nes local delivery plan 2010-2011 · nursing and midwifery pre and post-registration education: -...
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LOCAL DELIVERY PLAN (LDP) 2014-15
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1. Introduction from our Chair and Chief Executive We believe that education is a force for positive change, supporting health and care services through a well developed workforce, with the
right skills and behaviours to provide new models of care which cross traditional public service boundaries. 2014-15 represents the first year of
delivering our refreshed strategic framework for 2014-19 Quality Education for a Healthier Scotland (our improvement and co-production plan),
to support the Scottish Government’s 2020 Vision of people able to live longer healthier lives at home, or in a homely setting.
Our local delivery plan (LDP) for 2014-15 aligns our work under five strategic themes supported by key outcomes which represent a clear
statement of how we will innovate in specific areas of our business. Our plans are firmly based on stakeholder priorities which have been
identified through our Engagement and Intelligence Gathering process and the activities and targets outlined in this plan will be delivered in
partnership with our stakeholders. They are designed to make a significant contribution to public service reform and the 2020 Vision through
collaborative working and frontline staff who are equipped to deliver the best possible care.
Lindsay Burley Malcolm Wright Chair Chief Executive
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2. NES Local Delivery Plan (LDP) 2014-15
Key targets from the NES Corporate Plan 2014-15 contributing to the 2020 Route Map 12 priority areas. These targets support the
whole NHSScotland workforce and are commissioned by and planned to support NHS Boards and Scottish Government.
TRIPLE AIM
QUALITY OF CARE HEALTH OF
THE POPULATION
VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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THEME 1: AN EXCELLENT WORKFORCE
Medical Training Grades: - (1) GMC registration after foundation year 1 (FY1) for 800 trainees and award of a Foundation Achievement of Competence Document (FACD) for 800 trainees at foundation year 2 (FY2); (2) 178 specialty training programmes and 125 training posts for the Scottish Clinical Research Excellence Development Scheme (SCREDS); (3) 17 general medical practice (GP) specialty training programmes and; (4) a Strategy for Attracting and Retaining Trainees (StART).
Dental Training Grades: - (1) 87.5 core training places across the hospital dental service (HDS) and the public dental service (PDS), 25 longitudinal dental foundation training (LDFT) and 38.4 (WTE) specialist registrar (StR) training places in the HDS; (2) 189 dental vocational training (VT) places to meet the output of the Scottish dental schools; (3) 100% of VT trainees undergo assessment; (4) 48 first year student places in 2014 on an undergraduate qualification in dental hygiene-therapy; (5) 10 dental hygiene-therapy VT places; (6) a dental technology training course at Aberdeen dental school offering 8 places; (7) post-registration dental nurse training to achieve enhanced skills; (8) 8 places on an orthodontic therapy programme for dental nurses and dental care professionals to achieve enhanced skills and; (9) 200 pre-registration dental nurse training places.
Nursing and Midwifery Pre and Post-registration Education: - (1) A performance management (PM) system for the 6 currently commissioned nursing and midwifery pre-registration programme and an extension of this function to a further 4 universities new to commissioning; (2) a national recruitment model for pre-registration midwifery education to inform practice across all providers; (3) a Recruitment, Selection and Retention (RSR) group to support best practice; (4) a one year
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TRIPLE AIM
QUALITY OF CARE HEALTH OF
THE POPULATION
VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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internship scheme supported by an online application and placement system; (5) a commissioning model, initially focused on an expansion of health visiting and community nursing education, in line with Setting the Direction for Nursing and Midwifery Education in Scotland and; (6) a further 10 Early Clinical Career Fellows for nurses and midwives with leadership potential.
Applied Psychology and Psychotherapy Training Grades: - (1) 70 psychology trainees to complete pre-registration training by the end of September 2014; (2) 21 MSc trainees in psychological therapies in primary care (PTPC) and 16 MSc trainees in applied psychology for children and young people (APCYP); (3) 55 psychologist training places; (4) 6 trainees completing year 1 of a 4 year doctoral programme in child and adolescent psychotherapy; (5) 10 health psychologists in training and; (6) an MSc neuropsychology programme to for 30 staff suitable for continuing professional development (CPD) entry and extension of current qualification levels.
Pharmacy Training Grades: - (1) 110 Scottish Hospital Pharmacist Vocational Training Scheme (SHPVTS) stage 2 trainees supported by a network of tutors; (2) a leadership programme for senior pharmacists; (3) additional stage 3 specialist modules for hospital pharmacists; (4) 170 pre-registration pharmacist scheme (PRPS) trainees supported by a network of tutors and support for poorly performing trainees; (5) a consistent educational programme for all PRPS trainees in Scotland and; (6) a pass rate of over 90% in the General Pharmaceutical Council (GPhC) registration exam.
Healthcare Science (HCS) Training Grades: - (1) 15-20 trainees on a national HCS postgraduate scheme; (2) 30 HCS practitioners to develop specialist skills as postgraduate trainees; (3) guidance for Scottish HCS trainees undertaking equivalence applications via the UK Academy for Healthcare Science and; (4) 12-15 clinical physiologist and other pre-registration HCS trainees.
