NOT PROTECTIVELY MARKED Public Board Meeting March 2018 Item No 09 THIS PAPER IS FOR DISCUSSION

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1 NOT PROTECTIVELY MARKED Public Board Meeting March 2018 Item No 09 THIS PAPER IS FOR DISCUSSION WORKFORCE PLAN 2018/19 Lead Director Author Action required Key points Linda Douglas, Director of HR & Organisational Development Kevin Reith, Deputy Director of HR & Organisational Development The Board is asked to 1. Discuss the proposed workforce plan intentions for Initial workforce intentions have been developed based on consultation with Workforce Leads across the organisation, our 2020 Workforce Strategy and the NHS Scotland Health and Social Care Workforce plans. 2018/19 plans are being developed alongside the financial and Operational Delivery Plan planning process. Interim proposals have been considered by the Workforce Development Steering Group and reported to the 2020 Steering Group in order to commence our recruitment and training cycle for this year. Key Considerations which will inform our workforce plan for : - Operational recruitment to maximise our current budgeted staff establishment - Development of Advanced Practice, building on work over the last two years to establish Specialist Paramedics - Workforce development to support Major Trauma and Enhancing Specialist Capabilities Programme. - Review of support functions to ensure effective for the operational model and progression of the National Boards Collaborative Delivery Plan - A range of work across the Everyone Matters themes to enable our workforce aspirations. Discussions will continue with the Interim Director of Finance & Logistics to consider proposals in line with the budget setting process. The intended schedule for agreement of the workforce plan targets is outlined, which will culminate in the Board approval of the Workforce Projections for in June Doc: Public Board Workforce Page 1 Author: Deputy Director of HR & OD

2 Timing Following agreement of workforce plan aims for 2018/19, the timetable for approval and sign off of Workforce Projections and narrative is as follows: Board (Private session) National Partnership Forum 30 May for discussion 27 June for sign off. for approval on 24 May Link to Corporate Objectives Contribution to the 2020 vision for Health and Social Care Benefit to Patients Equality and Diversity Due to this year s schedule of meetings, any adjustments to Workforce Projections resulting from the May Board meeting will be fed back to the National Partnership Forum in line with normal sign off sequence Engage with partners, patients and the public to design and co-produce future service Develop our education model to provide more comprehensive care at the point of contact Offer new role opportunities for our staff within a career framework Invest in technology and advanced clinical skills to deliver the change. The workforce plan directs the development of our workforce capacity and capability to deliver Towards 2020: Taking Care to the Patient which is the Scottish Ambulance Service s response to the Scottish Government s 2020 vision. Having the right people in the right place at the right time with the right skills to deliver care to our patients will allow the highest quality of clinical decision-making and person-centred care in partnership with other health, social and voluntary care colleagues. A comprehensive Equality Monitoring Report forms part of the Strategic Workforce Plan Any changes to the plan will be subject to a further Equality Impact Assessment process. Doc: Public Board Workforce Page 2 Author: Deputy Director of HR & OD

3 SCOTTISH AMBULANCE SERVICE BOARD WORKFORCE PLAN 2018/19 LINDA DOUGLAS, DIRECTOR OF HR & ORGANISATIONAL DEVELOPMENT SECTION 1: PURPOSE This paper outlines the current considerations arising from the workforce planning cycle which will inform the Workforce Projections for 2018/19 and will inform our final submission to the Scottish Government by the required 30 June 2018 deadline. SECTION 2: RECOMMENDATIONS The Board is asked to discuss the proposed workforce plan aims for SECTION 3: BACKGROUND Workforce planning is a statutory requirement for all NHSScotland Boards and requirements are as set out in the Scottish Government Circular CEL 32 (2011). The Board approved the Scottish Ambulance Service Strategic Workforce Plan in June This set the direction of travel in terms of our workforce contribution to our 2020 Strategy Taking Care to the Patient. The Workforce Plan 2018/19 supports the outcomes of the Strategic Workforce Plan. Workforce planning assumptions arising from the strategy are based on the comprehensive modelling work completed at the end of This established the baseline aspirations for our workforce profile for This work outlined the likely trajectory for front line staff requirements to 2020 which underpins the planning of recruitment and training plans for each year. Annually, the workforce planning aims are developed as part of our Operational Delivery Plan and budget setting cycle. Each year, to comply with CEL 32 (2011), each Board must submit a Workforce Projection and supporting narrative to the Scottish Government by 30 June. Doc: Public Board Workforce Page 3 Author: Deputy Director of HR & OD

