WORKFORCE DEVELOPMENT PLAN 2015-16
CONTENTS Introduction ........................................................................................................................................................................................1 Educational Governance ...................................................................................................................................................................3 Learning and Development in NHS Highland ..................................................................................................................................5 Highland Quality Approach ...............................................................................................................................................................7 Integration...........................................................................................................................................................................................7 Learning Plan .....................................................................................................................................................................................8 Adult Social Care ..............................................................................................................................................................................9 AHP’s ..............................................................................................................................................................................................12 Choose Life ....................................................................................................................................................................................15 Clinical Governance........................................................................................................................................................................16 Dental .............................................................................................................................................................................................18 eHealth ...........................................................................................................................................................................................20 Facilities..........................................................................................................................................................................................21 Health & Safety ...............................................................................................................................................................................25 Health Improvement .......................................................................................................................................................................28 Infection Control..............................................................................................................................................................................31 Learning and Development Team...................................................................................................................................................33 Learning & Development Team (A&B HSCP) .................................................................................................................................37 Medical Education ..........................................................................................................................................................................40 Multi-Professional Psychological Skills Training .............................................................................................................................41 North & West Operational Unit........................................................................................................................................................43 Personnel & Development ..............................................................................................................................................................44 Practice Development & Clinical Skills ...........................................................................................................................................45 Practice Education Facilitators........................................................................................................................................................47 Research & Development ...............................................................................................................................................................48 Resuscitation ..................................................................................................................................................................................49 Appendix 1 ........................................................................................................................................................................................51 Appendix 2 ........................................................................................................................................................................................53
WORKFORCE DEVELOPMENT PLAN
Introduction The NHS Scotland Staff Governance Standard provides a framework which is supportive of the three Quality Ambitions outlined in the NHS Scotland Quality Strategy. It sets out what employers are required to do to develop and manage their staff, and to ensure that all staff have a positive employee experience and feel motivated and engaged with their job, team and organisation. The Standard is a framework that sets out the criteria required of all NHS Boards to ensure that staff are: • • • • •
Well informed; Appropriately trained and developed; Involved in decisions; Treated fairly and consistently with dignity and respect, in an environment where diversity is valued; and Provided with a continuously improving safe and working environment, promoting the health and wellbeing of staff, patients and the wider community.
The Standard also requires all staff to: • • • • • •
Keep themselves up to date with developments relevant to their job within the organisation; Commit to continuous and personal and professional development; Adhere to the standards set by their regulatory bodies; Actively participate in discussions on issues that affect them either directly or via their trade union / professional organisation Treat all staff and patients with dignity and respect while valuing diversity; and Ensure that their actions maintain and promote the health, safety and wellbeing of all staff, patients and carers.
Workforce Planning and Development is a key aspect of Staff Governance. An annual Staff Governance Action Plan underpins the Local Delivery Plan and Workforce Plan. In addition, the Board has developed its Everyone Matters Action Plan that supports the Scottish Government’s 2020 Vision and focuses on five workforce priority areas: healthy organisational culture, sustainable workforce, integrated workforce, capable workforce and leadership & development. Therefore, the Board is expected to ensure that there is a workforce learning and development strategy in place, in line with the standard ‘appropriately trained and developed’. 1
WORKFORCE DEVELOPMENT PLAN
Each year the Board agrees its Workforce Plan which sets out how the workforce will be deployed in the future to support the delivery of the Strategic Framework and Board Vision, and Annual Quality Objectives. The Board’s vision is: Quality Care to every person every day Strategic Aims In order to ensure delivery, NHS Highland has established its overall strategy based on the Triple Aim of: 1. To deliver better health (BH) of our communities through population wide and individually focused initiatives to maximise health and well being and prevent illness. 2. To deliver better care (BC) of our patients through quick access to modern services, in the most appropriate settings and in clean and infection free facilities by well trained professional staff. 3. To deliver better value (BV) for the use of the public money we spend. This is by ensuring there is no waste and inefficiency, where money is spent only on what is needed and has evident therapeutic benefits. To enable the Workforce Plan to take into account the learning and development needs of existing and new staff and identify how learning and development interventions will be delivered consistently across NHS Highland and across adult health and social care services, the Board’s Learning Plan has been incorporated into the Workforce Plan since 12/13 thus supporting the delivery of an integrated Workforce Development Plan. This enables NHS Highland to ensure its learning and development activities are aligned and prioritised to support the organisation and its Quality Objectives (Appendix 1)
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WORKFORCE DEVELOPMENT PLAN
Educational Governance Educational Governance is a relatively new term, particularly within the NHS, but its principles are recognisable in the organisation. Governance encompasses terms that are already familiar - control, accountability, transparency and improvement. In this way Educational Governance can be defined as: “the systems and standards by which organisations control their educational activities and demonstrate accountability for continuous improvement of quality and performance” [1] Educational Governance sits within the overall framework of Corporate Governance and as such reflects the significant contribution education, and learning and development makes towards the overall performance of the organisation. Over the past year progress has been made in terms of implementing Educational Governance and the agreed Framework and associated guidance documents; a range of workshops have taken place; and the Education Governance Subgroup is in place. A key component of the Framework will be integrating the Highland Quality Approach (HQA) into what we deliver and experience in terms of education, learning and development, and as such we will incorporate the HQA into all our education, and learning and development activity in a meaningful way. The central purpose of the Educational Governance Framework is to ensure that all educational, and learning and development work streams are accountable for their quality and performance. The Educational Governance Framework therefore aims specifically to:
[1]
•
Formalise arrangements for the management and governance of education, and learning and development
•
Adopt a risk management approach to quality improvement with clear action plans and transparent reporting processes
Coward, R. Educational Governance in the NHS: a literature review, International Journal of Healthcare Quality Assurance, Emerald (2011)
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WORKFORCE DEVELOPMENT PLAN •
Emphasise the value of assessing the impact (evaluation) of activity as a means of evidencing outcomes and service improvement
•
Support the development of a positive learning culture in line with the values of the organisation
•
Integrate with other Governance arrangements.
The Return on Investment (ROI) Evaluation Framework will be the model of evaluation used for learning and development programmes developed and delivered in house. This evaluation framework considers what participants think about the programme, the learning that occurs, changes in the workplace and the impact on organisational success. Each level of evaluation builds upon the previous level to provide noticeable chain of impact and gives greater assurance that the programme is achieving its stated outcomes. The following table identifies the 5 levels of evaluation and describes their use: Level
Measurement focus
5. Return on Investment
Compares the monetary value of the results with the costs for the programme, usually expressed as a percentage or cost benefit ratio Measures changes in business impact variables
4. Business Impact 3. Application and Implementation 2. Learning and confidence 1. Engagement and planned actions
Measures changes in behaviour and specific on-the-job application and implementation Measures changes in knowledge, skills or attitudes Measures engagement of the participant with the programme and captures planned actions
Key Learning and Development staff have been trained in the use of ROI across NHS Highland and further training will be offered to other L&D practitioners over the coming years as we work to embed this approach.
