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.”
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In this section:
- NHSScotland 2020 Workforce Vision (Everyone Matters)
- Staff Governance
- Workforce Plan
- Attendance Management
- Staff Experience (iMatter and Dignity at Work)
- Fitness to Practise
- Principles of Sturrock Review
- Values and Behaviours
- Knowledge & Skills Framework (KSF)
- Mandatory and Statutory Training
- Partnership Working
- Healthy Working Lives (HWL)
- Occupational Health Service (OHS)
- Carer Positive Scheme
- Disability Confident Scheme
- Equality, Diversity & Rights
- Valuing our Staff
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 safe, effective and person centred.
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. In 2019/20 focus was on:
- Embedding iMatter as a continuous improvement tool to improve staff experience with emphasis on responding to feedback, improving leadership visibility and staff engagement.
- Taking action to promote health, wellbeing and resilience.
- Working across organisational and professional boundaries to share good practice in learning and development, evidence-informed practice, and organisational development.
- With our partners, developing workforce planning capacity and capability in the integrated setting.
- Delivering actions within the overview paper “Executive Level Leadership and Talent Management in the NHS in Scotland” published May 2017.
Particular attention was given to the launch of Long Service and Staff Excellence Awards. Both initiatives were very well received across the organisation.
The Board recognises that its most valuable resource is undeniably its staff, and acknowledges 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 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. It highlights the need for staff to be valued, shows that investment in staff is a direct investment in patient care, and 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.
Fitness to practice governance arrangements are in place for professional registration, continuous professional development, and clinical supervision.
In 2019/20, the Staff Governance Committee continued to focus its monitoring activities in respect of the above. The Committee members recognised their obligations to support a culture where the delivery of the highest possible standard of staff management is understood to be the responsibility of everyone working within the organisation and is built upon the principles of partnership. The Committee met on four occasions during the year in line with its terms of reference: 23 May 2019, 29 August 2019, 28 November 2019 and 20 February 2020.
The main priority area in terms of Staff Governance performance management continues to be the pursuit of the Attendance Management target of 5% absence.
The Staff Governance Annual Report 2019/20 provides full details of activity during the year.
Staff Governance Standard and Staff Governance Website
Staff Governance Annual Reports
Staff Governance National Annual Monitoring Returns:
- Self-Assessment 2019/20 (no requirement due to Covid-19)
- Self-Assessment 2018/19
- Self-Assessment 2017/18
Staff Governance Committee Minutes can be found within the Board papers.
In October 2019, the Board endorsed a new Clinical Model and the Implementation Plan for this provides the framework for the Workforce Plan going forward together with the Common Staffing method defined by the Health and Care (Staffing) (Scotland) Bill.
Workforce Plan 2016/21 - latest updates:
One of the key achievements during the year was the significant reduction in sickness absence. The end of year average monthly absence percentage was 5.92%; an improvement of 2.34% from the 2018/19 figure of 8.26%.
Also on a positive note, compliance with notifying absence to EASY (Early Access to Support for You) was 90%. The EASY service provides early intervention and support toemployees who have reported absent for work.
Key Performance Indicator (KPI)
Sickness absence.
As detailed above, the rate of absence was 5.92% in 2019/20 compared to 8.26% the previous year; a reduction of 2.34% enabling a move from the red zone in 2018/19 to the green zone in 2019/20. This target is 5%
Staff Experience (iMatter and Dignity at Work)
The State Hospital’s response rate of 79% in 2019 (77% in 2018) was the fifth highest across NHS Scotland for the Health and Social Care Staff Experience Report 2019
which describes how NHS Scotland performed on iMatter, the Staff Experience survey.
Overall, The State Hospital compared favourably with NHS Scotland colleagues
with the average response rate for NHS Scotland being 62% for 2019 (59% in 2018). Additionally in 2019, The State Hospital achieved a score of 77 on the Employee Engagement Index (EEI), compared with the national score of 76.
In 2019/20 there were four Dignity at Work cases (three in 2018/19) and one Whistleblowing case (zero in 2018/19).
In 2019/20 all professional staff were registered and fit to practise with no lapses in registration.
In response to the report to the Cabinet Secretary for Health and Sport into cultural issues relating to allegations of Bullying and Harassment in NHS Highland that
was carried out by John Sturrock QC, a programme of work was established to take forward the following
themes within The State Hospital: Communications and Engagement, Leadership and Management, Human Resources, Culture and Behaviours, Staff Support, and Governance.
This included a staff survey, results of which formed a presentation that was discussed at various meetings and then rolled out to staff through focus groups led by Heads of Departments. The feedback and learning from
the meetings and focus groups was incorporated into the Culture, Values, Behaviours and Leadership work-stream.
