copy of copy of commissioning plan 2011-12 masterfinal

8/7/2019 Copy of Copy of Commissioning Plan 2011-12 MasterFINAL

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NHS North West Commissioning Plan 2010-2013 Refresh 2011/12 1

North West Education

Commissioning Plan

Refresh 2011/12 to 2013/14

Proposals for Consultation

December 2010




CONTENTS

Executive Summary 3

Part A

Section 1 Background and Context 5

Part B

Section 2 Nursing & Midwifery 18

Section 3 Allied Health Professions 22

Section 4 Other Professions 31

Section 5 Workforce Modernisation 41

Section 6 Education Management 44

Appendix 1 Sources of Evidence 52

Appendix 2 Stakeholder Engagement 53




Executive Summary

The 2011/12 Commissioning Plan is a refresh of the three yearCommissioning Plan published in December 2009 and which covered the

period 2010/11 to 2012/13. This refreshed plan provides an update on thecommissioning activity and assumptions in the original plan and providesindicative commissioning intentions for a further year to 2013/14. The 2010/11to 2012/13 plan can be access at:

http://www.ewin.northwest.nhs.uk/knowledge/resource/48

Education and learning plays a central role in the delivery of safe and effectivepatient care across the health economy and the SHA remains committed tosupporting this through the commissioning of high quality education andlearning. NHS North West remains committed to delivering a long term

commissioning plan that would be responsive to an ever-changing changingeconomic and policy climate but provided sufficient stability to enable partnersto make longer term planning decisions and commitments. This is aligned withthe pledges of the “North West Workforce, Education Commissioning and Education and Learning Strategy ” published in 2008.

The key messages within the refreshed plan are:

Manage the transition and changes which will come out of theconsultation on „Liberating the NHS: Developing the HealthcareWorkforce‟

Working through the impact of the challenging organisational andfinancial environment in which the healthcare sector will need tooperate and which produces significant short and medium termpressure on demand for newly qualified staff and existing staff asorganisations transform to meet those challenges

A need for targeted reduction in commissions where this is aligned tothe medium to long term local workforce plans and national demandwhile maintaining or increasing commissions in areas where this isdeemed appropriate.

Supporting the implementation of workforce modernisation, notably in

nursing and healthcare scienceThe implementation of the Continuing Professional Development/PostQualifying Education Review

The SHA will continue to work with partners from both education and servicelocally, regionally and nationally to ensure that the commissioning plan isdelivered. The North West is recognised as having strong collaborationbetween the SHA, service providers and the education sector and it isessential that this is built upon during what will be challenging times for all andis intended that this plan will help to contribute towards this.







This Commissioning Plan is subject to consultation and NHS North Westwould welcome comments on the plan. This should be sent to LouiseHaydock by email or letter by 28 January 2011 to:

Louise Haydock

NHS North West3 Piccadilly PlaceManchesterM1 3BN

[email protected]

Consultation Questions:

Questions: Part 1

1. Has the Education Commissioning Plan identified the appropriatestrategic context?

2. Are there other key factors which need to be considered?

Questions: Part B

3. Are the commissioning intentions outlined in Part B of theCommissioning Plan for each of the following sections

appropriate? If not how should they change?

Nursing & Midwifery

Allied Health Professions

Other Professions

Workforce Modernisation

Education Management

4. Have you other comments or suggestions you would like to give?

mailto:[email protected]






PART A

1. Background

The core purpose of this Education Commissioning plan is to ensure there

is an appropriate supply of clinical staff who are fit for award, practice andpurpose will meet the needs of patients and users of healthcare servicesand the workforce demand of healthcare employers. Embedded in this isthe recognition that patients and users of healthcare services shouldexpect the highest levels of safe and individualised care and that staff areable to access high quality education and training based on the bestavailable evidence.

The 2011/12 Commissioning Plan is a refresh of the three yearCommissioning Plan published in December 2009 which covered theperiod 2010/11 to 2012/13. This refreshed plan provides an update on thecommissioning activity and assumptions in the original plan and providesindicative commissioning intentions for a further year to 2013/14

It continues to be informed by the key themes and issues identified in theNorth West Workforce, Education Commissioning and EducationStrategy, previous NHS North West annual commissioning plans, thepredicted impact of „Healthier Horizons, Next Stage Review‟, the NorthWest Workforce Planning process, initial assumptions drawn from “Equityand Excellence;” and the proposals in „Liberating the NHS: Developingthe Healthcare Workforce‟ and other sources of evidence identified in

Appendix 1 continue to inform this plan.

The plan identifies the needs of the non medical workforce whilst takinginto account the common key drivers identified below. Partnershipworking will continue to be central to successfully delivering thecommissioned workforce for the North West.

The commissioning plan reflects workforce themes within the NHSOperating Framework 2011/12 and the MPET Service Level Agreementwith the Department of Health. It recognises anticipated changes in theexternal environment including the Browne Review and the

Comprehensive Spending Review. In addition it is supported by EducationGovernance and contractual frameworks.




2. Context

2.1 Existing Commissioning Activity

The NHS North West commissioned activity during 2010/11 against the

levels set out in the 2009/2010 Education Commissioning Plan. Thisfocused on anticipated demand generated from local workforce plans,regional and national intelligence including recommendations from theWorkforce Review Team alongside local assumptions on recruitmentand attrition within the NHS and wider healthcare sector. Over the periodthat NHS North West has been constituted the overall level of core pre-registration commissions has reduced by just under 9%. This is slightlyabove the current workforce demand projections but is within thedemand indicated in the workforce plans submitted during eachcommissioning year and has been influenced by actual recruitment toprogrammes, improved retention and other external factors.

The reduction in pre-registration commissions reflects the assumptionsof projected future demand, for the period 2010/11 to 2013/14 followinga period of unprecedented growth in the workforce. During this periodthe financial spend on core Continuing Professional Development hasrose by 26% reflecting the increasing demands for CPD within anevolving healthcare sector. Core CPD funding has been providedthrough contractual arrangements with all NW Universities that provideother commissioned activity and through £3m of cash allocations to NHSorganisations based on clinically qualified non-medical headcount. Overthe last 2 years additional funding has been provided to support CPD forstrategic priorities such as Paramedics and Healthcare Scientists who,historically have not been able to access funded CPD. Furthermore theNHS North West has widened access to CPD, particularly for Mentorshipmodules, for non-NHS organisations taking pre-registration students onplacement or where this supports NHS funded activity.

2.2 Performance

Details of the performance of Education Commission can be found in theAnnual Report; the key areas for review were:

Recruitment to Target

Newly Qualified Supply

First Post Destination

Diversity

Attrition

The report provides an analysis of performance data against each ofthese areas and has informed the development of this commissioningplan refresh.

NHS North West is supporting a number of projects to explore howperformance can be enhanced; these include projects looking at




recruitment from under-representative groups, support for wideningaccess, both of which are described later in this paper and in additionhas established a project to looking at retention and attrition. This willmake recommendations for realistic steps that could be taken toenhance student retention based on the analyses of student data and

intelligence relating to attrition. A tender to undertake this piece of workwas awarded to Manchester Metropolitan University which is expected toreport back to the NHS North West on its‟ findings in the summer of 2011. Furthermore during 2011-12 NHS North West will, in partnershipwith Provider, extend the scope of the “Review of NHS Health andWellbeing” to include all commissioned healthcare students.

2.3 Quality Assurance

All commissioned education is subject to performance management andquality assurance in line with the contractual arrangements with each

education provider; the Standard Contract Framework for Universitiesand the Learning and Development Agreement for Practice PlacementProviders.

The Education Commissioning for Quality (ECQ) framework has beenimplemented with North West Universities during 2010/11 replacing theapproach previously structured on the Skills for Health EQuIP standards.The ECQ framework will be integral to the review of Learning andDevelopment Agreements in 2011/12, and is currently in its pilot phase.“Liberating the NHS: Developing the Workforce” reasserts theimportance of this direction of travel.

The Quality Assurance framework is based upon self evaluation againstthe ECQ metrics and the sampling of evidence against specific metricsthrough agreed action plans which are developed and reviewed throughContract Liaison meetings and formally signed off via an Annual ReviewMeeting. This provides an opportunity to review partnershiparrangements and levels of engagement across the sector. Studentfeedback is collated in advance of the Annual Review Meeting totriangulate submitted evidence.

The quality framework is supplemented by the outcome of other externalmonitoring reviews, notably those by the professional and regulatorybodies and by internal monitoring processes. All Universities arecurrently meeting the outcomes of their QA action plans; the LDA qualitymonitoring process will be implemented in 2011/12.

2.4 Funding

Multi-Professional Education & Training Levy (MPET) funding supportseducation across medical and non-medical clinical professions includingmedical student placement support, doctors in training, non-medical

professional education and CPD. In addition MPET provides somefunding for vocational training at Bands 1 to 4 and for educational




developments. It provides funding for both education and practicelearning infrastructure and for 2010/11 the overall opening budget was just under £730m.

NHS North West has not received its‟ final MPET allocations from the

Department of Health and will need to assess pressures against its‟anticipated allocation. The Department of Health has asked StrategicHealth Authorities to identify 14% of efficiency savings from MPET overthe period 2011/12 – 2014/15. The target savings for NHS North Westwill be £102m and it has already identified areas where savings will needto be made and have enacted a programme of savings and efficiencyschemes to achieve, these include:

Management cost reductions

Reduction in seconded student salary contributions including notapplying inflation

Stopping new developments and not extending or reducing thescope of existing ones

Reducing medical training posts

Reducing pre-registration Commissions

Ceasing quality premia payments associated with higher educationcontracts

The NHS North West has worked with stakeholders to manage theimplementation of the savings plans and in particular has reachedagreement with the North West University Health Deans on efficiency

savings from higher education contracts. While these schemes will makean important contribution to the initial savings targets there remains asignificant challenge over the period of the plan to ensure all savingstargets are met. The NHS North West will continue to work withstakeholders to explore ways in which additional efficiencies and savingscan be made as appropriate.