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WORKFORCE DEVELOPMENT PLAN
Learning and Development in NHS Highland The model for the provision of Learning and Development (L&D) within NHS Highland is complex and provided by a number of teams and individuals who are based in Corporate Services or in Operational units across NHS Highland. Some teams have staff whose sole role and function is to provide Learning and Development, whilst others have staff for whom Learning and Development is part of their role. The key Corporate L&D teams comprise: •
Learning and Development
•
Clinical Skills, Practice Education
•
Resuscitation
•
E-Health
•
Health and Safety
•
Medical Education
Within Corporate Services there are specialist staff who have the development and delivery of L&D as a key part of their role e.g. in Facilities, Public Health, and Equality and Diversity. In addition to the staff within Corporate Services, there are other staff based in the operational units who have L&D as part of their role and will deliver programmes, or support staff development using other interventions on a full- time basis, a few days per week, to one or 2 hours a month. In Argyll and Bute HSCP they have similar L&D teams embedded in the HSCP itself. Additional support and development is available for medical staff and this is overseen by the Director of Medical Education. Other development can be accessed through NES, which is the National Educational Board for Scotland. Staff development needs are identified and agreed through the various Personal Development Planning and Review processes in place within NHS Highland, and can be classified as Statutory, Mandatory or “Core” to the job role. Development needs are also identified as a result of organisational change, policy, priorities, or developments and by national initiatives.
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WORKFORCE DEVELOPMENT PLAN NHS Highland also supports staff in career progression and Lifelong Learning. This may also be identified through the PDP&R process, but is likely to be supported through non-core Endowment funding rather than from core learning and development budgets. The resourcing of L&D programmes / activities within NHS Highland is supported in a number of ways: •
Statutory and Mandatory programmes are provided centrally and at no cost to the operational units (with very few exceptions e.g. for infrequent or specialist requirements)
•
Core development needs can be met centrally (at no cost to the operational units) or via the operational budget
•
Non-Core Learning and Development needs are generally met from Endowment funding (or other sources)
•
The operational L&D budget which is allocated to operational units (excluding A&BCHP who have their own budget) is used for Core or Non-Core profession specific programmes for all staff (except Doctors and Dentists )
•
The Medical Study Leave Budget, which is exclusively for Medical and Dental staff and is managed by the Medical Director
In most cases, services are not charged for the provision of any development programme or activity which are provided internally. On the rare occasion that they are, the rationale will have been discussed and agreed prior to the delivery of the programme. In addition services are not currently charged for staff who did not attend the agreed development. Statutory and Mandatory Training NHS Highland has a legal requirement to provide a safe and healthy working environment for their employees (including subcontractors). One way in which it does this is through the delivery of a range of learning and development programmes or interventions to ensure staff are appropriately trained and able to use their knowledge and skills effectively. For the purposes of NHS Highland a set of definitions has been developed to ensure consistency of understanding of training types and the application of these definitions across the organisation. These can be found as Appendix 2.
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WORKFORCE DEVELOPMENT PLAN The Learning and Development Subgroup is the forum within which all NHS Highland Learning and Development programmes and initiatives are agreed, developed, supported, monitored and evaluated. In undertaking their duties within that role, they set up a short-life working group to review activity in relation to Statutory and Mandatory Training which would be the focus for the development and delivery of all Statutory and Mandatory programmes / activities within NHS Highland by: • • •
Developing and updating a Statutory and Mandatory Training prospectus Reviewing the resources and methods utilised to ensure effectiveness and efficiency and Return On Investment Providing reports to the relevant stakeholders on the effectiveness, uptake and identify any risk to NHS Highland
This supports NHS Highland by tackling any WASTE, HARM, and/or VARIATION within and across the Statutory and Mandatory programmes being delivered as well as enabling us to make the most effective use of all our resources. Highland Quality Approach There are a range of teams and work streams in place within NHS Highland that directly support the implementation of the Highland Quality Approach. They include: the HQA team, Scottish Patient Safety, Releasing Time to Care and the Person Centred work stream. They all support the development of staff across NHS Highland either by working directly with individuals or by working with teams and they offer a range of learning interventions. During 2015-16 the range of training offered will be further developed . Integration Workforce development strategies, activities and programmes have developed to support the implementation of integrated health and social care teams. The statutory mandatory and general learning and development requirements of the Adult Social Care staff, are now being routinely accessed within NHS Highland. The Highland Council continue to provide some learning interventions associated with maintaining professional registration with the Scottish Social Services Council, and Highland Council Social Care Team (within Employee Development) continue to provide Social Care SVQs and PDAs and some additional learning and development programmes. For Children’s services staff that have transferred to the Highland Council, learning and development continues to be provided by NHS Highland in relation to their specific clinical professional development requirements.
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WORKFORCE DEVELOPMENT PLAN
The Integration model in Argyll & Bute differs from that between NHS Highland ( North) and Highland Council, as they have agreed to progress the Body Corporate Model with Argyll & Bute Council. This means that social care employees will continue to be employed by Argyll & Bute Council, and NHS employees by the NHS. The Health and Social Care Partnership incorporates all of the services previously provided by the CHP/NHS and the Social Care (Adult Services, Children and Families, and Criminal Justice) part of Argyll and Bute Council. There are considerable learning and development and OD challenges integrating two very different cultures and working with two sets of policies. However a significant amount of work has already been undertaken in relation to developing and delivering joint learning and development opportunities through Reshaping Care for Older People, and this is a solid foundation for staff from the NHS, Council and their other partners to continue to learn and develop together. Access to training in each of the organisations is beginning to be made more available to all staff, where appropriate, and there is an OD plan for development activities targeted at leaders and managers who can take forward change and encourage others to do. This includes individual, team and organisational activities, including development of the HSCP Integrated Joint Board and is focussed on transformational change to deliver high quality health and social care services to, and in partnership with, the communities of Argyll and Bute.
Learning Plan As part of the work being undertaken in relation to implementing Education Governance it has been agreed to change the format of the Learning Plan for 2015-16, and create a Core Learning & Development prospectus during 2015-16 , in the same way as we already have a Statutory and Mandatory prospectus .This will enable staff to have easier access to the information they need about what is currently provided and how to access that, as well as having the bulk of the provision recorded on Oracle Learning Management system, and thus making reporting easier and more consistent. The following sections therefore contain information about the role and function of each team / provider and their priorities for 2015-16, and a list of the key programmes they provide. Further details of these programmes will be available within the Core Learning & Development prospectus which will be developed during 2015-16.
