Roster policy. Director of Nursing Therapies Patient Partnership Author and contact number Temporary Staffing Manager

Transcription

1 Document level: Trustwide (TW) Code: HR18 Issue number: 1 Roster policy Lead executive Director of Nursing Therapies Patient Partnership Author and contact number Temporary Staffing Manager Type of document Target audience Document purpose Policy All CWP staff who roster staff. To ensure a consistent, efficient and transparent process is in place for the rostering of staff throughout the Trust. Document consultation E-Rostering Project Board Approving meeting Workforce and OD Sub Committee 18-Jun-12 Ratification Document Quality Group (DQG) 20-Jun-12 Original issue date Oct-11 Implementation date Jun-12 Review date Jun-17 CWP documents to be read in conjunction with HR6 GR39 HR2.6 HR3.6 Trust-wide learning and development requirements including the training needs analysis (TNA) Temporary staffing operational policy Annual leave policy Flexible working and special leave policy CWP Flexible Working Toolkit Training requirements Financial resource implications There are no specific training requirements for this document. No Equality Impact Assessment (EIA) Initial assessment Yes/No Comments Does this document affect one group less or more favourably than another on the basis of: Race No Ethnic origins (including gypsies and travellers) No Nationality No Gender No Culture No Religion or belief No Sexual orientation including lesbian, gay and bisexual people No Age No Disability - learning disabilities, physical disability, sensory impairment and mental health problems No Is there any evidence that some groups are affected differently? No If you have identified potential discrimination, are there any exceptions valid, legal and/or justifiable? N/A Is the impact of the document likely to be negative? No If so can the impact be avoided? N/A What alternatives are there to achieving the document without the impact? N/A Page 1 of 14

2 Can we reduce the impact by taking different action? N/A Where an adverse or negative impact on equality group(s) has been identified during the initial screening process a full EIA assessment should be conducted. If you have identified a potential discriminatory impact of this procedural document, please refer it to the human resource department together with any suggestions as to the action required to avoid / reduce this impact. For advice in respect of answering the above questions, please contact the human resource department. Was a full impact assessment required? What is the level of impact? No Low Document change history Changes made with rationale and impact on practice 1. Section Inserted: timetable which is based on the - Rationale: to reflect current practice 2. Section Removed: The maximum number of requests that can be considered for days off on any single roster will be set as 6 across the Trust. This is based on the viability of producing effective, fair and measured rosters. Inserted: Requests are to be managed on the viability of producing an effective, fair and measured roster. Rationale: Number of requests dealt with in Section Section 3 - Altered - To ensure equity all staff should be set a maximum request allowance for duties within a 4 week roster period this will be set as 6 per 4 week roster period for fulltime staff. Ward / team managers will pro rata this for part time staff; To: - This will be set as 6 personal requests per in 4 week roster period for fulltime staff. These requests can be for days off or to work specific shifts. Ward / team managers will pro rata this for part time staff. - Requests relating to training and/or work related activities e.g. meetings or specific tasks should be added using the study leave request facility. Rationale: The difference between personal and work related requests needs to be recognised 4. Section 5 - Added: This process must be completed within the timescales outlined in the roster timetable. Rationale: For clarification purposes. 5. Section Inserted: immediately - Rationale: To ensure the rosters are current and up to date 6. Section Inserted: please note this can only bring their weekly working hours to a maximum of 37.5 hours. Rationale: For clarification 7. Section Inserted: Ward / team managers cannot finalise their own shifts therefore these must be finalised by the Clinical Service Manager. If either the Ward / team manager or CSM are unable to finalise the roster they must ensure they have nominated a deputy to complete this task. Failure to do so will potentially result in all e-rostered staff not receiving their enhancements. Rationale: To adheres to guidance from Mersey Internal Audit Agency. External references References 1. Monitoring compliance with the processes outlined within this document Please state how this document will be monitored. If the document is linked to the NHSLA accreditation process, please complete the monitoring section below. Page 2 of 14

3 Content 1. Introduction Objective Scope Principles Information management and technology - healthroster Roster creation Roster guidelines Trustwide requirements Ward / team requirements Nine steps to good roster management European Working Time Directive (EWTD) Time owing Staff requests Periods of unavailability Annual leave Special leave Study leave Validation / approval Validation / approval process Changes to published rosters Additional staffing requirements Finalising the roster New staff Quality assurance, monitoring and reporting Duties and responsibilities Chief Executive Executive Lead Senior managers Ward / team managers Roster creator Roster administrator All Staff Appendix 1 - Guide to producing a roster Appendix 2 - Key Performance Indicators (KPI)...13 Appendix 3 - Report Master Group Page 3 of 14

