1. Seven Set Reviews 2009

2. Background NSS wants to be valued as a world class partner that enables & supports transformation in the health & well being of Scotland by 2012. Corporate Strategy identifies 7 Strategic Enhancement Themes which we will need to progress to achieve our vision. In 2008 we established a base level of understanding as to our capability and in 2009 reviewed our performance against the 2008 baseline.

3. Approach Chief Executive spent ½ day with each division or service. Agenda & Guidance sent to every management team well in advance. This year we moved to Self Assessment This was moderated by Chief Exec, Dof & DS&P using balanced judgement on the evidence provided to support development of each capability. Evidence was normally written but verbal examples of activity accepted as support.

4. Agenda Part 1 : Leadership –Director + Chief Exec + HR representative –Review service delivery drivers –Review Organisation Chart –Review Senior Team Bios & development –Review Succession planning –Review overall evaluation scores –Consider potential senior team movement –Review high potentials

5. Agenda Part 2 : People –Senior team + Chief Exec +DoF + Dir S&PP –Review PDP completion rates & practices –Establishment numbers & vacancies –Review staff turnover rates & practices –Review Sickness absence rates & practices –Review number of Grievances –Review staff surveys & Action Plan follow up –Review exit interview stats –Review annual leave c/f –Consider all the above in the context of E&D –Review of equality & diversity impact assessments –Review of secondee management –Review & discussion of staff recognition practices

6. Agenda Part 3 : Partnership working –Senior team + Chief Exec +DoF + Dir S&PP –Review Staff-side / Management partnership working –Review inter NSS partnership working –Review NHS partnership working –Discuss staff survey & subsequent improvements –Review best practice example

7. Agenda Part 4 : Remaining Themes –Customer Focus Survey results Engagement work Action Plans –Quality & Innovation Quality KPI’s Climate for innovation Consistency in hitting targets Plans to improve performance Impact of change programs Meeting regulatory requirements

8. Agenda Part 4 : Remaining Themes –Modernising Working Practices Review risk management processes Review IM&T Enabled programs Review Environmental initiatives Best Practice example –Increased Efficiency Review plan including CRES Demonstrate savings Benefits from process improvement Review of Procurement savings to date Best Practice example

9. Capability Assessment scale Each of the 7 SET’s was scored using the following scale –5: Exemplar, best practice already in continuous improvement mode –4: Good Practice, built into plans & operationally effective –3: Some good practice & evidence fo development work –2: Few examples of good practice, significant improvement required –1: Not acceptable

10. Seven Set Session Improvements Improvements identified across all areas All “1” areas from previous year were addressed & no area of the organisation reviewed was at 1 level We recorded our first “exemplar” results Leadership & efficiency remain our most challenging areas but are improving Very little moderation of self assessment was required

11. Leadership Good Practice Divisions : HFS, ISD, NSD, SHSC NSS Average : 3 – some examples of good practice, evidence of Development work Mixed understanding of service delivery drivers & their use Most structures fit for purpose Emergency backfill much improved Succession planning still weak Senior team development plans weak PDP Evaluation showed significant improvement Senior manager opportunity for advancement poor High potentials support variable

12. People Good Practice Divisions :CLO, HPS, ISD, NSD, PSD, SHSC, SPPM NSS Average : 3 – Some examples of good practice & evidence of development work PDP completion good in all areas Management of staff turnover was weak Sickness absence practices much more consistent than previous year Few grievances Excellent staff survey follow up & comprehensive action plans Exit interview process & practices weak No statistical evidence of discrimination in the above Most Equality & Diversity plans developing well Consistency of E&D impact assessment was variable Management of leave c/f was variable Management of secondees was weak

13. Partnership Working Best Practice Division: NSD Good Practice Divisions : SNBTS, NP, PSD, SPPM, HPS, CLO, ISD, CA, SHSC, HFS, NISG, Fac Man NSS Average : 4 – Good Practices, built into plans, operationally effective Significant improvement in management & staff side joint working Partnership working around the staff survey has been excellent Within NSS is much improved With other organisations is evolving Definite NSS area of strength

14. Customer Focus Best Practice Division: CLO Good Practice Divisions : SNBTS, CFS, PSD, ISD, NSD, SHSC, Fac Man NSS Average : 3 – Some examples of good practice & evidence of development work NSS customer survey of limited value Divisional surveys significantly improved Better evidence of customer satisfaction from multiple sources Customer engagement practices variable Action plans improving

15. Quality & Innovation Best Practice Division: PSD Good Practice Divisions : SNBTS, NP, CLO, ISD, NSD, CA, SHSC, HFS NSS Average : 4 – Good practices, built into plans, operationally effective Improving climate for innovation More consistency in setting & hitting targets Broad establishment of KPI’s Plans to improve performance in place for all operations Impact of change programs often compromised by weak process Meeting regulatory requirements despite increasing pressures

16. Modernising Working Practices Good Practice Divisions : SNBTS, NP, PSD, ISD, SHSC, HFS NSS Average : 3 – Some examples of good practice & evidence of development work All divisions operating risk management processes Broad range of initiatives Most operations can evidence plans for improvement Good examples of environmental initiatives

17. Increased Efficiency Good Practice Divisions : SNBTS, SHSC NSS Average : 3 – some examples of good practice, and evidence of development work Most plans include clear efficiency savings Most operations could share plans to improve efficiency Little evidence of benefits from process improvement More consistency in approach More plans for improving productivity

18. In Summary Our strongest capability area is partnership working, Our weakest areas are enhancing our leadership capability & increasing our efficiency ISD remains our strongest 7 SET operation NISG has demonstrated the biggest improvement in performance (+1.15) All operations are expected to be able to demonstrate further progress at the next 7SET reviews in 2010 Divisions are encouraged to share best practices A strong priority in 2010 will be narrowing the gap between the best & worst performers. The 7 SET process itself needs to continue to develop & evolve

19. 7 SET Process Improvements In 2010 we will continue to use self assessment & a moderating panel Plan 7 SET reviews for June 2010 2010 Format will be evolved by specialist areas & reviewed by Chief Executive (as process owner) prior to issue –Leadership Capability – HR & Workforce / Nurse Director –People - HR & Workforce / Nurse Director –Partnership Working - Strategy & Support / Nurse Director –Customer Focus - Strategy & Support / Nurse Director –Quality & Innovation - Clinical Support –Modernising Working Practices -Finance –Increased Efficiency - Finance Better connectivity to other areas / initiatives –Leadership capability –joined up processes & review leadership development process progress –People – develop & integrate with staff action plan. Review workforce planning progress –Partnership working – link to partnership forum work & PFPI agenda –Customer Focus – link to account relationship management –Quality & innovation to become more clinically focused, link to QIS approach & quality strategy –Modernising working practices to include risk management. Review outcomes matrix progress –Link efficiency to formal productivity / efficiency program. Review financial planning progress

20. NHS QIS Clinical Governance & Risk Management Review 2009

21. Development Implementation Monitoring Reviewing CG&RM Standard

22. Strengths & Recommendations Strengths Hosted a series of risk management workshops to ensure that all staff groups are appropriately involved in organisational risk management Engaged staff in the development of seven strategic enhancement themes (7-SET) which have been defined by the NHS board in order to achieve it’s vision through specific annual targets Demonstrated long term commitment to equality and diversity.

23. Strengths & Recommendations Recommendations Develop an accountable framework for business continuity planning which ensures that it is embedded throughout the organisation, and is assessed and evaluated systematically Embed the principles of clinical effectiveness across all areas of the organisation Begin to formally review long term arrangements in a planned and systematic manner.