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WORKFORCE DEVELOPMENT PLAN
Adult Social Care Role and Function
Priorities for 2015-16
• To organise and deliver a range of training opportunities appropriate to the needs Adult Social Care staff. • To lead in the assessment of training needs of the Adult Social Care workforce. • To lead in the planning of training appropriate to the needs of Adult Social Care staff. • To support registration as set by the Scottish Social Services Council (SSSC) • To lead and contribute to the organisation of practice learning opportunities within Adult Social Care for students and staff. • •
•
Build capacity to ensure practice teaching provision is in place for Trainee Social Workers Identify and recruit to future PLQ programme cohort, encouraging interest from remote and rural areas Re-establish Practice Support Group Mentor two candidates to complete the PLQ programme with RGU Review the Care at Home Core Skills Programme Deliver the Core Skills Programme for Care at Home workers in the four Operational Areas in partnership with Care at Home Managers and Officers Training for Trainers for Care at Home Officers involved in the delivery of the Core Skills Programme in 2016 Urgent planning to ensure Care at Home workers are prepared to register with SSSC at the appropriate time Work in partnership with Health and Safety team to develop a “Responding to emergencies” programme which is adapted to the needs of Care at Home workers Ensure that Care at Home Managers and Officers have access to POP awareness training
•
Engage Referral Assessment Officers in the Learning and development Programme scheduled in
• • • • • • •
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WORKFORCE DEVELOPMENT PLAN
• • • • • • • • • • Learning and Development Activities and Programme Lead
• • •
2015 Carry out learning need analysis for Health and Social Care Co-ordinators Provide learning and development opportunities in relation to key pieces of legislation (AWI) Provide group-based support to Trainee Social Workers to supplement that support by the training provider, the Practice teacher and the team in which the Trainee is employed Support Residential Services workers to complete SSSC registration and support staff to gain the requisite qualifications for registration Implement NHS Highland SSSC Registration policy Support the implantation of the Learning and development Frameworks Monitor SSSC registration for Housing Support staff (Subject to service restructuring) Core framework and curriculum for workers in social care and health services supporting adults with learning disability Implementation of Personal Outcome Planning KSF Core Skills Programme for Care at Home workers - Fabien Camus and Gill Brown. Life Transitions - Fabien Camus Other teams have specialist courses accessed by Social Care Workers as well as Health Workers, for example: o Adult Support Protection - Laura Gillies o Self-Directed support - Jennifer Campbell
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WORKFORCE DEVELOPMENT PLAN Learning and Development Activities and Programme Lead (cont’d)
o o o o
Child Protection - Donna Munro Referral Assessment Officer Programme- Fabien Camus SVQ 2 & 3 Social Services for registered Social Care Workers - Rose Fry Social Work Trainee Scheme - Janet Spence and Fabien Camus
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WORKFORCE DEVELOPMENT PLAN
AHP’s Role and Function
Learning and Development for and by Allied Health Professionals (AHP) in NHS Highland and Highland Council is provided in a range of ways. Whilst there is no one training team specifically providing development activities for the AHPs their educational input and development for Allied Health Professions is supported via: NHS Highland • • •
AHP Practice Education Lead role contributes to educational and development activities for all AHP staff Individual AHP practitioners who have (as part of their role) provision of training for both their profession and other staff Access to learning and development provided by other teams and services in Highland and specifically tailored programmes
NHS Education for Scotland (NES) •
AHP Practice Education Programme who provide a range of support to enable clinicians and manager to plan their development.
The training needs of AHPs are identified through national direction, emerging service needs / changes and the PDP process in addition to the Statutory and Mandatory training requirements. The Lead Professionals for each AHP work to ensure that developments are effectively implemented and are accessible and support identified needs.
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WORKFORCE DEVELOPMENT PLAN Notes: Allied Health Professions in NHS Highland include Art Therapy, Chaplaincy, Dietitics, Occupational Therapy, Physiotherapy, Orthoptics, Prosthetics/Orthotists, Diagnostic Radiography, Therapuetic Radiography, Speech and Language Therapy Priorities for 2015-16
Priorities listed below should not be taken as a complete list as a number of professions are still to provide information for this plan – this will be addressed for future plans) Corporate Services • Flying Start for new starts • AHP Practice Education for new educators • AHP Practice Educator updates Orthoptics • Logmar Vision Testing – Training for School Nurses and Health Visitors Chaplaincy Services Increasing awareness of Chaplaincy service about Chaplaincy Services and how to refer people to us and make the most of chaplaincy and the training available
Learning and Development Activities and Programme Lead
Learning and Development Activities and Programme Lead
Corporate Services Flying Start for new starts – Kerrie Maclean AHP Practice Education for new educators – Kerrie Maclean AHP Practice Educator updates – Kerrie Maclean Orthoptics Logmar Vision Testing – Training for School Nurses and Health Visitors – Jean McCulloch Argyll and Bute Chaplaincy Services Introduction to Spiritual Care - Derek Brown ( North Highland) and Raymond Deans, (A&B HSCP) 13
WORKFORCE DEVELOPMENT PLAN (cont’d) Emotional Touchpoints interviewing for patients/carers/staff - Derek Brown (North Highland) and Raymond Deans, (A&B HSCP) VBRP taster sessions - Derek Brown (North Highland) and Raymond Deans, (A&B HSCP) Please contact Raymond Deans, (Chaplain Team Lead) for information on the above. 07580533400,
[email protected]
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WORKFORCE DEVELOPMENT PLAN
Choose Life Role and Function
To deliver learning and development programmes and activities for all staff, which support the Suicide Prevention Learning Framework . This training supports staff in thir roles as they work with patients and with collegues ,who may be at risk of suicide .There are two training teams one in North Highland and one in Argyll and Bute,They also monitor uptake and provide reports to the Scottish Government
Priorities for 2015-16
To continue to provide a rolling programme of suicide awareness and intervention training; to continue to build community capacity in line with the objectives of the National Suicide Prevention Strategy and to maintain the target of 50% of staff trained within the board. With a planned self-harm strategy due, the project in A&B also offers training on self-harm.
Learning and Development Activities and Programme Lead
• • • • • •
Applied Suicide Intervention Skills (ASIST) – Tracey Preece (for A&B HSCP) North Highland – TBC TUNE UP –(ASIST refresher) – Tracey Preece (for A&B HSCP) – North Highland - TBC SafeTALK – Tracey Preece (for A&B HSCP) – North Highland – TBC STORM – Tracey Preece (for A&B HSCP) – North Highland – TBC Dealing with Self Harm – Tracey Preece (for A&B HSCP) – North Highland - TBC Working with Bereavement– Tracey Preece (for A&B HSCP) – North Highland - TBC
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WORKFORCE DEVELOPMENT PLAN
Clinical Governance Role and Function
The Clinical Governance Department of the Board’s Medical Directorate provides appropriate, professional and competent clinical effectiveness, patient safety, risk management, legal claims, complaints and patient experience advice, guidance and support to the NHS Board, its managers and its staff. The Department is responsible for developing, gaining approval for and monitoring the implementation of a quality and patient safety strategies together with supporting policies, procedures and guidelines. The Department is also responsible for delivering, maintaining, enhancing a pro-active and positive quality and patient safety culture, which effectively contributes to NHS Highland clinical governance roles, responisiblities and plans. The Department will assist operational units, Pharmacy, Facilities Management and Corporate Services to plan and deliver their clinical governance agenda.
Priorities for 2015-16
• • •
Root Cause Analysis Training for Adverse Events Workshops in Operational Units for new arrangements for managing adverse events Promotion of NES/SPSO training materials
Learning and Development Activities and Programme Lead
• • • •
Datixweb Incident Reporting – Louise Mcinnes, Datixweb Incident Reviewer & Action Training – Louise Mcinnes, Datixweb Dashboards - Louise Mcinnes, Datixweb Searching & Reporting & Dashboards - Louise Mcinnes
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WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead (cont’d)
• • • •
Clinical Governance for ILM Courses at Level 2 – Mirian Morrison and Rachel Hill Clinical Governance for ILM Courses at Level 3 – Mirian Morrison and Rachel Hill Managing Improvement ILM course for Level 5 – Mirian Morrison and Rachel Hill Complaints, Legal & Ethics for Junior Doctors (FY1 & FY2) – Rachel Hill
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WORKFORCE DEVELOPMENT PLAN
Dental Role and Function
To deliver and develop comprehensive training packages on the R4 Practice Management system to dental teams within NHS Highlands network of salaried dental clinics and provide on-going support in terms of day-to-day queries relating to the software. Additionally the team are responsible for creating standard operating procedures and assisting with effective system administration. The R4 Clinical System is the nationally procured electronic practice management software for salaried dental services in Scotland. The system records all patient registrations/clinical charting / episodes of treatment/patient charges/dentists fees and claim activity. It can also produce management information reports and can support Board specific policies and procedures e.g. Fast Track Protocols for patients accessing care, Failed to Attend protocols.