THEME 2: IMPROVED QUALITY
Embedding and Supporting Person-centred Care: - (1) Workshops on values based reflective practice and generic essential shared capabilities; (2) national learning sessions for the person centred health and care collaborative; (3) the Emotion Matters online resource for long term conditions (LTC) for 250 health and social care staff; (4) a CPD programme for healthcare chaplains and; (5) modernised spiritual care, building capacity in Values Based Reflective Practice and CPD.
Social Responsibility and Participation: - (1) A review of volunteer involvement and a refresh of our volunteer policy, processes and training; (2) a volunteers database; (3) e-learning support for
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TRIPLE AIM
QUALITY OF CARE HEALTH OF
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VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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dealing with feedback, comments, concerns and complaints; (4) participation and stakeholder engagement embedded in our programmes, with quarterly update reports, a self assessment for the NHSS participation standard and a corporate improvement and support plan and; (5) access to specialist advice and equality and diversity resources to support delivery of our equality outcomes.
Patient Safety: - (1) training for up to 400 individuals raising awareness and capability in patient safety skills and techniques; (2) specific and open learning training materials for high risk medicines, adverse drug reaction (ADRs) and medicines reconciliation; (3) point of care medicines information through the Knowledge Network; (4) 3 projects in medically unexplained symptoms, BASICS training and hand hygiene, to identify effective behaviour change techniques which promote the use of human factors in patient safety and; (5) training for NHS trainers in the use of evidenced behaviour change techniques to promote a human factors approach to patient safety.
Clinical Skills: - (1) A clinical skills Managed Educational Network (MEN); (2) BASICS emergency care courses; (3) simulation training at the Scottish Simulation Centre (SCSC); (4) the Cuschieri clinical skills centre in Dundee; (5) courses (8 visits) from our mobile clinical skills unit; (6); a research and development conference; (7) a pharmacy course programme of 3 consultation skills, 3 core clinical assessment skills and 4 advanced clinical assessment skills for a minimum of 85 pharmacists for generic advanced clinical skills; (8) 3 new hands on optometry training programmes to develop improved clinical skills in the community and; (9) a programme of clinical skills courses through the Scottish Multi-professional Maternity Development Programme (SMMDP).
Healthcare Associated Infection (HAI): - (1) In practice decontamination/HAI training and e-learning for the dental team; (2) HAI education resources (aseptic technique and decontamination programmes) and; (2) Cleanliness Champions training and HAI quality improvement to meet educational need in NHS and non-NHS settings. www.hai-champions.nes.scot.nhs.uk
Quality Improvement (QI) Resources: - (1) Leadership for improvement learning resources for QI foundation practitioners and leads based on a distributed leadership model; (2) a programme of QI learning resources for QI practitioners and leads; (3) operational definitions for Scottish QI faculty and a development programme for each category; (4) expand QI capability building activity by 30% through further development of the QI Hub website www.qihub.scot.nhs.uk the Leading Quality Network and marketing infrastructure; (5) manage and monitor the contract for delivery of QI milestones and outcomes; (6) a QI taught course programme for medical trainees; (7) the QI Hub to
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TRIPLE AIM
QUALITY OF CARE HEALTH OF
THE POPULATION
VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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provide resources for taught QI programmes, including a spread and sustainability toolkit, a case study uploading tool, improvement reports, case studies, horizon-scanning and updating services; (8) an alumni register to contribute to the identification and development of a Scottish QI faculty; (9) a QI workforce development tool; (10) a leadership for improvement programme and; (11) a new model of AHP leadership and QI with 2 national groups prioritised in the AHP National Delivery Plan.
Leadership and Management Programmes: - (1) An introductory programme in Dialogue Practice for executive and senior leaders; (2) refresh the Raising Your Game programme and offer 1 programme with 18 places to executive level leaders; (3) 2 Playing to Your Strengths programmes offering 60 places to executive and senior leaders and a team-based approach pilot offering 2 further programmes to national or local strategic leadership teams; (4) the 5th cohort of Leading for the Future for 100 senior leaders across 17 organisations and support for programme alumni in their application of learning (about adaptive leadership); (5) a Delivering the Future programme for strategic clinical leaders to prepare them for roles at NHS Board, regional and national level; (6) Leading Better Care, the national programme for senior charge nurses, senior charge midwives and community team leaders and; (7) a leadership and management portal on the Knowledge Network.
THEME 3: NEW MODELS OF CARE
Workforce, Analysis, Information and Modelling: - (1) An Analysis, Information and Modelling (AIM) work plan to support workforce planning for health and social care; (2) pharmacy workforce analysis to include a Pre-registration Pharmacy Scheme (PRPS) exit survey and a hospital pharmacy vacancy analysis; (3) quarterly workforce data for psychology services and child and adolescent mental health services (CAHMS); (4) a data report on national psychological therapies workforce capacity, qualifications and supervision; (5) workforce data for the Psychology of Parenting Project: (6) workforce data for administrative, clerical and support (ACS) staff; (7) workforce data on which to base numbers for medical recruitment; (8) a data model to support NMAHP workforce planning and; (9) workforce data for health care support workers to inform education and training.
