NES Item 8a March 2017 NES/17/25 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper NHS Education for Scotland Local Delivery Plan (LDP) 2017-18. 2. Author(s) of Paper Donald Cameron (Director of Planning and Corporate Resources) and Caroline Lamb (Chief Executive) with contributions from Executive Team colleagues. 3. Purpose of Paper To present the draft NES Local Delivery Plan (LDP) for 2017-18. 4. Key Issues In line with the 2017-18 LDP guidance we are required to submit a draft 2017-18 Local Delivery Plan (LDP) by the end of March 2017, with the final document being approved in September 2017 to allow for comments and amendments resulting from on-going discussions with other NHS Boards regarding what can be delivered on a more collaborative or shared service basis. While this draft LDP represents the fourth year of our refreshed strategic framework for 2014-19 Quality Education for a Healthier Scotland, it is a briefer more strategic document than in previous years to reflect the changing planning environment introduced by the publication of the Scottish Government s Health and Social Care Delivery Plan in December 2016. This LDP is presented broadly within the format prescribed by Scottish Government guidance and focuses on our support for; (1) the Health and Social Care Delivery Plan; (2)the Scottish Government s healthy life expectancy purpose target; (3) key national targets, in particular the aspects of the Everyone Matters: 2020 Workforce Vision which relate to safety, person-centred care and other workforce priority areas identified by our stakeholders, and; (4) an outline of our plans to develop the NES workforce in line with the Everyone Matters: 2020 Workforce Vision Implementation Plan for 2017/18 At its core this draft LDP is designed to focus on the important contribution we can make to transformational change by outlining how we will support the workforce requirements of the Health and Social Care Delivery Plan. It is supported by a detailed operational plan, aligned to our strategic framework, which includes the full range of activities, their Planned Impact (Outcome) and the associated SMART targets we plan to deliver within the available budget over the forthcoming year. It is important to note that targets may be subject to further change as a result of ongoing prioritisation work and we anticipate presenting the Operational Plan at the April Board meeting. 5. Educational Implications This draft LDP positions NES to develop a national support role in;
workforce planning; workforce systems; undergraduate education; credentialing; commissioning and; quality management. 6. Financial Implications The LDP will be delivered within the financial plan agreed by the Board. 7. Which NES Strategic Objective(s) does this align to? The LDP is supported by an operational plan which is aligned with the five strategic themes and nine key outcomes within the strategic framework approved by the Board in 2014. 8. Impact on the Quality Ambitions The LDP supports all three Quality Ambitions for NHSScotland. 9. Key Risks and Proposals to Mitigate the Risks Some of the key challenges for delivery of 2017-18 LDP activities include: financial resourcing versatility of our workforce changing policy and political environment Policy analysis is an on-going feature of the planning process along with analysis of our stakeholder s plans and development of collaborative approaches. We aim to mitigate risk by developing a versatile project based workforce with the flexibility to work across traditional boundaries and developing a lead role in; workforce planning; workforce systems; undergraduate education; credentialing; commissioning and; quality management. In addition, we will continue to develop our approach to operational planning by focussing on the longer term Planned Impact (Outcome), and the SMART Targets which will act as stepping stones during the coming year to achieving that outcome. The process is integrated with long-term financial planning, individual and corporate performance management and our programme of organisational improvement. 10. Equality and Diversity Impact Assessment The NES response to the equality and diversity agenda is set out in the Operational Plan. 11. Communications Plan The final LDP will be supported by key corporate communications designed to promote the it both internally and externally, following approval by the Board and sign-off by the Scottish Government. 12. Recommendation(s) for Decision To approve the 2017-18 draft LDP for submission to the Scottish Government at the end of March 2017.
