Our Constitution Health Education North Central and East London (V.14)
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Transcript of Our Constitution Health Education North Central and East London (V.14)
www.hee.nhs.ukwww.ncel.hee.nhs.uk
Our Geography 2Introduction 3Our Mission 4Our Vision 5Operating Model and Governance Structure 6Business Management and Governance 9Financial Management and Governance 10Quality Management and Governance 11Standards of Conducts and Conflicts of Interest 12Freedom of Information 13A commitment to Equality and Diversity and the NHS Constitution 14Appendix 1 – Terms of Reference HE NCEL Board 15Appendix 2 – Terms of Reference Members and Stakeholder Council 17Appendix 3 – Terms of Reference Quality Committee 19Glossary 21
Contents
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• Health Education North Central and East London (HE NCEL), the Local Education and Training Board have responsibility for training the next generation of doctors, dentists, nurses and all health professionals who work in the 13 boroughs that make up our area of London (Barking and Dagenham, Barnet, Camden, City of London, Enfield, Hackney, Haringey, Havering, Islington, Newham, Redbridge, Tower Hamlets, Waltham Forest).
• We are part of a national organisation – Health Education England (HEE) – that has oversight of training and educating the healthcare workforce.
• Our objective is to ensure that we have compassionate, knowledgeable and highly skilled people who have the education and training they need to keep our population of 3.1 million people well and deliver the best possible clinical outcomes for patients.
• In practice, this means that we hold the healthcare education budget for this part of London and will commission places on training programmes and courses as well as placements for students and trainees within hospitals, GP practices, health centres and other healthcare settings.
• This paper and supporting documents set out the current Constitution for HE NCEL. It sets out the role, purpose and governance of the LETB as a committee of HEE.
Introduction
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Our Mission
To deliver excellence in multi-disciplinary education, training and workforce development in response to current and future needs in order to provide the best possible outcomes and experiences for patients and people.
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Our vision is to:•Work in partnership with the local health community to identify and agree local priorities for education and training.
•Ensure the supply of compassionate, knowledgeable and highly skilled people to provide health and public health services which connect to social care provision.
•Plan and commission excellence in education and training on behalf of the local health community to ensure sustainable, high quality service provision and health improvement.
•Be a forum for developing excellence across the whole health and public health
Be lean and efficient
Be open and transparent
Focus on what really matters and minimise bureaucracy
Seek consensus wherever possible
Put our members at the
heart of decision-making
Our Vision
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• HE NCEL Board: is small and skills-based and represents our different constituencies. This includes patient, public health and student representatives Terms of Reference can be found at Appendix 1.
• Members and Stakeholder Council: meets every six months and is open to stakeholders across the area. The meetings enable engagement and feedback from our stakeholders in relation to workforce commissioning and business plan. Terms of Reference can be found at Appendix 2.
• The Quality Committee, which reports directly to the Board, assures the Board that all education commissioned demonstrates continuous improvement in educational outcomes and compliance with the standards as defined by professional regulators. HE NCEL seeks to improve the outcomes year on year, chaired by a member of our Board. Terms of reference can be found at Appendices 3 and 4.
• A number of Advisory Groups set up to lead decision making and strategic direction in key areas such as primary care. These groups are multi-professional (where appropriate) and representative of a full range or organisations, sectors and members to ensure a system-wide approach to decision-making.
• We manage London-wide services (facilities, quality, libraries, and leadership) for other London LETBs and vice versa with relevant SLAs in place to support this.
