NES Annual Report:2013-2014

NES Annual Report:2013-2014

Accessible Word Version

October 2014

Contents

Introduction...... 3

Fast Facts...... 4

CEO's Report...... 7

Chair's Report...... 9

How this Report is Structured...... 13

Theme 1: Education to Create an Excellent Workforce...... 14

Theme 2: Improving Quality...... 28

Theme 3: Reshaping the NHS Workforce...... 40

Theme 4: Responding to New Patient Pathways...... 48

Theme 5: Developing Innovative Educational Infrastructure...... 56

Theme 6: Delivering our Aims through a Connected Organisation...... 68

Case Studies...... 76

Corporate Information...... 78

Introduction

Welcome to the NHS Education for Scotland Annual Report 2013-14

We are a national special health board responsible for education, training and workforce development for those who work in and with NHSScotland. We have a Scotland wide role in undergraduate, postgraduate and continuing professional development and our mission is toprovide educational solutions that support excellence in healthcare for the people of Scotland.

A significant proportion of our work focuses on the clinical workforce, with the majority of our funding used to pay for doctors and dentists in training. In addition we prepare professionals for practice in psychology, pharmacy, optometry, healthcare science, and management roles, and we provide access to education for the nursing, midwifery and allied health professions, healthcare chaplains, healthcare support workers, and for administrative and clerical staff.

We strongly support public service reform and current policy priorities through education for improving quality, service re-design, leadership and management, mental health, dementia, older people, and children and young people with a particular emphasis on enabling sustainable quality through the 2020 Vision.

As well as our focus on the 2020 Vision, our future priorities include ensuring accessible education for the remote and rural workforce; assessing the impact of our work; improving access to education (in particular for support workers); providing workforce analysis, intelligence and modelling, and developing the workplace learning environment.

Looking ahead, our corporate plan for 2014-15 aligns our work under strategic themes supported by key outcomes which outline how we will innovate in specific areas of our business. This has been informed by a comprehensive engagement and intelligence gathering process which acknowledges innovation as a key priority for achieving the ambitions of the 2020 Vision. Through our Digital Roadmap we aim to improve the digital delivery of education. Creating a future that is digital by default supports the recognition that public services should be available online, through a single point of entry, accessible from a wide range of devices in a format that takes account of capabilities and needs.

Fast Facts

We are a Special Health Board, responsible for the development and delivery of education and training for all those who work in NHSScotland. Through this, we support the work of NHSScotland in delivering services to patients that are person-centred, safe, effective and evidence-based.

Read on below for a quick guide to who we are and what we do.

Who we are

NHS Education for Scotland is a national special health board working in partnership with our stakeholders to provide education, training and workforce development for those who work in and with NHSScotland.

Our Vision

Our vision is to provide quality education for a healthier Scotland

Our mission is to provide educational solutions that support excellence in healthcare for the people of Scotland.

Strategic Themes and Strategic Objectives

We organised our work under six strategic themes, incorporating 10 Strategic Objectives:

Strategic Theme / Strategic Objective
Education to create an excellent workforce /

• Delivering evidence-based excellence in education for improved care
• Ensuring best use of the Additional Costs of Teaching (ACT) funding
• Building co-coordinated joint working and engagement with our partners

Improving quality /

• Providing education in quality improvement for enhanced safety

Reshaping the NHS workforce /

• Developing our support for workforce re-design

Responding to new patient pathways /

• Providing education for care which is closer to people in their communities

Developing innovative educational infrastructure /

• Supporting education that maximises shared knowledge and understanding
• Developing flexible, connected and responsive educational infrastructure

Delivering our aims through a connected organisation /

• Establishing systems which connect individual performance to our objectives
• Improving the sharing of knowledge across our organisation

Our Values

Everything we do is based on eight fundamental principles:

• be open, listen and learn
• work together with others to benefit patients
• look ahead and be creative
• always aim for quality and excellence
• promote equality and value diversity
• understand and respond quickly and confidently
• work to a clear common cause; and
• give people power and lead by example

What We Fund

We are funded by the Scottish Government Health and Social Care Directorate (SGHSCD). Our total recurrent baseline funding for 2012-2013 was £391 million, and our total income was £430 million. Of this amount £353 million, was spent on direct educational expenditure in hospital and community services. This included expenditure of £262 million supporting salary and associated costs of trainee doctors, dentists, clinical psychologists, healthcare scientists and intern nurses who all spend a significant proportion of their time delivering patient care.

