IPR Executive Summary - Health Education England

IPR Exec Summary
December 2014
IPR Executive Summary
Quarter 3 2014-15
Reporting Period 1st October to 31st December 2014
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Table of Contents
Section
1.
Introduction and Executive Summary
2.
Business Plan Domains
3.
Performance on a Page
4.
Overview of IPR Deliverables
5.
Reporting by Exception
Pages 3-6
Page 7
Page 8
Pages 9-11
Pages 12-15
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1. Introduction and Executive Summary
"Health Education England exists for one reason and one reason only; to support the delivery of excellent healthcare and health improvements to
the patients and the public of England, by ensuring that our workforce has the right numbers, skills, values and behaviours, at the right time and
in the right place"
This is the Quarter Three (Q3) Integrated Performance Report (IPR) for Health
Education England (HEE) covering the period from 1 October to 31 December
2014. The report measures progress against the 2014/15 Business Plan and
Mandate deliverables.
The IPR continues to evolve and as at Q3 there are now 163 deliverables being
actively monitored and reported against. There has been a slight increase in the
number of deliverables reported (there were 160 in Q2) to reflect changes agreed
with Senior Responsible Officers (SROs) and to enable HEE to recognise its inyear achievements and monitor ongoing programmes of work. The projects being
managed through the Portfolio Office have also been mapped to the IPR this
quarter.
Exception reports for deliverables where slippage has occurred are reported in
Section 5.
The following traffic light (RAG) system has been applied:
The IPR is structured as follows:Excecutive Summary,
Full IPR Progress Updates (available on-line),
Business Plan Priority Commitments (available on-line),
Benchmarking Charts (available on-line).
The Executive Summary provides: a high-level overview of HEE's performance. This
report has been structured using the HEE Business Plan Domains. Section 2
provides a description of the domains; Section 3 illustrates performance by domain
and Section 4 shows a high level progress overview for each deliverable.
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1. Introduction and Executive Summary (continued)
Analysis of the Quarter 3 position shows that:56 (34.4%) of our deliverables have been achieved (an increase from 20.0% in
Q2);
67 (41.1%) are on target to be achieved (a decrease from 48.8% in Q2);
39 (23.9%) are making some progress although slippage is likely to occur to
the original delivery date (an improvement on 48 (30.0%) reported last
quarter);
HEE's Business Plan identifies a number of deliverables that are considered key
priorities 2014/15. Reporting of these priorities can be found in the BP Priority
Commitments report. Highlights from each of the domains follow:-
Domain 1: Workforce Planning
1 (0.6%) is yet to be rated as this is a new area of work (an improvement from
2 (1.3%) reported in Q2).
There has been no change in the RAG status for the 4 deliverables since last
quarter. The 2015/16 workforce planning process has been designed, agreed and
implemented, and the final plan was submitted to the December Board in line with
the agreed timetable. Although the deliverable Data Collections with HSCIC and
Professional Bodies (WP1_002) remains Amber, the funding issues have now been
resolved and the programme has re-started, with two proposed collections per year,
commencing in Spring.
The chart below illustrates the positive progress being made, and
demonstrates that that the performance management approach is working:
Domain 2: Health Careers
0 deliverables are rated red (no change on last quarter).
Of the 17 deliverables reported against this domain none have shown a decrease in
confidence of delivery. Four deliverables have been reported as being achieved this
quarter. Customer Satisfaction of the National Careers Helpline (HC1_007)
continues to remain very high as does the recommendations of the service to
others. Regarding Access to Higher Education (HC2_014), a soft launch of strategy
is in place with a formal launch planned for March. A directory of Widening
Participation (HC2_015) initiatives has been developed to promote best practice, and
which has received positive feedback. The interactive framework for Values Based
Recruitment (VBR) (HC3_023) was delivered in October and will continue to be
updated with new information, and an interim data report is being developed to track
progress on Testing of VBR Values (HC3_025) which is currently reported as Amber,
but is expected to be delivered by March.
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1. Introduction and Executive Summary (continued)
Domain 2: Health Careers (cont.)
Domain 3: Education Commissioning (cont.)
