1. Promoting excellence in practice education Professor Lisa Bayliss-Pratt Director of Nursing

2. ‘Health is all about people
‘Health is all about people. Beyond the glittering surface of modern technology, the core space of every health care system is occupied by the unique encounter between one set of people who need services and another who have been entrusted to deliver them’
Health professionals for a new century [first published in the Lancet], 2010

3. Our purpose
HEE exists for one purpose – to improve the health and wellbeing of the people of England by developing a workforce—both professional and non-professional—with the right skills and values for them to always deliver outstanding healthcare.

4. Our functions Workforce Planning
Attracting and recruiting the right people to the posts we have identified
Commissioning excellent education and training
Lifelong investment in our people
HEE does not work alone – we have many key partners including other ALBs, HEIs, Regulators, Professional Bodies and the DH

5. Our Challenges
Human
We need to Improve patient safety and public satisfaction in an era of ever-higher expectations
We need to create a sustainable, caring, well motivated and valued workforce
We need a new, aspirational career structure
Reduce ‘leaky bucket syndrome,’ which sees attrition waste talent and valuable resources

6. Demographics , , ,

7. Chronic Care Management

8. Our Challenges Structural
Greater integration of health and social care
Greater parity of esteem of physical and mental health
Increased co-production of care between staff and patients
Greater flexibility of nurses and care assistants to work across integrated landscapes.

9. Framework 15: The HEE strategic approach
Our best chance of success is to base our long-term workforce strategic framework on the anticipated needs of future patients.
Global drivers of change
Future patients
Future workforce

10. Nursing Supply and Demand
We will need a more flexible workforce if we are to provide care for an ageing population with more complex health conditions.
We will need sustainable and better evaluated solutions to problems around nurse retention if we are to meet these future needs
There is concern about the cost of using bank and agency staff
Our consideration of nursing supply and demand is informed by:
The Francis, Berwick, Keogh and Winterbourne View Reviews;
An increasingly ageing population, often with multiple co-morbidities;
Delivery of the Five Year Forward View, especially the need to deliver more care in the community
HEE’s Workforce Plan for England

11. Nursing Supply and Demand
Short-term
Co-ordinating international recruitment through EURES
Reviewing current nurse retention schemes
Producing a common framework for nurse retention
Medium-term
Come Back To Nursing campaign
Developing flexible nursing pathways for Healthcare Assistants
Long-term
Multi-professional workforce planning – possibly commissioning more OTs and Physios
Patient pathways

12. Shape of Caring Review
The Review was commissioned by Health Education England (HEE).
The Nursing and Midwifery Council (NMC) is a strategic partner.
Independently Chaired by Lord Willis of Knaresborough
Published in March 2015
“How can we ensure that the education and training of nurses and care assistants is fit for purpose to support them in delivering high quality care over the next years?”

13. Shape of Caring Themes

15. Mind the (generational) gap
‘Baby Boomers’
‘Generation X’
‘Generation Y’
‘Generation Z’
Motivated and hard working; define self-worth by work and accomplishments.
Practical self-starters, but work-life balance important.
Ambitious, with high career expectations; need mentorship and reassurance.
Highly innovative, but will expect to be informed. Personal freedom is essential.
25% of the NHS workforce
40% of the NHS workforce
35% of the NHS workforce
<5% of the NHS workforce
Jones K, Warren A, Davies A Mind the Gap: Exploring the needs of early career nurses and midwives in the workplace. Summary report from Birmingham and Solihull Local Education and Training Council.

16. Outstanding Practice Airedale NHS Foundation Trust
24/7 secure video consultation supporting patients at home, and providing service to 200 care homes from Kent to Cumbria, supporting over 6,000 patients, and 800 prison outpatient and emergency consultations per annum.
Acute admissions down 37%
A&E attendances down 45%
Collaborative Learning in Practice (CLiP)
Real-life learning ward established to support day-to-day learning in practice.
Approach is student-centred, with typically up to 20 students placed together in a single learning environment.
Model is underpinned by a philosophy of student-led learning.
Students are learning to become increasingly confident and autonomous in practice, whilst experienced staff have the opportunity to reflect on care and to develop their resilience.

17. Magnet Hospitals
Magnet Hospital designation was developed by the American Nurses Credentialing Center (ANCC) in the 1980s.
At a time of acute shortages in nursing, the characteristics of the hospitals with highest rates of nursing recruitment and consistent retention were identified and codified into standards.
There are 409 Magnet hospitals worldwide – USA, Canada, Australia, New Zealand, Netherlands, Singapore, and Saudi Arabia.
Top 6-8% hospitals in the USA are Magnet hospitals

18. What is Magnet?
The Magnet credential recognises hospitals that have created:
Outstanding patient care environments;
Excellence in nursing – delivering excellent patient outcomes;
High levels of job satisfaction amongst nurses; and
Innovative practice in nursing care – with emphasis on research.
Promotes the attraction and retention of nurses – researchers called this the ‘magnet’ effect.
Encourages organisations to disseminate best practice.

19. The Magnet Model Transformational Leadership Structural Empowerment
Exemplary Professional Practice
New Knowledge, Innovations and Improvements
Empirical Outcomes

20. Looking to the future
Louis Pasteur’s theory of germs is ridiculous fiction
Professor of Physiology Pierre Pachet,1872
Heavier than air flying machines are impossible
Lord Kelvin, 1895
Computers in the future will weigh no more than 1.5 tons’
Popular Mechanics, 1949
‘We don’t like their sound and guitar music is on the way out’
Decca recording company on The Beatles, 1962
© Ian Cumming

21. We must be bold and brave…
“We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Don’t let yourself be pulled into inaction.”
Bill Gates

22. Questions?