NHS connected communities

As part of the vision we want to signpost individuals to such opportunities. Our first step is to map what is already out there and who is currently able to access it and this is work in progress.

Private organisations could play a role in this in a number of ways. Firstly content could include ‘real world’ industry examples from case studies to speakers and teaching. The future workforce need a link to wider industry and we need to understand opportunities and shared experience. They could support with mentoring and coaching. They may also support the long term sustainability position such as mixed cohorts and shared experiences.

This vision has initially focused on supporting commissioning activities for the NHS in England with the principle it can be reused. As part of the engagement on this vision, conversations will progress in particular around how to ensure wider health and care can benefit by understanding applicability and inclusivity to other areas for example social care or even expansion into the four nations. We have noted the need to ensure we engage with Public Health as part of this and any implications of this, exact content and funding flows, would need to be determined as part of the medium to long term implementation plan. 

Quality is linked to partnering with high quality delivery partners. Linked to meaningful accreditation and refresh of content we feel this will ensure content remains fresh, relevant and of a high calibre. This should also be underpinned by independent evaluation to ensure ongoing quality.

In the short-term, Cohort 3 of the Imperial learning programme for example require different ways of working in the COVID/post-COVID environment and Imperial are currently looking at methods of delivery that will suit such as virtual delivery. In the longer-term the aim is to be able to increase numbers significantly where learning is available for all. Of course we may always have some learning programmes with capacity limits, but we are definitely aiming to significantly grow reach.

As a programme we already have links with GDS and we will ensure further work with them as part of this current engagement period. Thank you.

Evaluation is important for setting the basis for return on investment (ROI), both at the time of learning but crucially afterward where we can really see the onward value of the learning through application in organisations. We are commissioning an independent evaluation around the value of taking this learning back into their day jobs, although it is never easy to put numbers on the value if looking at a business case, many of the benefits are qualitative.

Yes we would like to make the NHS a digital employer of choice, alongside other private sector employers.

The current forming/formed alumni network has been very much volunteer led to date and we need to understand how to support this fully alongside other networks. We are specifically including this in our work specifications going forward and intend to fully support the alumni network going forward.

We are very open to supporting and working with existing learning, accreditation and certification. As the vision hopefully highlights, we are keen to signpost to existing materials where they exist as well as promote any programmes we commission so it does become this home of digital learning. CHIME is one example we are aware of as it has been previously mentioned and as we start to further develop ideas around signposting and accreditation we will take away the idea of exploring a bridge assessment as part of this.