Title of Report Workforce Report - Quarter 1, Purpose of the report

Transcription

1 Agenda Item: 12 Report Number: GB93-16 Venue: NWS CCG HQ, 58 church St, Weybridge, Surrey KT13 8DP Date: Monday 25 July 2016 Meeting: North West Surrey CCG Governing Body Part One Title of Report Workforce Report - Quarter 1, 2016 Purpose of the report Reason for presentation to the Governing Body To note the key performance indicators of the workforce report and advise the Governing Body on progress relating to specific strategic workforce goals. For Information For Discussion For Decision Describe To update the Governing Body on key indicators of the Quarterly Workforce Report and to update the Governing Body on the data relating to strategic workforce goals. Prepared and Presented by: Relative Legislation & Source Documents: Prepared and Presented by Anthony Shipley, Director of Corporate Development and Assurance. Employment legislation influences management practices but there is no direct legislation that affects this paper. The NWS CCG s Organisation Development Strategy has informed the paper. Freedom of Information: Restricted Open This report has previously been presented to the following Committee/Group/s Clinical Executive Operational Leadership Team Quality Committee Contracts and Finance Committee 1 Governing Body Jul 16

2 (please state date) Audit and Risk Committee Remuneration and Nominations Committee The outcome of previous presentation/s or reviews The Quarterly Workforce Report continues to focus on ensuring the right areas are being measured and reported on so that the best action is taken to strengthen the organisational health and performance. Executive Summary This paper is intended to inform Governing Body of the measures and indicators used to understand organisational health. This first Quarterly Workforce Report shows trends against specific workforce goals and gives detail and any supporting action being undertaken to strengthen problematic areas. Recommendations: The Governing Body is asked to review the Traffic Light data that helps us understand the impact of our management actions in relation to our five Strategic Workforce Goals: Governance & Resourcing; Culture; Leadership; Learning; and Engagement. Health Impact: Financial Implications: Legal Implications: Equality & Diversity Communication & Engagement Reputational Implication: Risk Register: Staff wellbeing is more closely monitored Not applicable Not applicable Ethnic profile of staff is more closely monitored Detail will be communicated internally through the senior leadership team Linking a Quarterly Workforce Report to organisational health and workforce strategies will be of interest to the wider CCG network There are no current risks relating to workforce reporting on the risk register 2 Governing Body Jul 16

3 1. Introduction 1.1. The Workforce Report informs and enables Governing Body (GB) to assess whether the organisation is on track to realise its vision of North West Surrey people enjoying the best possible health The framework for the Workforce Report has been influenced by the CCG s Organisational Development (OD) Strategy Following a review in quarter 4 of 2014/15, the Workforce Report key performance indicators (WKPIs) were refined and approved by GB in quarter 1 of 2015/16 in the light of the work planned to progress the wider Organisation Development Strategy The WKPIs help to measure performance against specific strategic workforce goals linked to the OD Strategy, shown in the table below: The report provides data for the first quarter of 2016/17 with full details shown in Annex A. Strategic Workforce Goals Goal 1: Governance and Resourcing: The right people are in the right jobs doing the right things supported by the right processes Links to OD Strategy Resourcing Goal 2: Goal 3: Goal 4: Goal 5: Culture: How people work as well as what they do positively shapes the work environment Leadership Capability: Strong and inspirational leadership ensures everyone knows and understands what is expected of them and how they are performing Learning: A high performance culture is cultivated and supported through investment in learning Engagement: Staff feel valued, empowered, recognised and energised so discretionary effort is released Internal Dynamics Leadership Development Internal Dynamics Internal Dynamics/Leadership Development 1.4. This quarter s data continues to benefit from a more refined data analysis, allowing for greater understanding of the mix of interim and substantive workers; also from statistical input from the Commissioning Support Unit workforce data team. 2. Review of Performance Indicators 3 Governing Body Jul 16

4 2.1. WKPIs are now due review, however, it has been decided to hold this review until the new Head of Organisational Development and Workforce is in place. Recruitment to this post is currently underway. 3. What the Traffic Light picture tells us Annex A shows detail of performance against a RAG system pertaining to specific WKPIs, as at the end of June The indicators continue to seek to measure areas that will help us understand progress against our strategic workforce goals. 4. Goal 1: Governance and Resourcing: The right people are in the right jobs doing the right things supported by the right processes Annual turnover continues to be reported in two terms; actual turnover, which is inclusive of all staff leavers, and resignation turnover The CCG has seen an actual staff turnover of 4% in quarter /17, equal to figures reported in quarter 4 of 2015/16. In real terms, this figure equates to four leavers Resignation turnover over the same period equates to 2% Reasons for leaving in this quarter include: 2 x end of fixed term contracts; change in personal circumstances; and dissatisfaction with line management approach Annual staff turnover over a rolling 12 month period from Jun 15 is 24%, which does not compare favourably against the average NHS staff turnover of 11% Resourcing is one of the core goals in the revised Organisation Development Strategy. Recruitment drives are continuing to fill vacant positions with further success in this quarter. 4.7 The following five appointments have been made in quarter 1: RSS Manager; RSS Administrator; Pharmacist; Pharmacy Technician; and Communications Officer The CCG currently has 17 vacant posts across the five directorates out of a potential staff compliment of 104 wte As part of the CCGs running costs evaluation, all vacant posts have been reviewed. Consequently, four vacant posts, which have not been recruited to for significant periods of time, have will not be recruited to going forward. Of the remaining 1 Based on a benchmark of average figures taken from Quality Watch at the Health Foundation, the Nuffield Trust (2015) 4 Governing Body Jul 16