The efficiency savings that Universities will contribute will be just under£18.8m of the net contract values. These will be achieved by thereductions in commissions described above, removal of quality premiapayments and additional reductions in contracted activity outside of core

pre-registration commissions. The savings plans currently excludes anyreductions in CPD funding.

2.5 Stakeholder Engagement

The NHS North West continues to develop its‟ engagement withprofessional and organisational networks through support, involvementand facilitation of professional networks and strategic engagement withhealth, social care and education providers. There has been greaterengagement with users of education through student focus groups andemployer involvement in the performance management and qualityassurance of education contracts and by supporting patient, user andcarer contributions to education programme development, delivery and




recruitment of students. This is now embedded in all contract qualityassurance plans. In addition to local stakeholder engagement the NHSNorth West continues to influence the national education agendathrough its‟ involvement and leadership in a wide range of national foraand organisations including the Department of Health, national

Professional Advisory Boards, Centre for Workforce Intelligence, MedicalEducation England, Skills for Health, Skills for Care and Professional &Regulatory bodies. Details of networks, groups and bodies engaged arelisted in appendix 2.

2.6 NHS Bursary Scheme

The NHS Bursary scheme provides support to pre-registration studentsacross a range of programmes, details of these can be found at:http://www.nhsbsa.nhs.uk/Students/816.aspx

NHS North West is the lead Strategic Health Authority for NHS Bursarieson behalf of all Strategic Health Authorities in England. Since taking onthis responsibility, significant work has been undertaken to implementand co-ordinate the requirements for the transition of responsibilitiesfrom the Department of Health. 2010-11 has seen an increasingoverspend with a year-end forecast of £28 million overspend nationallywith several contributory factors. To address critical gaps in the system,NHS North West has led the development of an addendum to thenational standard contract framework. This document identifies theexplicit standards required to ensure effective operations relating to NHSBursaries and thus implements a contractual agreement between HigherEducation Institutions and the NHS Bursary Unit.

NHS North West has implemented the contract addendum during 2010-11 and will be monitoring its impact from 2011-12 onwards. It isanticipated that delivering the standards will have a positive impact onreducing the levels of overspend currently being incurred.

Following extensive discussions with all major stakeholders, theDepartment of Health launched the consultation „Supporting our futureNHS workforce: a consultation on the NHS Bursary Scheme‟ in

September 2009. This consultation focused primarily on the coremaintenance bursary within the scheme. Subsequent to collation andanalysis of responses, the outcomes have been submitted to ministersand a decision on the final outcomes is awaited.

Responses to the consultation raised a number of issues and, outsidethe core focus of the consultation, nine workstreams were identified forprogression, four led by the Department of Health and five led by NHSNorth West. The programme as a whole is overseen by the WorkforceAvailability Policy and Programme Implementation Group with thefollowing supporting structure:

http://www.nhsbsa.nhs.uk/Students/816.aspx






Implementation Board – responsibility for accountability andgovernance of the programmeAdvisory Board – responsible for providing critical review ofworkstream activity and outcomesProject Reference Group – responsible for the quality assurance

of workstream products

In addition NHS North West has lead responsibilities for programmessuch as Orthoptics and Prosthetics & Orthotics, where students are oftenrequired to travel significant distances for practice placements incurringcosts which can be considerable. NHS North West recognises that thereare critical aspects to resolve for these smaller professional groups andit is firmly believed that changes as described above would have apositive impact on student retention.

2.7 Workforce Planning 2010-2015

2.7.1 Introduction

Workforce planning for the NHS Northwest is an extremely largeundertaking if you consider that in the North West region alone the NHSemploys approximately 216,448 (headcount). Over £12 Billion is spenton healthcare within the Northwest each year with approximately 60% ofrecurrent NHS provider costs relating to workforce and around £650million per annum is spent on workforce training, professionaldevelopment and workforce development

Delivering and deploying a competent and skilled workforce across our24 Primary Care Trust and 41 NHS provider trusts is essential as theNHS enters one of the most financially constrained and challengingPESTLE environments (Political, Economic, Sociological, Technological,Legal and Environmental) in its 62 year history.

2.7.2 The Northwest Approach

The Northwest philosophy to workforce planning is to take “bottom up”plans from our organisations (encouraging planning and developing the

workforce for quality rather than just numbers) and validating against amacro top down approach. Through the initial collections of operatingplans in March 2010, the workforce intelligence has been refined as webegin to comprehend the cause, effect and impact of QIPP (Quality,Innovation, Productivity and Prevention), Transforming CommunityServices, Liberating the NHS, the NHS operating plan for 2011-13 andemerging direction for public health, information and workforceprocesses.

Application of such an approach has allowed NHS North West to shareback with our NHS organisations in October 2010 refined individual

workforce forecasts. This information used combinations of theirworkforce numbers and intelligence, data extracted from the ESR data




warehouse, local assumptions and national assumptions (derived withthe Department of Health and Centre for Workforce Intelligence) forthem to validate. The process was successful with 96% participation

2.7.3 The Findings

The synthesis and aggregation of the QIPP workforce forecasts show areduction of FTE (Full Time Equivalent) posts across the NHS in theNorthwest over the period 2010-2015 with a percentage shift that is inline with other Strategic Health Authorities in NHS England, correlateswith our peer NHS London and is in line with our understanding of thechanges from:

The MARS scheme (Mutually Agreed Redundancy Scheme) and

other VSS (Voluntary Severance Schemes)

Reduction in establishment budgets by removing frozen or long

standing vacancies

Non-replacement of leavers in some services

Modernisation of services and broadening skill mix

Delivery of QIPP workforce and leadership initiatives

Transferring and then transformation of community services

Anticipated reductions in posts / people from other data collections

The changes in workforce numbers across the headline staff groups arecongruent with the planned reductions in education commissions and

efficiencies that have to be gained from the MPET (Multi ProfessionEducation and Training) budgets.

The workforce plans are a snap shot in time and will be reviewedregularly in line with education commissioning plans to ensure they:

Reconcile with national and local planning assumptions

Fully take into account the quality and safety issues with such

changes

Appreciate the cause, effect and impact on clinical and non-clinical

workforce Consider the rate and range of change as we approach the end of

the comprehensive spending review period.

Workforce forecasting and planning is an iterative process and one thatwill be tested to the maximum over the next few years of fundamentalchange within the NHS.




2.8 eWIN

eWIN - the electronic Workforce Information Network - has beendeveloped by NHS North West and NHS organisations in the North Westregion.

The portal aims to support North West NHS organisations to deliver theQuality, Innovation, Productivity and Prevention (QIPP) agenda andother challenges, in particular by improving workforce quality andproductivity. This Commission Plan together with much of the keysources of evidence used to develop it can be found on eWin at:

http://www.ewin.northwest.nhs.uk/

2.9 Organisational Transformation

The NHS North West has worked with the NHS in the North West tosupport both organisational transformation and change. This hasincluded responding to the workforce implications of initiatives such asTransforming Community Services, the development of GP Consortia,

expanding Foundation Trust status and the ongoing implementation ofservice re-configurations including those for Maternity and Children‟s services in Greater Manchester. NHS North West has reviewed andreallocated resources to meet these changes, including access to MPETresources. It has also considered the impact on future workforce supplythrough the allocation of commissioned activity based on neworganisational structures and where appropriate continues to respond toorganisational and structural changes in terms of workforce numbers.NHS North West is consulting on ways in which MPET resources, andCPD in particular, could support organisations and clinical staff to delivereffective transformational change. This will continue to be a major

challenge in 2011/12 and beyond and is discussed further in relation tospecific clinical groups in Section 2.

2.10 Comprehensive Spending Review

In October 2010 the Government has announced details of the SpendingReview 2010 for the period between 2011-12 to 2014-15. It reiteratedthe Government's commitment to protect health spending and the overallbudget will increase by 0.4% in real terms. This includes:

1.3% increase in the resource budget;17% decrease in capital spendingReduction in the administration budget of 33%







Reinvestment to support the delivery of NHS services

Social care will receive additional investment, rising to £2 billion per yearby 2014-15, through the NHS and local government.

To meet the rising costs of healthcare and increasing demand on itsservices, the NHS confirm the intention to release up to £20 billion ofannual efficiency savings over the next four years, all of which will bereinvested to meet rising levels of demand and to support improvementsin quality and outcomes. This will include, for example:

Continuously improving workforce productivity;Applying best practice throughout the NHS in the management of longterm conditions;Driving down inconsistencies in admissions and outpatientappointments;

A 33% cut in the administration budget, including a reduction in thenumber of arm‟s length bodies from 18 to a maximum of 10 by 2014.

NHS North West has been working with service commissioners andproviders to facilitate schemes to achieve the levels of efficiency savingsrequired. The impact on the workforce is discussed below.

Furthermore it is expected that there will be no growth in MPET fundingduring this CSR period and that efficiencies will be required to delivernational strategic priorities such as the growth in Health Visiting, IAPTand delivery of the MPET tariff from April 2011. NHS North Westcontinues to model these efficiencies as described in paragraph 2.4

2.11 “Equity and Excellence; Liberating the NHS”

The White Paper “Equity and Excellence: Liberating the NHS” sets out avision, strategy and proposals for the NHS. It describes a system where:

patients are at the heart of everything the NHS does

healthcare outcomes in England are among the best in the world

clinicians are empowered to deliver results

The White Paper outlined the Governments commitments for NHSeducation & training; these were:

Healthcare employers and their staff will agree plans and funding forworkforce development and training; their decisions will determineeducation commissioning plans.