4 1. Introduction This policy defines the scope, purpose and responsibilities relating to the creation and management of rosters within in-patient units and other rostered areas of Cheshire and Wirral Partnership NHS Foundation Trust (CWP). Rosters are currently created either using paper based systems or using electronic rostering (E Rostering). The principles of this rostering policy relate to both systems however it is acknowledged that some of the processes relate to electronic rostering only. 1.1 Objective The creation of staff rosters within CWP must be efficient, fair and transparent in order to ensure the following: That resources are used effectively; That legal requirements such as the European Working Time Directive (EWTD) are met; That related trust policies and directives such as Improving Working Lives (IWL), annual leave and special leave are adhered to. This policy will set out the fundamental requirements needed to ensure high quality, efficient rosters are generated consistently throughout rostered areas of the Trust. CWP has invested in an E-rostering system, healthroster, in order to assist ward and team managers in the creation and management of rosters. This has been implemented in all the in-patient areas within the Trust and could be used in other areas as and when scheduled. 1.2 Scope The scope of this policy is to ensure that all wards and departments within CWP, that roster staff, are aware of the correct processes and rules required to generate high quality, efficient rosters. 1.3 Principles It must be remembered that human resources are our most valuable resource but are also by far the Trust s most expensive resource. This policy outlines the systems the trust has in place which will ensure that staff are rostered in an efficient manner in order to ensure high quality care is provided to our service users whilst minimising operational and clinical risk factors. This will be achieved in a number of ways including: Improved utilisation of existing staff through clear visibility of staff contracted hours and staffing levels / skill mix across service lines; Improved sickness / absence monitoring, generating comparisons, identifying trends and prioritising need for action; Improved planning / management of annual leave and study leave; Tailoring staff supply to the demands of the ward / departments / service lines; Driving effective management of staffing establishments thereby increasing efficiencies in the workforce trustwide; Use of above principles to ensure bank (or agency) staff are deployed only when needed. 1.4 Information management and technology - healthroster Healthroster is a computerised system specifically designed for use by ward / team managers, senior managers and service lines. The system rosters staff to an agreed staffing requirement manages staff availability and contracts plus facilitates clear visibility of staffing demands at various levels from ward/team to service line to trustwide level. The system will also track and produce reports for absence, leave, additional duties and temporary staffing usage. It should be noted that within CWP, ESR remains the master system for recording all contractual staff records and changes. Therefore all ESR forms must be completed as normal e.g. changes in hours in addition to e-rostering staff changes and new starter forms. The MAPS Healthroster process can be summarised as follows: Manage Rosters Details the processes for creating and updating rosters and deleting rosters where they are not required. Page 4 of 14