Local Delivery Plan 2017/18 Document Control Version Date Author Comments Draft v1.0 27/01/2017 DC First draft. Draft v1.1 13/02/2017 CL and DW CL edited and DW included section 6. Draft v1.2 16/02/2017 Executive Team Additions from Executive Team and other colleagues. 1
1. Introduction from our Chair and Chief Executive The people who work in and with NHSScotland are its most important asset, and having the right numbers of trained staff, in the right place, at the right time is key to achieving the triple aim of better care, better health and better value in Scotland s health and care services. At the same time, expectations are changing, as people look for control over their working lives, better career development and more flexible working. NHS Education for Scotland is the national special NHS Board with responsibility for educating, training and developing the workforce. Through our structured training programmes, and our educational resources we have a unique opportunity to engage with staff across the whole of our NHS. We are the people organisation of NHS Scotland. More than ever we need to be able to support our workforce in a way that enhances their experience and assists in recruiting and retaining the right people. Our Local Delivery Plan for 2017/18 focuses on the important contribution we can make to transformational change, supporting the actions set out in the Scottish Government s Health and Social Care Delivery Plan published in December 2016. The Health and Social Care Delivery Plan presents an opportunity for us to use Once for Scotland principles to improve and enhance the employment experience, and to release capacity for patient care. It sets out a framework within which we will continue, and accelerate our work across health and social care to support and engage staff; through providing access to excellent educational opportunities; sharing resources across sectors; and working with the higher and further education sector to achieve NHSScotland priorities. It also represents an opportunity for us to work with NSS to improve the collection and management of workforce planning data across health and social care in support of the National Health and Social Care Workforce Plan. Lindsay Burley Chair Caroline Lamb Chief Executive 2
2. Our role, our vision and our mission We are a national special NHS Board with responsibility for education, training and workforce development. Our vision: Quality Education for a Healthier Scotland Our mission: Education that enables excellence in health and care for the people of Scotland We will support the Scottish Government's Health and Social Care Delivery Plan by developing a workforce that is responsive to the changing demands on health and care services. Our strategic framework for 2014-19 Quality Education for a Healthier Scotland supports this ambition and is based around five strategic themes supported by nine outcomes. As well as support for the Health and Social Care Delivery Plan, these themes and outcomes help to deliver key national policy drivers including; the National Clinical Strategy, the Everyone Matters: 2020 Workforce Vision, health and social care integration and wider public sector reform. Our five strategic themes are: Theme 1: An excellent workforce Theme 2: Improved quality Theme 3: New models of care Theme 4: Enhanced educational infrastructure Theme 5: An improved organisation Our responsibilities and expertise lie in three broad areas which are outlined below. 2.1 The Recruitment, Support and Management of Training and Education We recruit to, administer, and quality manage postgraduate training programmes for doctors, dentists, clinical psychologists, healthcare scientists, pharmacists, and those on the graduate training scheme; in accordance with regulatory requirements. We recruit to around 1,700 posts each year, and we have around 7,000 trainees in management. All trainees are based in NHS Boards or primary care locations and we employ General Practice Specialty Trainees (GPSTs) in the practice based component of their training. We also support undergraduate 3
placements for nurses, midwives and allied health professionals in NHS Boards and care homes; and we performance manage the undergraduate nursing schools against Scottish Government targets. 2.2 Educational Materials, Resources and Learning Opportunities We provide around 3,500 journals and ebooks to NHS and social services staff. We develop learning resources and learning provision, both face to face and digital based on Scottish Government priorities and the continuing professional development priorities identified by practitioners. In many areas of this work we collaborate closely with the Scottish Social Services Council (SSSC). We have expertise in the design and authoring of digital learning materials. 