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					                                                                              Board Meeting
                                                                              06 10 09
                                                                              Open Session
                                            NHS GRAMPIAN                      Item 7.4.2

                                         PEOPLE STRATEGY

Introduction

NHS Grampian has developed a corporate strategy with a clear set of measurable
objectives. The People Strategy, and its underpinning plans, integrate with and
provide support to that corporate strategy.

Aim

The Strategy is being submitted to Board for approval following a thorough and
lengthy consultation process throughout the organisation.

Discussion

This People Strategy supports a general approach to the strategic management of
human resources which deals with longer term workforce issues and about structure,
quality, culture, values, performance, commitment and matching resource to future
needs. It sets out the general direction NHS Grampian will follow to make the most
effective use of human resources available now, and in the future, to deliver a
sustainable health service to the population of the North East of Scotland.

Key Risks

In order to achieve this People Strategy, it will be essential to reposition HR and to
strengthen the role of line management to reinforce a state of interdependency with
HR to achieve organisational goals. If this is not achieved there is a definite risk that
the service and its impact on patient care will be affected.

The focus of all HR Directorate activity will be influenced by the organisation
development agenda for NHS Grampian. In other words, the purpose of HR will be
to develop the organisation and create the environment in which we can deliver the
vision. The risk if this is not achieved is that organisational objectives will not be
achieved.

The HR Directorate will also provide specialist skills and advice in all HR related key
areas. This role will help to eliminate risks associated with the management of our
people.

Conclusion

This Strategy has been developed in partnership and defines the direction of travel
for people management within the organisation.

Recommendation

The Board is requested to approve this Strategy.

Mark Sinclair
Director of HR and Strategic Change
17 September 2009

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                        FINAL DRAFT
                      PEOPLE STRATEGY




                                                                  Document prepared by:
                                                                  HR Directorate and Partners

                                                                           Date Prepared:
                                                                                   July 2009

                                                                             Review Date:




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EXECUTIVE SUMMARY

NHS Grampian has developed a corporate strategy with a clear set of measurable
objectives. The People Strategy, and its underpinning plans, integrate with and
provide support to that corporate strategy.

This People Strategy has three main aims:-
   To illustrate alignment to NHS Grampian strategic themes and objectives;
   To describe the vision for future development of the Human Resources (HR)
    Directorate; and
   To provide high level information regarding the future activities of each area within
    the HR Directorate and how the constituent parts of it will work together to help
    deliver NHS Grampian‟s corporate strategy.

This People Strategy supports a general approach to the strategic management of
human resources which deals with longer term workforce issues and about structure,
quality, culture, values, performance, commitment and matching resource to future
needs. It sets out the general direction NHS Grampian will follow to make the most
effective use of human resources available now, and in the future, to deliver a
sustainable health service to the population of the North East of Scotland.

The People Strategy identifies key themes:-
   People Management issues are not just the responsibility of the HR
    Directorate
    HR does not work in isolation and the role of making the most effective use of the
    human resources available to NHS Grampian is the responsibility of all, at a level
    appropriate to their role in the organisation.
   Performance Management
    In order to achieve the organisation‟s objectives, performance management at all
    levels is critical.
   Continuous Improvement
    Due to financial and demographic changes, it is essential that the organisation
    continually seeks ways to optimise use of resources and, where appropriate,
    redesign the service provided to meet the needs of the patient/carer (or end user)
    more effectively.

The document will be developed and reviewed on a regular basis by the HR Director
with the Board, Executive Team, Staff Side colleagues and head of each functional
HR area to ensure that the HR Directorate remains aligned to the future direction of
NHS Grampian. Progress against objectives in underpinning plans will be reviewed
by the HR Director in partnership with head of each individual HR functional area.




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Contents

Section 1: Alignment to NHS Grampian Strategic Themes and Objectives
Background                                                              4
Purpose                                                                 4


Section 2: Vision for Future Development of the HR Directorate
Introduction                                                            6
Scope                                                                   6
Transformational Approach                                               7
Implementation, Evaluation and Review                                  11


Annex 1: Action Plan
3.1 Corporate Health and Safety                                        12
3.2 Operational HR Teams                                               14
3.3 HR Service Centre                                                  16
3.4 Leadership Development                                             19
3.5 Learning and Development                                           21
3.6 Occupational Health Service                                        23
3.7 Partnership & Staff Governance                                     25
3.8 Strategic Change and Organisation Development                      27
3.9 Workforce Development & Redesign                                   29


Annex 2: Managers’ Code of Conduct                                     32




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SECTION 1: ALIGNMENT TO                     NHS      GRAMPIAN     STRATEGIC   THEMES    AND
           OBJECTIVES


Background
NHS Grampian has recently reviewed and developed its overall purpose, vision, values
and principles and, as a consequence, developed clear strategic themes with
supporting strategic objectives. This builds upon the original work of the Grampian
Health Plan entitled Healthfit (revised in 2009) and, as a result, we are embarking on
a period of unprecedented change. In order to ensure that health and healthcare
services are sustainable for the North East of Scotland there is a requirement to
balance the three elements of:-
   Service delivery underpinned by service redesign;
   Financial management; and
   Workforce competence, redesign and availability.

In support of the vision, NHS Grampian has developed five strategic themes which
provide an overarching framework for the alignment and development of all activity
across the organisation, namely:-
   Improving the public‟s health and reducing inequalities;
   Delivering safe, effective and timely care in the right place;
   Involving patients/carers, public, staff and partners towards mutuality;
   Developing the workforce and empowering staff; and
   Improving efficiency, productivity and sustainability.

Purpose
NHS Grampian invests more than 67% of its annual budget (excluding Family Health
Services) on the employment of over 17,000* people and is aware that excellence in
patient care depends on ensuring that every individual employee is given the
opportunity to contribute to the extent that can be reasonably expected of them.
The purpose of this document is to describe how the HR Directorate will support
NHS Grampian to achieve its vision and values, strategic themes and associated
measurable targets over the next three years.
*17,041 as at May 2009


In order to achieve the strategic objectives of NHS Grampian, it is essential that
ownership for achieving the objectives within this document is shared by not only the
HR Directorate, but also by management and staff side colleagues. In addition, all
staff will be encouraged to have an awareness and understanding of the People
Strategy relevant to their role in the organisation.

