Professor Ian Cumming, OBE Chief Executive

Transcription

1 Professor Ian Cumming, OBE Chief Executive

2 Our purpose 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 [Lancet 2010] HEE exists for one reason: to improve the quality of care delivered to patients. We have to ensure that our workforce has the right skills, values and behaviours, in the right numbers, at the right time and in the right place.

3 Our core functions Workforce Planning Attracting and recruiting the right people to the posts we have identified Commissioning excellent education and training Lifelong investment in people We don t work alone we have many key partners including other ALBs, HEIs, Regulators, Professional Bodies and the DH.

4 Why a 15 year strategic framework? Circa 13 years to train a consultant / 3 years for a nurse We invest 4.8bn in education and training, making expensive assumptions about future health care models If we are wrong, under-supply could result in unmet need; over-supply means an unemployed workforce and wasted resources If we make wrong decisions we risk locking the service into outdated models of care We need a strategic framework to guide our investments in the future

5 Looking to the future 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 re: The Beatles 1962) Heavier than air flying machines are impossible (Lord Kelvin 1895) Louis Pasteur s theory of germs is ridiculous fiction (Prof Pierre Pachet, Prof of Physiology 1872)

6 Our Strategic Framework So 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

7 Our Strategic Framework

8 Social, political, economic and environmental

9 How can state funded healthcare respond to economic challenges?

10 Demographics DEMAND (Patients) More of us: UK population set to grow by 7% by 2022 More elderly: number of people >85 to increase from 1.4m to 2.4m by 2037 Live longer: In 1948, 48% died before 65. At least one third of people born today will live to 100 Greater care needs: People >65 with care needs projected to increase by 60% SUPPLY (staff) More women in the workforce: In 2012, 55% of medical students were women. Older workforce: Average age of workforce in 2023 = 47. Patterns of working are changing: Currently fewer than 30% of NHS employees are part time.

11 Technology and Innovation 43% using internet to access health information New ways of predicting, preventing, diagnosing and treating some conditions How can we ensure our staff have the skills to respond to and adopt new research, technology and innovation, so that patients can reap the benefits?

12 People and Patients of the Future

13 Patients will have more multiple and complex conditions 42% of the adult population have one or more long-term condition Cancer rates are increasing, but more people will live with rather than die from this disease 46% of men and 40% of women are predicted to be obese by 2035 Dementia rates to double in the next 40 years 52% increase in people with multiple conditions by 2018 How can we educate and train our staff so that they can prevent illhealth where possible and provide care for individuals with a range of physical and mental health and social care needs?

14 Patients will be more informed, active and engaged Health app downloads predicted to triple to 142m in 2016 One of the main topics of google searches is health 91% of cancer patients want to be involved in care decisions But the capacity to be engaged is not distributed equally across society Expectations of quality are increasing all the time How can we educate and train our staff so that they can respond to the full spectrum of needs in society, able to treat the whole person and not just one disease or specialty?

15 The future workforce So what kind of workforce will be required if we are to respond to the drivers of change and meet the predicted need of future patients?

16 The characteristics of the future workforce The workforce will:

17 HEE action to deliver the future workforce Focus on life-long learning (e.g. genomics) Reshaping undergraduate and postgraduate education: - Shape of Training - Shape of Caring Recruiting into education and employment for values and behaviours, as well as academic and technical ability Establish active research programmes in the area of education and training Start to deliver transformation using a combination of all the workforce levers (workforce planning, education commissioning and lifelong learning / CPD)

18 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

19 Panel discussion Jo Lenaghan, Director Strategy and Planning, HEE Ralph Coulbeck, Director of Strategy, NTDA Karen Wheeler, National Director: Transformation and Corporate Operations, NHS England Bill Davidson, Patient Representative

20 Our Strategic Framework has now been published Come and talk to us at the HEE stand (H20)