Priorities for 2015-16
• • • • • •
Provide new start training / update training on request to clinical / admin staff throughout the year. Provide new start training to members of A&B PDS Dental Teams in advance of moving onto NHSH R4 Dental System and provide ongoing support to all users. ( 2015 Date to be confirmed ) Provide clinic visits to PDS dental teams in NHSH to share new/ improved ways of working and assist with any queries raised on the day. ( August – October 2015 ) Provide training to 1st Year Bsc Therapist Students based at IDC Cfhs. ( November 2015) Explore and develop eLearning and webex based training options to eliminate travel where possible. Provide guidance and support to teams updating registrations and open treatment plans to new treatment providers when dentists are leaving – including when DF1/DF2s change over on the 1st August.
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WORKFORCE DEVELOPMENT PLAN Learning and Development Activities and Programme Lead
Programme Clinical New Start Training Clinical Update Training Admin New Start Training Admin New Start Training ( Webex Part 1) Admin New Start Training ( Webex Part 2) Admin Update Training st 1 Year Bsc Student Therapist Training ( Part 1 ) 1st Year Bsc Student Therapist Training ( Part 2 )
R4 Support Team:
[email protected] Team Members: Beth King, Lynn Hamilton and Alana Douglas
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WORKFORCE DEVELOPMENT PLAN
eHealth Role and Function
Provide training in the use of clinical and non-clinical IT systems for NHS Highland staff. Provide training, IT facilitation services and mentoring in IT systems to contractor services.
Priorities for 2015-16
PMS – rollout of additional functionality.
Learning and Development Activities and Programme Lead
• • • • •
Clinical systems training – Siobhan Fraser Patient Management System (PMS) – Siobhan Fraser Basic Computer Skills – Siobhan Fraser Information Governance: Foundation Level Certificate – Vacant Information Governance: Information handling in practice – Intermediate – Vacant
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WORKFORCE DEVELOPMENT PLAN
Facilities Role and Function
There is no centralised Facilities training team specifically providing development activities for Facilities and other staff groups .The training needs of Facilities staff are often specialised and unique to roles and are identified through national direction, emerging service needs / changes and the the PDP process in addition to the Statutory and Mandatory training requirements . There are a number of professionals managed in Facilities who have it as a significant part of their role to provide learning and development across NHS Highland staff groups : Hotel Services Facilitate the understanding of quality assurance and training needs across Hotel Services whilst implementing and evaluating Policies and Procedures in relation to Food Safety, Catering Operations and Procedures, Cleaning Specification, Domestic Operations & procedures, Portering Services. Develop and deliver appropriate training interventions which support the above areas. Estates Develop and deliver Fire Safety Training to all staff across NHS Highland commensurate to their roles and responsibilities. Monitor compliance with fire safety standards Central Decontamination Unit Responsible for the decontamination of all re-usable medical devices for NHS Highland and Elgin (NHS Grampian). They provide a comprehensive range of development activity for staff , which ensures that staff have the knowledge and skills to undertake their roles effectively
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WORKFORCE DEVELOPMENT PLAN
The Estates department also undertakes in-house project work and contributes to the control and direction of contracted-in design teams, complying with statutory standards, NHS technical policies, and HHB policies and procedures. Estates Dept will conduct Fire Safety Training to all staff across NHS Highland commensurate to their roles and responsibilities The department is also responsible for developing and delivering a comprehensive Energy, Water and Environmental management service. Central Decontamination Unit Responsible for the decontamination of all re-usable medical devices for NHS Highland and Elgin ( NHS Grampian). Priorities for 2015-16
• • • • • • • •
Provide Food Hygiene & Safety Training to all ‘food-handlers’ within NHS Highland commensurate to their roles and responsibilities. To provide ‘refresher’ Food Hygiene Training to all’ food-handlers’ who have held the Elementary Food Hygiene Certificate for over 3 years To provide ‘Intermediate Food Hygiene’ Training to all Cooks across NHS Highland To provide ‘HACCP’ training to Cooks/Ass Cooks across NHSH. To provide FSWL Training to Nursing staff who serve food to patients- face to face training To develop a Catering E-learning programme for Nursing staff in support of above. Provide relevant domestic services training to Domestic Assistants / Supervisors commensurate with their roles and responsibilities. Provision of in-house Fire Safety Training across NHS Highland.
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WORKFORCE DEVELOPMENT PLAN
•
Learning and Development Activities and Programme Lead
•
Ensure that all relevant staff within the Sterile Services Dept receive appropriate decontamination training commensurate with their roles and responsibilities. Ensure all staff undergo all statutory training commensurate with their roles and responsibilities.
• • • • • • • • • • • • • • • • •
REHIS – Elementary Food Hygiene & Refresher Courses – Lead – Norman Macleod Food Service at Ward Level Training – Lead – Norman Macleod Intermediate Food Hygiene- Lead – Norman Macleod Advanced Food Hygiene – Lead – Norman Macleod Food Safety for Care at Home Workers- Lead – Norman Macleod Hazard Analysis and Critical Control Points (HACCP) – Lead – Norman Macleod Domestic Assistants & Supervisors Training – Lead – Norman Macleod Estates – Electricians Training –Lead – Bruce Barr Medical Gases – Lead – Bruce Barr Legionella – Lead – Bruce Barr Fire Safety Courses – Robert Alderton Fire Safety – Duty Holder Training – Lead – Robert Alderton Fire Safety - Evacuation Equipment Training – Robert Alderton Fire Safety - Fire Extinguisher Training – Robert Alderton Fire Safety - Fire Warden/Marshal Training – Robert Alderton Fire Safety - Generic Fire Training – Lead – Robert Alderton Fire Safety - Workplace Specific Fire Safety & Evacuation Training – Lead – Robert Alderton
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WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead (cont’d)
• • • • • • • •
Highland: Fire Safety – learnPro – Lead – Robert Alderton Steam Courses –Lead – Bruce Barr Control of Contractors – Lead – Bruce Barr Various Estates Related Courses – Lead – Bruce Barr Decontamination Services – Courses –Anne Cosh Laundry & Linen Services / Buildings Support – Morag Drew Steriliser Training – Anne Cosh Driver Certificate of Professional Competence – Alistair Wilson
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WORKFORCE DEVELOPMENT PLAN
Health & Safety Role and Function
Priorities for 2015-16
The Health and Safety Team (which includes the Violence & Aggression and Moving & Handling Teams) is based in Inverness, with some managers co-located to Operational Units. The primary role of the Team is to; establish safe systems and procedures, provide technical support and guidance, devise needs and risk based training, investigate serious incidents, undertake inspection and audit, liaise with regulators and work with senior and local management, staff, and contractors in health and social, to prevent injury and ill health to those at work and those affected by our work activities. Continue to fulfil the priority training development aspects detailed in the Health and Safety Committee’s revised, updated and ratified Work Programme 2014-2016. Please note that not all of the work listed below is about delivery, at least half of the priorities are about identifying needs, development and identifying optimal delivery solutions. • • • • • •