In particular, the issue of performance management at all levels must be given higher
priority. All employees of NHS Grampian have a responsibility to ensure that
individually, within their team and as a service in its entirety, we continually aspire to
improve the performance and quality of everything we deliver to our patient/carers
and the public.

In order to successfully deliver this strategy, it is essential that the different functional
areas within the HR Directorate work together as a team aligned to each of the main
service areas. To maintain and improve excellence in patient care and to become an
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employer of choice, many of the high level plans included in this document will
require support from colleagues across a variety of directorates, calling on HR
colleagues for specialist expertise as and when required.

The Board and the Executive Team have a responsibility to provide leadership,
setting the direction, providing support and modelling leadership behaviours. The HR
Directorate provides frameworks and technical support to managers in accordance
with the corporate lead. Line Managers apply knowledge and skills in their day-to-
day management activities. Staff Side colleagues provide leadership, advice and
support to their members working in partnership with managers to achieve
organisational objectives and underpin strategies, policies and plans.

Development of the People Strategy has involved staff side colleagues, the
HR Directorate, Operational Management Team and Executive Management Team.
This document will form the basis of work plans for the HR Directorate going forward
and has clear, tangible links to NHS Grampian strategic themes.


The next section of this document will describe the scope of the NHS Grampian
HR Directorate and outline the vision for the HR Directorate’s future
development.




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SECTION 2: VISION FOR FUTURE DEVELOPMENT OF THE HR DIRECTORATE

Introduction
To fully support the overarching strategic objectives of NHS Grampian, the service
delivery must adapt. This section of the People Strategy describes how current HR
practices will evolve over the next three years.

Scope
The HR Directorate incorporates the following areas:-
1.   Corporate Health and Safety
2.   Operational HR Teams
3.   HR Service Centre
4.   Leadership Development
5.   Learning and Development (L&D)
6.   Occupational Health Service
7.   Partnership and Staff Governance
8.   Strategic Change and Organisational Development (OD) and
9.   Workforce Development & Redesign




                                                  Corporate
                                                  Health &
                     Workforce                     Safety
                   Development &                                      Operational
                     Redesign                                         HR Teams

    Strategic
    Change &
                                                                                    HR Service
  Organisational
                                                 NHS                                 Centre
  Development
                                            Grampian People
                                               Strategy


     Partnership                                                             Leadership
       & Staff                                                              Development
     Governance
                            Occupational
                                                               Learning &
                              Health
                                                              Development
                             Services


 Fig 1: Illustration of NHS Grampian HR Directorate with People Strategy at its
                                     core

More information about each individual functional area is contained in Annex 1 of this
document.

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Transformational Approach

In order to achieve this People Strategy, it will be essential to reposition and to
strengthen the relationship between line management and HR; and reinforce a state
of interdependency between the two to achieve the organisational goals.

The focus of all HR Directorate activity will be influenced by the organisational
development agenda for NHS Grampian. In other words, the purpose of the HR
Directorate will be to develop the organisation in order to deliver the vision and also
provide specialist skills and advice in all human resources related key areas.




                 Strategic Themes                                 Fig 2: Illustration of the close
                    & Objectives                                  alignment of the People Strategy
                                                                  to the core vision, values and
               Vision,                                            principles of NHS Grampian,
                               People
              Values &                                            which are all underpinned by
                               Strategy
              Principles                                          organisational development to
                                                                  achieve strategic themes and
                                                                  objectives




In the HR Directorate we can describe our function as support, guidance, direction
and governance of change in:


   Purpose (vision, values and corporate objectives from the strategic development
    of such to the communication and application at individual level)
   People (through supporting and driving change in behaviour at organisational,
    team and individual level)
   Structures (ensuring that the system is organised to deliver and be managed in
    such a way as to achieve the organisational purpose – form follows function.
    That individual roles are defined to fulfil this purpose – and that individuals are
    able to understand the learning, training and development necessary to fulfil
    these roles and to progress)
   Processes (leading and supporting the continuous improvement of services
    against agreed organisational purpose and targets)
   Policies and procedures (people related policies and procedures are aligned to
    organisational purpose, are communicated appropriately, are applied consistently
    and equitably and are reviewed in line with change)




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We can identify where our individual roles and expertise fits with this approach.
However it is crucial that the way in which we work is to support change and those
undertaking change.




In order to support this approach we will behave as:
   Coaches and internal consultants to our colleagues, the organisation and it‟s
    partners
   One team, cooperating and supporting our colleagues, the organisation and it‟s
    partners
   Learners, reflecting and developing from our own and others‟ experiences
   Listeners who are open to challenge and receptive to questions
   Leaders willing to „take the mantle and model the way‟
   Collaborators bringing our professional expertise to support managers‟ service
    knowledge
   Role models, upholding the reputation of our HR Directorate
   Facilitators of change and organisational development


To achieve these we will:
   Be loyal to our colleagues
   Ensure our contribution adds value
   Take risks based on our empowered sound judgement/professional knowledge
   Take responsibility for identifying development needs and act on these
   Prioritise workload agreed on organisational objectives
   Act consistently
   Be proactive as individuals and use our initiative
   Work towards mutual respect and support
   Meet regularly to reflect, share and learn
   Ensure the partnership process
   Act confidentially

The transformation of HR will be underpinned by service redesign to ensure that the
change is sustainable.

Using sound policies and procedures for guidance, managers will have responsibility
for performance management and staff development. Key to this change is the
appropriate and focused development of individual managers‟ competence based on
assessed need. This will support managers‟ capability and foster consistent
interpretation and application. Opportunities for development will utilise the
Knowledge and Skills Framework and blended learning including e-learning.

