Parallel Session: Many Voices, One Vision: The 2020 Workforce Vision

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We all know that the demands for healthcare and the way it will be delivered will be very different in the future. The NHSScotland workforce will need to cope with growing demand for services and adapt to new ways of working. Improving patient care and our overall performance can only be done with the support of the workforce. This session looked ahead seven years at how we are going to make this happen, the support that staff will be given and the values that will guide this work.

See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources

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  • Long version 3:38
  • (John C/Shirley – 3 slides - less than 10 minutes in total)Welcome - this session which is about the 2020 Workforce Vision, just published and in your packs – vision statement is on the slideThanks - for your input through the engagement process . We want to continue that engagement with you to inform the change ahead. Thanks to project board and facilitators, thanks to teamStructure of session - This session will include some audience participation, you will get to hear what people have said and there will be time for discussion in your tables Personal bit about why this matters – We have over 150,000 staff and the majority of the 2020 workforce already work here or are in training. The 2020 Workforce Vision makes a commitment to valuing the workforce and treating people well. It sets out the things we need to do to make this vision a reality.We are well placed to deliver the 2020 VisionI want to share with you where Scotland stands with this work in relation to other countries
  • John So how good are we in Scotland? This is what others have said.Don Berwick (Institute of Healthcare Improvement), a recognised international expert on patient safety, has said, “NHSScotland has undertaken a bold, comprehensive, and scientifically grounded programme to improve patient safety. The dedication of NHS leadership at all levels to this endeavour is clear, and bodes well for success. In its scale and ambition, the Scottish Patient Safety Programme marks Scotland as leader – second to no nation on earth – in its commitment to reducing harm to patients dramatically and continually.”Research carried out by Nottingham University Business School describes NHSScotland’s approach to industrial relations as “….probably the most ambitious and important contemporary innovation in British public sector industrial relations.” (Nottingham University) 
  • JohnWe aspire to be world class in ScotlandI would like to introduce you to professor Jim Buchan who is Professor at Queen Margaret University in Edinburgh and currently working part time as a Specialist Adviser with Health Workforce Australia, the federal government agency. Jim knows the Scottish context and how we compare on the international stage.
  • Jim Buchan – 3 slides – not more than 10 minutes altogetherMake link to 2020 Workforce Vision
  • Jim
  • John – 1 slide – 1 minuteThanks to Jim for positioning NHSScotland on the world stage for this work.Lets refocus now on NHSScotland and everyone here today.I will ask Shirley Rogers to introduce this part of the session
  • Shirley – 5 slides – not more than 10 minutes Hello to everyone here todayThis part of the session is about engaging with you about the changes aheadNothing stands still and change is constantIt has a fast moving pace with Highs and lows over timeRather like our heartbeat trace you have just seenWe are all involved in this change and the 2020 workforce vision will affect all of us but in different waysWe are all different Let’s see how different we are in this groupI would like you to help me with this by using a voting system with meThere are 4 questions for you to answer
  • Shirley - first questionInvite audience to pick up voting buttons from the table and select one answer. First question: How are you?Look at counter at top right of screen to see how many have voted and wait a few seconds until 90ish have voted.Press next slide to get results
  • Second question
  • Third question
  • Fourth QuestionSummarise what has emerged from the voting and why this matters to the whole workforce – we are all different.Thank everyone for taking part in the votingWe have heard what you have said in this room. I would now like to introduce you to Elizabeth Stow, staff side member and member of the Programme Board who will take us through what you told us about the 2020 Workforce Vision
  • Elizabeth Stow - 7 slides - not more than 10 minutesHello everyoneLets look at the level of engagement we had with 2020 Workforce Vision
  • Wow! 10,000 people have contributed, Huge number given that this was a qualitative research programmeWe are delighted by this response from you all
  • Lets look at who responded (Take people through the slide)Breakdown by staff group was provided for around three- quarters (71.75%) of participants and is summarised on the slide. The middle column shows the breakdown of respondents.Figures in the right hand column show the equivalent breakdown of the NHSScotland workforce as at 31st December 2012 (source, ISD).While there is a slight negative variance for some staff groups, the range of staff who participated in the initial engagement phase is broadly representative of the wider NHSScotland workforce. We have a vast wealth of feedback from the 10,000 people.We have captured some of what people said on our conversation wall on the 2020 workforce Vision exhibition stand There is also a summary report on stand 21 to take away And you can visit the website – address in your packsLets listen to some of the 10,000 voices now
  • Elizabeth There will be 3 groups of quotes – what they say is quite typical of what many have said.First group – 35 seconds Audio quotes as followsWe need to focus on attitudes and values at the recruitment stageStaff need to feel valued – it’s not always about money or reward, sometimes its just about recognition of achievementWe need to ensure that mature workers are supported and retained in the workforce; they are valuable assetsHow can I be expected to care for patients and meet my learning needs when we often struggle to even visit the toilet. Investment is required in technology – not just the hardware and software but also in terms of ensuring people are able to make best use of it.