Health Care Apprenticeships (HC2_011) continues to remain on plan and national
standards for health care assistants (HCAs) have been announced by the Department
of Business, Innovation & Skills.
There is increased confidence in the delivery of the following deliverables: A life course
approach to workforce planning is being developed on Safeguarding (EC1_008) which
includes forum representation and informs future activity. A multi-disciplinary digital
Perinatal Mental Health (EC1_009) i-Learning module is being developed, and a set of
core questions and key principles have been devised for Student Feedback (EC3_096),
and are being reviewed by stakeholders. HEE is on track to have the first cohort of
International Medical Trainees (EC4_107) to start next September.
Although the deliverables for National Careers Information (HC1_001), Health Careers
Strategy (HC2_008) and Under-represented Groups (HC2_015) have remained Amber
since Quarter 1, initiatives and actions have been developed in collaboration with
relevant stakeholders to improve progress. Delivery of Under-represented Groups
(HC2_015) is dependent on the release of quality data from HESA and the method of
analysis and reporting.
The update for Testing of Values (HC3_025) indicates that an interim data report will be
available in early January, with a full report by March 2015 for consultation and then
Executive/Geographical Director discussion and agreement. That being the case, the
current Amber rating is probably a pessimistic interpretation.
The Health Careers Strategy (HC1_008) deliverable was due in September 2014,
however it is clearly difficult to achieve this whilst BT is in flight, and whilst
Geographical Directors establish their portfolios – it probably needs a new timeline
agreeing, and the form of document/strategy re-confirming (the suggestion in the update
was a Strategy and separate Business Plan).
Domain 3: Education Commissioning
The Education Commissioning domain reports on 112 deliverables, and the overall
position for this domain has improved; an additional 15 deliverables were reported as
achieved, bringing the total to 41. There were 24 Amber-rated deliverables, reduced from
30 reported last quarter, and 47 Green-rated deliverables compared to 53 in Quarter 2.
There have been some shifts in confidence from green to amber, which indicates that
some slippage to delivery has, or is likely to occur.
These include the programme of work on the Antimicrobial Resistance (AMR) strategy
(EC1_051/052). The implementation is expected to be completed by March which is
the delivery date, and an action plan to ensure linkages for the competent prescribing
of AMR is due to be completed 1 month late. Due to an expansion of scope the
workload on Minimum Standards of Mandatory Training for Health and Care (EC3_091)
currently exceeds capacity, and plans are in place to recruit a project manager and
seek support from the expert advisory group. The area of work on Piloting LETB
Quality Metrics (EC3_093) has been placed on hold pending recruitment to the Quality
Transformation post.
Several deliverables have reported as Amber for 3 consecutive quarters. Collaborative
work is under way with E-lfh and TEL to develop training material for Mental Health
programmes (EC1_023 - EC1_027). A standard approach for reporting Attrition
(EC3_083 has been agreed. The Education Training for Trainers programme (EC3_088)
is awaiting the appointment of the new Commissioning and Quality Transformation
teams to take this work forward. The Launch Technology Enhanced Learning (TEL)
hub programme (EC3_089), is being aligned to NHS partner priorities, HEE Business
Plan and Mandate, and barriers to IT are being resolved.
There are several key highlights to note this quarter.
The Medical Schools Council report in supporting the Assessing Aptitude for Medical
Careers (EC2_072) programme recommended incorporating VBR and to consider a wide
range of selection methods. All 4 health departments have agreed a UK-wide mandate
for UK Foundation Programme Development (EC2_074).
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1. Introduction and Executive Summary (continued)
Domain 4: Innovation through Investment
Four of 10 deliverables assigned to Innovation through Investment have been
delivered; these relate to Educational Research projects (II1_001/003), Development
of Clinical Academic Pathway (II2_005) and Improving Technological Literacy
(II3_012).
Section 4 provides a high level summary of our achievements and Section 5 the
exception reports for our most challenging areas.
Two deliverables are being reported as on track; Sharing Good Practice and
Knowledge (II3_010) and Driving Improvement and Developing Current Workforce
(II3_011).
