Annual Operational Plan (AOP) 2019/20

1. Introduction from our Chair and Chief ExecutiveNHS Education for Scotland (NES) is the national NHS Board with responsibility for

education, training and workforce development. We work with key partners in the

Scottish Government, NHS Boards, regions, social care, the academic sector and

UK professional bodies and regulators across Scotland's diverse geography.

The NES Annual Operational Plan (AOP) for 2019/20 supports the Cabinet

Secretary’s priorities on waiting times, integration, mental health, primary care and

healthcare associated infection and maintains our focus on providing the right

numbers of trained staff in the right place at the right time. This AOP is aligned with

our new strategy for 2019-24 which continues to extend our core business into

areas that improve the attractiveness of healthcare careers and recruitment and

retention. It describes our ambition to enhance the training and employment

experience supported by digital innovation and a step change in the quality of data

available.

This Annual Operational Plan (AOP) represents NES’s agreement with the Scottish

Government on the work we will undertake over 2019/20 and the subsequent two

years. It will be delivered within the financial plan submitted alongside this

document and it focuses on key strategic and policy areas; including the Cabinet

Secretary’s priorities. The AOP does not cover all our work; this is included in a

detailed operational and financial plan covering the full range of our activities, their

desired outcomes, performance targets and budgets, for 2019-20.

David Garbutt Caroline Lamb

Chair Chief Executive

2. National Boards’ CollaborativeWe are part of a collaborative of eight national boards providing services where

improved quality, value and efficiency is best achieved through a national

approach. We share a common purpose and, by working closely together with our

partners in the Scottish Government, regions, territorial boards and integration joint

boards, we will support the changes required to improve services, reduce

unnecessary demand, improve workforce sustainability and strengthen leadership

to protect and improve Scotland’s health.

The National Boards’ Collaborative Programme focuses on three areas - (1)

improvement, transformation and evaluation; (2) digitally enabled service redesign;

and (3) a sustainable workforce:

These are the areas where we believe we can help our partners redesign services

to meet technological, demographic and societal changes. We will take on difficult

issues in partnership to identify where national support can help deliver real

sustainable change to address priority areas such as waiting times, integration,

mental health, primary care and healthcare associated infection.

3. Our Vision and MissionHaving the right numbers of trained staff, in the right place at the right time, is

essential to addressing the Cabinet Secretary’s priorities in providing high quality

health and social care. NES aims to work with the service to ensure that the NHS

in Scotland is a workplace where learners are valued and supported, and where

health and care careers are flexible and full of possibilities to help us attract and

retain the workforce we need.

OUR VISION: ‘A skilled and sustainable workforce for a healthier Scotland’

OUR MISSION: ‘Enabling excellence in health and care through education,

workforce development and support’

NES also aims to provide digital services where people can access the information

they need where and when they need it, where people are confident using

technology and where staff are supported by systems that create time for frontline

care. We want to improve employment choices, including for people who have

taken a break and want to return to work. We also want to ensure that we have the

right number of undergraduates in the healthcare disciplines in Scotland, and that

they have the best possible experience following curricula that are relevant to the

changing needs of services in Scotland.

NES’s work will be increasingly informed by data analysis, evidence and impact

assessment. We will provide high quality advice on intakes to undergraduate and

postgraduate programmes, recruitment, progression and retention. We will also

retain a focus on improving our organisation, ensuring that we are an exemplar in

employment practice.

The NES contribution to high quality health and care

2019/20 represents the first year of the new NES strategy for 2019-24 which

identifies five key areas of focus as follows;

a high-quality learning and employment environment national infrastructure to improve attraction, recruitment, training and

retention education and training for a skilled, adaptable and compassionate

workforce a national digital platform, analysis, intelligence and modelling a high performing organisation (NES)

This AOP and the NES strategy for 2019-24 are ambitious and will require

investment to deliver. We will work with Scottish Government to ensure that our

financial plan underpins the delivery of this AOP to fully realise the benefits from

investment in the workforce.

4. A Skilled and Sustainable Workforce Workforce availability is a key challenge facing health and social care as people

seek more flexible careers and working patterns. NES aims to support the

workforce in a way that improves the training and employment experience and

assists us in attracting and retaining the right people. This AOP provides a high-

level summary of the key work to recruit and develop a well-trained workforce,

prepare professionals for practice, drive integration and deliver education for

specific areas such as mental health, primary care, healthcare associated infection,

A skilled and sustainable

workforce for a healthier Scotland

A great place to learn and work

Excellent education,

training and career

development

Co-ordinated approaches to

attraction, recruitment,

retention and returners

Implemented by a high performing

organisation

A national digital platform , data

analysis intelligence and

modelling

quality improvement, person centred care, patient safety, advanced practice,

leadership and management and children and young people. We will also support

policy initiatives to increase the number of GPs, develop pharmacists with

advanced clinical skills and provide accessible learning resources for remote and

rural learners.

All this work is underpinned by TURAS, the NES cloud-based workforce platform

which provides a wide range of digital resources and services which can be

accessed by anyone working in health and care, anywhere at any time on any

device. TURAS strongly supports health and social care integration and our

partners in social care are now starting to use it to develop their own applications.

4.1 High Quality Learning and EmploymentStrategic Outcomes More consistent, modern and flexible employment experiences

High quality training programmes and placement learning

Meaningful career conversations, appraisal and educational portfolios

Excellent support for workplace learning and development

Improved opportunities to access learning

More accessible and flexible resources for remote and rural learners

Improved employee and trainee feedback, engagement, and health and well-being

Best value national administrative systems which enable flexible working and

release time

More accessible employment and training services, resources and information

NES plays an important role in ensuring the quality of the learning and employment

environment which we recruit to, and in which we manage, and quality assure

undergraduate, post-graduate and pre-registration training. This core part of our

role provides a ‘pipeline’ of staff for the health service, which is crucial to improving

waiting times, as well as educational governance, quality management, supervision

and practice education support.