It is recognised that a wide range of manager experience, skills and knowledge
currently exists across NHS Grampian. As a result, managers have varying
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requirements with regard to the level of support provided by the HR Directorate.
Consequently, HR will continue to provide a flexible service to meet the day-to-day
needs of their client group.

HR, however, cannot elicit the required changes in isolation and line managers will
play a crucial role in the achievement of the objectives outlined in this strategy. The
Managers‟ Code of Conduct is attached at Annex 2.

 Managers have the responsibility for all management activity related to their staff.
Indeed as they are both the delivery vehicle for change and, along with the staff
involved, the owners of the eventual outcome, line management will play a vital role
in delivering this new People Strategy. This is because of the close relationship
managers have with their employees; a level of day-to-day contact that provides the
potential for deep understanding of employee attitudes, concerns and motivations.
Line Managers have access to the information that can inform, guide and confirm the
People strategy, policy development and business change of NHS Grampian.

It is a key function of the HR Directorate to ensure that the following areas of the
manager‟s role are addressed.

   Skills – Managers are often promoted because they possess technical knowledge
    about their field of operations, rather than because of their operational people
    management skills. In order to perform at the required level it is therefore
    imperative that managers be equipped with the appropriate people management
    skills. Using the relevant performance management and development processes
    (for example Knowledge & Skills Framework), managers need to assess their
    abilities against the core management competencies then ensure that any skills
    gaps are identified and addressed.
   Communication – Managers must clearly understand what their role in the
    organisation is, where they can get support if needed and why the People
    Strategy has been developed. Without this they will quickly feel disempowered
    and unable to meet the challenges.
   Value – Line Managers need to be fully involved in developing and implementing
    this strategy to see that undertaking the broad remit of management responsibility
    for people management is of value to them, their employees and the organisation.
On supporting managers with these issues, it will become clear where the
responsibility of HR and where the responsibility of the manager lies.

The “split” between the responsibilities of HR and those of the Line Manager can be
viewed as a continuum (see diagram below); the more experienced the line manager,
the less the dependence on support from HR in day-to-day people management
issues. This enables HR to deliver what is of value from a professional expertise
perspective whilst the line manager leads, manages and develops their team.




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                                                               Area of HR
                                                         responsibility for
                                                       support or delivery


                         Area of management
                         responsibility for
                         support and delivery

    General line management                                       Specific people expertise,
    and people development                                        policy issues, points of law,
    issues                                                        expert facilitation, etc



                     Increased manager’s experience and confidence


Fig 3: The “split” between the responsibilities of HR and those of the Line
Manager can be viewed as a continuum




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Implementation, Evaluation and Review

Underpinning plans for each functional area are attached as at Annex 1 to ensure
this Strategy is turned into reality.

Progress will be reviewed against the objectives outlined in attached Action Plan on a
regular basis and a written report to summarise progress will be devised and
reported to the Staff Governance Committee for them to monitor progress at
quarterly intervals throughout the year. We will also seek to further develop a suite of
relevant Key Performance Indicators (KPIs) in order to give a consistent and timely
summary of our performance. We will look to develop, in partnership, a system of
feedback in which the rest of the organisation can inform the HR Directorate how
they perceive we are performing and any ideas they have which will improve our
performance.

The content of this Strategy will be reviewed on a three yearly basis to ensure it
continues to be fit for purpose and is based on evidence-based best practice.




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ANNEX 1:         ACTION PLAN

3.1 Corporate Health and Safety
     The purpose of the Corporate Health and Safety functional area is to develop,
     guide and direct a strategic approach to the management of health and safety
     across the whole of NHS Grampian.
     The aim of the function is to ensure that our staff, patients/carers and any other
     persons who might potentially be adversely affected by our operational activities,
     are afforded the highest levels of health and safety protection that are reasonably
     practicable.
     It is envisaged that this will be achieved through effective partnership working
     with our stakeholders, both within and external to NHS Grampian. A clear
     strategic system for practical health and safety management will be driven
     throughout the organisation, along with a clear direction to inform and
     communicate health and safety more efficiently, in order that the foundations of a
     positive health and safety culture might be realised.
     Principles:-


      Culture: NHSG will build on and enhance a positive health and safety culture
       – where health and safety is very much viewed as an integral part of
       operational management within NHSG, and not as an optional extra;
      Policies: NHSG will attempt to make the overall health and safety policy
       framework within NHSG clearer, more meaningful and easier to manage, will
       be an area on which Corporate Health and Safety will aim to prioritise;
      Training: NHSG considers the development of staff, across all levels of the
       organisation is paramount to the effective implementation of any health and
       safety management system. As a core dimension of KSF, ensuring that the
       training offered is appropriate, and meets the relevant statutory
       obligations/mandatory requirements of NHSG, as well as ensuring that
       managers are aware that they need to identify any job specific health and
       safety training that may not necessarily be identified or organised centrally, is
       a further key area for consideration;
      Communication: Communicating health and safety information is a
       challenge for large multifunctional organisations such as NHS Grampian, due
       to the diversity of its operations. The process the organisation uses in getting
       the messages of Board policies, information and general advice to employees
       working across NHSG will be assessed and evaluated as a priority; and
      Integration: NHSG will look towards closer, more integrated, health and
       safety services as an organisational must for NHSG. With the current financial
       climate within which NHSG must operate, drawing budgets every more tightly,
       NHSG must look at smarter working with a joined-up approach to tacking the
       management of health and safety.




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 No.           Strategic Objectives                               Timescale     Responsibility
  1 Management and Staff working in                                 2009    Head of Health and
     partnership to develop and sustain a                                   Safety (in conjunction
     Corporate Health, Safety and Wellbeing                                 with staff-side
     Committee structure that will afford                                   colleagues)
     effective and meaningful consultation.

