2018/19

Annual Report

HARINGEY CEPN

Executive summary

Haringey CEPN aims to be a highly effective, fully functional delivery vehicle responding to local workforce

education, training and development needs; bridging boundaries across health and social care, primary and

secondary care, physical and mental health; delivering a localised element of sustainability and transformation,

aligned to that of the STP. It continues successfully providing integrated multi-disciplinary learning opportunities,

delivering transformation, recruitment and retention programmes, working across health and social care, primary

and secondary care, physical and mental health. The

increased focus on the localised approach with the

development of Primary Care Networks provides real

opportunities for further collaboration and deliver system-

wide changes locally.

In total, 1656 training places offered in the geographic area

organised and/or facilitated by Haringey CEPN. Haringey CEPN

led the NCL wide Supported Return to Training programme

for GP Trainers workshops.

Haringey CEPN was also the first CEPN to carry out assessments with the non- training practices for International

GP recruitment programme; learning from the programme has been shared with the local CEPNs, STP, HEE and

NHSE colleagues. We worked very closely with our federation on increasing QI capacity and supporting Newly

Qualified GPs through providing mentoring support.

Haringey had its first qualified Nursing Associates in 2 GP practices with

the first NCL cohort successfully completing the 2-year tNA programme in

February 2019. There are 3 NA apprentices in Haringey practices and

care homes started the new programme in December 2018.

CEPN has been instrumental in delivering the GPN scheme. There were 5

GPNs in Haringey in 2018/19 with the HEE funded programme. CEPN

continued working with our HEI partners to facilitate an engagement

between general practices and HEIs to increase the number of student

placements. Haringey CEPN had 390 sessions of nursing student

placement. Related to this there is activity which supports mentorship

capacity within the primary and social care settings. We have 14 mentors

in Haringey.

Haringey CEPN is a partner in the NCL Medical Assistant pilot project, which is delivered through Haringey

federation, 16 staff has been trained. There are 11 clinical pharmacists in Haringey through the NHSE programme.

Overall the network continued to be a hub for innovation, collaboration and building effective relationships. Its

values are:

• Look after each other, make sure power and influence is equally divided

• Adopt a collaborative and coordinated approach

• Be innovative and be open to new ways of working

• Share learning and eliminate duplication

• Learn from past experiences and plan for the future

• Ensure responsive and flexible structures

TABLE OF CONTENTS

Executive summary .............................................................................................................................2

TABLE OF CONTENTS ...........................................................................................................................3

Section 1: Introduction of the Haringey CEPN ......................................................................................1

Overview of the Local Population and Health & Care Workforce.................................................................... 1

Overview of CEPN Objectives for 2018/19 ..................................................................................................... 2

Section 2: Activities with Impact..........................................................................................................2

Progress Against Each Training Hub Key Performance Indicator ..................................................................... 2

Multi-Professional Faculty Development, Including Multi-Sectoral Connectivity ............................................ 3

Three Core Functions and Alignment with the National Training Hubs Programme ........................................ 3

Primary Care Workforce Development Investment and Activity Plan Projects ................................................ 4

Progress Against GP Recruitment and Retention Activities ............................................................................ 6

Section 3: Impact of the network overall .............................................................................................6

Progress Made Towards Achieving Each of the CEPN Objectives .................................................................... 6

Ways the Network Has Added Value ............................................................................................................. 8

Progress Towards Core Workforce Indicators ................................................................................................ 9

Return on Investment of The Network Overall .............................................................................................. 9

Alignment with National Training Hub Programme and STP Aims and Objectives ......................................... 10

Section 4: Reflections ........................................................................................................................ 10

Section 5: Network legacy and sustainability ..................................................................................... 11

1

Section 1: Introduction of the Haringey CEPN

Overview of the Local Population and Health & Care Workforce The total estimated resident population in Haringey is 282,904. Population growth between 2015 and 2025 is

expected to be fastest among the over-65s at nearly 30%, compared to 11 % amongst the general population. By

2020 the borough's population is projected to reach 286,900; by 2025 it is projected to reach 300,600.