Identify the training needs for preventative stress management training for managers and staff in line with the forthcoming Staff, Health and Wellbeing Strategy Establish training needs and deliver by Feb 2015 a Board development session for execs and non exec Deliver senior safety management training once policy responsibilities have been revised, updated and agreed Continue to enhance the competency based assessment programme in Argyll & Bute for Moving & Handling Sharps Safety for Clinical & Non-Clinical and at-risk clinical groups A range of Estates staff focused training including “working at height”, management of contractors etc
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WORKFORCE DEVELOPMENT PLAN
Operational Units have been tasked through their operational health and safety work plan to focus on improving: • • • • Learning and Development Activities and Programme Lead
• • • • • • • • • • • • •
Risk assessment training Lone working awareness training Sharp Safety – a 60% improvement has been attached to this training in 2015 and 80% for 2016 in light of the new Sharps Regulations 2013. In addition to the programmes detailed below, there are “one-off” programmes which are run when the need is identified e.g. IOSH for Senior Executives Course (likely to be delivered in early 2016) Board Development Training – Bob Summers IOSH Senior Executives Course or a bespoke course with equivalent outcomes and status – Bob Summers First Aid at Work – Bob Summers Emergency First Aid at Work – Bob Summers COSHH Awareness – Bob Summers COSHH Assessors – Bob Summers V&A Training LearnPro – Diane Fraser V&A Training - Theory & Breakaway Training – Diane Fraser V&A Training - Theory and Breakaway Refresher – Diane Fraser V&A Training - Mental Health Restraint – Diane Fraser V&A Training - Mental Health Refresher – Diane Fraser V&A Training - Lone Worker Training – Diane Fraser V&A Training - Older Adult Course – Diane Fraser
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WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead (cont’d)
• • • • • • • • • • • • • • • • • • • •
Moving and Handling Training People Handling (Module A-E) – Sarah Crawshaw Moving and Handling - Inanimate Load Handling (Modules A,B) – Sarah Crawshaw Moving & Handling Training Chair Manoeuvres (Module C) – Sarah Crawshaw Moving & Handling Training Bed Manoeuvres (Module D) – Sarah Crawshaw Moving & Handling Training Hoisting (Module E) – Sarah Crawshaw Moving & Handling Training Lateral Transfers (Module F) – Sarah Crawshaw Moving and Handling – Inanimate Load Handling Update (Module B) – Sarah Crawshaw Moving and Handling - Competency Assessment People Handling – Sarah Crawshaw Moving & Handling Competency Workshop (Module C) Chair Manoeuvres – Sarah Crawshaw Moving & Handling Competency Workshop (Module D) Bed Manoeuvres – Sarah Crawshaw Moving & Handling Competency Workshop (Module E) Hoisting – Sarah Crawshaw Moving & Handling Competency Workshop (Module F) Lateral Transfers – Sarah Crawshaw Moving and Handling – Keyworker Parts 1 & 2 – Sarah Crawshaw Moving and Handling - Keyworker Update – Sarah Crawshaw Moving and Handling (Non Patient Handling) learnPro – Sarah Crawshaw Moving and Handling (Patient Handling) learnPro – Sarah Crawshaw Risk Assessment Training – Bob Summers Display Screen Equipment (DSE) Workstation Training and Risk Assessment – Bob Summers Managing Skin at Work – A course for responsible Persons – Bob Summers Managing Skin at Work – A course for Managers – Bob Summers
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WORKFORCE DEVELOPMENT PLAN
Health Improvement Role and Function
The Health Improvement team sits within the Public Health Directorate in Corporate Services. Its role is to create a supportive environment for health improvement and foster a culture of public health practice in Highland, supporting competencies and standards of practice in the specialist and wider badged and unbadged ‘public health’ workforce in NHS Highland and its partner agencies. Its role is also to identify and support evidence based practice and set strategic direction in health improvement, supporting and developing initiatives to take forward the Scottish Government’s priorities for health improvement such as H targets or the Health Promoting Health Service. It works closely with NHSH Operational Units and other partners. The Public Health Network is hosted by the Health Improvement Team and coordinates the planning and delivery of the Health Improvement Learning & Development Programme.
Priorities for 2015-16
• • • • • •
Supporting Integrating Care in the Highlands Implementation of a person-centred approach to behaviour change across NHSH Reducing health inequalities Supporting community action for health Supporting an asset-based approach to health improvement Delivery of Scottish Government health improvement priorities (e.g. HEAT targets; health promoting health service; smoking cessation; breastfeeding)
Learning and Development Activities and Programme Lead
• •
Improving Health: Developing Effective Practice – Jane Groves Improving Health: Developing Effective Practice ½ day introductory session – all Health Improvement Specialists Improving Health with Young People ½ day session – Sandra Macallister
•
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WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead (cont’d)
• • • • • • • • • • • • • • • • • • • •
Taking a Person-Centred approach to Behaviour Change:- Module1: Raising the Issue and Brief Interventions – Jane Groves Taking a Person-Centred approach to Behaviour Change:- Module2: Motivational Interviewing – Jane Groves Taking a Person-Centred approach to Behaviour Change Module 3: Developing Competence in Motivational Interviewing – Jane Groves Taking a Person-Centred approach to Behaviour Change Module 4: Motivational InterviewingGroups- Jane Groves Raising the Issue of Smoking – Susan Birse Smoking Cessation in Pregnancy and CO monitoring – Susan Birse Introduction to Healthy Weight management – Fiona Clarke Intuitive Eating – Fiona Clarke Alcohol Brief Intervention Training – Elspeth Lee Breastfeeding Management Training – Karen Mackay Breastfeeding Annual update- Karen Mackay Working with Groups – Jane Groves Trainer Development: Creating Imaginative Learning – Jane Groves Mainstreaming Mental Health – to be confirmed Scottish Mental Health First Aid – Elspeth Lee Community development approaches to Health Improvement – Jane Groves Taking an Asset-Based Approach to Health – to be confirmed Participatory Appraisal and Participatory Action Research – to be confirmed Health Inequalities in Highland (first of a series of short seminars) – Jane Groves Welfare reform and Health Inequalities (short seminar) – Jane Groves
29
WORKFORCE DEVELOPMENT PLAN Learning and Development Activities and Programme Lead (cont’d)
• • • •
Health and Homelessness (short seminar) – Jane Groves Tackling Health Inequalities in your role (short seminar) – Jane Groves Equality and Diversity – Helen Sikora Violence Against Women – Gillian Gunn
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WORKFORCE DEVELOPMENT PLAN
Infection Control Role and Function
Priorities for 2015-16
Learning and Development Activities and Programme Lead
To improve infection prevention & control practices, thereby providing a healthcare environment which minimises the risk of healthcare associated infection. •
To update and monitor compliance with NHS Highland Healthcare Associated Infection (HAI) Education, Training and Development Strategy document, Version 2.
•
To maintain the NHS Highland Healthcare Associated Infection (HAI) Education, training and Development Strategy document.
•
To maintain the Policy for Staff Core Competencies in Infection Prevention & Control
•
To identify what is mandatory training and what is not, who will deliver, when, how and where.
