NHS HIGHLAND WORKFORCE PLAN 2008/09 EXECUTIVE SUMMARY

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "NHS HIGHLAND WORKFORCE PLAN 2008/09 EXECUTIVE SUMMARY"

Transcription

1 NHS HIGHLAND WORKFORCE PLAN 2008/09 EXECUTIVE SUMMARY The implementation of Better Health, Better Care: Action Plan requires a committed, well prepared, dedicated workforce that is both trained to practise and ready for purpose. NHS Highland Workforce Plan 2008/09 illustrates how the Board will use the talents and experience of staff in the best possible way, ensuring they are able to continue to give of their best and meet challenges to improve health and reduce inequalities, in addition to delivering safe, high quality healthcare services for the people of Highland. ENQUIRIES TO: PAMELA CREMIN WORKFORCE PLANNING & DEVELOPMENT MANAGER

2 FOREWORD NHS Highland Board is committed to improve the health of the Highland population and develop services to deliver quality patient care to the people of Highland - whilst recognising the total dependence of these aspirations on its workforce. This third Workforce Plan on behalf of NHS Highland is part of an iterative process, building further on the workforce planning function and the achievement of the 10 recommendations identified by NHS Highland Workforce Plan The Plan is published at a time of transition and the alignment of the workforce, service and financial planning functions within the Board. In order to deliver against Better Health, Better Care: Action Plan 1 and the NHS Highland Clinical Framework 2, the Board must ensure it has a committed, well prepared, dedicated workforce that is both trained to practise and ready for purpose. During 2007/08 the Board developed its Workforce Strategy 3 to support the implementation of its Clinical Framework. The Workforce Strategy outlines how the Board will support, develop and manage its staff and identifies a number of drivers for change, for example, demographic, technological, policy, and legislative. These present a number of challenges that will impact on NHS Highland s workforce and the key challenges are around remote and rural healthcare delivery, modernising clinical careers, compliance with Working Time Regulations and the achievement of the Health, Efficiency, Access and Treatment (HEAT) targets set by the Scottish Government. In addition there are three strategic issues which continue to impact upon service delivery across NHS Highland: The sustainability of the workforce and the specific challenge of providing services in a remote and rural environment; Tighter financial settlements and reduced reliance on non-recurring resources; and The requirement for greater efficiency and productivity; The strategic issues outlined above are already impacting on the workforce, therefore the key focus of this year s Workforce Plan will be to further develop the Board s capacity and capability of its workforce planning function to ensure that the 1 (2007) Better Health, better Care: Action Plan. Edinburgh: Scottish Government Health Department 2 (2006) NHS Highland Clinical Framework. Inverness: NHS Highland Board. 3 (2008) Developing, Supporting and Managing People. The Workforce Strategy for NHS Highland. Inverness: NHS Highland Board Working with you to make Highland the healthy place to be 2

3 workforce can better anticipate the changes it can expect in the way NHS Highland services are developed. This will require the re-examination and re-alignment of a number of Board functions to ensure that the NHS Highland workforce meets current and future healthcare demands, and these are discussed in detail throughout the Workforce Plan. Dr Roger Gibbins Chief Executive NHS Highland Ray Stewart Employee Director NHS Highland Working with you to make Highland the healthy place to be 3

4 EXECUTIVE SUMMARY NHS Highland Workforce Plan 2008 is intended to consolidate previous workforce planning achievements and set the high level strategic direction for workforce planning and the integration of workforce, service and financial planning over the next year. The plan is set, therefore in a context of transition, in that it will support the on-going function of workforce planning and take cognisance of the workforce modernisation agenda, responding to a number of key changes that affect the delivery of health services to the people of Highland. The plan aims to describe a vision to meet future healthcare demands, and seeks to build on existing good work and relationships both within internal NHSH functions and with external partner agencies. In line with Better Health, Better Care: Action Plan and the NHS Highland Clinical Framework, NHS Highland s primary purpose is to help people in Highland to sustain and improve their health, especially in disadvantaged communities, ensuring better, local and faster access to health care, within the context of national policy. Over the next five years, NHS Highland will need to continue to put patients at the heart of the service, tackle health inequalities, especially in remote and rural areas, and demonstrate commitment to continuous quality improvement and sustainable service provision. The Board has responsibility for assuring delivery of behalf of Ministers and the public. The Scottish Government assesses Board performance through the implementation of the Local Delivery Plan (LDP) and performance against the HEAT targets and the Board recognises that its ability to provide local people with high quality health care depends on the knowledge, talents and commitment of its employees and partners. A key challenge for NHS Highland is the delivery and sustainability of services in remote and rural areas. NHS Scotland Remote and Rural Steering Group have led the development of Delivering for Remote and Rural Healthcare, 4 which addresses a number of challenges in sustaining healthcare in remote and rural communities and identifies a number of approaches to be taken forward through an Implementation Plan. NHS Highland will be involved in taking this work forward and workforce planning and development requirements that will support NHS Highland to deliver and sustain services in remote and rural areas will be progressed as part of the implementation plan. A key achievement in 2007/08 has been the development of a Workforce Strategy for NHS Highland, that will enable the Board to use the talents and experience of staff in the best possible way, ensuring they are able to continue to give of their 4 Delivering for Remote and Rural Healthcare. The Final Report of the Remote and Rural Workstream. Edinburgh: Scottish Government Health Department Working with you to make Highland the healthy place to be 4

5 best and meet challenges to improve health and reduce inequalities, in addition to delivering healthcare services. NHS Highland Workforce Plan 2008/09 should be considered in line with the Workforce Strategy, which demonstrates significant investment in workforce retention policies and approaches. Improved workforce planning and employment practices that directly support the safe delivery of services in a way that is both affordable and sustainable, will enable NHS Highland to take full advantage of a flexible and responsive workforce. The workforce planning and development function also contributes to NHS Scotland supply and demand imperatives, and identifies the education, training, development and accreditation options that will enable the Board and partner agencies to maximise the effective use of staff in both existing and new and extended roles. Key processes Local Delivery Plan: In line with the Scottish Government s move to develop and fully integrate workforce plans with service delivery and financial plans, this year the NHS Highland Local Delivery Plan 2008/09 risk narrative section made a first attempt at identifying workforce requirements against each HEAT Target 5. What was required was clear and explicit workforce narrative that takes consideration of workforce affordability, availability and adaptability along with specific workforce requirements (projections) for each HEAT Target. This was achieved for some, but not all of the HEAT Targets in the 2008/09 LDP. For 2009/10, this will be improved upon through a better understanding of what is required and a more robust relationship between workforce, finance and service planning systems in the lead up to the development of NHS Highland Local Delivery Plan 2009/10. Workforce Projections: Scottish Government Health Department issued an NHS Board Workforce Projections Template to Chief Executives in November 2007, which was populated with NHSH Board workforce data as at the NHS Scotland workforce census at 20 th September The development of SWISS 6 information systems and the communication between ISD 7 and Board workforce planning and workforce information staff underpinned the publication of more accurate and usable data, than had been collated for this purpose in the past. The template was required to be completed by all NHS Boards and be tested against the 3 feasibility factors; affordability, availability and adaptability previously identified by HDL(2005)52 8. Through the agreement of Board financial plans and business cases linked to service needs and local delivery plan requirements, specific affordable workforce 5 HEAT Target(s): Health, Efficiency, Access and Treatment targets set by the Scottish Government 6 SWISS: Scottish Workforce Information Standard System for NHS Scotland 7 ISD: The NHS Scotland Information and Statistics Division 8 NHS HDL (2005) 52 National Workforce Planning Framework Guidance. Scottish Executive Health Department Working with you to make Highland the healthy place to be 5