The Board is committed to investing in staff and recognising them for the great work that they do. To this end, staff recognition was the number one priority during 2019/20 with the launch of the Staff Excellence Awards and Long Service Awards. Around 100 staff, volunteers, patients, and guests from the Scottish Government, NHS Lanarkshire, Community Engagement and the Mental Welfare Commission gathered for the celebration. The event received positive feedback from the many attendees.
Additionally, every effort was made throughout the year to increase visibility across the site of The State Hospital’s core values: (1) care and compassion, (2) dignity and respect (3) openness, honesty and responsibility, and (4) quality and teamwork.
In February 2020 work commenced to create a sustainably improved:
- Organisational culture.
- Level of staff engagement, morale and sense of value.
- Team approach and fidelity to the values of the organisation.
- Sense of worth and empowerment for all staff Hospital-wide.
- Leadership and development model for The State Hospital.
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 2020, 99.5% of posts had a validated KSF outline assigned, 46.3% of staff had a live Personal Development Plan (PDP) in place, and 84.1% of staff had an annual review undertaken and recorded on the Turas Appraisal system during the previous 12months.
Key Performance Indicator (KPI)
Staff have an approved PDP.
The PDR compliance level at 31 March 2020 was 84.1% against a target of 100% compared to 80.9% in 2018/19.
Mandatory and Statutory Training
Organisational compliance levels for statutory and mandatory training at 31 March 2020 were 94.5% compliance for statutory training and 85.9% for compliance for mandatory training.
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.
The Human Resources and Partnership Working Group (comprising a range of operational managers, Staff-Side representatives and HR staff) continue to work closely with Partnership Forum colleagues to develop and approve policies relating to staff governance.
Facility Time Statement (July 2019)
Facility Time Reporting 2018/19 2017/18
The State Hospital has held the Healthy Working Lives Gold Award since 2008. Driven by the HWL Group, activities undertaken during the year related to smoking, mental health, drug and alcohol misuse, physical activity, healthy eating, and health, safety and wellbeing.
Of particular note:
- Go with Flo’ was run for the second time and ‘Quit Your Way’ was promoted.
- Suicide awareness was promoted, 10 staff yoga sessions took place, two workshops on Developing Personal Resilience were delivered, and Time to Talk day (February 2020) was promoted.
- The Drug and Alcohol Misuse Policy was reviewed.
- The ‘Daily Mile’ staff walking initiative and local park runs were promoted as was staff use of Sports facilities, six places were funded at the Glasgow Santa Dash, and a Manual Handling Quiz was undertaken in October 2019 with prizes of a Misfit stepper tracker or a posture assessment and back massage.
- Through the Supporting Healthy Choices initiative, information on key health conditions that were prevalent in the Hospital were promoted, Health Champions remained in key locations across the organisation, Dietitians’ Week (June 2019) was promoted and supported, access to healthy eating recipes was provided via the Intranet, and information on nutrition and hydration continued to be made available at health fayres.
- The Healthy Living Plus Award was retained, a healthy meal option in the staff dining room was provided daily, healthy eating promotional days were featured regularly, services provided by Occupational Health were promoted, our Staff Excellence Awards including Long Service Awards were launched, a ‘You’ve Been Mugged’ initiative took place, MacMillan Coffee Mornings were held, and BackCare Awareness Week in October 2019 was promoted and supported.
Feedback from all these events was positive.
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 Occupational Health Service continued to promote and maintain the physical, mental and social wellbeing of staff through the provision of a confidential advisory service on issues concerning health and work, health
surveillance, immunisation, follow up of injuries / traumatic incidents, training, workplace assessments, health promotion activities, counselling and policy formation.
Within the 2019/20 reporting period:
- There were 216 management referrals (259 in 2018/19) and 37 self-referrals (a reduction of around 48% from the previous year).
- 99 pre-placement health assessments were carried out; an increase of 24 (25%) from 2018/19.
- Vision screening tests remained the same as last year – a total of nine.
- 14 Fitech fitness and lifestyle assessments were undertaken with either advice being given or onward referrals made to their GP as appropriate for follow up.
- 526 staff were screened for fitness to participate in Prevention and Management of Violence and
- Aggression (PMVA) training; a 53% increase from last year.
- 108 Hepatitis B vaccines were administered or bloods taken.
- The overall uptake of the flu vaccine was 278 (43%); an increase of 40 from last year.
- Similar to previous years, there were 133 new physiotherapy referrals.
- 17 employees accessed the Time for Talking Employee Assistance programme.
- Demand for referrals to the Keil Centre decreased to 10 from 24 last year.
Occupational Health Service Annual Reports
Accreditation relating to the Carer Positive Scheme remained at Level 1 (Engaged) in 2019/20. This means 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, and 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 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