Operating Model and Governance Structure
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Operating Model and Governance Structure
This is made up of the following components:
Director of Finance/ Deputy MD
HEE
HE NCEL Board
Independent Chair
Non-Executive Group 15 Seats
Executive Group
Managing Director
Student/ Trainee Fellow
Director of Education And Quality
Director of Finance/ Deputy MD
Consulted on annual plan
Members and Stakeholders Council
Members Public
Students/trainees
Education Institutes/Service
Providers
Commissioners
ASHN’s/AHSC’s
Pan London Activities
Standing Committees
Quality Committee
Professional and Expert Advisory Groups
Professional Focus
System-wide focus
Pan London LETB Governance
Pan London LETB Governance Acc
ount
able
A
ccou
ntab
le
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• A Performance Report is taken to the Board on a bi-monthly basis and published on our website. The report provides and update and reassurance to the Board (some areas are reported to HEE) and includes:
• Strategic risks• Progress against annual business plan (including mandate priorities)• Finance (forecast over/underspend against allocation)• Engagement• Governance (FOIs, media enquires)• Valuing people (attendance rates, retention rates)• Quality (student feedback, attrition rates)
• Risks and Issues are reported to the Board (as above) via the performance report. A monthly process is in place with updates and assurance given by HE NCEL Senior Management Team, with key risks escalated to HEE as per their policy.
• Annually HE NCEL will publish on the website an updated version of the 5-Year Workforce Skills and Development Strategy; Annual Business Plan and Annual Report, which would have been to the Members and Stakeholder Council and the Board for their input.
Business Management and Governance
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• The HE NCEL Board has formally adopted HEE Standing Orders; HEE Standing Financial Instructions and the HEE Scheme of Delegation.
• Finance follows all Health Education England financial procedures.• Staff are clear on how to report Fraud with key individuals attending relevant
training.• All staff complete the mandatory Information Governance training with any
data breaches escalated to IT (awaiting policy from HEE).• Business Continuity aligned to the University of London’s policy and localised
into business as usual for the LETB, with one scenario day per year to ensure robustness of plan.
Financial Management and Governance
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• The Quality Strategy is in place to enhance professional education through robust, developmental and multi-professional education systems (see diagram A for included areas).
• Our Board made a commitment to support the Education Outcomes Framework which directly links to our strategy around education and learning improvements in patients’ outcomes, with further details that can be found here: From Design to Delivery
• The Quality Committee assures the Board of appropriate quality of commissioning and education outcomes are being monitored, maintained and improved by HE NCEL. (See Appendix 4 for Terms for Reference)
Quality Management and Governance
Developing multi-professional education and training mechanism
Increasing the learner voice within education and training
Improving the quality enhancement capabilities of learners
Being smarter in our use of training and development intelligence
Understanding how ‘fit for practice’ our learners are upon completion of
their training
Diagram A: HE NCEL is focusing on delivering the Quality Strategy until 2015. This includes:
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• The HE NCEL Board has formally adopted the HEE Code of Conducts for NHS Boards (including the Code of Accountability for NHS Boards). These put Accountability, Probity and Openness at the heart of the LETB. In addition, we have formally endorsed the Nolan Principles of Public Life.
• The HE NCEL Board has also formally adopted the HEE Conflicts of Interest Policy, owing to the importance of managing such conflicts in light of the fact that members of the LETB include providers of NHS commissioned services and Higher Education Institutes, both of whom receive HEE (via the LETB) funding.
• HE NCEL maintain a register of interests which is open to public inspection and published in the NCEL website annually. The register contains any interests that may produce a real or perceived conflict of interest for any member of the Board and will be updated on a rolling basis. Any members of the Board are asked to declare a conflict:
• On appointment• At each Board meeting• As changes occur
• Actions will be taken depending on the conflict in question: conflict declared but participant continues to partake in the discussion; participant declares conflict and abstains from discussion; in an extreme case the participant resigns from the Board.
Standards of Conducts and Conflicts of Interest
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Who we are and what we do: organisational information, locations, contacts, constitutional and
legal governance
What funding we receive and how we spend it: our Annual Business Plan and financial information
relating to our income and expenditure
What are priorities are and how we are doing: Our 5-Year Workforce Skills and Development Strategy, our
Business Objectives and our in-year performance
How we make decisions: Decision making processes, internal criteria and procedures and consultation; to
include publication of minutes if our Board
Our policies and procedures: current written protocols for delivering our functions and responsibilities
Lists and Registers: information held in registers required by law and/or standards or public organisations
Our work: information on our functions and activities
• HE NCEL fully complies with the approach of HEE in making information freely available to the public about the business that the LETB undertakes and ensures compliance with the Freedom of Information Act.