6 projections were identified, which were imported into the Workforce Projections Template. The completed template was returned to Scottish Government Health Workforce Directorate, where the data will assist the Scottish Government in determining overall demand for staff and inform decisions about training supply for relevant staff groups. Developing Board Workforce Plans: This year, Board Workforce Plans are intended to fully integrate with service and financial plans. The workforce projections template summary page will become part of the Local Delivery Plan, for future submissions. However, as this is a transitional year and timetables are not yet fully aligned (the deadline for Boards to complete the workforce projections template was set at 30 April 2008, later than the deadline for all other LDP templates which was 18 February 2008). Therefore, NHS Boards are not required to submit their 2008 Board Workforce Plan separately to Health Workforce Directorate this year. However, this remains an important NHS Board function and Boards should continue to move towards better integrated workforce planning, and should develop and publish local workforce plans each year. CHP and Raigmore Hospital Workforce Plans: Building on the initial workforce plans developed for each CHP and Raigmore Hospital in 2007, these plans have been updated to take cognisance of Better Health, Better Care: Action Plan and issues identified by the CHP and Raigmore workforce plans have been underpinned the development of NHS Highland Workforce Plan 2008//09 and the Actions identified by the Plan. The development of local Partnership Forums has supported the development of CHP and Raigmore Hospital Workforce Plans and are actively involved in their implementation and further development to underpin NHS Highland s workforce planning and development function. Working with you to make Highland the healthy place to be 6

7 OVERVIEW OF NHS HIGHLAND WORKFORCE PLAN 2008/09 The Workforce Plan begins by describing NHS Highland Workforce Planning function and illustrates the Board s Workforce Planning Framework. Progress made against the 10 Recommendations in NHS Highland Workforce Plan 2007 are illustrated and actions to be taken forward in 2008/09 are identified. AVAILABILITY: Workforce Supply and Demand: The factors influencing workforce demand are analysed against key documents such as NHS Highland Clinical Framework; Better Health, Better Care: Action Plan Better Health, Better Care: Planning Tomorrow s Workforce Today; and Delivering for Remote and Rural Health Workforce supply aspects are illustrated by a Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Framework, taking into account the challenges and the opportunities required to address demographic issues specific to Highland: An ageing population and ageing workforce; Falling birth rate; Less people of working age in the labour market; Out migration of young adults to central and south Scotland; In-migration of Eastern European workers but competition from retail and tourism industry in Highland; Population migration to Inverness and across Moray basin creating service sustainability and workforce recruitment difficulties in remote and rural areas where population is reducing; In addition there are separate workforce demand sections specific to Delivering for Remote and Rural Healthcare and workforce requirements in relation to delivery of the HEAT Targets. AFFORDABILITY: NHS Highland s funded business cases and workforce projections are illustrated in this section. Whilst there has been significant investment in recent years to increase staffing establishments, future workforce growth is expected to slow and the focus will move to role development, skills development and workforce deployment to meet changes in healthcare demand. Where additional staffing is required, these are explicit within the funded business cases agreed by the Board Working with you to make Highland the healthy place to be 7

8 and the integration of the finance planning, workforce planning and service planning systems within the Board will ensure that workforce growth does not overtake affordability in the future. The Workforce Plan then goes on to discuss the Workforce Planning requirements for each workforce group, taking cognisance of the workforce supply and demand issues that have been considered: Nursing and Midwifery Workforce Planning Medical Workforce Planning Dental Workforce Planning Allied Health Professional Workforce Planning Healthcare Science Workforce Planning Pharmacy Workforce Planning Psychology Workforce Planning Facilities Workforce Planning Administrative, Clerical and Management Workforce Planning Within each workforce group, workforce planning approaches are outlined and specific Actions are identified, which are summarised below. ADAPTABILITY: The Workforce Plan describes Workforce Development systems at NHS Highland and describes National strategies such as Knowledge and Skills Framework and other Performance Management arrangements which are important in maximising the contribution and potential of staff to the achievement of NHS Highland Corporate Objectives, especially clinical and staff governance and wider organisational aims. Current workforce development approaches are described and future workforce development and educational solutions are outlined that will enable the Board to respond to workforce challenges. Strategic engagement with NES will enable Boards and Regions to develop specific workforce educational solutions to address workforce challenges. A Workforce Development Sub Group of Highland Partnership Forum has been developed to oversee this work. 29 Actions have been identified by the development of NHS Highland Workforce Plan 2008/09 and these are summarised in the next section of this Executive Summary with the identified page of where the Action can be accessed within NHS Highland Workforce Plan 2008/09. Working with you to make Highland the healthy place to be 8

9 SUMMARY OF ACTIONS The following Actions 29 have been identified by NHS Highland Workforce Plan An Action Plan will be developed by the end of October 2008 to take these Actions forward. Ensure detailed analysis of workforce supply informs NHS Highland Board in terms of capacity to attract future workforce to deliver requirements (page 24). Align and integrate NHS Highland Workforce Planning function with partner agencies to maximise employee potential. Consider joint workforce planning arrangements for local authority staff working across Highland and Argyll and Bute (page 25). Work with neighbouring boards and Regional Planning Groups to identify solutions to recruitment of specialist practitioners. The implementation of Delivering for Remote and Rural Healthcare will specifically support the remote and rural needs, through the Workforce and Education Workstream (page 25). Engage at a strategic level with NES and a range of higher and further education providers to ensure that the needs of the NHS workforce of the future are met and that programs are developed that are specific and ready for purpose (page 26). Analyse the age profile of NHS Highland workforce and ensure the policies and practices on recruitment, selection, promotion and training are fair to all ages (page 26). NHS Highland will develop an Organisational Development Plan which will identify and support the strategic relationships that the Board will develop and maintain with partner public sector, voluntary and private organisations in Highland and Argyll and Bute to jointly approach environmental workforce challenges and seek solutions (page 27). NHS Highland will work with the Remote and Rural Steering Group and North of Scotland Planning Group to contribute to the development and delivery of the (Remote and Rural) Project Plan in partnership with Boards, Regions, NHS Education for Scotland and other parties (page 35). Working with you to make Highland the healthy place to be 9