Doctors and dentists in training are a critically important part of the workforce and

NES will continue to provide educational governance and support infrastructure to

ensure a high-quality learning and employment environment which fulfils and

exceeds regulatory requirements. Over the next year we will establish new

processes for the recognition of medical trainers and provide training for trainers

and new eLearning resources. In partnership with NHS Boards, we will continue to

develop new employment models which contribute to waiting times improvement by

reducing the amount of time trainees spend on administrative processes and sends

them to where they are most needed. Medical trainees already enjoy the benefits

of this model and over the next three years we will transfer dental trainees and

further develop the TURAS platform for national programme employment along

with policies for trainees, performance management and a governance framework

for concerns and complaints. We will also further develop the TURAS platform to

join up employment and education information between lead and host employers

and introduce new engagement and communication tools. As these more flexible

approaches to employment develop, we will explore their potential for other staff

groups and services such as elective centres or cancer care.

NES continues to promote fairness for all trainees, and we will work with regulators

and other key partners to tackle differential attainment rates, between different

demographic groups. We will continue to evaluate information about learners’

performance, progression and outcomes so we can monitor the impact of the

action plan we have in place.

NES will continue to commission, and quality assure education and training for the

trainee psychology, pharmacy and healthcare science workforce. We will also

develop our key role in the performance management of pre-registration nursing

and midwifery programmes through national practice education infrastructure.

During 2019/20 we will complete the deliverables detailed in the Scottish Future Nurse and Midwife Programme plan and we will gather and analyse quality data

on the recruitment, retention and completion of student nurses and midwives.

NES will also continue to support effective revalidation and appraisal systems.

This will include further developing the TURAS platform to replace the appraisal

processes previously provided through the eKSF system. Over the next year we

will also establish links with the Scottish Workforce Information System

(SWISS) to allow joiner and leaver updates.

Another priority for NES is the modernisation of national business and workforce

systems. A key element of this work is procurement of national eRostering to

improve the deployment of staff, reduce reliance on agency and locum staff, give

employees more flexibility, improve the quality of workforce data and create more

time for frontline tasks to help reduce waiting times. Over the next year we will

approve the preferred bidder, develop a full business case and complete the

contract award.

4.2 Attraction, Recruitment, Training and RetentionStrategic Outcomes

Improved promotion of career opportunities in health and care and easy access to

information

Greater awareness of career opportunities in health and care for young people and

school leavers

Higher education outcome agreements that meet the needs of health and care

Widened access to higher education and improved recruitment in key areas

Sufficient education and training capacity to meet future workforce needs

High take up and fill rates in post-graduate training programmes

Effective support for staff returning to work or retraining

Initiatives to support succession planning

The Scottish Government has the vision of a society where everyone can

contribute and share in success. NES will continue to improve the attractiveness of

NHS Scotland as an employer, develop career pathways and widen access to

opportunities as part of the drive to improve waiting times. To support this, we will

work with higher and further education to develop outcome agreements that meet

the needs of health and care and widen access to education and employment.

NES will work to recruitment targets for postgraduate and pre-registration training

programmes across the healthcare professions to ensure there is an appropriate

supply of well-trained staff to meet current and future demand. We will also

manage Additional Cost of Teaching (ACT) funding in undergraduate medicine,

dentistry and pharmacy working with universities to manage the use of this funding

to better meet the needs of the NHS.

A key ambition for NES is to help widen access to education and careers. To

achieve this, we will develop resources which promote careers in healthcare, help

equip young people for jobs and improve access to learning for healthcare support

workers. We will further develop the NHS Scotland’s Careers’ Portal to promote

NHS Scotland jobs and connect with employers, supported by social media. This

will be underpinned by national principles and guidelines which support a

consistent approach to recruitment, employment and development and enable

more flexible movement across employers.

NES will support the recommendations of the Chief Nursing Officer’s CNO

Widening Participation Commission to encourage more men into careers in

nursing and midwifery. We will support a minimum of 350 nurses through a

postgraduate diploma in advanced practice by September 2020 to help ensure an

additional 500 advanced nurse practitioners are trained by 2021. To support

primary care we will commission a minimum of 40 additional postgraduate district

nurse training places alongside continuing professional development to support

transition to the new GMS contract. We will continue to support 30 newly qualified

nurses in general practice in the second year of their training and recruit a

minimum of 20 additional places by September 2019. We will also work with

universities to develop an integrated community nursing programme and we will

commission additional health visitor training places.

Over the next three years NES will lead a joint programme with the Scottish

Ambulance Service (SAS) to integrate paramedic education into universities. We

will also work with the Scottish Government to develop specialist and advanced

allied health profession (AHP) roles and provide career fellowships. Over the next

year we will undertake a national service and learning needs analysis of AHPs

working at advanced practice levels in health three priority areas (First Point of

Contact/MSK, Mental Health and Unscheduled Care).

NES is committed to improving retention through return to work programmes

accompanied by careers advice and enhanced induction for practitioners with no

previous NHS experience. During 2019/20 we will complete a survey of medical

practitioners who have completed these programmes and we will work to increase

the number completing enhanced induction and returner programmes.

In addition, NES AHP practice education leads will actively support returners to

practice and we will provide nursing and midwifery return to practice programmes.

NES will continue to work with Scottish Government, NHS Boards and the British

Medical Association to improve junior doctors’ working lives by contributing to

expert working groups and the redesign of rotas to a maximum 48 hours.

4.3 A Skilled, Adaptable and Compassionate WorkforceStrategic Outcomes

Learner-centred continuing professional development which ensures practitioners

keep up to date

Enhanced roles to support an improved skill mix and service redesign

Well-developed multi-disciplinary teams

Improved development for support workers and allied health professionals

Clear career progression routes for all roles

A caring and compassionate workforce

People developed with the right values and behaviours to operate across

boundaries

Access to leadership and management development at all levels

A culture of continuous improvement embedded in everyday practice

Excellence in clinical practice based on evidence and safe models of care

Coherent approach to developing and sharing learning resources

Access to continuing professional development and enhanced roles for staff

working in primary care teams are key factors in attracting and retaining the

workforce. These areas are crucial to the success of new models of community-

based care which will help improve waiting times and drive integration across

health and social care.