Education Pathways for Healthcare Support Workers: - (1) A core skills map and nationally agreed educational pathways for clinical health care support workers; (2) a nationally agreed education pathway for staff in administrative services and; (3) support implementation and evaluation of the education pathway for estates and facilities support staff in at least 3 NHS Boards.
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TRIPLE AIM
QUALITY OF CARE HEALTH OF
THE POPULATION
VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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Qualifications and Resources for Healthcare Support Workers: - (1) Update online resources for healthcare support workers; (2) a model of engagement with stakeholders across relevant healthcare support worker staff groups, including a series of workshops with NHS Boards; (3) access to qualifications for up to 60 support workers subject to funding; (4) a joint level 5 and level 7 Worshipful Company of Spectacle Makers (WCSM) programme for optical assistants; (5) a Professional Development Award (PDA) qualification for pharmacy technicians; (6) a funding process for the new Pharmacy Pharmacist Assistant course and evaluation of learning outcomes for pharmacy support staff; (7) Recognition of Prior Learning (RPL) guidance tested in a least 3 NHS Boards; (8) evaluation of the online Literacies Portal in at least 3 NHS Boards; (9) an updated online Vocational Qualification (VQ) Finder www.vqfinder.nes.scot.nhs.uk with information about qualifications for support workers; (10) 3 projects to test new models of support to use national resources; (11) 3 workshops for learning networks to support the use of existing learning resources; and (12) a process to allow equitable access to funding for the three main healthcare support worker staff groups.
CPD for Primary Care Practitioners: - (1) A single co-ordinated GP CPD system; (2) a 10% increase in participants in our primary care GP CPD programmes; (3) 5 regionally based dental CPD programmes providing up to 1628 participant days for dental care professionals and 2470 for dentists; (4) a programme of CPD resources for pharmacists and pharmacy technicians; (5) a postgraduate CPD pharmacy funding programme; (6) CPD to support the community pharmacy contract in line with the Scottish Government action plan Prescription for Excellence; (7) a range of virtual patients for CPD training to support Prescription for Excellence; (8) 25% of the optometrists in Scotland complete at least one of our CPD courses, (or attend a training clinic); (9) 120 CPD course places for dispensing opticians (DOs) and; (10) 100 places on optometry Peer Review Groups.
Community Hospitals Improvement Network: - Developing Community Hospitals: a Strategy for Scotland (2006) www.knowledge.scot.nhs.uk/chin.aspx (1) Dementia service improvement activities across at least 8 NHS Boards; (2) 2 tele-education/e-health prototype projects; (3) a data set for community hospitals; (4) a national learning event for 100 network members including executive board leads and; (5) 3 network meetings and increased activity on the community of practice website.
Independent Prescribing (IP): - (1) 100 pharmacists to undertake an independent prescribing (IP) course; (2) a practice network to support pharmacist independent prescribing roles in training; (3)
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TRIPLE AIM
QUALITY OF CARE HEALTH OF
THE POPULATION
VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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educational adviser roles in IP clinics to support implementation of pharmacist IP models of care; (4) 35 training places for new optometrists on the Glasgow Caledonian University (GCU) therapeutic course and; (5) review and update online content for IP and Patient Group Directions (PGD).
Supporting Public Service Reform and Integration: - (1) Education that promotes an engaged workforce to support the Integration of Public Bodies (Joint Working) (Scotland) Bill and support through the Workforce Development Strategic Group;; (2) the Making Communication Even Better online resource for augmentative and alternative communication (AAC) needs; (3) a cross sector educational resource for early years; (4) the NHS Scotland Leadership and Management Development Strategy and the 2020 Workforce Vision leadership priorities; (5) a leadership and management portal on the Knowledge Network; (6) an event to help embed person-centred care within plans for health and social care; (7) materials to support quality outcomes in line with the Christie report and the Public Bodies Scotland Bill; (8) 15 Community Planning Partnerships (CPPs) self assessments; (9) a programme to support integration and public service reform; (10) support for Public Service Collaborative Learning and Scottish Leaders Forum priorities; (11) options for Leadership in Primary Care and; (12) support for the Person Centeredness Collaborative leadership.
Dementia: - Working with SSSC and Alzheimer Scotland to support the Dementia Strategy. (1) Training for a further 100 Dementia Champions; (2) training for 75 people in palliative care for dementia; (3) training in psychological interventions, including cognitive stimulation therapy and stress and distress; (4) educational resources, including personal outcomes approaches in post diagnostic support and resources for the Scottish Ambulance Service; (5) infrastructure to ensure spread and sustainability of dementia education across health and social care; (6) 2 skills master classes for 30 trainers in Psychological Interventions in Response to Stress and Distress; (7) Cognitive Stimulation Therapy (CST) training to 40 staff across health and social care; (8) an educational resource for carers / relatives of those with fronto-temporal dementia and; (9) educational resources for health and social care professionals working with people with fronto-temporal dementia.
