RCVS Workforce Action-Plan Ambitions Explored graphic

RCVS Workforce Action Plan – Ambitions Explored webinar recordings

During February, March and April 2023, the RCVS delivered a series of seven Workforce Action Plan sessions endeavouring to explore in more detail the insights from those within the professions.

Each of the seven webinars had an experienced panel of key stakeholders, and experienced members of the professions talking about their activities, initiatives, experience from their organisations towards showcasing commitment to the ambitions, and overall contribution to making positive change in the areas of Recruitment, Retention and Return, in the professions.

All the webinars were recorded and are now available to view in the resources area of our website.

RCVS Workforce Action Plan

RCVS publishes Workforce Action Plan setting out how the sector can work together to mitigate crisis

The RCVS has published its Workforce Action Plan setting out the key areas in which the veterinary sector, including representative organisations, employers, charities and other stakeholder groups, can work together to mitigate the impact of the ongoing workforce shortages in the professions.

Via its seven ambitions, the Action Plan presents what the College is doing to tackle the issue and details how collaboration, culture change, career development and leadership, among other things, could help with workforce shortages by improving retention of current members of the professions, encouraging more people to join, and making it easier for those who have left the professions to return.

The seven ambitions – with a selection of some of their key actions – are:

  • Shape leaders at all levels: this includes promoting inclusive everyday leadership; ensuring equality, diversity and inclusion considerations are embedded at all career stages; and launching more opportunities for free and accessible learning resources.
  • Confidence, culture and recognition: this includes ensuring that there’s a welcoming and supportive environment for the whole veterinary team; and continuing to deliver to raise awareness and signpost mental health support.
  • Greater responsibility for veterinary nurses: this includes demonstrating the capabilities of the veterinary nursing role; ensuring clear career pathways for veterinary nurses; and continuing to progress the need for legislative change which would see veterinary nurses gain more autonomy and responsibility.
  • Welcoming a modern way of working: this includes promoting return-to-work support for both clinical and non-clinical veterinary roles; continuing to strengthen relations between the UK and overseas regulators and representative bodies; and encouraging the use of innovation and technology to tackle some of the sector’s major challenges.
  • General practice – a chosen pathway: this includes encouraging confidence in pursuing a career in general practice and the opportunities it offers; encouraging shared training where appropriate between vets and vet nurses at undergraduate level; and learn and model against other professions, such as the medical profession.
  • An attractive career for everyone, including those who’ve left: this includes continuing to promote direct RCVS accreditation of overseas veterinary degrees; launching an Extra-Mural Studies (EMS) policy that leads to a more consistent high-quality experience for students and providers; and ensuring employers understand the re-entry process, and the importance of welcoming people back after career breaks.
  • Improving client interaction and communication: this includes elevating and driving the status of communication and other interpersonal skills in the professions; and developing clearer and more easily accessible explanations of the veterinary role and the scope of vet and vet nurse roles to the general public.

The full list of actions, with context about what has fed into ambitions, can be found here in the Action Plan.

Throughout the document there are references to how both the RCVS and partner organisations, including the British Veterinary Association (BVA) and British Veterinary Nursing Association (BVNA) and other organisations and employers, are already working to fulfil many of the actions it sets out.

Dr Melissa Donald (MRCVS)

Dr Melissa Donald MRCVS, RCVS President, said: “We made clear from the outset that there was no one organisation or one big red button to push that would solve the problem, that it would take imagination, trial, grit and, most importantly, positive and constructive collaboration between all those in a position to make a difference to the situation.

“Our Action Plan reflects this, it is a list of ambitions and actions that organisations and charities and companies can look at and, where actions are relevant and achievable, take on board and implement in order to approve retention and outcomes.

“Of course, organisations like the RCVS can play a major role in this area, and this is why we have included activities we are undertaking such as reform of the EMS system, making the Veterinary Graduate Development Programme available for those returning to veterinary work after a long absence, and the development of resources that can make ‘quality of life’ improvements for the professions such as Mind Matters, the RCVS Academy and the RCVS Leadership project.”

Dr Sue Paterson (FRCVS)

Dr Sue Paterson FRCVS, Junior Vice-President and Chair of the RCVS Advancement of the Professions Committee, added: “This is a very complex, broad and multi-faceted area of concern so the Action Plan has been a long time in the making to ensure that we adequately capture what needs doing and how, in order to enable us to work collaboratively with all veterinary organisations going forward. This is not a finished list, but gives all within the veterinary sector the ability to look at the key areas of work that need to be done and prioritise the ones that most suit their organisational needs.

“I would like to thank all those organisations who have contributed to this project from its very outset, including attending the Workforce Summit in November 2021, those who provided thoughtful and constructive feedback following the publication of the summit’s summary report and those who contributed information about what they are already doing in this area for the Action Plan.

“Furthermore, this is by no means the end of the project however, we will continue to review the actions in terms of what has been successful, what can be improved and where we can collaborate. In 2023 we will also be holding a series of online interactive events for members of the professions, and those who work in veterinary organisations, looking at each ambition in more detail so that the conversation and planning can develop around how they embed the actions in their own workplaces.”

Lightbulb on a background of hand drawn illustrations representing innovation

How you can apply creativity in problem-solving to develop innovative thinking

Our working world has recently faced a constantly changing environment. From new digital technology and the boom in remote working, to altered market and legal conditions such as Brexit, growing environmental concerns and of course the Covid pandemic.