Haringey West is home to a population of 73,846 (2016 ONS estimate)

with 9 practices. Significantly more 30-39 year olds in the area and

people aged over 75 in 4 wards. There is high life expectancy, high levels

of educational attainment and low levels of deprivation in this area.

Haringey Central is home to a population of 59,006 (2016 ONS estimate)

with 9 practices. Up to 35% population growth expected to 2028 with

significant housing development planned. There is complex demography with young population in the south and

older residents in the north. Haringey East A is home to a population of 79,529 (2016 ONS estimate) with 9

practices. There is a high number of young people under 19 and BME communities. Deprivation is very high – with

a large number of households with dependent children and no adult in employment. However, it is an area of

significant regeneration. Haringey East B is home to a population of 66,070 (2016 ONS estimate) with 10 practices.

It is very mixed in terms of age and educational attainment, in part connected to transport links in Haringey and

commuters working in central London. The locality is ethnically diverse and has pockets of very high deprivation.

Haringey have significantly higher prevalence of diabetes

and serious mental illness compared to NCL average.

Most of the key indicators on the left table in Haringey are

“significantly worse” (red dots) or not significantly different

(orange dots) compared to the national average.

There are 54 Nurse FTE, with total headcount 84 (HSCIC

Workforce existing Supply data), 10 ANPs (NHS Digital

March 2018 data), 24 nurse mentors, 312 Admin/reception

staff (NHS Digital March 2018 Data), 134 GP FTE, with total

headcount 182 (HSCIC Workforce existing Supply data), 29

HCAs (NHS Digital March 2018 Data).

Ever-growing and more diverse population in Haringey, demonstrates the need to develop and grow the GP

workforce significantly over the next few years. The number of patients per practice is variable; Islington, Barnet

and Enfield have on average fewer patients per practice than Haringey, suggesting a greater proportion of smaller

practices in Islington, Barnet and Enfield.

QOF, 2016/2017, PHOF, 2017 NB blank cells signify where comparisons to historical data cannot be made due to methodological c hanges to data sources

GLA , 2016

2

Overview of CEPN Objectives for 2018/19 • Continuing to embed prior transformation initiatives:

o Retention of at-risk groups

o Carers and communities

o Clinical skills development

o Primary and secondary care interactions

o Apprenticeships and widening participation

• Responding to the needs of future workforce through:

o Increasing medical student, nurse and

pharmacy placements

o Increasing the number of medical assistants,

nursing associates, general practice nurses (as well as delivering the ten-point plan for general

practice nursing), physician associates and clinical pharmacists in general practice

• Continuing to interface with the relevant Community Nursing Training Super-Hub

• Supporting STP ambitions around the following areas: Urgent and Emergency Care, Planned Care,

Prevention and Mental health (specifically targeted at primary and social care)

• Support workforce planning with a particular focus on neighbourhood development

• Proactively responding to the regional HEE priorities through:

o Continue delivering education and training in neighbourhoods using a multi-professional approach

o Developing career pathways through apprenticeships

o Support the development of new roles and their integration into primary and community care

• Continue growing and maintaining the network, and respond to priorities identified by CEPN stakeholders

through education and training activities

Section 2: Activities with Impact

Progress Against Each Training Hub Key Performance Indicator TRAINING HUB KEY PERFORMANCE INDICATOR

BASELINE ACTIVITIES UNDERTAKEN YEAR-END POSITION

FUTURE DIRECTION

Number of pre-registration student nurse placements filled in primary care

790 Sessions

Through the NCL Super Hub, student nurse placements were coordinated across Islington, Camden and Haringey. These included placements within community organisations and Pentonville prison.

390 Sessions

Training Hubs will be accountable for delivery of national priorities after April 2019. Transition is in progress. There is a Community, primary and Social Care Nursing Sub Group to CEPN which oversees these activities working with primary and social care providers, leads and HEIs. NCL is part of the application for Place Based Clinical Placement Pilot; our ambition is to work with other training hubs and key stakeholders across NCL to increase placements and capacity in NCL.

Number of pre-registration student nurses in primary care

10 Students

7 Students

Nurse mentors including sign off mentors to support undergraduate nurses

24 Mentors

There is activity which supports mentorship capacity within the primary and social care settings, which is crucial for the success of placements.

