Scottish Ambulance Service

Transcription

1 Scottish Ambulance Service Staff Governance Annual report 2010/11 Doing the Right Thing 1

2 CONTENTS Foreword 1. Strategic Context The Role and Remit of the Staff Governance Committee Staff Governance Legislation 7 4. Self Assessment Process Summary of Progress and Outcomes 9 6. Workforce Planning Pay Modernisation Progress Information Systems Leadership and Organisational Development In Summary and Looking to the Future Recommendation 11 Appendix A - Workplan Appendix B - Staff Survey action plan Appendix C - Human Resources/Organisational Development Key Measures of Quality 2

3 The Staff Governance and Remuneration Committee have met on:- 31 st March th May th August rd November 2010 Members are: Matt Bell, Employee Director (Chair) David Garbutt (Chairman of the Board) Moi Ali, Non Executive Director Doug Marr, Non Executive Director David Alexander, Non Executive Director The Director of Human Resources and Organisational Development and Full Time Convenors attend all meetings. An annual work programme is created, an example of which is attached at Appendix A. The National Partnership Forum met on:- 3 rd February th April nd June th August st December 2010 Members are:- Shirley Rogers, Director of Human Resources and Organisational Development (Joint Chair) Matt Bell, Employee Director (Joint Chair) Lewis Campbell, General Manager, East Central Pamela Mclauchlan, Director of Finance and Logistics Brian McDonald, Regional Organiser, Unite the Union David Forbes, Regional Organiser, Unison John Gallacher, Convenor, Unite the Union Stevie Gilroy, Staff Side Representative, Unison Alan Jamieson, Convenor, Unison Calum Kerr, Corporate Affairs Manager Dorothy McKinney, Head of Personnel Jamie McNamee, Staff Side Representative, Unite the Union Peter Ripley, Director of Service Delivery Tony Wigram, Head of Health and Safety 1 x rotating UNISON seat 1 x rotating Unite the Union seat 1 x GMB seat Open invitation to Chief Executive 3

4 Foreword 2010/11 saw the approval of Working Together for Better Patient Care which sets out the strategic direction for the Service, and is underpinned by Doing the Right Thing our HR/OD Strategy and Realising our Potential our Learning Strategy. In 2011 the emerging Clinical Strategy will reinforce our overall direction of travel. We are committed to developing SAS as a clinically focussed Service delivering the highest quality of patient care to the people of Scotland, where they need us and when they need us. We are putting quality and patients firmly at the heart of everything we do and we recognise that the achievement of those objectives will be dependent on capitalising on the talents and focussing the activities of all of our staff. 2011/12 will see us build on our past investment with the move to the new Scottish Ambulance Academy at Glasgow Caledonian University, and a continued focus on leadership and organisational development as we continue to roll out Doing the Right Thing. We have continued to involve patients, our staff, the public and carers as we develop our services. As well as continuing to engage with our staff, through partnership, throughout 2010/11, we have held three major stakeholder events looking at scheduled care, unscheduled care and developing sustainable communities. These discussions and events have helped to crystallise our thinking and direction for the future. 1. Strategic Context 2010 saw the Scottish Government publish its Healthcare Quality Strategy building on the principles in Better Health, Better Care and focusing the NHS on developing and delivering services to patients which are person-centred, clinically effective, efficient, safe, timely and equitable. The Healthcare Quality Strategy sets out three healthcare quality ambitions for NHS Scotland which the Service will continue working towards:- Person-centred mutually beneficial partnerships between patients, their families and those delivering healthcare services which respect individuals needs and values and which demonstrate compassion, continuity, clear communication and shared decisionmaking. Safe there will be no avoidable injury or harm to people from healthcare they receive, and an appropriate, clean and safe environment will be provided for the delivery of healthcare services at all times. Clinical Effective the most appropriate treatments, interventions, support and services will be provided at the right time to everyone who will benefit, and wasteful or harmful variation will be eradicated. 4

