1. Health Education England
24th January 2012

2. Purpose and Objectives
The provision of a world class healthcare education and
training system, essential for world class healthcare
A healthcare education and training system that:
Gives providers greater scope and responsibility to plan and develop their workforce, whilst being professionally informed and underpinned by strong academic links
Ensure security of supply of the healthcare workforce in terms of numbers staff and skills
Aspires to excellence in education and training leading to better experience for patients, students and trainees and world class health outcomes
Supports NHS values and behaviours to provide person-centred care
Supports the development of the whole workforce, within a multi-professional and UK-wide context
Supports innovation, research and quality improvement
Provides greater transparency, fairness and efficiency to the investment made in education and training
Reflects the explicit duty of the Secretary of State to secure an effective system for education and training

3. Education and Training System
Secretary of State
Secretary of State
Duty to maintain an effective system of education and training as part of comprehensive health service
Department of Health
Set Education Outcomes Framework
Sponsor for HEE
Hold system to account, via HEE
Department of Health
Public Health England
NHS Commissioning Board
Health Education England
Accountable to SofS, via DH
Compliant with DH Education Outcomes and Performance Assurance Frameworks
Accountable to DH for allocation of education and training funding
Set strategic Education Operating Framework (responding to input from PHE and NHSCB)
Health Education England
NHS Commissioning Board
Input service commissioning priorities to HEE strategic Education Operating Framework
Local Education and Training Boards
Public Health England
Input public health priorities to HEE strategic Education Operating Framework
Local Education and Training Boards
Education and Research
Local Stakeholders, including local authorities
Health Service Providers
Bring together Health, Education and Research sectors
Accountable to HEE for delivery against Education Operating Framework
Assessed against Education Outcomes Framework and Professional Regulators

4. HEE’s purpose
To ensure that the healthcare workforce have the right skills, behaviours and training, and are available in the right numbers, to support the delivery of excellent healthcare and health improvement. 4

5. National leadership for planning and developing the workforce
HEE Functions
Five key functions:
National leadership for planning and developing the workforce
Authorising and supporting the development of LETBs
High quality education and training responsive to the changing needs of patients and local communities
Allocating and accounting for NHS education and training resources and the outcomes achieved
Ensuring the security of supply of the professionally qualified clinical workforce 5

6. Wider leadership role in development of the whole health workforce
Scope
Key Clinical professions who support and provide services in health and public health services
Wider leadership role in development of the whole health workforce
Leadership and ensure transparency in the investment employers make in their workforce and allocating funding to invest in Continuing professional development and in developing the wider healthcare team
Ensuring workforce development across Health and social care is integrated and social care have access to clinical skills from health 6

7. National education and support functions
Scope
National education and support functions
Oversight of recruitment including medical,
Development of UK wide recruitment arrangements e.g. Healthcare scientists
NHS Careers
Access to national content for e-learning
Quality monitoring for small specialty groups in the workforce 7

8. Excellent experience for staff (inc. students / trainees) and patients
Education Outcomes Framework
1. Excellent education
Ensure the health
workforce has the right skills, behaviours and training, available in the right numbers, to support the delivery of excellent healthcare and health improvement
Excellent experience for staff (inc. students / trainees) and patients
2. Competent and capable staff
Effectiveness
3. Adaptable and flexible workforce
4. NHS values and behaviours
Safety
5. Widening participation
Aim Domains Quality

9. Funding Existing MPET funding is based on a mixture of:
Cost based tariff (benchmark price for payments to Higher Education)
Historic funding not related to current activity or costs funding.
Each SHA locally has its own contracts and funding arrangements
Overall this is neither transparent nor equitable and has significant transaction costs
New system will have:
Cost based tariffs where funding will follow the student for clinical placements and postgraduate medical training
System will have fixed prices (benchmark prices & clinical placement tariffs) – competition will be on quality
Infrastructure of tariffs and contracts will be national - reducing transaction costs
Incentives for quality outcomes
Flexibility at the margins for investment in innovation etc
Provider ownership will ensure relevance and rapid take-up of new approaches. New more efficient or better quality models of service delivery will be the incentive for providers to invest in innovation

10. HEE Advisory Structure
Health Education England
Professional
Bodies
Strategic
Advisory
Forum
HEE/LETB
Partnership
Group
Patients’
and Public

11. Operating Model and key relationships
Its success and effectiveness will be dependent on the quality of its working partnerships with other key bodies and stakeholders
Need to work with partners
to test fitness for purpose of outcomes from education
To develop integrated, multi-disciplinary approaches to workforce development
Annual strategic education operating framework
Medium and long term context for healthcare workforce development
National measurable outcomes
Leadership for quality assurance 11

12. Relationship with LETBs
Partnership and Accountability – the key words
The relationship between HEE and the networks is central to the success of the new system.
Mutually supportive, based on trust, respect and clarity of expectations.
LETBs held to account through annual agreements reflecting
the planned approach to delivering key national requirements
HEE/CfWI scrutiny of LETBs’ workforce plans, to ensure local and national alignment
A transparent and rules-based approach to performance management that:
promotes autonomy and allows networks freedom to innovate
enables HEE to intervene where required in support of the delivery of agreed contract outcomes
HEE will manage a robust system of authorisation for the LETBs that provides ongoing assurance based on the outcomes being achieved
HEE will work in partnership with the LETBs collectively to ensure effective action and response to national issues 12

13. LETB Authorisation and Accountability Framework
In order to be fully established, LETBs must provide evidence to demonstrate:
Collaborative leadership for education and training
Proper constitutional and governance arrangements
Financial control, capacity and capability
Meaningful partnerships and engagement
Effective Education and training commissioning
Workforce strategy and planning
Clinical focus on safety and quality
Fair representation of local employers
Working with clinical networks and senates and patients
Controls within running costs to ensure VFM
Multi professional approach
Effective communication throughout local workforce

14. Authorisation and accountability framework
If HEE determine that a LETB is in breach of its contract, HEE will work with the LETB to develop a plan and monitor its execution to remedy the identified shortcomings.
If, despite all reasonable endeavours, the LETB remains in breach of its contract, HEE will implement the remedies in the contract.
HEE will also have powers to intervene to ensure the contractual obligations of the LETB are fulfilled and, where appropriate, seek the support of the Care Quality Commission and Monitor.
If an LETB loses the ability to fulfil its contractual obligations, the LETB will have to re-apply for authorisation demonstrating that it is once again “fit for purpose”. 14

15. Timeline for Transition