This session highlights the findings of the two year research work into the NHSScotland system of employee relations. The unique role of Employee Directors in NHSScotland will be explained and the topic of the panel discussion is on the future of the Partnership model.

1. Does Partnership Working have a future in NHS Scotland? Professor Nicolas Bacon Nottingham University

2. Sustaining effective partnership working requires: 1. Shared Aims 2. Effective Structures 3. Appropriate Behaviours 1. Shared Aims Leading example of employee participation in the public sector due to a post-devolution consensus- SGHD works closely with Health Boards and staff representatives to improve health services through a shared commitment to coordinating services rather than market-driven reforms.

3. 2. Effective Structures i. Partnership at both national-level and in Health Boards- effective partnership should range from the boardroom to the ward. ii. Separate integrative from distributive issues (SPF, SWAG and STAC)- firewall cooperation from difficult issues (National Scrutiny Group). iii. Match structure to purpose- large meetings are inclusive and smaller meetings engage in more problem-solving.

4. 3. Appropriate Behaviours POSITIVE NEUTRAL NEGATIVE Proposing Seeking information Blocking Building Giving information Disagreeing Including Deferring Criticising Solidifying Empathising Attacking Agreeing Defending Preconditions Open Advance notice Shutting-out Trusting Apprehension Threat

5. Behaviours in three partnership committees

6. Shared aims and effective structures affect behaviours

7. Conclusions- sustaining effective partnership in NHS Scotland will require: 1. Maintaining a shared aim and agreement on how to address the challenges ahead. 2. Ensuring structures are appropriate to: i. Engage staff in strategic, workforce and workplace discussions ii. Agree the aims and overall direction before the detail iii. Firewall difficult issues iv. Facilitate both inclusion and problem-solving 3. Sustaining appropriate behaviours to maintain positive relationships.

8. THE ROLE OF THE EMPLOYEE DIRECTOR WITHIN NHS SCOTLAND

9. THE MAIN AIM OF THE STUDY Undertake a critical evaluation of the role of the Employee Director within NHS Scotland in the context of Scottish Government policy of partnership with trade unions at a strategic board level

10. Background Employee relations in NHS Scotland took a new direction in July 1999 with Scottish Government policy developing ‘ Towards a New Way of Working’

11. DATA COLLECTION METHODS Mixed-method approach Quantitative in the form of survey and Qualitative semi-structured interviews

12. RESEARCH FINDINGS

13. TRUST

14. EXPECTATIONS

15. DECISION MAKING

16. SERVICE REDESIGN

17. FINANCE

18. STAFF GOVERNANCE

19. CONCLUSION A main conclusion of this study is that, in the context of major organisational change and financial pressure, the partnership model practiced within NHS Scotland is fundamental to employee relations within health boards

20. RECOMMENDATIONS There is a need to support and understand the knowledge base of the Employee Director. The development of a person specification, identifying the skills and qualification required to support of the scope and range to undertake the role. The establishment of a joint working group to identify the core skill set required will then be translated into the Employee Directors Personal Development Plan