5 Assign Duties Describes the overall parent process for assigning roster duties. The process describes the steps involved in filling the roster and references sub processes that explain how the roster creator assigns duties using the auto roster and manually. The process also shows how the ward / team manager reviews the roster creator generated roster, and approvals for roster publishing. Auto Assign Duties The detailed process steps for assigning duties using the auto roster feature. This process describes how the roster creator runs the auto roster feature and sorts the list of duties for assignment. This process does not describe the internal functional operation of the auto roster. Assign Duties Manually Describes the process for assigning duties manually, including the processes for swapping and combining duties, after the auto roster has completed. This process describes how healthroster indicates whether a duty assignment is a perfect fit, is assigned but with warnings, or whether the duty assignment has been rejected due to a rule violation. Administer Rosters Once the roster has been published, the roster creator / ward / team manager must manage the ongoing changes made to the roster. Examples of changes made to the roster include the recording of No Shows (e.g. sickness, last minute annual leave, carers leave), cancelling duties, and the creation of additional duties. This process describes how the roster creator / ward / team manager accomplishes these tasks. 2. Roster creation 2.1 Roster guidelines Trust wide requirements for the creation of rosters based on funded establishments have been agreed by service lines. Achieving appropriate adequate staffing numbers and skill mix, within efficient use of resources is the Trust s main consideration in relation to rosters. CWP have a number of policies regarding work life balance, flexible and family friendly working and whilst the trust supports the principles embedded within these policies, these should be set against the need to ensure safe levels of staffing to maximise the quality of patient care and reduce clinical and non-clinical risk. Therefore all other factors are secondary to this, including requests, preferences, allocation of tasks and additional non-mandatory study leave Trustwide requirements Rosters should be planned, created, approved and finalized according to the agreed timetable which is based on the Guide to Producing a Good Roster (appendix 1). This will enable staff to forward plan and will give managers adequate time to identify appropriate solutions for covering vacant shifts; Auto roster must be used first to create the majority of the roster; Any duties filled manually must, as far as possible, be EWTD compliant. Any EWTD breeches must be risk assessed; All rosters must start on a Monday and be 4 weeks in duration; All rosters should be composed to adequately cover wards / units / teams utilizing substantive staff proportionately across all shifts; Shifts identified by service lines as being a high priority on MAPS Healthroster must be filled first, i.e. nights and weekends. It should not be routine to use bank staff on shifts that attract unsociable hours payments; Minimum staffing levels (number of staff) and skill mix (experience of staff required) must be set on an individual ward / team basis taking the relevant establishments into account. These should be set by shift and by day. The staffing levels and skill mix must be reviewed on an annual basis in conjunction with the Trust budget setting process; Adherence to both Trust and local rules about all types of leave, most importantly the Trust annual leave policy and any future policies relating to study days and flexible working. This will include the setting and annual review of max/min numbers allowed on consecutive leave; Rules around self rostering elements will be set Trustwide to ensure consistency e.g. number of requests and shift swapping process; Page 5 of 14

6 Bank holiday roster requirement must be set; Ward / team specific requirements must be set, for example processes to react to additional levels of demand; Requests are to be managed on the viability of producing an effective, fair and measured roster; A limit on the length of time in advance that requests can be entered must be set in order to ensure that staff joining the team have a fair chance of adding their requests Ward / team requirements Each ward / team has an agreed funded establishment which is reviewed annually or in line with service reconfiguration. This has to be agreed by the service line and should be maintained within budget at all times; All staff within a ward / teams establishment should be entered onto healthroster as appropriate; Each ward / team should have an agreed level of staff with specific competencies on each shift, i.e. the ability to take charge, skills to operate particular equipment / perform specific procedures. This will be agreed with the ward / team manager and clinical service manager; In areas where the workload is known to vary according to the day of the week staff numbers and skill mix should reflect this with cover being distributed proportionately as appropriate; The roster of senior staff must be compatible with their commitment to management requirements; There should be an individual on every shift in charge who has been identified as having the required skills and competencies for this role. This should be easily identified on each roster produced; Senior ward staff duties should be distributed in such a way as to provide adequate senior cover over all rostered duties; Ward / team managers should not be rostered on unsociable hours / weekend shifts unless this is necessary to maintain the service and has been approved by the clinical service manager; Unsociable hours / weekend shifts should be distributed evenly and fairly, in accordance with agreed contractual restrictions; Shift patterns should maximise social time when possible e.g. keep days off together; Consideration should be given to flexible working, however, this needs to be fair and equitable to all staff and not detrimental to effective service delivery. The Trusts Flexible Working Toolkit should be referred to when considering any flexible working requests and staff should be mindful that service delivery remains paramount and that any such agreements are subject to regular review; If any of the staff are working non standard shifts such as late starts, this should be entered to avoid misinterpretation; Ward / team managers to ensure that an individual s working hours do not exceed a maximum of 5 long days (or equivalent in hours) or night shifts per week. It should be noted that this also includes any worked bank shifts; Staff may work long shifts, traditional shifts or a combination of both in order to meet the service demands. Variations to these shifts may be worked but must be agreed with the Ward / team manager. A written record of the shift agreement will be kept for all variations in shifts and reviewed every 6 months; The nurse in charge of the shift is responsible for ensuring that breaks are facilitated. If breaks are not taken an Incident from will need to be completed. 2.2 Nine steps to good roster management CWP have adopted the following 9 steps to good roster management that should create a roster that is safe, cost effective and provide a good working life with developmental support. Ward managers are responsible for the rosters but are able to delegate the role of roster creator to appropriately qualified staff. Page 6 of 14