The fact that NES receives this allocation from the SGHSCD means that we are able to ensure that the money is ring fenced to pay for clinicians in training, thereby ensuring that Scottish Government policy in relation to the workforce numbers is implemented, and protecting the supply of trained clinicians for the future. A further £91 million was paid to NHS Boards to support the Additional Costs of Teaching (ACT) that they incur in providing clinical training opportunities for undergraduate medical students.

How We Do It

We work closely with NHS Boards at an individual and regional level to achieve a common understanding of what we need to do to support them.

We carry out our role in partnership with a wide range of organisations including Scotland’s Universities, College Development Scotland, Education Scotland, Health Education England, UK professional bodies including the Medical Royal Colleges, the Health Foundation, Scottish Funding Council (SFC), COSLA, Skills Development Scotland, and the Scottish Social Services Council. We also have close working relationships with Trade Unions and regulatory bodies including UNISON, UNITE, the General Medical Council (GMC), the General Dental Council (GDC), the Nursing and Midwifery Council (NMC) and the Health Professions Council (HPC).

Want to Know More?

• Download Fast Facts:
• Visit our website:
• Follow us on Twitter and Facebook
• Contact Christine Patch, Head of Corporate Communications: : 0131 656 3206

CEO's Report

It gives me particular pleasure to welcome you to this new format for our Annual Report. Each year, it is a challenge to narrow down our content selection to illustrate the breadth and depth of our work. Whilst we have still been disciplined in our approach, the HTML format connects you easily and directly to our website where you can browse at your own leisure at any time.

You will see that we are also using the head of the Roman god, Janus, as an icon to represent the purpose of an annual report: to reflect on the year just finished and to give some indication of what the next will bring.

Some Reflections

So on with some reflections. To continue the Janus theme, 2013-2014 saw us engaging with our many stakeholders and partners to review not just work carried out that during that year but since 2011 when we embarked on delivering the commitments set out in our 2011-2014 Strategic Framework. That consultation process essentially confirmed that our choice of strategic themes and activities developed to support them were correct and that they should continue over the next five years, albeit with some changes of emphasis and a new or update outputs.

Our refreshed Framework for 2014-2019 has now been published and will guide our activities over the next five years. Perhaps one of the most important outcomes for how we will do our business is Improved and consistent use of technology with measureable benefits for user satisfaction, accessibility and impact . We have now begun to develop an organisational blueprint and implementation roadmap that will see us commit to a digital by default approach by 2019, with non-digital alternatives provided wherever they are needed.

To focus on 2013-2014, we concentrated our work on six themes:

• Education to Create anExcellent Workforce
• Improving Quality
• Reshaping the NHS Workforce
• Responding to New Patient Pathways
• Developing Innovative Educational Infrastructure
• Delivering Our Aims through a ConnectedOrganisation

These themes focused our core business activities: enabling services that are safe, effective and patient-centred are provided by staff who have been trained to appropriate standards, are in the right place at the right time and who are kept engaged and up to date though access to continuing developing and training.

Here are some highlights of the year.

Innovative 3D educational resource

The First Minister launched an innovative approach to education and training for healthcare staff on 24 April and saw how3-D technologies and interactive anatomy can work together to improve training for healthcare professionals. Following three years of development, we launched innovative 3D educational resources that will enhance the understanding of anatomy, improve patient safety, and increase the flexibility of training for all healthcare professionals.

They represent a significant time and financial investment by NES to help meet the Scottish Government's Quality Strategy aims of improving patient safety and aspirations in their recently announced digital strategy.

The 3D Head and Neck enables dissection education to be taken to the next level. This extremely accurate model and software allows students to dissect the head and neck "virtually" whether this is by rotating the head and neck, zooming in on specific areas or focusing on discrete anatomical structures such as nerves or blood vessels as often as they like. When used in one of the 3-D teaching laboratories, students can immerse themselves in the anatomy of the head and neck and appreciate the relationship between different structures from any angle.

Integral to the development of the interactive anatomy model was the development of an innovative, interactive dental injection simulator. This simulator gives students the opportunity to feel what it is like to give a dental local anaesthetic injection and links this with the anatomical model to check that the injection would have been successful.

Patient Feedback e-Learning Modules

In May, the Cabinet Secretary for Health and Wellbeing, Alex Neil MSP, launched e-learning modules which we had jointly developed with Scotland’s Ombudsman to help staff deal with patient feedback, concerns and complaints.