• We are fully committed to operating as an open and transparent organisation. See Diagram B on how we’ll proactively share with our members.
• We have and maintain a Stakeholder Engagement and Communications Strategy that sets our various means through which we will proactively seek to share information about its business.
Freedom of InformationDiagram B: How we proactively share information with our stakeholders:
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The NHS Constitution• The NHS Constitution was published and
adopted by the Government in 2009, following extensive consultation. The NHS constitution establishes the principles and values of the NHS in England. It sets out the rights to which staff and patients are entitled and pledges what the NHS is committed to achieve, together with the responsibilities, which public, patients and staff owe to one another to ensure that the NHS operates fairly and effectively.
• The HE NCEL Board made a commitment to upholding the NHS Constitution in undertaking its business.
A commitment to Equality and Diversity and the NHS Constitution
Equality Impact Assessments – programme of this across NCEL for all projects
Work streams – to demonstrate how equality and diversity is considered
Mandatory training – in equality and diversity complete for all staff
Equality and DiversityHE NCEL will embed equality and diversity into business as usual through:
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To develop, scrutinise and
approve annual
investment, budget plans and strategies
To scrutinise and approve
annual commissioning and education
plans
To ensure the LETB delivers
within the HEE governance
framework and is compliant
with all relevant rules
and regulations.
To ensure inclusion of
local stakeholders’
interests through the Board’s Sub-Committees and Advisory
Groups
To ensure local input and that all investment
plans are locally driven
To ensure good governance
and compliance
with relevant, guidelines, rules and
regulations
To scrutinise and approve quality and
performance of education
and placement outcomes
including the Education Outcomes
Framework
To scrutinise and approve the annual reports and
accounts
Appendix 1 – Terms of ReferenceHE NCEL Board
Key responsibilities and scope
Overall aim and purpose: To deliver excellence in multi-disciplinary education, training and workforce development in response to current and future needs in order to provide the best possible outcomes and experiences for patients and people. Ensure effective and efficient investment of education funds, to ensure security of supply of the workforce for North Central and East London, acting within the NHS Constitution at all times.
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Chair and nomination Independent Chair – nationally appointed
Members and
nomination:
The Board Membership will consist of the Independent Chair and the mandated executive members. Board Membership will collectively form the Board responsible for discharging LETB duties. Local Healthcare providers must be in the majority and the recommendation is that they make up to two-thirds of members. Local healthcare provider representatives should be drawn from primary, secondary and community care to represent the full range of local health services. Board membership should include representatives from the education sector..
Attendees: The Board meetings will be in public. There may, however, be items on the agenda which may be deemed by the Chair to be necessary to be held in private. Other attendees may be invited to attend as and when required.
Responsible to: The Board will be directly accountable to HEE and is bound to HEE’s Standing Financial Instructions, Standing Orders, Schedules of Delegation and all other policies as appropriate.
Supported by: Advisory Groups, Committees, Members and Stakeholders Council
Frequency of meetings: A minimum of one meeting per quarter to include meetings held in January and September in line with the annual business cycle..
Agenda, papers,
minutes:
Agendas will, wherever possible, be circulated five working days before each meeting. Other items deemed to be urgent will need to be approved by the Chair to be included in the agenda.Agenda, Minutes and all papers are subject to the Freedom of Information Act and will be made public on the HE NCEL Website..
Quorum: A 2:1 Provider to Others split will apply.
Declaration of interests: The standing HE NCEL policy and process as agreed by the Board shall apply
Lifespan: The purpose, responsibilities and membership of this Committee shall be reviewed at least annually to ensure that the Terms of Reference reflect changing demands and strategy
Appendix 1 – Terms of ReferenceHE NCEL Board (cont.)