Health Improvement and Health Inequalities: - (1) Compassionate Connections family focussed online learning resources to support maternal, new-born and infant health; (2) the Childsmile oral health programme for a maximum of 200 extended duty dental nurses and dental health support workers; (3) Adults with Incapacity training and Caring for Smiles training; (3) action learning for sedation trainers and Knowledge into Action resources to support the Childsmile programme; (4) 5
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TRIPLE AIM
QUALITY OF CARE HEALTH OF
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VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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regional events delivered with the Older People's Oral Health Group for NHS Boards, social care the private and 3rd sector; (5) the Family Nurse Partnership evidence based programme to break the cycle of poverty and deprivation and improve the life chances of children born to first time teenage parents; (6) a learning needs analysis and an education and training framework to help improve outcomes for people with autistic spectrum disorders (ASD); (7) a range of educational resources as set out in the Learning Disability Nursing Workforce Development Plan for 2014-15 and; (8) education on bereavement care in maternity, neonatal and early-years settings.
THEME 4: ENHANCED EDUCATIONAL INFRASTRUCTURE
Children and Young People: - (1) 4 core training courses and 20 consultation days in the Incredible Years Pre-school Basic Parenting Programme to 100 staff in the child care workforce; (2) 4 core training courses and 12 clinical support days in the Positive Parenting Programmes (Triple P) Level 4 Group Parenting Programme to 80 staff in the child care workforce; (3) the full suite of training described in the Psychology of Parenting Project (PoPP) Implementation Plan to 180 staff in the existing child care workforce; (4) a network of trainers (minimum 20) to provide local training on psychosocial interventions in paediatric care; (5) support infra-structure for 400 training places on our Psychosocial Interventions and Paediatric Psychology programme; (6) an evaluation of training delivered to paediatric healthcare staff on the My Hospital Passport: Coping Kit; (7) resources on psychosocial care in paediatric pain; (8) online guidance to support implementation of Getting it Right for Every Child (GIRFEC) in relation to the Children and Young People (CYP) Bill; (9) align our online paediatric emergency care programmes with the patient safety paediatric agenda and/or recognition of the sick child and; (10) build capacity and capability within the paediatric and neonatal nursing workforce through post registration educational programmes.
Psychological Care – Mental Health: - (1) 20 psychologists to deliver training in psychological interventions to approx 200 staff across 10 NHS Boards; (2) a competence framework for psychological interventions; (3) online and practice based learning for primary care - initially targeting 165 GPs in NHS Ayrshire and Arran; (4) additional training materials for medically unexplained symptoms (MUS); (5) training in evidence-based psychological interventions and a Generic Psychological Therapies Supervision Course to 100 staff; (6) psychological care and psychological interventions training to 400 multi disciplinary staff in line with clinical priority areas; (7) early
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TRIPLE AIM
QUALITY OF CARE HEALTH OF
THE POPULATION
VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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interventions and CBT training to 50 staff working with patients with complex and enduring mental illness; (8) 30 training places in CBT for older people; (9) update the Child and Family section of the Matrix-A Guide to Delivering Evidence-based Psychological Therapies in Scotland, and evidence on the effectiveness of psychological interventions in physical health and; (10) a pilot project to assess the effectiveness of psychological awareness/intervention in voluntary organisations with an e-learning resource on the psycho-social aspects of emergency care.
Child and Adolescent Mental Health Services (CAMHS): - (1) CAMHS learning co-ordinators (CLCs) in each NHS Board; (2) increased supervision capacity in at least 2 major CAMHS psychological interventions, working with CLCs to identify and develop existing cognitive behavioural therapy (CBT) supervisors in CAMHS, and at least double the number of interpersonal psychotherapy (IPT) supervisors; (3) access to training in 3 major CAMHS psychological approaches including introductory CBT, IPT and systemic training to around 20-30 clinicians; (4) training in trauma related work for experienced CAMHS clinicians; (5) leadership development for the lead clinicians CAHMS network; (6) plans to support CAMHS practitioners working with children who are looked after and children who have learning disabilities and; (7) support e-learning for perinatal mental health care.
Online Resources, e-Learning and Knowledge Services: - (1) Improve access and mobility of The Effective Practitioner www.effectivepractitioner.nes.scot.nhs.uk ; (2) maintain and continue the development of Flying Start NHS® www.flyingstart.scot.nhs.uk ; (3) integrate Leading Better Care www.evidenceintopractice.scot.nhs.uk/leading-better-care.aspx into our core business; (4) e-learning guidance in partnership with Knowledge Services www.knowledge.scot.nhs.uk ; (5) 3 e-learning best practice papers and national networks to spread good practice; (6) a workflow process to support e-learning procurement; (7) a review of e-learning portals earmarked for potential withdrawal; (8) online resources to support remote and rural learners in pharmacy; (9) VC facilities and remote site support through local tutors; (10) a programme of webinars and webcasts to support remote and rural learners; (11) a clinical decision support system in NHS Tayside and a plan for national implementation; (12) a business case and national solution for educational internet broadcasting; (13) phase 1 of a Technology Enabled Learning Action Plan;(14) a common curriculum of dental online teaching materials for undergraduate education; (15) 3D training packages for the dental team; (16) a range of online portfolios www.nhseportfolios.org to record the progress of healthcare professionals; (17) the Scottish Online Appraisal Resource (SOAR) www.scottishappraisal.scot.nhs.uk for medical
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TRIPLE AIM
QUALITY OF CARE HEALTH OF
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VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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appraisal and revalidation and; (18) a multi-professional online Portal www.portal.scot.nhs.uk to manage trainee and trainer recruitment and provide a course booking and payment service.
