Everyone Matters: 2020 Workforce Vision - Implementation Framework and Plan 2014-15

Encourage the use of NHSScotland core values to support selection onto relevant further and higher education programmes

Develop a plan for the roll-out of the iMatter Staff Experience continuous improvement model

Develop guidance on creating a healthy organisational culture and improving well-being

Identify and agree high impact workforce actions to support new and emerging service delivery models and ensure a more joined-up approach

Implement a national programme of work to ensure that the quality of regional and local workforce data is of the highest standard

Extend the risk assessment model of workforce planning to ensure risks are identified and mitigating actions are taken

Develop a Scottish Investment Plan to set the strategic direction for investing in the healthcare workforce now and in the future

Review guidance on development reviews/appraisals to ensure they are effective and meaningful

Develop a quality improvement capacity and capability plan

Agree and develop education pathways for support workers to increase capability and support career progression

Develop guidance and provide support to help Boards make the best use of national educational systems and learning resources that are available for support workers

Develop practical guidance to support the creation of effective governance arrangements for an integrated workforce

Identify HR/workforce issues for integration to anticipate challenges and risks, and ensure that appropriate action is taken

Develop a policy statement setting out the kind of leadership and management needed to deliver the 2020 Vision

Ensure that guidance and development support for NHS Board Chairs and Non-Executive Director members aligns with the leadership and management statement

Create a portal for information about leadership and management support, tools and resources

Ensure that national development programmes relating to leadership, management, and leading quality improvement and so on reflect the leadership and management statement

Develop guidance and support for leaders and managers at all levels on people management skills

Incorporate behavioural competencies (which reflect our core values) within recruitment and development review/appraisal processes

Roll-out the iMatter Staff Experience continuous improvement model

Ensure that local feedback and monitoring arrangements (from patients, staff, service users etc) inform how well the core values are embedded

Engage and involve staff in decisions that affect them

Review their workforce planning arrangements to ensure a joined-up, consistent approach so that all services are included and benefit from the process

Demonstrate that workforce planning includes a long-term perspective and supports new and emerging service delivery models

Identify workforce risks and use this information to inform local workforce plans

Put in place measures to provide high quality workforce data and identify a lead officer with responsibility for workforce data

Ensure that workforce plans include an analysis of future education and training needs and that this is reflected in local learning and development strategies

Implement the Good Practice principles recommended by Audit Scotland in their Early Departures report to ensure that early release schemes are driven by the needs of the Board and their workforce plans.

Ensure that appraisers and those being appraised understand the purpose of development review/appraisal, their individual and mutual responsibility for ensuring it is meaningful and that conversations review whether behaviours, decisions and actions reflect our shared values

Improve the confidence, capability and capacity of everyone involved in leading and practising quality improvement

Provide fair and appropriate access to learning and development for support staff

Ensure that their Learning and Development Strategy is developed in partnership and addresses longer-term learning and development needs up to 2020.

Use the guidance provided to inform the appointment of Chief Officers and other joint appointments

Continue local actions and development work to support the integration of primary and secondary care

Make better use of existing mechanisms, such as community planning partnerships, to identify opportunities to share resources, including workforces.

Plan to build local leadership and management capacity and capability as part of their workforce plan to deliver the 2020 Vision

Ensure that line managers at all levels are clear about their people management responsibilities and are held to account for how they carry out these responsibilities

Identify the development, training and support needs of line managers at all levels, particularly in relation to people management, and ensure these needs are met

Ensure that leaders and managers at all levels understand and demonstrate the values and behaviours expected of them as well as their responsibilities in relation to the Staff Governance Standard and Quality Ambitions

Ensure that leaders and managers are aware of and abide by national governance arrangements/structures

Ensure that the approach to ongoing leadership and management development supports Everyone Matters: 2020 Workforce Vision and the Quality Ambitions, and reflects the leadership and management policy statement

Ensure that managers and leaders identify and focus on the strategic workforce actions needed to deliver Everyone Matters: 2020 Workforce Vision