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Reviewing, endorsing and making
recommendations regarding the annual
and five year plan
Reviewing and making recommendations around the annual
workforce plan
Collating views and feedback from
nominating constituencies on all matters relating to
healthcare education and training and workforce issues.
Feedback and endorsing LETB annual report
Appendix 2 – Terms of ReferenceMembers and Stakeholder Council
Key responsibilities and scope
Overall aim and purpose: To ensure a transparent process to engagement and representation from across the area, with the council inputting into the workforce plans and annual business plan.
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Chair and nomination The Chair of the Board shall Chair the Members and Stakeholder Council
Membership Membership is open to all interested stakeholders within the local geography. Although these stakeholders should be able to demonstrate leadership, operational expertise and system knowledge.
Attendees: Open to all interested parties with invites extended to the AHSN
Frequency of meetings:
To meet no less than twice a year. Meeting shall be in line with the annual commissioning and business planning cycles and may be called more often as required
Agenda, papers,
minutes:
Agendas will, wherever possible, be circulated five working days before each Council meeting. Agenda, minutes and all papers are subject to the Freedom of Information Act and will be made public on the HE NCEL website.
Lifespan: The purpose membership of this Council shall be reviewed at least annually to ensure that the Terms of Reference reflect changing business demands
Appendix 2 – Terms of ReferenceMembers and Stakeholder Council (cont.)
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To recommend to the Board the
approval of LETB strategies on
monitoring and evaluating quality
and education outcomes and
contract performance
To scrutinise performance of the
LETB executive team in ensuring
the quality of education
To seek and provide assurance to the Board that its responsibilities in relation to the
quality performance
standards including the Education
Quality Framework are met
To ensure that education and
placement providers have met
requirements of regulatory bodies
To review outcomes and
recommend any necessary actions
to the Board in light of these
outcomes
To monitor the quality of the relationship
between lead providers and local
providers or equivalent to ensure overall
quality outcomes are achieved
To support the Board in meeting its requirements
on matters of education and
training and statutory
requirements are met
To ensure that the LETB Shared Services are
carrying out their requirements in
relation to Quality Assurance.
Appendix 3 – Terms of ReferenceQuality Committee
Key responsibilities and scope
Overall aim and purpose: To assure the Board of appropriate quality of education commissioning and education outcomes are being monitored, maintained and improved by HE NCEL and that findings are fed into future strategy and planning as appropriate.
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Chair and nomination The Chair of the Board shall nominate a Committee chair from among the members of the Board.
Members and
nomination:
Membership shall include as a minimum representation of the following agents; HE NCEL, higher education, undergraduate medical education, postgraduate medical education, service provider organisations. Appointments to this Committee shall be for a period of up to 3 years which may be extended by one further term
Attendees: Other members of the HE NCEL team shall be invited to attend as required.
Responsible to: The Committee is accountable to and will provide assurance to the Board
Reports to: To report regularly, ensuring transparency, to HE NCEL Board and Assurance Committee, as appropriate, including an Annual Report on its work and findings
Frequency of meetings: To meet no less than three times per year. Meeting shall be in line with the annual commissioning and reporting cycles and may be called more often as required
Agenda, papers,
minutes:
The agenda will be drafted by the secretary and approved by the Committee chair prior to circulation. Agenda and papers will be forwarded to 5 days before the meeting. The committee will be minuted.
Quorum: 70% of the named members
Declaration of interests: The standing HE NCEL policy and process as agreed by the Board shall apply
Lifespan: The purpose, responsibilities and membership of this Committee shall be reviewed at least annually to ensure that the Terms of Reference reflect changing demands and strategy
Appendix 3 – Terms of ReferenceQuality Committee (cont.)
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CCGs Clinical Commissioning Groups are NHS organisations set up by the Health and Social care Act to organise the delivery of NHS services in England
HEE Heath Education England
LETB Local Education and Training Board
Mandate A mandate from the government setting out plans for the education and training of NHS staff
SLA Service Level Agreement
HE NCEL Health Education North Central and East London
FOI Freedom of Information
Glossary