10 NHS Highland will actively participate in the Workforce and Education Workstream (of the Remote and Rural Project Plan) to ensure that sustainable workforce solutions are understood and addressed in relation to Highland requirements (page 35). In line with the development of the Board s Local Delivery Plan, there needs to be clear and explicit workforce narrative that takes consideration of workforce affordability, availability and adaptability along with specific workforce requirements (projections) for each HEAT Target (page 43). Action: Workforce Productivity and Efficiency measures will require development in line with the integration of workforce planning, service planning and financial planning systems (page 43). NHSH and CHPs and Raigmore Hospital workload measurement reports will be developed and the information will be used to support a review of nursing and midwifery workforce establishments over the next twelve to eighteen months (page 47). Implement the nursing and midwifery bank service and evaluate the service including recommendations on its relevance to other workforce groups (page 47). Further analysis of nursing and midwifery agency staff use to be undertaken in conjunction with information provided by the nursing and midwifery workload measurement tools to inform establishment reviews across the service. New bank and agency targets will be set for 2008/2009 with associated financial plans (page 47). Further developments in nursing and midwifery workforce information approaches will be implemented across all the nursing, midwifery and AHP groups in 2008/09. A project plan is currently under development, which will clarify how this will be done (page 48). Progress the 3 priorities of Review of Nursing in the Community in line with agreed timescales and implementation plans (page 48). Working with you to make Highland the healthy place to be 10

11 National Nursing and Midwifery Toolkit to be integrated into a range of Charge Nurse / Team Leader development programmes (page 49). Deliver workshops to communicate and Modernising Nursing Careers work streams in partnership with SGHD and NES involving, NHSH managers, staff side representatives, HR / organisational development and workforce planning staff (page 50). Identify a range of solutions to support compliance with WTR such as service redesign and implementing a full Hospital at Night service provision. Detailed plans will be required for each speciality at Raigmore Hospital and for rotas of the Rural General Hospitals (page 54). Ensure workforce planning and development needs of the Dental workforce are progressed by the NHS Highland Dental Clinical Governance and Risk Management Group (page 56) Further develop Allied Health Professional workforce plans and contribute to AHP workforce planning and development on a Board, Regional and National basis (page 60). Ensure that healthcare science educational and role development needs are taken cognisance of by the NHSH Workforce Development Sub-group and are explicit within the NHSH and NES Portfolio (page 62). Establish a local healthcare science area forum to improve service visibility and cohesion, ensure inclusion in Board level decision making that impacts on HCS demand and to develop HCS services to meet the needs of patients and NHS referrers (page 63). Revise and continue to implement the workforce issues identified in the Pharmacy Workforce Section of NHS Highland Workforce Plan 2007 (page 65). Working with you to make Highland the healthy place to be 11

12 Work with partner agencies such as Highland Employers Coalition to address labour market issues that Highland employers have in common, and seek joint and sustainable solutions to address workforce requirements (page 69). Improve workforce intelligence in relation to administrative, clerical and management workforce groups. Specific workforce profiles and workforce planning and development issues will be identified (page 70). Develop an infrastructure within the Board to take forward the Recommendations identified in the Developing an Education Framework for Staff in Administrative Services and Support Services: Scoping Study and Stakeholder Consultation Report (page 72) Develop and communicate the NHS Highland / NES Portfolio in partnership with staff side and NES representatives (page 76). Link the outcomes of the Nursing and Midwifery and the AHP Workload and Workforce Planning Projects findings and analysis, develop an understanding of the needs of staff in AFC Bands 1-4 and align their development to the NHS Career Framework to enable career development structure and underpin role development and service development (page 79). Take forward Learning and Development policies, strategies and plans in line with NHS Highland Workforce Strategy implementation Plan (page 82). Working with you to make Highland the healthy place to be 12

13 The full version of NHS Highland Workforce Plan 2008/09 is available from: hland%20workforce%20plan%202008_09.pdf For further information, please contact: Anne Gent Director of Human Resources NHS Highland Assynt House Beechwood Park INVERNESS IV2 3HG Tel: Pamela Cremin Workforce Planning & Development Manager NHS Highland John Dewar Building Inverness Business and Retail Park Highlander Way INVERNESS IV2 7GE Tel: Working with you to make Highland the healthy place to be 13

Contents 1. Context 2. Drivers For Change 3. Defining The Future Workforce 4. Current Workforce 5. Workforce Action Plan

Contents 1. Context 2. Drivers For Change 3. Defining The Future Workforce 4. Current Workforce 5. Workforce Action Plan WORKFORCE PLAN 2013-2017 16 Contents 1. Context 2. Drivers For Change 3. Defining The Future Workforce 4. Current Workforce 5. Workforce Action Plan 6. Plan Implementation, Monitoring and Review Page 2

More information

Report by Ray Stewart, Quality Improvement Lead (Staff Experience) and Anne Gent, Director of Human Resources

Report by Ray Stewart, Quality Improvement Lead (Staff Experience) and Anne Gent, Director of Human Resources Highland NHS Board 12 August 2014 Item 4.2 STAFF EXPERIENCE imatter IMPLEMENTATION OVERVIEW Report by Ray Stewart, Quality Improvement Lead (Staff Experience) and Anne Gent, Director of Human Resources

More information

WORKFORCE & ORGANISATIONAL DEVELOPMENT STRATEGY. Sharing our Values, Learning & Opportunities

WORKFORCE & ORGANISATIONAL DEVELOPMENT STRATEGY. Sharing our Values, Learning & Opportunities WORKFORCE & ORGANISATIONAL DEVELOPMENT STRATEGY Sharing our Values, Learning & Opportunities Workforce & Organisational Development Strategy l Dundee Health and Social Care Partnership l 1 2 l Dundee Health

More information

RISK MANAGEMENT POLICY

RISK MANAGEMENT POLICY RISK MANAGEMENT POLICY Clinical Governance & Risk Management Department Warning Document uncontrolled when printed Policy Reference: RM 2.0 Date of Issue: TBC Prepared by: Risk Management Short Life Date

More information

The postholder will work as a key member of the senior team for Organisational Learning and Development.

