Workforce
“We will respond to the needs of the people we care for, adapt to new, improved ways of working, and work seamlessly with colleagues and partner organisations. We will continue to modernise the way we work and embrace technology. We will do this in a way that lives up to our core values. Together, we will create a great place to work and deliver a high quality healthcare service which is among the best in the world.”
In this section:
- NHSScotland 2020 Workforce Vision (Everyone Matters)
- Staff Governance
- Sharing Knowledge and Building Relationships
- Workforce Strategy
- Attendance Management
- Staff Experience (iMatter and Dignity at Work)
- Values and Behaviours
- Turas Appraisal / Knowledge & Skills Framework (KSF)
- Mandatory and Statutory Training
- Fitness to Practise
- Leadership
- Partnership Working
- Healthy Working Lives (HWL)
- Occupational Health Service (OHS)
- Carer Positive Scheme
- Disability Confident Scheme
- Equality, Diversity & Rights
- Valuing our Staff
Visit HR Connect, our new online portal for HR information, to access policies, protocols, tools and templates.
NHSScotland 2020 Workforce Vision (Everyone Matters)
Everyone Matters is the workforce policy for NHSScotland - see the NHSScotland 2020 Workforce Vision (Everyone Matters) website
.
It supports the 2020 Vision for Healthcare in Scotland and the NHSScotland Healthcare Quality Ambitions of person centred, safe and effective.
The 2020 Workforce Vision Everyone Matters sets out the core values of NHSScotland which are:
- Care and compassion.
- Dignity and respect.
- Openness, honesty and responsibility.
- Quality and teamwork.
The five priorities within the implementation plan are:
- Healthy organisational culture.
- Sustainable workforce.
- Capable workforce.
- Integrated workforce.
- Effective leadership and management.
The implementation plan for the 2020 Workforce Vision continues to inform the planning process for the Staff Governance action plan which focuses on corporate priorities including the five priorities of the implementation plan of Everyone Matters 2020 Vision.
The Board recognises that its most valuable resource is undeniably its staff, and acknowledges the continuing need to focus attention on key staff governance issues.
The Staff Governance Standard sets out what each NHSScotland employer must achieve in order to improve continuously in relation to the fair and effective management of staff.
The Board recognises the importance of staff governance as a feature of high performance which ensures that all staff have a positive employment experience in which they are fully engaged with both their job, their team, and their organisation.
The Standard highlights the need for staff to be valued and shows that investment in staff is a direct investment in patient care. The Standard specifies that staff are entitled to be:
- Well informed.
- Appropriately trained.
- Involved in decisions which affect them.
- Treated fairly and consistently.
- Provided with an improved and safe working environment.
Measurement of organisational success is against the elements of the Standard through iMatter and the use of the National Annual Monitoring Return. The Return for 2018/19 will be submitted to the Scottish Government by 31 May 2019 in line with process, and forms part of the annual review arrangements for 2018/19.
Fitness to practice governance arrangements are in place for professional registration, continuous professional development, and clinical supervision.
Key achievements in 2018/19 are highlighted below:
- The Values and Behaviours group continued to meet regularly. The focus for 2018/19 was on embedding the NHS / organisational values. This has been supported by an organisational conversation over several months and plans to develop a staff recognition framework. Work has also been delivered to improve staff engagement and to support a healthy work-life balance (Healthy organisational culture).
- Awareness of NHS Staff Benefits continued to be promoted, Flu Vaccination Clinics took place in October and November 2018, and two staff pamper days took place (one specifically for Nursing staff) (Healthy organisational culture).
- During October and early November 2018 the Chief Executive held a number of staff meetings (during weekdays and at weekends) to share information, with as many staff as possible, about current challenges within the service including staff absence and to engage with staff regarding their ideas and suggestions for change. The focus was on empowering staff to influence the direction and effectiveness of the organisation in tackling these key issues and for management to respond to those ideas. In total, 138 staff attended (Healthy organisational culture / Effective leadership and management).