5 We have embedded these principles in our strategy and in our approach to the leadership and development of our staff. In 2011/12, we will maintain our focus on delivering against these three quality ambitions which are not only intrinsically aligned with our values and commitment to put patients at the heart of everything we do, but also align to our own strategic aims to be:- Patient centred Clinically excellent Leading edge These are the criteria against which we will assess our effectiveness in meeting patient needs and delivering an effective ambulance service for Scotland. Our Strategic Framework outlined a range of commitments over a five year time period. 2011/12 concentrated on putting in place many of the plans and building blocks to support the delivery of sustainable change and improvement in future years. Taking our Strategic Priorities forward within the context of a changing economic environment and the demographic changes will be challenging. As a Service we will therefore need to ensure a balanced approach is adopted to ensure we deliver continuous quality improvement across all aspects of the delivery objectives within our Strategic Framework. Our strategic aims are supported with core strategic principles which are around:- Improving patient safety; improving consistency of care and safe and effective services within a safe environment protecting patients and staff from harm. Improving the patient experience and delivering better clinical outcomes through the development of new models of care. Continuous Quality Improvement; promoting a climate of continual quality improvement working in partnership with staff to deliver the change plan. Supporting our staff through the change; having belief in their abilities and expertise, making it possible for them to deliver excellence. Ensuring fair and equal access to services in support of the Equality and Diversity agenda. Being as effective as possible, making the best and most efficient use of resources. Partnership working, with public, patients, NHS stakeholders, local authorities and the third sector. These strategic principles will be supported by the organisational values. Our core values were developed in partnership with our staff and partners following extensive consultation and engagement and are set out in our Human Resources and Organisational Development Strategy as follows:- Putting the patient at the heart of everything we do Acting with integrity, openness and honesty Treating each and everyone with respect Encouraging learning, creativity, innovation and new ways of working Challenging abuse, discrimination or harassment. 5

6 The Scottish Ambulance Service includes in its Corporate Objectives the following: With Our People To empower the workforce through recognition, reward, promotion and opportunity for career and job development in line with the needs of the patient and the organisation. To develop a flexible workforce capable of responding swiftly to changes in economic and technical healthcare environments. To develop the human resources competencies and employment policy to encourage multi-professional team working, evidence based and user focused training and practice and reduce costs by maximising application of employee skills. To achieve through the competencies of our staff, a lead role throughout the UK and Europe in the provision of pre-hospital and ambulance care. The Scottish Ambulance Service aims to be an exemplar employer, by following best employment practice, investing in staff training and development, undertaking integrated workforce planning and embedding partnership working. Staff Governance is defined as a system of corporate accountability for the fair and effective management of staff. The Staff Governance Standard now enshrined in legislation, states that investment in staff is a direct investment in patient care. Importantly therefore, Staff Governance must not be seen as an end in itself, but as an integral part of the Clinical Governance agenda, the achievement of Corporate Objectives and as a means to improving health and health care services. Workforce Planning and Pay Modernisation are also key components of Staff Governance. This Staff Governance Annual Report provides an overview of the work of the Service and the National Partnership Forum. It outlines the progress that has been made in the Service in relation to working towards improving compliance with the standards as part of a process of continual improvement. 2. The Role and Remit of the Staff Governance Committee The Staff Governance and Remuneration Committee, is a Governance Committee of the Board. Its role is to make sure that the Scottish Ambulance Service has systems in place to ensure the fair and effective management and development of all staff, and that performance is monitored and evaluated. The Committee works in conjunction with the National Partnership Forum. The Staff Governance Standard sets out what each NHS Scotland Board must achieve in order to improve continuously in relation to the fair and effective management of staff. Implicit in the Standard is that all legal obligations are met and that all polices and agreements are implemented. 6