2.3 Educational Infrastructure We provide people, physical and digital educational infrastructure. We have a network of staff who work on a full time or sessional basis for us across all NHS Boards and in care homes. These staff manage training programmes, facilitate placements, support practice education and provide an infrastructure to ensure that our training meets regulatory requirements. Through the payment of ACT (Additional Cost of Teaching) funding we also support NHS Boards to provide teaching to undergraduate medical and dental students and we have systems in place to track the teaching provided. The physical infrastructure that we provide includes a mobile clinical skills unit which supports training in remote and rural locations. We also support specialist clinical skills centres in Dundee and Larbert. Our bases in Edinburgh, Glasgow, Dundee, Aberdeen and Inverness provide training facilities and support the administration and quality management of trainee programmes, and liaison with the NHS Boards providing placements. We also support 19 Teach and Treat centres across Scotland which provide teaching opportunities to undergraduate and postgraduate practitioners. Our digital platform, TURAS, has been developed over the last two years and currently supports 37,000 users and 7 applications. TURAS is scalable, accessible from any device, and regardless of employer. It is therefore capable of supporting 4
integration of functionality and resources across health and social care (and beyond). TURAS and the applications it hosts have been developed in an incremental way, using agile methodology. We will continue to migrate further services to the platform during 2017/18 with a consequential rise in user numbers. The applications we have already developed are rolled out into every NHS Board, and are accessible by all trainees. During 2017/18 the Care Inspectorate plans to develop its own applications hosted within the TURAS platform. A key component of our digital infrastructure is our ability to provide data and analysis, intelligence and modelling of data relating to workforce. We produce data for Scottish Government in relation to the training pipelines in medicine, nursing and midwifery. We also work with National Services Scotland (NSS) to produce the dental workforce report, together with data on the psychological therapies workforce. 5
3. The Health and Social Care Delivery Plan The Health and Social Care Delivery Plan (the delivery plan), was published by Scottish Government in December 2016 and our LDP is shaped to indicate our response. The delivery plan sets out to provide high quality services that have a focus on prevention, early intervention and supported self-management. The delivery plan recognises that to realise these aims investment must be matched with reform to drive further improvements in services. It sets out how NHS Boards will work together through three regional groups alongside a continual expansion of national services. It also sets out an intention to explore the scope for more effective and consistent delivery of national services and a Once for Scotland approach to support functions. As a national health board NES has focussed this section of our LDP on the contribution that we will make to driving the work of the delivery plan, on our own or in collaboration with other national boards. We believe that as the people organisation of NHS Scotland, we have key expertise and capabilities to deliver a Once for Scotland approach and can achieve significant improvements in quality, consistency, efficiency; and most importantly in the employment experience of our workforce. We are committed to working in collaboration with other NHS Boards, both locally, regionally and nationally; and across the wider public sector to deliver this. 3.1 Education and Training Education and training is our core business and the delivery plan provides an opportunity to establish a much stronger national approach that is better linked to workforce planning. We plan to work with National Services Scotland (NSS) to bring a new approach to the way in which local NHS Boards and the developing regions commission education and training both regionally and nationally from colleges and universities. We believe that there is an opportunity for us to drive down costs through more effective procurement of these services, and for us to support recognition and transferability of learning though credentialing 1. There is 1 For example, as envisaged by the UK Shape of Training review, and supported by the General Medical Council. 6
also the potential to scale up national support for attracting young people into the health and care sector. We will provide a high degree of assurance that the educational quality of key programmes is subject to effective and efficient governance, and we will drive improvement in educational programmes where deficits in quality and governance are identified, securing an improved training environment through quality management (QM), quality improvement (QI) and educational governance. In undergraduate education, we will continue to manage the additional cost of teaching (ACT) funds in medicine and dentistry, which help NHS Boards to provide a high quality learning environment for undergraduates. There is also an opportunity to build on the performance management role that we already have for nursing and midwifery students. We will work with Scottish Government to scope out the opportunities for NES to take a role in collaborating with our universities to develop undergraduate provision for all the healthcare disciplines that helps to ensures the outputs from these courses are responsive to the needs of NHSScotland and secure best possible value for the public purse. We also play a key role in medical revalidation, providing appraiser training and the national Scottish Online Appraisal Resource (SOAR), as well as fulfilling the responsible officer (RO) role for all doctors in training in Scotland. We will aim to build on this and develop an appropriate role in the revalidation of other professional groups. This is an area where both NSS and Healthcare Improvement Scotland (HIS) also play a key role, and one in which we will work with HIS to look for better alignment of activities. 3.2 Workforce Planning The delivery plan sets out the aim of producing a National Health and Social Care Workforce Plan. National workforce data is held by ourselves and NSS and it is evident that education and training is central to developing the health workforce. We bring a UK wide and international perspective to this area and we will work with NSS, to respond constructively to the discussion document issued on 1 st February 7