7 Roster creators should: Assemble all necessary information; Have knowledge and understanding of the relevant CWP policies and best practice for planning rosters including the roster creators guide to successful rostering; Produce the roster; Obtain authorisation for the roster from the ward / team manager; Obtain authorisation for the roster from the clinical service manager; Publish roster on ward / team for information only, not for amendment by staff; Review and adapt the roster (via the MAPS Healthroster system) in a timely manner whilst it is in use; Record changes to the roster (via the MAPS Healthroster system); Finalise rosters weekly. 2.3 European Working Time Directive (EWTD) Rosters will, as far as practically possible, comply with the EWTD. Roster creators should particularly note that in order to comply with the EWTD staff: Must have a daily rest period of 11 uninterrupted hours between each working day; In addition to daily rest staff must have weekly rest of one uninterrupted 24hr period in each seven day period; this must be taken consecutively with the daily rest giving an uninterrupted rest period of 35hours; All rostered shifts must include a minimum 20 minute uninterrupted unpaid 1 break for every 6 hours worked. Breaks should not be taken at the beginning or end of the shift as their purpose is to provide rest time during the shift; Night workers should not work more than 8 hours daily on average. (NB If staff work less than 48 hours a week on average they will not exceed the night work limit). If rosters cannot be completed within EWTD constraints the clinical service manager responsible for the ward / team must be asked to risk assess the deployment options available. 2.4 Time owing Any time worked over hours or claimed back, must be recorded and approved by the ward / team manager on healthroster; Every 8 weeks the ward / team manager must assess staff net hours available to ensure any staff hours that do not balance over a 4 week period are balanced over an 8 week period. 3. Staff requests Any member of staff wishing to make requests for any type of leave should do so through the MAPS Healthroster Employee Online facility. These requests will be considered in the light of service needs and approval is required from the ward / team manager. Staff must indicate if any made requests are essential by adding notes to the request; Staff must be aware that service needs will take priority over shift/day off requests and therefore staff should not consider that any requests as granted until the ward / team manager has approved via healthroster; To ensure equity all staff should be set a maximum request allowance for duties within a 4 week roster period. This will be set as 6 personal requests per in 4 week roster period for fulltime staff. These requests can be for days off or to work specific shifts. Ward / team managers will pro rata this for part time staff; Requests relating to training and / or work related activities e.g. meetings or specific tasks should be added using the study leave request facility; Some individuals may work or wish to work a personal pattern of set shifts over every 4 week roster period or have a personal shift/day working preference applied. Service requirements and equity for other staff members must all be taken into account when applying these. Any such agreements must be agreed in line with the Flexible Working Toolkit and reviewed regularly by the ward / team manager every 6 months; If annual leave is being taken during this time, off-duty requests should be pro rata; Page 7 of 14

8 It can not be assumed by staff that the roster will be written to accommodate them. Service needs will take priority. Staff must be considerate of their colleagues, and the requirement that they are fulfilling their share of unsociable hours shifts; Tables of shift approval history within the MAPS healthroster system will be used to facilitate the decision making process when approving or denying request; Request forms should have a close date and no further requests accepted after this date, in order to prepare the roster. It is set trustwide that this is 8 weeks prior to the roster being worked; If staff rostered wish to change their roster post publication a fair swap should be made with another member of staff of the same grade that meets the service needs and the swap should be approved by the ward / team manager or designated deputy and immediately recorded on the healthroster. 4. Periods of unavailability 4.1 Annual leave Annual leave is managed in accordance with Agenda for Change regulations and the Trust s annual leave policy. Healthroster will assist ward / team managers in managing annual leave and the following should be noted: Annual leave is allocated in hours for all members of staff and should be deducted in accordance with the actual hours taken. E.g. Staff working a 3 shift week should be allocated 34.5 annual leave hours if that week is taken as leave; The Ward / team manager, or designated deputy, approves all annual leave; It is the ward managers responsibility to manage annual leave and therefore each ward / team should calculate how many staff should be taking annual leave in any one week by considering the annual leave entitlement of staff spread evenly over the year; Should this number not be met by way of requests, the ward / team manager should prompt staff to take leave within the period; Should this number be exceeded by the number of requests the ward / team manager must mediate with relevant staff, if this does not resolve the situation then leave will be split equally amongst those requesting. The amount of annual leave authorised in this period should not be increased as this would cause pressures in service delivery; If appropriate levels of annual leave are not reached staff should be made aware that any staff assigned additional duties or with lost contracted hours will be identified to the clinical service manager and may be re-allocated to another ward / team as needed; No holiday bookings or travel arrangements should be made until the ward / team manager has approved the annual leave requested and it should also be noted that requests for days off prior to, and following annual leave is subject to ward manager approval as per the normal request process; Where the service allows, annual leave for new starters will be honoured; Annual leave must be requested or cancelled before a roster is closed to requests. Annual leave requested after this can only be given if staffing levels permit, near to the day as approved by the ward / team manager. 4.2 Special leave Please refer to leave policy for further details and information on flexible working and special leave policy. 4.3 Study leave Ward / team managers must ensure that mandatory training is balanced throughout the year and assigned / re assigned per roster. 5. Validation / approval When the roster creator completes the roster it must be validated by the ward / team manager or designated deputy and approved by both the ward / team manager and the clinical service manager. This process must be completed within the timescales outlined in the roster timetable. Page 8 of 14

