The State Hospital

The State Hospital, Carstairs, Lanark ML11 8RP
Phone: 01555 840293 Fax: 01555 840024 email: tsh.info@nhs.net

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Workforce

“We will respond to the needs of the people we care for, adapt to new, improved ways of working, and work seamlessly with colleagues and partner organisations. We will continue to modernise the way we work and embrace technology. We will do this in a way that lives up to our core values. Together, we will create a great place to work and deliver a high quality healthcare service which is among the best in the world.”


In this section:

 

NHSScotland 2020 Workforce Vision (Everyone Matters)

Everyone Matters is the workforce policy for NHSScotland - see the NHSScotland 2020 Workforce Vision (Everyone Matters) websiteOpens in a new window. It supports the 2020 Vision for Healthcare in Scotland and the NHSScotland Healthcare Quality Ambitions.

The 2020 Workforce Vision Everyone Matters sets out thecore values ofNHSScotland which are:

  • Care and compassion.
  • Dignity and respect.
  • Openness, honesty and responsibility.
  • Quality and teamwork.

Everyone Matters logoThe five priorities within the implementation plan are:

  • Healthy organisational culture.
  • Sustainable workforce.
  • Capable workforce.
  • Integrated workforce.
  • Effective leadership and management.

The implementation plan for 2020 Workforce Vision informed the planning process for the Staff Governance Action Plan 2016/17. 

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Staff Governance Standard (4th Edition)

Photo: Islay (Staff Development and Conference Centre)Staff Governance is defined as ‘a system of corporate accountability for the fair and effective management of all staff.’

The Staff Governance Standard sets out what each NHSScotland employer must achieve in order to improve continuously in relation to the fair and effective management of staff.  Implicit in the Standard is that all legal obligations are met, and that all policies and agreements are implemented.  In addition to this, the Standard specifies that staff are entitled to be:

  • Well informed.
  • Appropriately trained and developed.
  • Involved in decisions.
  • Treated fairly and consistently, with dignity and respect, in an environment where diversity is valued.
  • Provided with a continuously improving and safe working environment, promoting the health and wellbeing of staff, patients and the wider community.

Staff Governance StandardOpens in a new window and Staff Governance WebsiteOpens in a new window

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Staff Governance Committee

In 2016/17 the Staff Governance Committee received and noted minutes of the following meetings:

  • Partnership Forum.
  • Health, Safety & Welfare Committee.
  • Clinical Governance papers (as appropriate and where related to a Staff Governance issue).

The Committee also received regular update reports and monitored issues relating to the Knowledge and Skills Framework (KSF), and Attendance Management. 

The Scottish Workforce Advisory Group Secretariat agreed that the Scottish Government does not undertake the traditional annual Staff Governance Monitoring exercise for 2016/17. This was to allow a transitional year to focus on fully implementing iMatter and to develop a complementary Staff Governance Standard Monitoring process. The Staff Governance Committee acknowledged this change and complied with the interim requirement to provide relevant information. The primary purpose was to provide assurance of The State Hospital’s progress in delivering the Staff Governance Standards and to inform the Board’s formal Annual Review process.

The Terms of Reference for the Staff Governance Committee were revised in 2016/17 to reflect an increase from two lay members to three, and this amendment was duly approved by the Audit Committee.

The Staff Governance Committee Annual Report 2016/17 evidences that the Committee met in line with its Terms of Reference, and fulfilled its remit with adequate and effective Staff Governance arrangements in place throughout the year.

In terms of Staff Governance statutory requirements, all processes were undertaken within the necessary timescales.

Staff Governance Annual ReportsOpens in a new window

Staff Governance Monitoring Returns:

Staff Governance Committee Minutes can be found within the Board papers.

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Staff Governance Action Plan 2016/17

The Action Plan for 2016/17 focused on outcomes relating to the priorities within Everyone Matters 2020 Vision relating to Healthy Organisational Culture, Sustainable Workforce, Capable Workforce, Integrated Workforce and Effective Leadership and Management. The staff survey results 2015/16 also formed the basis of the action plan. The main priorities / actions in 2016/17 are detailed below:

  • Implementation of Cycle 2 of iMatter.
  • Scope action required to embed NHS Scotland values within the Board.
  • Develop Workforce Plan.
  • Improve performance in attendance management.
  • Tackling bullying and harassment within the workplace and ensuring all staff are treated with dignity and respect:
  • Ensuring effectiveness of communication with staff and involvement in changes which affect them within the organisation.
  • Addressing issues relating to Health, Safety and Wellbeing of staff.
  • Participation in the National Shared Services agenda as appropriate.
  • Scope progress with regard to review of PIN policies.

