Information Reader Box Directorate Medical Nursing Patients & Information Commissioning Operations (including
More informationOccupational Therapy Strategy. Mental health and wellbeing
Occupational Therapy Strategy Mental health and wellbeing 2015 2020 2015 2020 Background Occupational Therapy (OT) is an integral part of the services Derbyshire Healthcare NHS Foundation Trust (DHCFT)
More informationHow To Reform Social Work
Social Work Reform Briefing from Children England March 2012 About This Briefing This briefing is provided on behalf of the Department for Education s overarching strategic partnership for voluntary, community
More informationExtract of article published in International HR Adviser magazine 2013. The role of HR in global mobility
Extract of article published in International HR Adviser magazine 2013 The role of HR in global mobility Increasingly the regional HR director for Asia Pacific for many large multinationals will be based
More information29 June 2016 PHE Gateway number: 2016-106. Dear Colleague, Re: Children s public health 0-5 years review of mandation
West Offices Station Rise York YO1 6GA T +44 (0)113 857440 www.gov.uk/phe To: Leaders of the Council, Local Authority Chief Executives, Directors of Public Health, Directors of Children s Services, Local
More informationTHE LINCOLN INSTITUTE OF HEALTH
THE LINCOLN INSTITUTE OF HEALTH Background The Chair in the Care of the Older Person will be part of the new Lincoln Institute of Health, a cross disciplinary research collaboration linking schools, colleges
More informationDublin Institute of Technology Strategic Plan 2011-2014
Dublin Institute of Technology Strategic Plan 2011-2014 1 Introduction With a history stretching back over one hundred and twenty years, Dublin Institute of Technology has been recognised as a pioneer
More informationHealth Education North Central and East London (HE NCEL) Workforce Skills and Development Strategy, 2013-2018
Health Education North Central and East London Workforce Skills and Development Strategy, 2013-2018 April 2013 Table of contents Chapter 1: Welcome from the Chair and the Managing Director 2 Chapter 2:
More informationAdvanced Nursing Practice Roles Guidance for NHS Boards
Advanced Nursing Practice Roles Guidance for NHS Boards NB: Whilst the work has been focused upon Nursing, we are keen to ensure that this initiative reflects frameworks and processes that can be applied
More informationPEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN
More informationOrganisational Development Strategy 2012-2014. Proactively aligning our culture to our purpose
Organisational Development Strategy 2012-2014 Proactively aligning our culture to our purpose Organisational Development Strategy Foreword The higher education sector is undergoing significant changes,
More informationE: Business support and access to finance
E: Business support and access to finance 41 The North East Local Enterprise Partnership area benefits from a committed workforce, a good business environment and a competitive cost base. However, the
More informationBoard of Member States ERN implementation strategies
Board of Member States ERN implementation strategies January 2016 As a result of discussions at the Board of Member States (BoMS) meeting in Lisbon on 7 October 2015, the BoMS set up a Strategy Working
More informationANNEX B MAKING IT HAPPEN
ANNEX B MAKING IT HAPPEN 1. The key to national health improvement is more people making healthier choices more of the time. Many of the proposals in this White Paper will help make the healthy choice
More informationD2N2 Procurement Charter. For Economic, Social & Environmental Impact
D2N2 Procurement Charter For Economic, Social & Environmental Impact July 2015 D2N2 Procurement Charter For Economic, Social & Environmental Impact Foreword D2N2 is the Local Enterprise Partnership for
More informationHealthcare support workers in England:
Council of Deans of Health Healthcare support workers in England: Five proposals for investing in education and development to deliver high quality, effective and compassionate care Council of Deans of
More informationThe South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019
The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page
More informationA STRATEGY FOR MANAGEMENT DEVELOPMENT
A STRATEGY FOR MANAGEMENT DEVELOPMENT 1 Management of the College 1.1 The introduction to the Strategic Plan 2001 2006 states that: At the centre of the life of the College is the academic experience for
More informationCommunications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc
Communications strategy refresh January 2012 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Contents 1. Introduction p 3 a. SNH: corporate aims and objectives b. SNH and communications
More informationRelationship Manager (Banking) Assessment Plan
Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It
More informationinclusive Talent Management Comprehensive Implementation Handbook and Toolkit
inclusive Talent Management Comprehensive Implementation Handbook and Toolkit Helping You to Maximise the Potential of Your People and Your Organisation 2 nd Edition May 2014 Supporting you in partnership
More informationJOB DESCRIPTION. Head of Learning and Standards. Salary grade: Management Scale 2 + 1
JOB DESCRIPTION Job Title: Responsible to: Head of Learning and Standards Director of Faculty Salary grade: Management Scale 2 + 1 Hours per week: 21.6 hours per week Main Purpose of the Role 1. To manage
More informationCareer & Development Framework for District Nursing
& Development for District Nursing & Development for District Nursing Contents Introduction 5 6 7 8 Practitioner Senior Advanced Practitioner Consultant Practitioner Appendices Appendix 1 Appendix 2 Appendix