Teach and Treat Centres: - (1) Outreach teaching for student dentists and dental therapists in a supervised clinical environment through 17 dental Teach and Treat centres providing clinical training and; (2) 5 regionally based optometry Teach and Treat centres providing training for optometrists to improve community eye care and reduce the number of eye conditions being referred on.
THEME 5: AN IMPROVED ORGANISATION
Organisational Performance Improvement Programmes (OPIP): - (1) 7 corporate improvement programmes covering: procurement; finance; events; Alfresco; executive assistants; the property strategy and digital integration; (2) 1 Scottish deanery for medicine with 4 national work streams; (3) national administrative processes for medicine aligned to the new work stream structure; (4) a completed dental directorate change programme moving to national work streams (including healthcare science and optometry); (5) a new programmatic approach to NMAHP directorate work; (6) NMAHP structures re-aligned to new programmes and high volume activities; (7) reviewed NMAHP business processes to reflect new ways of working; (8) an action plan for performance improvement based on an ABC review of the pharmacy directorate; (9) a benefits realisation plan in the psychology directorate; (10) an HR Portal, a single mailbox for queries and fully implement Alfresco in HR; (11) standardised processes for core financial activities as recommended through the National Single Instance (NSI) Finance System; (12) an IM&T service improvement plan; (13) a new procurement structure; (14) a Finance Helpdesk with key performance indicators (KPIs) and; (15) new executive support arrangements for directors based at Westport.
Supporting our Staff: - (1) A new Staff Governance Standard Monitoring Framework; (2) completion of an IMatters tool; (3) new performance management reporting; (4) organisational design and change support; (5) a pilot of Transforming Tomorrow Together for 12 of our managers; (6) a 1 day workshop in managing organisational change for all our line managers; (7) training drawn from an analysis of personal development plans and organisational needs; (8) phase 1 of a talent management strategy; (9) a refreshed corporate induction programme; (10) the Manager's Passport, ensuring 100% of line managers complete online self-assessment; (11) springboard workshops in team leadership, personal effectiveness, impact and influence and developing others; (12) a
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TRIPLE AIM
QUALITY OF CARE HEALTH OF
THE POPULATION
VALUE AND SUSTAINABILITY
QUALITY AMBITIONS AND 12 PRIORITY AREAS Key LDP SMART Targets from the Corporate Plan 2014-15
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Manager's Induction Workshop for new managers and; (13) 6 Line Manager's Toolkit(s), to increase accessibility to information, advice and resources.
Financial Management and Planning: - Deliver financial outturn in line with agreed plan and efficiency savings.
Property and Facilities Management: - (1) Phase 2 of the facilities management (FM) strategy in Glasgow and Edinburgh and a plan for phase 3 roll out to remaining sites; (2) a Property and Asset Management Strategy in line with Scottish Government guidance; (3) the accommodation rationalisation project fully implemented in Glasgow and; (4) a Sustainable Development Action Plan for property and an Environmental Management System.
3. Improvement and Co-production Plan
Our vision: Quality Education for a Healthier Scotland
Our mission: Education that enables excellence in health and care for the people of Scotland
Our five year strategic framework for 2014-19 represents our long term improvement and co-production plan which aligns our work under five
strategic themes supported by key outcomes which provide a clear statement of how we will innovate in specific areas of our business. The
framework is based on stakeholder feedback and has used stakeholder Engagement and Intelligence Gathering to identify priorities which
support the three quality ambitions of safe, effective and person-centred care and make a significant contribution to the 2020 Vision through
annual activities and targets which support the 2020 Route Map and 2020 Workforce Vision.
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The themes that emerged from our engagement and consultation with stakeholders reflect a strong need to support the achievement of
sustainable quality in health and care services which cross traditional organisational and professional boundaries. By focusing on support for
the 2020 Vision we are planning our activities around five broad strategic themes as set up out below:
Theme 1: An excellent workforce
Theme 2: Improved quality
Theme 3: New models of care
Theme 4: Enhanced educational infrastructure
Theme 5: An improved organisation
Our five strategic themes will be delivered through nine key outcomes designed to develop excellence in specific areas. These key outcomes
are set out below and as we develop our organisation we will seek to demonstrate their impact on wider national outcomes for Scotland.
1: – A demonstrable impact of our work on healthcare services.