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Partnership Working

Image: Staff CharterThe State Hospital’s Staff Partnership Forum is well-established, thus enabling staff representatives to engage with both senior management and staff on a partnership basis.  Following each meeting of the Partnership Forum, a dedicated Partnership Forum bulletin is produced for staff. 

In 2016/17 the Human Resources and Partnership Working Group, comprising a range of operational managers, staff side representatives and HR staff, continued to work closely with Partnership Forum colleagues to develop and approve policies relating to staff governance. In year four policies were either developed as new policies with reference to the relevant PIN guidance or involved a review of an existing policy.

The Hospital’s Staff CharterOpens in a new window places partnership working at the heart of all employment issues.

 

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Workforce Plan

In 2016/17 progress continued to be monitored in the achievement of workforce plan targets. Work was further progressed in relation to developing a workforce report which was considered by the Staff Governance Committee and the Board in Summer 2016.

Workforce Plan 2017/22 can be found in the June 2017 Board PapersOpens in a new window

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Attendance Management

Attendance management remained high on the agenda in 2016/17.  Additional reports were requested by members relating to an analysis of the highest level of absence experience in year along with further data in respect of the application of the Attendance Management Policy.

The absence management standard of 5% in 2016/17 was not achieved. The end of year average absence percentage was 8.35%. This rate is unacceptable and unsustainable due to the impact upon the delivery of quality patient care, the wellbeing of staff and the financial impact in terms of replacement and overtime payments. 

The principal reasons for absence remained consistent with the previous year, with the two most common reasons for absence being anxiety / stress / depression and musculoskeletal conditions. Industrial injuries represented 0.32% of available hours (3,729.52).

The Board fully recognises the importance of promoting attendance at work and is working to effect a significant improvement in the Hospital’s sickness absence performance.

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Fitness to Practise

In 2016/17 a report was provided to assure the Staff Governance Committee that all professional staff were registered and fit to practise. This also included a follow up report to the Committee regarding a single situation where one employee did not have appropriate PVG Registration. The Committee was assured that this matter had been dealt with timeously following a full risk assessment.

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Knowledge and Skills Framework (KSF)

Monitoring of the completion rates for Personal Development Plans (PDPs) for staff was kept under scrutiny all through 2016/17. The monthly completion rate averaged 75.15%; an increase of 2.62% on the previous year’s performance.  The end of year figure of 73% (31 March 2017) was slightly below the 80% target as a result of the implementation of a new leadership structure within the Nursing directorate in February 2017. 

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Mandatory and Statutory Training

Within The State Hospital it is recognised that investment in staff training and development is vital for ensuring safe, responsive and high quality care.  A range of learning opportunities and resources can be accessed through the Staff Learning Centre to support mandatory training, skills updates, personal development and continuous professional development (CPD).

Photo: Staff Learning CentreIn 2016/17 the Staff Governance Committee reviewed the arrangements for completing mandatory and statutory training in order to ensure that these were robust and supported the “Appropriately trained and developed” strand of the Staff Governance Standard. This was a new agenda item for the Committee in the year but will continue to be reported on in terms of compliance.

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iMatter

iMatter logoiMatter, the national continuous improvement tool to support the development of teams, was implemented within The State Hospital in 2015. It replaced the national NHSScotland staff survey.

Since 2015 teams have developed action plans and there is a heightened awareness of the importance of staff engagement and its impact on patient care as well as staff experience.

The 2016 iMatter report showed an Employee Engagement Index (EEI) score of 74% and a response rate of 80%; the average response rate for NHSScotland was 66%. Workshops continued to be delivered in 2016/17 to encourage staff to keep up the good work. From 2017/18 individuals will also receive their own individual team report, encouraging greater buy-in to the process.

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Occupational Health Service (OHS)

NHS Lanarkshire, via Salus, continues to provide an Occupational Health Service (OHS) to The State Hospital. The purpose of the service is to promote and maintain the physical, mental and social wellbeing of all staff.

