CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST. Board of Directors Monday 14 th November Workforce Performance Mid-Year Report

Transcription

1 CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Board of Directors Monday 14 th November 2016 Workforce Performance Mid-Year Report

2 Purpose of Report To provide the Board of Directors with an update on the ongoing work to sustain good performance and/or seek further improvement in key workforce indicators. Background During 2014 the Trust experienced a deterioration in a range of Workforce Performance Indicators with many of the key indicators being significantly off track across all Divisions. Therefore in early 2015 the Executive Director of Human and Corporate Resources instigated a Workforce Recovery Programme which included a number of schemes to ensure an organisational focus on delivering significant improvement. From January 2015 up until March 2016 the Board of Directors received a monthly report on progress and a high level overview of the project work streams put in place to secure sustained improvement. From April 2016 monthly reporting of the workforce KPIs continued through the medium of the monthly Board Assurance report. This mid-year report provides an overview of the on-going work to secure sustained improved performance and shows progress between April September Monitoring Arrangements Reporting of all the Key Workforce Performance Indicators will continue to be regularly monitored through the usual Board Assurance Report, which is reviewed by the Board of Directors, Trust Management Board and Operational Management Group. In addition, Key Workforce Performance Indicators are monitored in a number of other forums including Operational Workforce Committee, and the Governor Staff Experience Group. Current performance for each of the Key Workforce Performance Indicators is reported on the People and Development Performance (PDP) Dashboard. The PDP Dashboard is available on the Electronic Workforce Intelligence Portal (ewip) and can be accessed by Divisional / Corporate Directors, Clinical Heads of Division, Heads of Nursing and HR. The Human Resource Scrutiny Committee and the Operational Workforce Committee will continue to monitor and scrutinise in all key areas of workforce management and organisational development and learning and review performance against action plans and any required mitigation including the timeliness of delivery. 2

3 Workforce Recovery Plan Indicators Trust Performance April to September 2016 KPI Attendance Target 96.4% September 95.1% Monthly Actual v Target ( = target) ( = 2015 performance) KPI Appraisal Target 90% September 87% Monthly Actual v Target ( = target) ( = 2015) Turnover (Rolling 3 months) Target 3.15% September 3.56% Time to Fill 5.0% 4.0% 3.0% 2.0% 1.0% 100 Corporate Mandatory Training Target 90% September 92% Target 65 days September 58 days Vacancies Target 5% September 6.1% % 6.0% 4.0% 2.0% Clinical Mandatory Training Target 90% September 90%

4 Revised Scheme Key Objectives Employee Well-Being Scope and develop a Trust Employee Health and Well-being Strategy to create a motivated, involved and engaged workforce. Enable our managers to proactively assess and manage employee well-being through the provision of relevant policies, interventions and data which supports and maintains a healthy working environment. work programmes Managing Employee Attendance 1. Review guidelines for access to occupational health assessments and fast tracking employees to therapeutic and diagnostic services: New Occupational Health service specification developed based on a different operating model to the existing service provision. Discussions underway to determine the best service provider for the new model. 2. Review the provision of staff support across the Trust: Undertake an internal audit of the range of staff support initiatives provided across the Trust. Assess the suitability, value and impact of the staff services provided to ensure they remain fit for purpose. Work with providers to improve, design and develop a suitable, effective and VfM initiatives which support and maintain high levels of employee attendance. Complete August 2016 Scoping stage Scoping stage 3. Review Mechanism for Case Management of sickness absence: Heat-map implemented across the Trust allowing for the timely reporting and management of sickness absence. Carry out external assessment of programmes available to assistance and enhance the management of employee relations cases including sickness absence. Chief Nurse has launched a programme of work to focus on the proactive management and support of nurses with high levels / frequency of absence. Introduce and regularly maintain a process for the monitoring of sickness absence amongst nurses Support Senior Divisional Management teams in introducing and regularly reviewing all long term sickness cases to ensure their effective and on-going management. HR to regularly review and ensure managers comply with the requirement to carry out effective Return To Work interviews and adherence to the Trusts Absence Management policies. Maintain Recognition of 100% attendance scheme Support managers in ensuring the importance of maintaining high levels of attendance is communicated effectively across the Divisions Complete Nov 2015 Complete Sept Update training for managers on managing sickness / absence: Rolling programme of absence management training for line managers delivered through a micro session or half day course. The sickness management microsite has been updated and Divisions have been asked to provide feedback on any further tools or guidance notes they require. HR for non HR managers e- learning package includes an Effective Absence Management module Coaching line managers prior to sickness absence meetings Complete Sept