Education commissioning will be led locally and nationally by thehealthcare professions, through Medical Education England fordoctors, dentists, healthcare scientists and pharmacists. Similarmechanisms will be put in place for nurses and midwives and the

allied health professions. They will work with employers to ensure amulti-disciplinary approach that meets their local needs.




The professions will have a leading role in deciding the structure andcontent of training, and quality standards.

All providers of healthcare services will pay to meet the costs ofeducation and training. Transparent funding flows for education andtraining will support the level playing field between providers.

The NHS Commissioning Board will provide national patient andpublic oversight of healthcare providers‟ funding plans for training andeducation, checking that these reflect its strategic commissioningintentions. GP consortia will provide this oversight at local level.

The Centre for Workforce Intelligence will act as a consistent sourceof information and analysis, informing and informed by all levels of thesystem.

The White Paper also indicated that more detailed proposals oneducation and training would be described and in December 2010 theDepartment of Health published a consultation paper „Liberating theNHS: Developing the Healthcare Workforce‟, the full proposals are at:(http://www.dh.gov.uk/en/Consultations/Liveconsultations/DH_122590)

The consultation proposals described the future approach to workforceplanning, education & training and suggested this would involvedesigning an integrated, multi-professional system capable of achieving:

Security of supply - ensuring sufficient numbers of appropriatelytrained professionals to meet future health needs.

Responsiveness to patient needs and changing service models

better integration and alignment of workforce planning anddevelopment for the whole workforce, service provision and financialplanning, such that the capacity & skills of current and future staffreflect the needs of patients and local health economies.

High quality education and training that supports safe, highquality care and greater flexibility aspiring for excellence andinnovation in all education and development activity, to build confidentand competent healthcare staff able to deliver safe and high qualitycare, adapt quickly to changing models of service, work in multi-professional teams and drive knowledge creation and new servicemodels through evidence-based research and innovation.

Value for money and ensuring transparent funding flows to support alevel playing field across providers.

Widening participation supporting diversity and equitable access toservices and education, training and development opportunities and asystem where talent flourishes free from discrimination with everyonehaving fair opportunities to progress.

The proposals identified design principles, the building blocks supportingthe approach and the issues which highlight the need for change. Theproposals outlined the new system in which education and training wouldbe managed. This would involve healthcare providers working togetherin „networks‟ to plan and commission education and training for the localhealth economy. This would be overseen by a newly formed,

http://www.dh.gov.uk/en/Consultations/Liveconsultations/DH_122590







autonomous, executive national body Health Education England (HEE)acting on behalf of the health care sector which would:

bring together the interests of healthcare providers, staff, patients andthe professions,

provide sector-wide oversight for long-term planning andcommissioning for future generations,

engage with the regulators about planning and developing thehealthcare workforce, and standards for education and training thatare responsive to service and patient needs

Providing national leadership on planning and developing thehealthcare workforce

Ensuring the development of healthcare provider skills networks

Promoting high quality education and training that is responsive to thechanging needs of patients and local communities

Allocating and accounting for NHS education and training resources

The paper also highlighted healthcare providers‟ duties in relation toworkforce planning and education and training, what the functions of theproposed healthcare provider „skills networks‟ would be and how thesemight be set up locally. It describes how future funding might bemanaged on the basis of Investing in the Workforce, ensuring a strategicapproach to funding, moving to a fairer and more responsive fundingsystem and how tariffs might be used to support education and training.Underpinning this would be the further development of quality metrics foreducation and training.

The proposals identified transition arrangements and in particular:

The central role for SHAs in leading the transition to the new systemup to April 2012;

Potential initial steps in establishing HEE and local provider skillsnetworks;

Arrangements for funding education and training in transition;

The approach to workforce planning information.

These proposals suggest fundamental changes in the way in which

education and training is managed. While these changes are challengingthe North West is in a strong position to respond to whatever the finaloutcomes of the consultation might be. NHS North West will consult withstakeholders across the North West on these proposals and respondaccordingly to the outcomes once published. Proposals for developingprovider networks in the North West will be developed with providersduring the consultation period.

2.12 Securing a Sustainable Future for Higher Education

The Independent Review of Higher Education Funding and StudentFinance – „Securing a Sustainable Future for Higher Education‟ (the




Browne Review) was published in October 2010 and the Governmenthas largely accepted the proposals with a view to implementing thechanges for students entering higher education in autumn 2012. Whilethere are still further details on the implementation of the proposals thekey details are:

There should be no up-front tuition fees for students

Should extend exemption from up-front tuition fees to part-timestudents,

A tuition level up to a maximum of £9,000

Potential growth in alternative routes to degrees including; two-yearordinary degrees, more part time routes and greater use of open ande-learning

Higher fees would be conditional on demonstrating that funds wouldbe invested in securing a good social mix with fair access forstudents from less privileged backgrounds, and in raising the qualityof teaching and learning.

A £21,000 graduate income threshold before any payment is madeand that it be linked to average earnings.

A real rate of interest should be paid, but only over that threshold.

More emphasis on alternatives to degrees such as vocationaltraining, including apprenticeships

Changes to student support funding

While much of the commissioning activity in this plan is not directlyaffected by the Browne Review there are a number of areas where

workforce supply is dependent on non-MPET funding, notably Medicine,Dentistry, Healthcare Science and others that feed NHS commissionedactivity such as Pharmaceutical Science and Psychology. In addition, itis important that there is a strong overall sustainable higher educationsector in which MPET funded activity can securely sit. NHS North Westwill continue to work with stakeholders particularly North WestUniversities, to assess the impact of any changes resulting from theBrowne Review on commissioning plans.

3. Equality Impact Assessment

3.1 The Equality Impact Assessment will be published alongside this planbut is based on the assessment undertaken for the North WestWorkforce, Education Commissioning and Education and LearningStrategy. The NHS NORTH WEST has continued to implement its EIAAction Plan and in particular has undertaken the following actions:

The Annual Review Action Plans sought assurance thatcontracted Universities have robust E&D and Equal Opportunitiesprocedures and policies in place and that these are being appliedaccordingly.




Through existing contracts with representative organisations forthe equality strands covering race, gender, disability, transgendercommunities and lesbian, gay and bisexual groups NHS NorthWest has commissioned research on reasons why people fromthese groups might or might not seek jobs in the NHS. In addition

NHS North West is working with these groups to identify existinghealthcare workers who can provide positive stories which can bedeveloped into careers marketing material for recruitment into theNHS

Through the Widening Access Project ways are being consideredin which this initiative can support recruitment into professionalroles for under-represented groups.

Provide regular monitoring of the diversity of student profilesthrough the contract data base.

Questions: Part 1

1 Has the Education Commissioning Plan identified theappropriate strategic context?

2 Are there other key factors which need to be considered?




PART B

The following sections provide a refresh of the commissioning plan byprofessional groups to 2013-14. This will highlight any changes on theprevious commissioning plan and maintains the commitment to provide

indicative 3 year commissioning intentions. Additional information includingdetails on the projected workforce supply (output of new qualifiers), attritionand recruitment to target can be found in the NHS North West Non-MedicalCommissioning Annual Report 2010-11.

Section 1 - Nursing & Midwifery

1.1 Introduction

The 2009-2010 three year commissioning plan indicated a staged reduction inNursing commissions reflecting the reduced demand for newly qualified staffin the NHS. The impact of the previous education commission reductions of8% whilst maintaining sufficient educational capacity to ensure credibleprovision in pre-pre-registration, pre registration and post qualifying. Despitethe historic reductions the nursing workforce has continued to grow by 0.3%

Table 1 – Reduction in commissions since 2004

500

1000

1500

2000

2500

Reduction by sub region




1.2 Workforce Demand

Following the submission of NHS QIPP plans it is anticipated that the impactof the cost reduction schemes will impact on the NHS over the next 3 to 4years when a new workforce baseline is established. In terms of the position

between 2013/14 and 2016/17, to which the current commissioning planrelates, it is not clear but assuming turnover rates remain constant then it isprobable that any reductions should occur during this period after which asteady supply of new graduates, albeit at a lower baseline, will need to bemaintained.

This suggests that the SHA to continue with its strategy of a minimal futurereductions of 8% by 2014/2015 which will be supported by the continuedprogress in improving nursing productivity through the Modernising NursingCareers programme.

This programme, although a national programme overseen by the ChiefNursing Officer‟s Directorate is driven locally through the Directors of Nursingnetwork in partnership with Council of Deans North West. It consists of fourkey work programmes:

1. Developing a competent and flexible workforce2. Review and update career pathways and choices3. Preparing nurses to lead4. Modernise careers

This strategic direction was reinforced and energised by the NHS Next StagesReview: A High Quality Workforce (DH 2009) and saw key tools and leversdeveloped to deliver the programme, namely:

Shifting the initial qualification for nurse registration from diploma todegree;

Delivering consistent preceptorship;

Promoting nursing as a career through a national career framework.

Updating the image of nursing

Driving forward the 10 high impact changes for nursing

Preparing nurses to lead through leadership programme

The North West programme will see delivery by 2012 of:

common approaches to the recognition of key recruitment criteria innumeracy and assessment of good character.