The postholder will work as a key member of the senior team for Organisational Learning and Development. JOB TITLE: BAND: BASE: RESPONSIBLE TO: ACCOUNTABLE TO: OD Consultant AFC 8b XX Director of L&D and OD Director of L&D and OD JOB SUMMARY To provide specialist OD consultancy expertise and support to the

More information

2020 WORKFORCE VISION. Implementation plan

2020 WORKFORCE VISION. Implementation plan 2020 WORKFORCE VISION Implementation plan 2016-17 Contents 2020 vision for health and social care in Scotland 3 Overall focus for 2016-17 4 Priorities for 2016-17 5 Appendix 1: Actions continuing from

More information

THE SOCIO-ECONOMIC DUTY- A CONSULTATION BY THE SCOTTISH GOVERNMENT, JULY,2017.

THE SOCIO-ECONOMIC DUTY- A CONSULTATION BY THE SCOTTISH GOVERNMENT, JULY,2017. THE SOCIO-ECONOMIC DUTY- A CONSULTATION BY THE SCOTTISH GOVERNMENT, JULY,2017. Public bodies already do a huge amount to reduce inequalities, but with more than one in four children in poverty, we must

More information

NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE. Health and Social Care Directorate. Indicator Process Guide. Published December 2017

NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE. Health and Social Care Directorate. Indicator Process Guide. Published December 2017 NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Health and Social Care Directorate Indicator Process Guide Published December 2017 Please note that this is an interim factual update to the NICE Indicator

More information

Equal Pay Statement and Gender Pay Gap Information

Equal Pay Statement and Gender Pay Gap Information Equal Pay Statement and Pay Gap Information April 2017 1 Accessibility If you would like this document in alternative formats such as Braille, large print, audio or in a language of your choice, please

More information

NHS EDUCATION FOR SCOTLAND. NES Location

NHS EDUCATION FOR SCOTLAND. NES Location NHS EDUCATION FOR SCOTLAND JOB DESCRIPTION - AGENDA FOR CHANGE 1. JOB DETAILS JOB REFERENCE JOB TITLE DEPARTMENT AND LOCATION JD Reference JD04/767 Educational Projects Manager Infant Mental Health Psychology

More information

INSTITUTE OF BIOMEDICAL SCIENCE

INSTITUTE OF BIOMEDICAL SCIENCE INSTITUTE OF BIOMEDICAL SCIENCE CORPORATE STRATEGY 2015-2018 Corporate Strategy 2015-2018 Page 1 of 8 Corporate Strategy 2015 2018 Vision, Mission and Values Our vision We aim to be the world s leading

More information

FINANCE COMMITTEE EMPLOYMENT OPPORTUNITES IN THE PUBLIC SECTOR SUBMISSION FROM NHS GREATER GLASGOW AND CLYDE

FINANCE COMMITTEE EMPLOYMENT OPPORTUNITES IN THE PUBLIC SECTOR SUBMISSION FROM NHS GREATER GLASGOW AND CLYDE FINANCE COMMITTEE EMPLOYMENT OPPORTUNITES IN THE PUBLIC SECTOR SUBMISSION FROM NHS GREATER GLASGOW AND CLYDE Thank you for your letter dated 17th July 2012 seeking information on the steps NHS Greater

More information

FIP Education FIPEd Education Development Team EDT

FIP Education FIPEd Education Development Team EDT FIP Education FIPEd Education Team EDT Draft Workforce Goals (s) Prepared by Ian Bates and Andreia Bruno v15.vii.16 This word document is open for public consultation. We are seeking comments to enhance

More information

Highland NHS Board 31 May 2016 Item 3.4 HIGHLAND QUALITY APPROACH ANNUAL OBJECTIVES 2016/17

Highland NHS Board 31 May 2016 Item 3.4 HIGHLAND QUALITY APPROACH ANNUAL OBJECTIVES 2016/17 Highland NHS Board 31 May 2016 Item 3.4 HIGHLAND QUALITY APPROACH ANNUAL OBJECTIVES 2016/17 Report by Anne Gent, Director of Human Resources on behalf of Elaine Mead, Chief Executive The Board is asked

More information

Knowledge Management Strategy

Knowledge Management Strategy Knowledge Management Strategy 2013-2017 Promoting the management & use of knowledge for the best patient care Margaret Rowley April 2013 WAHT-code Page 1 of 13 Version 1.3 DOCUMENT CONTROL Originator:

More information

TRANSFORMING CARE TOGETHER

TRANSFORMING CARE TOGETHER TRANSFORMING CARE TOGETHER Summary Full Business Case For the acquisition of Black Country Partnership NHS Foundation Trust and Dudley and Walsall Mental Health Partnership Trust by Birmingham Community

More information

DL (2017) 5. Dear Colleague. 30 March 2017 RECRUITMENT AND RETENTION PREMIA POLICY. Summary

DL (2017) 5. Dear Colleague. 30 March 2017 RECRUITMENT AND RETENTION PREMIA POLICY. Summary The Scottish Government Health Workforce and Strategic Change Directorate NHS Pay and Conditions Branch Dear Colleague RECRUITMENT AND RETENTION PREMIA POLICY Summary 1. This Director s Letter contains

More information

A Quality Assurance Framework for Knowledge Services Supporting NHSScotland

A Quality Assurance Framework for Knowledge Services Supporting NHSScotland Knowledge Services B. Resources A1. Analysis Staff E. Enabling A3.1 Monitoring Leadership A3. Measurable impact on health service Innovation and Planning C. User Support A Quality Assurance Framework for

More information

NHS AUGUST 2017 BOARD MEETING ITEM NO 11.2 WORKFORCE REPORT. The Board is asked to note the workforce report

NHS AUGUST 2017 BOARD MEETING ITEM NO 11.2 WORKFORCE REPORT. The Board is asked to note the workforce report NHS 24 02 AUGUST 2017 BOARD MEETING ITEM NO 11.2 WORKFORCE REPORT Executive Sponsor: Lead Officer/Author: Action Required Key Points Executive Lead for Human Resources Deputy Director of Human Resources

More information

JOB DESCRIPTION TEMPLATE JOB IDENTIFICATION

JOB DESCRIPTION TEMPLATE JOB IDENTIFICATION JOB DESCRIPTION TEMPLATE JOB IDENTIFICATION Job Title: Responsible to (insert job title): Department(s): Directorate: Strategic Programme Manager - Corporate Planning, Managed Clinical Networks and Public

More information

Employment and Health Team NHS Greater Glasgow and Clyde Framework 2017

Employment and Health Team NHS Greater Glasgow and Clyde Framework 2017 Employment and Health Team NHS Greater Glasgow and Clyde Framework 2017 The Employment and Health Team is a specialist Health Improvement team operating across NHS Greater Glasgow and Clyde. Part of the

