HEE and Workforce Planning
|
|
|
- Morgan Francis
- 6 years ago
- Views:
Transcription
1 4 th July 2014 HEE and Workforce Planning Association of Anaesthetists of Great Britain & Ireland Council Meeting
2 Our purpose Health is all about people. Beyond the glittering surface of modern technology, the core space of every health care system is occupied by the unique encounter between one set of people who need services and another who have been entrusted to deliver them. Health professionals for a new century[lancet 2010] HEE exists for one reason: to improve the quality of care delivered to patients. We have to ensure that our workforce has the right skills, values and behaviours, in the right numbers, at the right time and in the right place.
3 Our core functions Workforce Planning Attracting and recruiting the right people to the posts we have identified Commissioning excellent education and training Lifelong investment in people We don t work alone we have many key partners including other ALBs, HEIs, Regulators, Professional Bodies and the DH. We only cover England, and health not social care
4
5 Why a 15 year strategic framework? Circa 13 years to train a consultant / 3 yearsfor a nurse We invest 4.8bn in education and training, making expensive assumptions about future health care models If we are wrong, under-supplycould result in unmet need; over-supplymeans an unemployed workforce and wasted resources If we make wrong decisions we risk locking the service into outdated models of care We need a strategic framework to guide our investments in the future
6 Our Strategic Framework So our best chance of success is to base our long-term workforce strategic framework on the anticipated needs of future patients. Global drivers of change Future patients Future workforce
7 15 YEAR STRATEGIC FRAMEWORK MANDATE 2014/15 Business Plan 14/15 Workforce Planning Guidance WORKFORCE PLAN FOR ENGLAND 15/16
8 Components of the wider workforce planning and development system HEE / LETBs Education Regulators Service Providers (as clinical education providers) Education Providers Workforce Demand Planning HEE / LETB Workforce Supply Forecasting Service Provider Workforce Supply Forecasting Education Commissioning Other Supply Activity Planning Education Delivery Other Supply Activity Delivery Service Providers Service Commissioners and Regulators
9 Workforce Planning Integrated Planning Challenges Integrated Pathway Planning Integrated Organisational Planning Community / Rehab Provider Tertiary / Specialist Provider Secondary Care Providers Finance Activity Primary Care providers Workforce Workforce Demand Planning Workforce Supply Planning Integrated Workforce Demand and Supply Planning
10 Features of the historic system Separation of Medical and Non-medical planning Separation of planning for future workforce supply from planning for service / workforce transformation. No ability to compare priorities and risks across professions Medical planning had limited local or employer engagement (and therefore challenges to implementation) Medical planning strongly influenced by supply side issues (due to reliance on training grade doctors for service delivery) Non-medical planning local with limited national sense check or shared intelligence. Significant opacity and duplication - not clear who is accountable Mainly focussed on future workforce numbers Lack of confidence in forecasting and analysis Lack of provider engagement and senior leadership input
11 Workforce Trends % 50% 40% 30% 20% Consultants NHS Pharmacists Scientists AHPs GPs Registered midwife Infrastructure Support to clinical Registered nurses 10% 0% Phases of service and workforce growth; Wanless Hewitt / NHS Financial Deficit Wanless II QIPP 2010 onwards Francis 2012 onwards?