•
To ensure that NHS Highland has a robust system of recording what HAI training has been undertaken
• •
Learnpro module: Cleanliness Champions – Catherine Stokoe, Infection Control Manager Learnpro module: Healthcare Associated Infection (HAI): HAI Induction Programme (Clinical) – Catherine Stokoe, Infection Control Manager Learnpro module: Healthcare Associated Infection (HAI): HAI Induction Programme (Non-Clinical) – Catherine Stokoe, Infection Control Manager Learnpro module: Healthcare Associated Infection (HAI): Hand Hygiene – Catherine Stokoe, Infection Control Manager LearnPro module: Principles of Aseptic Technique – Catherine Stokoe, Infection Control Manager
• • •
31
WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead (cont’d)
• •
LearnPro module: Prevention and Management of Occupational Exposure – Catherine Stokoe, Infection Control Manager Learnpro module: Clostridium difficile: HAI online Clinical scenario – Catherine Stokoe, Infection Control Manager
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WORKFORCE DEVELOPMENT PLAN
Learning and Development Team Role and Function The Learning and Development Team are based in Inverness and are responsible for the support for KSF (and its associated PDP&R process), the delivery of SVQs, , oversight of induction ,and Leadership and Management programmes. They are also responsible for the development and delivery of a range of programmes and activities which support the core and specific dimensions of KSF. They also offer sessions on requested topics to meet identified needs. In addition they lead on Educational Governance; manage the Learning Management System (OLM) and Learnpro (e-learning system); lead on the implementation of OPM (development review system); and have an overview of all the Learning and Development activities across NHS Highland. Priorities for 2015-16
KSF Continue to support staff using e-KSF whilst managing the introduction of Oracle Performance Management system ( which will replace e-KSF from March 2016).This will include development and delivery of training in the use of the new system and undertaking a review ;Developing and agreeing Job Family Matrices; and supporting staff to retain data from e-KSF Develop a wider range of Educational Frameworks for staff Educational Governance / ROI The key area of work will focus on testing and implementing the Educational Governance Framework. This will include encouraging and supporting those who provide Learning and Development to explore and adopt other approaches e.g. WebEx, eLearning, apps. In addition a more enhanced reporting framework will be developed and shard with key governance committees
33
WORKFORCE DEVELOPMENT PLAN
Continue with the review of the Statutory and Mandatory prospectus and encouraging training teams to make the best use of staff time and resources and provide clarity on terms of their provision Leadership and Management Continue to deliver ILM and SVQs, but review provision to support Everyone matters and the HQA .This will include more focused / tailored work with operational areas Continue to deliver Leading with Purpose , Leading for the Future and Leading for Integration and to provide other supporting activities incl. 360, Coaching, tem development sessions OLM Continue to implement and ensure all statutory and mandatory training providers administer their programmes using OLM and any training providers that have not used a learning management system in the past that now wish to do so. The focus will then be on Core training providers and all other training providers not using OLM. Learnpro – continue to expand its use and improve the quality of the offerings Scottish Vocational Qualifications (SVQs) Continue to run the centre, maintaining the high standards of Quality Assurance, as acknowledged by SQA Actively promote and support the use of SVQS/PDAs across all of NHS Highland and introduce Modern Apprenticeships. Continue to provide support to other NHS Boards in relation to their SVQ provision. Learning and Development Activities and Programme Lead
• • •
Leading for the Future – Judith McKelvie Leading For Integration – Judith McKelvie Leading with Purpose – Judith McKelvie
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WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead (cont’d)
• • • • • • • • • • • • • • • • • • • • • • •
Coaching Skills Development – Paul Simmons PDP&R Training – Paul Simmons ILM Level 2 Award in Leadership and Team Skills – Michelle Jeans ILM Level 3 Award in Leadership and Management – Michelle Jeans ILM Level 5 Award in Leadership and Management – Michelle Jeans Building and leading effective teams – Michelle Jeans Handling difficult conversations – Michelle Jeans Time management – Michelle Jeans Introduction to facilitation skills – Michelle Jeans Panic free presentations – Michelle Jeans Effective meetings – Michelle Jeans Minute taking – Michelle Jeans OLM Learning Management Administrator (LMA) Training – Paul Maber Work Base Assessor Qualification at SCQF Level 8 (SQA) – John Evans Internal Verifier Qualification at SCQF Level 8 (SQA) – John Evans SVQ Level 2 Award Facilities Services – John Evans SVQ Level 2 Award in Pharmacy Services – John Evans SVQ Level 2 Award in Healthcare (Non-Clinical) – John Evans SVQ Level 2 Award in Healthcare (Clinical) – John Evans SVQ Level 2 Award in Healthcare ( Peri-operative Care) – John Evans SVQ Level 2 Award in Laboratory Sciences – John Evans SVQ Level 3 Award in Pharmacy Services – John Evans SVQ Level 3 Award in Healthcare (Clinical) – John Evans
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WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead (cont’d)
• • • • • • • • •
SVQ Level 3 Award in Healthcare (Renal Support) – John Evans SVQ level 3 Award in Management - John Evans SVQ Level 4 Award in Management – John Evans Professional Development Award (PDA) Developing Self & the Work of Others – John Evans PDA Leadership and Management of the Work of Others – John Evans PDA Leadership – John Evans PDA Managing Projects and Business Processes – John Evans PDA Planning and Implementing Change – John Evans PDA Leading Change – John Evans
36
WORKFORCE DEVELOPMENT PLAN
Learning & Development Team (A&B HSCP) Role and Function Encourage and support learning and development in all staff groups across A&B HSCP in line with service plans at NHS Highland and HSCP level. This includes NHS, Council and other partners where appropriate. In addition, the team provides Coaching and Mediation support. Priorities for 2015-16
Integration Learning and development and OD support for the creation of the HSCP in particular re integrating 2 very different cultures, working with 2 sets of policies and procedures, and leading radical change in service provision to improve quality while working to achieve significant savings Supporting staff in new roles SVQs – clinical and non-clinical Providing development opportunities for non-registered staff to develop skills and support career development by introduction of SVQs to both clinical and non-clinical staff. Management development Ongoing development of staff from supervisory/team lead level upwards through delivery of ILM courses e:ESS Implementation of e:ESS : training on OLM, OPM, iRec and ER
37
WORKFORCE DEVELOPMENT PLAN
Activities which support operational staff in achieving efficiency targets Implement service improvement methodologies within own department e.g. LEAN, ROI, Support HQA in use of Lean methodologies as appropriate and leading Lean projects e.g. RPIW Learning and Development Activities and Programme Lead
• • •
• • • • • •
ILM (Institute of Leadership and Management Programmes) – Susan McIntyre KSF/e-KSF with teams – Sally Munro e-ESS – HR Team • self management • manager • iRec • OLM Establish non clinical SVQs and train internal verifiers and assessors – Susan McIntyre In conjunction with Lead Nurse establish SVQs for HCSWs and train internal verifiers and assessors – Susan McIntyre Facilitation and support for Individuals and Team facing difficult challenges or Service Redesign – Susan McIntyre Supporting teams for Reshaping Care for Older People (RCOP), Integration into health and Social care Partnership – OD Lead ( to be appointed) Managing in Partnership - Managing in Partnership training to help managers to understand the need and benefit of working in partnership with staff side representatives – Sally Munro HR Policy Awareness Training – Susan McIntyre
38
WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead (cont’d)
•
• •
HR Policy Specific Training – Extend HR Policy training to wider group of staff– awareness/overview and specific to ensure staff with management responsibilities are aware of, and know when and how to implement polices correctly Angela Dewsnap/Charlie Gibson a. Conduct b. Capability c. Grievance Support and develop teams and individuals through difficult challenges and service changes/redesign in particular, integration as part of Health and Social care partnership Coaching Skills Programme – Susan McIntyre
39
WORKFORCE DEVELOPMENT PLAN
Medical Education Role and Function
• • • •
Deliver educational governance across the continuum of medical education delivery Facilitate medical staff induction, training, development, mentoring, appraisal and peer review to maximise their effectiveness as teachers. Development of an educational faculty. Development and dissemination of best practice and innovative teaching practices within the Board. Participate in internal and external reviews and quality management visits, as appropriate.