Progress in the development of common sub regional assessmentdocuments and methodologies

Common approaches to the assessment and accreditation of clinicalpractice

Shared placement capacity and mentor preparation

Increased community placement requirementsAccelerated routes into community specialist roles




Embedding the high impact changes for nursing within the newprogrammes of education

These will be developed in partnership with NHS and non NHS organisationsand the SHA is developing contingency plans should not all HE provision be

able to achieve approval for the new standards by September 2012 or fullrecruitment to programmes, details of which can be found in the NursingAction plan at www.healthcareworkforce.nhs.uk/northwest

1.3 Current attrition rates

As stated in section 1 (para 2.3) NHS North West used the EducationCommissioning for Quality Framework to add focus to HEI attritionmanagement plans. The results have seen improvements from 2009-2010resulting in increased student population reasserting the case for the SHA tocontinue with the reductions in commissions identified. Full details of SHA

wide attrition rates can be found in the 2009-2010 annual report

Table 2 – Nursing and midwifery commissions

N&M 2009/10 (actual)

2010/11 2011/12 2012/13 2013/14 Total Change

Nursing 3650 3358 3175 3066 3066 -584 Midwifery 231 231 231 231 231 0 TOTAL 3881 3589 3406 3297 3297 -584 N&M 2009/10 2010/11

% change 2011/12

% change 2012/13

% change 2013/14

% change Total

% change

Nursing 3650 -8% -5% -3% 0% -16% Midwifery 231 0% 0% 0% 0% 0%

1.4 Maternal Workforce

NHS North West has continued to maintain midwife to birth ratios at therecognised Royal College of Midwifery levels and even when considering thecurrent fiscal position and the proposed impact of Any Willing Provider andMidwifery 2020 it appears that current commissioning levels supported bycontinued return to practice should stay the same although the balance of18month provision should no longer reduce rather stay the same providinggreater enablement should birthrates continue to rise.

1.5 Community Nursing

NHS North West has committed to providing maximum flexibility to thedevelopment of the primary care workforce to meet and will continue withapproaches outlined in the 2009 plan. It must be recognised however that thefollowing strategic imperatives highlighted in the 2011-2012 NHS operatingframework which will have a significant impact on both capacity and capabilityof the system, these are:

Expansion of the family nurse partnership programme

http://www.healthcareworkforce.nhs.uk/northwest







The application of a new service delivery model for health visiting

An additional 4200 Health Visitors for England by 2015 (North Westproportion varying from 978 - 1350)

To support this NHS North West will use the opportunities presented by:

the implementation of the new pre-registration nursing standards todeliver fast track graduate routes

the development of a local bursary scheme for non employed learners

promotion of a university accredited work based learning programme

Throughout 2011-2012 it will work with providers and the placementdevelopment network to expand placement capacity looking to increasecommissions from 72 (2010) to 134 (2011). The key issues will continue to beCurrent Education Capacity in Practice Settings. Across the North WestPCTs the ratio of trainees to health visitors ranges from 1 student per 6 healthvisitors to 1 trainee per 66 health visitors (North West average 1 trainee per24 health visitors). The Nursing and Midwifery Council are to produceguidance that will look to clarify the rules on trainee supervision that willenable great flexibility and open capacity for training. NHS North West willlook to Providers to implement this guidance with oversight from ServiceCommissioners.




Section 2 - Allied Health Professions

2.1 Introduction

There is a requirement to achieve efficiency savings from MPET due to thesignificant challenges of the current financial climate, as described in Section1. The Allied Health Professions (AHPs) faced minimal reductions in pre-registration commissions in 2010-11 underpinned by the evidence presentedin the North West Non-Medical Commissioning Plan 2010-11 to 2012-13,however this position must be reviewed as the current commissioning levelswill not be affordable over the next three years.

Financial aspects are not the only driver influencing commissioning levels,there are a number of other factors that require consideration. Many of the

issues are specific to particular professions as detailed in the subsequentnarrative within this section, however there are some common issues that areapplicable to varying degrees across all the AHPs.

The requirement to achieve efficiency gains is a broad scalerequirement, thus service provider organisations will need to ensurethat the workforce is affordable. Currently there is evidence that AHPposts are being frozen in some services due to financial constraints,and it is anticipated that this will inevitably lead to a reduction in postsavailable for new qualifiers.

The workforce modernisation agenda for AHPs remains a top priorityand ongoing work is required to explore opportunities for developmentof new roles, role redesign and ways of working differently both withinand across professions.

A number of AHP groups report difficulty filling more senior posts andspecialist posts. This indicates the need to seek opportunities forfurther development of the existing workforce and/or opportunities toenhance recruitment and retention of more experienced practitioners.

Subsequent narrative in this section considers each of the AHPs individuallyand makes recommendations for commissioning levels for 2011-12 through to2013-14. Evidence to support the proposals is derived from a range ofsources including former Workforce Review Team reports and availableinformation from the Centre for Workforce Intelligence (CfWI).

NHS North West continues to be engaged at the leading edge of AHPworkforce and education through its strong engagement in the nationalagenda. In respect of its lead commissioning responsibilities for Orthopticsand Prosthetics & Orthotics, strong links are in place across the four homecountries, primarily through the UK Chief Health Professions Officers and also

the relevant professional bodies, to ensure commissioning is appropriatelyreflective of demand outside of England.




It must be recognised that pre-registration commissions for the Allied HealthProfessions are, in varying degrees across the professions, to meet nationalas well as local demand and as such commissioning can be higher thanwould be required to meet only local demand.

2.2 Attrition

Details of current attrition rates can found in the NHS North West Non-MedicalCommissioning Annual Report 2010-11. It can be seen that attrition rates areconsiderably variable across the AHPs and some are significantly above theaccepted target for AHPs of 13% or less.

Through the results of the Attrition Project being run by ManchesterMetropolitan University, it is anticipated that NHS North West will be able toenhance retention rates and thus reduce loss of MPET investment due to

attrition. Therefore, across the AHPs, reductions in commissions must bebalanced against the potential productivity gains in respect of enhancedretention. In addition, the impact of the current economic climate must beconsidered, and there is a common view that this will have a positive impacton enhancing student retention.

2.3 Demand Assumptions

Building on the evidence base contained in the North West Non-MedicalEducation Commissioning Plan 2010-11 to 2012-13, the following sectionsidentify the key factors that underpin the proposed commissioning levels forthe AHPs for 2011-12 to 2013-14.

2.3.1. Diagnostic Radiography

NHS North West has introduced a revised policy in respect of management ofover-recruitment applicable to commissions placed from 2011-12 onwards.However, in 2009-10 there was over-recruitment of 9 commissions toDiagnostic Radiography programmes across the North West for which noadjustment has been made to 2010-11 commissioning targets.

Following analysis of all available intelligence, it is proposed to make amodest reduction in commissions to Diagnostic Radiography of 2% in 2011-12 followed by steady state in 2012-13 and 2013-14.

The previous commissioning plan highlighted issues in respect of the impactof related professions, primarily sonography and the cancer screeningworkforce. These factors remain pertinent, however there are national issuesthat remain outstanding before any local decisions can be made regardingoptions for alternate training pathways




2.3.2. Dietetics

NHS North West has introduced a revised policy in respect of management ofover-recruitment applicable to commissions placed from 2011-12 onwards.However, in 2009-10 there was over-recruitment of 3 commissions to

Dietetics programmes across the North West for which no adjustment hasbeen made to 2010-11 commissioning targets.

Following analysis of all available intelligence, it is proposed to make amodest reduction in commissions to Dietetics of 5% in 2011-12 followed bysteady state in 2012-13 and 2013-14.

It is also recommended that the potential shift from the current 4 yearundergraduate programme to a 3 year programme is explored.

2.3.3 Occupational Therapy

NHS North West has introduced a revised policy in respect of management ofover-recruitment applicable to commissions placed from 2011-12 onwards.However, in 2009-10 there was over-recruitment of 11 commissions toOccupational Therapy programmes across the North West for which noadjustment has been made to 2010-11 commissioning targets.

Following analysis of all available intelligence, it is proposed that thecommissioning intentions for Occupational Therapy remain the same asdescribed in the previous commissioning plan, a modest reduction of 2.5% in2011-12 followed by steady state in 2012-13 and 2013-14.

2.3.4 Operating Department Practice

NHS North West has introduced a revised policy in respect of management ofover-recruitment applicable to commissions placed from 2011-12 onwards,however in 2009-10 there was over-recruitment of 11 commissions toOperating Department Practice (ODP) programmes across the North West forwhich no adjustment has been made to 2010-11 commissioning targets.

Information collated by the CfWI indicates that the UK is a supplier of ODP

workforce to overseas countries, primarily United States of America andAustralia. This suggests that there needs to be consideration of recruitmentand retention strategies and career development issues by service providers.

Following analysis of all available intelligence, it is proposed to makereductions to Operating Department Practitioners of 4% in 2011-12, additional3% in 2012-13 and 2% in 2013-14. This represents a cumulative reduction of8.5% in total over the three year period.

As agreed with relevant stakeholders, it is recommended to proceed with theshift to all degree programmes during 2011-12 and 2012-13.




2.3.5. Orthoptics

NHS North West and NHS Yorkshire & Humber commission Orthopticseducation from Liverpool University and Sheffield University respectively forthe UK workforce supply. NHS North West, in respect of its role as lead for

Orthoptics education commissioning, manages a Lead NHS NORTH WESTOrthoptics Education Commissioning Group thus enabling a joined up focusand partnership working across the key stakeholders. In addition, NHS NorthWest has continued to link across the four home countries through the UKChief Health Professions Officers and also through the British and IrishOrthoptics Society. Through this strategic engagement, there are discussionswith NHS Education for Scotland regarding the introduction of a new 4 yearundergraduate Orthoptics programme in Scotland. As Orthoptics is a smallworkforce, careful oversight is required to ensure workforce demand andsupply remains in balance. Currently there is an under supply of qualifiedOrthoptists, however commissions have increased in 2009-10 and 2010-11 by

14% (10 per year in total) in an attempt to address the gap in supply. Throughthe partnership approach, it has been agreed that the two Universities inEngland will be treated equitably in respect of commissioning intentions.