Three deliverables have been reported as Amber; Slippage on Embedding Best
Practice (II2_007) is being addressed by defining core responsibilities and forming a
task and finish group. HEE is meeting with regulators to discuss curricula content
including leadership to contribute to the scoping exercise for the Work with
Leadership Academy (II2_008). The slippage of the Genomics and Bio-informatics
programme (II3_009) is being managed through the development of an education and
workforce planning strategy which is to be shared with appropriate stakeholders to
better understand future needs.
Domain 5: Corporate Enablers
Of the 20 deliverables reported against the Corporate Enablers domain, 5 have been
delivered.
There is also increased confidence in delivery of the revised HR and OD service
Model (CE2_019) and the Beyond Transition work programme (CE2_020). Financial
Balance (CE3_034), Administration Costs (CE3_035), Staff Attendance (CE2_030)
and Corporate Website Development (CE2_023) are all on track to meet the delivery
dates.
As a result of staff shortages the Development of the Estates Strategy (CE2_016)
has failed to deliver at Quarter 2 and at Quarter 3, and consequently it risks the
Implementation (CE2_017). A facilities management lead has been appointed and
the Estates Strategy is due to be submitted to the Executive Team in February.
Retention of talent (CE2_031) is a priority for HR leads across HEE, although
Beyond Transition has meant that this is difficult to stabilise at this point in time.
With the end of BT, there is a good opportunity to re-confirm the target and set
expectations for the geographies and LETBs.
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2. Business Plan Domains
The deliverables in the IPR
IPR
Progress
Progress Update
Update Report
Report
Identifying how many
staff are needed, with
what skills, values and
behaviours to meet
patients needs both now
and in the future. To do
this we work with our
LETBs to understand
local needs, alongside
national bodies to
understand more
specialist areas, so that
we know how many
education and training
posts to fund.
Recruiting and attracting
the right people to funded
education and training
programmes, so that our
future workforce has the
right skills, values and
behaviours, using NHS
Careers, value based
recruitment, return to
practice and widening
participation.
have been structured using the following domains:-
Using our financial and
contractual levers with
universities and the
money we provide to
Trusts to ensure that our
students and trainees
receive a high quality
and safe training
experience that equips
them to deliver high
quality care both now
and in the future.
To obtain the best value for
money from the
investments we have made
in new staff, and to ensure
our existing staff have the
right skills, values and
behaviours to deliver
service transformation, we
work with LETBs and
partners to support
continuing training and
development of the
workforce, including nonprofessionally qualified
staff.
We have a range of
broader functions at both
local and national level
that help support the
delivery of HEE’s key
objectives including:
Strategy, Performance
and development, Human
Resources (HR) and
Organisational
Development (OD),
Corporate Finance,
Estates, Internal and
external communication
and Corporate services.
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3. Performance on a Page
An overview of HEE's performance against all 163 deliverables as at Quarter Three 2014/15 is shown below:
* The figures in the charts represent the number of deliverables by RAG for each domain
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4. Overview of IPR Deliverables
There are 163 deliverables identified from HEE's Business Plan and Mandate that have been reported against in this quarterly report.
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4. Overview of IPR Deliverables (continued)
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4. Overview of IPR Deliverables (continued)
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5. Reporting by Exception
An exception report has been produced for the following deliverable(s) to show where the Mandate delivery dates have not been met or there is an
indication that slippage against the Mandate delivery date is likely to occur. The reasons for this are understood and managed as follows:Title
CE2_016
Estates
Strategy
developed
CE2_018 One
HEE
CE3_031
Budget
Distribution
Model
RAG
Start Date
Implications of non-achievement
Description of issues causing re
Details of action being taken
Staff shortages between June and November in
estates and facilities led to a delay in the
development of the strategy. Relevant staff, an
Estates & Facilities Management Lead, appointed in
November 2014.
The Estates Review reported to the
Executive Team in June 2014 was refreshed
December 2014, with a view to them
receiving the Estates Strategy in February
2015.