NES will continue to provide continuing professional development (CPD) for

primary care practitioners and teams. This will involve programmes for general

medical and dental practice, community pharmacy and optometry. We will also

deliver a range of workforce development to address health inequality and improve

the health and wellbeing of women, children, young people and families such as

education for maternity care professionals in continuity of care.

To support integration NES will continue to provide role development for health and

social care staff in areas such as non-medical prescribing, dementia, forensics, end

of life and bereavement care and mental health. We will also deliver education for

priorities such as pharmacists with advanced clinical skills and education in health

protection and infection prevention and control. In dentistry we will develop

practitioners to provide domiciliary care in care homes and in optometry we will

support development in ocular therapeutics, ocular hypertension and glaucoma.

We will also provide development and improved career pathways which widen

access to education for support workers, administrators and managers.

NES will maintain a strong focus on mental health, providing a range of education

across health and social care to improve access to services. As well as delivering

psychiatry training programmes, we will provide education for clinicians to maintain

their approved medical practitioners (AMPs) status under the Mental Health Act.

We will continue to support 54 clinical psychology training places, 30 MSc trainees

in psychological therapies in primary care and 19 MSc trainees in applied

psychology for children and young people. We will increase multidisciplinary

capacity for psychological interventions as well as mental health and wellbeing

training for school nurses. We will also deliver a range of education to ensure

health and social care staff have the knowledge and skills to improve the health

and wellbeing of people with learning disabilities.

For people living with dementia we will support health and social care staff to

complete the Dementia Specialist's Improvements Leads programme and

continue to train trainers. In addition, we will support health and social care staff to

complete the Enhanced Level of the Dementia Promoting Excellence Framework and we will deliver the Dementia Champions programme. We will

also provide training in palliative and end of life care in dementia for care home and

care at home staff.

NES will embed person-centred care in our activities, placing people at the heart of

services. This will include training for health and social care staff in death, dying

and bereavement as well as spiritual care and chaplaincy education and a range of

resources that reflect the National Health and Wellbeing and National Care Standards principles and outcomes. We will also provide patient safety and clinical

skills education for safe and effective care as well as educational development and

research in human factors and ergonomics. In quality improvement (QI) we will

provide programmes and curricula supported by a national network of leads and

practitioners. This will include QI for Access training focussed on improving patient

pathways to help reduce waiting times and the introduction of a new development

package in leadership, governance and quality improvement (QI) for non-executive

board members and board chairs. To support the development of a skilled, adaptable and compassionate workforce

NES will continue to provide an increasing range of resources through TURAS, our

national learning platform free of licence costs for public sector organisations in

Scotland. The platform ensures health and social care staff can access learning

resources, knowledge, evidence and subscription content by integrating digital

library services and national learning resources. This initiative has great potential

for sharing across health and social care and improving access for remote and

rural staff. During 2019/20 work will continue to migrate NHS Boards and local

authorities to TURAS and we will provide new subscription resources through the

Knowledge Network.

The development of an improvement-focussed workforce that is open to change is

central to the Health and Social Care Delivery Plan. We will continue to be a key

delivery partner with Scottish Government for Project Lift, transforming leadership

development, talent management, performance appraisal and values-based

recruitment. This will involve providing national programmes and resources on the

TURAS platform to develop leadership potential at all levels. With a strong focus on

health and social care integration, we will provide early leadership career

development to support effective team-based working and collective leadership

across Scotland’s public services. We will deliver a range of early leadership

careers development as well as You as Collaborative Leader and Leadership for Integration programmes. We will also provide induction and development

events for up to 50 existing and aspiring executive nurse directors.

4.4 Digital Platform, Analysis, Intelligence and ModellingStrategic Outcomes

A national digital platform with a coherent architecture

The ability to rapidly introduce and scale up new technologies based on consistent

standards

Products developed on the national platform that improve patient care and

experience.

Business, administrative and workforce systems that create time for care and

improve the employment experience.

Improved access to information, data analytics and intelligence

Improved capability and capacity in our specialist digital workforce

A workforce with up to date skills to deliver digitally enabled services

Accessible, accurate and linked l workforce data for planners and decision-makers

Improving access to data and developing modern digital systems are important

elements of new models of care which will help to address the Cabinet Secretary’s

priorities. Publication of the Scottish Government’s Digital Health and Care Strategy in April 2018 provided a national framework for digitally-enabled services

where people are confident using technology and data to improve services. The

strategy identified the need for better data sharing and access, digital leadership,

investment in infrastructure and more systems integration. It included the vision of

a national digital platform for service and business systems to replace the multiple

systems which have resulted in duplication and restrictions in data access.

NES has a key role to play in delivering the Digital Health and Care Strategy and

in late 2018 the Scottish Government established the NES Digital Service (NDS) to

develop the single national digital platform. NDS sits within the NES organisational

structure alongside NES Digital, which already has a strong track record in building

the TURAS workforce platform using agile development and cloud technologies.

During the latter part of the 2018/19 financial year, we established the core NDS

team and started recruiting, securing accommodation and integrating with NES

governance processes. In addition, we developed and shared the outline

architecture for the national digital platform and engaged with key stakeholders.

Over the next year we will continue to develop NDS financial and recruitment plans

alongside communications arrangements, and we will position NDS as the

integrated quality data platform to support excellent clinical care. We will also

establish connections with the national Office 365 and community health index

(CHI) number replacement programmes and clearly articulate how this work will

interact with existing systems. To enable data and knowledge availability when it is

needed and in a format that works for patients and care providers, we will procure

public cloud resources and establish a cloud-based clinical data repository. In

addition, we will establish a product development pipeline which shows growth in

maturity and number of products and includes a 2019 product launch.

The work described in Section 4.1 on national eRostering is part of a wider

modernisation of national business and workforce systems. Over the next year

NES will scope work to remove the requirement for re-keying data between existing

eRostering systems and the Scottish Standard Time System (SSTS). We will

also develop an updated roadmap and project plan and start work to manage

contract extensions and development requirements for existing systems against

the planned procurement and implementation of improved technologies. NES will maintain a strong focus on the continued development of the TURAS

workforce platform to reduce cost, drive efficiencies and provide better access to

single sources of workforce data and resources. In addition, the vision of a national

digital platform will be crucial to ensuring accurate data and intelligence is more

easily available to improve how we understand and predict need, model service

demand and inform planning at a local, regional and national level. During 2019/20

we will continue to work with health and social care partners to bring together

multiple workforce data sources into a single platform supported by a new data and

analytics team. This will involve a minimum standardised dataset with linked ‘end to

end’ workforce data and new workforce planning analytics and reporting which will

help stakeholders quickly develop a picture of the current and future available

workforce and more easily plan to meet current and future demand.