14 Mentors

Number of Medical Assistants (General

10 Trainees

We were a partner in the NCL Medical Assistant pilot project. The initial proposal aimed to have 6

16 Trainees

Haringey GP federation is exploring if a centrally managed hub model can be supported

3

Practice Assistants) in primary care

trainee medical assistants for each area. Currently, 16 staff members are receiving training as trainee medical assistants.

and CEPN is working with the Federation and CCG on the next steps for this programme. There is 4k received through a joint application to support the programme further.

Number of apprenticeships in primary care (through CEPN projects)

28 There were 2 starts in HCA apprenticeship programme as part of the Learn and Earn programme and 3 starts as part of the tNA apprenticeship programme.

5 Apprenticeships agreed as one of the priorities at the Strategic Priority setting workshop in April.

Number of multi-professional training places offered in the geographic area organised and/or facilitated by the CEPN

1637 Training Places

➢ Trauma-Informed Training

➢ Perinatal Mental Health

Training

➢ Crisis Escalation training -

Managing Difficult

Conversations (SIM)

➢ LAS Sessions

1656 Training Places

Haringey CEPN will continue to support education and training activities based on local needs, demands and priorities.

➢ Training in Mindfulness for GPs

and Primary Care Staff

➢ Cervical Screening Training

➢ VTS Multi-professional

Learning Events

➢ Community Pharmacy Trainee

and Mentor Courses

➢ MCA - Mental Capacity Act

Training

➢ Suicide Prevention Training

➢ Study Skills Course

➢ Mental Health - Services

Available and Signposting

Training

➢ Management of COPD Training

➢ Dermatology Training

➢ Diabetes Training

➢ Motivational Interviewing &

Health Coaching Training

➢ MHFA Training

➢ Group consultations

➢ Phlebotomy Training

➢ ECG Reading Interpretation

➢ Wound Management

➢ Compression Therapy

➢ Pressure Ulcer Prevention

➢ Falls in Older People Training

➢ Clinical Skills Training for Experienced

Care Staff

➢ Support for Advanced Physiotherapy Practitioners

Multi-Professional Faculty Development, Including Multi-Sectoral Connectivity Haringey CEPN aims to be a highly effective, fully functional delivery vehicle responding to local workforce

education, training and development needs; bridging boundaries across health and social care, primary and

secondary care, physical and mental health; delivering a localised element of sustainability and transformation,

aligned to that of the STP. It continues successfully providing integrated multi-disciplinary learning opportunities,

delivering transformation, recruitment and retention programmes, working across health and social care, primary

and secondary care, physical and mental health.

This year Haringey CEPN delivered a number of projects supporting integrated care across the system as well as

providing multi professional, multi organizational training opportunities. Some of the projects that supported multi

sectoral connectivity are LTCs and Admission Avoidance Training for Paramedics, Access to Secondary Care training

from primary and social care staff, Frailty Fellowships.

Three Core Functions and Alignment with the National Training Hubs Programme CORE FUNCTION ACTIVITIES CARRIED OUT PROGRESS

Support for workforce planning and

development to respond to local

needs and enable the redesign of

services within primary care to

support general practice

Training needs analysis for newly qualified professionals COMPLETED

Online Tool - Improving Knowledge and Understanding of

Health and Social Care Apprenticeships and Work

Experience/Tasters Activities Amongst Key Frontline Staff

ON-GOING

LTCs and Admission Avoidance Training for Paramedics ON-GOING

Group Consultations ON-GOING

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Support for Advanced Physiotherapy Practitioners – MSK

practitioners in primary care

COMPLETED

Fellowships – Frailty fellows ON-GOING

Newly Qualified GP Retention programme ON-GOING

MA programme incl. Apprenticeship Model Feasibility ON-GOING

Practice Manager Apprenticeship Career Pathway ON-GOING

GPN programme ON-GOING

GPN retention survey COMPLETED

Advanced Care Planning Support Project – Care Homes ON-GOING

Improve education capability and

capacity in primary and community

settings through the development

of multi-professional educators and

the creation of additional learner

placements

QI Capability and Capacity project ON-GOING

Retention Support – mentoring capacity ON-GOING

VTS Multi-Professional Learning Groups on Frailty ON-GOING

Community Pharmacy Trainee and Mentor Courses ON-GOING

Multi-Professional Integrated Learning Events COMPLETED

Crisis Escalation Training - Managing Difficult Conversation COMPLETED

Supported Return to Practice Training ON-GOING

Schwartz Rounds ON-GOING

Improve education quality and

governance and act as a local

coordinator of education and

training for primary and community

care to support general practice

(primary care in its widest sense)

