1. health and fitness

Paper K
LINCOLNSHIRE LOCAL EDUCATION AND TRAINING COUNCIL
MINUTES OF A MEETING HELD ON
22nd April, 2015
10am-12 noon
Board Room, Robey House, Lincoln County Hospital
PRESENT
Jane Lewington
(Chair)
Mr Sunday Ikhena
Helen Smith
Ruth Allarton
Debra Burley
Julie Stevens (JuSt)
Vicki Sharpe
Katherine McMillan
Tracey Pilcher
Sharon Black
Maz Fosh
Dr Isobel Perez
Chief Executive ULHT
Director Medical Education, ULHT
Transformation & LETC Lead (HEEM
Lincolnshire)
Head of Department AHP, Sheffield
Hallam University
Chief Executive LMC
Deputy Director of Workforce, LCHS
Strategic People Management Advisor,
LCC
Training & Development Pharmacist,
ULHT
Chief Nurse, Lincolnshire East CCG
Director Nurse Education & Deputy Head
of School, University of Lincoln
Director HR & OD, LCHS
Public Health Consultant
IN
ATTENDANCE
Julie Seddon (JuSe)
Anne Symon
Jeanette Shepherd
(minutes) (JeS)
HEEM Workforce Transformation
Manager
Urgent Care Strategy Manager, LHAC
Administration Team Leader (HEEM
Lincolnshire)
Action
1.
Welcome, Introductions and apologies
Apologies were received from:Gary Thompson, Michele Duggan, Nicky Fothergill, Elaine Stasiak, Liz Ball,
Sara Owen, David Knight, Tony Kavanagh, Andrew Dickenson, Melanie
Weatherly, Yee Cho, Sarah Furley.
As JL was delayed, MF began the meeting with introductions and item no 2.
Developing
people
for health and
healthcare
East Midlands Local Education and Training Board
www.em.hee.nhs.uk
@EastMidsLETB
2.
Minutes of the previous meeting
Accuracy


Page 2 – Medical Workforce Training. Should read “JuS to enquire of
Richard Whittle.” (Not a formal meeting). Done.
Page 3 – ULHT revalorisation: should read “ULHT Social Role
Valorisation – Training to develop a values based approach to
understanding the service user experience of those in our care” (NB: this
was business case no 11).
With the above amendments, the minutes of the meeting held on 16th March
2015, were agreed as a true and accurate record.
3.
Matters arising/action log




4.
UoL did not wish to deliver a Health & Social Care Foundation Degree.
Dialogue still on-going with Bishop Grossteste University. There may be
some options around the results of the Shape of Care Review. The
Wider Workforce Strategy Group had been disbanded, therefore, it was
agreed that a Task and Finish group takes this piece of work forward.
TP
TP to arrange first meeting. Members to include:o Sharon Black (was happy to host at the Think Tank)
o Ruth Allarton
o Tracy Pilcher
o Liz Ball
o Plus other nursing leads
LBR for Occupational Therapy: DK to check with Jane Tuxworth. On- DK
going.
Return to Practice national campaign: At the moment we were not able
to publicise any events due to restrictions around Purdah. However,
there was a very positive interview recently on Radio Lincolnshire from
someone who had participated in Return to Practice.
SHU on-line course around EOL care: RA to send out link when RA
available.
Chair’s update
JL reported on the following:






An appointment had been made for the Chair of HEEM, but no
announcement would be made until after the election.
Janice Stevens was now on secondment; Paul Holmes was the interim
National Director (Midlands and East).
EM Leadership Academy: HEEM had made contributions to the EM
Leadership Academy each year, but their objective now was to move to
a more commissioning relationship. There was a push away from
product delivery and more into the workplace and ways of supporting
joint working within the LETB.
“Love our Learners”. Progress had been made over the last year.
Share outcomes to date and think if we want to support a Lincolnshire HS
“Love our Learners” campaign. How would it be evaluated? Was there
support from organisations?
“Love our Educators” was the next stage.
LHAC – aiming towards a public consultation in autumn 2015.
PWC had been re-engaged by the Joint Commissioning Board to
support progress on each of the work streams and detailed strategic
2













5.
business cases, and to support ULHT around acute services.
ULHT Clinical Strategy event was held last week. 70 people attended.
Very engaging, and now with a clear timeline. A similar session to be
held at the end of June to firm up what services each of the sites would
deliver.
Finance continues to be a challenge in the Lincolnshire economy. ULHT
was at present in arbitration. Depending on the outcome, the deficit
would be either £37 million or £45 million. This reinforced the need for a
Lincolnshire plan and changes.
System Resilience Group (SRG): Looking at operational pressures
around social and urgent care. What were the workforce implications
around intermediate care? When the commissioning strategies around
health and social care become clear, what will we need to support? TP
TP/DB
and DB to discuss and speak with Gary James, Chair of the group.
Current crisis around staffing pressures – we need to scope as a LETC
and identify where the immediate pressures are, to help the LETC
support providers. Joint proposals and urgent joint work required to HS
identify workforce “hotspots”.
Anne Symon commented that there was a huge nursing issue in care
homes.
University of Lincoln attrition rates for current years 1 and 2 were well
within acceptable limits. How do we work with the UoL to help with
attrition and to increase application rates from the east of the county?
HS advised that £24,000 had been awarded to fund the development of
schools engagement work; particularly to encourage students in
deprived areas, and to attract higher achieving students.
Need to map all issues so we take a systemic approach.
Attraction strategy – The market research company, which focused on
Acute & Primary Care drs and nurses, had provided preliminary verbal
feedback, awaiting formal report.
DB reported that the LMC were using a BMJ marketing scheme to
attract GPs.
LCHS holding a meeting next week to discuss/scope their attraction
strategy.
We need a common branding that Trusts can use in their individual
campaigns. What are we trying to achieve and by when? Scope and
identify “hotspots”.
Need to explore the potential of new roles and use innovative
approaches to how we attract, especially increasing numbers of
applications to the east coast.
Beyond Transition