Digital leadership and a digitally enabled workforce will be key to improving health

and wellbeing. NES will play an important role in developing a health and care

workforce that is confident delivering digitally enabled services. Over the next year

we will work with the Local Government Digital Office and Scottish Social Services

Council to develop a workforce that supports digital inclusion, service

transformation and the adoption of the single national digital platform. Over the

next three years we will focus on developing a network of digital champions with

the right knowledge, skills and capabilities supported by new learning resources

and digital standards.

4.5 A High Performing OrganisationStrategic Outcomes

A positive and flexible employment experience for NES staff

Improved training, organisational development and quality improvement capacity

and capability

A culture of innovation, improvement and shared responsibility

A digitally enabled NES

Effective accountability and governance and a sustainable NES

Over the next three years NES will continue to improve our governance and

business support services to ensure we are equipped to deliver in a world where

collaboration and transformational change are an everyday part of life. We will

enhance our training, organisational development, and improvement capacity to

support the development of staff within and beyond NES. We will retain a strong

focus on staff governance, development and wellbeing to ensure our staff have a

positive and flexible employment experience.

Over the next year NES will achieve information governance accreditation with

ISO27001 and Cyber Essentials Plus. We will also improve our service desk and

move to a new data centre model. We will ensure our Procurement Contract Register achieves savings and we will refresh our Property and Asset Management Strategy to focus on improvement and efficiency in how our estate

is used. In addition, over the next year we will establish a long-term property option

for the NES Digital Service and scope options for the end of our lease in 2021 at

the Centre for Health Sciences in Inverness.

NES will maintain a culture of collaborative and flexible working, efficiency,

continuous improvement and sustainability supported by organisational

development and performance improvement. We will embed SMARTER working

practices through flexible working policies, digital technology and workplace design

to improve how we work. We will also provide corporate services which deliver

effective accountability and governance and meet our responsibilities to become a

more sustainable and energy-efficient organisation.

5. Our WorkforceThis section of the AOP focuses on our workforce and our plans to support the

Everyone Matters: 2020 Workforce Vision Implementation Plan. Our People and OD Strategy is designed to enable a capable, sustainable and flexible

workforce with the skills to adapt to a changing world.

5.1 Healthy Organisational CultureNES will continue to work with managers and staff to embed Our Way in NES,

ensuring that it appropriately reflects the ways of working outlined in the NES

strategy and the outcomes of the People and OD Strategy. We will do this

alongside continued support for the effective use of iMatter, building on our

average levels of participation to date, with a focus on ensuring teams develop and

implement action plans that reflect Our Way.

5.2 Sustainable WorkforceWe will continue to promote the health, wellbeing and resilience of our workforce.

As part of embedding Our Way, this will include the development and provision of I want to know more… sessions on key issues such as dignity at work,

organisational values and well-being, as well as maintaining our Healthy Working Lives Gold Award. We will continue to monitor and succession plan for key posts

and explore approaches to the attraction and retention of the skills required for the

development of digital services, including the national digital platform and the

adoption of national workforce data modelling responsibilities.

5.3 Capable WorkforceWe will continue to promote participation in personal development planning through

appraisal, and the completion of essential learning, and will invest in developing the

key skills required to adopt new working practices in the context of future service

requirements. We will make use of our national learning resources such as Digital Matters and will use available funding streams such as the flexible workforce

development, graduate apprenticeships and established continuing education

support to equip our workforce with the knowledge and skills necessary to develop

a digitally led, data driven and collaborative organisation.

5.4 Workforce to Deliver Integrated ServicesWe will continue to use our established health and social care integration group,

leadership and management planning forum, and public health reform interest

group to support cross-sector and multi-professional working, sharing evidence-

based practice in learning and development. We will also work collaboratively to

support national board planning and our ambition to work in different ways across

traditional boundaries.

5.5 Effective Leadership and ManagementWe will continue to work with the national boards to further develop Management Matters, building leadership and management capacity and capability through on-

line and experiential programmes for first line managers. This will build on the

success of our SCQF credit-rated modules.

6. Our Annual Operational Plan (AOP) for 2019/20This AOP focuses on a range of priority workforce and digital activities which will

require effective partnership working to deliver. It supports the national board

collaborative and regional planning, the Health and Social Care Delivery Plan

and the Cabinet Secretary’s priorities on waiting times, integration, mental health,

primary care and healthcare associated infection.

This AOP does not cover all our planned work and is supported by a more detailed

operational and financial plan, aligned to our new strategy for 2019-24, which

includes the full range of our activities, their desired outcomes, performance targets

and budgets. Through our leadership commitment, collaborative working and

effective use of our resources; NES will build on our past successes to help

develop health and social care services that are fit for the future.

Both this Annual Operational Plan and our Strategy for 2019-24 can be found at:

www.nes.scot.nhs.uk/about-us/corporate-plans-and-annual-reports.aspx. The more

detailed information contained in our 2019/20 operational plan can be obtained by

e-mail from nes.planning@nes.scot.nhs.uk

APPENDIX: Priority Three Year Outcomes and 2019-20 Targets (excluding internal corporate)

Supporting: WAITING TIMES; INTEGRATION; MENTAL HEALTH; PRIMARY CARE; HEALTHCARE ASSOCIATED INFECTION Desired Outcome (1-3 years) Priority Targets for 2019-20 Sustainable and enhanced NMAHP learning environments supported by a practice education infrastructure where the NMAHP workforce encounter positive learning experiences and all learners are supported, supervised and assessed aligned with the HCPC and NMC regulatory standards. (ALL)

