NHS AUGUST 2017 BOARD MEETING ITEM NO 11.2 WORKFORCE REPORT. The Board is asked to note the workforce report

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Denis Russell
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1 NHS AUGUST 2017 BOARD MEETING ITEM NO 11.2 WORKFORCE REPORT Executive Sponsor: Lead Officer/Author: Action Required Key Points Executive Lead for Human Resources Deputy Director of Human Resources The Board is asked to note the workforce report This report provides the Board with an update on areas of workforce focus for the month of June. It provides analysis of workforce information to inform decision making in relation to the workforce and in addition identifies any workforce issues. The HR metrics collated in this report are derived from the NHS 24 HR Management Information System (Ciphr) and are reported real-time. This report contains high level workforce information for the attention of the Board. Comprehensive reports are still produced and monitored by the HR senior team, and are available for any member of the Board on request. Financial Implications Timing Contribution to NHS 24 strategy Contribution to the 2020 Vision and National Health and Social Care Delivery Plan (Dec 2016) Currently, the Workforce Plan is on or below target numbers so there are no additional financial implications. This workforce report has been presented to the Executive Management Team on 25 July Information on NHS 24's workforce allows NHS 24's governance committees to make informed decisions, which support achieving the resetting of our culture, creating capacity, capability and confidence in our people and teams. Equality and Diversity Impact Assessment (EQIA) Not applicable for the month of June. 1

2 1. RECOMMENDATION 1.1 The Board is asked to discuss and note the information contained within the Workforce Report and any actions identified to be taken forward. 2. TIMING 2.1 This report provides metrics and analysis for the month of June 2017 and includes historic trends and future forecast information. 2.2 This report will then be presented to the Staff Governance Committee. 3. BACKGROUND 3.1 To support workforce management across NHS 24 the importance of accurate workforce information and intelligence to better understand both the current and future workforce is recognised. 3.2 The NHS 24 Workforce Plan is monitored on an ongoing basis. This paper, supported by weekly workforce reports, is produced monthly to identify and monitor key workforce trends including workforce figures by staff cohort, workforce projections, attendance rates, workforce turnover, eksf completion, health, and well-being. 3.3 Staffing information is provided to both the Staff Governance Committee and the Board quarterly to further evidence that the Staff Governance Standards are embedded and adhered to as part of the governance framework. 3.4 A comprehensive report on monthly performance and compliance information on attendance, eksf, CPD, stability, return to work and exit interviews is provided to the senior HR team for review and monitoring and in addition is sent to senior line managers within the organisation for any appropriate actions to be progressed. 4. UPDATES Workforce Plan, Effective Recruitment & Deployment 4.1 HR are currently working with Service Delivery to recruit in line with the two year Unscheduled Care Workforce Plan. Significant effort is going in to maximise recruitment for the July intakes for both Call Handlers and Nurses. It has been agreed that the planned February 2018 intake for Call Handlers will be brought forward to August 2017, this has been signed off by Finance and Performance. 4.2 NHS 24 attended the RCN Job Fair at the SECC on Thursday 8th June. Attendance was good and contact details were collated for approximately 60 Band 6 or Band 5 Nurse Practitioners. The individuals contacted at the RCN have since been ed with regard to our current Nurse Practitioner vacancies. It is planned that any applications received from these current adverts will be progressed with new staff members starting prior to Festive. 2

3 4.3 Call Handler recruitment progresses to enable NHS 24 to hire 61 heads/51.35 WTE on 3 rd July and a further 33 WTE on 14 th August. August intakes will be for the Clydebank, South Queensferry and Aberdeen centres only as 71 (48%) of Call Handlers recruited already during 2017 have been located in Cardonald. Workforce Profile 4.4 The table below show the current staff in post against the target establishment as at 30 th June Staff who are internally seconded into other positions are recorded in the position they are seconded in to. The Clinical Service Manager (1 head, 0.8 WTE) and Team Leader figures (1 head, 0.5 WTE) include staff who are deployed to the Cancer Treatment Helpline.The annual establishment 2017/18 figure has yet to be fully finalised and so is subject to change. 3

4 Turnover 4.5 Turnover is monitored by NHS 24 on a monthly basis. The turnover figures contained in this report are calculated by dividing the number of leavers by the total headcount for that staff group. 4.6 The chart below shows the rolling turnover for NHS 24 over the last year for NHS 24 as a whole, and highlights turnover for frontline Nurses and Call Handlers. These figures are inclusive of all NHS 24 leavers including voluntary and non voluntary. The figure is not inclusive of internal staff movements to other roles within the organisation. *It should be noted that the chart above includes all NHS 24 leavers including those who left due to end of fixed term contracts/secondments and those transferring to other NHS Boards. **Total nurse figure includes Nurse Practitioner Band 6, Nurse Practitioner Band 5, Clinical Supervisor and Mental Health Nurse Practitioners 4.7 The chart above illustrates that the rolling turnover rate for NHS 24 (-5.77%), total Nurses (-13.82%) and Call Handlers (-3.27%) has decreased since July During the month of June 2017, there were 21 leavers of which the most common reason for leaving was "New Employment (Outwith NHS)" (5), whilst the second most common reason was "Other" (4) with 2 people providing additional reason of "Job not suitable". 4