        Strategic Theme:- Involving patients,
        public, staff and partners towards
        mutuality
    2   Senior Executives have an informed                          2009     Head of Health and
        command of health and safety, enabling                               Safety
        them to effectively direct and influence
        staff and patient safety and wellbeing.
        Strategic Theme:- Developing the
        workforce and empowering staff
    3   Develop a Corporate Health and Safety                       2010     Head of Health and
        Strategy for NHS Grampian.                                           Safety (in conjunction
                                                                             with other H&S
        Strategic Theme:- Improving
                                                                             stakeholders)
        efficiency, productivity and
        sustainability


Summary of Next Steps
   With regard to the above strategic objectives, the Head of Health and Safety is
    already working closely with staff-side colleagues and with senior management in
    order to develop a workable Health and Safety Committee structure that will
    operate on a corporate basis. The inaugural meeting of the new Committee took
    place at the end of July 2009. Sector Health and Safety Committees will then
    follow over the forthcoming months.
   Additionally, a great deal of preparatory work has been undertaken in order to
    source, and then deliver, suitable high-level executive training on health and
    safety. Some nationally accredited courses have already been undertaken by our
    senior executive cohort and the final results are expected before the summer.
    This top-down approach presents the basis to build a revitalised direction for
    health and safety corporately.
   To further enhance this point, a new Corporate Health and Safety Strategy for
    NHS Grampian will be developed over the forthcoming year. The background to
    this strategy is to have a framework in place to assist in achieving all of the points
    detailed above, and to enable a positive health and safety culture to be
    embedded within NHS Grampian.




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3.2 Operational HR Teams
      The purpose of the Operational HR Teams is to improve staff capability, capacity
      and commitment by integrating service needs with strategic and operational HR
      priorities. In order to achieve this HR Managers and their Teams will continue to
      strengthen and develop a partnership approach with the managerial teams of the
      areas they serve.
      In collaboration with managers and other HR colleagues, the Teams aim to
      support the development of a culture of staff performance management,
      development and involvement which enables staff to provide continually
      improving standards of care to patients/carers. In addition, the Teams aim to
      ensure the effective implementation and development of benefits realisation of
      pay modernisation and workforce development.
      Principle:-
       Impartiality, integrity and innovation in the development and delivery of policy,
        procedure, advice and support.
 No.              Strategic Objectives                            Timescale      Responsibility
  1 To ensure service re-design opportunities are                   2009-     Human Resource
     realised with the aim of reducing staffing costs               2012      Managers (HRMs)
     and improving service provision.                                         with support of
                                                                              colleagues, the
        Strategic Theme:- Developing the                                      organisation and
        workforce and empowering staff; Improving                             its partners HRSC,
        efficiency, productivity and sustainability                           Workforce
                                                                              Redesign and
                                                                              Development
  2     To deliver the new attendance management                    2009-     HRMs with support
        model throughout NHS Grampian.                              2010      of colleagues, the
                                                                              organisation and
        Strategic Theme:- Improving efficiency,                               its partners and
        productivity and sustainability                                       Occupational
                                                                              Health Services
  3     To increase people management capacity and                  2009-     HRMs with support
        capability throughout NHS Grampian.                         2011      of Learning &
                                                                              Development
        Strategic Theme:- Developing the                                      Team
        workforce and empowering staff
  4     To instil a performance management culture                  2009-     HRMs with support
        throughout NHS Grampian                                     2012      of colleagues, the
                                                                              organisation and
        Strategic Theme:- Improving efficiency,                               its partners and
        productivity and sustainability                                       HRSC
  5     To develop and introduce a consistent model                 2009-     HRMs with support
        of talent and succession management                         2010      of colleagues, the
        throughout NHS Grampian.                                              organisation and
                                                                              its partners and
        Strategic Theme:- Developing the                                      HRSC
        workforce and empowering staff



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                                                                  Time
 No. Strategic Objectives (continued)                                     Responsibility
                                                                  Scale
    6   To deliver the transformation model of People             2009-   HRMs
        Management.                                               2012
        Strategic     Theme:-      Developing      the
        workforce and empowering staff; Improving
        efficiency, productivity and sustainability

Summary of Next Steps:


   There will be a constant review of the staffing levels and structures of the HR
    Teams to ensure they remain the most effective and efficient way of delivering of
    the service. We will continue to build on the team concept within this area to
    create a challenging but supportive culture which encourages innovative
    approaches but also ensures consistency of delivery. The Partnership and Staff
    Governance stream of work will continue to be a priority for the Teams.
   We will continue to support service redesign in the sectors we serve and will
    place a high priority on supporting the delivery of the new attendance
    management model.
   We will look to develop a suite of KPIs to monitor our performance against the
    objectives listed above.




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3.3 HR Service Centre
      The purpose of the HR Service Centre (HRSC) is to provide consistent, accurate
      and efficient transactional services for the Directorate and to provide a high
      quality, and financially viable, nursery service for the organisation.
      The main aim of the function is to deliver consistently, accurately and efficiently
      all the transactional administrative HR and payroll services for the Directorate
      and to drive efficiency, value and customer focus in the delivery of those
      services. A further aim is to provide a high quality and financially viable nursery
      service plus wider childcare initiatives.
      Principles:-
       Consistency, accuracy and efficiency of process; and
       Delivery of value for money services.
 No.            Strategic Objectives                              Timescale     Responsibility
  1 To assist NHS Grampian to become an                             2009-     HRSC with
     Employer of Choice by developing                               2010      assistance form
     recruitment branding, a re-designed                                      Public Sector
     website, applicant tracking and                                          Partners
     collaborative relocation tendering.

        Strategic Theme:- Developing the
        workforce and empowering staff
  2     To re-provision Nursery Services to                          Re-      Nursery Services
        ensure long-term financial viability.                     provision   with assistance from
                                                                    2009      Aberdeen University
        Strategic Theme:- Improving
        efficiency, productivity and                              Beak even
        sustainability                                              2010
  3     To enable NHS Grampian to achieve                           2009      HRSC with
        financial budget by assisting with                                    assistance from
        developing, delivering and administering                              HRMs and GAPF
        Voluntary Severance and Voluntary Early
        Release packages, reducing corporate
        budget spend (recruitment advertising
        and interview expenses) and identification
        of further organisation-wide savings
        opportunities.

