Everyone Matters: 2020 Workforce Vision Summary of engagement and consultation responses

Consultation

The above key themes were used to inform the development of an outline 2020 Workforce Vision (Appendix), which was issued for consultation between 18^th March 2013 and 12^th April 2013. It was sent to a wide range of stakeholder groups for consideration, including NHS Boards, primary care providers, patient focus and public involvement groups, trades unions, professional organisations, Scottish Government Health & Social Care directorates, relevant NHSScotland national groups/committees, local authorities, Community Health Partnerships, education bodies, statutory regulatory bodies and third sector partners.

In addition, the 2020 Workforce Vision website was redeveloped to provide a means by which individual staff members could review the key themes which arose from the initial engagement phase and submit their comments on the outline 2020 Workforce Vision. NHS Boards were asked to encourage their staff to access the website and feedback on the document.

The questions asked as part of the consultation were as follows:

• Whether there is anything really important which is missing, giving particular consideration to the need for a 2020 Workforce Vision to deliver against the wider challenges and ambitions facing the provision of healthcare services within Scotland;
• Whether we have identified the right core values to enable the necessary supporting culture; and
• Whether it is written in a way that is easy to understand.

Lastly, as part of the consultation phase, focus group research was commissioned in order to enable us to ensure that the final, post-consultation 2020 Workforce Vision would resonate with all staff and would not have the effect of excluding any particular staff groups or pay bands/grades of staff.

Participation

Consultation responses can be broken down as follows:

• 120 individual responses (115 of which came from NHSScotland staff, and most of which were received via the 2020 Workforce Vision Website)
• 45 responses issued on behalf of organisations or groups (comprising NHS Boards, as well as a broad spread of responses from across other identified key stakeholders).

A number of NHS Boards advised that their response was based on feedback from staff following further engagement as part of the consultation phase. We know that at least 300 staff participated in this way (with details on staff participation as part of this phase currently being sought from a small number of Boards).

Additionally, 25 staff from NHS Tayside and NHS Lothian participated in focus group research as part of the consultation phase.

Consultation Feedback

The vast majority of consultation responses were very positive in relation to the outline 2020 Workforce Vision, albeit with significant feedback around the absence within the document of the 'how' (which we recognise more appropriately forms part of subsequent implementation, as opposed to the content of a 'vision'). A significant minority also questioned its achievability, in terms of the challenges of buy-in from key stakeholders, availability of financial investment, timescales and the extent of the challenge to be overcome compared to where we are now.

Otherwise, a number of common themes arose from consultation, as outlined below, and which were considered in the development of a final 2020 Workforce Vision.

1. Opinion was not sought in relation to the title. However, it was suggested that it could be improved, with a particular focus on the fact that it is a 'workforce vision' and the reasons for the same.

2. There were some general concerns in relation to the appropriate and consistent use of terminology, specifically in relation to who is meant by references to 'we' and whether references to 'patients' and 'care' are too limited in scope).

3. A minority suggested that the document could be more 'staff encompassing' in emphasising that it applies to all staff and that everyone has a role in contributing to its achievement.

4. It was suggested that further detail around the ongoing process of engagement could be beneficial in building on the sense of energy and momentum which it had generated.

5. Some advised of the potential for confusion with local NHS Board 'workforce vision' statements and values. A significant minority also expressed concern at the risk of the document failing to recognise and give a sense of maintaining and building on existing efforts and good practice by Boards and their staff, particularly in relation to living core values.

6. Significant feedback was received on the need to refer to the 2020 Vision for Healthcare in Scotland and strategic narrative in its fullest sense, rather than simply the initial statement contained within it.

7. It was suggested that there is a need for greater emphasis on why a 2020 Workforce Vision is required and for further clarity on how it is aligned with and will support achievement of the 2020 Vision for Healthcare in Scotland and other national strategic priorities. Significant feedback was also received around the need to acknowledge and for the document to respond to the wider challenges facing health service provision, as well as those specifically facing the health workforce.

8. A significant minority also suggested a need, if the 2020 Workforce Vision is to be achieved, for engagement with the wider general public in relation to managing expectations and emphasising their own personal responsibilities.

9. Common themes regarding suggested additional values centred around 'dignity and respect', 'working together' and 'professionalism and excellence'.

10. A minority of respondents suggested the need for a joint health and social care workforce vision and core values and for local authority partners to the integration agenda to be formally required to adopt the NHSScotland Staff Governance Standard and model of partnership working with trades unions/professional organisations.

11. Significant feedback was received on the need for greater emphasis on the importance of ensuring that our workforce are and feel valued. It was also suggested that there needs to be more explicit acknowledgement of the importance of staff health and wellbeing, and of staff experience more generally, and the business case for both.

12. Significant feedback was also received around the need for the document to make some form of commitment around ensuring that we have the right number of staff, with the necessary skills, resources and time to undertake a manageable workload of responsibilities which are appropriately assigned to their particular role.

13. It was also suggested that the document might acknowledge concerns raised by staff around existing cultures and workload pressures.

14. Significant feedback was also received on the need for more detail on the 'next steps', particularly in relation to the development of implementation plans, measurement of success and accountability.

15. It was suggested that reference needs to be made to the role of organisational leaders and to working in partnership with trade unions/professional organisations specifically in relation to supporting delivery of the 2020 Workforce Vision; as well as to the need for continued engagement with key stakeholders (and in particular the NHSScotland workforce).

16. Lastly, suggestion was made regarding some key references which were either missing or which needed to be expanded upon within the document, namely:

• Ensuring effective workforce planning.
• Leadership and management competencies required.
• Empowerment of staff in a wider sense.
• Importance of, and the need to support, effective teamworking (and in particular multi-disciplinary, multi-agency teams).
• Importance of, and the need to support, continuing professional and personal development.
• Need to develop a culture of organisational learning.
• Supporting the generation of and adherence to evidence-based working practices.
• Working with education providers to ensure that responsive education programmes are in place.

The general themes arising from the focus group research, referred to above, were as follows (and broadly concur with the themes set out above):

• The 2020 Workforce Vision must be short.
• There needs to be more focus on the practical things that will change.
• There is a need to avoid jargon and management speak and to use emotional, caring and straightforward language.
• We needed to review some of the language used (i.e. 'new ways of working', 'flexible' and 'embrace technology').
• The title should be changed to 'Everyone Matters' as it had most meaning and people are more likely to relate to it.
• An additional value was suggested of 'respect and dignity'.
• The language throughout should present change as improvements and benefits to people and we should provide a clear reminder of the things that will remain the same.