Development of Islington and Haringey CEPNs website ON-GOING

Dedicated project teams for individual projects COMPLETED

Evaluation of all activities ON-GOING

CEPN Priority Setting Workshop COMPLETED

Primary Care Workforce Development Investment and Activity Plan Projects PROJECTS ACTIVITIES UNDERTAKEN ACHIEVEMENTS / PLANS FOR THE FUTURE

QI Capability and

Capacity

Haringey Federation have been engaged

to identify where the funding can have

the biggest impact. Haringey QIST coaches

have received additional training from the

Primary Care Quality Academy to enable

them to be effective coaches. They were

paid for their time to undertake these

courses. 7 coaches are now in place,

comprised of 1 Practice Manager, 1 Nurse

and 6 GPs.

This project is strongly aligned with the

development of Health and Care Closer to

Home agenda, and the Quality

Improvement Support Teams.

Improving

recruitment and

retention of newly

qualified and trainees

A training needs survey for all VTS and

Newly Qualified and Trainee GPs has been

developed and analysed. 32 responded to

the survey with 14 from Islington. Frailty,

Social Prescribing, Dementia, Diabetes

and Child Health, Health Coaching and

Mental health are indicated as training

priorities.

It is agreed that this project will support the

retention project that is being led by

Haringey Federation and will provide

support for 2 extra GPs coaching and

leadership development programme, 14

mentoring sessions and 8 executive

coaching sessions. Haringey have recruited

the 6 (2 with support of this project) GPs

for the scheme and they have started their

first coaching session in February 2019.

5

Group Consultations 8 practice teams 2 networks trained in

group consultations, as well as 7 specialist

and community teams from Whittington.

STP wide discussions are taking place to

develop a STP wide strategy including

pioneering a spread model.

Improving Knowledge

and Understanding of

Health and Social

Care Apprenticeships

and Work Experience

Activities Amongst

Key Frontline Staff

An online toolkit is being developed for

the key frontline staff to bring all

information on health and social care

apprenticeships and work experience and

tasters, Careers advisors, Job Centre Staff,

trust apprenticeship leads, Local Authority

School Liaison teams were consulted in

developing the tool.

The toolkit will provide staff working

directly with young people and their

families most up-to-date information

regarding apprenticeships and work

experience / tasters within health and

social care sector.

Apprenticeship

Model Feasibility for

Medical Assistants

In order to build on the existing medical

assistant pilot project and explore if

future cohorts could be delivered through

an apprenticeship model, for

sustainability, relevant skill-sets drafted

and apprenticeship standards that have

similar/relevant skill-sets identified. Also,

training providers were engaged to find

out if the additional training requirements

could be included in their training t.

There is a model in place where the training

is delivered through the federation which is

fully aligned with the demand and capacity

within the neighbourhoods. Further

discussions in relation to federation to

become apprenticeship provider.

LTCs and Admission

Avoidance Training

for Paramedics

LAS, CCG, Raid Response team, Nursing

and GP leads have been working together

in proving, ride-out shifts within their

areas, See & Treat training sessions and

“Discussion and Donuts” case-based

discussion evening events.

Feedback from both professional groups

has been extremely positive. There have

been 23 ride-out sessions across Haringey,

Islington Camden. There were 3 see and

treat events and 2 discussion groups and

donuts events reaching out to 240 staff.

Integrated Learning

Events

This project is delivering training on three

subjects: Trauma-Informed, Mindfulness-

Based Stress Reduction, and Mental

Capacity Act.

The training locally developed and

delivered is recognised as one of the added

values for CEPN. There were 5 Trauma

Informed training sessions (Level1, 2 and 3)

with 136 places (all full) offered, 6 MCA

sessions with 240 places (all full) offered

and one 6-weeks Mindfulness-Based Stress

Reduction with 20 staff members engaged

in the programme.