01 Apr 2014
30 Sep
2014
Delay to the development of an estates
strategy has a knock-on effect in
implementing the strategy
01 Apr 2014
30 Sep
2014
HEE values the importance of all staff
Pause to ensure output from staff engagement on
working within a values and behaviour
'one HEE' is captured and included in values and
framework to ensure that delivery on
behaviour framework
mandate objectives is achieved in a manner
which upholds the wider values of the NHS
constitution.
Output from 'one HEE' engagement exercise
is being assessed against draft model to
ensure alignment.
01 Apr 2014
31 Dec
2014
Any historical inequities in budget
distribution to LETBs is maintained particularly within the future workforce
area of spend.
Firstly, finance staff attention has been diverted onto
a number of other important issues, including
providing information to support our settlement for
2015/16, and providing analysis and support for the
'beyond transition' process. Secondly, there were
concerns expressed about the availability,
consistency and reliability of data that would
underpin any fundamental changes. Resolution of
the data issues will take longer than time allowed in
the annual planning cycle.
The Chief Information Officer that is
proposed as part of 'Beyond Transition' will
considerably improve data consistency.
Similarly, the revised Financial Management
Team is better placed to take this work
forward and ensure progress in time for
2015/16 budget setting.
01 Apr 2014
30 Sep
2014
Potential to not maximise value for money
from our investment in education activities
is delayed.
The finance staff attention has been diverted onto a
number of other important issues, including providing
information to support our settlement for 2015/16,
and providing analysis and support for the 'beyond
transition' process.
The creation of one finance team following
implementation of 'beyond transition' will
enable workload to be managed across a
greater resource.
Amber
Amber
Amber
CE3_032
Measures of
Amber
value for money
in E&T
Delivery
Date
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5. Reporting by Exception (continued)
Title
Start Date
Delivery Date
Owner
EC1_050 Scoping 01 Apr 2014
the AMR strategy
30 Sep 2014
Janice
Stevens
EC3_088
01 Apr 2014
Education training
for trainers and
educators
30 Sep 2014
EC3_089 Launch
Technology
Enhanced
Learning (TEL)
hub
30 Sep 2014
01 Apr 2014
RAG
Implications of non-achievement
Description of issues causing re
Details of action being taken
Amber
Reputational risk to HEE if it
does not deliver or engage with
other organisations doing work
in this area.
Establishment of HEE working group taking
forward this work in response to the action
plan agreed by the HEE executive was
delayed initially due to a lack of resources
and subsequently because of difficulties in
co-ordinating the diaries of the co-chairs.
First meeting of working group set up to scope
actions for HEE has now taken place. A
specialist antimicrobial pharmacist is being
recruited to help drive this work forward in 2015.
Amber
Reputational risk to HEE if it
does not deliver or engage with
other organisations doing work
in this area.
A bid to the Resource Management Group
for additional resources to support this work
was unsuccessful. The work is therefore
being integrated with other DEQ programmes
including Phase 2 work on Better Training
Better Care and the Human Factors work.
Work has been suspended, pending the
appointment of the new Commissioning and
Quality Transformation teams within DEQ who
are expected to take this work forward.
The hub will enable the
effective share and spread of
TEL technologies and
techniques UK-wide, a core
objective of the programme. The
impact of non-achievement
cannot be measured at this
stage though there is no
alternative option which will
have the same reach and
accessibility as a central hub.
Commissioning and development stages of
the hub put on hold due to increased user
research required as part of Government
Digital Services (GDS) guidelines (digital by
default discovery phase), uncertainty
around the HEE innovation hub and links to
the TEL hub and pending completion of the
HEE digital road map.
Detailed user research to meet GDS
requirements is now complete. This
encompassed user needs survey, desk
research, analysis of events, meetings and
conferences and a variety of focus group and
testing sessions. Business case drafted for
submission to HEE Digital Assurance Group then
GDS team. Hub development to start January 15.
Wendy Reid
Wendy Reid
Amber
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5. Reporting by Exception (continued)
Title
Start Date
Delivery Date
Owner
EC4_105
International
office plan
01 Apr 2014
31 May 2014
Steve Clarke
RAG
Amber
HC1_001 National 01 Apr 2014
Careers
Information
30 Jun 2014
HC1_002
Developing a
Health Careers
Website
31 Dec 2014
01 Apr 2014
Implications of non-achievement
Description of issues causing re
The risks of not having developed
the future plan for the
International Office are minimal.