9 5.1 Validation / approval process Roster creator should use the analyse and approve screens in Healthroster to check that the roster created fits within the defined parameters and inform the ward / team manager that the roster is ready for review and approval; Ward / team manager reviews roster and highlights to roster creator: o Currently potential unsafe shifts; o Unfilled shifts; o Any of the agreed parameters that have been exceeded e.g. annual leave. Any necessary changes should be made by the roster creator or ward manager prior to seeking approval from the clinical service manager; Ward / team manager informs clinical service manager that roster is ready for review and final approval; Clinical service managers checks that the roster indicators are within acceptable tolerances for: o Budget; o Safety; o Effectiveness; o Annual leave; o Fairness. If there are unfilled shifts the clinical service manager should identify if staff from other ward / team with lost contracted hours or assigned to additional duties are available to fill unfilled duties prior to bank being requested; Single copy of roster is printed on ward / team for all staff to view (not to amend) at least 6 weeks prior to roster beginning. This copy will be signed and dated by the ward / team manager. The roster is automatically published through employee online for staff to see individual assigned duties; All changes made after the roster has been approved by the ward / team manager, will be made within the electronic system for audit purposes. Key performance indicators and parameters will be set and monitored, using analysis reports, by the Trust. The indicators will be monitored by senior managers and service lines. This data will feed into service line management meetings. 5.2 Changes to published rosters It will be the responsibility of the Ward / team manager to amend rosters with unavailability shifts i.e. sickness, no shows, and additional duties. Senior managers should monitor this on a weekly basis; Shift changes should be kept to a minimum; Staff are responsible for negotiating their own changes once the roster is published in the form of shift swaps. These changes must be approved by the ward / team manger (or designated deputy in their absence) and entered on MAPS Healthroster immediately; All changes should be made with an equal band, and with consideration for the overall skill mix of all shifts being changed. If a member of staff is allocated to work with a student shifts should ideally not be changed without ensuring the student either changes shift to match or is allocated to another 5.3 Additional staffing requirements On occasions, for a variety of reasons, the funded establishment of wards / teams will not facilitate adequate staffing levels. On these occasions it will be necessary to obtain additional staffing by other means. Additional staffing requests should relate to an unfilled duty that is within the agreed staffing requirements. Page 9 of 14