2017 and to make best use of available resources to provide better data; intelligence, and insight, into demand and supply pressures to inform future workforce planning. 3.3 Workforce Systems The delivery plan sets out a key aim of expanding the Once for Scotland approach to support functions, alongside a commitment to support the development of a new Digital Health and Care Strategy, both in terms of digital technology and workforce development. Underpinning this approach is a requirement for modern, flexible and user centred digital infrastructure. We have a track record in Digital Transformation and since 2014 we have transformed our digital landscape and developed TURAS, our digital platform. TURAS sits on a commercial cloud platform providing always available, accessible, scalable services, which can be accessed by all those who need them, across organisational boundaries. Within TURAS we have used agile methodology to develop applications which are currently delivered to over 37,000 users. In April 2017 we will launch TURAS Learn, which will provide core learning management systems, free of licensing cost across health and social care. We are now working with NSS to develop a roadmap for digital business systems across NHSScotland. This work will feed into the Digital Health and Care Strategy and will help to ensure that future business systems are focussed on supporting integrated services, user centred approaches and Once for Scotland delivery. 3.4 Employment Related Issues We already provide a Once for Scotland service for trainee doctors and dentists through our Protecting Vulnerable Groups Scheme (PVG) and Tier 2 visa services as well as national trainee recruitment within the UK system. These services were provided as first steps in the wider NHSScotland project to reduce the number of times trainees have to move employment. As the next step in this work we have agreed that NES will take on the employment of GPSTs in their hospital as well as their practice placements. We aim to implement this on an early adopter basis from August 2017 and we are also working up the necessary system developments to support the roll out of this model at scale. 8
3.5 Leadership and Management Development Developing a workforce that is open to change and with a focus on improved quality is a key action in the delivery plan. We will continue to support the Scottish Government's Executive Leadership, Talent and Succession Planning agenda. We will provide national organisational and leadership development that supports the adoption of leadership qualities and management competencies at all levels to help improve change management, performance improvement and collaborative working. Working with the Scottish Government, we aim to ensure that current leaders are equipped to drive the changes required in health and social care and to put arrangements in place to identify the future leaders of NHSScotland. 4. Key National Targets and Stakeholder Priorities The Scottish Government's 2020 Vision for health and social care is that everyone is able to live longer healthier lives at home, or in a homely setting. While the current review of targets is ongoing, this section of our LDP focuses on existing national targets and indicators. As the people organisation of NHS Scotland our focus is particularly on aspects of the Everyone Matters: 2020 Workforce Vision relating to safety and person-centred care; as well as priority areas identified through an analysis of our stakeholder s plans. 4.1 Patient Safety It has been said that education and training is patient safety for the next 30 years 2, and it is the core business of NES to support patient safety by ensuring that we recruit and train the health workforce in Scotland to the highest possible standards in line with the requirements of the regulatory bodies. In addition, we will develop educational resources that support staff to improve the health and wellbeing of patients. These include patient safety, elearning and human factors education for core trainer groups across health and social care. We will provide clinical skills training through our Mobile Skills Unit (MSU), support for three specialist clinical skills units and the Scottish Multidisciplinary Maternity Development Programme. We will also support the Health Protection and Healthcare Associated Infection 2 Professor Sir John Temple Time for Training May 2010. 9