2: – An excellent learning environment where there is better access to education for all healthcare staff. **
3: – Flexible access to a broad range of quality improvement education in the workplace. **
4: – Leadership and management development that enables positive change, values and behaviours. **
5: – A key role in analysis, information and modelling for the NHSScotland workforce to strengthen workforce planning. **
6: – A range of development opportunities for support workers and new and extended roles to support integration. **
7: – Improved and consistent use of technology with measureable benefits for user satisfaction, accessibility and impact.
8: – Consistently well developed educational support roles and networks to enable education across the workplace.
9: – An effective organisation where staff are enabled to give their best and our values are evident in every day work.
** indicates a 2020 Vision priority for NES
While this LDP sets out our priorities in support of the 2020 Vision over the next year, our corporate plan provides more detail around specific
activities and targets. Both our strategic framework and our corporate plan can be found at www.nes.scot.nhs.uk/about-nes/planning.
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We are committed to Scotland’s health service values and we aim to ensure that staff are supported through education. The values we share
with all NHSScotland organisations are outlined below, which guide how we work, the decisions we make and the way we treat people:
- care and compassion;
- dignity and respect;
- openness, honesty and responsibility; and
- quality and teamwork
We will embed these values through our ways of working, these are to always:
- aim for excellence in education;
- be open, listen and learn;
- take responsibility and lead by example;
- respond quickly and confidently;
- look ahead and be creative;
- respect and value each other; and
- work in partnership to a clear common cause
We believe education is crucial to making a positive impact on lives and contributing to improved national outcomes for people. We will
measure the impact of our work using a range of qualitative and quantitative indicators, including service-user satisfaction, to ensure that our
work has a positive impact on healthcare and national outcomes. Our first step will be to develop our approach to impact assessment, to
ensure that we can clearly demonstrate the impact of our work.
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NATIONAL STRATEGIC OBJECTIVES WE SUPPORT
Wealthier and Fairer Smarter Healthier
NATIONAL OUTCOMES WE SUPPORT
‘Quality Education for a Healthier Scotland’ ‘education that enables excellence in health and care for the people of Scotland’
STRATEGIC THEMES
1. An excellent workforce
2. Improved quality
3. New models of care ((S)((
4. Enhanced educational infrastructure
5. An improved organisation
Key Outcomes 2014-19
Outcome 1: - A demonstrable impact of our work on healthcare services.
Outcome 2: - An excellent learning environment where there is better access to education for all healthcare staff.
Outcome 3: - Flexible access to a broad range of quality improvement education in the workplace.
Outcome 4: - Leadership and management development that enables positive change, values and behaviours.
Outcome 5: - A key role in analysis, information and modelling for the whole NHS workforce to strengthen workforce planning.
Outcome 6: - A range of development opportunities for support workers and new and extended roles to support integration.
Outcome 7: - Improved and consistent use of technology with measurable benefit for user-satisfaction, accessibility and impact.
Outcome 8: - Consistently well developed educational support roles and networks to enable education across the workplace.
Outcome 9: - An effective organisation where our staff are enabled to give their best and our values are evident in every day work.
Educational Governance Corporate Governance Staff Governance
Improving life chances Developing staff who work with children and young people
Tackling inequalities Education for staff who work with people who are at risk
Longer, healthier lives Education to improve safety and people’s experience of services
Giving children the best start Maternity services education and ‘getting it right for every child’
Better educated Developing new roles to support service re-design
High quality public services Practice education and support for public service collaboration
Strong, fair and inclusive Improving access to education for all staff
Full economic potential Education for careers in healthcare at all levels
During the last year many of our staff engaged with a wide variety of colleagues in government and across health and social care in Scotland.
This engagement process is important to us because it helps us establish what issues matter to our stakeholders, as well as what national
policy initiatives we need to support. We then use this information when we’re planning our activities and deciding priorities.
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Our Engagement and Intelligence Gathering process has identified the following key priorities for our stakeholders;
Healthcare Workforce: - the medical workforce, in particular the challenges recruiting to some specific specialities, has been identified as a
key area within the recruitment and training of healthcare professionals. Looking ahead we will work closely with NHS Boards to develop a
strategic approach to ensuring the future quality of medical training across Scotland. In addition we have identified support for workforce
planning as a priority and we will establish a key role in analysis, information and modelling for the NHSScotland workforce to strengthen
workforce planning.
Health and Social Care Integration: - we have well established partnerships with the Scottish Social Services Council and the Institute for
Research and Innovation in Social Services, developing education for staff across health and care who are delivering key policy areas such as
dementia, carers, older people and early years. We have identified this area as a strategic priority over the next five years and we will increase
our focus on the workforce development required to achieve the 2020 Vision of people able to live longer healthier lives at home, or in a
homely setting.
Quality and Safety: - we support improvements in patient safety through educational research, development and delivery and we provide
quality improvement taught course and resources as well as clinical skills, healthcare associated infection (HAI) and person centred education
programmes. Over the next five years we will continue to focus on developing flexible access to a broad range of education to help build
improvement capacity and capability in the workplace and to support safe, effective and person centred care.
Role Development: - we provide a range of education to help develop support worker and advanced practitioner roles and career pathways.