Sustain, develop and enhance the national practice education infrastructure (Practice Education Facilitators, Care Home Education Facilitators and Practice Education Leads) within health and care settings by undertaking a minimum of 30 annual board visits, bi annual monitoring of PEF/ CHEF/ PEL compliance, N and M and AHP annual reports and delivery of 15 practice education meetings/events by March 2020. Develop information packs for each AHP profession and all AHP PELs, working in partnership with schools and further and higher education careers advisors, to promote, widen and sustain access and recruitment to AHP roles and careers through a minimum of 14 strategic meetings March 2020. Complete the deliverables detailed in the Scottish Future Nurse and Midwife Programme plan by September 2020: • Revising the Quality Standards for Practice Placement (QSPP) • Creating a refreshed career and development pathway for N and M practice education • Develop national guidance and preparation for the new roles of assessors and supervisors for undergraduate, post graduate and return to practice students • Develop an implementation plan to widen practice learning experiences across health and care and placement capacity across Scotland • Deliver 3 regional and one national events to support implementation of the NMC Education framework. Ongoing development of functionality within the QMPLE (Quality Management of Practice Learning Environment) system to ensure compliance with the new NMC (Nursing and Midwifery Council) education framework and revised quality standards for practice placements. The additional functionality will ensure that pre-registration nursing and midwifery student feedback is captured to inform the development of improvements in practice learning and through generation of the QMPLE Excellence in Care score, contribute to the national care quality assurance data sets for Scotland, visualised for practitioners via the Care Assurance and Improvement Resource (CAIR) dashboard.

Robust educational governance for medical education and training in Scotland, including STBs for each specialty in Scotland. (ALL)

Provide governance infrastructure to discharge statutory 'Responsible Officer' duties. Specifically, monthly Medical Directorate Executive Team (MDET) and regular Specialty Training Board (STB) meetings. Report timeously to the NES ERG Committee. This is will be achieved through the network of Postgraduate Deans, the GP Directors, the Associate Postgraduate Deans and the GP Associate Advisors. Supporting this network are the Agenda for Change staff.

Learning pathways to support the training of pharmacists and pharmacy technicians working in GP practices across Scotland to meet the SG agenda for Primary Care transformation. (PRIMARY CARE)

Deliver and support the learning pathway for Advanced Practice Pharmacists working in GP practices, then reporting on the number of Advanced Practice Pharmacists accessing and undertaking the learning pathway in Scotland with a competence framework for Advanced Practice.

A network of well-developed medical trainers supported by continuing professional development (CPD) and annual appraisal. (ALL)

Establish, evaluate and refine new processes for Recognition of Medical Trainers, using existing and new data management systems by end March 2020.

Delivery and evaluation of a minimum of 10 Trainer Workshops, 4 Pre-CCT Trainer Workshops, 6 Trainer Workshop Plus, 10 Supporting Trainees with Difficulty, 2 SPESC, 1 AESW and 1EESW, development of 2 new e-learning resources and one new workshop by March 2020.

A Scotland Deanery QM-QI Framework to Quality Manage and Improve Post Graduate Medical Education in Scotland, including supporting infrastructure in Health Boards. (ALL)

Fulfil all GMC obligations and evidence this requirement through regular updates to the GMC via the Deans report and in turn the NES ERGC.

Sustainable, flexible employment and single system HR policies. (WAITING TIMES) Develop the scope for, design and deploy a digital application on the TURAS platform which would house the Once for Scotland workforce policies ensuring that they are presented in a refreshed and reinvigorated format as well as being more user friendly and meaningful.

More flexible employment models (Sustainable Workforce strand of the National Board Collaborative) to enhance the attractiveness of Scotland as a place to work and train. (WAITING TIMES)

Continue to play a lead role in partnership in the implementation of the DDiT Lead Employer programme, including the development of TURAS People and TURAS Learn in support of agreed national priorities.

A skilled and supported workforce who can deliver safe and effective care to people in remote, rural and island community settings. (ALL)

Design and delivery of 15 priority rural community educational interventions including 10 VC network sessions to increase access to relevant ongoing education, training and knowledge exchange opportunities for remote, rural and island staff across Scotland by March 2020. Design, deliver and evaluate 10 RGH/acute care education and training sessions for rural hospital practitioners by March 2020.

With support from NES and NHS Board partners design and deliver 2 new technology enhanced end of life and palliative care education programmes for health and care rural teams.

Support the design and delivery of a system of credentialing Rural Practice education. Systems, guidance and training support for the delivery of meaningful appraisal for staff at all levels across NHS Scotland and Health and Social Care Partnerships. (INTEGRATION)

Collaborate with stakeholder networks, e.g. KSF Leads, HRDs, and L and D Leads, ensuring a sustainable infrastructure to support further development and delivery of TURAS Appraisal to promote meaningful personal development planning and review discussions. Contribute to work across NHS Scotland on Agenda for Change reform that strengthens the link between Appraisal, Essential Learning and Incremental Progression, ensuring that outcomes of this work are reflected in development of TURAS Appraisal and Learn, and our portfolio of OD and L national development programmes and resources.

ACT funding provided and monitored for BDS programmes at Aberdeen, Dundee and Glasgow Universities and for BSc programmes at Dundee and Glasgow Caledonian universities (includes T and S). (ALL)

Produce annual reports for Aberdeen, Dundee and Glasgow dental schools detailing dental ACT (Additional Costs of Training) activity (numbers of patients, types of treatments provided, patient demographics) and spend.

A programme to develop and deliver ACT for undergraduate pharmacist experiential training in all sectors in Scotland. (ALL)

Develop experiential training across all sectors with a programme of training and quality management to manage ACT on behalf of the Scottish Government in conjunction with both Schools of Pharmacy in Scotland and key stakeholders.

Agreed ACT (Additional Costs of Teaching) funding distributed via the Medical ACT allocation model and performance management of Health Boards in the use of funding. Oversee the implementation of the Overseas ACT Levy and disbursement for SCOTGEM and widening access agenda. (ALL)

Manage medical ACT funding: oversee governance and performance management through regular MAGG meetings; receive and evaluate annual health board and Scot GEM accountability reports; and meet annual funding allocation deadlines. Attend MAWG meetings, Regional ACT Meetings and SCOTGEM Board Meetings.