5 Employee Resourcing Revised Scheme work programmes Scope and develop a Trust Attraction Strategy based on workforce requirements To scope and develop a comprehensive and innovative approach to attraction for new staff to present the Trust as key employer of choice in both local, national and international markets. To gather and utilise information sourced from existing staff and professional advisers to inform our approach and practice based on a flexible and proactive approach to workforce supply and demand. To establish a clear pathway from attraction through candidate engagement and experience, selection and retention that is underpinned by the Values and Behaviours framework and supported by a strong communication plan. Attraction, Retention and Values Based Selection The new CMFT Careers Website continues to develop with values based content and talking heads videos bringing the site to life and showcasing the culture and opportunities that we offer as an Employer of Choice. Proud to Care band 5 nurse campaign continues and the SNAP social media campaign continues to perform well as a positive route to candidate attraction. This project remains a priority for Corporate Nursing and the Recruitment Team to deliver and media has now been placed to attract 2017 graduates to CMFT. Strengthen use of social media across all recruitment processes to both engage with wider candidate market and to support current campaigns. Ensure responses are evaluated to inform future plans. Consider alternative approaches to sourcing candidates for hard to fill posts or those within a highly competitive market. The international nurse recruitment project continues to be supported ensuring candidates meet the required compliance checks to live and work in the UK. This project has a strong element of learning and we share our experience and knowledge regularly with other Trusts. Support to an ED&I pilot programme aimed at helping all managers make the best decisions in recruitment and selection and to improve black and minority ethnic (BME) representation in Band 8a posts within the Trust. November 2016 December 2017 Developing knowledge and skills to support the effective recruitment and management of migrant workers who are a key priority in our current workforce across a number of professional groups to address workforce shortfalls. Profile the workforce against generation profiles X, Y & Z to inform attraction, engagement and retention work streams. The Trust is participating in the North West Streamlining Project for pre-employment checking systems and processes to support the delivery of an employee passport where outcomes could be shared amongst organisations so securing efficiencies and improving the candidate experience. December 2016 March 2017 Continue to consider our approach to selection taking the opportunity through dialogue and training to improve the effectiveness of recruitment practice that secures the best candidates with the skills and attitude that we need. Competency based assessment s aligned to our values are offered for senior roles to provide added depth and validity to the selection process. Opportunities for values based selection are sourced on a local basis and support provided to Divisions to develop their skills and experience in recruiting this way. Candidate communication toolkits aligned to our values messages which enhance the candidate experience and engagement during recruitment are in operation and will be evaluated to determine effectiveness. 5