HS had been successfully appointed as Transformation and LETC Lead
for Lincolnshire, and Julie Seddon as Workforce Transformation
Manager. There was a 0.6 vacancy in the team for a Workforce
Transformation Manager; unfortunately, the team was losing Sharan
Watkinson. The 8c 0.5 wte post was out for advert, and would be based
at Ruddington. JL expressed concern on how a 0.5 post, based in
Ruddington, would be able to support us locally. JL to write to David JL
Farrelly regarding this.
Andrew Dickenson, Post-Grad Dental Dean, had been aligned to
Lincolnshire, along with a Workforce Intelligence Manager.
Jane Johnson had been appointed as Executive Lead for
Transformation and Innovation across the LETB.
The next phase of re-structuring had begun; “Continual Improvement”
3
and would affect the Education and Commissioning, and Quality teams.
6.
LETC 2015/16 Work Plan and Priorities










7.
Finance






8.
There was a desire, from HEE, that all LETCs across the East Midlands
operate in a similar fashion. Therefore, the revised Terms of Reference
would be set from HEE.
HS outlined 5 main themes. However, following discussion it was
agreed that we also had urgent workforce needs that should be
addressed, and an additional theme (no 2) was added.
1. Effective workforce planning and implementation
2. Working as a Health and Care Community to address
existing workforce issues
3. Attracting, recruiting and retaining the right people
4. Improving the quality of the education experience
5. Health and Care integration
6. Measuring the impact of our interventions
It was agreed that a “Plan on a page” be developed under each of these HS
themes, outlining clear deliverables, timescales, outcomes, and KPI’s.
Under each theme would sit Task and Finish Groups with identified
senior leads reporting back to the LETC with RAG rated reports on a
regular basis.
HS
Delivery Plans required for each theme; be realistic!
Development of new roles spanning a number of responsibilities a key
element– think about how we can move our current workforce into those
new roles.
How do you build virtual teams around certain pathways? Need to be
reflected under these themes.
The OD Plan has been delivered and reported into the Workforce & OD
Programme Board. Affects staff in all organisations currently. Look at
the sustainability and delivery of that.
Anne Symon – workforce challenge along the whole pathway;
admission/attendance/avoidance. New workforce, different skills.
We need shared processes and systems, ie, shared bank staff;
conversation has already started.
Recognise that last year we hadn’t supported some of the
transformation activities envisaged or some of our priorities.
We don’t know our share of this year’s flexible funding yet.
It was recommended that the funding be linked to the agreed 6 themes
and be divided 4 ways rather than 3, to reflect Primary Care.
HS proposed that allocation was calculated on headcount of the three
trusts plus GP practice staff, once numbers confirmed. Agreed.
There would be a clear governance framework around spend.
Supporting service transformation monies, in the medical pot: see paper
“Supporting service transformation with changing education and training
models” embedded in Paper D, Finance Framework. All agreed this
was a sensible option.
Risk


The highest risk was still insufficient workforce supply.
It was suggested that Paul O’Neill, from The East Midlands Leadership
Academy, talk to the Workforce and OD Programme Board around the
4


9.
Nurse Revalidation













10.
pro-active and urgent care stream. MF and HS to speak with Paul HS/MF
O’Neill about attending the next Workforce & OD programme board.
Health Visitor recruitment exceeded targets – now closed.
HS
HS to check with DK the name of the lead for IAPT risk.
MF provided an update from HRDs, 22nd April.
Nurse revalidation pilot running across England, Wales, and Scotland.
KPMG review of the Pilot; producing documents describing revalidation.
Nottingham Healthcare was involved in the pilot, led by their senior
matron.
The NMC would be sending more information to the Trusts from summer
to October, to commence next April (moved from January).
It was the nurse responsibility to embed this.
The challenge would be how to implement; electronic or written?
The NMC website was useful for resources; templates; reflective and
feedback.
Organisations need to consider how the appraisal process could be
used to obtain feedback.
There may be implications on “Fitness to Practice” issues.
Big concern would be the smaller/3rd sector employers.
Need to think about dual roles and consistency across organisations and
regions.
The NMC is regulatory; not taking accountability.
Shape of Caring

HS advised that the Shape of Caring document was out for consultation,
although it was not clear that this was a consultation document or where
to send comments! Maybe due to Purdah restrictions?
HEE Mandate

11.
Any Other Business


12.
JL asked if there were any national issues that would have implications
for us:o Mental Health – IAPT waiting times/capacity/new targets.
o Veterans Health – both mental and physical.
MF provided an update on streamlining work commissioned by HRD’s:o Training – amber
o Recruitment – green
o Occupational Health – amber
o Medical workforce – amber
The streamlining work would have workforce implications. HEEM
agreed to finance for 2 years.
Date and time of next meeting
May 11th 2015, 2pm-4pm, Board Room, Robey House, Lincoln County
Hospital
5