More informationStrategic Plan 2011 2012 to 2014 2015. Working Together for Australian Sport
Strategic Plan 2011 2012 to 2014 2015 Working Together for Australian Sport Strategic Plan 2011 2012 to 2014 2015 Working Together for Australian Sport Australian Sports Commission 2011 Ownership of intellectual
More informationNottingham Trent University Learning and Development Strategy
Nottingham Trent University Learning and Development Strategy 1. Introduction Nottingham Trent University s Learning and Development Strategy provides a framework for the professional development of its
More informationA REVIEW OF THE CONTRIBUTION OF NURSES, MIDWIVES AND HEALTH VISITORS TO IMPROVING THE PUBLIC S HEALTH
Nursing For Health A REVIEW OF THE CONTRIBUTION OF NURSES, MIDWIVES AND HEALTH VISITORS TO IMPROVING THE PUBLIC S HEALTH Working together for a healthy, caring Scotland Nursing for Health A REVIEW OF THE
More informationLEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY
Policy Number: STRAT/0016/v2 Issue/Version No.: 2 LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY Current Status: Ratified Compliance All members of Tees, Esk and Wear Valleys NHS Foundation Trust staff
More informationSuccession Planning Policy and Procedure
Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date 07022013 Version Number V1.0 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection Policy
More informationRehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014
Rehabilitation Network Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction Our Strategy 4 Overview of the Cheshire and Merseyside Rehabilitation Network 6 Analysis of our
More informationProvider considerations for delivering an outcome based contract. Croydon CCG and London Borough of Croydon
Provider considerations for delivering an outcome based contract Croydon CCG and London Borough of Croydon Contents Introduction and Background Introduction 4 Commissioning for Outcomes: Aims and Benefits
More informationPublic Health Wales NHS Trust Job Description Professional Lead Consultant for Health Protection
Public Health Wales NHS Trust Job Description Professional Lead Consultant for Health Protection Accountable to Director of Health Protection (managerially) and the Executive Director of Public Health
More informationWOKINGHAM BOROUGH COUNCIL JOB DESCRIPTION
WOKINGHAM BOROUGH COUNCIL JOB DESCRIPTION Job Title: Learning & Development Job Ref: 4269, 5100 Consultant Service: Business Services Section: HR Reports Learning & Development Location: Shute End To:
More informationJOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION
JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION Employing organisation: London Borough Waltham Forest Grade/Salary: 88-98,000 (permanent). Interim Daily Rate 910. Responsible to: Deputy Chief Executive
More informationBOARD PAPER - NHS ENGLAND
Paper PB 150326/09 BOARD PAPER - NHS ENGLAND Title: Digital Health Services by 2020: Delivering Interoperability at Point of Care to Support Safe, Effective, Efficient and High Quality Care From: Tim Kelsey,
More informationAssessment for Curriculum for Excellence. Strategic Vision Key Principles
Assessment for Curriculum for Excellence Strategic Vision Key Principles Assessment for Curriculum for Excellence Strategic Vision and Key Principles Cabinet Secretary s Foreword Curriculum for Excellence
More informationRecruitment and retention strategy Safeguarding and Social Care Division. What is the recruitment and retention strategy? 2. How was it developed?
Contents What is the recruitment and retention strategy? 2 How was it developed? 2 Newcastle story where were we? 2 Newcastle story where are we now? 3 Grow your own scheme 4 Progression 4 NQSW support
More informationSafety Management Systems (SMS) guidance for organisations
Safety and Airspace Regulation Group Safety Management Systems (SMS) guidance for organisations CAP 795 Published by the Civil Aviation Authority, 2014 Civil Aviation Authority, CAA House, 45-59 Kingsway,
More informationHealthy Lives, Healthy People: A public health workforce strategy
Healthy Lives, Healthy People: A public health workforce strategy April 2013 Contents Foreword 5 1. Introduction 4 Who is the strategy for? 4 What are we trying to achieve? 5 Monitoring and next steps
More informationAsset Management Strategy (2013-2017) Doing things Differently A New Approach for a sustainable future
Asset Management Strategy (2013-2017) A New Approach for a sustainable future Contents Introduction... 2 The Asset Management Vision, Policy Statement & Strategic Themes... 5 Part B The Asset Management
More informationReport on: Strategic and operational planning 2016/17 to 2020/21
To: The Board For meeting on: 25 February 2016 Agenda item: 7 Report by: Bob Alexander Report on: Strategic and operational planning 2016/17 to 2020/21 Purpose 1. The purpose of this paper is to invite
More informationHow To Be Accountable To The Health Department
CQC Corporate Governance Framework Introduction This document describes the components of CQC s Corporate Governance Framework: what it is intended to achieve, what the components of the Framework are
More informationLiteracy Action Plan. An Action Plan to Improve Literacy in Scotland
Literacy Action Plan An Action Plan to Improve Literacy in Scotland Literacy Action Plan An Action Plan to Improve Literacy in Scotland The Scottish Government, Edinburgh, 2010 Crown copyright 2010 ISBN:
More informationWhat our strategy means for the health and adult social care services we regulate
Shaping the future CQC s strategy for 2016 to 2021 What our strategy means for the health and adult social care services we regulate Enter OF FOR Foreword We have set out in our accompanying strategy our
More informationCity and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
More information