  • Second group (Audio Quotes – 41 seconds)Staff need to feel valued, especially when they go the extra mileBuildings need to stay open longer, services need to be open and responsive and staff need to be able to work from a variety of locations and basesWe need to get away from specialisation and sub-specialisation - it isn’t providing what our elderly patients need and they are our main patients in the futureI appreciate the effort and what has been written so far. But part of me wonders if anyone will actually read my comments.We really need a culture which supports and celebrates achievement and success
  • Third Group(Audio quotes 33 seconds)It’s important to say thank you when people have done a good jobMy vision for 2020 would be to make sure there are enough staff where they are neededAs a health visitor with high demands on my time, documentation is something which I spend a great deal of time on. Surely technology could be used to speed this up leaving more time for patient contactI'm proud to work for an organisation which sets itself the goals set out here.However, there needs to be a clear plan to make sure that this becomes real.
  • Very powerful stuff. Hopefully you will begin to see how we got from Many voices, to one vision. These are some of the very clear messages that we have heard and all of this is reflected in “Everyone Matters”. Even the workforce vision statement (on the slide) was directly informed by what people said.Encourage you to have a look at what else was said in the summary report – which is on our exhibition stand (no 21).We now need to focus on where we are going and how we are going to get there. Shirley will take us through this part of the session
  • Shirley – 7 slides - 15 minutes maxEverything that you heard was said by many people and has shaped the 2020 Workforce Vision. Lots more quotes on our exhibition stand – encourage you to visit.So the big question now is how will we get to 2020 – what will drive and guide us on this journey? We have heard from lots of people about what matters to them, their hopes, fears and aspirations for the future. Lets listen to what people said – 3 groups - video, audio then video to end.
  • (Video – 40 seconds – lady in striped top talks about her mother) What would you all have said if asked?
  • Audio clips – (2 minutes 30 seconds) people talking about their hopes, fears and aspirations for the futureWhat would you all have said if asked?
  • Video - 30 seconds - ambulance workersWhat would you all have said if asked?So much of what people are saying is about the things they value and how they want to work in future. The consultation and engagement has helped to shape our core values for NHSScotland (they are stated in page 3 of Everyone Matters booklet) Let me remind you of what our values are.
  • From what has been said by so many people we got a very clear sense of the things people value and how they want to work in the future. Many Boards have developed their own local values and we want to ensure that they align with these core NHSScotland values.Values are the essence of what we are all about and influence everything we do in our day to day work – the decisions we take and the way we treat each other.Values reflect our intent and motivation.We think that embedding our values is the number one priority going forward. We need to get on with this nowTake out your Everyone Matters booklet and have a look at it
  • (John – 15 minutes in total. 10 for discussion and 5 for voting)For this part of the session we want you to work in your tables to consider our key priorities and what matters to you.
  • JohnBased on what has been said we have identified this list of possible priorities for the future. We think values are the number one priority and that we need to get on with embedding them – however, we are keen to find out what you think. Introduce discussion - To help your thinking on this you have a number of examples of services that have been redesigned over the last 7 years, you have also got our shared values. We want you to think about these and discuss what matters most to you going forward. Discuss these prioritieswith others at your table(about 10 minutes)Then I will ask you to (individually)select one short/medium term priority and one longer term priority.
  • JohnInvite everyone to individually select one priory.
  • JohnInvite people to individually Select one longer term priority.Reflect on what has been voted on. They are all prioritiesOut of hours quote on exhibition banner – People told us “There should be more focus on out-of-hours services and also more flexible working and I think that better use of technology will facilitate this.”
  • John Feedback from both sessions at this event will help us to shape our priorities for implementation. We will use this in our discussions with Boards and other key stakeholders to inform our implementation plans. We need to decide what we can take forward at national level and what can be done locally. You can help us with this.Everyone who is involved in the delivery of healthcare in Scotland will be asked to play their part in making this vision a reality, and to live the values that are shared across NHSScotland. We want to continue the engagement with you and we’d like you to reflect on what you have heard today. Tell us what you will do when you go back to your job tomorrow to ensure the conversation continues and you play your part in implementation. Cards on your table for everyone to fill in – two copies each.Invite you to take one copy of your card to our exhibition stand to continue the conversation. Take the other one away with you.Thank you for coming along, participating and listening. Look forward to seeing you again to take this work forward.
  • End music, “when will I see you again”
  • Parallel Session: Many Voices, One Vision: The 2020 Workforce Vision