(HAI) action plans through health protection, and infection prevention and control education across health and social care. 4.2 Person-centred Care Person-centred care principles are embedded in all our activities to place people at the heart of services through education that supports the principles of realistic medicine and has a focus on shared decision making to help reduce referrals. Over the forthcoming year we will deliver training which aims to improve the quality and safety of primary care for people with long term conditions and mental health difficulties. We will develop education for staff, patients, families and carers to help improve care for people who are dying and bereaved and we will develop skills, knowledge and awareness within health and social care practice in relation to the Duty of Candour, the new model complaints handling procedure and Values Based Reflective Practice. We also aim to improve the evidence base of spiritual care across health and social care chaplaincy and we will support the development of an undergraduate programme in this area. 4.3 Recruitment and Retention Recruitment and retention remains a key issue in developing an excellent workforce, particularly in medicine. We will continue to manage the successful progression through medical training programmes to provide a pipeline for the consultant and GP appointments required by NHSScotland and we will provide Return to Practice and Return to Work initiatives for a broad range of healthcare professionals. We will use social media and other channels to promote Scottish Medical Training, to attract non-training grade doctors to work in Scotland and to promote Scotland as a great career destination. We will work on solutions which include; attracting people from a broader range of backgrounds, more flexible entry and career pathways, a focus on posts that are hard to fill and Once for Scotland digital solutions that enhance staff engagement and support. 4.4 Role Development Developing existing, new and extended roles and the people in those roles is an important enabler of new models of care and presents an opportunity to help address recruitment and retention issues. We will support the target to train an 10
additional 500 advanced nurse practitioners by 2021 and we will develop pharmacists and optometrists as Independent Prescribers and pharmacy technicians to take on extended roles. Finally, a 2020 Vision priority for us is to continue to improve access to learning, qualifications and education pathways for healthcare support workers to support better career development and succession planning for this group of staff. 4.5 Health and Social Care Integration We will continue to work in partnership with the Scottish Social Services Council (SSSC) and the Care Inspectorate (CI) to support integration. The launch of TURAS Learn in April 2017 will allow sharing of learning resources across sectors regardless of employer. Both the SSSC and CI are also planning to develop their own applications within the TURAS platform which will for staff across health and social care to seamlessly access resources and will enable organisations to better join up and analyse key workforce data. Developing multi-disciplinary primary and community care teams will also be key to developing new models of care in integrated settings to better manage older people and chronic disease and to better focus acute care. A broad range of our work supports changing roles and work patterns in community settings and the development of digital solutions to support community based teams dealing with complex care and an acute workforce based in fewer inpatient sites. We will also continue to provide extensive continuing professional development programmes for healthcare practitioners and teams in primary and community care. 5. Increasing Healthy Life Expectancy The Scottish Government s National Performance Framework includes the target to Increase Healthy Life Expectancy. National indicators of progress include improvements in mental health, services for children and young people, oral health, support for people with care needs and end of life care. We acknowledge the work currently ongoing to redefine national performance targets and within our 2017/18 operational plan we have a range of educational support outlined below. 11
5.1 Mental Health To help improve access standards for mental health we will continue to support core and higher specialty training programmes for doctors in mental health specialties. We will update the curricular framework on perinatal mental health and in collaboration with the proposed Managed Clinical Network, design, deliver and evaluate training. We will also improve supervision and training for Child and Adolescent Mental Health Services to increase access to psychological interventions and improve mental health in vulnerable children and young people. Finally, we will provide education for clinicians in respect of the Mental Health Act to develop advanced practitioner psychiatrists through refresher training, elearning and face to face teaching. 5.2 Children and Young People In partnership with the Scottish Government we aim to increase knowledge, confidence and skills in the children and young people's workforce. We will continue to provide training programmes for doctors in primary care and paediatrics and we will provide education, role development and commissioning for health visiting, school nursing and advanced neonatal and paediatrics nursing. To help reduce health inequality for vulnerable children and families we will deliver the Family Nurse Partnership programme, training nurses to visit mums during pregnancy and in the early years of their baby s life. To improve the social and emotional development of children with behaviour problems we will deliver the Psychology of Parenting Programme, increasing the capacity to deliver parenting interventions for vulnerable families. 