More information

Technical guidance for NHS planning 2017/18 and 2018/19. Annex F: NHS Improvement guidance for operational and activity plans September 2016

Technical guidance for NHS planning 2017/18 and 2018/19. Annex F: NHS Improvement guidance for operational and activity plans September 2016 Technical guidance for NHS planning 2017/18 and 2018/19 Annex F: NHS Improvement guidance for operational and activity plans September 2016 About NHS Improvement NHS Improvement is responsible for overseeing

More information

Pan Scotland Workforce Planning Assessment and Recommendations FINAL

Pan Scotland Workforce Planning Assessment and Recommendations FINAL Pan Scotland Workforce Planning Assessment and Recommendations FINAL March 2014 Debbie Donald Programme Director Pan Scotland Workforce Planning Pan Scotland Evaluation 2014 Contents 1. Executive Summary

More information

GOVERNANCE STRATEGY October 2013

GOVERNANCE STRATEGY October 2013 GOVERNANCE STRATEGY October 2013 1. Introduction 1.1. The Central Manchester University Hospitals NHS Foundation Trust believes that the role of the governing body is pivotal to the success of the Trust.

More information

JOB DESCRIPTION - CHIEF OPERATING OFFICER

JOB DESCRIPTION - CHIEF OPERATING OFFICER JOB DESCRIPTION - CHIEF OPERATING OFFICER JOB TITLE: RESPONSIBLE TO: KEY RELATIONSHIPS: Chief Operating Officer Chief Executive Chief Executive and Chair Board members Executive Team Senior clinicians,

More information

CONTENTS. 1. Foreword. 2. Introduction. 2.1 The need for change 2.2 Shifting the culture (Our vision and values) 2.

CONTENTS. 1. Foreword. 2. Introduction. 2.1 The need for change 2.2 Shifting the culture (Our vision and values) 2. CONTENTS 1. Foreword 2. Introduction 2.1 The need for change 2.2 Shifting the culture (Our vision and values) 2.3 Key influences 3. Context for the People Strategy 4. Workforce Profile 5. Key Workforce

More information

The first three years in practice

The first three years in practice The first three years in practice A framework for social workers induction into qualified practice and continuing professional education and learning January 2017 Contents Introduction and context 01 Section

More information

Regional Genomics Service Improvement Lead Job Description and Person Specification

Regional Genomics Service Improvement Lead Job Description and Person Specification Regional Genomics Service Improvement Lead Job Description and Person Specification Position Job title Regional Genomics Service Improvement Lead Directorate Medical Directorate Pay band AFC Band 8d Responsible

More information

National Workforce Projects

National Workforce Projects National Workforce Projects Modernising Medical Careers (MMC) Workforce Planning Resource Pack Modernising Medical Careers (MMC) Contents Workforce Information Pack Foreword Section 1: Context How to use

More information

Interim Audit Letter (Hywel Dda NHS Trust and Carmarthenshire, Pembrokeshire and Ceredigion Local Health Boards) Hywel Dda Local Health Board

Interim Audit Letter (Hywel Dda NHS Trust and Carmarthenshire, Pembrokeshire and Ceredigion Local Health Boards) Hywel Dda Local Health Board 2009-10 May 2010 Author: Ceri Stradling Ref: 250A2010 Interim Audit Letter 2009-10 (Hywel Dda NHS Trust and Carmarthenshire, Pembrokeshire and Ceredigion Local Health Boards) Hywel Dda Local Health Board

More information

JOB DESCRIPTION. Ambulance Operations Manager. EMS Area Manager

JOB DESCRIPTION. Ambulance Operations Manager. EMS Area Manager JOB DESCRIPTION TITLE: REPORTS TO: KEY RELATIONSHIPS Ambulance Operations Manager EMS Area Manager EMS Area Manager Senior Management Team Locality Managers Clinical Team Leaders NEPTS managers and staff

More information

Devolved School Management

Devolved School Management Devolved School Management Guidelines A summarised report based on the considerations and outputs of the national DSM Steering Group ( 2012) CONTENTS 1. Introduction... 4 2. Background... 4 3. Updated

More information

Could you help lead the NHS in your area?

Could you help lead the NHS in your area? Could you help lead the NHS in your area? Non-executive Director Candidate information pack Reference: S1666 We value and promote diversity and are committed to equality of opportunity for all and appointments

More information

Data Quality Policy

Data Quality Policy Cambridgeshire and Peterborough Clinical Commissioning Group (CCG) Data Quality Policy 2017-2019 Ratification Process Lead Author(s): Reviewed / Developed by: Approved by: Ratified by: Associate Director

More information

Job description and person specification

Job description and person specification Job description and person specification Position Job title Head of Genomics Unit Directorate Finance, Commercial and Specialised Commissioning Pay band AFC Band 9 Responsible to Director of Strategy and

More information

SCOTTISH AMBULANCE SERIVCE JOB DESCRIPTION

SCOTTISH AMBULANCE SERIVCE JOB DESCRIPTION SCOTTISH AMBULANCE SERIVCE JOB DESCRIPTION 1. JOB IDENTIFICATION JOB TITLE General Manager(AIR AMBULANCE AND SCOTSTAR) JOB DESCRIPTION REFERENCE DEPARTMENT OPERATIONS NO OF JOB HOLDERS ONE DATE JOB DESCRPTION

More information

Leadership Development Strategy Excellence Every Time

Leadership Development Strategy Excellence Every Time Leadership Development Strategy 2016-2019 Excellence Every Time At the heart of everything SHIRLEY SILVESTER Learning & Organisational Development Manager January 2016 Contents 1. Introduction to the Leadership

More information

UPDATE ON EUROPEAN WORKING TIME DIRECTIVE COMPLIANCE FOR JUNIOR DOCTORS / MODERNISING MEDICAL CAREERS

UPDATE ON EUROPEAN WORKING TIME DIRECTIVE COMPLIANCE FOR JUNIOR DOCTORS / MODERNISING MEDICAL CAREERS ITEM 5.1 1 SGC/2009/1 Staff Governance Committee 20 January 2009 UPDATE ON EUROPEAN WORKING TIME DIRECTIVE COMPLIANCE FOR JUNIOR DOCTORS / MODERNISING MEDICAL CAREERS 1. PURPOSE OF THE REPORT The purpose

More information

UNITE GUIDANCE ON UNDERGOING A REVIEW OF YOUR MATCHING OUTCOME

UNITE GUIDANCE ON UNDERGOING A REVIEW OF YOUR MATCHING OUTCOME UNITE GUIDANCE ON UNDERGOING A REVIEW OF YOUR MATCHING OUTCOME Background Agenda for Change (AfC) is a major modernisation of the NHS pay system. It is the most significant change of its kind ever attempted.

