1. Planning and people: delivering the NHS Long Term Plan at scale
3.7
Supported by
Planning and people: delivering the NHS Long Term Plan at scale
Matt Tagney Programme Director for the Long Term Plan
Gina Naguib-Roberts Director of Workforce Strategy
NHS England and NHS Improvement

2. Planning and people: delivering the NHS Long Term Plan at scale
Matt Tagney, Programme Director for the Long Term Plan
Gina Naguib-Roberts, Director of Workforce Strategy

3. Key messages from the engagement:
The LTP Implementation Framework is the result of a significant engagement exercise over the last 4 months including:
National and Regional colleagues across NHS Improvement and NHS England
Every ICS and STP in England
ALB partners and government
National stakeholders such as LGA, Royal Colleges, BMA, NHS Providers and thinktanks
VCSE groups
NHS staff and service user representatives engaged through our national programmes
The NHS Assembly
Key messages from the engagement:
‘Don’t forget about ‘X’ in the implementation’ vs ‘be clear on what we need to focus on first’
Be clear on the support that will be there for us
Roles and responsibilities of national and regional teams in implementation
Minimising ‘silos’ and time consuming ‘bidding processes’
An on-going commitment to partnership and joint working with the NHS and partners as we implement
Launch of the LTP Implementation Framework

4. The LTP Implementation Framework will…
Reconfirm ICS as the key unit of change within the NHS over the next 5 years – but not everything will be planned and delivered at an ICS level.
Provide a framework for STP / ICS leaders to create 4 / 5 year implementation plans that will deliver the vision and commitments of the LTP.
Set expectations on the process required to develop plans and key dates associated with that.
Set out the support that will be made available to STPs / ICS to deliver, including commitments that will be delivered nationally, and a number of areas where we will do intensive work with the NHS to finalise our implementation methodology.
Re-confirm the commitments made in the LTP and set out where there are national expectations on pace of delivery and where STPs / ICS will be able to phase activity over the 5 years to reflect local priorities and different starting points.

5. System Delivery Plan: Content and Timeline
System (STP / ICS) plans should be:
Clinically led
Locally owned
Financially balanced and deliver financial recovery
Based on realistic workforce assumptions
Deliver the entirety of the LTP
Phased, with activity over 5 years based on local need
System plans should set out:
How plans will improve services and outcomes locally and tackle local priorities and health inequalities
How staff, public, local leaders and partners have been engaged
How the system will be developed to support transformation
How you will improve productivity and efficiency.
Milestone
Date
Publication of interim people plan
June 2019
Publication of LTP Implementation Framework
System plans agreed with system leads and regional teams.
Autumn
National Implementation Plan published
Winter
Operational Planning for 20/21
Spring

6. Overview of the People Plan
The NHS People Plan is part of the overall Implementation Plan for the NHS Long Term Plan (LTP)
On 3rd June we published the Interim People Plan, which was developed between January and April
We are now beginning work on the full People Plan, which will be published within two months of the final 2019/20 Spending Review
The interim Plan lays the foundations for the workforce transformation we need to bring about to make a reality of the new service models and ways of working set out the LTP, with a focus on the immediate actions for 2019/20
The first phase of the work has been completed with the development of the interim Plan
The second phase of the work has begun and will involve implementing immediate actions of the interim plan, and developing the full People Plan
The first phase of the work has been completed with the development of the interim Plan – we are in the process of finalising HEE’s 2019/20 mandate and the workforce content of the LTP implementation framework, to support its delivery
The second phase of the work has begun and will involve:
Implementing the immediate actions for 2019/20 in the interim people plan
Inputting into the spending review process
Developing national workforce plans built up from system plans
Developing the full People Plan
NHS People Plan
NHS Improvement

