National health and social care workforce plan: part three

1. Reform of primary care is driven by developing multidisciplinary capacity across Scotland. Workforce planners including NHS Boards, Integration Authorities and General Practices will need to consider the configuration of local multidisciplinary teams that offer high quality, person-centred care.

2. In recognition of an ageing workforce, local planners have responsibility for workforce planning and managing anticipated levels of staff turnover.

3. The implementation of the new GP contract will require services to be reconfigured to maximise workforce competencies and capabilities, and ensure people see the right person, at the right time and in the right place.

4. The National Workforce Planning Group will play a strategic role in implementing the recommendations of part three of the plan, and strengthen the development of approaches for the primary care workforce.

5. An integrated workforce plan to be published later in 2018 will move towards a better articulated joint vision for health and social care workforce planning

• Increasing in funding in primary care by £500 million by the end of 2021-2, including £250 million direct support of general practice. This investment will see at least half of frontline NHS spending going to community health services.
• Implementing the terms of the MoU over the next three years through the development of local Primary Care Improvement Plans.
• Establishing a National Oversight Group to support service change over the next three years to ensure that patients receive the right service at the right time from the right profession. First meeting of Group in Spring 2018.
• Three year Primary Care Improvement Plans to be submitted by Health and Social Care Partnerships ( HSCPs) by July 2018 setting out proposals to transform and improve local services.
• Working with partners to support the health and wellbeing of the workforce.
• Continuing to help local partners test new ways of delivering primary care services through the Primary Care Transformation Fund. Publication of evaluation report by end 2018.
• Publishing an integrated workforce plan later in 2018 bringing together progress on Parts 1-3, allowing us to move towards a better articulated, holistic vision for the health and social care workforce.

6. Significant investment will be made available over the next 3-5 years, as part of the First Minister's commitment to an additional £500 million for community health services, to plan for, recruit and support a workforce in general practice, primary care and wider community health, including community nursing.

7. Scotland's multidisciplinary primary care workforce will become more fully developed and equipped, building capacity and extending roles for a range of professionals, enabling those professionals to address communities' primary healthcare needs.

8. As part of national, regional and local activity to support leadership and talent management development, planners will need to continuously consider staff training needs in their workforce planning exercises; invest appropriately so that leaders in primary care are fully equipped to drive change; and enhance opportunities for the primary care workforce to further develop rewarding and attractive careers.

• Delivering an additional 2,600 nurse and midwife training places over the life of this Parliament, including a 10.8% increase in places for 2018/19, to ensure we can recruit and train the next generation of staff.
• Investing £3 million to train an additional 500 advanced nurse practitioners by 2021.
• An investment of £3 million over three years into training and education needs of general practice nursing.
• An additional £3.9 million over three years into training and education needs of the wider community nursing team, including district nurses.
• By September 2018, we will work alongside partners, including the Royal College of Nursing, to better understand the requirements and investment necessary to grow the District Nursing workforce.
• Increasing the number of health visitors by 500, supported by funding which has increased over four years to £20 million annually, recurring.

• Working with our partners to deliver our commitment to expand medical school and training places, helping deliver a commitment to recruit at least 800 (headcount) additional GPs over the next 10 years.
• Investing in the Scottish Graduate Entry Medicine ( ScotGEM) programme, a new four year course in medicine focused on general practice and remote and rural working commencing Autumn 2018.
• Recognising the unique recruitment and retention challenges, offering a package of enhanced support for GPs working in remote and rural areas.
• The establishment in Spring 2018 of an Increasing Undergraduate Education in Primary Care Working Group to consider ways of increasing undergraduate education in primary care settings.
• Delivering a marketing and recruitment campaign in 2018-9 to promote Scotland as a great place to work as a GP, and to attract individuals into nursing and midwifery careers.
• A marketing campaign to attract individuals into nursing and midwifery, allied health professional and other health and social care careers.
• Delivering on our commitment that all GP practices to have access to pharmacist support by the end of 2021.
• Increasing the mental health workforce in A&Es, GP practices, police station custody suites by 800 by iinvesting £12 million in 2018-19, with annual investment thereafter rising to £35 million by 2021-22.
• Developing an enhanced role for allied health professionals in supporting patients' needs, including promoting prevention and self-management with improved access.
• Recruiting 250 Community Links Workers by 2021 to help address patients' holistic needs.
• Training 1,000 paramedics to work in the community, helping to reduce pressure on A&E services.
• Enhanced training and support for practice managers and practice receptionist to develop their roles, supported by continued investment.

9. More integrated workforce data for primary care is required, in the context of the workforce data platform being developed by NHS Education for Scotland.

10. Local planners should consider workforce planning tools (such as the six step methodology) in developing their workforce strategies to address local population needs.

11. Planning for future staffing in primary care should identify and make use of available guidance and intelligence on local recruitment and retention issues, and of wider developments in workforce data and scenario planning.

12. The Scottish Government will publish the Primary Care Monitoring and Evaluation Strategy 2018-2028 by June 2018.

• Enhancing workforce data across three broad GMS contract areas: workforce, GP income and expenses, and quality improvement. Submission of enhanced data to commence by end of 2018.
• Improvements underway in collection of AHP, pharmacy and optometry workforce and activity data.
• Developing the NES workforce data platform and supply modelling during 2018 to drive more integrated workforce planning.
• Delivering the next generation of GP clinical IT systems in Scotland by 2020 to help enable facilitate efficient and effective working.
• The Primary Care Digital Services Development Fund, 2016-2018 delivering a wide range of systems enhancements, infrastructure improvements and innovative trials of new tools and technologies.
• Investing in local analytical ( LIST) capacity to inform and drive service design; 65 analysts ( WTE) in place by April 2018.
• Continuing to support the roll out of the Scottish Primary Care Information Resource, with 85% of GP practices able to use SPIRE by the end of June 2018 with the remainder able to use it by December 2018.
• Publishing a monitoring and evaluation strategy to capture and share learning from the reform of primary care in by summer 2018.