Public BoD papers 26.5.22

Agenda item 20/22c

Meeting of the Board of Directors Thursday 26 th May 2022

Christie Education update October 2021 – April 2022

1. Introduction/Executive Summary Christie Education has continued with high levels of activity, responding / adapting well to the ongoing challenges of the pandemic. A large part of this success has been the contribution of a substantial number of colleagues who continue to champion education – through teaching delivery, learner support and supervision. Accessing education continues to be strong with a footfall of ~20 000 learner ‘moments’ in the 21/22 year across School of Oncology education and training opportunities (excluding taught student and PGME activity). We have made substantial progress in a strategic refresh, currently working with other areas of the organisation to ensure alignment (education meeting the needs of the organisation), leverage of the learning of education/practice within the pandemic and impact (profile and outcomes of Christie Education at local, national and global levels). A refresh of operating processes, relevant educational governance arrangements and partnership engagement is underway as part of ongoing development within the School of Oncology, as well as the launch of scholarship activity (and capturing dissemination and impact). Three key strategic aims for Education have been identified. These are currently in draft form: • Attain recognition as a leader for excellence in the design, delivery and development of cancer care education and training for the current and future workforce. • Achieve global impact as a key opinion leader through educational leadership, outreach and partnership. • Grow as a forward-thinking, inclusive educational organisation with a reputation and demonstrable impact of educational scholarship (research, enterprise, transformation and innovation). In each of these strategic goals, our focus is a highly visible impact on people (patients and professionals) within the Christie , through which impact we will mobilise external recognition, partnership and engagement. Key messaging from internal and external stakeholder consultation about the strategy has highlighted the success of the SoO model to date, but also a requirement for broader, holistic engagement with the Christie / partners and the opportunities to provide more inclusive, accessible education. Some of these themes are reflected externally - access to education globally has been a strong feature of the pandemic, with online delivery presenting unparalleled opportunities for learning and upskilling/reskilling to support career direction. Many of these consultation moments have also highlighted the talent of colleagues (in creative, innovative thinking) and the value of active dialogue in shaping strategies. This presents a key opportunity to sharpen our focus on the power of education as a central contribution to outstanding care and the development of people.

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