12 Workforce Planning Guide 2013 Workforce Planning Guidance Launched June 2013 Aims to secure future workforce to maintain safe staffing levels whilst supporting transformation of services. First comprehensive workforce planning guidance for the NHS Clarity of roles, responsibilities, milestones, and timelines Transparent, evidence based, and risk assessed decisions Creates the opportunity to consider priorities; between professional groups between current and future workforce between numbers and skills/values /behaviours How we undertake planning open conversations between providers, commissioner and other stakeholders
13 HEE Workforce Planning Process 2013 Local Planning LETB 5 Years Skills Strategies Provider Forecasts LETB Aggregate provider Forecasts LETB Investment Plans Local Challenge, triangulation and moderation Commissioners HEIs, and Other Partners Call for Evidence England Wide Forecasts Workforce Investment Plan for England National Challenge, triangulation and moderation ALBs, HEEAGs, PAF, and Other Partners National Planning Strategic Intent Document and Mandate
14 Workforce Plan for England 2014/15 Sets out in one place our proposed investments for 2014/15 and decision making process Provides an aggregate picture for England for each of the 129 programmes we invest our 5b Sets out our ambition and identify the key challenges and issues the system needs to address if we are to meet them Paves the way for our strategy
15 Workforce Plan for England 2014/15 Workforce Plan for England adopted by HEE board and published 17 th December 2013 Why workforce planning matters Inheritance learning from the past 2013 process & governance Ambition for the future Workforce diagnosis and subsequent commissioning plans 2014/15 Innovation and service transformation Emerging Trends and Challenges Working with the wider system
16
17
18
19 HEE Workforce Planning Process 2013 Local Planning LETB 5 Years Skills Strategies Provider Forecasts LETB Aggregate provider Forecasts LETB Investment Plans Local Challenge, triangulation and moderation Commissioners HEIs, and Other Partners Call for Evidence England Wide Forecasts Workforce Investment Plan for England National Challenge, triangulation and moderation ALBs, HEEAGs, PAF, and Other Partners National Planning Strategic Intent Document and Mandate
20 Workforce Planning Forecast template Internal only Not to be shared elsewhere
21 Current lens on NHS child health workforce Current Future Paeds Paed surgery Paed ardiology Child & adolescent psych Paed dentistry Obys& gynae Medical Children's nurse CD nurse Non-Medical Pharmacy Health visitors Social care School nurses Local Child authority psycho therapy Social Schools workers Children's SLT 3rd sector Orthoptists Paed physio Individual Family Population Unmet and/or unjoined need I N N O V A T I O N
Future thinking on health workforce planning
Future thinking on health workforce planning Cris Scotter, Head of Strategic Supply Department of Health, UK 4/5 December 2014 EU JA conference, Rome, Italy 1 Healthcare in the UK England, Scotland, Wales
HEE Strategic Development Framework Call for Evidence Template
1 HEE Strategic Development Framework 2013 - Call for Evidence Template To submit your evidence please complete this form. Please make your submissions relevant to the categories provided in the boxes.
Mental Health Workforce Transformation The Blue Triangle meets the Transformation Star
Mental Health Workforce Transformation The Blue Triangle meets the Transformation Star Professor Jane Mamelok HEE Postgraduate Dean North West Aims & Objectives Overview of HEE, its purpose and workforce
Islington Clinical Commissioning Governing Body DATE: 11 th November 2015 TITLE:
Appendix: 4.3 MEETING: Islington Clinical Commissioning Governing Body DATE: 11 th November 2015 TITLE: Health and Employment Programme LEAD COMMITTEE Martin Machray, Director of Quality and Integrated
BUILDING A MODERN WORKFORCE
BUILDING A MODERN WORKFORCE Andrew Foster Director of Human Resources Department of Health Dublin Masterclass 14 Feb 03 1 INTRODUCTION The history of the NHS in three minutes The HR in the NHS Plan - The
Organisational Development Strategy
Regulators Patients Francis External Environment Mission and Strategy Structure Values and Behaviours Systems (Policies and Procedures) ERFORMANCE P ORGANISATIONAL Engagement Management Practices Culture
STP Update West Midlands 05/05/2016
STP Update West Midlands 05/05/2016 What are STPs? The NHS Shared Planning Guidance asked every local health and care system in England to come together to create their own ambitious local plan for accelerating
2 Year Operating Plan Summary
2 Year Operating Plan 2017 2019 Summary December 2016 Introduction This document presents a summary of the Kingston Hospital NHS Foundation Trust s 2 year Operating Plan for 2017/19 which was submitted
NIHR Fellowship Funding Opportunities
06/11/2013 Funding Opportunities Trainees Coordinating Centre Dr James Fenton National Institute of Health Established 2006 as a vehicle for implementing Government s strategy for applied health research.