Development of

Practice Manager

Apprenticeship

Career Pathway

In order to develop a career pathway for

practice managers and identify how the

pathway could work in practice through

apprenticeships, relevant skill-sets drafted

and apprenticeship standards that have

similar/relevant skill-sets identified. Also,

training providers were engaged to find

out if the additional training requirements

could be included in their training.

The pathway is now developed. This will

remain as a priority for CEPN locally.

Master Classes in

Behaviour Change

After the completion of the first two sets

of training, Haringey CEPN, together with

The programme has been highly popular

with extremely positive feedback from staff

6

Islington CEPN, commissioned one

additional set for 25 people across health

and social care settings in particular

targeting the newly qualified workforce to

equip delegates with the knowledge

needed to provide better treatment and

support to patients and service users.

members across health and social care

settings. New set of courses are fully

booked within three days. Islington CEPN

will continue invest on this programme

where the funding is available.

Networking Event Islington and Haringey CEPN workshop

has been organised. The workshop aimed

to provide an opportunity to initiate

discussions on the vision and future

direction of Haringey and Islington CEPNs,

agreeing joint strategic priorities.

The workshop was divided into three

sections – Story So Far; Vision and Values;

Strategic Priorities.

Haringey CEPN will continue to grow the

network and provide support to its

workforce. Priorities agreed by the network

members are:

• Ensure CEPN has the engagement from all stakeholders across the health and social care system

• Further develop CEPN as a sustainable network that can scale up tried and tested programmes

• Grow develop and retain the workforce across health and social care

Advanced

Physiotherapy

Practitioners

Training for MSK team to increase their

skills in preparation for the management

of patients within the primary care

settings. As part of the project training

needs are identified, five advanced

physiotherapy practitioners supported

with their training.

Such development will enable MSK

professionals to manage patients within the

primary care setting as set out within the

long-term plan; reducing the need for some

secondary care interventions.

Progress Against GP Recruitment and Retention Activities For the HEE funded NQGP retention scheme, Haringey CEPN has supported the weekly mentorship sessions. Five

GP roles had been offered. Twelve practices expressed an interest in recruiting a GP. Programme is aligned with

QIST. 4 of the 5 GPs are currently in place. They are undertaking peer mentoring, and each has identified a QI

project. CEPN funding supported 46 mentoring sessions for the NQGPs, which is delivered by local GPs.

There are 5 IGPs recruited through the International GPs project and 4 placed in Haringey.

Section 3: Impact of the network overall

Progress Made Towards Achieving Each of the CEPN Objectives CEPN OBJECTIVE PROGRESS

Continuing to embed

prior transformation

initiatives

CEPN continued to work towards mainstreaming some of the activities where appropriate and possible. This year, QI network initiated by Camden Islington and Haringey CEPNs and Transformation Board in its new form as Integrated Education Provider Board have been mainstreamed. Also, additional resources from CCG supported the Fellowship programme. MCA simulation training which received funding from UCLP received continued support from CEPN as a result of its success.

Responding to the needs

of future workforce

through:

Haringey CEPN carried out a number of engagement activities with the GP Trainees, VTS and GP trainers’ workshops. These included: Newly qualified, GP trainees survey; mentoring support through federations for NQGPs, Multi Professional Frailty