The OHS annual report was presented by the Occupational Health Clinical Team from SALUS to the Hospital in December 2016. This reported on a range of services including health surveillance, immunisation, follow up of injuries / traumatic incidents, training, workplace assessment, health promotion activities, counselling and policy formation.

Psychological, emotional and practical support is provided for staff through 'Time for Talking'; a 24 hour helpline and one-to-one support service. This provision of guidance and counselling can be done face-to-face, by telephone or Skype, or via online counselling.

Occupational Health Service Annual ReportsOpens in a new window

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Healthy Working Lives (HWL)

Healthy Working Lives logoThe State Hospital holds the HWL Gold Award which demonstrates the organisation’s ongoing commitment to improving the health, safety and wellbeing of its employees and a health, safety and wellbeing culture with evidence of positive employee behaviour changes.  Key activity during 2016/17 included:

  • Continued focus on providing opportunities in physical health, healthy eating and activities around mental health for staff.
  • Psychological intervention for common mental health issues was provided to staff to support organisational initiatives to reduce sickness absence.
  • "Valuing our Staff” (information sheet) was reviewed and updated.
  • To support staff wellbeing, the Personal Development Plan (PDP) / Knowledge & Skills Framework (KSF) process continued to be effectively implemented to ensure right competencies / skills are in place.
  • Face to face sessions with staff on iMatter and organisational values were delivered to support a healthy organisational culture.
  • A series of information campaigns and activities were conducted to support a HWL work environment.
  • To reduce risks to staff health and safety at work, mandatory training took place in relation to DSE and Manual Handling which included awareness of mucsuloskeletal conditions.

Photo: Staff Dining Room & Coffee AreaGood nutrition and healthier eating options continue to be promoted for patients and staff. The Staff Restaurant offers a range of healthy eating options and has a light, airy and contemporary feel.

There is a self-service salad bar, a double soup station, two hot serveries, a dedicated take away section and a new coffee lounge where hot and cold refreshments are available 24 hours a day for staff to Photo: Sports Hallpurchase.

The Hospital has a Sports & Fitness Centre that can be used by staff at certain times of the day / night.

Staff joining The State Hospital are automatically enrolled into the NHS Contributory Pension Scheme but staff have the option to opt out if they wish to do so.

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Dignity at Work

Graphic: Zero Tolerance to Bullying and HarassmentThe Board recognises the right of all staff to be treated with dignity and respect and remains committed to ensuring that all staff are provided with a safe working environment, free from all forms of bullying and harassment. 

The Hospital’s ‘Dignity at Work: Preventing and Dealing with Bullying and Harassment Policy’ makes it clear that behaviour involving the bullying and harassment of any member of staff, for any reason and in any form, is unacceptable, and will not condoned or tolerated.

Dignity at Work graphicAn e-learning module ‘NHS TSH: Tackling Bullying and Harassment’ raises awareness of the dignity at work agenda within NHSScotland and highlights The State Hospital’s aspirations and key requirements relating to tackling bullying and harassment at work. The module is mandatory for all staff and must be completed every two years.

In 2016/17 training for managers was carried out in line with the corporate training plan on the Prevention and Management of Bullying and Harassment. This involved the provision of Emotional Intelligence training which was well received by staff. The recording arrangements for all employee relations matters including Dignity at Work were also reviewed in 2016/17 to ensure that all of the relevant data was captured.

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Disability Confident scheme

Disability Confident logoIn July 2017, The State Hospital achieved Level 2 of the Disability Confident scheme which demonstrates that the Hospital is positive about employing people with a disability.

The scheme, which replaces the Double Tick scheme, is organised into three tiers of commitment; Level 1, Level 2 and Level 3.

The State Hospital is currently working towards achieving Level 3.

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Equality, Diversity & Rights

Our Employment Monitoring Reports relate to employee information associated with public sector equality duty in compliance with Section 149 of the Equality Act 2010 (the public sector equality duty) and The Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012.

Employment Monitoring Reports:2016/17Opens in a new window (coming soon) 2015/16Opens in a new window 2014/15Opens in a new window

Equality Outcomes 2013-17: April 2017Opens in a new window

Equal Pay Statement: April 2017Opens in a new window

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NHSScotland Shared Services

For further information visit http://www.sharedservices.scot.nhs.ukOpens in a new window

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Valuing our Staff

Valuing our Staff (fact sheet) - May 2017Opens in a new window

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