NHS Hull Clinical Commissioning Group. Commissioning Prioritisation Framework V3.0
NHS Hull Clinical Commissioning Group Commissioning Prioritisation Framework V3.0 Published:TBC Review Date: TBC Version Control Version Number Date Author Amendments 1.0 Jan - 2014 Danny Storr Update
Technical guidance for NHS planning 2017/18 and 2018/19. Annex F: NHS Improvement guidance for operational and activity plans September 2016
Technical guidance for NHS planning 2017/18 and 2018/19 Annex F: NHS Improvement guidance for operational and activity plans September 2016 About NHS Improvement NHS Improvement is responsible for overseeing
NIHR Local Clinical Research Networks
NIHR Local Clinical Research Networks Annual Plans 2014-15 Guidance WORKING DRAFT Version 0.4 WORKING DRAFT v0.4 Document Control This document is updated and issued annually by the national CRN Coordinating
JOB DESCRIPTION. You will need to be able to travel to London and other parts of the UK, with occasional nights away from home.
JOB DESCRIPTION Job title: Location: Reports to: Job level: Head of Primary Care Contracting Leeds Assistant Director - Primary Care Contracting Grade B Date prepared: May 2017 PURPOSE The Primary Care
JOB DESCRIPTION. The appointment is full time and will be for an initial 2 year period which could be extended.
JOB DESCRIPTION POST TITLE: REPORTING TO: GRADE: LOCATION: HOURS: Programme Lead Patient Safety Director of Programmes, Change & Performance Management tbc 10 Greycoat Place, London SW1 1SB 37.5 hours
Leadership Development Strategy Excellence Every Time
Leadership Development Strategy 2016-2019 Excellence Every Time At the heart of everything SHIRLEY SILVESTER Learning & Organisational Development Manager January 2016 Contents 1. Introduction to the Leadership
Draft Internal Audit Plan 2012/13 Audit Committee (September 2012) Airedale NHS Foundation Trust
Draft Internal Audit Plan 2012/13 (September 2012) Contents 1. Introduction 2. Risk Assessment 3. Internal Audit Plan Appendix A: 3 Year Indicative Plan 1 1. Introduction MIAA s approach to planning focuses
Guidance for the production of a Transforming Care Partnership Workforce Plan
Guidance for the production of a Transforming Care Partnership Workforce Plan Who is the guidance for? This guidance has been produced to assist Transforming Care Partnerships (TCPs) develop a workforce
HEALTH AND SOCIAL CARE
Cambridge TECHNICALS OCR LEVEL 3 CAMBRIDGE TECHNICAL CERTIFICATE/DIPLOMA IN HEALTH AND SOCIAL CARE WORKING IN THE HEALTH SECTOR R/600/8973 LEVEL 3 UNIT 14 GUIDED LEARNING HOURS: 60 UNIT CREDIT VALUE: 10
INSTITUTE OF BIOMEDICAL SCIENCE
INSTITUTE OF BIOMEDICAL SCIENCE CORPORATE STRATEGY 2015-2018 Corporate Strategy 2015-2018 Page 1 of 8 Corporate Strategy 2015 2018 Vision, Mission and Values Our vision We aim to be the world s leading
Job Description. Head of Contracting. Deputy Head of Contracting. Senior Contracts Manager. Assistant Contracts Manager
Job Description Job Title: Senior Contract Manager (Primary Care) Reference No: Organisation: NHS Vale of York Clinical Commissioning Group Department: System Resources and Performance Team: Contracting
Trust Board 25 September 2013 Pathology Hot Lab Full Business Case. Director of Strategic Development. Director of Strategic Development
Trust Board 25 September 2013 Pathology Hot Lab Full Business Case def Agenda Item: 9a PURPOSE PREVIOUSLY CONSIDERED BY Objective(s) to which issue relates * Risk Issues (Quality, safety, financial, HR,
Delegated primary care commissioning. January 2017 governing bodies (version: 0.9)
Delegated primary care commissioning January 2017 governing bodies (version: 0.9) Authors: Chloë Hardcastle, Acting Local Services Programme Manager, Strategy and Transformation Emma Raha, Collaboration
Business Plan
2017-18 Business Plan 08/17 Contents Contents Introduction 4 1.1 Who we are and what we do 4 1.2 Our partners and stakeholders 6 1.3 The context for our business plan 7 Our strategy and priorities 8 2.1