Improved retention of GPs through career advice, induction and returner programmes, a retainer scheme and support for performance issues. (PRIMARY CARE)

Increase the number of doctors completing the enhanced induction and GP returners programmes by 20% subject to budgetary constraints.

Measure the impact of the GP returner/EI doctor programmes by undertaking a survey of General Practice working and destination for those who have completed these programmes. Effective promotion, working with partners, of the NHS Scotland Careers website, which will increase the public interest in pursuing a career within healthcare. (ALL)

Work in partnership with Digital team, internal and external partners including NHS Boards and Scottish Government to promote the NHSS Career website in accordance with national priorities/plans.

Effective delivery of Dental Core and Specialty Training. (WAITING TIMES and PRIMARY CARE)

94 Dental Core trainees and 45 Specialty and post Certificate of Completion of Specialist Training (CCST) trainees working towards the learning outcomes of the relevant curricula. Supported by relevant digital systems and trainers who can access support from NES.

Effective delivery of Dental Vocational Training in Scotland. (PRIMARY CARE) To provide up to 168 training posts for Dental Vocational Training (DVT) to match the final output of the Scottish dental schools by July 2019. Commissioned Education and Training for the Healthcare Science workforce - An Excellent Workforce. (WAITING TIMES)

Support approximately 16-18 Practitioner grade Clinical Physiology trainees will start training in Sep19 (2019 Cohort).

Recruitment to 18-25 Clinical Scientist posts, to key specialties hosted by NHS Boards to ensure the ongoing supply of these Postgraduate HCS staff via our ‘training-grade’ pathway.

Desired Outcome (1-3 years) Priority Targets for 2019-20 Governance and Legislative requirements effectively met for employment of doctors in training as required by the GMC; and the delivery of Deanery role in oversight of postgraduate medical education. (ALL)

Ensure governance and legislative requirements are met for the employment of Scotland's Doctors in Training: integrate lead TM info PD revalidation processes; represent Scotland on virtual UK revalidation steering group; ensure RO responsibilities for patient safety are met through the Doctors in Training's Revalidation process.

NHS Scotland current and future service and medical workforce demands are fulfilled by recruiting, training and supporting doctors in training including expansion of GP workforce (GP100) and supply to remote and rural locations. Supporting Dental/Pharmacy training grade recruitment management. (ALL)

Recruit successfully with at least 95% fill of the training grade establishment headcount against agreed national standards and statutory requirements for up to 293 training programmes across Scotland. Support recruitment of SCREDS and Fellowship posts. Deliver the requirements of the Scottish Shape of Training Transitions Group (SSoTTG) in delivering pilots of Improving Surgical Training (IST), Improving Medical Training (IMT) including provision of simulation training for curricular requirements and evaluation of pilots. Recruit successfully with at least 85% fill of vacant posts advertised at national level and in each region against agreed national standards and statutory requirements for up to 293 training programmes across Scotland, ensuring data on incoming new starts is in place to meet code of practice. Provide administrative and medical educational resources to deliver 293 training programmes encompassing approx. 6000 doctors in training across Scotland. This includes: maintaining TURAS TPM information according to policy; managing progression via ARCP; administering LTFT and OOP; supporting inter/intra deanery transfers on a twice-yearly basis.

Sustainable 'return to practice' education support for NMAHPs wishing to return to a career in health and social services. (ALL)

Work in partnership with Return to Practice (RtP) education providers to meet Scottish Government recruitment targets and specifically: to support the development of education and support in line with new Nursing and Midwifery Council RtP standards; enhance access to education by addressing financial and practical barriers; convene three meetings by March 2020. Contribute to two meetings of the RtP National Steering group by March 2020. The Practice Education Leads infrastructure will support all NHS Boards and partnerships to use and embed the NES AHP Return to Practice Guidance by March 2020 which will enable AHPs to meet HCPC registration requirements.

Effective pre-registration dental nurse training. (PRIMARY CARE) Provide access to an Induction programme for anyone wishing to enter a pre-registration dental nurse course, offering up to four courses per year in each centre, each with a capacity of 20.

Providing a pre-registration course for Dental Nurses, making available up to 160 places across five sites. Effective support to the Dental Undergraduate Bursary Scheme in collaboration with SAAS and Scottish Government. (WAITING TIMES)

Identify dental undergraduate bursary recipients who may not have completed or are unable to satisfactorily evidence that they have undertaken, the appropriate NHS Scotland service delivery resulting from bursary receipt. Outcomes then notified to SGHD and SAAS.

A Recruitment, Training and Quality Management programme for the Pre-Registration Pharmacist Scheme in Scotland. (PRIMARY CARE)

Recruitment of 200 trainees to the Scottish PRPS from 3rd year undergraduate pharmacy students (by October 2019) to the PRPS training scheme to commence their training for the 2020/21 cohort. Provide training and quality management for 200 trainees throughout the year to the 2018/19 cohort and 2019/20 cohort of trainees.

Appropriate numbers and type of Applied Psychology and Psychotherapy Trainees to ensure the NHS is provided with suitably trained professionals fit for purpose and in fulfilment of the required numbers guided by workforce planning and SG commitments. (MENTAL HEALTH)

Commission and recruit 54 clinical psychologists training places, commencing October 2019.

Commission and recruit 30 MSc trainees to commence training in psychological therapies in primary care (PTPC) and 30 MSc trainees in applied psychology for children and young people (APCYP) commencing January/February 2020.

Support 54 clinical psychology trainees to complete pre-registration training by the end of October 2019.

Support 30 trainees for psychological therapies in primary care (PTPC) and 30 MSc trainees in applied psychology for children and young people (APCYP) to complete training by January/February 2020.

Recruit three trainee health psychologists in training to commence in May 2019 and support four current trainees to complete training by January 2020.

Support the third year of training for the current cohort of child and adolescent psychotherapy trainees due to complete in September 2021 (five trainees).