Confirmation of the new undergraduate programme has yet to be obtained,however commissioning assumptions are based on this new programmebeing implemented as from 2012. In view of this development, NHS NorthWest and NHS Yorkshire & Humber have reviewed the commissions for thethree year period.

Following analysis of all available intelligence, it is proposed to make amodest reduction to Orthoptics of 5% in 2011-12 (2 commissions in total forthe North West), steady state for 2012-13 followed by a reduction of 16% in2013-14 (6 commissions in total for the North West) to reflect the additionaloutput from the new undergraduate programme.

2.3.6 Paramedics

NHS North West has introduced a revised policy in respect of management ofover-recruitment applicable to commissions placed from 2011-12 onwards.However, in 2009-10 there was over-recruitment of 3 commissions to

Paramedic programmes across the North West for which no adjustment hasbeen made to 2010-11 commissioning targets. As this was the first year ofcommissioning the new higher education programme, it must beacknowledged that standard procedures would not have been fullyimplemented.

Analysis of current attrition rates indicate that there has been virtually 0%attrition since the programmes commenced in 2009. Commissioningintentions must therefore be revisited as an assumption for attrition ofapproximately 10% had been included in commissioning targets.

NHS North West continues to work in partnership with North West AmbulanceServices NHS Trust (NWAS) to support the ambulance workforce




transformation agenda and to support delivery of elements of the NWASHuman Resources and Organisational Development Strategy 2008-2013.One of the aims within this strategy is that all newly employed paramedics willhave received their pre-registration education through higher education by2013. To support this agenda, NHS North West will continue to support a

proportion of commissions for the Emergency Medical Technician conversionprogramme through to the 2013-14 intake.

Following analysis of all available intelligence, it is proposed to makereductions to Paramedics of 10% in 2011-12, an additional 3% in 2012-13 andan additional 3% in 2013-14. The split of commissions proposed is as follows.

Route 2011 2012 2013 Standard Entry to Year 1 48 48 48* EMT Conversions to Year 2 60 57 54

See note below regarding potential shift to degree

It is understood that the College of Paramedics is likely to establish degreelevel entry requirements for Paramedics in the future although the timescalefor this is not currently known. This is further supported by stakeholder viewsexpressed at a local workshop held in July 2010. It is therefore proposed thatthe shift to degree level pre-registration education is further explored with apotential implementation timescale of 2013-14. If this is agreed, there mayneed to be an increase in commissions for the 2013 intake as the conversionprogramme will not continue to run after the 2013 intake and this will have asignificant impact on output of new qualifiers.

The current pre-registration programme is supported by a local bursaryscheme for standard entrants as Paramedics are not currently eligible for theNHS Bursary Scheme. Work is progressing on the NHS Bursary Scheme asdetailed in later sections of this report, and this may have an impact on thelocal bursary scheme. It is therefore recommended that the local bursaryscheme is reviewed alongside any changes to the NHS Bursary Schemeand/or any changes to the academic level of the programme.

2.3.7 Physiotherapy

NHS North West has introduced a revised policy in respect of management ofover-recruitment applicable to commissions placed from 2011-12 onwards.However, in 2009-10 there was over-recruitment of 12 commissions toPhysiotherapy programmes across the North West for which no adjustmenthas been made to 2010-11 commissioning targets.

Following analysis of all available intelligence, it is proposed that thecommissioning intentions for Physiotherapy remain the same as described inthe previous commissioning plan, a modest reduction of 2% on 2011-12followed by steady state in 2012-13 and 2013-14.




2.3.8 Podiatry

Information collated by the CfWI indicates that there is currently a lack ofBand 5 posts within Podiatry services.

Following analysis of all available intelligence, it is proposed to revise thecommissioning intentions for Podiatry and make a reduction of 5% on 2011-12, an additional 1.5% reduction in 2012-13 followed by steady state in 2013-14.

2.3.9 Prosthetics & Orthotics

NHS North West commissions pre-registration education for Prosthetics &Orthotics (P&O) on behalf of all Strategic Health Authorities in England. Thereare two education providers, Salford University in England and StrathclydeUniversity in Scotland, that deliver the newly qualified workforce supply for the

UK. In addition, a proportion of new qualifiers take up employment outside ofthe UK.

In respect of service demand, it must be recognised that there is potentialincreased demand particularly from the armed services.

Following analysis of all available intelligence, it is proposed that thecommissioning intentions for Prosthetics & Orthotics remain the same andthat commissions remain at current commissioning levels for the next threeyear period.

NHS North West has recently had opportunity to be engaged in a nationalevent to consider development of a new service commissioning framework forP&O services. This has enabled the issue of inclusion of appropriate reflectionof workforce and education in service commissioning frameworks and servicecontracts to be raised. This is one of the critical levers to ensuring sufficientcapacity is available within services to support pre-registration education.

2.3.10 Speech & Language Therapy

NHS North West has introduced a revised policy in respect of management of

over-recruitment applicable to commissions placed from 2011-12 onwards.However, in 2009-10 there was over-recruitment of 3 commissions to Speech& Language Therapy programmes across the North West for which noadjustment has been made to 2010-11 commissioning targets.

Following analysis of all available intelligence, it is proposed to make amodest reduction to Speech & Language Therapy of 4% in 2011-12 followedby steady state in 2012-13 and 2103-14.

It is also recommended that potential opportunities for reducing the currentlength of the undergraduate programmes towards 3 years duration are

explored.




2.3.11 Therapy Radiography

The cancer strategy and associated workforce challenges continue to be a toppriority in the North West. There are potential further developments in theform of additional satellite centres, and such developments have implications

in respect of workforce demand.

Following analysis of all available intelligence, it is proposed that thecommissioning intentions for Radiotherapy remain the same and thatcommissions continue at current commissioning levels for the next three yearperiod.

NHS North West continues to host partnership meetings with relevantstakeholders to focus on radiotherapy workforce issues. Through thisengagement, it has been highlighted that there is a need to developeducational routes to support dosimetry roles. This development is being

addressed as part of the agenda for Modernising Scientific Careers with theintention of having a local programme in place as from 2011.




5. Proposed Commissions for 2011/12 to 2013/14

Table 1. Proposed % changes

Programme 2009/10

(targetactual)

2010/11

(targetactual)

2011/12

Proposed% change

2012/13

Proposed% change

2013/14

Proposed% change

DiagnosticRadiography

176 176 -2% 0% 0%

Dietetics 40 40 -5% 0% 0%Occupational Therapy 258 252 -2.5% 0% 0%Operating DepartmentPractitioners

120 120 -4% -3% -2%

Orthoptics 40 40 -5% 0% -16%Paramedics 120 120 -10% -3% -3%Physiotherapy 254 244 -2% 0% 0%Podiatry 89 85 -5% -1.5% 0%Prosthetics & Orthotics 30 30 0% 0% 0%

Speech & LanguageTherapy

98 98 -4% 0% 0%

Therapy Radiography 44 44 0% 0% 0%

Table 2. Proposed actual commissions

Programme 2009/10(targetactual)

2010/11(targetactual)

2011/12(proposed)

2012/13(proposed)

2013/14(proposed)

DiagnosticRadiography

176 176 172 172 172

Dietetics 40 40 38 38 38

Occupational Therapy 258 252 246 246 246

Operating DepartmentPractitioners

120 120 115 112 110

Orthoptics 40 40 38 38 32

Paramedics 120 120 108 105 102

Physiotherapy 254 244 239 239 239

Podiatry 89 85 81 80 80

Prosthetics & Orthotics 30 30 30 30 30

Speech & LanguageTherapy

98 98 94 94 94

Therapy Radiography 44 44 44 44 44

TOTAL 1269 1249(-1.5%)

1205(-3.5%)

1198(-0.5)

1187(-1%)

Cumulative %reduction from2009/10 baseline

-1.5% -5% -5.5% -6.5%

NB: Assumptions for attrition are included in the proposed commissions.




Overview of AHP commissions 2000-01 to 2010-11




Universities on the impact and potential benefits which may be appliedas a result of the new price.

3.2.2 Pharmacy Professions

There was an increase in pre-registration pharmacists in 2008/09following reductions in 2006/07 made in response to the financialpressures caused by Agenda for Change on trainee salaries. Despitethis increase there has been evidence of low levels of conversion to NHSposts from newly qualified pharmacists to the private sector onqualification, this may affect up to 50% of trainees. NW Trust ChiefPharmacists have implemented a range of initiatives that are beingemployed to retain registrants including flexible working arrangements,split posts, flexible arrangements for further education, pay bandinflation, etc. As a result of these actions, in 2009, 72% remained in theNHS after qualifying. Furthermore the full implications of the Browne

review and Modernising Pharmacy Careers on the undergraduate supplyis unknown and NHS North West will continue to monitor prospectivenumbers and risk throughout 2011-2012.

The commissions for Pharmacy Technicians increased in 2006/07 and atthis stage it is intended that this level will remain unchanged.

3.2.3 Healthcare Science

Unlike other professional groups the majority of healthcare scienceprogrammes is funded through HEFCE with MPET contributing to thecost of tuition fees and salary contributions and most trainees areemployed accessing training through part time routes. Historically therehas been significant fluctuations in the numbers entering training, both by

organisation and by year (see table below). This has been influenced bythe availability of training posts. In response to local pressures on




funding NHS North West has supported students, primarily onBiomedical Science courses to access sandwich year placements of longplacements on co-terminous degrees through the funding of bursaries.The exception to this has been the BSc/MSc in Audiology is fully MPETfunded and fully commissioned by NHS North West.