Priorities for 2015-16
• •
GMC Recognition of Trainers NES Measurement of Teaching
Learning and Development Activities and Programme Lead
•
GP Tutor Development Day - Organised by University of Aberdeen - Year 4 & Year 5 Inverness GP Leads Faculty Development training programmes – Organised by NES Faculty Development Alliance central team with local faculty tutor support for delivery Postgraduate Certificate in Medical Education – There is no Programme Lead, these courses are available at a variety of universities, and NHS Highland will fund student fees. Highland Medical Education conference – Director of Medical Education with undergraduate lead (from University of Aberdeen) and postgraduate lead (from NHS Education for Scotland) Year 4 /5 Away Day – Organised by University of Aberdeen local team (every two years)
• • • •
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WORKFORCE DEVELOPMENT PLAN
Multi-Professional Psychological Skills Training Role and Function Training and Supervision Network Development Group (terms of reference) •
• • • • • • • Priorities for 2015-16
This group’s guiding principle is to promote the delivery of good quality interventions to the most appropriate person, in a timely way. Our aim is to ensure that patients leave the intervention having received demonstrable benefits, feeling it was a good use of their time, and that they would recommend it to friends of family in need. It is a sub group of, and will report back to the Psychological Therapies Steering Group. It’s governance authority will stem from the Steering Group. It will create and support structures (e.g. modality networks) to support the good quality implementation of Psychological Intervention training. It will set up mechanisms via the structure of networks whereby good quality can be monitored. It will identify minimum requirements for supervision, outcome collation and local accreditation for the eligibility for practise a given model. It will identify and support network leads or champions and set out their task lists. It will identify gaps in training and feed back to the Steering Group It will support the development of patient pathways.
•
To deliver training to Mental Health staff in Psychological Skills in line with the NHS Highland Psychological Therapies Strategy, and patient need.
•
To set up supervision and skills development structures to support these interventions.
•
To monitor quality by setting up the data collection systems and requirements for the minimum data set of outcomes.
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WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead
•
To develop ways of collecting evidence of demand in terms of presenting problems, in order to match trainings to gaps in service.
• • • • • •
Behavioural Activation Training, modality lead Doug Hutchison NH/ Fiona Johnstone, A&B Interpersonal Therapy Training. Lead trainer Liz Prince Mindfulness based interventions. Modality Lead Wendy Van Reit, Stepps Training. Modality lead Loren Scott-Lodge Behavioural Family Therapy Training; Modality lead Doug Hutchison, Generic Supervision Competency training. Modality lead Loren Scott-Lodge NH/ Fiona Johnstone A&B NHS Education Scotland Training in Trauma Interventions; Training Coordinator Loren Scott-Lodge NHS Education Scotland Training in other Psychological Skills; Training Coordinator Loren ScottLodge
• •
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WORKFORCE DEVELOPMENT PLAN
North & West Operational Unit Role and Function To support and facilitate the development of clinical, ancillary and administrative practice with the aim of improving quality, person-centred, outcome focused care and health improvement in practice. To ensure that governance standards in relation to learning & development are identified, implemented and evaluated within the unit. Priorities for 2015-16
• •
Implementation of Link Practitioner Programme Implementation of Remote & Rural Advanced Practitioner Programme
Learning and Development Activities and Programme Lead
• •
Link Practitioner Programme - Claire Savage Remote and Rural Advanced Practitioner Programme – Claire Savage
43
WORKFORCE DEVELOPMENT PLAN
Personnel & Development Role and Function Provision of professional expertise in ensuring the delivery of NHS Highland corporate objectives. Supporting the achievement of Staff Governance Standards, facilitating service developments and organisational change initiatives; and the implementation of statutory requirements and best practice personnel techniques in maintaining operational services Priorities for 2015-16
• • • •
Continued raising awareness of PIN Policies On-going delivery of Give Respect / Get Respect Review of Personnel Skills Programme Revise content and case study for Managing Change
Learning and Development Activities and Programme Lead
•
Awareness raising of revised NHS Highland Management of Capability Policy – (Caroline Morrison, Programme Lead) Awareness raising of revised NHS Highland Management of Conduct Policy; –(Caroline Morrison, Programme Lead) Continuing roll-out of Give Respect, Get Respect sessions – (Personnel Officers/ Personnel Managers)
• •
44
WORKFORCE DEVELOPMENT PLAN
Practice Development & Clinical Skills Role and Function Support Education and training within the NMAHP workforce. This covers a wide range from clinical skills development for NMAHP to developing and implementing policy to support practice. Priorities for 2015-16 • Ensuring training matches service needs and organisational priorities • Ongoing professional training such as clinical skills development, supporting appropriate staff in NHS Highland and appropriate staff in the Highland Council • Supporting the development of NMAHP HCSWs in line with the HCSW educational framework • Support the introduction of NMC revalidation • Supporting the education and training needs around the Nursing Inpatient Documentation review and care planning • Supporting implementation of the SSTS NMWWP workforce and workload tools Learning and Development Activities and Programme Lead
• • • • • • • • • •
Alaris Pump Training – Peter White Annual Update – Peter White Blood Culture Collection – Rachel Fuller Male Catheterisation – Peter White Cannulation – Rachel Fuller Central Line Education Session – Rachel Fuller Central Venous Line Training – Barbara Macdonald Dignity and Respect - A Tale of Two Wards – Muriel McNab Drug Calculations – Peter White Glasgow Coma Scale – Peter White
45
WORKFORCE DEVELOPMENT PLAN Learning and Development Activities and Programme Lead (cont’d)
• • • • • • • • • • • • • •
Informed about Dementia – Improving Practice – Stephen Loch IV Drug Administration Refresher – Peter White IV Drug Training Day – Peter White Medical Study Day – Peter White Monitoring Day which includes NEWS , PEWS etc National Early Warning System (NEWS) – Peter White Oxygen Therapy – Peter White Paediatric Early Warning System (PEWS) – Peter White Record Keeping – Muriel McNab Skin & Wound Care Course – Peter White Surgical Study Day – Peter White Venepuncture – Rachel Fuller Venepuncture and Cannulation – Rachel Fuller Vital Signs Recording – Muriel McNab
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WORKFORCE DEVELOPMENT PLAN
Practice Education Facilitators Role and Function Support Education and training within the NMAHP workforce. This covers a range of professional development including mentor development and support. Priorities for 2015-16
Learning and Development Activities and Programme Lead
•
Ensuring training matches service needs and organisational priorities
•
Ongoing professional training support appropriate staff in NHS Highland and appropriate staff in the Highland Council
•
Support the introduction of NMC revalidation via awareness sessions as part of annual Mentorship update
•
Supporting the education and training needs around the Nursing Inpatient Documentation review and care planning training
•
Supporting implementation of NMWWP workforce and workload tools
• • • •
Mentor Event – Laura Greenshields / Fiona Wylie Mentorship Programme (10 day) via Higher Education Institutes – Fiona Wylie Annual Update for Registered Mentors – Stephen Loch Health Care and Health & Social Care SVQ Levels 2 & 3 – Stephen Loch
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WORKFORCE DEVELOPMENT PLAN
Research & Development Role and Function To provide governance, monitoring and support for all research, development and innovation activities in NHS Highland (in 2015-16 this will relate to 1100 plus studies including clinical trials (drugs), clinical trials (devices), clinical trials (other) and all other research, development and innovation projects. It also includes an increasing number of large scale EU and UK nationally funded projects. Training relates to the training of directly employed R&D staff (30+) and all NHS staff including in any research, development and innovation active capacity. In any year this can be 250+ staff. Priorities for 2015-16 • To provide a comprehensive programme of training and education relating to all aspects of Research, Development and Innovation, and to reflect standardised national delivery where appropriate. • To expand the scope and remit of the R,D & I department in NHS Highland and in so doing expand the range of skills, expertise and training required for an increasingly large number of staff • To provide an improved QA system of evaluation for training and education courses related to R,D &I • To increase the number of projects operating in NHS Highland, and to have a corresponding increase of NHS Highland staff trained to meet the requirements of those projects • To incorporate new demands for training when stimulated by interested from NHS Highland staff Learning and • ICH-GCP Good Clinical Practice – Frances Hines, R,D & I Manager Development Activities • R&D Training – Frances Hines, R,D & I Manager and Programme Lead • Study specific training – Under the NHS Highland Research Governance Framework process (Frances Hines, R,D & I Manager)
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WORKFORCE DEVELOPMENT PLAN
Resuscitation Role and Function
Priorities for 2015-16
The department’s function is to: •
Provide evidence based emergency care education, electrocardiograph recognition (ecg) and instructor training based on current national guidelines to clinical staff at a level appropriate to the individual’s employed role throughout NHSH.