Evidence review - integrated health and social care
Evidence review - integrated health and social care Executive summary Written by the Institute of Public Care, Oxford Brookes University Published by Skills for Care October 2013 Executive Summary Introduction
The Integrated Support and Assurance Process (ISAP): detailed guidance on assuring novel and complex contracts
The Integrated Support and Assurance Process (ISAP): detailed guidance on assuring novel and complex contracts Part C: Guidance for NHS trusts and NHS foundation trusts Published by NHS England and NHS
Solution Architect, Electronic Medical Record (EMR) Program Monash Health
Solution Architect, Electronic Medical Record (EMR) Program Monash Health A unique opportunity to drive workflow and solution design in Victoria s largest public health care organisation Play a key role
Template Alliance Agreement for accountable models overview
New care models Template Alliance Agreement for accountable models overview Our values: clinical engagement, patient involvement, local ownership, national support August 2017 www.england.nhs.uk/newbusinessmodels
Health and Social Care Act 2012 Implementation timeline
Health and Social Care Act 2012 Implementation timeline The table below gives a timeline of the key dates relating to the implementation of the Health and Social Care Act. At this stage some timings are
JOB DESCRIPTION. Head of Quality and Compliance. Director of Quality and Safety ORGANISATIONAL CONTEXT
JOB DESCRIPTION JOB TITLE: DEPARTMENT: GRADE: REPORTS TO: Head of Quality and Compliance Quality and Safety 8b Director of Quality and Safety ORGANISATIONAL CONTEXT The Medical Director and Director of
ICHA Committee questions re Placement Finder Platforms (PTP)
ICHA Committee questions re Placement Finder Platforms (PTP) Answers completed by Link Maker 24.3.17 1. Can you confirm that the use of the PTP will be free of any costs to RCC providers in perpetuity?
Equal Pay Statement and Gender Pay Gap Information
Equal Pay Statement and Pay Gap Information April 2017 1 Accessibility If you would like this document in alternative formats such as Braille, large print, audio or in a language of your choice, please
Health visitor employment: from training to practice a guide for employers
June 2012 Briefing 86 Evidence shows that the start of life is significant for the development of children. Health visitors play an essential role in supporting children and their families through this
Independent Patient Safety Investigation Service Expert Advisory Group Call for Evidence
Independent Patient Safety Investigation Service Expert Advisory Group Call for Evidence Overview In July 2015 the Rt. Hon Jeremy Hunt MP, Secretary of State for Health, announced the Government s intention
NHS Wales Work Experience
NHS Wales Work Experience Question 3: Do work experience placements require special insurance arrangements? Work experience students will be covered: In the NHS: by the Welsh Risk Pool Elsewhere: by the
Information Governance Management Framework Version 6 December 2017
Information Governance Management Framework Version 6 December 2017 Page 1 of 8 Introduction Robust information governance requires clear and effective management and accountability structures, governance
Economic Impact Statement Premier Inn, Custom House, Cardiff. May 2017
Economic Impact Statement Premier Inn, Custom House, Cardiff May 2017 Contents 1. Introduction 3 2. Construction Phase Impacts 5 3. Operational Phase Impacts 8 4. Conclusion 12 Appendix 1: Infographic
Director of Partnership Commissioning. Vulnerable Adults and Children s Commissioning Unit
Item 8.2 Job Description Job Title: Band: Directorate: Base: Director of Partnership Commissioning VSM (Circa 100k pa) Vulnerable Adults and Children s Commissioning Unit Northallerton and Scarborough
Contents 1. Context 2. Drivers For Change 3. Defining The Future Workforce 4. Current Workforce 5. Workforce Action Plan