More information

Prevent Training and Competencies Framework

Prevent Training and Competencies Framework Prevent Training and Competencies Framework NHS England INFORMATION READER BOX Directorate Nursing Publications Gateway Reference: 06915 Document Purpose Document Name Guidance Prevent Training and Competencies-Framework

More information

Our Healthier South East London (OHSEL) The SEL STP. Programme Director: Community Based Care

Our Healthier South East London (OHSEL) The SEL STP. Programme Director: Community Based Care Our Healthier South East London (OHSEL) The SEL STP Programme Director: Community Based Care Job Title: Programme Director: Community Based Care Band: 9 Responsible to: Accountable to: Responsible for:

More information

SLOUGH BOROUGH COUNCIL JOB DESCRIPTION. Strategic Commissioning Manager - Adults. Head of Service Care Group Commissioning

SLOUGH BOROUGH COUNCIL JOB DESCRIPTION. Strategic Commissioning Manager - Adults. Head of Service Care Group Commissioning SLOUGH BOROUGH COUNCIL JOB DESCRIPTION JOB TITLE: RESPONSIBLE TO: Strategic Commissioning Manager - Adults Head of Service Care Group Commissioning RESPONSIBLE FOR: As a member of Care Group Commissioning

More information

Enc 4. Human Resources/ Organisational Development Strategy

Enc 4. Human Resources/ Organisational Development Strategy Enc 4 Human Resources/ Organisational Development Strategy 2015-2020 Version: 1 Submitted for approval by Trust Board Date: 20 th January 2015 1 Human Resources/Organisational Development Strategy for:

More information

Human Resources Strategy

Human Resources Strategy Human Resources Strategy 2012-17 Applies to: All Employees for Approval Date of Approval Review Date: Name of Lead Manager Director of Human Resources and Corporate Affairs Version 5 Date: October 2012

More information

2 Year Operating Plan Summary

2 Year Operating Plan Summary 2 Year Operating Plan 2017 2019 Summary December 2016 Introduction This document presents a summary of the Kingston Hospital NHS Foundation Trust s 2 year Operating Plan for 2017/19 which was submitted

More information

Apprenticeship Strategy. Cambridgeshire County Council

Apprenticeship Strategy. Cambridgeshire County Council Apprenticeship Strategy Cambridgeshire County Council 2012-2015 - 1 - 1 Context 1.1 The national context: More apprenticeships needed We believe in a strong future for Cambridgeshire. A well-skilled and

More information

The Newcastle Compact

The Newcastle Compact The Newcastle Compact This is a Newcastle Compact which refers to the relationship between the Voluntary and Community Sector (VCS) and a range of public sector partners. This document is a partnership

More information

Highways England People Strategy

Highways England People Strategy Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all

More information

Remediation Policy for Medical Staff

Remediation Policy for Medical Staff Remediation Policy for Medical Staff SPONSOR Information Asset Owner): Neil Rothnie, Medical Director AUTHOR (Information Asset Administrator): Blanca Boira, Associate Medical Director for Revalidation

More information

Trust Board 25 September 2013 Pathology Hot Lab Full Business Case. Director of Strategic Development. Director of Strategic Development

Trust Board 25 September 2013 Pathology Hot Lab Full Business Case. Director of Strategic Development. Director of Strategic Development Trust Board 25 September 2013 Pathology Hot Lab Full Business Case def Agenda Item: 9a PURPOSE PREVIOUSLY CONSIDERED BY Objective(s) to which issue relates * Risk Issues (Quality, safety, financial, HR,

More information

BOARD MEETING Public Session Business Development Framework Update Simon Griffiths and Chris Sands Author:

BOARD MEETING Public Session Business Development Framework Update Simon Griffiths and Chris Sands Author: Document Title: Presenter: BOARD MEETING Public Session Business Development Framework Update Simon Griffiths and Chris Sands Author: Contact details for further information: Lynn Wilmott-Shepherd, Tim

More information

Guidance for the production of a Transforming Care Partnership Workforce Plan

Guidance for the production of a Transforming Care Partnership Workforce Plan Guidance for the production of a Transforming Care Partnership Workforce Plan Who is the guidance for? This guidance has been produced to assist Transforming Care Partnerships (TCPs) develop a workforce

More information

RISK MANAGEMENT STRATEGY

RISK MANAGEMENT STRATEGY Agenda Item No: 15 RISK MANAGEMENT STRATEGY PURPOSE: The Risk Management Strategy has been updated to reflect the revised approach to the Corporate Risk Register and Board Assurance Framework and to reflect

More information

In response to the reports written by Estyn, the Wales Audit Office and the Public Accounts Committee on absence management, the Welsh Government

In response to the reports written by Estyn, the Wales Audit Office and the Public Accounts Committee on absence management, the Welsh Government Written response to the report from the Children, Young People and Education Committee s Inquiry into Supply Teaching from the Minister for Education and Skills. The Welsh Government fully recognises that

More information

NHSScotland Shared Services Design Authority

NHSScotland Shared Services Design Authority NHSScotland Shared Services Design Authority Terms of Date Published: 03 rd December 2015 Version: v1.3 Document Type: Governance Review Date: 16 th July 2016 Page 1 of 5 DOCUMENT CONTROL SHEET: Key Information:

More information

Workforce planning guide

Workforce planning guide Getting it right A series of workforce planning and development resources planning guide Getting the right people and skills in the future workforce Getting it right series of resources This document is

More information

RISK MANAGEMENT COMMITTEE TERMS OF REFERENCE

RISK MANAGEMENT COMMITTEE TERMS OF REFERENCE RISK MANAGEMENT COMMITTEE TERMS OF REFERENCE Terms of Reference Agreed by the Committee Signed by the Chair on Behalf of the Committee Print Signature Date 16 th December 2011 Review Date December 2012

More information

What. (what activities or tasks are planned to achieve the outcome)

What. (what activities or tasks are planned to achieve the outcome) CCPS: WORKFORCE DEVELOPMENT Work Plan 2014-15 Overall Aims To work in collaboration with SSSC and other key partners, through sharing knowledge and practice, in order to build workforce capacity and leadership

More information

Equal Pay Statement and. Gender Pay Gap Information

Equal Pay Statement and. Gender Pay Gap Information Equal Pay Statement and April 2017 Doc: 2016-07-26 Equality Pay Statement & Page 1 Equal Pay Statement and Content Page 1. Our Service 3 2. Equality and the equal pay gap 3 3. Legislative framework 4 4.