7 The Committee aims to ensure continuous improvement by supporting the creation of a culture, where the delivery of the highest possible standard of staff management and development is understood to be the responsibility of everyone working in the Scottish Ambulance Service. Staff Governance is built on the principles of partnership working between Managers, Human Resources, Trade Union Representatives and staff themselves. 3. Staff Governance Legislation The NHS Reform (Scotland Bill) In September 2004 it became a legal requirement for Health Boards to have arrangements in place for the effective governance of staff. Sections 12H and 85A of the NHS (Scotland) Act 1978 were amended to underpin staff governance with a similar legislative duty to that of financial and clinical governance, thus ensuring equal prominence with the other governance pillars. It shall be the duty in relation to the governance of staff for each Health Board and Special Health Board and of the Agency to put and keep in place arrangements for the purposes of (a) improving the management of the officers employed by it; and (b) monitoring such arrangements (c) workforce planning Failure to comply with the duty will attract the powers of intervention contained in the National Health Service (Scotland) Act These include the general direction making powers under section 2 of the Act and the intervention power in section Assessment Process Evidence to measure success in achieving the five Staff Governance Standards is provided in a number of ways; a Staff Survey, (last one undertaken October 2010), a review of the existing Staff Governance Action Plan, completion of the Staff Governance Self Assessment Audit the collection of Mandatory Statistical information along with any issues identified at our annual accountability review. The Self Assessment for 2010/11, Action Plan for 2011/12 and this Annual Report are required to be submitted to the Staff Governance Unit at Scottish Government having been signed off by the Staff Governance and Remuneration Committee. 4.1 Self Assessment of 2010/11 Action Plan and Action Planning for 2011/12 The self assessment was carried out by the National Partnership Forum in December Prior to the national assessment the Director of Human Resources and Organisational Development and our 2 staff side Convenors conducted self assessment exercises with each of the 8 Divisional/Departmental Partnership Forums and this information is fundamental to the overall self assessment in ensuring that the assessment is based in reality on the ground. Therefore all of the evidence from these assessments is fed into the national self assessment process. 7

8 4.2 Mandatory Statistical Information The collection of the Mandatory Statistical Information (MSI) was produced from the National Workforce System. No issues were highlighted which required new actions. 4.3 Staff Survey Highlight report for the Scottish Ambulance Service:- 22 of staff completed the survey 26 of NHS staff completed the survey Our responses are subdivided into management, EMDC and Vehicle Crew Staff and we now have a divisional/departmental breakdown. These are being used across the Service to develop local divisional action plans to address specific aspects for local action or to develop or roll out best practice from one area to another. Scottish Ambulance Service most positive comparisons between the 2010 and 2008 staff surveys:- 8 SAS positive SAS positive 2008 improvement Agree Personal Development Plan (PDP) I am kept well informed about what is happening in the Scottish Ambulance Service My line manager communicates effectively with me I am clear what my duties and responsibilities are Effective induction I have sufficient opportunities to put forward new ideas or suggestions for improvement in my workplace I am confident my ideas or suggestions would be listened to Care of patients/service users is Scottish Ambulance Service s top priority I am happy to go the extra mile at work when required I would recommend Scottish Ambulance Service as a good place to work I still intend to be working within the Scottish Ambulance Service in 12 months time The last time you experienced discrimination, did you report it? I can meet all the conflicting demands on my time at work I have unrealistic time pressures seldom/never I am able to do my job to a standard I am personally pleased with The sense of achievement you get from work Your job security

9 Scottish Ambulance Service opportunities for improvement comparing the 2010 and 2008 staff surveys:- Does Scottish Ambulance Service act fairly and offer equality of opportunity with regard to career progression/promotion? During the past 12 months, have you experienced discrimination while working for the Scottish Ambulance Service? Reporting No SAS positive SAS positive 2008 improvement The National Partnership Forum met in February to discuss the outcomes of the staff survey and have agreed a whole range of actions which will hopefully work towards improvements, these were included in the 2010/11 action plan. 5. Summary of Progress and Outcomes The Staff Governance Standard sets out what each NHS Scotland employer must achieve in order to improve continuously in relation to the fair and effective management of staff. Implicit in the Standard is that all legal obligations are met and that all policies and agreements are implemented. In addition the Standard specifies that staff are entitled to be: Well informed Appropriately trained Involved in decisions that effect them Treated fairly and consistently Provided with an improved and safe working environment A specific action plan has been developed to address the key concerns raised through the staff survey and this is attached at Appendix B. 9