WORKFORCE PLAN 2013-2017 16 Contents 1. Context 2. Drivers For Change 3. Defining The Future Workforce 4. Current Workforce 5. Workforce Action Plan 6. Plan Implementation, Monitoring and Review Page 2
CVAA STRATEGIC WORKFORCE PLANNING (SWP) PROGRAMME
CVAA STRATEGIC WORKFORCE PLANNING (SWP) PROGRAMME WELCOME TO THE STRATEGIC WORKFORCE PLANNING DEVELOPMENT SESSIONS 2 OBJECTIVES AND OVERVIEW OF SWP PROGRAMME Strategic Workforce allows an organisation
ORGANISATIONAL DEVELOPMENT PLAN
ORGANISATIONAL DEVELOPMENT PLAN 2014-2015 1 Introduction The Northumbria Healthcare NHS FT Organisational Development plan 2014 2015 sets out to ensure we develop our staff to achieve the Trust Vision
The Annual Audit Letter for Avon and Wiltshire Mental Health Partnership NHS Trust
The Annual Audit Letter for Avon and Wiltshire Mental Health Partnership NHS Trust Year ending 31 March 2016 29 June 2016 Barrie Morris Engagement Lead T 0117 305 7708 E Barrie.Morris@uk.gt.com Kevin Henderson
Pre-registration Pharmacist National Recruitment Scheme via Oriel Employer Guidance Handbook 2018
Pre-registration Pharmacist National Recruitment Scheme via Oriel Employer Guidance Handbook 2018 Contents 1. Introduction... 3 1.1 Benefits of recruiting nationally... 3 Diagram 1 Pre-registration Pharmacist
NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE. Health and Social Care Directorate. Indicator Process Guide. Published December 2017
NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Health and Social Care Directorate Indicator Process Guide Published December 2017 Please note that this is an interim factual update to the NICE Indicator
Human Resources Strategy
Human Resources Strategy 2012-17 Applies to: All Employees for Approval Date of Approval Review Date: Name of Lead Manager Director of Human Resources and Corporate Affairs Version 5 Date: October 2012
Equality Delivery System for the NHS EDS2 Summary Report
Equality Delivery System for the NHS EDS2 Summary Report Implementation of the Equality Delivery System EDS2 is a requirement on both NHS commissioners and NHS providers. Organisations are encouraged to
INDUCTION POLICY AND PROCEDURE
Summary INDUCTION POLICY AND PROCEDURE New members of staff require an induction period to enable them to settle in to their new place of work. This policy sets out the framework and responsibilities for
HUMAN RESOURCES POLICY Draft 3
1.0 INTRODUCTION HUMAN RESOURCES POLICY Draft 3 The aim of NHS Rotherham Clinical Commissioning Group s (RCCG) Human Resources Strategy is to ensure best practice in the management and development of all
COMMUNICATIONS STRATEGY
COMMUNICATIONS STRATEGY 2016-2019 Introduction and purpose This strategy details how communications will support the delivery of shaping the future of urgent & emergency care (EEAST strategy 2016-21).
COUNTY DURHAM & DARLINGTON NHS FOUNDATION TRUST
COUNTY DURHAM & DARLINGTON NHS FOUNDATION TRUST Introduction County Durham and Darlington NHS Foundation Trust is one of the largest integrated care providers in England, serving a population of around
Writing a business case
Writing a business case A how to guide for Heads/Directors/Leaders/Mangers of Midwifery Birthrate Plus Associates 1.0 Introduction Congratulations on the completion of your Birthrate Plus assessment. If
Business and Service Planning in Cardiac Physiology. Jane Curry MBA Principal Cardiac Physiologist
Business and Service Planning in Cardiac Physiology Jane Curry MBA Principal Cardiac Physiologist Business Management in Cardiac Physiology Complex systems within differing organisations Highly bureaucratic
Highways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
Consultation: Reporting and rating NHS trusts use of resources
Consultation: Reporting and rating NHS trusts use of resources Published: 8 November 2017 Deadline to return responses: 10 January 2018 Contents 1. Introduction... 2 1.1 How CQC and NHS Improvement work
