1. Pleased to be sharing the next step in the implementation of the 2020 Workforce Vision with you today
The Implementation Plan has been developed through continued engagement and collaboration
This is an opportunity to thank you for your continued input, provide you with some feedback and gather your views on progress in implementation
Everyone Matters:2020 Workforce Vision has been in place now since June 2013.
We are using this slide show to:
raise awareness of the next steps in the implementation of the 2020 Workforce Vision
set out the actions for Boards, Scottish Government and others to take forward in
identify what resources are available to support Boards
Explain how we will know that we are making a difference

2. 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.”
The 2020 Workforce Vision has not changed.
It was developed with the help of those who participated in the engagement exercise, the consultation and some small focus groups.
It reflects what people think needs to happen to deliver the 2020 Vision for Healthcare in Scotland and mirrors the 2020 Vision statement which describes the service vision for the future
The workforce is critical to delivering the 2020 Vision for health and social care
2020 Workforce Vision is the policy direction for NHSScotland acknowledging the wider integration agenda
It supports individuals, teams and NHSBoards in realising their local vision
It will deliver against key actions set out each year as part of the Implementation Framework

3. Shared Values Care and compassion Dignity and respect
Openness, honesty and responsibility
Quality and teamwork
The values have not changed.
Values are important as they impact on everything that we do and will help make the 2020 Workforce Vision a reality
They are important in the way we work and treat each other, in guiding the decisions we take, identifying and dealing with behaviours that don’t live up to our expectations and help create a working environment where everyone takes responsibility for the way we work not just the work they do.
The goal is to put people at the centre of everything we do and work to a common set of values which guide the work we do
Work on NHSScotland’ s values began at the NHSScotland Conference in 2012
Historically, there has been no set of common values for NHSScotland
Many Boards have developed their own values
NHSScotland core values have been developed from what people have told us through the engagement and consultation process
Boards are expected to ensure their values reflect the core values for NHSScotland complementing and supporting them
Most Boards have values in place and are embedding them in everything they do from recruitment to education and development

4. Five Key Priorities Healthy organisational culture
Sustainable workforce
Capable workforce
Integrated workforce
Effective leadership and management
The 5 priorities have not changed. They remain the same.
They have been developed from what everyone told us was important to them in delivering services up to 2020
What will change is the focus within these priorities and this will happen every year as each annual implementation plan is published.
The plan emphasises the importance of integration and health inequalities.

5. How do we measure progress?
Monitored locally through local reporting arrangements
Monitored nationally through Local Delivery Plans (LDPs)mainly
Also taking into account Annual Reviews, Staff Governance Monitoring and Staff Survey
Boards have local implementation plans in place to deliver their actions and have their own reporting arrangements
Nationally we committed to use existing systems to avoid overburdening boards
This will mainly be through LDPs which have been in transition and are changing. Guidance will be issued to reflect this.
There are other systems in place where an overall sense of progress can be gained from Boards and these are through the Annual Review self assessment, Staff Governance Monitoring and the staff survey.
In the future iMatter will play a crucial role in measuring progress once it is rolled out across Scotland

6. Key messages
Our workforce is the key to delivering high quality healthcare
We have a clear vision for 2020 and a set of values that underpin everything that we do
Everyone needs to be valued, treated well and supported to give their best. This will help to improve patient care and overall outcomes
We are committed to longevity and a continuous improvement approach building on annual implementation plans
Our emphasis in the implementation plan is on integration and health inequalities
Together we will create a great place to work and deliver a high quality sustainable healthcare service
This set of key messages builds on what we have said before
It underlines the importance of the workforce, that we have a clear goal ahead and have steps along the way to achieve that
It recognises the impact on patients when staff are valued and treated well
It supports the aim to make it a great place to work where quality services are provided

7. Resources Implementation plan 2016-17
Suite of communications resources for NHS Boards to adapt and use locally
Case studies for sharing good practice
A number of resources have been building up on the website to support implementation
These include
the implementation plan
a number of resources that Boards can adapt and use locally
case studies

8.
More information is available on the website shown on the slide
Have a look and see what is there
Add to the case studies
Give us some feedback
Thank you