More information

EQUALITY AND DIVERSITY COMMITTEE. Terms of Reference

EQUALITY AND DIVERSITY COMMITTEE. Terms of Reference 1. INTRODUCTION AND PURPOSE EQUALITY AND DIVERSITY COMMITTEE Terms of Reference 1.1. The role and purpose of the Equality and Diversity Committee is to enable the Trust Board and Executive Committee to

More information

ORGANISATIONAL DEVELOPMENT PLAN

ORGANISATIONAL DEVELOPMENT PLAN ORGANISATIONAL DEVELOPMENT PLAN 2014-2015 1 Introduction The Northumbria Healthcare NHS FT Organisational Development plan 2014 2015 sets out to ensure we develop our staff to achieve the Trust Vision

More information

HEALTH AND WELLBEING STRATEGY

HEALTH AND WELLBEING STRATEGY HEALTH AND WELLBEING STRATEGY Health & Wellbeing Strategy Page: 1 of 17 Page 1 of 17 Recommended by Approved by Executive Management Team Trust Board Approval Date 23 September 2010 Version Number 1.0

More information

Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities

Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities Accountable to: All employed staff working within the 3 CCGs Within the 3 CCGs the Chief Officer

More information

COMMUNICATIONS STRATEGY

COMMUNICATIONS STRATEGY COMMUNICATIONS STRATEGY 2016-2019 Introduction and purpose This strategy details how communications will support the delivery of shaping the future of urgent & emergency care (EEAST strategy 2016-21).

More information

Health visitor employment: from training to practice a guide for employers

Health visitor employment: from training to practice a guide for employers June 2012 Briefing 86 Evidence shows that the start of life is significant for the development of children. Health visitors play an essential role in supporting children and their families through this

More information

COMMUNITY DEVELOPMENT PERFORMANCE MANAGEMENT FRAMEWORK

COMMUNITY DEVELOPMENT PERFORMANCE MANAGEMENT FRAMEWORK COMMUNITY DEVELOPMENT PERFORMANCE MANAGEMENT FRAMEWORK 1 Contents Page Introduction to the Performance Management Framework 3 Ensuring Strategic Level Commitment 7 Implementing the Framework 8 Resources

More information

Agency rules. March 2016

Agency rules. March 2016 Agency rules March 2016 About NHS Improvement NHS Improvement is responsible for overseeing foundation trusts, NHS trusts and independent providers. We offer the support these providers need to give patients

More information

A FRAMEWORK FOR EVALUATING THE QUALITY OF SERVICES AND ORGANISATIONS THE OVERARCHING FRAMEWORK

A FRAMEWORK FOR EVALUATING THE QUALITY OF SERVICES AND ORGANISATIONS THE OVERARCHING FRAMEWORK A FRAMEWORK FOR EVALUATING THE QUALITY OF SERVICES AND ORGANISATIONS THE OVERARCHING FRAMEWORK Updated 13 November 2012 Transforming lives through learning Contents Page Background 1 Structure 2 The six

More information

COUNTY DURHAM & DARLINGTON NHS FOUNDATION TRUST

COUNTY DURHAM & DARLINGTON NHS FOUNDATION TRUST COUNTY DURHAM & DARLINGTON NHS FOUNDATION TRUST Introduction County Durham and Darlington NHS Foundation Trust is one of the largest integrated care providers in England, serving a population of around

More information

Mental Health & Wellbeing Strategy

Mental Health & Wellbeing Strategy Mental Health & Wellbeing Strategy October 2017 If this report has raised any concerns for you or someone you know, please contact Lifeline on 13 11 14 Energy Networks Australia publications can be downloaded

More information

NHS HEALTH SCOTLAND PARTNERSHIP AGREEMENT

NHS HEALTH SCOTLAND PARTNERSHIP AGREEMENT NHS HEALTH SCOTLAND PARTNERSHIP AGREEMENT 1 Foreword by the Chief Executive of NHS Health Scotland and the Staff Side Chair All NHS Boards are required to have in place formal partnership working arrangements,

More information

Argyll & Bute Public Partnership Forum (PPF) Action Plan

Argyll & Bute Public Partnership Forum (PPF) Action Plan Argyll & Bute Public Partnership Forum (PPF) Action Plan 2011-2013 Argyll & Bute CHP Committee Date of Meeting: 31 August 2011 Item No: 10.1 Appendix 2 R.A.G. Progress status Red = alert. Timescale/deadline

More information

HEALTH INFORMATICS KSF Guidance Document

HEALTH INFORMATICS KSF Guidance Document ASSIST Association for ICT Professionals in Health and Social Care Library and Knowledge Development Network Agenda for Change HEALTH INFORMATICS KSF Guidance Document August 2005 Guidance for Health Informatics

More information

Flexible Workforce Development Fund ( ) Guidance for Levy-paying Employers

Flexible Workforce Development Fund ( ) Guidance for Levy-paying Employers Flexible Workforce Development Fund (2017-2018) Guidance for Levy-paying Employers September 2017 2 Annex E Flexible Workforce Development Fund 2017-18 Guidance to Employers Purpose 1. This guidance contains

More information

NHS BARNSLEY CCG DATA QUALITY POLICY SEPTEMBER 2016

NHS BARNSLEY CCG DATA QUALITY POLICY SEPTEMBER 2016 Putting Barnsley People First NHS BARNSLEY CCG DATA QUALITY POLICY SEPTEMBER 2016 Version: 1.0 Approved By: Governing Body Date Approved: 8 September 2016 Name of originator / author: Name of responsible

More information

Delivering Community Planning A Belfast Pilot 2012

Delivering Community Planning A Belfast Pilot 2012 Delivering Community Planning A Belfast Pilot 2012 Preface Published January 2012 by Belfast Community Planning Consortium c/o Belfast City Council Chief Executive s office City Hall, Belfast BT1 5GS Email:

More information

Scotland s outdoors Our Natural Health Service. naturalhealthservice.scot

Scotland s outdoors Our Natural Health Service. naturalhealthservice.scot Scotland s outdoors Our Natural Health Service naturalhealthservice.scot Introduction Improving public health and reducing health inequalities are key priorities in Scotland A range of diseases and chronic

More information

HSE HR Circular 001/ th January 2014

HSE HR Circular 001/ th January 2014 Oifig an Stiúrthóra Náisiúnta, Acmhainní Daonna Feidhmeannacht na Seirbhísí Sláinte Ospidéal Dr. Steevens Baile Átha Cliath 8 Office of the National Director of Human Resources Health Service Executive

More information

Director of Creative Industries

Director of Creative Industries Recruitment Pack for: Director of Creative Industries October 2014 Contents Page Welcome from the CEO 3 Advertisement 4 Background 5 Creative Scotland Organisational Structure 6 Role Specification 7 13

More information

Mental Health Workforce Transformation The Blue Triangle meets the Transformation Star

Mental Health Workforce Transformation The Blue Triangle meets the Transformation Star Mental Health Workforce Transformation The Blue Triangle meets the Transformation Star Professor Jane Mamelok HEE Postgraduate Dean North West Aims & Objectives Overview of HEE, its purpose and workforce

More information

Skills and Labour Market Intelligence Assessment for England, 2011

Skills and Labour Market Intelligence Assessment for England, 2011 All material in this report is, unless otherwise stated, the property of Skills for Health. Copyright and other intellectual property laws protect these materials. Reproduction of the materials, in whole

More information

ASSURANCE FRAMEWORK. A framework to assure the Board that it is delivering the best possible service for its citizens SEPTEMBER 2010.