JOB DESCRIPTION. Temporary Project Administration Officer Corporate Services Redesign 3 to 6 months. Hot Desking from Tatchbury Mount, Calmore
JOB DESCRIPTION Job Title: Temporary Project Administration Officer Corporate Services Redesign 3 to 6 months Grade: 1.0 WTE Band 3 Work Base: Accountable to: Responsible to: Hot Desking from Tatchbury
SLOUGH BOROUGH COUNCIL JOB DESCRIPTION. Strategic Commissioning Manager - Adults. Head of Service Care Group Commissioning
SLOUGH BOROUGH COUNCIL JOB DESCRIPTION JOB TITLE: RESPONSIBLE TO: Strategic Commissioning Manager - Adults Head of Service Care Group Commissioning RESPONSIBLE FOR: As a member of Care Group Commissioning
Financial Accountant Job Description
Financial Accountant Job Description Medway Clinical Commissioning Group Name: Job Title: Function: Reports to: Accountable to: Band: Base: Financial Accountant Finance Deputy Chief Finance Officer Deputy
Hours of Work: 37.5 hours per week (part time hours negotiable)
JOB DESCRIPTION Post Title: Head of Performance Assurance Location: NHS Oldham CCG Headquarters (Ellen House) Salary/Grade: Band 8c Hours of Work: 37.5 hours per week (part time hours negotiable) Type
Jayne Lawrence, Chief Scientist
Jayne Lawrence, Chief Scientist A Little Bit of History. 1841 unite the profession into one body protect its members' interests advance scientific knowledge 2010 professional leadership body for pharmacists
The research brief sets out the key research aims, which are to gather views on:
Education and Training Committee, 12 June 2017 Education research Executive summary and recommendations Introduction The Education Department regularly seeks the views of education providers about how
Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities
Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities Accountable to: All employed staff working within the 3 CCGs Within the 3 CCGs the Chief Officer
Cancer Vanguard. Biosimilars Trust Policy Template
Cancer Vanguard Biosimilars Trust Policy Template Aim of this document: The document provides generic guidance and outline for the development of local trust policies in relation to the adoption of biosimilars
JOB DESCRIPTION - CHIEF OPERATING OFFICER
JOB DESCRIPTION - CHIEF OPERATING OFFICER JOB TITLE: RESPONSIBLE TO: KEY RELATIONSHIPS: Chief Operating Officer Chief Executive Chief Executive and Chair Board members Executive Team Senior clinicians,
JOB DESCRIPTION. Director of Primary and Out of Hospital Care
JOB DESCRIPTION JOB TITLE: BAND: ACCOUNTABLE TO: RESPONSIBLE TO: BASE: Head of Transformation 8c Director of Primary and Out of Hospital Care Director of Primary and Out of Hospital Care Bernard Weatherill
Examples of Indicators and Evidence
Examples of Indicators and Evidence Quality Area 1 Service User Experience Quality Area 1 explores how your organisation puts the user at the heart of planning services through gathering feedback from
RISK MANAGEMENT POLICY
RISK MANAGEMENT POLICY Clinical Governance & Risk Management Department Warning Document uncontrolled when printed Policy Reference: RM 2.0 Date of Issue: TBC Prepared by: Risk Management Short Life Date
2017 Four Year Plan Guide
2017 Four Year Plan Guide June 2016 ISBN: 978-0-478-43458-3 Crown copyright ISBN 978-0-478-43458-3 (Online) This copyright work is licensed under the Creative Commons Attribution 4.0 International licence.
Non-Executive Director
Non-Executive Director Appointment Brief Steelhouse Lane Birmingham B4 6NH Introduction Dear Candidate Thank you for your interest in the role of Non-Executive Director of Birmingham Women s and Children
TRANSFORMING CARE TOGETHER
TRANSFORMING CARE TOGETHER Summary Full Business Case For the acquisition of Black Country Partnership NHS Foundation Trust and Dudley and Walsall Mental Health Partnership Trust by Birmingham Community
Location: Home based with routine attendance at Head Office, Bury. To attend meetings and functions across the UK and Ireland as necessary.