In March 2010 the Chief Scientific Officer published ModernisingScientific Careers (MSC) together with the England Action Plan in June2009. NHS North West responded to the publication by producing aNorth West Action and establishing a MSC Oversight Board to overseeimplementation of MSC in the Region. Implementation of the proposalswill primarily be the responsibility of the Divisional Workforce Groups forLife Sciences, Physiological Sciences and Clinical Engineering &Physical Sciences. They will be supported by the sub-regionalHealthcare Science Networks and the three early adopter sites in theRegion

The long term impact of MSC on commissioning intentions remainsunclear as there will be a transitional period during which curriculumdevelopments continue within specific pathways will begin to realigncommissioning against the new roles. In particular NHS North West willreview each new curriculum as it is published and establish a time scalefor implementation. The MSC Oversight Board has stated that it wishes,wherever possible, that programmes are delivered within the Region.NHS North West will be working with it‟s Healthcare Science Networks on identifying demand for Scientists Training commissions, and whereappropriate procuring locally; but considering where numbers are toosmall for this to be efficient requiring the national Strategic Lead toprocure on its‟ behalf.

NHS North West will also respond to the development of nationalworkforce planning and commissioning roles by Medical EducationEngland in relation to Healthcare Science. As a result, NHS North Westwill move towards the new training programmes as quickly asappropriate but will retain the option of further intakes on existing under-graduate and Clinical Scientist programmes if there are delays inestablishing and validating the new programmes. In addition, service

leads and Universities have expressed serious concerns over theregulation of Healthcare Scientists and in particular Biomedical Scientistsand Clinical Scientists who currently have statutory regulation throughthe HPC; NHS North West will work with the National MSC to find waysto resolve this.

There remains a number of key areas of service development in whichhealthcare scientists are key enablers for the delivery of QIPP, notablyPathology. The Workforce Directorate is working the NHS NORTHWEST Lead Scientist and Healthcare Science Networks to ensure theworkforce contribution to QIPP is recognised and taken forward.




Healthcare Science Practitioners

Healthcare Science Practitioners under MSC represent the pre-registration programmes currently commissioned as Clinical Physiology,Audiology and Biomedical Science. The new Divisions under which HCS

commissioning will be placed are Physiological Sciences, Life Sciencesand Clinical Engineering & Physical Sciences. Within each of thesegroups there will be specialist pathways and the from the overallcommissioning numbers identified below, each Divisional WorkforceGroup will be responsible for identifying specialist supply fromorganisational workforce plans and placement capacity and capability.

Projected and actual outturns from pre-registration HealthcareScience programmes

The outturn data shows steady rises in numbers graduating fromAudiology and Clinical Physiology programmes. In contrast the outturnsfor Biomedical Science have been more varied demonstrating a slightdownward trend over the period. The numbers reflect the increase in

demand for diagnostic services in Audiology and Clinical Physiology,together with a lower baseline for training and the impact on skill mix andnew technology on Biomedical Sciences which has not requiredsignificant growth.




Healthcare Science Commissions - undergraduate programmes

The graph above shows commissioning activity in previous years.Concerns over workforce supply and delays in the publication ofcurriculum has made decisions over transition to the new MCSprogrammes difficult but as previously stated, NHS North West wouldwish to move as much activity to MSC compliant programmes as quicklyas possible. As a result of uncertainty over publication of the newcurriculum NHS North West has agreed to a further cohort of Audiology

commissions in 2011/12 to meet identified demand from service butwould expect all other programmes to be established.

The financial framework supporting Modernising Scientific Careersnationally has removed the current funding arrangements for pre-registration Healthcare Scientists. MPET support will in future be focusedon placement support aligned to the proposed placement tariff beingdeveloped as part of the MPET Review. Savings from this will be used tosupport other Healthcare Science training particularly at Scientist level.Demand for Life Sciences and Physiological Sciences is based onworkforce planning returns submitted as part of the scoping for MSCImplementation. Demand for Clinical Engineering and Physical Sciencesat Healthcare Science Practitioner level remains unclear as NHS NorthWest currently does not commission any training in these specialism‟s.However, demand for dosimitrists has been identified and NHS NorthWest will look to support small numbers through this pathway. Whileattrition levels have traditionally been very low (in line with otherprogrammes where trainees are employed) the new programmes will befull time and an attrition factor of 13% has been added. Demand is alsobased on available placement capacity.




Future Commissioning for Healthcare Science PractitionerProgrammes

2010/11 2011/12 2012/13 2013/14

Clinical Engineering &Physical Sciences 0 10 10 10Cardiovascular Physiology 12 20 20 20Neurosensory Physiology 0 0 25 25Life Sciences 0 60 60 60

Support for students and trainees on existing programmes will continueuntil the completion of their relevant course on the same basis aspresent.

Healthcare Scientists & Clinical Scientists

Over the next two years the training programmes for Clinical Scientistswill migrate to the new Scientist Training Programmes under MSC.Commissions for Clinical Scientists are identified by the ClinicalScientists Network and as the table below shows there are a wide rangeof specialisms which access training though in some cases commissionsnumbers are small and periodic reflecting specific local demand.Likewise there have been recent increases, particularly in MedicalPhysics, which have meet specific service demands including the CancerStrategy. NHS North West has also supported the MSC Genetics pilot

through two trainees commissioned via the Genetics School establishedby NHS West Midlands. In addition to the Clinical Scientists, NHS NorthWest also provides funding for 6 Higher Specialist Trainees all of whomare currently within Clinical Biochemistry.

The National MSC team are currently having discussions with StrategicHealth Authorities on procurement and commissioning of STPprogrammes including the option of establishing a Lead Commissioner.The NW MSC Oversight Board has indicated that it would look to NHSNorth West to commission STP programmes within the NW other thanwhere it makes educational and financial sense to do this supra-

regionally or nationally. It is supportive of a lead commissioning functionto support workforce planning and guidance on delivery and qualityassurance of STP programmes and direct commissioning in the case ofvery small specialities.




Healthcare Scientists & Clinical Scientists Commissions

Course 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11Histo-Imm 1 1 1 3 2 3

Clin Biochem 8 5 5 6 6 4Mycology 1 1 2Audiology 2 2 3 3 2 2Med Physics 5 5 6 13 12 11Embryology 1 3Immuniology 2 2Haematology 2Genetics 3 2Microbiology 1Embryology 1 1

MolecularGenetics 1Virology 1Cytogentics 1Genetics-Cyto (DH) 4 4Total 21 14 20 28 34 27

The overall level of commissioning will need to reflect the increased levelof funding and the NHS North West‟s share of savings required as aresponse to the reduction in MPET. Under MSC there will be increasedcosts due to the costs of the associated MSc and the placement tariff;these will add 22% to the cost of each trainee. This will require areduction in the overall trainee population to remain within the currentbudgets but will be able to increase as funding is released from the PTPprogrammes over the next 4 years.

Overall Commissioning Numbers and Trainee Population




The overall level of commissioning is currently higher than is financiallysustainable within the current MPET funding and will need to return tothe levels prior to the increases between 2008 and 2010. Theseincreases were specifically in response to services demand especially

in Medical Physics where growth was essential to meet the needs ofthe Cancer Strategy. For these reasons the commission numbers willrevert to the levels commissioned in 2007/08 over the next three years.This will ensure that future commissioning for Healthcare Scientists willbe placed on a firm financial footing for future years. The allocation ofcommissions between the different specialities will be the responsibilityof the Healthcare Science Divisional Workforce Groups

Future Healthcare Scientist Commissions

2010/11 2011/12 2012/13 2013/14Totals 27 24 30 30

3.2.4 Improving Access to Psychological Therapy (IAPT)

IAPT received central funding enabling strategic commissioning of thetraining programmes which is due to end in 2011/12. In theComprehensive Spending Review further funding for the roll out ofPsychological Therapies was identified with proposals to includewidening the remit of IAPT into CAMHS, older people and collaborativecare services and to increase the range of modalities offered in IAPT

services. While the details of how this will be implemented nationallyare unclear, NHS North West will work with PCTs, service providersand universities to explore options for training beyond 2011/12.

3.2.5 Professions Allied to Dentistry

The level of commissioning will remain at the same level as planned forDental Therapists at 30. NHS North West intends to carry out a reviewof demand for Dental Therapists who are currently trained at twocentres in the Region. The aim of the review will be determine mediumto long term demand, access to newly qualified Therapists across the

Region and value for money. It is anticipated that this review willcommence in January 2011 and be completed in the summer of thatyear.

3.2.6 Medicine and Dentistry

NHS North West through the Regions Medical Schools and within theMulti-Professional Deaneries aim to aligning medical and dentalworkforce and commissioning plans with non-medical commissioningplans. For medical and dental under-graduate and post-graduateeducation and training the key messages for 2011-12 are:




Postgraduate commissions at Speciality and GP level have beenapproved by the national workforce planning process and arebased upon the CfWI report on speciality training including minorreductions in surgery and increases in GP trainees

Foundation Training numbers reflect the national distribution with

some small changes. Numbers and distribution will be reviewed aspart of the implementation of the Collins report

Medical and Dental undergraduate numbers are based uponsteady state in the relevant schools:

Under-Graduate Medicine:- School of Medicine; The University of Manchester- School of Medical Education; University of Liverpool- School of Health and Medicine; Lancaster Medical School

Under-Graduate Dentistry:- School of Dentistry; The University of Manchester- School of Dental Sciences; University of Liverpool- School of Dentistry; University of Central Lancashire

As in previous commissioning plans there remain a number of areas inwhich the non-medical education commissioning complements themedical workforce plans and vice versa. This includes the developmentof Advanced Practitioners to support the delivery of the EuropeanWorking Time Directive, managing the impact of restrictions inmigration and shortage specialities. Within the overall Multi-professional Deanery approach to education commissioning the SHA

will continue to develop closer alignment of medical and non-medicalcommissioning to ensure workforce supply meets need.