5 13 posts, all have been deemed as still required with active recruitment being started in order to fill these positions as soon as possible At serial 4 of Annex A, the proportion of all posts filled by interim staff is reported. Currently we employ 16 interim staff in total In order to gain a better perspective of these figures, they are broken down as follows: Six interims covering vacant posts = 6% of the workforce; One interim is providing maternity cover = 1%; and Eight interims working in specific project support roles = 9% of the workforce The amount of interims being utilised has also been reviewed under the running costs exercise and subsequently, employing managers have been instructed to give notice to interims covering vacant posts and actively recruit to those posts. Timescales for this review to be implemented is by the end of quarter Of the nine interims working in specific project support roles, six are working on the development of Locality Hubs (LH); one is working on the 111 re-procurement; and one is providing Primary Care Commissioning Finance Support. As these are fixed term project workers and are in essence supernumerary in nature and brought in to undertake specific tasks, they are not included in the overall interim figure. Funding for these posts do not come from CCG running costs Consequently, our reported Interim/Agency percentage is 6%, a slight fall from quarter 4. It is felt that these figures will continue reduce over the 2016/17 period as permanent appointments are made and projects such as the LH finish In terms of staff statutory and mandatory training completions, the CCG is sitting at an overall compliancy figure of 92% The CCG is also currently 91% compliant for interim/agency staff in this area. 5. Goal 2: Culture: How people work, as well as what they do, positively shapes the work environment The delivery of personalised induction processes continues to be a priority. This ensures that new starters are quickly assimilated into the organisation. It is deemed vital that new staff are positively engaged in this way so that they can better understand the CCGs corporate goals and how they impact on them going forward Corporate Induction is conducted for all substantive staff within the first four weeks of arrival, with Local Inductions being completed within the first six weeks. In quarter 1, 100% of staff undertook Corporate Induction % of all interim/temporary staff received an orientation to the organisation within their first four weeks of joining the organisation. 5 Governing Body Jul 16

6 % of new starters have had confirmed local inductions, however, some returns are still outstanding. Line managers of outstanding new starters have been chased for confirmation There is 43% response rate for new starter reviews (those in substantive posts) conducted at the 3 month point. This is being chased by the OD team The local population average of white people is 90.4%. The current profile for the staff group is: 63% white, 14% not stated, 23% BME. This ethnic mix exceeds the local population average. 6. Goal 3: Leadership and Management: Strong and inspirational leadership ensures everyone knows and understands what is expected of them and how they are performing The formal review of the CCG annual review process is on-going. A set of values and associated behaviours have been drafted and have gone through the process of staff consultation at all levels including: Staff Forum; through focus groups; 1:1 sessions; appraiser and appraise feedback sessions, ET, and Clinical Executive. GB feedback will also be sought with all feedback being considered and any amendments being made where appropriate. Once the consultation has been completed and final versions of the values and behaviours have been drafted, a submission to GB for final approval will be made It is planned that this new proposed documentation also include a piece around Talent Management and Succession Planning as part of the Personal Development Planning element of the piece. NHS Leadership Academy models have been adapted and incorporated into the draft work for consultation with staff representatives In the interim, managers have being advised to utilise current documentation to feedback on performance over 2015/16. Currently, only 35% of appraisals have been received and recorded. Line managers have been chased and Executive Team members have been informed Roll out of the new system is planned for quarter 2 of 2016, with further reporting on compliancy to Governing Body in quarter Goal 4: Learning: A high performance culture is cultivated and supported through investment in learning Investment in learning continues to be a priority this year. Actual spend against training budgets is under its forecast figure, however, it is perceived that once formal development planning begins in quarter 2, there will be better utilisation of the budget Going forward, the CCG continues to plan to design and deliver a systematic values based leadership and management development programme. Once a new Head of OD and Workforce is in place, this will become a priority piece of work for the new post holder. 6 Governing Body Jul 16

7 8. Goal 5: Engagement: Staff feel valued, empowered, recognised and energised so discretionary effort is released The CCGs annual Staff Survey has been completed and is in the process of being published. Formal notification of results will be given at the next Governing Body meeting. Early indications are that staff feel very pressured at the moment. This seems to be due to significant amounts of concurrent work being undertaken around reprocurements, end of year financial reporting and setting up of new contracts. Further analysis will be undertaken by the OD team who will look to identify any issues that there may be and proactively working toward finding solutions through effective workforce engagement Following analysis, recommendations will be made and an action plan developed based on the findings Current reported sickness absence figures sit at 2.4%, a slight rise from quarter 4 of 0.7%. This figure is due to two staff being on long term sickness during June plus four episodes of medium length sickness absence (7 10 days). 9. Summary 9.1. Staff turnover levels continue to be a concern. Exit interviews are not identifying any key trends but further observation will continue in this area Sickness absence levels also require further review in terms of recording and will require further monitoring Analysis of Staff Survey will allow the senior leadership team to further explore how we can continue to strive to make our CCG the best it can be in terms of how it shows its workforce how valued it is On boarding interviews will continue to be chased in order to ensure that the CCG actively engages with its workforce. 7 Governing Body Jul 16

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