Support workers are clearly identified as a 2020 Workforce Vision and Route Map priority and over the past six years we have been working
with partners in health and the education sector to develop national education frameworks and guides. Looking forward we will increase our
efforts in this area to ensure there is a range of development opportunities for support workers and new and extended roles, to maximise their
contribution to improved prevention, anticipation and supported self management.
Leadership and Management: - we acknowledge that effective leadership and management plays a crucial role in delivering the cultural
change required by the Quality Strategy and the 2020 Vision, both within the NHS, across health and social care, and in the context of public
service reform. We will continue to work in this important area in order to enable positive change and the values and behaviours expected of
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staff with a focus on emerging leaders and managers at every level, clinical leadership, primary care and cross sector leadership and
management development.
While our engagement and intelligence gathering throughout 2013 highlighted the aforementioned areas most frequently we will also continue
to provide accessible education for rural and island services (including programmes for the rural general hospital workforce) and we will
develop national approaches to statutory and mandatory training. We have also identified the following priority areas in our strategic
framework for 2014-19 which will help to address the remaining key themes identified from our engagement process:
innovation through digital development
improving how we assess the impact of our work
developing the workplace learning environment and our educational support
With particular reference to digital development, innovation has been acknowledged as one of the key 12 priority areas for achieving the
ambitions of the 2020 Vision. Our priority for innovation over the next five years will be delivery of our key strategic outcome 7: – Improved
and consistent use of technology with measureable benefits for user satisfaction, accessibility and impact. This will be achieved
through our Digital Blueprint and Roadmap, designed to move our organisation towards increased digital delivery of education. This
supports the Scottish Government’s desire for public services to be;
available online
accessible through a wide range of devices
accessible through a single, non-exclusive, point of entry
available with assisted access to take account of the user capabilities
shaped by the needs of its users
We aim to use digital innovation to improve consistency in technical and content standards and in the support provided for digital resources.
We aim to create a future where we will be digital by default, an organisation at the forefront of digital technologies which;
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provides access to education whenever and wherever needed
creates intuitive and personalised services for all, with a non-digital alternatives wherever needed
provides advice and support on exploiting the latest digital and technical learning innovations
provides access to the right skills, training, suppliers and partners
ensures staff and patient safety, security and privacy are never compromised
collaborates with educational partners, NHS Scotland services, social care services, industry and academia
ensures records are always up to date and accessible to those with the authority to do so
In terms of risk our Board regularly receive and review risks in the following categories;
Strategic/Policy
Operational/Service Delivery
Finance
Reputational/Credibility
Accountability/Governance
The 2020 Workforce Vision contains actions for NES which have new resource implications. In 2014-15 we are managing this risk by
identifying work already in train and the specific actions identified for phase 1 of the 2020 Implementation Plan are manageable on this basis.
In the longer term we are focusing our performance improvement work on moving to single, shared processes across the organisation to
release the capacity required to support new work.
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4. Workforce Planning
Our key challenge is delivering an Improved Organisation1, ensuring our staff have the capacity and capability to give their best and achieve
their potential. We aim to deliver an effective organisation where our values are evident in every day work and to do this through a focus on:
supporting and developing our staff
performance improvement
efficient and effective use of our corporate resources
In section 2 of this LDP, and in our corporate plan for 2014-15, we have prioritised activities to help NHS Boards deliver the 2020 Workforce
Vision Implementation Framework and Plan 2014-15, e.g. person-centred programmes, social responsibility and participation support, quality
improvement (QI) resources, workforce analysis, information and modelling, resources for healthcare support workers, leadership and
management programmes and public service reform and integration support. These activities will also help to deliver our refreshed strategic
framework for 2014-19 Quality Education for a Healthier Scotland1, and the workforce objectives and priority action areas of the 2020
Workforce Vision which are:
healthy organisational culture
sustainable workforce
capable workforce
integrated workforce
effective leadership and management
1 NES Strategic Framework 2014-19 Quality Education for a Healthier Scotland
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In the course of 2014-15, we will be continuing to implement a significant programme of organisational change across the organisation in
support of streamlined and more consistent ways of working across our administration and corporate support functions in particular. We will
also continue to fully participate in national programmes of change e.g. Shared Services.
In 2013 we reviewed our values based on a comprehensive staff engagement process. Beginning with our managers, we are focussing on the
ways of working required to deliver our strategic aims and objectives and this will be taken forward throughout the organisation in 2014-15.
Our strategic workforce objectives are to:-
maximise the potential and contribution of our current workforce
continue to grow our leadership and management capability to manage change and performance
continue to provide learning and career development plans that are aligned with corporate and operational plans
deliver enhanced productivity and efficiency
create drivers for and support organisational re-design and change to ensure that we have the right people, with the right
skills, in the right place at the right time
continue to develop a clearer alignment between our corporate and operational plans and individual staff objectives
improve the attractiveness of Scotland as a place to train through the alignment of the educational journey, with the
employment journey
support the Scottish Governments commitment to Youth Employment providing work experience and training opportunities
for unemployed young people aged 16 to 24
The key actions in 2014-15 are as follows:
Refresh our People and OD Strategy (includes our Learning and Development Strategy): - ensure alignment with the NES Strategic
Framework and operational plan requirements. Supporting staff with skills development within the context of organisational change will
continue to be a priority for us. Sustainable Workforce- ensuring that the right people are available to deliver the right care in the right place at
the right time.