Proposed Commissions for 2011/12 to 2013/14

Table 1. Proposed % changes

Programme 2010/11 2011/12 2012/13 2013/14

Clinical Psychology 72 0% 0% 0%IAPT High Intensity 118IAPT Low Intensity 79Pharmacist 70 + 9% + 3% 0%Pharmacy Technicians 55 0% 0% 0%Audiology 41 -8%*Healthcare SciencePractitioners

87 +3%* +22% 0%

Healthcare Scientists &Clinical Scientists

27 -10% +20% 0%

Dental Therapists 30 0% 0%** 0%**

*It is planned to migrate the current Audiology programme to a PTPprogramme in 2012/13

**Dental Therapist commissions may change subject to review to becarried out in 2012

Table 2. Proposed Actual Commissions

Programme 2010/11 2011/12 2012/13 2013/14

Clinical Psychology 72 72 72 72IAPT High Intensity 118IAPT Low Intensity 79Pharmacists 70 72 72 72Pharmacy Technicians 55 55 55 55Audiology 41 38Healthcare SciencePractitioners

87 90 115 115

Healthcare Scientists &Clinical Scientists

27 24 30 30

Dental Therapists 30 30 30** 30**TOTAL 561*** 361 374 374

***Reduction primarily due to end of IAPT Programme but will bereviewed subject to paragraph 3.2.4




Section 4 - Workforce Modernisation

4.1 Introduction

The QIPP (quality, improvement, productivity and prevention) framework

is designed to support implementation of the visions from the Next StageReview. The challenges of delivering those visions in a much tighterfinancial climate are very apparent and there will be an increasing needto focus on workforce to deliver the challenges ahead. The QIPP agendadescribes the need to ensure there is the capacity and capability interms of people with the right skills, a workforce that can maximiseproductivity whilst maintaining and enhancing quality of care.

At the North West QIPP summit held in July 2009, the workforcemodernisation agenda and associated skill mix focus was seen ascritical to achieving the required outcomes.

To support the workforce modernisation agenda, the Commissioning andProfessional Education (CPE) Team are working to harmonise systemsand processes. The Workforce Modernisation Team will continue tofocus on stakeholder engagement, demand management and thedevelopment of strategy, whilst the CPE Team will progress activity toharmonise commissioning procedures for Assistant and AdvancedPractitioners. In order to integrate such commissioning activity, a phasedapproach is required. Phase one focused on integrating AssistantPractitioner commissioning activity into the higher education contracts.This required a different approach to accommodate a hybrid fundingmodel that enables a long-term approach to commissioning educationfor the Assistant Practitioner workforce. Phase one has been completed.Phase two involves exploring options to integrate commissioning forAdvanced Practitioner education, to be completed in 2011/12. As with allareas of Education commissioning the impact of changes in HEI fundingwill need to be considered in 2011/12.

As part of its North West-wide strategy, the Workforce ModernisationTeam will work closely with the Commissioning and ProfessionalEducation Team to align and integrate the commissioning arrangements

for Assistant and Advanced Practitioner education. The ModernisationTeam will also continue to manage demand for a range of new rolesacross the Career Framework for Health by:

Ensuring that robust and equitable systems are in place to accessand monitor new roles, linked to the workforce planning process

Building capacity and capability within organisations to supportworkforce redesign and best use of skill mix, via North Westworkforce modernisation networks

Supporting a change in skill mix across the North West, based onevidence of the benefits and impact of new roles




4.2 Assistant Practitioners

To date, NHS North West has supported the creation of approximately2,600 Assistant Practitioner posts, both qualified and in training,underpinned by Foundation Degrees. The trend of Assistant

Practitioner commissions per academic year (as seen in Figure 1below) has been fairly consistent at 300 - 350 per year, with a peak inthe academic year 2008/09. It is therefore intended to maintain thisoverall trend in the next three years. Commissions in 2011/12 will be300 Trainee Assistant Practitioners.

Figure 1

Assisstant Practitoners North West

0

50

100

150

200

250

300

350

400

450

2002-03 2003-04 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011

Assisstant Practitoners North West

Log. (Assisstant Practitoners North West)

4.3 Advanced Practitioners

The North West has developed approximately 500 Advanced Practitionerposts, underpinned by the Advanced Practitioner concordat agreement andthe MSc Advanced Practice. The numbers of Advanced Practitioner

commissions (see Figure 2 below) show an average of about 80 peracademic year, with a peak in 2009/10 as a result of extension of Mscfunding to the whole of the NW. It is intended to maintain this overall trendof approximately 100 Trainee Advanced Practitioners in the next threeyears.




Figure 2

4.4 Non-Medical Consultants

Since 2000 NHS organisations in the North West have introduced 142Non-Medical Consultant (NMC) posts across a range of professionsincluding Nursing, Midwifery and Allied Health Professions. About 76%of posts are in Nursing, along with 16% in Allied Health Professionsand 8% in Midwifery. However, there is currently a lack of informationrelating to these posts within Health Care Sciences. Posts areestablished via a formal proposal process and are peer reviewed by apanel hosted by NHS North West, with a relatively small demand forabout 8-10 new posts per year. In 2010-11 NHS North Westcommissioned “Ten Years On - Evaluation of the Non-MedicalConsultant Role in the North West” and “North West ConsultantMidwifery Capacity Development” both giving an invaluable insight intoNMC roles in the North West. An action plan is being devised to takeforward the recommendations

4.5 Other Nationally Developed Roles

To date there have been small pockets of demand for some nationally-developed advanced practice roles such as the Physician‟s Assistant(Anaesthesia). NHS North West will continue to work with organisations

to monitor demand for and evaluate these roles across the North West.

In addition, NHS North West will continue to work with NW HealthcareScientists Network, to identify and implement any role developmentsarising from Modernising Scientific Careers.

Advanced Practitioners by academic year

0

20

40

60

80

100

120

140

160

2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2011-12

Advanced

Year Totals

Expon.

(AdvancedYear Totals)




Section 5 - Education Management

5.1 Continuing Professional Development/Post Qualifying Learning

NHS North West has made, and for 2011-2014 will continue to make

significant investment and support to Continuing ProfessionalDevelopment/Post Qualifying Learning (CPD/PQL). During 2010 NHSNorth West has consulted on a revised strategy which has highlightedthe requirement to deliver an equitable system of CPD/PQL support toall qualified non-medical healthcare staff in the North West, based uponthe principles of fairness, transparency, flexibility and value for money.NHS North West will move to a new approach that has been regionallyagreed which builds upon these drivers/principles for change. TheCPD/PQL review and strategy will be published alongside thisCommissioning Plan.

Following the consultation NHS North West is committed to takingforward the following actions:

Protecting the level of funding for CPD at 2010-11 levels

Funding to be proportionate to the eligible workforce, accessible andrelevant to multi-professional needs

Provision to be aligned and responsive to service need

A model which minimises inefficiencies/maximises investment andencourages innovation through collaboration

Improved impact and outcome monitoring

The consultation showed that stakeholders agreed with both theconcept of core provision, flexible contracted provision with theremainder being provided direct to providers as a cash allocation toenable local procurement. Furthermore it has been recognised thatcore provision will consist of those commonly accessed modules whichare seen as having as having strategic priority. NHS North West willalso review and consult on developing a standard unit price for CPDand processes to support transferability of academic credit andaccreditation of work-based learning. Finally; NHS North West willconsult on the whether the proportion of spending on CPD relative to

other expenditure should be higher and if so what other MPET fundedactivity should be reduced to enable this to happen.

Priorities for 2011-12

NHS North West will take forward the pledges within the strategyduring 2011/12. In particular it will support the following strategicprovision:

Clinical Leadership

Multi-Professional Mentorship

Safer PrescribingSafeguarding




Access to CPD for smaller professions

Championing the National Year of Communication through theChildren‟s and Young Persons Network

Developing and implementing a North West electronic monitoringtool

These priorities will be refreshed and reviewed during 2011-12 toensure they remain relevant.

5.2 Vocational (Bands 1 to 4) and Apprenticeships

Despite the 3 year agreement in support of vocational learning betweenthe former Learning and Skills Council (LSC) and Strategic HealthAuthorities nationally coming to an end in August 2010, partners in theNorth West region have committed to continue its‟ support of NHS staff in bands 1 – 4 posts into the future.

The introduction of the Skills Funding Agency and NationalApprenticeship Service (NAS) has built on those positive partnerships,despite the challenging economic circumstances and evolving skillslandscape.

2009/10 saw escalating levels of demand with over 90% of the overallbudget spent, in response to both increased flexibilities within Train toGain and also employer commitment to continued staff employability.

2009/10 also saw the first real year of apprenticeship activity across theNHS, with a DH target of 5,000 set nationally. Productivity ofpartnerships in the NW culminated in 1,371 new apprentices by March2010, 120% above the regions‟ initial commitment.

Priorities for 2011/12

Ensuring joint investment arrangements continue across thepartnership in 2010/11, recognising the increasing emphasisupon Apprenticeships as the primary route into employment forthose without alternative qualifications.

The recent Comprehensive Spending Review (CSR) hassignalled the end of Train to Gain in its current form, but enabledadditional provision of £150m in support of apprenticeships aged19 and over. Current expressions from employers suggestapproximately 1,000 new apprentices in 2010/11 and NHS NorthWest will continue to promote access to this additional provision.

Maintaining processes to monitor and manage both timelycompletions as well as retention/progression of learners whichhave resulted in 32 of those otherwise completing fixed term

apprenticeship posts, now having secured further employment inthe NW NHS to date. Plans are also underway to encourage




progression across level 3, 4 and potentially level 5 frameworks,supporting both the anticipated system skills gaps and also thelikelihood of expanded access to Agenda for Change band 5non-clinical posts.