7

• Increasing

medical student,

nurse and

pharmacy

placements

• Increasing the

number of

medical

assistants,

nursing

associates,

general practice

nurses (as well

as delivering the

ten-point plan

for GPNs),

physician

associates and

clinical

pharmacists in

general practice

workshops including Schwartz pop-up, GP trainers workshop support and Supported Return to Training workshop. CEPN continued working with our HEI partners to facilitate an engagement between general practices and HEIs to increase the number of student placements. Additionally, we have been working closely with the local authority and other partners to offer young people visits and work tasters to encourage them to work in health and social care. Haringey CEPN is a partner in the NCL Medical Assistant pilot project, which is delivered through Haringey federation, and 16 staff is being trained. Haringey CEPN is also involved in the NCL Nursing Associates programmes Wave 1 and Wave 3. There are 3 NAs apprentices in Haringey practices and care homes started the programme in December 2018. CEPN has been instrumental in delivering the GPN scheme. There were 5 GPNs in Haringey in 2018/19 with the HEE funded programme. There is 1 GPN recruited in 2019 through the HEE programme. There will be 4 GPNs supported through the foundation programme. CEPN carried out an exit survey to understand issues relating to retention of these staff members. CEPN Community Primary Social Care sub group coordinates student nurse placements in Haringey. Linked to this, there is activity which supports mentorship capacity within the primary and social care settings. Haringey CEPN had 390 sessions. We have 14 mentors to support this activity. Also, through the NHSE program, there are 11 clinical pharmacists in Haringey.

Continuing to interface

with the relevant

Community Nursing

Training Super-Hub

NCL Super Training hub is working to establish a central hub that will provide support to Nursing Workforce in primary social care settings. The work on establishing the team is continuing. In December 2018, HEE announced that from April 2019 onwards, HEE will primarily commission out of hospital workforce development through CEPNs. This work is coordinated through the local Primary, Social Care and Community Nursing group.

Supporting STP

ambitions around the

following areas: Urgent

and Emergency Care,

Planned Care,

Prevention and Mental

health (specifically

targeted at primary and

social care)

Haringey CEPN aims to be a highly effective, fully functional delivery vehicle responding to STP priorities and local workforce education, training and development needs; delivering a localised element of sustainability and transformation, aligned to that of the STP. In 2018/19 LAS LTC and Admissions Avoidance for paramedics programme and Advance Care Planning Support programme aligned to UEC workstream, MSK AHP training aligned to Planned Care workstream, Trauma informed Training, MH First aid, Mental Capacity Act training and Suicide Prevention aligned to Mental Health workstream, MECC training, Health coaching training aligned to Prevention work stream have been delivered.

Working with fellow

CEPNs across the STP

footprint

Where the needs, priorities and approaches are similar, Haringey CEPN have been working together to develop, deliver projects, as well as sharing learning and good practice with other CEPNs in NCL. Some of the joint programmes includes:

• MA programme across 5 CEPNs

• Group Consultations across 5 CEPNs

• Improving Knowledge and Understanding of Health and Social Care Apprenticeships and Work Experience Tasters Amongst Key Frontline Staff Islington, Haringey, Camden

• LTCs And Admissions Avoidance Training for Paramedics Islington, Haringey, Camden

• Development of Practice Manager Apprenticeship Career Pathway Islington, Haringey, Camden

• Learn and Earn Apprenticeship programme – across 5 CEPNs

8

Proactively responding

to the regional HEE

priorities through:

• Continue delivering

education and

training using a

multi-professional

approach

• Developing career

pathways through

apprenticeships

• Supporting Rapid

response team

Haringey CEPN has been proactively responding to the regional HEE priorities through all its activities since its establishment. All CEPN activities are delivered in a multi-professional approach, with a strong emphasis in including the non-clinicians to the education and training activities where possible and appropriate. 1656 training places have been created in 2018/19. We have developed career pathways for HCAs in general practice and social care settings to become registered nurses, general practice staff to become Practice Managers. LAS Long Term Conditions and Admission Avoidance programme supports Rapid response teams and aims to further develop the working relationship between the LAS and Rapid Response teams.

Continue growing and

maintaining the network

Haringey CEPN has continued to work with all stakeholders across the system. This year we have developed a new web site; started the bi-monthly newsletters; used social media to promote our activities. Our network reaches out to more than 500 people. We had our annual strategic planning session in April and agreed our strategic priorities as:

1. Ensure CEPN has the engagement from all stakeholders across the health and social care system

2. Further develop CEPN as a sustainable network that can scale up tried and tested programmes

3. Grow develop and retain the workforce across health and social care

Ways the Network Has Added Value Overall the network continued to be a hub for innovation, collaboration and building effective relationships. Its

values are:

• Look after each other, make sure power and influence is equally divided

• Adopt a collaborative and coordinated approach

• Be innovative and be open to new ways of working

• Share learning and eliminate duplication

• Learn from past experiences and plan for the future

• Ensure responsive and flexible structures

CEPN continues to be a local forum for stakeholders across health and social care to consider wider policy changes

in becoming the local delivery arm for HEE and NLP. It is an enabler for workforce transformation, successfully

engaging stakeholders across health and social care. It provides a consistent education and workforce planning

support for the local area. Haringey CEPN led the NCL wide Supported Return to Training Programme and was the

first CEN to take part in the International GP recruitment programme.