10 6. Workforce Planning Our workforce plan seeks to set out an overall workforce plan within the wider context of the NHS Scotland reflecting the key messages of Better Health, Better Care: Action Plan Work continues to develop further the workforce planning process to ensure divisional workforce plans are more focussed and are reflected in the Local Delivery Plan. Recognising the challenges ahead, we have invested in Learn and Improve (LEAN) activity to re-examine a number of issues regarding future workforce planning and utilisation. These include the use of relief staff within the Service, on call and detached duty, overtime working and the design of shift working patterns to better reflect demands on the service we provide. This activity is generating some significant challenges, but working together with our staff partners, we are developing an action plan to address the key issues. This should be brought forward over the summer Pay Modernisation Progress All posts covered by Agenda for Change across the Service have completed the job evaluation and review stages. Evaluation work continues, but only as and when new or revised posts are identified. The implementation of the NHS Knowledge and Skills Framework (KSF) has progressed well, and by the end of March of staff had agreed a Personal Development Plan with their line manager (exceeding HEAT requirements). 8. Information Systems Accurate and relevant information needs to be collected to support Workforce Planning, Pay Modernisation and the Staff Governance agenda. HR Information Management and Technology systems are being enhanced at a Scottish level, in line with the ehealth Strategy, through the plans for an NHS Scotland Human Resources system. Implementation of April 2011 onwards. The new national HR system will mean significant technological modernisation and functionality for the Service. In the meantime the Service continues to use its own Personnel system (CHRIS) in the interim and additional training has been provided within the Personnel team to support this. The ongoing roll out of the Crown Workforce Planning System will support more dynamic information in relation to absence and hours lost throughout the service as well as better use of resources.. 10

11 DRAFT 9. Leadership and Organisational Development Given the significant progress in this area it is felt important to highlight these in this report. During 2009/10 A Strategy for Learning Realising our Potential was developed and approved by the Board. This strategy took over 2 years to develop and involved consultation with staff at all levels to help define future ambitions for education, professional development and leadership and management. This strategy represents our organisational commitment to embed learning within all aspects of our organisational activities, to develop not only our clinical skills, but to develop our leaders and managers, and also our support services staff. Realising our Potential has a clear vision: To create a thirst for knowledge and understanding, supported by an accessible educational infrastructure; to embed professionalism at all levels; and deliver improved patient experience as an integrated part of NHS Scotland. This challenge will be met by developing a Careers Framework that encompasses the Knowledge and Skills Framework, National Occupational Standards and core competencies, providing a development map for our staff and an organisational tool to support service design and delivery. Progress with this ambitious programme is reported to the Human Resources Management Team regularly along with the National Partnership Forum, on which basis the self assessment and action plan are made. 10. In Summary and Looking to the Future Scottish Ambulance Service has made considerable progress in working towards implementing National strategy, achieving the Staff Governance Standards. We have made sustained improvement and have robust plans in place to further embed effective staff governance at all levels. In 2011 we have developed HR Measures of Quality, building on the NHS Quality Strategy and designed to ensure the delivery of the HR cultural and development aspects of Working Together for Better Patient Care. This work has involved the development of a number of key HR matrix as shown in Appendix C. Data is being gathered with effect from 1 st April 2011 and will be reported as part of the 2011/12 Annual Report. 11. Recommendation The Board is asked to note the content of this annual report and receive the assurance of the Employee Director and the Director of Human Resources and Organisational Development that the processes required to ensure effective staff governance are in place within the Scottish Ambulance Service and that the annual action plan is appropriately created and effectively implemented and monitored. 11