Work still continues of the
flagships projects. In the medium
to long term a strategy will need
to be developed.
The future plan for the International Office has Now the issues with IPGMTS have been
not yet been finalised due to the team
resolved the future plan will be finalised.
focusing on resolving the issues with the
International Postgraduate Medical Training
Scheme (IPGMTS), which is our flagship
project.
Jo Lenaghan
Amber
Jo Lenaghan
Amber
Implications of slippage to the
delivery date of December 2014
are minimal as DH gave already
agreed continuing with the
exisiting website arrangements
until March 2015. This will ensure
continuous service delivery.
Details of action being taken
Launch of the website is now expected to be
end of March 2015. The significant testing
undertaken in Quarter 3 has meant more
development is needed to make it fit for
purpose. A Cabinet Office assessement will
also be needed before the website is able to
go-live which will impact on the launch date.
Agreement from DH to continue the existing
website arrangements until June 2015 is being
sought to ensure continuous service should
there be further slippage. Clarification on the
assessment needed is also being sought.
Launch of the website is now expected to be
end of March 2015. The significant testing
undertaken in Quarter 3 has meant more
development is needed to make it fit for
purpose. A Cabinet Office assessement will
also be needed before the website is able to
go-live which will impact on the launch date.
Agreement from DH to continue the existing
website arrangements until June 2015 is being
sought to ensure continuous service should
there be further slippage. Clarification on the
assessment needed is also being sought.
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5. Reporting by Exception (continued)
Title
Start Date
Delivery Date
Owner
HC2_008 Health
careers strategy
01 Apr 2014
30 Sep 2014
Jo Lenaghan
II2_007
Embedding best
practice
01 Apr 2014
WP1_002 Data
collections with
HSCIC and
professional
bodies
01 Apr 2014
RAG
Amber
31 Jul 2014
Nicki Latham
Implications of non-achievement
Description of issues causing re
Details of action being taken
The initial draft of the strategy
will become out-of-date and
achieving some of the
deliverables will become more
difficult. It could also impact on
the delivery of other projects
such as the widening
participation strategy an talent
for care.
The strategy has been superseded by
Beyond Transition and the SRO plans to
discuss it with the four geographical
directors in January to better understand
their level of involvement in a national
careers strategy and its delivery.
Following the SROs conversation with four
geographical directors, the strategy is likely to
require redrafting and may need to be split into
two documents - a short strategy and a
business plan. Discussions are also taking place
on how a national careers service and LETB
services can work together.
None at this point
Programme of organisational change and
competing demands causing some national
and local capacity issues and challenges in
knowledge access across teams. Task and
Finish groups for delivery of the Research
and Innovation strategy established in
December 2014 and initial meetings held
January 2015.
Research and innovation operating model being
agreed as a part of wider organisational change,
with a proposal to define and resource core
national and local responsibilities. Task and Finish
Groups for delivery of the Research and
Innovation Framework are now up and running
and developing work plans of which deliverable
II2_007 is one.
Revised Workforce Information
Architecture (WIA) timetable
means that first collection of
data from primary care and
independent sector will be
available to support 2015
planning round (rather than
second as originally planned).
This means the opportunity to
address data quality issues will
be reduced.
The WIA project was expected to be
financed by DH Grant In Aid to HSCIC; this
funding source did not materialise. Insecurity
of funding resulted in delays in
implementation of the programme.
(Chartered Society of Physiotherapy) CSPled project milestones are determined by
CSP.
Funding for WIA has now been secured for
2014-15 (shared between DH, HEE and NHS
England) and programme has re-started. The
collection is scheduled to be on a twice-per-year
basis so is re-focused on the Spring collection
rather than the Autumn.
Amber
30 Sep 2014
Jo Lenaghan
Amber
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Contact Health Education England at:-
www.hee.nhs.uk
[email protected]
@NHS_HealthEdEng
www.facebook.com/nhshee
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