Everyone matters: 2020 workforce vision implementation plan 2018-2020

Annex A

Each Everyone Matters implementation plan since 2014-15 has contained a number of actions for NHS Boards.

It is anticipated that Boards will have completed, or made progress on, each of these actions. Boards are reminded of the need to continue to work on those actions which have not been completed or superseded by other actions.

Healthy Organisational Culture
Creating a healthy organisational culture in which NHS Scotland values are embedded in everything we do, enabling a healthy, engaged and empowered workforce

2014-15

• Take action to ensure that everyone is clear about the values and behaviours expected of them
• Incorporate behavioural competencies (which reflect our core values) within recruitment and development reviews / 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

2015-16

• Promote and recognise the behaviours of individuals and teams at all levels which reflect our values

2016-17

• Ensure that staff know their individual contribution is essential to making sure we achieve the workforce vision
• Improve engagement using the iMatter staff experience model and other tools
• Ensure appropriate arrangements are in place to support the health and well-being of staff

2017-18

• Ensure delivery of their iMatter implementation plans, involve staff in decision making and take meaningful action on staff experience for all staff

Sustainable Workforce

Ensuring that the right people are able to deliver the right care, in the right place, at the right time

2014-15

• 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

2015-16

• Use high quality workforce data and contextual information to inform local workforce plans
• Ensure that recommendations from the Working Longer Review around occupational health, safety and wellbeing are fully implemented and that flexible approaches are taken

2016-17

• Manage workforce implications of new and emerging service delivery models and take appropriate action

2017-18

• Take action to promote the health, wellbeing and resilience of the workforce, to ensure that all staff are able to play an active role throughout their careers and are aware of the support available to them

Capable Workforce

Ensuring that all staff have the skills needed to deliver safe, effective, person-centred care

2014-15

• Ensure that appraisers and those being appraised understand the purpose of development reviews / appraisals, 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

2015-16

• Ensure that everyone has a meaningful conversation about their performance, their development and career aspirations
• Develop the skills and behaviours required for working collaboratively and flexibly across primary and secondary care, and across health and social care

2016-17

• Ensure all staff are aware of health inequalities and act appropriately to respond to the life circumstances that affect people's health
• Improve digital literacy skills among all staff, especially support workers
• Recognise and support the role of carers in the delivery of healthcare

2017-18

• Build confidence and competence among staff in using technology to make decisions and deliver care by encouraging active participation in learning.
• Work across boundaries (between professions, between primary and secondary care, between sectors and so on) to share good practice in learning and development, evidence-informed practice and organisational development

Workforce to Deliver Integrated Services

Developing a health and social workforce across NHS Boards, local authorities and third and independent sectors to deliver integrated services

2014-15

• Continue local actions and development work to support 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

2015-16

• Provide leadership to continue to support the integration of primary and secondary care recognising the role of GPs, dentists, pharmacists and others as part of the workforce

2016-17

• Ensure that their workforce plan aligns with the workforce plans of IJBs

2017-18

• Working with partners, develop workforce planning capacity and capability in the integrated setting

Effective Leadership and Management

Leaders and managers lead by example and empower teams and individuals to deliver the 2020 Vision

2014-15

• 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

2015-16

• Build leadership skills to lead / drive Quality Improvement
• Ensure leaders at all levels and in all professions have the skills to support the workforce through change

2016-17

• Deliver work on the five leadership and management priorities

2017-18

• Implement the new development programme for board-level leadership and talent management