7. The Interim People Plan – key themes
Improve our leadership culture: Positive, compassionate and improvement focussed leadership creates the culture that delivers better care.
Prioritise urgent action on nursing shortages: There are shortages across a wide range of NHS staff groups, However, the most urgent challenge is the current shortage of nurses.
Make the NHS a better place to work: We must make the NHS an employer of excellence – valuing, supporting, developing and investing in our people.
Develop a workforce for the 21st century: We will need to grow our overall workforce but growth alone will not be enough. We need a transformed workforce with a more varied and richer skill mix, new types of roles and different ways of working.
Make the NHS a better place to work: We must make the NHS an employer of excellence – valuing, supporting, developing and investing in our people.
Key action(s): large-scale engagement exercise to develop a new offer for our people
Improve our leadership culture: Positive, compassionate and improvement focussed leadership creates the culture that delivers better care. We need to improve our leadership culture nationally and locally.
Key action(s): development of new ‘NHS leadership compact’ establishing cultural values/leadership behaviours and support/development for our leaders; further consultation on and implementation of Kark’s recommendations; and review of Well-led Framework and NHS Oversight Framework to ensure there is a greater focus on leadership, culture, improvement and people management
Prioritise urgent action on nursing shortages: There are shortages across a wide range of NHS staff groups, However, the most urgent challenge is the current shortage of nurses. We need to act now to address this.
Key action(s): rapid expansion of clinical placement capacity; expansion of current retention programme; focus on international recruitment led by systems/lead employers and supported by regions
Presentation title
NHS Improvement

8. A new operating model for workforce
Develop a new operating model for workforce: We need to continue to work collaboratively and to be clear what needs to be done locally, regionally and nationally, with more responsibility for people planning activities undertaken by local integrated care systems (ICSs).
We have not been terribly successful at ensuring we have the right numbers and mix of staff, in the right place to meet patient need for various reasons…
lack of alignment between workforce, service and financial planning
a complex workforce architecture
incomplete data
neglect of workforce planning as a discipline and short-term plans
The first phase of the work has been completed with the development of the interim Plan – we are in the process of finalising HEE’s 2019/20 mandate and the workforce content of the LTP implementation framework, to support its delivery
The second phase of the work has begun and will involve:
Implementing the immediate actions for 2019/20 in the interim people plan
Inputting into the spending review process
Developing national workforce plans built up from system plans
Developing the full People Plan
NHS People Plan
NHS Improvement

9. Integrated system plans
We want to see an integrated approach to workforce, financial and service plans, that covers all services, and focuses on implementing the key themes in the People Plan…
Making the NHS the best place to work: setting targets for Black, Asian and Minority Ethnic (BAME) representation
Improving leadership culture: implementing system-wide talent management processes
Taking a holistic approach to workforce transformation and workforce growth (‘more people, working differently’), by thinking about:
practical, system-wide actions to release greater time for care
workforce growth for different groups, matched to financial, activity and service transformation plans
collaborative plans to deliver workforce growth, including system-wide approaches to improving retention, international recruitment and maximising use of the Apprenticeship Levy;
Changing the workforce operating model: as part of broader ICS development, setting out plans to develop the capacity, capability, governance and ways of working on workforce and people issues
Presentation title

10. How we’ll support systems
We will be providing a data tool to support systems to develop more detailed workforce plans to underpin their high level plans
NHS Improvement/England and Health Education England will be making information available where we hold this
Our collective regional teams will be putting on a series of roadshows to proactively support and coach
We will signpost systems to relevant guidance, good practice and case studies on workforce and people issues
The first phase of the work has been completed with the development of the interim Plan – we are in the process of finalising HEE’s 2019/20 mandate and the workforce content of the LTP implementation framework, to support its delivery
The second phase of the work has begun and will involve:
Implementing the immediate actions for 2019/20 in the interim people plan
Inputting into the spending review process
Developing national workforce plans built up from system plans
Developing the full People Plan
NHS People Plan
NHS Improvement

11. Q&A What do you most want to see in the Implementation Framework?
What are the key things we need to get right over the summer as we support you to develop your plans?
What do you need to support integrated workforce plans?
Launch of the LTP Implementation Framework

12. #Confed19