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Workforce Planning: - NES has a very stable and well educated workforce (turnover rate circa 1.5%). We will continue to work to maximise
the potential of our staff through education and development opportunities. We have invested significantly in enhanced organisation wide
objective setting and personal development planning initiatives which have been supported by training and development support for all staff
and managers. We will work to embed this approach in 2014/15. In support of equality of access and opportunity we will continue to manage
in partnership continuing education applications on a NES wide basis.
We have a number of staff on fixed term contracts linked to short term funding and we will continue to utilise fixed term contracts to create
potential redeployment opportunities for staff under organisational change. We manage carefully and in partnership all aspects of our staffing
establishment and this process will continue. Sustainable Workforce- ensuring that the right people are available to deliver the right care in the
right place at the right time
Enhancing the Staff Experience: - implementation of IMatters in accordance with agreed action plans. This will enable us to understand and
improve on a team basis our performance against the Staff Governance Standard and action plans in response to the 2013 NHS Scotland
Staff Survey; to support the embedding of these standards within the context of continual improvement. Healthy Organisational Culture- in
which NHS Scotland values are embedded in everything that we do, enabling a healthy, engaged and empowered workforce.
Enhanced Efficiency and Productivity: - continue to support the work of our Organisational Performance Improvement Board (OPIP) in
coordinating NES efficiency and improvement plans; supporting through a wide range of resources and training, our support for the effective
management of organisational change; this has a particular focus on the importance of communicating and consulting with staff on change
proposals and responding to feedback. Sustainable Workforce- ensuring that the right people are available to deliver the right care in the right
place at the right time.
Objective Setting and Personal Development Planning: - take forward the outputs from the Quality Assurance process conducted in
partnership into the overall quality and alignment of objectives and personal development plans. Sustainable Workforce- ensuring that the
right people are available to deliver the right care in the right place at the right time
Leadership and Management Development: - continue the roll out of our Managers Passport which has been developed to support
managers in carrying out a self assessment- with the engagement of their line manager – against defined practice standards; this supports
them in assessing how they need to develop, informs personal development planning and enables us to respond more effectively to their
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individual development needs as well as identify common development requirements. Effective leadership and management- leaders and
managers lead by example and empower teams to deliver the 2020 Vision
Maximising the Contribution and Potential of our Staff: - we are participating fully in the national project to refresh the core dimensions of
the Knowledge and Skills Framework and through the quality assurance process on personal development plans outlined above, will continue
to refine and identify other mechanisms, to ensure we capture learning and development requirements and develop our provision accordingly;
we will continue to operate in partnership our central process for awarding continuing education funding in support of fair and equal access for
all staff. Capable Workforce- ensuring that all staff have the skills they need to deliver safe, effective person-centred care.
Shared Service for Trainees: - implement a lead sponsor arrangement for all medical trainees; this contributes to the national agenda of
Delivering Once for Scotland, enhances the attractiveness of Scotland as a place to train and delivers increased efficiency and reduced costs.
Sustainable Workforce- ensuring that the right people are available to deliver the right care in the right place at the right time
Recruitment and Selection: - a review of our recruitment processes to include competency based selection in support of enhanced selection
including values. Healthy Organisational Culture- in which NHS Scotland values are embedded in everything that we do, enabling a healthy,
engaged and empowered workforce.
Youth Employment: - contribute towards a sustainable workforce we will continue to actively pursue all reasonable options to provide
opportunity for young people to pursue a career with us and aim to put in place- in partnership – an updated policy in relation to Youth
Employment in 2014-15. Sustainable Workforce- ensuring that the right people are available to deliver the right care in the right place at the
right time;
Refresh our People and OD Strategy (includes our Learning and Development Strategy): - ensure alignment with the NES Strategic
Framework and operational plan requirements. Supporting staff with skills development within the context of organisational change will
continue to be a priority for us.
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Appendix 1
Executive leads for the 2020 Route Map 12 priority areas.
Person-centred Care: - Colette Ferguson, Director of NMAHP
Safe Care: - Stewart Irvine, Director of Medicine
Primary Care: - RoseMarie Parr, Director of Pharmacy
Unscheduled and Emergency Care: - Stewart Irvine, Director of Medicine
Integrated Care: - Colette Ferguson, Director of NMAHP
Care for Multiple and Chronic Illnesses: - Colette Ferguson, Director of NMAHP
Early Years: - Judy Thomson, Director of Training for Psychology Services
Health Inequalities: - Colette Ferguson, Director of NMAHP
Prevention: - Stewart Irvine, Director of Medicine
Workforce: - Dorothy Wright, Director of Workforce
Innovation: - Caroline Lamb, Director of Finance and Corporate Resources
Efficiency and Productivity: - Caroline Lamb, Director of Finance and Corporate Resources