•
Provide emergency care education to schools and carers of children with life threatening conditions
•
Provide Immediate Life Support training to Stirling and Aberdeen Universities nursing and medical students
•
Organise/instruct on Resuscitation Council (UK) and Royal College of Surgeon advanced adult, paediatric and trauma courses including Generic Instructor Course.
•
Provide guidance and advice to NHSH clinical staff on new or current emergency equipment
•
Audit the practice of resuscitation through the use of Cardiac Arrest Audit forms
• •
Develop/implement local and national policy with regards to resuscitation and DNACPR Implement Resuscitation Council (UK) 2015 guidelines across NHSH (October 2015 onwards)
•
Implement defibrillator replacement programme across NHSH (July onwards)
•
Implement NHS Scotland DNACPR updated policy across NHSH (summer 2015 onwards)
•
Develop protocols on emergency drugs as part of “Policy for Parentarel Administration of Emergency Drugs by Registered Nurses and Midwifes”
•
Maintaining the provision and uptake of training across all clinical areas of NHSH
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WORKFORCE DEVELOPMENT PLAN
Learning and Development Activities and Programme Lead
•
Maintain communication with all Senior Charge Nurses/ team leaders regarding course attendance and training data.
•
Prioritise all activities within the department and optimise places at all teaching sessions across NHSH
•
Launch LearnPro module on Recognition and Management of Anaphylaxis (waiting for input from Iain MacDiarmid)
• • • • • • • • •
In-hospital Resuscitation training – Pam Gowie Resuscitation – Dental Resuscitation – Pam Gowie Immediate Life Support Course (ILS) Full day and half day recertification – Pam Gowie Paediatric Immediate Life Support Course (PILS) Full day and half day recertification – Pam Gowie Advanced Life Support Course – Pam Gowie Resuscitation – Healthcare assistants basic life support course – Pam Gowie Resuscitation – Community Resuscitation – Pam Gowie ECG – rhythm recognition ECG Workshop (1/2 day) – Pam Gowie Immediate Life Support Instructor course – Pam Gowie
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WORKFORCE DEVELOPMENT PLAN Appendix 1 QUALITY OBJECTIVES 2015/16 1. Implementing our Vision and Strategy - Provide continuing clarity of strategic direction and ambition, through the opportunity
that integrated health and social care brings, the promotion and delivery of the Improvement and Co-Production Plan and the Highland Quality Approach, in the context of National Policy and Regional priorities. Align our Quality Objectives with the delivery of care by our staff to our patients, clients and whole communities. 2. Improving Population Health and Reducing Inequalities - Ensure that the Board continues to improve the health and
wellbeing of the population and our staff, so that people are willing and able to take more responsibility for their own health and participate in the prevention and early detection of diseases. Ensure that more focus is given to reducing the inequalities gap and that there is a renewed effort in the most deprived areas, and full engagement in the Early Years Collaborative. 3. Creating a Caring, Person-centred Experience - Continue to develop mutually beneficial partnerships between patients,
clients and their families and those delivering health and social care, which enhances the person’s experience of care and respects individual needs, demonstrating compassion, continuity, clear communication and shared decision making, in line with the Person-centred Health and Care Collaborative. 4. Providing Safe and Effective Care - Further increase safety in our Acute Hospitals, Maternity Services, Mental Health
and Primary Care Services, demonstrating measurable improvements in Patient Safety through the roll out of the Scottish Patient Safety Programme. Ensure that there is no avoidable injury or harm to people from the health and social care they receive or deliver and that an appropriate clean and safe environment is provided. 5. Transforming our Services - Lead and promote transformational change and continuous quality improvement, through visible,
inspirational and committed leadership, identifying and delivering on key work-streams, projects and Rapid Process Improvement Workshops and by developing Care Pathways, using project management skills and Improvement Science and by continuing to learn from other high performing health and social care systems.
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WORKFORCE DEVELOPMENT PLAN
6. Designing Integrated Care - Continue to create a more seamless service between Primary and Secondary Care and ensure
that the integration of Health and Social care is progressed through the development of the Body Corporate model in Argyll and Bute and continues to be effectively and creatively delivered, through the Lead Agency Model in the Highland Council area. Work with the Independent and Voluntary Sectors to design person-centred services ensuring that resources are utilised innovatively and efficiently. 7. Engaging our People - Lead and demonstrate a deep and broad commitment to our Vision and Mission, engaging the hearts
and minds of our staff, and supporting the teams they work in, by living our values – Teamwork, Excellence, Integrity and Caring. Develop a healthy and creative organisational culture and a capable, integrated and sustainable workforce, including the implementation of ‘Everyone Matters’, and embedding the spirit and culture of the Highland Quality Approach. 8. Promoting Creativity, Innovation and Research - Promote a culture of creativity and innovation and utilise new technologies
and electronic systems to help deliver high quality care. Actively encourage and support research and development and research publication and ensure that a strong evidence based approach to care delivery is established and utilised. 9. Ensuing Value and Sustainability - Ensure that our organisation achieves break even and further reduces its reliance on non
recurrent funding, developing a sustainable financial position for the future. Ensure that services are reliable, efficient and effective and that waste is eliminated from our systems and processes, through effective housekeeping, procurement, building utilization and process redesign. Contribute to the development of Shared Services at both national level and with the Highland and Argyll and Bute Councils. 10. Delivering our Targets - Ensure that we develop a positive and lean performance monitoring and governance Framework that
complements the Highland Quality Approach and with effective operational business support to deliver on the Local Delivery Plan and meet all our Targets, Standards and Local Outcome Agreements.
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WORKFORCE DEVELOPMENT PLAN Appendix 2 DEFINITIONS OF TRAINING TYPES This set of definitions has been developed to ensure consistency of understanding of training types and the application of these definitions across NHS Highland. DEFINITIONS: Statutory (e-KSF – “mandatory”) Statutory Training is the training that NHS Highland is legally required to provide as defined in law and covered by a statutory instrument (e.g. Health and Safety at Work etc. Act 1974 and Display Screen Equipment, Fire Safety, Food Safety, Manual Handling regulations) or where a statutory body has instructed organisations to provide training on the basis of legislation (e.g. training on equalities issues such as Race Equality is required because the Commission for Racial Equality has interpreted the Race Relations Amendment Act (2000) as saying that training should be provided to meet the legislation. Mandatory (e-KSF – “mandatory”) Mandatory Training is a training requirement that has been determined by NHS Highland. Mandatory training is concerned with providing assurance against policies and enabling staff to carry out the requirements of their job role safely & efficiently maintain their competence to required standards e.g. Basic Life Support, Blood Transfusion, Child Protection, Clinical Supervision, Induction, Infection Control, Mental Health Act, Vulnerable Adults etc. Core (e-KSF – “essential for role” or “essential for organisation”) Core training is the term used to describe training that is required to support staff development for that particular role. Core training needs should be identified within the Personal Development Plan, and marked as such. Non-Core (e-KSF – “desirable for individual” or “desirable for organisation”) Non-core Training is that which is desirable for an individual, and will support their personal development, and possibly also their development in role. It may also support Career / Succession planning. Non-core training needs should be identified within the Personal Development Plan, and marked as such. 53