JOB DESCRIPTION Post Title: SENIOR CLINICAL ADVISOR Location: Home based with routine attendance at Head Office, Bury. To attend meetings and functions across the UK and Ireland as necessary. Post Grade:
HEALTH & WELL-BEING: AN EMPLOYER S PERSPECTIVE
HEALTH & WELL-BEING: AN EMPLOYER S PERSPECTIVE Introduction Organisations provide employee benefits for a variety of different reasons. For some, it s to reward employees. For others, it s to keep up with
Clinically Led Collaborative Procurement in the NHS - Making Programmes Work. James Gooding - Programme Director NHS Shared Business Services
Clinically Led Collaborative Procurement in the NHS - Making Programmes Work James Gooding - Programme Director NHS Shared Business Services A celebration of those light bulb moments that are transforming
Service improvement & sustainability business case. John Quinn, Chief Operating Officer
Item 9 Report to: Trust Board Date: 1 st September 2016 Report Title Report from Service improvement & sustainability business case. John Quinn, Chief Operating Officer Prepared by Sarah Haspel, Programme
Clinical member on the governing body secondary care doctor. Information Pack for Applicants
Clinical member on the governing body secondary care doctor Information Pack for Applicants CONTENTS Information on NHS Norwich CCG Role Description and Person Specification Eligibility for appointment
FINAL 2-Year Operational Plan 2017/18 & 2018/19
FINAL 2-Year Operational Plan 2017/18 & 2018/19 Table of contents Introduction... 1 Statement of Intent Regarding our Future... 2 Approach to Activity Planning... 2 Approach to Quality Planning... 3 Approach
JOB DESCRIPTION. Divisional Director of Operations Jameson
JOB DESCRIPTION Divisional Director of Operations Jameson Jameson division covers our adult and older adult mental health services in Brent, Harrow, Kensington and Chelsea and Westminster and our learning
Trust Board Meeting: Tuesday, 12 February 2013 TB Quarterly HR and Workforce Report. A paper for information and discussion
Trust Board Meeting: Tuesday, 12 February 2013 Title Quarterly HR and Workforce Report Status A paper for information and discussion History Previous quarterly reports Board Lead Director of Workforce
Health and Wellbeing Board 20 th July 2017
Health and Wellbeing Board 20 th July 2017 Title Better Care Fund plan for 2017/18 Report of Strategic Director for Adults, Communities and Health LB Barnet Chief Operating Officer Barnet CCG Wards All
Institute of Public Care. Outcome-focused Integrated Care: lessons from experience
Institute of Public Care Outcome-focused Integrated Care: lessons from experience January 2017 Outcome-focused Integrated Care: lessons from experience 1 Introduction The IPC Partnership Programme supports
FIP Education FIPEd Education Development Team EDT
FIP Education FIPEd Education Team EDT Draft Workforce Goals (s) Prepared by Ian Bates and Andreia Bruno v15.vii.16 This word document is open for public consultation. We are seeking comments to enhance
Employment and Health Team NHS Greater Glasgow and Clyde Framework 2017
Employment and Health Team NHS Greater Glasgow and Clyde Framework 2017 The Employment and Health Team is a specialist Health Improvement team operating across NHS Greater Glasgow and Clyde. Part of the
LEADERSHIP & MANAGEMENT APPRENTICESHIPS FROM CMI.