Provide the NHS in Scotland with appropriately trained neuropsychologists and upskill other disciplines in these approaches. High quality, efficient and sustainable pre-registration NMAHP and paramedic education which supports practitioners to meet population needs, work flexibly across health and social services settings and manage complexity in the changing service context. (ALL)

Work in partnership with SFC to support universities with the outcome agreements/targets: to increase the retention and completion rates in nursing and midwifery, to improve the gender balance across all fields of nursing, to increase collaboration with Scotland's Colleges to strengthen access and articulation into pre-registration programmes by end March 2020.

Provision of the future workforce. (ALL) Widen opportunities for young people by promoting NHS Scotland as an employer of choice, widening access routes and opportunities for under-represented groups, increasing the number of young people entering the service, A cross sector NMAHP workforce able to access learning and development opportunities through the course of their careers, so that they continue to develop the knowledge, skills and experience they need to provide safe and excellent care for women, children, young people and families. (MENTAL HEALTH)

Deliver a minimum of 3 regional events to further develop knowledge and skills required by approx. 150 school nurses, in relation to the newly published school nurse pathway for emotional mental health and wellbeing by March 2020.

Education and training to maximise the NMAHP contribution to service change, improvement and innovation for women, children, young people and families. (INTEGRATION)

Deliver education to 5 early adopter boards to support maternity care professionals to provide a continuity of care model as outlined in Best Start by March 2020.

Provision, evaluation and implementation of national up-to-date evidence informed guidance. (PRIMARY CARE)

Complete evidence searching and appraisal that could inform oral health risk assessment element of OHIP (Oral Health Improvement Plan) by March 2020.

A quality assured CPD (Continuing Professional Development) programme for Dentists and Dental Care Professionals in Scotland delivering at least 250 events. (PRIMARY CARE)

Deliver a comprehensive programme offering at least 18,000 hours of verifiable CPD across Scotland for dentists and dental care practitioners.

Effective access and support for dental registrants to enter, remain and return to the workforce. (PRIMARY CARE)

Deliver four Mandatory Training courses to dentists wishing to work in Scotland, meeting SG requirements. Each course to have capacity for at least 24 participants.

Provide support to GDC registrants applying for assistance with remediation, utilising the pool of trained mentors. Support includes meeting PDP, CPD and QI activity.

Provide support and advice to registrants to enable them to safely return to the workforce after a career break. An education and training programme for GDPs as set out in the Oral Health Improvement Plan and Programme for Government, to enable them to be appointed as enhanced practitioners providing domiciliary care in care homes (OHIP). (INTEGRATION)

Deliver two cohorts of training to GDPs to enable them to be appointed as enhanced practitioners, providing domiciliary care in care homes. Each cohort to comprise up to 20 GDPs. Aiming for 100% attendance.

‘CPD Connect’ educational programmes to improve Primary Care in NHS Scotland. (PRIMARY CARE)

Grow the PBSGL programme membership by 3.5% and / or to at least 400 groups and increase multi-professional membership to at least 30%.

GPs retained in the workforce by allowing mid-career GPs and those nearing retirement the opportunity to reduce workload and administration tasks while maintaining a clinical input in an educationally supportive practice. (PRIMARY CARE)

Appoint up to 10 GP-SIPS doctors at an average of 6 sessions per week by March 2020.

Improved access to learning, qualifications and education pathways and role development for health and social services support workers to help reshape the workforce, support career development and deliver new models of care in the context of health and social services integration. Upskilled and more confident staff leading to improved delivery of care. (INTEGRATION)

Develop and support the education outcomes and recommendations of the CNO Widening Participation Commission specifically to: build on relevant scoping research to support best practice in attracting men into nursing and midwifery; develop a commonly recognised career pathway for access into nursing and midwifery education and careers and work with partners on other recommendations within the report by end March 2020.

Desired Outcome (1-3 years) Priority Targets for 2019-20 A skilled and knowledgeable public health workforce, including specialist practitioners and the wider health and care workforce, who will effectively contribute to the delivery of key public health priorities, with a focus on health protection and infection prevention and control. (HEALTHCARE ASSOCIATED INFECTION)

Develop, implement and maintain a range of Public Health CPD/educational resources including 7 workshops, 8 national events, development of 15 educational resources and review/update of 36 resources by March 2020.

Engage with all key stakeholders (including NHS Boards, social care, universities and local authorities) to review and revise educational provision through: a) 3 workshops and 21 stakeholder meetings; b) online surveys for all e-learning and one annual survey for non-digital resources by March 2020. Continue to support digital and non-digital educational opportunities for the public health workforce by (a) offering videoconferencing for 8 events (b) providing digital and paper-based copies for 4 new educational resources and (c) ensuring 6 webinars/videos are developed including subtitles by March 2020. By March 2020, work with the Scottish Prison Service with involvement of prisoners in the development of an educational resource focusing on the basic elements of Standard Infection Control Precautions relevant to their rehabilitation.

A health and social care workforce with access to learning and development to promote human rights and evidence-based care and support and promote health equalities for people living with dementia and their families and carers. (MENTAL HEALTH)

38 health and social services staff will complete the Dementia Specialist's Improvements Leads programme by March 2020, including training programmes in palliative care, complex care, pharmacology interventions and the essentials of psychological care, combined with wider leadership/change and development opportunities.

Increased CAMHS knowledge and skills in evidence based psychological interventions, to increase client access to psychological interventions as measured by Access Standards. The aim is to reduce mental illness and improve psychological health in vulnerable children and young people. (MENTAL HEALTH)

To implement the updated Essential CAMHS resource across health boards. The five modules and related reflected practice log are due to be refreshed by March 19. To build up mentor/supervision support in each health board and to collaborate with other departments within NES to promote the resource. To continue to provide CBT training to certificate level (1-year course) and diploma level (2-year course) to 20 clinicians. To provide training in low intensity cut based approaches.

