Lifelong Learning at Salford EuLearn Meeting, Bucharest, September 2005 Renata Eyres Associate Dean

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Lifelong Learning at SalfordEuLearn Meeting,
Bucharest, September 2005Renata EyresAssociate
Dean Enterprise. Faculty of Health Social Care
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University of Salford

• Context
• North West of England
• Adjoined to Manchester
• Two cities - total population over 2 Million
• 14 HEIs in the region as a whole

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University of Salford

• Salford University
• 18,000 Students
• 4 faculties, 13 schools
• Health Social Care
• Business and Informatics,
• Arts/Media/Social Science,
• Science/Engineering Environment

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Lifelong Learning in Health Social Care

• Requirement for healthcare professionals to
  demonstrate continuing professional development
• Professional Regulation for maintaining
  registration
• Role development and skill mix
• Shortage of medical professionals
• Impact of national and European legislation e.g
  EWTD

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Lifelong Learning

• Supported locally by Strategic Health Authorities
• Contract agreements for delivery of continuing
  education opportunities
• Key drivers
• Knowledge and Skills Framework
• Skill Mix / Role Development
• Competency frameworks
• Appraisal
• Professional Portfolio

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Lifelong Learning

• National Project funded by Department of Health
• Developing a Shared Framework for Health
  Professional Learning beyond Registration

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Stimulus for Framework

• The requirements of staff to work in
  multi-disciplinary, multiprofessional and
  multi-agency teams, in new or extended roles.
• Confusion caused by the lack of common
  terminology.
• Concern over the link between CPD and the effect
  on patient outcomes.
• A desire for common processes for setting and
  monitoring standards in CPD.
• Difficulties associated with transferability of
  learning especially between employers
• Complexity of key drivers and initiatives that
  influence delivery of the modern health service,
  in tandem with the on-going development of the
  scope of professional practice.

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Outcomes

• A mechanism for linking CPD to outcomes for
  patients has been identified and developed. A
  Unit Level Support Tool has been developed and
  is currently being piloted.
• A glossary of proposed terminology for the
  Framework has been developed.
• A proposed customised Performance Management Tool
  for Organisations (The Balanced Scorecard) for
  the planning, implementation, monitoring and
  control of CPD.
• A process and format for annual appraisal and the
  common components for Portfolios and Personal
  Development Plans has been developed.

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Framework
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Lifelong Learning Stakeholder Partnerships

• Public Sector - Regional Development Agency and
  HEI
• PCET Shaping the Future for education and
  training to deliver
• integrated health and social care in the region
  www.pcet.org.uk
• Collaboration of NW Higher Education Institutions
  proposed by North West Universities Association
• Supported and funded by the North West
  Development Agency
• Focus for the collaboration NHS Primary Care
  Trusts education and training needs to deliver
  integrated health and social care services
• Project Outcomes
• Short term Regional data on health and social
  care
• developments in Primary Care Trusts evidence
  based
• data on education and training required by the
  workforce
• Long term An opportunity to ensure that a
  sustainable
• partnership focusing on workforce education and
• training needs continues beyond the lifetime of
  the project

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Lifelong Learning Stakeholder Partnerships

• Strategic Health Authorities
• Primary Care Trusts
• Social Services
• Private Sector Organisations
• Care Homes
• Community Groups

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Lifelong Learning Stakeholder Partnerships

• Many International Partnerships
• Leonardo EMBER www.ember.eu.com
• Grundvig Project
• Potential Interreg III transnational project
• Socrates and Erasmus
• Staff and student exchanges
• Internationalising the curriculum
• Other thematic networks eg ENOTE

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LLL Strategy for Salford

• Salford University the Potential for LLL
• Ongoing Research/Audit Existing
• Activity
• Influence internal change to overcome
• obstacles
• Measure Outcomes and identify potential
• for growth (MI Division)
• Holistic Approach
• Across Faculties (linked to
• sector priorities)
• Soft funded or commercial
• income generating
• Deliver Staff Development
• Influence, support and understand
• National and Regional priorities

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Contact

• For further information please contact
• Renata D Eyres
• Associate Dean Enterprise
• Faculty of Health Social Care
• University of Salford
• Email R.D.Eyres_at_salford.ac.uk
• Thank You