NHSU Learning for Health and Social Care

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NHSULearning for Health and Social Care

• Dr Lynne Caley
• Associate Director
• The NHSU Institute
• Lynne.caley_at_nhsu.org.uk

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Overview of presentation

• NHSU A new kind of university
• How we are organised The big picture
• Our schools, The NHSU Institute and how they
  relate
• The NHSU Offer
• The architecture of our Virtual Campus
• Why become a university?
• Conclusion

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Vision

• By 2010, NHSU will be a key contributor to a
  learning revolution in the UK it will be one of
  the first corporate universities to achieve
  university title and will have helped make the
  NHS and social care one of the best places to
  work anywhere in the world.

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A different type of university

• Offering a unique and rich blend of learning
• Providing multi-professional learning
• Widening participation in learning
• Covering a range from foundation studies through
  further and higher education to continuing
  professional development
• Involving patients, carers, service users and
  local communities in everything we do

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NHSU's mission (from the Strategic Plan)

• To contribute to radical change and improvement
  in health and social care through the
  transformation of learning

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What do radical change transformation
entail?

• Radical change in service delivery for health
  social care increasingly patient-centred, team
  based, multi-professional, outcomes driven,
  evidence-based, decentralised, giving choice
  more publicly accountable
• Transformation of learning opportunities in
  health social care promoting skills
  enhancement, capacity and personal development
  through more learner engagement, wider
  participation, new modes of learning, and higher
  levels of learner attainment, achievement
  progression

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So

• how have we organised ourselves to deliver on
  these ambitions?

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MAIN BOARD
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EXECUTIVE BOARD
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So far, so good

• but how do we avoid the tyranny of silos, both
  organisationally and in terms of our work streams?

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NHS
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NHS
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NHS
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NHSU - National and Regional

• Nationally
• Developing programmes and services
• Corporate Governance and management
• Creating the infrastructure for delivering
  programmes and services
• Collaborating with our national partner
  (University of Warwick)
• Regionally
• Building partnerships with the sector (especially
  regional partner institutions)
• Securing delivery of NHSU programmes and services

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But what about

• NHSUs Academic Structure?

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NHSU Three schools

• School of Leadership, Management and Service
  Improvement
• School of Inter-professional Care
• School of Knowledge, Information and Personal
  Development

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and six cross-cutting themes

• Working across Boundaries
• Innovating for Improvement
• Supporting Learning (and developing as a learner)
• Engaging with Communities
• Using and Managing Information Effectively
• Patient and Service User Involvement
• all to be advanced by the NHSU Institute

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NHSUs matrix curriculum
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Key activities and focuses of The Institute

• as a catalyst for change through collaboration
  with Royal Colleges, philanthropic and research
  foundations and institutes, and other agencies
  such as the NPSA, NeLH, MA, NCAA, Council for
  Patient Involvement, SCIE, as well as schools,
  police and probation services, etc
• as a resource to SHAs, Chief Executives, Managers
  and others seeking to bring about cultural
  transformation and organisational change
• as an exemplar in the use of technology to
  support learning, information management and
  knowledge acquisition
• as a locus of expertise and support for the
  provision of relevant continuing education
• as a means of developing NHSUs core staff
  through various staff development interventions
  and processes and
• as a way of impacting on and integrating NHSUs
  curricular offer.

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More about the NHSU Institute

• A Director and three Associate Directors (one
  focusing on external affairs, one on consulting
  and continuing education, and one on membership)
  plus admin support
• Six Ambassadors one for each cross-cutting
  theme
• Visiting Fellows High Prestige but not elitist.
  People with on the ground experience
• All members of the NHSU family will be encouraged
  to join the Institute and to affiliate with one
  or other of the themes

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OK, so what will you be offering

• ...to learners and their organisations?

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Learning From Others (Mentoring, Online Forums,
Work Shadowing, Secondments)
Courses Programmes (U/G, P/G, short courses,
CPD, conferences, etc)
EXCHANGE
EMPORIUM
Bite-sized Learning Assets (CDROMs, Video or
audio clips, Readings, Reports, Learning Nuggets,
NeLH, Websites, etc)
TREASURY
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And how will you do this for all of England?

• Through our 9 Regional Offices
• Via our Affiliated Local Learning Resource
  Centres
• In partnership with universities, colleges and
  other providers public and private
• Online, using our Virtual Campus

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Architecture of NHSUs Virtual Campus
Browser Learners
Low level interactivity
Self-directed Learners
Highly interactive
Enrolled Learners
Multi-user functionality
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The technology NHSU uses will grow as we grow
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Weve made a start with basic technology to
support our launch, this has given us the ability
to
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Partners
Evaluate
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How does the systems model support this?
Id like to join that community
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Lastly, why a university?

• Help to set the highest standards of consistency
  and quality in education and learning for health
  and social care
• Offer awards to its learners that are of real and
  recognised value
• Offer clear routes of progression to enable all
  staff to maximise their potential
• Attract world-class scholars and thinkers
• Engage in selective research development
• A complementary partner to existing high-quality
  provision
• Access to additional sources of funding not
  currently available to us

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A summary of NHSUs points of difference

• A partnership-based organisation, with links into
  the Service and into the world of education
• A matrix-based, regionalised structure
• A corporate university, eventually with
  degree-awarding powers
• A matrix curriculum with learning on two
  dimensions simultaneously
• An Institute with membership embracing all NHSU
  staff and links across the Service
• An innovative Virtual Campus with different
  functionality for different levels of learners

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Coda A word or two about measuring success

• Higher education is not a factory a business
  or a bureaucracy. We need to develop more
  humane and organic analogies and models. The
  relevant analogies are biological, ecological,
  organic, psychological, sociological and
  philosophical. A university is a habitat, a
  society, a community, an environment, an
  ecosystem. It should be judged by the quality of
  life that it fosters, the opportunities for
  experience and exploration it provides, the
  concern for growth, for enrichment and for
  culture that it exemplifies. The question is not
  just What does your machine produce? but also
  How does your garden grow?
• Pace, C R (1971). Thoughts on Evaluation in
  Higher Education.

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NHSULearning for Health and Social Care

• Dr Lynne Caley
• Associate Director
• The NHSU Institute
• Lynne.caley_at_nhsu.org.uk