    1. 1. Everyone Matters 2020 Workforce Vision
    2. 2. Everyone Matters: 2020 Workforce Vision 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.
    3. 3. What others have said • “In its scale and ambition, the Scottish Patient Safety Programme marks Scotland as leader – second to no nation on earth – in its commitment to reducing harm to patients dramatically and continually.” (Don Berwick) • “….probably the most ambitious and important contemporary innovation in British public sector industrial relations.” (Nottingham University)
    4. 4. Everyone Matters International context
    5. 5. International context • Demographic double whammy- ageing population/ ageing workforce • Global financial crisis- impact on heath sector funding and on labour market behaviour • Growing recognition that policy focus must be on workforce sustainability: retention, motivation, skills enhancement, team-working. • Workforce policy alignment, not just “more of the same”.
    6. 6. International context • Growth in health spending per capita slowed or fell in real terms in almost all European countries….Many European countries concerned about current or future shortages of doctors……shortages of nurses; OECD: Health in Europe (2012) • EU Joint Action on the health workforce (2013); Four areas for action: 1. Improve workforce planning 2. Anticipate skills needs 3. Recruitment and retention 4. International ethical recruitment
    7. 7. “Bundled” solutions: e.g. Australia
    8. 8. Everyone Matters 2020 Workforce Vision
    9. 9. Everyone Matters Getting to Know You
    10. 10. How are you? A. Very well indeed B. Fairly well C. Been better D. Terrible Veryw ellindeed Fairlyw ell Been better Terrible 0% 0%0%0%
    11. 11. How long have you worked for NHSScotland? A. Forever (more than 20 years) B. A while (more than 7 years) C. Not long (less than 7 years) D. I don’t Forever(m ore than 20 ye... A w hile(m orethan 7years) Notlong(lessthan 7 years) Idon’t 0% 0%0%0%
    12. 12. Do you expect to still work here in 2020? A. Yes B. No C. Not got a clue D. I don’t work for NHS Scotland Yes No Notgotaclue Idon’tw ork forNHSSc... 0% 0%0%0%
    13. 13. Did you take part in the engagement or consultation for Everyone Matters? A. Yes B. No C. What’s that? Yes No W hat’sthat? 0% 0%0%
    14. 14. Everyone Matters What you told us
    15. 15. Many voices, one vision 10,000 voices
    16. 16. Who participated? Staff group % of respondents % of workforce Nursing & Midwifery 37.07% 42.7% Administrative Services 28.58% 18.3% Support Services 11.29% 10.3% Medical (Hospital, Community & Public Health Services) 4.80% 8.5% Allied Health Professions 9.99% 7.2% Healthcare Science 3.59% 4.0% Emergency Services 0.13% 2.8% Other Therapeutic Services 3.32% 2.7% Medical & Dental Support 0.36% 1.4% Personal & Social Care 0.29% 0.7% Dental (Hospital, Community & Public Health Services) 0.58% 0.5%
    17. 17. What did you say? Recorded voices 6/8?
    18. 18. What did you say? Recorded voices 6/8?
    19. 19. What did you say? Recorded voices 6/8?
    20. 20. 2020 Workforce Vision 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. technology values respond modernise people Together care adapt great place
    21. 21. Everyone Matters Hopes, fears and aspirations
    22. 22. Hopes, fears and aspirations Recorded voices 6/8?
    23. 23. Hopes, fears and aspirations
    24. 24. Hopes, fears and aspirations Recorded voices 6/8?
    25. 25. NHSScotland Values •Care and compassion •Dignity and respect •Openness, honesty and responsibility •Quality and teamwork
    26. 26. Everyone Matters Next Steps What are our priorities?
    27. 27. Priorities Short/medium term A. Embedding values B. Service re-design (for sustainability) C. Clear governance for integrated services D. Recruiting to values E. Developing support workers Longer term A. Leadership development for all B. Align education and training with future need C. Better use of technology D. Wider access to services
    28. 28. Which is highest priority? Short/medium term A. Embedding values B. Service re-design (for sustainability) C. Clear governance for integrated services D. Recruiting to values E. Developing support workers Em bedding values Service re-design (forsust... Cleargovernance forinteg... Recruitingto values Developing supportw orkers 0% 0% 0%0%0%
    29. 29. Which is highest priority? Longer term A. Leadership development for all B. Aligning education and training with future need C. Making better use of technology D. Wider access to services Leadership developm entf.. Align education and trai... Betteruse oftechnology W ideraccessto services 0% 0%0%0%
    30. 30. What will you do?
    31. 31. 10,000 voices One vision www.workforcevision.scot.nhs.uk

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