Increased cross-sector reach of existing education and training in Psychological Interventions for Dementia whilst improving support and sustainability. This will ensure timely and better-quality care for people with Dementia in Scotland leading to improved quality of life outcomes. (MENTAL HEALTH)

Continue with delivery of the Essentials in Psychological Care - Dementia training programme for the Care Home sector. Embedding and consolidation from the Health Boards engaged with this training programme through the delivery of a Training for Trainers programme. 100 health and social care staff trained as 'Trainers' in this programme by March 2020. A national Essentials implementation workshop will be developed and delivered by March 2020. Continue with the delivery of Psychological Interventions in Response to Stress and Distress in Dementia Training for Trainers programme. Deliver 1 Stress and Distress Training for Trainers programme to 20 health and social care staff using the revised Stress and Distress training programme. Develop and deliver a national implementation workshop to support S and D Trainers. Revise and update an online e-learning module to bring it in line with the national priority focusing on proactive and preventative strategies in dementia.

Effective commissioning, delivery and embedding of high impact OD, Leadership and Management Development interventions for NHS Scotland and HSCPs. Multi-professional development, education and training is the norm, unit-professional approaches where appropriate. (INTEGRATION)

Deliver and further develop multi-professional early leadership careers development (MTS, New Horizons, SCLFs) aligned to the Project Lift ethos and processes, and the Leadership and Management Development Framework.

With SSSC and RCGP, continue to deliver 'Leadership for Integration', providing tailored support to 5 x 'Collaborative Leadership in Practice' sites and agreeing scope for further programme delivery considering the published response to Audit Scotland Report on Integration. Provide 'You as Collaborative Leader' training to 30 trainers to support sustainable delivery of this component to Partnerships across Scotland. Continue to provide tailored organisational and leadership development support to Scottish Executive Nurse Directors, ensuring alignment to CNO priorities, the aims of Project Lift and the development of succession plans for key posts. Support will include quarterly induction events for new nurse directors and 4 development events for up to 50 existing and aspiring nurse directors.

An NMAHP workforce with access to career long learning and development opportunities, to enable them to develop knowledge, skills and experience to provide safe and excellent care and maximise the NMAHP contribution to transformational service change, improvement and innovation. (WAITING TIMES AND PRIMARY CARE)

Continue to support and fund a minimum of 350 additional nurses to enrol on the Postgraduate Diploma in Advanced Clinical Practice by September 2020 to ensure the target of an additional 500 advanced nurse practitioners are trained by 2021. Commission a minimum of 40 additional Postgraduate Diploma (District Nursing) places between September and the end of March 2020.

Continue to support and fund a cohort of up to 30 newly qualified nurses in general practice in the second year of their training (September 2019 to March 2020) and recruit a minimum of 20 additional places by September 2019.

Test and evaluate innovative models for at least 5 Return to Practice placements across GPN/DN integrated teams with collaboration between general practices, NHS Boards and HEI providers by March 2020.

Work with NHS Boards and partnerships to use workforce data and NES AHP Learning Needs Analysis survey results from 3 pilot areas (MSK Primary Care, Reporting Radiography and Unscheduled Care) to develop educational solutions and career pathways for AHP Advanced Practitioners by March 2020.

A competent, confident and engaged workforce improving delivery of safe, effective person centred and efficient health and care services through building QI capacity and capability. (WAITING TIMES)

Develop plans for and lead the introduction of an innovative package of development in leadership, governance and quality improvement (QI) for Non-Executive Board members and Board Chairs.

Develop a comprehensive educational plan, training materials and subsequent delivery plan to enable staff to practice realistic medicine. An effective collaboration with the Local Government Digital Office and the Scottish Social Services Council to develop a digitally enabled health and care workforce that supports digital inclusion, transformation and the National Digital Platform. (INTEGRATION)

Deliver education standards, learning networks and career pathways in support of Domain D of the Digital Health and Social Care Strategy - in partnership with Scottish Government, SSSC and Local Government Digital Office.

Continued provision and development of the Azure Workforce Planning service bringing together multiple workforce data sources into a single self-service resource which allows stakeholders to develop a picture of the current and future workforce and better plan to meet future demand. (WAITING TIMES AND INTEGRATION)

Workforce planning service available for the public sector in Scotland and operating within agreed SLA (99% uptime) bringing together multiple workforce data sources into a single digital platform supported by a new data and analytics team established in NES by the end of December 2019.

An effective and evolving methodology and set of practices to support delivery at scale of TURAS across NHS Scotland. (ALL)

Reports produced at least monthly about the number of releases for each application of TURAS.

NES Digital Service (NDS) established as an effective service with staffing, resources, processes, objectives and culture in place. (WAITING TIMES AND INTEGRATION)

Financial plan for NDS (to 31 March 2019; and expanded out to 31 March 2020).

Recruitment plan for NDS during initial twelve months (structure; process, including direct clinical engagement). An NDP Roadmap to position it as an integrated data platform for health and social care to support the creation and deployment of data to support excellent clinical care. (WAITING TIMES AND INTEGRATION)

Make connections between the NES and the work on Office 365 and the CHI replacement (critical external platform dependencies).

Maintain NDP roadmap, this will iterate across the year with increasing focus and granularity of deliverables, more specificity over dates and a clearer articulation of how the work to develop the NDP interacts with the existing systems. A portfolio of NDP products/services to enable data and knowledge availability when it is needed and in a format that works for patients and care providers. (WAITING TIMES AND INTEGRATION)

Initiate, supported by NSS, a strategy to deliver access to significant public cloud resource (mechanism expected to be a procurement exercise).

A national rostering system to improve the deployment of staff, reduce reliance on agency and locum staff, give employees more flexibility, improve the quality of workforce data and create more time for frontline tasks. (WAITING TIMES)

Over the next year we will approve the preferred bidder, develop a full business case, complete the contract award and scope work to remove the requirement for re-keying data between existing rostering systems and the Scottish Standard Time System (SSTS).

More modern and more efficient national business and workforce systems. (ALL) Develop an updated roadmap and project plan and start work to manage contract extensions and development requirements for existing systems against the planned procurement and implementation of improved technologies.

TURAS Learn further developed with a clear scope, robust processes and standards, improved reporting, payments for courses, browse and other functionality. Additional NES content is available, and plans are implemented to onboard national boards and other organisations. (INTEGRATION)

TURAS Learn continues to be developed with a clear scope, robust processes and standards, including: improved reporting for content owners; portal functionality for payments; the addition of browse functionality; MoUs in place for all external organisations within 2 months of going live; and expand users to include at least one more national board by March 2020.