These interactive learning modules raise awareness of topics such as the value of apology and of encouraging feedback from patients, their families and carers. They also provide staff with knowledge of the NHS complaints procedure.

There is a real emphasis on the importance of frontline staff resolving problems to avoid escalation. There is also a focus on person-centred care, with people at the heart of all decisions in health and social care.

26 September also saw 130 delegates gather to celebrate the largest unique education programme of its kind in the world and to shape its future direction. The Cleanliness Champions Programme, which we developed and manage, was launched in September 2003 to equip healthcare workers with the skills and knowledge necessary to ensure good local practice in the prevention and control of Healthcare Associated Infections (HAI), and to use their knowledge and skills to assess risks and act as a role model. It is a key element of the Scottish Government Task Force delivery plan which coordinates all Healthcare Associated Infection activities.
By May 2013, over 15,000 NHSScotland staff had completed the programme, around 10% of the total workforce. Over 10,000 students and non-NHS health and social care staff have also undertaken the programme.

Dementia Champions

In January this year, Murrayfield Stadium in Edinburgh was the venue for graduation ceremony of the fourth cohort of Dementia Champions. This year’s ceremony brought the total of health and social care graduates in Scotland to over 400, each one of whom is dedicated to bringing about improvements in the experiences and outcomes of care and treatment for people with dementia, their families and carers. This year’s event had a special significance as it was the first cohort to include Scottish Ambulance Service staff who are now deploying their new skills outside the traditional healthcare settings.

This programme is a very successful example of partnership working: NES, the Scottish Social Services Council and Alzheimer Scotland. In September 2013, the partnership had held the second Scotland’s Dementia Awards for which over 90 nominations has been received. The Awards celebrate the work of both professionals and community groups committed to helping people with dementia and their families. They showcase the creativity, innovation and dedication that make a real difference to the daily lives of people with dementia and their families across Scotland when organisations, groups and teams work together. The winner of the Best Educational Initiative was the University of the West of Scotland. We are already looking forward to this year’s awards ceremony.

Pharmacy Distance Learning Pack

Some two months later, we launched a distance learning pack to help pharmacists and pharmacy technicians gain the knowledge and skills they need to provide high quality, person-centred care to people with dementia. The pack has been sent to every Scottish Community Pharmacy and is also available as a downloadable PDF.

The Press Release page on our Media Centre provides more information on these and other key achievements during the year:

I would like to join with our Chair in thanking every member of staff in NHS Education for Scotland for the contribution they continue to make to the success of this organisation. NES is going through an intense period of organisational change which can be an unsettling experience. However our staff remain professional and highly committed to our shared belief in the value of education and the improvement it enables in the delivery of safe, effective and person-centred care to all those who live in Scotland.

I hope you find our Report an enjoyable journey. I would be delighted to receive your feedback on our Report or any of the examples given at any time.

Malcolm Wright OBE

@malcolmwright12

Chair's Report

At the heart of all we do in NES is a firm belief that education is a strong force for positive change, supporting improved outcomes for people by ensuring that we have the right staff, in the right place, at the right time, with the right skills. As NHSScotland’s national education and training health board, this is precisely what we aim to deliver, working in close partnership with an array of partners across the health, higher and further education sectors, regulatory, statutory and funding bodies and Royal Colleges.

Of course, we also have an increasingly important role in developing and delivering education and training for the social care sector as we move towards integration of health and social care provision. To achieve this, we work in particularly close association with the Scottish Social Services Council.

The move to integration was given full powers on 1 April 2014 with Royal Assent being granted to thePublic Bodies (Joint Working) (Scotland) Act. Throughout this report, you will see examples of that joint working in operation.

2013-2014 was the final year of our three-year strategic framework. As you explore our Annual Report site, I hope you will agree that the examples we have given strongly illustrate the impact of high quality, targeted education and training in action.

As a national board, we take a ‘doing it once for Scotland’ approach, achieving significant results whilst investing our resources carefully to achieve spread across all staff groups delivering healthcare, including all primary care contractor groups.

2013-2014 also saw us start a detailed consultation period involving stakeholders and staff on what they wanted us to continue to do/stop doing/do differently over the next five years. The outcome of that intense period was Board approval in January 2014 of our nextfive-year Strategic Framework. Future annual reports will give us an opportunity to chart how we achieve these outcomes.

During November 2012, our three Edinburgh offices combined into one at Westport 102, Edinburgh. A similar exercise has been taking place in Glasgow during this year. Scheduled to be completed before November 2014, this will allow us to consolidate our property in Glasgow into a single building.