        Strategic Theme:- Improving
        efficiency, productivity and
        sustainability
  4     To mainstream Agenda for Change –                           2009      HRSC Payroll
        freeing up resources to implement revised                             Project Team with
        HRSC structure and further develop                                    assistance from
        HRSC Systems Team and achieve                                         Agenda for Change
        greater efficiencies including Scottish                               (AfC) Project Team
        Standard Time System (SSTS).

        Strategic Theme:- Improving
        efficiency, productivity and

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        sustainability




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    No   Strategic Objectives (continued)                         Timescale   Responsibility
     5   To develop further metrics and KPIs for the HR             2009-     HRSC
         Service Centre to enable benchmarking and                  2010
         improved service

         Strategic Theme:- Improving efficiency,
         productivity and sustainability
    6    To maximise the use and benefits gained from                 2009-   HRSC with
         HRSC Systems Team approach to benefit wider                  2010    assistance from
         HR Directorate – SSTS, eExpenses, etc                                Workforce and
                                                                              Redesign and
         Strategic Theme:- Improving efficiency,                              Development/HR
         productivity and sustainability                                      Directorate
    7    To implement and roll out ePayroll Services                  2010-   HRSC
         (subject to this national initiative being approved          2011
         by NHSS)

         Strategic Theme:- Improving efficiency,
         productivity and sustainability
    8    Carry out a review of the review of the                      2009-   HRSC
         recruitment service using Continuous Service                 2010
         Improvement (CSI)
         Strategic Theme:- Improving efficiency,
         productivity and sustainability



Summary of Next Steps
HRSC
    Launch NHS Recruitment Brand initially via micro site with other initiatives to
     follow (by May 2009).
    Develop Applicant Tracking System component of site.
    Develop Voluntary Early Release (VERS)/Voluntary Severance (VS)
     policy/administration process/calculators and team (by 1 July 2009)
    Monitor and review and significantly reduce recruitment advertising and interview
     expenditure.
    Develop travel protocol savings and monitoring/review processes.
    Complete AfC payroll implementation to detailed timetable.
    Progressively return resource to mainstream activity and systems team
     development to achieve greater efficiency, including SSTS.
    Develop further KPIs, particularly recruitment.
    Complete eExpenses Shared Support Services Pathfinder (by July 2009).
    Complete full roll out (by October/November 2009).
    Project manage NHS Shetland eExpenses (by July 2009)
    Contribute to development of ePayroll PID (by September 2009).
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Nursery Service
   Open Little Acorns (June 2009)
   Finalise plans for Employer Support childcare Scheme/promote the benefits and
    launch scheme (by July 2009, subject to HMRC approval).
   Promote Busy Bees childcare voucher scheme (August 2009 onwards).
   Finalise Service Level Agreement (SLA) with Aberdeen University for places (by
    June 2009).
   Monitor and review occupancy, financial and service success.




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3.4 Leadership Development


      The purpose of the Leadership Development functional area is to ensure that
      leaders at all levels of NHS Grampian are equipped with the skills necessary to
      provide competent direction to the organisation at the appropriate level and to
      model the behaviours which promote the organisational culture required for the
      successful delivery of health and health care services across the North East. The
      model adopted by NHSG is that of “Engaging Leadership”, appropriate at all
      levels and within both clinical and non-clinical environments.
      The purpose of this functional area is to identify the leadership capacity and
      potential across NHS Grampian. Then to capture the leadership development
      needs and ensure that leadership programmes and interventions are developed
      and delivered in an efficient, cost-effective and innovative manner.
      Principles:-
       Create real and sustainable leadership of the organisation
       Develop ownership of the leadership process at Board and Executive level as
        well as the capacity and capability to cascade this down through the
        organisation
       Actively seek opportunities to role-model engaging leadership behaviours and
        adopt a coaching approach with staff
       Develop understanding of the leadership potential throughout the organisation;
        and
       Develop the capacity and capability of senior and middle managers, clinical
        and non-clinical managers alike.

 No.         Strategic Objectives                                 Timescale      Responsibility
  1 Create the baseline of effectiveness of                         2009    Strategic Change
     the Board and develop a whole Board                                    Manager (Board and
     Development Programme (NHS                                             Executive Development)
     Scotland Framework for Developing
     Boards)
        Strategic Theme:- Developing the
        workforce and empowering staff
  2     Complete the Transformational                               2009     Head of Strategic
        Leadership and Coaching Programme                                    Change and OD and
        for the Executive team and develop                                   Strategic Change
        the rollout programme and materials                                  Manager (Board and
        for the next level (300)                                             Executive Development)
        Strategic Theme:- Developing the
        workforce and empowering staff
  3     Develop a sustainable process for                           2009     Strategic Change
        reviewing progress for both the                                      Manager (Board and
        Executive and whole Board                                            Executive Development)
        development programmes
        Strategic Theme:- Developing the
        workforce and empowering staff
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 No.                Strategic Objectives                          Timescale       Responsibility


    4   Implement a process for succession                          2009      Head of Strategic
        planning and ensuring talent                                          Change and OD
        management within the Executive
        Team.
        Strategic Theme:- Improving
        efficiency, productivity and
        sustainability
    5   Develop an evaluation model to                              2009      Strategic Change
        determine the effectiveness of                                        Manager (Board and
        leadership and group interventions.                                   Executive Development)
                                                                              and Head of
        Strategic Theme:- Improving                                           Organisation
        efficiency, productivity and                                          Development
        sustainability
    6   Develop a plan to roll-out a sustainable                    2009      Head of Organisation
        leadership programme to                                               Development
        senior/middle managers.
        Strategic Theme:- Developing the
        workforce and empowering staff


Summary of Next Steps
   Following a review of the current Engaging Leadership programme for the
    Executive Team, to plan and implement a cascade approach throughout the
    organisation over the next 2 years. This will ensure that leaders in both clinical
    and non-clinical roles will be equipped with the skills to deliver organisational
    improvement through programme and project teams within CSI as well as within
    their day-to-day roles.
   To initiate a process for succession planning and ensuing talent management,
    based on the Engaging Leadership model and beginning at Executive Team level.