5.3 Oral Health Improvement The 2016 Scottish Government consultation exercise on the future of oral health services will shape the next Dental Action Plan, building on the substantial improvements in the oral health of children, and in access to NHS dental services for the public, which have been achieved over the past decade. During 2017/18 we will play an important role in shaping and supporting this action plan while also continuing to provide educational resources aimed at better oral care for adults with additional needs and providing educational support for the Childsmile, Caring for Smiles, and Smiles4Life oral health initiatives. 12
5.4 Support for People with Care Needs To improve the quality of care and life outcomes for people with dementia and their families and carers we will continue to support core and higher specialty training programmes for doctors in mental health specialties. We will also implement the joint NES/SSSC Promoting Excellence - Dementia workforce development programme to support implementation of the key priorities and commitments set out in Scotland s third Dementia Strategy. This will include a range of cross sector educational activities with a focus on: workforce development in acute hospital and specialist dementia care settings; increasing access to psychological interventions and therapies for people with dementia and their families and carers; and meeting complex physical health care; and palliative end of life care for people with dementia. To support staff who work with people with a learning disability we will provide further training in positive behavioural support. To improve the health and wellbeing of people with autism we will ensure that staff have the knowledge and skills to provide effective interventions. 5.5 Palliative and End of Life Care and Bereavement We will provide training for doctors in care of the elderly and old age psychiatry and we will develop training and education for staff, patients, families and carers to help improve end of life care and care for people who are dying and bereaved. This will focus on a health and social care multi-level educational framework, an educational framework to enhance peri-death communication, a multi-professional toolkit of educational resources and support for the development of bereavement standards. These activities support the Strategic Framework for Palliative and End of Life Care (Scottish Government 2015). 6. Our Workforce This section of the LDP provides an outline of our internal plans to support the Everyone Matters: 2020 Workforce Vision Implementation Plan for 2017/18. We will focus on continuing to realign the organisation and implement the 13
organisational change required to enable our contribution to the delivery plan. We will continue to deliver the priorities under Everyone Matters and in a time of significant change, focus on communication and engagement, nurturing the healthy organisational culture that will enable us to respond to emerging demands, particularly within the context of health and social care integration. We have a stable, highly skilled workforce that has enabled us to grow and progress as an organisation. Under our People and OD Strategy we have taken forward a range of developments to deliver an improved organisation and an effective organisation where staff are enabled to give of their best and our values are evident in everyday work. Our policies and organisational development plans are designed to enable a capable, sustainable and integrated workforce. 6.1 Healthy Organisational Culture We will continue to embed imatter sustaining a high level of staff governance through supporting directorate teams to implement their action plans, in addition to maintaining a focus on adoption of NES leadership behaviours and values and ways of working. We will continue to engage with our workforce around further transformational change over the forthcoming year facilitating NES wide discussions with managers and teams to identify common themes and share learning and support. 6.2 Sustainable Workforce We aim to promote the health, wellbeing and resilience of our workforce, to ensure that all of our staff are able to play an active role throughout their careers and are aware of the support available to them. We plan to successfully gain reaccreditation with the Health Working Lives Gold Award continuing our work around the promotion of activities in support of positive mental health, healthy eating and physical activities that support overall wellbeing. Our focus in the coming year will be on Health and the Environment as well as aiming for a 25% increase in numbers of staff participating in the Healthier Scotland Paths for All Step Challenge. We continue to provide all of our line managers with training 14