- The Transition Group, Sustainability & Transformation Group, HR and Healthy Working Lives continued to support the organisation through a challenging period. A review of care delivery and staff rostering / shift arrangements is taking place to support this agenda (Sustainable workforce).
- A Nursing Resource Utilisation Project was underway to look at various analyses of workforce and nursing resource utilisation to better understand and address areas of concern. In particular to: (1) Put in place resilient systems that collect and report information on workforce and nursing resource utilisation and support its management, and (2) Deliver Business Intelligence reporting solutions that will provide data analysis and visualisation via interactive dashboards, and the dissemination of information across the Hospital (Sustainable workforce).
- The focus has been on working across boundaries, sharing learning and good practice. This has been achieved through the annual learning plan underpinned by Organisational Development (OD), investment in our Personal Development Planning and Review (PDPR) process and Turas appraisal system as well as encouraging a collegiate approach to learning through initiatives like Greatix, staff recognition and TSH3030 (Capable workforce).
- National work around more effective collaboration between national and regional NHS Boards is fully supported by The State Hospital. Collaborative working with the other national boards to develop joined-up approaches continues in a number of key areas e.g. leadership development, OD plan, HR, procurement. The organisation already works closely with other boards to deliver some essential services e.g. primary care and social work (Integrated workforce).
- Leadership development is supported at all levels across the organisation, with a particular emphasis in the past year on more senior leaders e.g. Project Lift, ‘New Horizons’ programme, Senior Charge Nurse (SCN) development programme, new executive level appraisal documentation, Board Assessment Tool and 360 degree appraisal (Effective leadership and management).
Staff Governance Standard and Staff Governance Website
Staff Governance Annual Reports
Staff Governance National Annual Monitoring Returns:
Staff Governance Committee Minutes can be found within the Board papers.
Sharing Knowledge and Building Relationships
In support of the Global Citizenship Programme (Scottish Government) formally launched in June 2018, links between The State Hospital, School of Forensic Mental Health (Forensic Network), and Pakistan Psychiatric Society (PPS) were established.
In November 2018, Dr Khuram Khan, Consultant Forensic Psychiatrist at The State Hospital visited Pakistan (in his role as State Hospital Champion for the global citizenship programme) to deliver lectures to mental health professionals on the interface between mental disorder and offending in Pakistan. A request has since been made by the PPS to develop a programme for Pakistan's mental health and criminal justice professionals similar to the Scottish Approved Practitioners Course. This work is ongoing currently and the programme is expected to run in October 2019. Dr Khan will, in due course, visit Pakistan to facilitate the teaching with video conferencing planned for other Psychiatrists from The State Hospital to take part in the teaching.
A 10-day PMVA instructor training programme was delivered to staff employed by the Ministry of Health and Prevention in the United Arab Emirates (UAE).
Three presentations on The State Hospital were delivered in response to requests from the local community.
During 2018/19, the Board met its Workforce Plan targets. It is recognised that workforce planning is an iterative process and The State Hospital’s Workforce Plan requires to be updated in line with the:
- Revised Clinical Model.
- Common Staffing method defined by the Health and Care (Staffing) (Scotland) Bill.
As the development of The State Hospital’s revised Clinical Model is expected to be complete in May 2019, and the outcomes from The State Hospital’s application of the Common Staffing Methods proposed to be available from July 2019, the update to The State Hospital’s Workforce Plan will be timed in line with these developments. It is anticipated that a new Workforce Plan should be produced by September 2019.
The interdependency of these three workstreams: Clinical Model, Common Staffing Method, and Workforce Plan should be noted. Time delays in either the Clinical Model / Common Staffing Method will have a knock on effect and ultimately delay production of the Workforce Plan.