4.9 81 out of 184 leavers during the last 12 months were Call Handlers, who consistently make up the largest group of leavers on a monthly basis, though it should also be noted this is the largest

5 out of 184 leavers during the last 12 months were Call Handlers, who consistently make up the largest group of leavers on a monthly basis, though it should also be noted this is the largest skill set of staff. e:ess 4.10 Work is on going to further enhance the data quality within e:ess in evaluating themes of ongoing data inaccuracies and developing further guidance into the user manuals to minimise errors moving forward, in addition to speaking with system users. The NHS 24 e:ess Operational Group are reviewing the epayroll interface business rules to identify any rules that require clarification from the National Core Project Team The National Core Project Team have asked NHS Boards to provide feedback on the range of employee types being used locally within e:ess and other HR systems as well as the purpose of these types and what is the current practice and use of the HR Systems for different employee types. This is important for reporting and in terms of the epayroll interface and will include roles that may be seen as Non NHS such as Bank Staff, Agency, and Contractors. Supporting Attendance at Work, Health and Wellbeing 4.12 The Employee Relations team continue to work with managers on the effective implementation of the Attendance policy ensuring early intervention and that appropriate meetings happen in a timely manner. A plan for 2017 has been developed for managers and staff to promote and support attendance at work this includes more local level plans to target specific hot spots. 5

4.13 The chart below shows that the monthly absence rate for June 2017 was 6.48%, which is a decrease on last month by 0.15% and an improvement on the same time last year by 0.49%.

6 4.13 The chart below shows that the monthly absence rate for June 2017 was 6.48%, which is a decrease on last month by 0.15% and an improvement on the same time last year by 0.49%. Absence has reduced for the 3rd month in a row, although the total reduction is minimal at 0.35%, which is expected at this time of year. *Prior to April 2017, Absence target was 5.25% Long Term sickness continues to attract the highest absence percentage at 3.92%, but this has reduced by more than 1% on last month. The Employee Relations team review all long-term sickness cases monthly to determine progress, interventions and to ensure supportive and timely action in line with the Attendance Management Policy and escalate where appropriate. NHS 24 are in the process of trialling the Fit For Work service run by NHS Scotland who focus on supporting people who have been off for 4 weeks or more to return to work creating bespoke and personalised return tow work plans The most common reasons for sickness absence (top 5 each month based upon the number instances) across the previous 12 months, for both long and short term sickness absence are shown in the following graphs. 6

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9 4.16 The Employee Relations Team are supporting an Organisational Change exercise for the Health Information Services Team, which has moved into the matching and ring fenced interview phase of the exercise prior to final implementation of the new structure, which was planned for end of June This has been slightly delayed due to minor changes required to the Job Descriptions. It is anticipated that Job Evaluation will conclude and the structure in place late July 2017, staff have been kept fully informed There are 5 complex redeployment cases on going at the moment and the ER team continue to support the differing managers in reviewing trial periods and maintenance of skills profile documentation. Learning, Education and Management Development Clinical CPD 4.18 Currently 9.13% of all staff have completed all the required modules, and a further 14% of staff have completed some of the required modules Quarterly reports provide summary completion figures as well as detailed information on the modules, which individual staff members have completed A new Public Protection module has just been launched this replaces the previous Child Protection and Adult Support and Protection modules, which were part of the mandatory suite of modules. eksf 4.21 As at end of June 2017, 2.9% of staff had a review completed and signed off in e-ksf for the new reporting period (from 1st April 2017 to 31st March 2018). 37% of staff had a review completed and signed off in e-ksf in the last rolling twelve months, from the beginning of July 2016 to the end of June Values 4.22 The film in which the Chief Executive Officer articulates the organisational vision for values is now on the intranet and available for all staff to access. It is referenced, with a link attached, in the Chief Executive's blog. The film will become part of induction and leadership and management development programmes The newly established HQ Partnership Forum are currently developing an action plan based on the results from the values engagement board in HQ. imatter 4.24 The imatter reporting period is by calendar year. The current response rate for 2017 is 59%. If this does not increase to 60%, a report containing the overall Board data will not be generated. The number of no reports due to 9

10 low response rate for individual teams in 2017 is 35.8% (43 no reports from 120 teams). Modern Apprenticeships 4.25 Three Non-Clinical Healthcare Support Modern Apprentices have received a formal offer to commence their employment in NHS 24 from 31 st July This will achieve the Scottish Government Target of four Modern Apprenticeships in NHS 24 by July Leadership and Management Development 4.26 Modules from the Leading and Managing Successful Teams (LMST) Programme continue to be offered. Other organisational priorities have affected attendance to date and as a result, the number of sessions will be reduced to match demand during key periods. The programme has been offered to the Scottish Ambulance Service as part of the overall join work being activley explored. 5. ENGAGEMENT 5.1 Appropriate engagement has taken place with relevant managers from across all Human Resource functions, Service Delivery and Finance. 6. FINANCIAL IMPLICATIONS 6.1 Currently, the Workforce Plan is on or below target numbers so there are no additional financial implications. 10

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