Bedfordshire, Luton and Milton Keynes Draft

Transcript:Bedfordshire, Luton and Milton Keynes Draft:
Bedfordshire, Luton and Milton Keynes Draft Framework and Plan for Health and Care Professional Leadership 1 May 2022 Contents Section 2: Draft Framework and Plan (Slides 8 – 19) - Vision & Purpose - Our Health & Care Professional Leadership framework - Draft Health & Care Professional Leadership Framework - Our approach to standardised roles and remuneration - HCPL Resourcing - HCPL Governance : Health & Care Senate - Milton Keynes Health & Care Partnership Governance Arrangements - Draft in Development – Phase 1 BCA Governance Arrangements Organisational Development Our current leadership development programmes - One year plan on a page - High level implementation plan & 5 year ambition : 2023-27 2 Section 3 : Appendices (slides 20 – 34) - Programme design overview - Principles underpinning our HCPL Draft Framework - Programme design: phase one & outputs - Programme design : Phase two & outputs - Programme design: Phase three & outputs - Emerging Focus - overview - HCPL Governance: Steering Group - Engagement & Our Engagement Approach - Challenges and Lessons Learned - National Quality Checklist Executive Summary Section 1: Health and Care Professional Leadership ( Slides 5 – 7) - A new approach to Health & Care Professional Leadership - Introduction Executive Summary The Bedfordshire Luton and Milton Keynes vision for Health and Care Professional Leadership is: ‘to embed high quality, diverse leadership at every level of the BLMK system strategies and processes’ Our draft framework has been developed to ensure that current and future leaders from all health and care professions are involved and invested in the vision, purpose and work of the ICS. This is work in progress and is underpinned by the principles outlined in the National guidance ( slide 5) and the BLMK ICS priorities. The core functions of the framework are ; To support the development of multi professional health and care leadership in PCNs and across the system To lead the development of system clinical priorities, reducing unwarranted variation and health inequalities in our population Our framework will enable us to expand our leadership cadre to harness the value of all health and care professional disciplines, including Allied Health Professionals, Pharmacists, Local Authority and Care Home staff. Our approach builds on work already in progress and will be iterative as we progress through system reform and new ways of working, so that people can develop into leadership roles regardless of