4 The timeline for development and approval of the 2018/19 workforce plan aims is: Divisional/Directorate Initial Planning February/March 2018 Review and validation of Operations Workforce proposals March/April 2018 Presentation of Draft Workforce Plan aims to Board 29 March 2018 Internal review and validation of workforce plan aims April/May 2018 Current Workforce Information extracted for Projections 14 April 2018 Presentation of Workforce Projections 2018/19 to NPF 24 May 2018 Workforce Projections presented to Board for discussion 30 May 2018 Final Approval of Workforce Projections by the Board 27 June 2018 Submission of Workforce Projections to Scottish Government 30 June 2018 The Board was presented with a workforce projections update paper at its September 2017 meeting, which provided an update on the work arising from the last cycle. SECTION 4: DISCUSSION Context for Workforce Plan In terms of direction, workforce plan proposals being developed for this year should allow continued progress towards our 2020 Workforce Profile and reflect our commitments to the Health & Social Care agenda. They also need to be aligned to our financial plan, and ensure we have considered the pace of change being matched by workforce changes evidencing returns on our strategic investment. This year a commitment to review our workforce aims at the mid-point of the strategy period is in process and any adjustments to our planning assumptions will be built in to the 2018/19 aims. This will be carried out working closely with the Clinical Services Transformation programme to match service demand and staff supply appropriate to the evolution of our clinical model. Workforce Proposals for 2018/19 The key proposals for the next round of activity are summarised by functional area (note for ease of reference, this report has been split to reflect our organisational structure, rather than the structure of the Workforce Return, which is based on job family categories. When we finalise the return we will segment into the job family categories provided). Operations/Ambulance Control In terms of our core workforce requirements, we will continue to progress Technician and Paramedic increases to manage turnover and staff progression along with numbers required to deliver against strategic workforce targets. At this stage, the level of planned activity assumes the continued annual recruitment and training for 200 Paramedics (including 51 Advanced Practitioners - see below), up to 200 Technicians and 75 ACAs (numbers depending on turnover/progression rates). In addition, continued progress in a number of key areas will therefore be core to our plans: Refresh of our modelling assumptions within Urgent & Emergency Care operations arising from our Demand & Capacity Review assessment; Doc: Public Board Workforce Page 4 Author: Deputy Director of HR & OD

5 Development of scope of practice for Paramedics and Technicians through improvement activity which underpins the development of our clinical model and supports delivery of better care to patients. Progressing Advanced Practice development implications which will re-assess our current trajectory to achieving 300 specialists/advanced paramedics within our present strategy period; Delivery of workforce commitments arising from the development of the Major Trauma Network for Scotland ensuring our staff are developed to support effective triage of trauma patients to the right hospital, co-ordinate and manage flows through a 24/7 Trauma Desk and testing/developing the role of Advance Critical Care Practitioners (within overall advanced practice developments below); Planning for contribution to the National Health & Social Care Workforce Plan, particularly part three: Primary Care services. Revised Operational Management Model implemented (arising from Delivering our Future Leaders & Managers programme) which will ensure that leadership arrangements are effective in supporting front line staff as we progress the workforce changes within our strategy and reflect our contribution to the National Boards plan; Further development of our Ambulance Control Centres to develop our Clinical Hub model and support levels of Hear and Treat and onward referral for patients; Development of our Low Acuity Model for urgent and routine work with dedicated Ambulance Care Assistant staff delivering this with additional training; continuing to shift towards a one ambulance workforce model. Recruitment plans will progress appointments to existing staff establishment; Development of our Scheduled Care service to support the new Elective Centres and Modernising Outpatients programmes. SCOTSTAR & Air Ambulance With the completion of plans to transfer in staff from other Boards completed, there are no further plans to increase staffing. However, we will reassess workforce requirements as work progresses around the development of the Clinical Model, implementation of Major Trauma changes and evolution of advanced practice for the service. NRRD The key priority will be delivering the workforce changes arising from Enhancing Specialist Capabilities programme to support pre-hospital major incident management (anticipated increase of 10 Paramedics in 2018/19 from an overall increase of 20 whole time equivalent). Support Service Functions We will explore and progress opportunities for collaborative working in line with National Boards Internal Transformation programme. The pace of change is anticipated to increase Doc: Public Board Workforce Page 5 Author: Deputy Director of HR & OD