Haringey CEPN continued to be central for development of new roles including Nursing Associates (TNAs), Medical

Assistants (MAs) and clinical fellowships. It has been crucial in supporting recruitment and retention programmes

and coordinating activities such as General Practice Nurse (GPN) recruitment, nursing students' placements,

mentorship, clinical supervision and preceptorship activity. Haringey CEPN is continuing to support workforce

planning and to meet the educational needs of the local workforce through multi-disciplinary education, training

and development opportunities rather than the traditional single professional approach. Responses from CEPN

members on the added value of CEPN includes:

• Locally developed and driven opportunities for training, education and workforce development in a coordinated and integrated way across the system;

9

• Delivering innovative programmes and challenging boundaries responding to local workforce needs in collaboration with stakeholders;

• Encouraging shared learning and building relationships across the system

Progress Towards Core Workforce Indicators 2015/16 2016/17 2017/18 2018/19

Total population (Estimates) 267,540 273,693 279,890 282,904

Total nurse mentors including sign off mentors to support undergraduate nurses

10 16 24 14

Number of pre-registration nurse placements in the geographic area now covered by the CEPN (how many nurses have been trained)

0 2 790 Sessions

390 Sessions

Number of postgraduate nursing placements in the geographic area now covered by the CEPN (inclusive of GPN and ANPs)

2 4 GPNs 1 ANP

6 GPNs 5 GPNs

Number of apprenticeships in the geographic area now covered by the CEPN (health providers only – excluding Trusts who report separately)

15 12 28 5

Total number of placements for medical assistants (General Practice Assistants/Super Administrators) filled in primary care

0 6 10 16

Number of multi-professional learning opportunities as a proportion of all training running in the area (target minimum 50%)

100% 100% 100% 97%

Number of multi-professional training places offered in the geographic area organised and/or facilitated by the CEPN

1600+ 2000+ 1477 1596

How many new roles have been created e.g. Nurse Associate, Physician Associates, Care Navigator, Medical Assistant, Other (for those where appropriate).

4 GPNs 4 GPNs 59 TNAs (NCL) 1 ANP

40 TNAs (NCL) 10 MAs

1 Fellow 5 GPNs 16 MAs 38 TNAs (NCL) 3 TNA apprentices from primary and social care

Return on Investment of The Network Overall The pie chart below shows the allocated funds for headline deliverables as a proportion of activity funding

provided.

Education and Training Delivery &

Faciliation68%

Engagement Activities incl. Publicity3%

Evaluation3%

Mapping8%

Meeting / Event Venues & Refreshments,

7%

Network Development and Programme Management

11%

10

Alignment with National Training Hub Programme and STP Aims and Objectives Haringey CEPN aims to be a highly effective, fully functional delivery vehicle responding to STP priorities and local

workforce education, training and development needs; bridging boundaries across health and social care, primary

and secondary care, physical and mental health; delivering a localised element of sustainability and transformation,

aligned to that of the STP. It continues successfully providing integrated multi-disciplinary learning opportunities;

delivering transformation, recruitment and retention programmes; working across health and social care, primary

and secondary care, physical and mental health.

Although some of its activities are time-bound due to year on year funding arrangements where possible and

appropriate, CEPN works towards mainstreaming its activities. The Training Hub Matrix is used to reflect on where

CEPN currently is. We will work to understand the gaps and develop actions appropriate with all stakeholders’

engagement to ensure that CEPN work towards achieving all the areas within next 3 to 4 years.