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3.5 Learning and Development


     Education, learning and development are essential components of all aspects of
     care and support services activity. Being fully competent in a role is central to
     ensuring the safe and effective delivery of care and supporting services, health
     improvement, managing risk and planning for future service provision.
    The purpose of the Learning and Development function of NHS Grampian is to
    ensure that the workforce is equipped with the relevant skills, knowledge and
    competencies to perform in their roles and manage their careers. The function
    aims to ensure that the development needs of the workforce are assessed and
    learning and development interventions developed and delivered to the
    appropriate standard, using the most cost-effective and efficient delivery
    mechanism.
     Principles:-

       Staff will be equipped with the skills, knowledge and behaviours to
        deliver the services patients/carers and the public expect
       Individual Learning and Development is the responsibility of the
        individual
       The line manager has a key role in supporting the identification of
        need and development of staff through the performance
        management and personal development process for staff in Agenda
        for Change and other processes for Doctors, Dentists and
        Executives and Senior Managers
       There will be equality of access to learning and development
        opportunities for all, relating to need

     Learning and Development will:

       contribute to the development of the whole workforce and
        organisation, including new ways of providing services and new
        ways of working
       be integral to the service planning and redesign process at an
        individual, team and service level
       be appropriately aligned with local education providers
       Learning and Development activities will be flexible including
        different modes of delivery (e.g. e-learning) and delivered as close to
        the workplace as possible.
       We will ensure that we work across organisational boundaries (e.g.
        regionally, public sector) where appropriate to join up Learning and
        Development opportunities and avoid duplication.




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 No.           Strategic Objectives                           Timescale     Responsibility
  1 Complete a CSI redesign project                             2009    Head of Strategic
     across L&D, involving other areas who                              Change and
     also have responsibility for L&D                                   Organisational
     activity.                                                          Development
        Strategic Theme:- Improving
        efficiency, productivity and
        sustainability
    2   Achieve the national (HEAT) target                        2011   Head of Strategic
        relating to KSF Personal Development                             Change and
        Plan (PDP) reviews.                                              Organisational
                                                                         Development
        Strategic Theme:- Developing the
        workforce and empowering staff
    3   Develop and agree robust evaluation                       2009   Head of Strategic
        and measurement processes to                                     Change and
        ensure that all L&D activity adds value                          Organisational
        to both the organisation and the                                 Development
        individual.
        Strategic Theme:- Improving
        efficiency, productivity and
        sustainability
    4                                                             2010   Head of Strategic
        Review the provision of e-enabled
                                                                         Change and
        learning and development ensuring
                                                                         Organisational
        that best use is made of the variety of                          Development
        training media available

        Strategic Theme:- Improving
        efficiency, productivity and
        sustainability
    5   Induction package(s) developed,                           2010   Head of Strategic
        agreed and implemented.                                          Change and
                                                                         Organisational
        Strategic Theme:- Developing the                                 Development
        workforce and empowering staff



Summary of Next Steps

   The Learning and Development team will complete the CSI review of L&D which
    incorporates all aspects of learning and development, including the provision of e-
    enabled learning, the structure and roles of the team and the learning and
    development priorities for NHS Grampian for 2009/2010.


   This will then enable the team to focus on the interventions which will really add
    value to the organisation and help support culture change.



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3.6 Occupational Health Services
        The purpose of the Occupational Health Service (OHS) is to offer a wide range of
        clinical and managerial skills to support NHS Grampian employees and
        managers in achieving a healthy, productive and effective workforce. In addition,
        OHS provides a variety of services including occupational health, fitness for work
        and workplace adjustment, disability and housing, travel advice and
        immunisations, teaching and research and external contract activity.
        The aim of Occupational Health Services is to deliver services to NHS staff, the
        public in Grampian and support the wider health initiatives to improve the
        wellbeing of the population of Grampian.


Principles

   Support the development of a culture of staff wellbeing and productivity which
    enables staff to provide continually improving standards of care to patients/carers
   Assure effective implementation and development of supportive processes for
    balancing work and wellbeing


 No.         Strategic Objectives                                 Timescale    Responsibility
  1  Support the strategic development and                          2011    OHS
     implementation of public health
     measures such as pandemic flu
     immunisations programmes & travel
     immunisations.

          Strategic theme: Improving the
          public’s health & reducing
          inequalities
    2     Continue the implementation of                            2011     OHS/HR/Line Managers
          proactive attendance management
          and workplace adjustments using
          telephone and email based
          communications.

          Strategic theme: Delivering safe,
          effective & timely care in the right
          place
    3     Develop the OHS website and                               2010     OHS
          communication leaflets for staff and
          public.

          Strategic theme: Involving patients,
          public, staff, and partners towards
          mutuality
    4     Meet financial targets.                                 Annually   OHS

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        Strategic theme: Improving
        Efficiency, Productivity &
        Sustainability




Summary of Next Steps

   The OHS team will work with the public health and infection control teams to
    increase the number of targeted interventions for pandemic influenza
    immunisation.

   OHS will ensure that all waiting time targets are met. Integrate data systems and
    track all patient clinical pathways using the OPAS system.

   We will develop and promote the OHS website to ensure better information for the
    public and patients. The website will also provide feedback forms to help engage
    the public.

   Implementation of the Integrated Attendance Management Process involving
    initial OHS support with Performance Managers/HR/Line Managers around data
    management.