Workforce Plan 2016/21 - Update 2018 can be found in the June 2018 Board Papers
Workforce Plan 2016/21 can be found in the June 2017 Board Papers
During 2018 a number of measures have been put in place to manage sickness absence and support staff which has resulted in a reduction of the absence figures. The principal reasons for absence remained consistent with the previous year, with the two most common reasons for absence being anxiety / stress / depression and musculoskeletal conditions.
Despite every effort, absence continued to be above the national target of 5%, negatively impacting on spend, safe staffing levels and patient care.
Key Performance Indicator (KPI)
Sickness absence.
The 2018/19 the rate of absence was 8.26% compared to 8.52% in 2017/18. The target is 5%.
THE EASY (Early Access to Support for You) Sickness Absence Service (staff information) January 2018
Staff Experience (iMatter and Dignity at Work)
The Health and Social Care Staff Experience Report 2018 describes how NHSScotland performed on iMatter, the Staff Experience survey.
Overall, The State Hospital compared favourably with NHSScotland colleagues. The 
average response rate for NHSScotland was 59% for 2018 (63% in 2017/18), below the required 60% to produce a national report.
The State Hospital’s response rate for 2018 was 77% (78% in 2017/18); a very positive result, scoring the 5th highest across NHSScotland. Additionally, The State Hospital achieved the 4th highest Employee Engagement Index (EEI) score of 77%; up a point from last year’s score of 76%. The national average EEI score in 2017/18 was 75%.
In 2018/19 there were three Dignity at Work cases and no Whistleblowing cases.
The State Hospital has adopted NHSScotland values which are:
- Care and compassion.
- Dignity and respect.
- Openness, honesty and responsibility.
- Quality and teamwork.
The Values and Behaviours Group continues to support the organisation in communicating and embedding these values site wide.
In 2018/19, the group led a series of conversations that took place across the organisation to provide a forum to discuss values and what they do and don't mean in practice. Managers played a key role in these conversations ensuring team members had their say and understood what made the values 
meaningful for staff and patients. Patients worked with the Art Therapist during their conservations to capture their thoughts through illustration.
The Board is very clear about what it considers as important and how it wants to guide the culture of the organisation; its staff and greatest resource. Bullying and harassment will not be tolerated in any shape or form. It does not form part of our values and behaviours.
Turas Appraisal / Knowledge and Skills Framework (KSF)
All staff covered by Agenda for Change (AfC) - modernised NHS pay system - are required to take part in an annual review against a KSF post outline. As at 31 March 2019, 96% of posts had a validated KSF outline, 80.9% of staff had a live Personal Development Plan (PDP) in place, and 69.2% of staff completed a review on the new Turas Appraisal system.
Key Performance Indicator (KPI)
Staff have an approved PDP.
The compliance level at 31 March 2019 was 80.9% against a target of 100%. The 2018/19 average monthly completion rate was 71.6% compared to 84.5% in 2017/18.
Mandatory and Statutory Training
Within The State Hospital it is recognised that investment in staff training and development is vital for ensuring safe, responsive and high quality care. A range of learning opportunities and resources can be accessed through the Staff Learning Centre to support mandatory training, skills updates, personal development and continuous professional development (CPD).
Organisational compliance levels for statutory and mandatory training at 31 March 2019 were 91.8% compliance for statutory training and 81.3% for compliance for mandatory training.
In 2018/19 one member of staff had a lapse in their registration.
The Board undertook a self-assessment survey in March 2019 as part of the Corporate Governance Blueprint. An action plan for improvement will be launched in 2019/20.
Members of the Senior Management Team commenced a 360 degree feedback exercise where they receive feedback from a range of people on their leadership style and how it might be developed.
Many staff were availed of external opportunities through NHSScotland’s Project Lift initiative whereby they complete a self-assessment and ensure they are linked in to national leadership development programmes. Meanwhile, in-house leadership development opportunities were also offered through the corporate calendar.
The State Hospital’s Staff Partnership Forum is well established. Respective roles and responsibilities are recognised as are shared values and common purpose. These elements provide the basis for a continually improving partnership which has led to long-term solutions that work both for staff and, more importantly, for patients.