Responding to such changes requires fresh thinking and for people to question established ways of working as well as, the processes, structures and protocols governing products and services and whole business models.

However, the creativity needed to generate innovative responses is hard to magically switch on like the proverbial lightbulb moment that is so often used to visualise it!

Figure 1: Easy to draw, but hard to do!

Instead, we see creativity like a muscle – something that requires exercise and training to build both strength and agility..  And, just as preparing for a workout in a gym should involve warm-up exercises like stretching, we advocate doing something similar when preparing to ‘workout’  our creativity.  A simple mindfulness exercise gives us permission to be present and engage for the duration of our creative endeavours. 

To develop your creative ability, we encourage a range of different techniques in ideation workshops – These are sessions that aim to build creative confidence and introduce people to ways of thinking that can stretch their creative capacity.  We typically introduce problem statements for issues that anyone attending a session could relate to, e.g. How might we encourage children to read more? or How might we encourage people to use public transport more?

By using these broad, abstract problems, people can participate and contribute, without the risk of feeling self-conscious that they might lack sufficient contextual knowledge of a business problem while amongst their peers.

Of the many creative techniques that exist, we recommend using a range that extends from free association at one extreme, to more structured association at the other.

Examples of free association creativity techniques

Word association has its origins in psychiatry and dates back over 100 years. It focuses on creating a list of unrelated (or unintentionally related) words, allowing the stream of consciousness to develop the list, and perhaps from the sub-conscious that is rarely recognised. Our adapted version takes a defined problem statement and tasks participants to practice using these seemingly spontaneous words to link back to the problem at hand. 

These then conjure connections purely from a word and their imagination, perhaps to describe a feature of the problem, an emotion that springs from it, or even a potential solution to the problem. In the words of Steve Jobs, founder of Apple, “Creativity is just connecting things.”

You can read more about word association in this article.

Creative Storytelling is a technique which provides participants with a context setting – for instance the Wild West – and requires each person to assume a persona, such as the Sherriff, the Preacher, The Saloon Owner and so on. They take it in turns to improvise and narrate a story and handover to another person at any point; interweaving elements of the problem statement at different points within the story as they choose.

The power and fun(!) of this technique lies in this improvisational style – as participants steadily immerse themselves in their assigned character, they tend to grow in confidence to speak up for themselves – trying to persuade and inspire others to their characters’ point of view. You might find that other participants borrow from earlier ideas and describe how their own persona can extend them further (or make them better – it can become quite competitive!).

Throughout the session, participants are constantly finding new links between their character and the problem statement, often with an emotional connection they never knew existed until minutes earlier.

This technique is widely used by emergency services who then go on to role-play real problems using different job roles within the organisation. It helps teams to recognise that all actions have consequences, and consequences help us to see these actions from a different perspective.

You can read more about creative storytelling in this article.

Examples of structured and semi-structured association creativity techniques

Metaphors provides both a problem statement to work with and a metaphor from which to see the issue. For instance, participants might be asked “If the problem was a vehicle, what might it be?” The light structured suggestion of a vehicle anchors individuals to a familiar concept, but still provides wide scope for interpretation – is it a road vehicle, like a car or truck, or something historical such as a horse and cart? Is it carrying people, goods, or symbolism? Who is driving it? A few semi-structured, facilitator-led questions can quickly help participants to recognise features and benefits of their imagined vehicle that might convert or relate to the problem in some way. Of all the creativity tools, this simple technique often has surprisingly fast results, opening ideas for innovation in otherwise long-established modes of operation.

Read more here about metaphorical thinking.

S-C-A-M-P-E-R is a structured approach for brainstorming. It tasks participants to address the problem head on, but to use Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse each in turn to explore how changes to existing product or service solutions could impact the problem. For example:

  • How could two services that are difficult to communicate be combined into a single offer?
  • How could a process that was designed to support face-to-face interactions be adapted for online provision?
  • Or even put to an entirely new use altogether?

Covid restrictions suddenly imposed upon an industry was an ideal opportunity for how S-C-A-M-P-E-R could inspire fresh, creative thinking which led  to quickly deployed innovation.

Learn more about the S-C-A-M-P-E-R Technique for Creative Thinking.

Whichever creativity exercises are undertaken, almost all benefit from team development, which build upon and connect to each other’s ideas.  This practice is helped by drawing upon the expertise of a diverse range of individuals. In a face-to-face business context, this might include people with different roles within a single organisation, with varying years of experience and/or personal backgrounds. More recent virtual workshops add the potential of bringing together those from different countries, even combining languages, using icons/emojis or universal terms.

In building out an idea iteratively from different sources, groups tend to create a wider range of solutions. This divergent form of idea generation often develops alternative versions or variations on a theme. In creativity workshops, the goal is not to judge such ideas, but to encourage their arrival – to grow people’s confidence in their own innate creativity.

Note: within the wider process of Design Thinking principles, we recommend a follow-on stage of idea evaluation and assessment, to choose the most promising ideas to take forward into storyboarding and ultimately prototyping or testing.

Perhaps most of all, we should try to facilitate a sense of fun and an engaging atmosphere to work in.

We can all develop and train our creativity ability. The use of targeted exercises and techniques can give teams and individuals the opportunity to develop new ideas, test new ways of thinking and become more innovative in their problem-solving.  In developing our creativity, we also learn to acknowledge and celebrate our own uniqueness, diversity and self-expression and find a way to create something from our personal feelings and experiences.