LEADERSHIP & MANAGEMENT APPRENTICESHIPS FROM CMI. Apprentices are for people of all ages and backgrounds, and are open to new and existing staff. We want to make sure that all employers have the management
JOB DESCRIPTION. Ambulance Operations Manager. EMS Area Manager
JOB DESCRIPTION TITLE: REPORTS TO: KEY RELATIONSHIPS Ambulance Operations Manager EMS Area Manager EMS Area Manager Senior Management Team Locality Managers Clinical Team Leaders NEPTS managers and staff
Mental health clinical costing
Mental health clinical costing standards 2016/17 shaping healthcare finance Clinical costing standards Contents Foreword 3 Introduction 4 Standard 1: Classification of direct, indirect and overhead costs
INFORMATION GOVERNANCE MANAGEMENT FRAMEWORK
NHS South West Lincolnshire Clinical Commissioning Group (CCG) INFORMATION GOVERNANCE MANAGEMENT FRAMEWORK Document History: Document Reference: Document Purpose: IG01 Date Ratified: January 2015 Ratified
NHS SHEFFIELD CLINICAL COMMISSIONING GROUP CONSTITUTION
NHS SHEFFIELD CLINICAL COMMISSIONING GROUP CONSTITUTION Version: 5.2 NHS Commissioning Board Effective Date: October 2016 1 1 CONTENTS Part Description Page Foreword 3 1 Introduction and Commencement 4
BASILDON AND THURROCK UNIVERSITY HOSPITALS NHS FOUNDATION TRUST
BASILDON AND THURROCK UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Introduction Basildon and Thurrock NHS Trust has a tradition of employing apprentices, but has taken a more dedicated approach over the last
Living Room to Board Room: a new approach for SCT. Discussion Paper
Living Room to Board Room: a new approach for SCT 1. Introduction Discussion Paper Our Trust has undergone many changes and developments over the recent past and we must now tackle further challenges to
The BBC s understanding of its audiences and users
A picture of the National Audit Office logo Report by the Comptroller and Auditor General BBC The BBC s understanding of its audiences and users HC 627 SESSION 2017 2019 6 DECEMBER 2017 4 Key facts The
Could you help lead the NHS in your area?
Could you help lead the NHS in your area? Non-executive Director Candidate information pack Reference: S1666 We value and promote diversity and are committed to equality of opportunity for all and appointments
PROCUREMENT TRANSFORMATION PROGRAMME FUTURE OPERATING MODEL FREQUENTLY ASKED QUESTIONS FOR SUPPLIERS
PROCUREMENT TRANSFORMATION PROGRAMME FUTURE OPERATING MODEL FREQUENTLY ASKED QUESTIONS FOR SUPPLIERS Please note that this is an evolving document that will be updated periodically. This document was last
WORKFORCE & ORGANISATIONAL DEVELOPMENT STRATEGY. Sharing our Values, Learning & Opportunities
WORKFORCE & ORGANISATIONAL DEVELOPMENT STRATEGY Sharing our Values, Learning & Opportunities Workforce & Organisational Development Strategy l Dundee Health and Social Care Partnership l 1 2 l Dundee Health
Report by Ray Stewart, Quality Improvement Lead (Staff Experience) and Anne Gent, Director of Human Resources
Highland NHS Board 12 August 2014 Item 4.2 STAFF EXPERIENCE imatter IMPLEMENTATION OVERVIEW Report by Ray Stewart, Quality Improvement Lead (Staff Experience) and Anne Gent, Director of Human Resources
EQUALITY AND DIVERSITY COMMITTEE. Terms of Reference
1. INTRODUCTION AND PURPOSE EQUALITY AND DIVERSITY COMMITTEE Terms of Reference 1.1. The role and purpose of the Equality and Diversity Committee is to enable the Trust Board and Executive Committee to
local authorities employing apprentices in care
local authorities employing apprentices in care An evolving workforce As the economic climate evolves, the world of employment is changing. Local authorities and public sector organisations therefore need
Telford and Wrekin Clinical Commissioning Group Organisational Development Plan 2012/13
Telford and Wrekin Clinical Commissioning Group Organisational Development Plan 2012/13 Draft OD plan V1 Jan 2012 Nicky Wilde 1 Organisational Development Plan for Telford and Wrekin Clinical Commissioning
Chief Operating Officer (COO) circa 80,0000 per annum
JOB DESCRIPTION Job Title Reporting to: Department/Team Director of People Chief Operating Officer (COO) People Location Unicef House, 30a Great Sutton Street, London, EC1V 0DU 1 Hours Salary Band/Grade
NHS AUGUST 2017 BOARD MEETING ITEM NO 11.2 WORKFORCE REPORT. The Board is asked to note the workforce report
NHS 24 02 AUGUST 2017 BOARD MEETING ITEM NO 11.2 WORKFORCE REPORT Executive Sponsor: Lead Officer/Author: Action Required Key Points Executive Lead for Human Resources Deputy Director of Human Resources