During 2018/19 a number of issues were progressed in partnership with staff representatives including Agenda for Change, Attendance Management, iMatter Action Plans, National Boards Collaboration, Nursing Pool, Personal Development Planning & Review, Staffing Levels, Scottish Terms and Conditions Committee (STAC) and Working Time Directive.
The Human Resources and Partnership Working Group (comprising a range of operational managers, Staff-Side representatives and HR staff) continued to work closely with Partnership Forum colleagues to develop and approve policies relating to staff governance.
The Hospital’s Staff Charter places partnership working at the heart of all employment issues.
Facility Time Statement (July 2019)
Facility Time Reporting 2018/19 2017/18
The Board promotes a healthy working environment that takes staff wellbeing seriously.
The State Hospital has achieved and continued to maintain the Healthy Working Lives Gold Award since 2008 thanks to the efforts of the Healthy Working Lives Group and staff across the organisation who support the ethos of Healthy Working Lives. Through the dedication of its multi-disciplinary working group, numerous events and initiatives across the organisation are supported and delivered.
The Healthy Working Lives Group’s mission is to provide a forum where health, safety and wellbeing issues can be identified, and strategies put in place to create improvements that result in a happier, healthier and highly engaged workforce. The ultimate aim of the Healthy Working Lives Group is to improve the health, safety and wellbeing of all our employees, particularly in the following areas: supporting mental health awareness and education, improving physical health and promoting links / networking within and outside of the organisation.
Good nutrition and healthier eating options continue to be promoted for patients and staff. The Staff Restaurant offers a range of healthy eating options 
and has a light, airy and contemporary feel. There is a self-service salad bar, a double soup station, two hot serveries, a dedicated take away section and a new coffee lounge where hot and cold refreshments are available 24 hours a day for staff to purchase.
The Hospital has a Sports & Fitness Centre that can be used by staff at certain times of the day / night.
Staff joining The State Hospital are automatically enrolled into the NHS Contributory Pension Scheme but staff have the option to opt out if they wish to do so.
Occupational Health Service (OHS)
The Hospital has a well established Occupational Health Service. In 2018/19 the range of services offered related to:
- First aid.
- Fitech fitness and lifestyle assessments.
- Health surveillance and monitoring.
- Hepatitis B immunisation programme.
- Influenza immunisation (seasonal) programme, and other immunisations.
- Links with other organisations, e.g. Time for Talking and The Keil Centre in Edinburgh.
- Night worker assessments.
- Pre-placement health assessment.
- Screening for fitness for participation in Prevention and Management of Violence and Aggression (PMVA) training.
- Traumatic incident follow up.
- Treatment services.
- Vision testing.
There were 246 management referrals made in 2018/19 compared to 193 theprevious year. Above that, 145 referrals were made to the Physiotherapy Service in 2018/19 compared to 123 in 2017/18.
Occupational Health Service Annual Reports
In 2018/19, The State Hospital remained accredited at Level 1 (Engaged) of the Carer Positive Scheme:
- The organisation has awareness of carers within the workforce and has made a commitment to support carers through workplace policies / working practices.
- There is some evidence that systems and processes have been developed to support this.
- Carers are supported to identify themselves as carers and can access support within the organisation to help them manage their work and caring responsibilities.
The next step is to work towards achieving Level 2 (Established).
During 2018/19, 1.53% of staff declared that they had a disability.
The State Hospital has achieved Level 2 of the Disability Confident Scheme (which demonstrates that the Hospital is positive about employing people with a disability) and is working towards achieving Level 3.
Our Employment Monitoring Reports relate to employee information associated with public sector equality duty in compliance with Section 149 of the Equality Act 2010 (the public sector equality duty) and The Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012.
Employment Monitoring Reports including gender pay gap (every two years): 2018/19 2015/16
Equal Pay Statement: April 2017
Equality Outcomes 2013/17: April 2017
Valuing our Staff (general information) January 2018