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3.7 Partnership and Staff Governance
      The purpose of Partnership and Staff Governance is to ensure staff are at the
      centre of NHS Grampian‟s achievement of its aims.
      Partnership and Staff Governance aims to ensure staff governance mechanisms
      are implemented throughout NHS Grampian and that there is adequate and
      effective leadership of them. In addition, Partnership and Staff Governance
      encourages the integration of staff governance in all service planning, provision
      and change.

Principles
       Support the development of a culture of staff management, development and
        involvement which enables staff to provide continually improving standards of
        care to patients;
       Ensure that staff governance mechanisms are implemented throughout
        NHS Grampian and that there is adequate and effective leadership of them;
       Ensure the integration of staff governance in all service planning, provision
        and change;
       Assure effective implementation and development of benefits realisation of
        pay modernisation and workforce development; and

       Ensuring partnership process by involving staff in decision making to deliver
        more effective and efficient delivery of services.
 No.               Strategic Objectives             Timescale   Responsibility
  1 To make explicit the competencies and standards   2009-   HRMs
     of behaviours that are expected between          2011    Staff Side
     managers and staff, and between staff groups
     themselves.
        Strategic Theme:- Developing the Workforce
        and Empowering Staff
  2     To change the focus from HR Policies and                  2009-   HRMs
        Procedures to Staff Management Policies and               2010    Staff Side
        Procedures – with the aim of delivering service
        needs, re-designing services and supporting
        staff.
        Strategic Theme:- Developing the Workforce
        and Empowering Staff; Improving Efficiency,
        Productivity and Sustainability
  3     To deliver web tools to enable efficient delivery of      2009-   HRSC
        new Staff Management Policies                             2011
        Strategic Theme:- Improving Efficiency,
        Productivity and Sustainability
  4     To promote flexible working with the aim of               2009-   Colleagues, the
        assisting staff to achieve work-life balance whilst       2012    organisation and
        enabling service re-design                                        its partners
        Strategic Theme:- Improving Efficiency,                           HRMs
        Productivity and Sustainability

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 No.            Strategic Objectives                              Timescale  Responsibility
  5 To promote Healthy Working Lives throughout                     2009-   Public Health
     NHS Grampian                                                   2012    Team
        Strategic Theme:- Developing the Workforce                          Health Promotion
        and Empowering Staff                                                OHS
    6   To review the Partnership Working Agreement to              2009-   Head of
        match the changing needs of staff and                       2010    HR/Employee
        management.                                                         Director
        Strategic Theme:- Involving Patients, Public,
        Staff and Patients
    7   To prepare an action plan to integrate equality             2009-   Equality &
        and diversity into the mainstream of the                    2010    Diversity Manager
        organisation.
        Strategic Theme:- Improving the Public’s
        Health and Reducing Inequality


Summary of Next Steps:

   We will look to further integrate Partnership & Staff Governance into the work of
    the Operational HR Teams whilst not losing focus on the importance of delivering
    the strategic objectives listed above.

   Implementation of Staff Governance Action Plan 09/10.

   Continued Staff Management policy and procedure development and review.

   Further promotion of productive relationships at work and staff support
    mechanisms.

   Maintenance of productive employee relations climate through partnership
    working to underpin CSI/redesign.




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3.8      Strategic Change and Organisational Development


      The purpose of the Strategic Change and Organisational Development functional
      area is to support the implementation of CSI (Continuous Service Improvement)
      throughout NHS Grampian and to ensure that the required change in culture
      needed to underpin CSI is developed. This will include developing a robust
      training and development process which will ensure that NHS Grampian is self-
      sufficient in supporting strategic change activity, providing individuals with many
      opportunities to learn new skills to put into practice, not only in their own service
      areas but also, through secondment opportunities, in other areas of the
      organisation.
      Over the next 3 to 5 years, the function will support the strategic deployment of
      CSI methodology through a series of sub-strategies including those of:
            Learning and development in CSI tools and techniques
            Communications and staff engagement
            Integration with other improvement programmes (eg Patient Safety,
             Releasing time to care, Senior Charge Nurse review)
      The function will be responsible for ensuring that all strategic change, service
      improvement and supporting organisational development activity is in line with
      the strategic themes but that it also meets the following criteria:


      Principles:-
       Demonstrates what is of value to the public, patients/carers and staff;
       Promotes service excellence for patients and carers in clinical services and for
        internal customers in support services;
       Enables the changes in behaviour which will ensure sustainable cultural
        change;
       Delivers value for money, reducing waste, saving money or avoiding costs;
       Is supported to ensure success; and
       Develops a model of service which is sustainable.


 No.          Strategic Objectives                                Timescale      Responsibility
  1 Complete Phase 1 of strategic                                   2009    Director of HR and
     approach to CSI-Whole System                                           Strategic Change
     Analysis
         Strategic Theme:- Improving
         Efficiency, Productivity and
         Sustainability
  2      Implement the strategic CSI plan for                       2010     Director of HR and
         2009/10 including alignment of                                      Strategic Change
         resources and supporting
         management processes.
         Strategic Theme:- Improving
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 No.            Strategic Objectives                              Timescale       Responsibility
        Efficiency, Productivity and
        Sustainability


    3   Develop and implement training                              2010      Head of Strategic
        strategy to support the development of                                Change/OD
        the NHSG resource to deliver the
        strategic roll-out of CSI
        Strategic Theme:- Developing the
        Workforce and Empowering Staff
    4   Implement the communications plan                           2010      Head of Strategic
        associated with the strategic CSI plan.                               Change/OD
        Strategic Theme:- Developing the
        Workforce and Empowering Staff
    5   Align the HR Directorate objectives                         2010      Director of HR and
        and outputs to the achievement of the                                 Strategic Change
        strategic CSI plan.
        Strategic Theme:- Improving
        Efficiency, Productivity and
        Sustainability

Summary of Next Steps
   Phase 1 of CSI focuses on the completion of a whole system analysis, the
    identification of priority CSI projects and the development of an Improvement
    Plan, comprising short-term CSI projects, for 2009/10. A good grounding at this
    phase is essential to build all future organisational and service improvement
    activity upon.
   The Continuous Service Improvement Group will identify management plans to
    ensure the 2009/10 plan is delivered successfully and that successive plans are
    developed, managed and evaluated appropriately