6 during 2018/19, with particular focus on the 4 priority areas to develop target operating models: o Finance o Human Resources o Procurement o Estates & Facilities Everyone Matters Workforce Enablers Workforce requirements arising from our 2020 strategy are directed by the Workforce Development workstream. In setting our programme aims for 2018/19 the Steering Group will develop plans which incorporate change initiatives under each of the key themes of the Everyone Matter themes of: o Healthy Organisational Culture o Sustainable Workforce o Capable Workforce o Work to Deliver Integrated Services o Effective leadership and Management Key enablers for the workforce plan are summarised below. Healthy Organisational Culture Developing an enabling culture which promotes staff engagement and ensures we are change ready will be a significant element of our transformation agenda. Incorporated in our plans will be actions to address the three key improvement areas arising from imatter; performance management, visible leadership and involved in decisions. Specific elements of our work this year include: Implementing a single cohort approach for imatter as we continue to embed our approach to improving staff engagement by enabling team development through creating and implementing meaningful action plans (particularly focusing on imatter improvement area involved in decisions). Promoting collaboration throughout our organisational development agenda aligned to the National Boards Delivery Plan which support work activity aimed at supporting specific workstreams and supporting the service to be change ready. Introducing further organisational development initiatives to create and maintain high performing teams which will include a values toolkit with practical guides and tools for one to one, team and self-directed learning running locally throughout the year. Sustainable Workforce This area of work aims to ensure our workforce changes are sustainable and will therefore be closely aligned with the national developments around succession planning and talent management developments arising from Project Lift (see Effective Leadership & Management section below). Doc: Public Board Workforce Page 6 Author: Deputy Director of HR & OD

7 In shaping our workforce profile for our 2020 needs, working practices changes to best meet the needs of the Service will be progressed in collaboration with staff side partners to harness the potential of individual employees and to the benefit our retention levels. Ensuring the maximum contribution of our staff will be supported through the Services Wellbeing implementation plan to further improve staff health, wellbeing and resilience, by building on our existing arrangements and developing further options for support. Capable Workforce The development of our Training & Education delivery model has been a key feature of our work over the last three years and meeting the evolving needs of all staff will still be a large element of work to evolve our capable workforce. Building and developing our career pathways with a view to advanced practice developments will be at the heart of our agenda this year. Following the launch of the first Paramedic full time undergraduate degree programme in Scotland last year, and with the recent announcement of by the Health Care Professions Council (HCPC) of plans to increase the threshold for registration to degree level, a steering group has been established with NHS Education Scotland to scope out options for the future commissioning and funding of paramedic education. Last year we adopted a new Learning & Development Policy under which processes and systems will be developed to support the identification and delivery of organisational learning priorities. To underpin this work and in response to the imatter improvement area of performance management, we will work to improve practice around development review activity and reinforce the importance of quality staff/manager engagement in this area. As part of the development of our learning infrastructure we aim to fully adopt Turas Appraisal, the system to record performance development discussions. The adoption of the system will also support improvements in how we use the information which arises to inform future provision of learning and development opportunities. Work to Deliver Integrated Services Last year we were anticipating the implications of the development of the first National Health & Social Care Workforce Plan and its influence on the delivery of integrated services. We participated in the development part one of the plan, focussed on Health Care (published in June 2017) and the publication of part two with focus on Social Care in December 2017 will direct further integration of workforce planning as we move forward this year. As noted above, we have engaged in the development of part three of the plan which focuses on Primary Care Services and anticipate this being published March/April As the national infrastructure around integrated workforce planning develops, we anticipate changes to the way in which we collaborate around the planning and forecasting of workforce needs. Until the new framework is fully evolved, and refreshed guidance is issued, we will continue to look for ways to strengthen workforce planning links at local, regional and national level in support of the integration agenda. Effective Leadership & Management To ensure that our workforce aspirations are effectively supported we will continue to develop effective leadership across the organisation. As noted above, a key element of this work will be completing adjustments to our operational management model (focusing on imatter improvement area Visible Leadership). In addition, we will look to enhance our Doc: Public Board Workforce Page 7 Author: Deputy Director of HR & OD

8 leadership arrangements through work in the collaborative space, and in response to developments at a national level including: Adoption of the national leadership framework, succession planning and talent management arrangements which will underpin Project Lift, to support the development of our leaders. Work with National Board colleagues on leadership development to ensure that we develop progression options for aspiring leaders, first line and middle managers which will underpin the new executive arrangements. Continuing to develop the use of values based recruitment to underpin our leadership development arrangements; SECTION 5: CONSULTATION The development of workforce plan proposals is coordinated by the Workforce Development Operational Group, reporting back to the Workforce Development Steering Group which is chaired by the Director of HR & OD. Decisions which require organisational sign off are escalated by the Workforce Development Steering Group to be considered by the 2020 Steering Group. There is Staff Side representation in both the Workforce Development Operational Group and Steering Group. The Employee Director is also a member of both the Workforce Development Steering Group and 2020 Steering Group. Workforce Plan numbers will be agreed from this process and as outlined above will then inform the Workforce Projections information to be considered by National Partnership Forum and then approved by the Board in June for submission to the Scottish Government by its deadline of 30 June Doc: Public Board Workforce Page 8 Author: Deputy Director of HR & OD