CEPN continues to respond to the workforce priorities of the STP. This relationship is expected to mature as the

clinical workstreams are more advance in understanding their workforce priorities. During 2018/19 Islington CEPN

supported work below linked directly to the STP workstreams:

• Admissions Avoidance for Paramedics programme and Advance Care Support Programme aligned to UEC

workstream,

• MSK AHP training aligned to Planned Care workstream,

• Trauma informed Training, MH First aid, Mental Capacity Act training and Suicide Prevention aligned to

Mental Health workstream,

• Health coaching training aligned to Prevention workstream have been delivered.

Section 4: Reflections

The CEPN, since its establishment, has been welcomed by all parts of the health and care sector. The increased

focus on the localised approach with the development of Primary Care Networks provides real opportunities for

further collaboration and deliver system-wide changes locally.

Some of the added value that CEPN members feedback

includes:

• Connecting services and improving understanding of roles and services across the boroughs.

• Legacy of experience in offering wide range of Training and Development opportunities for all health care professionals.

• Coordinate training and workforce innovation.

• Has fully developed a tried and tested method for the design/delivery of educational initiatives and workforce development.

• Very well attended and popular events.

• Very collaborative and multi-disciplinary delivery.

• Very local bottom up planning and needs assessment.

• Two things innovation; an opportunity to try new things and support our workforce, co-ordination; a

place to try and bring together workforce related issues

• Educational opportunities to all stakeholders across the health and social care system. CEPN has a 360 view of initiatives and workforce challenges and opportunities.

• Networking, interdisciplinary communication.

• Joint training - opportunity to network.

• Be able to share training and offer on partner basis.

• Greater coordination of workforce initiatives, capacity to focus on workforce initiatives and funding opportunities.

• As a vehicle to support training for emerging roles, to provide training for multi professional learning and to build on relationships with other primary, community and secondary care HCPs.

• Shared learning across different organisations and professions.

11

Our vision is to further develop a sustainable, responsive, collaborative and integrated network with

equal contribution from all components of the local health and care partners that effectively supports

the development of the new as well as existing workforce with a comprehensive understanding of the

workforce and population needs.

• Bring primary and community care clearly into the education space - they both get forgotten.

Some of the achievements for CEPN as reflected by the

members are:

• Relationships.

• Collaborative working.

• Locally driven portfolio of workforce educational initiatives.

• Development of next steps for collaboration cross STP.

• New roles, shared learning, co-ordination

• Open educational opportunities to social care providers normally reserve for health organisations. e.g. TNA programme, MCA sessions.

• Networking.

• Good working relationship between partners and better able to understand different roles so can work easier across health & social care.

• Multiple relatively small-scale projects which support the wider strategic aims of the system. Challenges are always planning for sustainability.

• Demonstrating a clear desire and goals across a larger footprint.

• Building closer working relationships.

• Providing good examples of inter professional learning.

• Delivered a variety of projects according to local needs, working with other areas whenever feasible.

• Lots of small projects of change.

Section 5: Network legacy and sustainability

In order to fulfil our vision, we will continue working with our stakeholders across the system, develop evidence-

based practice further to support our ambition to spread successful models of training and workforce

development. Some of the examples for sustained developments in the last year includes:

• IRIS, Identification and Referral to Improve Safety, a training programme for GPs – supported by CCG and

LA

• QI network initiated by Camden Islington and Haringey CEPNs – supported by STP

• Transformation Board in its new form as Integrated Education Provider Board – supported by STP

• tNAs, MAs, GPNs, NQGPs retained in the local health economy

Appendices

Appendix 1 – Flyers Developed for Education and Training Activities

Appendix 2 – Screenshots from Islington and Haringey CEPNs Website

Appendix 3 – Islington and Haringey CEPNs Vision and Future Direction Workshop

Appendix 4 – Evaluation of Camden, Islington and Haringey (CIH) CEPN Group Consultation Programme

Appendix 5 – Apprenticeships and Work Experience Online Toolkit Mock Up

Appendix 6 – Health Coaching Training Interim Evaluation Report

Appendix 7 – Training Needs of Newly Qualified GPs and Trainees in CHI

Appendix 8 – Haringey GP Federation Medical Assistants Pilot (Super Admin) Report

Appendix 9 – Latest Issue of Haringey and Islington CEPNs Newsletter

Appendix 10 – Haringey GP Trainers Workshop Feedback