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3.9 Workforce Development & Redesign
      The purpose of the Workforce Development & Redesign Team is to provide
      leadership and support to NHS Grampian in taking forward required workforce
      redesign and ensuring effective workforce utilisation and development.
      The Workforce Development & Redesign Team aims to deliver work in the
      following four key areas:-
      1. Development and provision of workforce information to support Performance
         Management and Workforce Planning;
      2. Development and implementation of appropriate measures, tools and
         processes to support effective workforce utilisation and development;
      3. Development and implementation of tools and processes to support the
         development of Service Workforce Plans which meet the criteria of
         affordability, availability and adaptability; and
      4. Identification and options for delivery of required accredited competencies to
         meet the needs of the Workforce Plan.
      Principles:-
       Plan on the basis of the multi-disciplinary, multi-level workforce team, following
        the patient pathway approach;
       Ensure that Workforce Plans meet the criteria of affordability, availability and
        adaptability;
       Determine appropriate staff levels on the basis of required competencies and
        capabilities rather than qualifications, taking account of available resources;
       Build career pathways that promote succession planning to ensure the
        required skills are available;
       Align workforce planning, development and redesign with our Strategic
        Themes, adopting a future rather than current focus on required changes; and
       Making effective use of HR Directorate resource in developing and embedding
        workforce development and redesign with the service.


No.                 Strategic Objectives                          Timescale      Responsibility
 1.    Agree and implement an annual plan                            2010     Workforce Team with
       within the Workforce Information Strategy                              support of Virtual
       to ensure reports drawn from a variety of                              Workforce team,
       sources support management decision                                    Finance,
       making in relation to performance                                      HRSC,
       management and future planning.                                        Risk Management,
                                                                              L & D,
                                                                              Regional &
                                                                              National

       Strategic theme: Developing the
       Workforce & Empowering Staff

 No Strategic objectives (cont.)                                  Timescale Responsibility

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    2.     Develop and implement, quantitative and     Develop Workforce Team with
           qualitative measures around the most         2010    support of Health
           efficient and effective use of Workforce             Intelligence
           Resources.                                 Test 2011 Services, Workforce
                                                                leads
           Strategic theme: Improving Efficiency,      Rollout Regional
           Productivity & Sustainability                2012    National
    3.     Ensure that required medical workforce       2010    Workforce Team with
           redesign and development is implemented              support of Service
           in line with national timescales and local           Leads,
           service requirements and is embedded                 NES,
           into Workforce Plan and CSI redesign                 Regional
           processes; making appropriate use of                 National
           contractual processes.

           Strategic themes: Developing the
           Workforce & Empowering Staff,
           Delivering safe, effective & timely care
           in the right place
    4.     Through on-going development of the                    2010   Workforce Team with
           virtual Workforce Team facilitate the                         support of Virtual
           development of Workforce capacity and                         Workforce Team,
           competencies to meet the requirements of                      Service Planning
           service planning and redesign.                                Leads,
                                                                         Lean Team
           Strategic themes: Developing the                              Education
           Workforce & Empowering Staff,
           Improving Efficiency, Productivity &
           Sustainability
    5.     Meet national requirement for Workforce                2010   Workforce Team with
           Planning and Projections including                            support of National
           Workforce implications for the Local                          Regional
           Delivery Plan                                                 GAPF
                                                                         Staff Governance
           Strategic themes: Developing the                              Performance Team
           Workforce & Empowering Staff,                                 Finance Team
           Delivering safe, effective & timely care
           in the right place


Summary of next steps

The following actions are to be delivered over the forthcoming year (09/10):

        Agree and implement annual plan within Workforce Information Strategy to be
         incorporated into annual Board Workforce Plan
        Develop appropriate quantitative and qualitative measure for workforce utilisation
         using existing local, regional and national information sources
        Develop, agree and support the implementation of plans to meet EWTD
         requirements for trainee doctors and the effective implementation of job planning
         processes
        Agree and develop alignments between HR, Strategic Change, Learning and
         Development and Workforce to support required workforce development and
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    redesign. Agree and develop the required management competencies to take
    forward workforce redesign and utilisation
   Meet national timescales for the delivery of Workforce Projections, workforce
    implications of the Local Delivery Plan and identification of key workforce issues
    within the Board.




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    ANNEX 2: MANAGERS’ CODE OF CONDUCT



As a NHS Grampian Leader/Manager, I will:

    Pursue service excellence by
        ensuring patients‟/clients‟/carers‟ needs are at the centre of decision-making
        seeking to protect patients/clients/carers and staff from clinical and
         environmental risk
        encouraging service excellence and supporting changes to make this a reality

    Act with integrity and probity by
        communicating with openness and honesty in all matters including handling
         complaints and giving feedback to staff
        ensuring confidential and constructive communication
        managing resources and financial risk effectively and efficiently
        ensuring personal integrity and probity at all times
        seeking to protect patients/clients/carers and NHS resources from fraud,
         inducements and corruption

    Account for my own and my team’s performance by
        taking responsibility for my own and my team‟s performance
        complying with all statutory requirements
        providing appropriate explanations on performance
        acting on suggestions/requirements for improving performance
        supporting the Accountable Officer of my organisation in his/her
         responsibilities

    Engage appropriately with others in decision-making by
        ensuring that patients, the public, carers, staff and partner organisations are
         able to influence decision-making in relation to NHS services
        supporting effective and informed decision-making by patients about their own
         care
        seeking out the views of others and building mutual understanding
        ensuring clarity and consistency in relation to dual accountability

    Develop my team and myself by
        building and developing effective teams, supported by appropriate leadership
        instilling trust and giving freedom to staff/partners to make decisions within
         authority
        being aware of and taking responsibility for my behaviour and continuous
         personal development as a NHS manager, to ensure my fitness for purpose
         and that of my staff and team



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