In the meantime, NHS North West is committed to continue its‟support of the Skills Academy for Health North West, withdevelopments including cadet to apprenticeship models,preferred Provider arrangements and employment progressionprocesses all underway.

5.3 Practise Learning Environment

5.3.1 Practice Learning

NHS North West Strategic Clinical Placement Strategy is now in its‟

second year of delivery against agreed plans.

Having harmonised sub-regional activity and invested an additional30%, the resulting infrastructure dedicated to managing and improvingclinical placement capacity, capability, breadth and quality is nowgaining momentum across the region.

Practice Education Facilitators (PEFs) are based with employers andfocus on the quality of student experience and interprofessionallearning and work with Placement Development Managers (PDMs) ondelivery of the wider strategy.


Practice Development Managers (integral to the Placementdevelopment Network) are to focus on expanding clinicalplacement capacity and breadth, helping to manage the shortfallsacross all professions, whilst working proactively to create asurplus. Initiatives to embed the „hub and spoke‟ approach toplacement experience, expand breadth through non-traditionalexposure in private, voluntary and independent sector providers

and explore opportunities for core simulated learning, are alltargeted at delivering a timely response to the challenges posedby the increasing emphasis on practice learning, systemreorganisation and advancing technology.

With the numbers of students on placement reaching an all timepeak in 2010/11, expansion of both capacity and breadth is nowbeing targeted and measured. 145 new placements were addedto the regional circuit between April and September 2010, withgrowth across both NHS and non-traditional placement settings at52% and 48% respectively. Moving forward, NHS North West

will look to align the planned reductions in some areas ofcommissioning are offset against expansions elsewhere e.g.




Health Visitors and IAPT, requiring sustained investment inbuilding capability through multiprofessional mentorship andinterprofessional learning developments.

5.3.2 Learning and Development Agreements

With all service provider Learning and Development Agreements (LDA)in place, 2010/11 has focused on establishing an accurate baseline ofactivity across all MPET funded workstreams. The requirement withinthe LDA to provide workforce information and plans is central toenabling NHS North West to support workforce development anddetermine education commissioning priorities

Simultaneously, the impact of the national MPET review has signalledNHS North West shadow allocations for 2011/12, applying the re-basing of SiFT and introducing a placement rate for all non-medical

undergraduate activity.

This and the reorganisation of services across the North West hasensured appropriate attention is paid to both existing learning anddevelopment capacity and capability, as well as future scope andrecognises the need to maintain system sustainability through thetransition.


Whilst the definitive outcome of national consultation on theMPET Review remains pending, the reorganisation of services(most notably Transforming Community Services) is on-going andprocesses are now evolving to ensure funding continues to followstudent/learner activity.

Arrangements for the management and potential re-distribution ofresource including vocational investment, practice educatordeployment and continuing professional development (CPD) cashallocations, will be subject to on-going discussions with serviceproviders through LDA signatories.

Continue to facilitate the development of Education Governanceacross all Providers

5.3.3 NW Health Care Libraries Unit

The North West Health Care Libraries Unit is responsible for thestrategic development, co-ordination and monitoring of all NHS libraryinformation services in the North West. Activity in 2010/11:




Provide advice to NW NHS organisations on the development oflocal library information survives - particularly in the light ofservice reconfiguration in primary care Test the new Library Quality Assessment Framework via a selfassessment process Develop operational plans from the library strategy published in2009/10 Contribute to the development of the national costing frameworkfor NHS library information services Contribute to DH consultations on the NHS White papers (inparticular on information and workforce) Refresh the Unit's strategy for NW NHS library informationservices in the light of the NHS White papers Establish new hosting arrangements for the Unit

Priorities for 2011/12:

Provide advice to NW NHS organisations on the development oflocal library information survives - particularly in the light ofservice reconfigurations Assess library information services quality via the Library QualityAssessment Framework Provide continuing professional development opportunities for allNHS library staff Provide value for money via NHS North West for purchasing ofelectronic information resources Contribute to national developments including key performanceindications

Develop partnership working with library services in highereducation, local authorities and with NHS Evidence work with NHS North West and education organisations todetermine the future role of the Unit

5.3.4 Simulation and Technology Enhanced Learning (TEL)

NHS North West published its Simulation Strategy in September 2010.

Simulation is an educational modality within which a real life task, eventor experience is recreated with the aim of providing a safe learningenvironment, for the acquisition of skills, knowledge and behaviours.There are different modes of simulation education, and while the modeof simulation is important it is not the key factor for effective educationaldelivery using simulation, this rests with ensuring the appropriatequality managed educational design, facilitation by experiencedfacilitators, feedback, rehearsal, and effective planning of its integrationinto curricula.

There is now significant interest and commitment to explore the use of

simulation education methods to support the development of thehealthcare workforce, particularly in enhancing safe patient care




delivery and promoting error reduction (DH 2008). There is evidence ofsignificant simulation activity and infrastructure within the North West,including two purpose designed simulation centres which arerecognised as pioneers of innovation and quality in the furtherance ofsimulation based education. Although the indications for the use of

simulation are positive, it is evident that several challenges exist whichare impairing the effective utilisation of simulation. Therefore, given theexisting equipment resources, current experience of the use ofsimulation education within the North West, the potential benefits to beobtained and the resource implications that the effective use ofsimulation requires, there is a need for a common strategic approachwhich clearly sets out how simulation education can be effectivelyused. This requirement is further driven by the implications of thequality, innovation, productivity and prevention agenda, the potentialimplications of the multiprofessional education training levy review andstrategic workforce priorities to increase team and interprofessional

learning.

The Simulation Strategy offers a vision for the use of simulationeducation in the North West, building upon the current expertise,resource availability and is more directly aligned to service andworkforce requirements. This vision seeks to:

recognise the value of simulation education for effectivedevelopment of the workforce in terms of patient safety,collaborative multi professional and interprofessional learning

promote the use of simulation provision that is planned andeffectively integrated into healthcare curricula, both atundergraduate and postgraduate level

maximise use of current simulation education infrastructurecapacity

increase the availability of facilitators with planned time and accessto resources to deliver an effective range of simulationdevelopment opportunities.

In order to realise the proposed vision the following strategic prioritiesamongst others will be advanced:

to increase the educator capacity and capability for the effectiveapplication and use of simulation

encourage partnerships and collaborative approaches which fullyintegrate and map current and future stimulation provision, bothspecific discipline and multi-professional, to ensure alignment andaccess which best support curricula and service deliveryrequirements

to strengthen the quality management for simulation in the NorthWest.

Work towards achievement of these strategic priorities is reflected in aproposed plan of work to be progressed in 2010/11. An investment




allocation has been approved by NHS Northwest to supportprogramme activities in 2010/11.The key priorities for the use of thisinvestment will be to focus on enabling educator capability, promotingquality assurance, supporting co-development of educationalresources. It is anticipated that this strategy will consolidate the profile

and activity of the North West area as a key region in promoting theuse of simulation education.

NHS North West published its‟ e-learning strategy in 2010 whichproposed to build upon the strategic e-learning activities which havealready been promoted and are yielding benefits for someorganisations in the use of new learning technologies within the NorthWest. This revised strategy noted the future trends, application andfocus of new learning technology developments, renewed theimportance and the commitment of NHS North West to enable anapproach and environment where health and partner organisations can

fully benefit from the potential that new learning technologies offer inthe development of the workforce.

A step wise change will be needed if the benefits of new learningtechnologies are to be obtained. The North West region is positionedbetter than most to benefit from these. Accordingly this is an advantagewhich should be fully leveraged to truly transform how we support thedevelopment of the workforce. The key workstreams in the strategyare:

The North West Region E-learning Strategy Programme of Workfor 2010

Supporting organisational capacity and capability

Brokerage to encourage efficiencies in e-learning developments

Enhancing quality assurance

Extend use of resources to organisations supporting thedevelopment of the future workforce

Innovate e-learning use

The NHS North West will continue to work with stakeholders to deliverthe work programmes during 2011/12 to further develop and embed

TEL into education and learning delivery and reflect the National andNorth West TEL Strategy within the outcomes of the consultation of“Liberating the NHS: Developing the Workforce”




Questions: Part B

Are the commissioning intentions outlined in Section 2 of theCommissioning Plan for each of the following sectionsappropriate? If not how should they change?

1 Nursing & Midwifery2 Allied Health Professions3 Other Professions4 Workforce Modernisation5 Education Management




Appendix 2

Stakeholder engagement

Regional Groups

Human Resource Directors

Finance Directors

Directors of Nursing

North West Social Partnership Forum

Allied Health Professions Network

Healthcare Science Networks and Divisional Workforce Groups

Pharmacy Workforce Group

Clinical Psychology Network and IAPT Boards

Newly Qualified Graduates ForumSkills for Health

Skills for Care

HEFCE

NW Universities Association

NW Council of Health Deans

Pathology Networks and Regional Pathology ModernisationBoard

Student Focus Groups

National Groups

In particular it provides national leadership or strategic input to the followinggroups:

National Education Commissioners Network (Chair)

National Workforce Finance Network (Chair)

National SHA Workforce Planners Network

Nursing & Midwifery Professional Advisory Board (National

Education Commissioners Network representative)AHP Professional Advisory Board (National EducationCommissioners Network representative)

Improving Access Psychological Therapies NHS NORTH WESTLeads Group (Chair)

National Healthcare Science School of Genetics Board (NationalEducation Commissioners Network representative)

National Audiology Practice Learning Group (Chair)

NHS Bursary Unit (National Contract Lead)

Centre for Professional Pharmacy Education (National ContractLead)

copy of copy of commissioning plan 2011-12 masterfinal

Documents