ASSURANCE FRAMEWORK. A framework to assure the Board that it is delivering the best possible service for its citizens SEPTEMBER 2010. ASSURANCE FRAMEWORK A framework to assure the Board that it is delivering the best possible service for its citizens SEPTEMBER 2010 V3 Draft 1 SECTION NO. ASSURANCE FRAMEWORK CONTENTS 1. INTRODUCTION 3

More information

INDUCTION POLICY AND PROCEDURE

INDUCTION POLICY AND PROCEDURE Summary INDUCTION POLICY AND PROCEDURE New members of staff require an induction period to enable them to settle in to their new place of work. This policy sets out the framework and responsibilities for

More information

Welcome Shared Services Health Portfolio Laboratories. A Distributed Services Workshop 14/12/16

Welcome Shared Services Health Portfolio Laboratories. A Distributed Services Workshop 14/12/16 Welcome Shared Services Health Portfolio Laboratories A Distributed Services Workshop 14/12/16 Agenda What we will cover today Time Subject 10:00 Registration 10.20 Welcome & Progress Update 11:10 Exercise

More information

HUMAN RESOURCES POLICY Draft 3

HUMAN RESOURCES POLICY Draft 3 1.0 INTRODUCTION HUMAN RESOURCES POLICY Draft 3 The aim of NHS Rotherham Clinical Commissioning Group s (RCCG) Human Resources Strategy is to ensure best practice in the management and development of all

More information

Author s job title Head of Clinical Coding and Data Quality Directorate IM&T

Author s job title Head of Clinical Coding and Data Quality Directorate IM&T Document Control Title Data Quality Policy Author Author s job title Head of Clinical Coding and Data Quality Directorate IM&T Department Clinical Coding Version Date Issued Status Comment / Changes /

More information

1.1 Contributes to the Trust s Organisational Development strategy to improve overall organisational performance and effectiveness

1.1 Contributes to the Trust s Organisational Development strategy to improve overall organisational performance and effectiveness JOB TITLE: OD Practitioner BAND: AFC 7 BASE: RESPONSIBLE TO: ACCOUNTABLE TO: XX OD Consultant (OD Lead) Director of OD and L&D JOB SUMMARY The Organisational Development Practitioner is responsible for

More information

Designing and implementing a comprehensive framework for people management

Designing and implementing a comprehensive framework for people management For the Public Sector Designing and implementing a comprehensive framework for people management Presented by: Transforming people management Introduction Every organisation needs to organise and describe

More information

Risk Management Strategy

Risk Management Strategy Risk Management Strategy 2017-2019 Created by: Role Name Title Author / Editor Kevin McMahon Head of Risk Management & Resilience Lead Executive Margo McGurk Director of Finance & Performance Approved

More information

FAIR START: A NEW START FOR SUPPORTED EMPLOYMENT IN SCOTLAND?

FAIR START: A NEW START FOR SUPPORTED EMPLOYMENT IN SCOTLAND? ANNUAL CONFERENCE 2017 Supported Employment 2018 and Beyond... FAIR START: A NEW START FOR SUPPORTED EMPLOYMENT IN SCOTLAND? IAN BRUCE VICE CHAIR OF SUSE info@susescotland.scot ANNUAL CONFERENCE 2017 Fair

More information

PERTH AND KINROSS COUNCIL. 25 June 2008 EMPLOYABILITY STRATEGY AND ACTION PLAN FOR PERTH AND KINROSS

PERTH AND KINROSS COUNCIL. 25 June 2008 EMPLOYABILITY STRATEGY AND ACTION PLAN FOR PERTH AND KINROSS PERTH AND KINROSS COUNCIL 9 08/350 25 June 2008 EMPLOYABILITY STRATEGY AND ACTION PLAN FOR PERTH AND KINROSS Joint Report by the Executive Director (Environment) and the Executive Director (Housing and

More information

JOB EVALUATION POLICY (H11)

JOB EVALUATION POLICY (H11) JOB EVALUATION POLICY (H11) If you require a copy of this policy in an alternative format (for example large print, easy read) or would like any assistance in relation to the content of this policy, please

More information

Designing, analysing and grading jobs

Designing, analysing and grading jobs 1 Designing, analysing and grading jobs Best practice people management begins with good job design and role definition. Well-designed jobs lead to better organisation and people management outcomes and

More information

NHSSCOTLAND REVIEW OF EXECUTIVE AND SENIOR MANAGEMENT PAY ARRANGEMENTS

NHSSCOTLAND REVIEW OF EXECUTIVE AND SENIOR MANAGEMENT PAY ARRANGEMENTS Director-General Dr Kevin Woods Health and Chief Executive NHS Scotland T: 0131-244 2410 F: 0131-244 2162 E: dghealth@scotland.gslgov.uk ~1 The Scottish Government NHS Board Chairs CC: Members of the Review

More information

Manchester Children s Social Care Workforce Strategy. - building a stable, skilled and confident workforce

Manchester Children s Social Care Workforce Strategy. - building a stable, skilled and confident workforce Manchester Children s Social Care Workforce Strategy - building a stable, skilled and confident workforce March 2016 1.0 Purpose of the Strategy As a council, we recognise that the workforce is our most

More information

Position Description

Position Description Position Description Position: Reports To: Direct Reports: Chief Executive Officer IFL- 247 Board of Directors Corporate Services Manager Health Services Manager Senior Medical Officer Purpose of the Role

More information

STAFF APPRAISAL AND MANAGEMENT SUPERVISION POLICY

STAFF APPRAISAL AND MANAGEMENT SUPERVISION POLICY STAFF APPRAISAL AND MANAGEMENT SUPERVISION POLICY Version: 6 Ratified by: Date ratified: March 2016 Title of originator/author: Title of responsible committee/group: Date issued: March 2016 Review date:

More information

Roles and recruitment of the expert panels

Roles and recruitment of the expert panels REF 2017/03 October 2017 Roles and recruitment of the expert panels This document sets out the roles and responsibilities of main panels and sub-panels for the Research Excellence Framework, and invites

More information