6 Performance Management & Capability Schemes Review & monitor implementation of appraisal, Induction & Mandatory Training policies through performance & audit Review monitoring and reporting systems and processes and make recommendations for improvements Divisional reports have been redesigned based upon Director feedback to highlight staff that will become non-compliant within the following 2 months. The reports have also been rag rated. Review and recommend changes as appropriate to programme design, content and delivery methods to meet standards in compliance and competence Make recommendations that inform leadership and management training to ensure standards can be sustained. E-learning / appraisal video developed to support training on completing the appraisal paperwork. Progress The Appraisal policy has been reviewed and agreed at TJNCC in September 2016 Plans have been implemented by all Divisions in order to achieve target compliance throughout 2016/17. At the end of September 2016 mandatory training compliance rates are on target at Corporate 93%, Clinical 90%. Non- Medical appraisal rates 87%. Appraisal rates for Medical staff 65% at the end of Quarter 1 Compliance is monitored via the Divisional management teams and corporately by the OD&T team. Communications have been sent from the Executive Director of Human and Corporate Resources where compliance has been below target requesting immediate focus The Corporate Mandatory training programme was aligned to the national Core Skills Framework and the new programme is significantly shorter in length (approximately 1½ hours) Role specific Clinical Mandatory training programmes have been developed and modules have been significantly streamlined. This programme is also now significantly shorter in length. An audit of the new mandatory training programmes confirmed that they have been very positively received. New appraisal process / paperwork incorporating Trust Values & Behaviours has been developed & implemented. Induction programme revised to incorporate revised strategic messages, e.g. Internal Turnaround A Corporate Induction Review group was established and terms of reference agreed. The group have considered a number of options for the design of a new Induction process to commence April The new programme will be far more participative. 183 staff / managers have completed the new Appraisal training this financial year. 142 staff have completed the Foundation Leadership programme and 31 staff have completed the Intermediate Leadership programme so far this financial year. The Performance and Capability group has continued to meet throughout the 2016/17 financial year Next Steps The Appraisal policy will be ratified at the November 2016 OWC Revalidation & Appraisal policy for Medical & Dental staff has been amended to reflect national policy changes and discussions are on-going with LNC. Target date for implementation is the start of 2017 High level focus being applied by the Medical Director to increase Medical and Dental staff appraisal rates. Quarter 2 compliance will be reported for all Divisions in November 2016 Continue to monitor compliance and communicate regularly with Directors in order to support the consistent achievement of target compliance rates for all KPIs Children s Division has put in place KPI compliance monitoring at the 8 CSU monthly performance reviews The Induction review group will develop an options appraisal paper on the future design of the Induction programme - a recommendation on future direction will be made in December Induction Programme to be re-designed, agreed with Directors and implemented by April 2017 The manager s intranet portal and passport has been finalised and will be launched by November 2016 Continue to roll out ILM Leadership & Management programmes and appraisal training throughout the 2016/17 financial year 6

7 Medical Workforce Contribution Schemes Reduce Agency Spend Develop a range of alternative options to traditional junior doctor roles to deliver appropriate, safe and robust OOH clinical cover across MRI Establish an electronic job planning tool for use Trust wide that will populate a repository of Trust-wide job plans Introduction of 4 hour theatre session Progress An internal Junior Doctor Bank is now operational. Details of all junior doctors (who have not opted out) have been uploaded to the electronic bank system and have been sent communication relating to its implementation. Junior doctors are being notified of available shifts via Internal locum rates are being reviewed internally within CMFT and across acute Trusts in the region, to allow consistency of pay and reduce competition ; this is on-going Divisions have reviewed Agency spend and have action plans to reduce this with input from Corporate Functions around recruitment and managing ER cases and absences The combined General Surgery and T&O rotas have been split into two separate rotas A job description has been developed for the proposed Chief Resident roles and RMCH has introduced this role A piece of work has been undertaken by Medical Education, Medical Staffing and Divisions to identify doctors in relation to training post numbers in all Divisions. Information also includes whether each doctor is on the on-call rota, if they are full or part time and the funding arrangements for the post A number of Physician Associate training posts have been introduced in the Eye Hospital and Specialist Medicine A web based tool has been developed, using the Chameleon platform The tool has been tested and piloted in Specialist Medicine and in T&O. This is now live for all job plans to be input. A guidance video for the tool has been developed. Job planning Policy and guidance has been drafted and is being discussed with the JLNC. Discussions have taken place within Divisions in relation to introducing team based job planning (where this is not already in place) Four eyes have looked at theatre activity and mapped the impact of moving to a 4 hour theatre session A Steering Group has been set up to take this forward. Discussions have taken place with the Clinical Leads A paper outlining the principles and proposed method of calculating PAs has been shared with the JLNC A consultation paper has been drafted A group has been established for MRI to take this work forward Next Steps Obtain feedback from users of the bank and junior doctors by end of January 2017 Undertake a comparison of the shift between Jan-June 2015 and Jan-June 2016 by end of December 2016 Continue to work within Greater Manchester to agree consistent locum rates (on-going) Develop an attraction strategy for the Trust by end of December 2016 Development of an electronic doctor list with IT with input from Lead Employer by end of March Undertake activity analysis and review skill mix and workforce requirements to ensure the most effective workforce model is in place for MRI by August This will also be undertaken in RMCH and other Hospitals as appropriate. Training for Clinical Managers and Directorate Managers in team based job planning and the software available to support this by end of December A meeting with the Anaesthetists has been arranged for 19 th October 2016 which will be followed by individual meetings/job plan reviews during November and December

8 Recommendation The Board of Directors is asked to note the mid-year report, the progress made against the HR KPIs between April - September 2016, and the next steps as described above. 8