around ensuring a mentally healthy workplace and, with achievement of the Carer Positive award, we will offer Think Working Carer sessions to the wider workforce. We continue to prepare our workforce for further transformational change over the forthcoming year including implementing internal succession planning arrangements; implementing e:ess (the national HR system) and preparing for the replacement of eksf; updating the Knowledge and Skills Framework dimensions into more accessible language; providing a range of support for organisational change, developing new equalities outcomes and an updated equal pay statement; and delivering our equality and diversity mainstreaming report. 6.3 Capable Workforce We will build on the levels of confidence and competence of our staff using technology to encourage participation in learning. Throughout 2017 we will develop and roll out TURAS Learn, our digital learning environment for staff to undertake online learning anytime, anywhere and on any device with a single sign-in. By investing in learning and development we aim to provide staff with the skills and knowledge they need to make effective and high quality contributions to the successful delivery of our plan. We will work with management teams to increase participation in personal development planning and essential learning to achieve compliance levels expected of high performing organisations. We will continue to support the professional development of our staff including completion of nonclinical support worker SVQs using evaluation to inform updates to continuing education arrangements. Through our established cross directorate Health and Social Care Integration group we will continue to support staff working across sector and professional boundaries by aligning and facilitating the sharing of good practice in learning and development and supporting evidence-informed practice. 6.4 Workforce to Deliver Integrated Services In this LDP, we have outlined our contribution to the delivery plan and outlined specifically in paragraph 5.3 how we will work with NSS to support the development of 15
workforce planning capacity and capability in an integrated setting. Our networks and collaborative working are extensive, however we recognise the ambitions of Scottish Government for NHS Boards to work in very different ways and across boundaries. For our workforce this has a number of implications; an enhanced focus on communication and engagement with our staff (well informed under the Staff Governance Standard); driving forward our digital transformation through cultural and organisational change that engages all our staff with digital innovation; driving forward process improvements that will deliver efficiencies and economies of scale; and developing a versatile project based workforce with the flexibility to work across traditional boundaries, facilitated by completing the introduction of harmonised job roles. 6.5 Effective Leadership and Management We have a specific contribution to make Scottish Government s ambitions on talent, leadership and board room development. During the early part of 2017/18 we will complete a transformational change across a range of our organisational, leadership and workforce development functions. We have refined our relationship with Scottish Government and stakeholders and we are building a single system based on impact which can be scaled up to a national shared service. Complying with a national leadership and management framework, to be fully established in 2017, we will ensure a consistent approach to leadership and management development across NES. We continue to develop the provision of the Managers Passport for line managers, including delivery of 2 credit rated management skills workshops, Coaching Skills for Managers programme; and extending the use of Workforce Scotland developments: Leadership Exchanges and the Scottish Coaching Collaborative. 7. Our Local Delivery Plan for 2017/18 This Local Delivery Plan for 2017/18 is a briefer more strategic document than in previous years and focuses on support for the Health and Social Care Delivery Plan, the Scottish Government s healthy life expectancy purpose target and key national targets, in particular the aspects of the Everyone Matters: 2020 Workforce Vision which relate to safety and person-centred care. The LDP also includes 16
information how we intend to develop the NES workforce as well as an outline of our plans to address the workforce priority areas identified by our stakeholder s which are; Recruitment and Retention Role Development Health and Social Care Integration Leadership and Management One of the barriers to addressing these workforce challenges is the lack of supply of new graduates and recruits across health and social care and we can make a positive contribution to setting the national intake of undergraduates in medicine, dentistry and nursing and midwifery. We also believe we are well placed to develop Once for Scotland digital solutions and to help address high vacancy rates for health professionals through improved access to education and training and more structured career pathways. This LDP is supported by a detailed operational plan aligned to our strategic framework which includes the full range of our activities. The priorities outlined above are consistent with our strategic themes for 2014-19 and are also reflected in our Everyone Matters 2020 Workforce Vision priorities. Both this LDP and our Strategic Framework can be found at: www.nes.scot.nhs.uk/about-us/corporateplans-and-annual-reports.aspx More detailed information contained in our 2017/18 Operational Plan can be obtained by e-mail from nes.planning@nes.scot.nhs.uk 17