10 This additional staffing should be approved by the appropriate senior manager and sought in the following order: Substantive staff from wards within the same unit with lost contracted hours or assigned to additional duties; Time owing as per trust policy; Additional hours to be offered to staff contracted to work less than 37.5hrs, please note this can only bring their weekly working hours to a maximum of 37.5 hours; Bank staff in accordance to temporary staffing operational policy; Agency staff in accordance with temporary staffing operational policy; Overtime to substantive staff; Cross cover from another site as per trust policy. NB. Senior management approval must be sought at each point of escalation from 3 onwards. 5.4 Finalising the roster It is important that rosters are finalised in order for data extractions for payroll to be completed without error. The ward / team managers are responsible for ensuring this activity is carried out at the start of each week for the preceding week. Ward / team managers cannot finalise their own shifts therefore these must be finalised by the clinical service manager. If the ward / team manager or CSM are unable to finalise the roster they must ensure they have nominated a deputy to complete this task. Failure to do so will potentially result in all e-rostered staff not receiving their enhancements. 6. New staff The recruitment team from HR must provide written confirmation to ward / team managers that all clearances have been received prior to new staff commencing in the Trust. Contractual changes for internal staff must be authorised by all relevant parties and the appropriate documents submitted to HR. To ensure changes are reflected on the roster the relevant online e-rostering change request forms should be completed and submitted to the roster administrator. 7. Quality assurance, monitoring and reporting A number or key performance indicators (KPI s) have been agreed with service lines in order to monitor the quality and efficiency of rosters. These are used during the approval process at ward level (appendix 2). Reports analyzing finalized rosters in relation to KPI s will be generated monthly by the Roster administrator and supplied to clinical service managers and service line general managers. To ensure proactive management of rosters all senior managers will have access to roster central (the e-rostering management information system) and monthly reports showing analysis of future approved rosters against the trust rostering KPIs. The trust s finance and HR Managers will also have access to roster central and monthly KPI reports. Other reports that are available from MAPS healthroster will be circulated as required and include but are not limited to those shown in appendix Duties and responsibilities 8.1 Chief Executive As accountable officer, the Chief Executive must ensure that responsibility to deliver effective and efficient utilisation of staffing resources within the Trust through high quality rosters is delegated to an appropriate executive lead, as outlined in the executive portfolios. 8.2 Executive Lead The nominated executive lead must ensure that robust systems and processes are in place for the creation and management of efficient, high quality rosters within the Trust. Page 10 of 14

11 8.3 Senior managers Senior managers must ensure that units under their line management comply with the policy. The relevant CSM must undertake regular performance management of the Ward/Team roster on completion, review KPI reports, and approve all shifts where bank staff are requested 8.4 Ward / team managers Overall responsibility and accountability for rosters including the updating of data and the safe staffing of each ward / team lies with the ward / team manager, even if that person delegates the task of producing the roster. 8.5 Roster creator Each ward / team manager can nominate a suitably qualified member of staff to create and update rosters. This person is responsible for the timely creation, validation and updating of the rosters in line with this policy. It should be noted that this could be the ward / team manager. 8.6 Roster administrator The roster administrator is responsible for the systems database administration of the trustwide e- rostering system during and post implementation. This will also include providing support to the project manager during the implementation phase with regards to training new users and developing policies and procedures and contribution to the long term development of the system. 8.7 All Staff All staff are responsible for their own compliance with the roster policy and procedure and related trust policies. Page 11 of 14

12 Appendix 1 - Guide to producing a roster Period prior to working roster Process Responsibility 12 weeks Open new template to allow staff to make requests via employee online Roster creator 8 weeks Close the roster to requests and approve requests and add / approve any leave periods. Roster creator Run the auto roster (this will try to fill in the expensive / difficult to fill shifts (e.g. nights / weekends) first and create a balance). Roster creator 7 weeks Ensure that there is an individual in charge for each shift where required, manually move shifts as necessary. Roster creator Fill remaining staff hours with vacant shifts, adjusting duty times where necessary. Roster creator Review roster analysis data, ensure good balance of staff across 4 week period, all staff hours are used, charge cover allocated and there is an even balance of popular and unpopular shifts amongst Roster creator / ward / 7 weeks substantive staff. Staff unavailability should be within the specified parameters, if it is not the team manager roster should be reviewed and amendments made before reviewing the analysis data. Approve the roster and inform clinical service manager ready for approval. Ward / team manager Clinical service manager to review analysis data in line with KPI s and approve Clinical service manager Once approved by clinical service manager the roster will be automatically published in employee online Clinical service manager 6 weeks If there are still gaps in the roster, plan to fill them with available trust staff or by using supernumerary staff e.g. prioritise workload or consider moving less urgent tasks to another shift and / or make best use of supernumerary staff available. Ward / team manager 2/3 days after roster has been worked If bank / agency staff are necessary, ensure you are rostering them for the cheapest possible shift, length of time and grade. Finalise roster as accurate representation of hours worked to be transferred to payroll. Clinical service manager Ward / team manager Page 12 of 14

13 Appendix 2 - Key Performance Indicators (KPI) KPI Group KPI Name Definition Safety Fairness Effectiveness Unavailability Amber threshold Red threshold Shift without Number of shifts where adequate charge cover charge cover has not been rostered 0 5 % of required shifts (as set by the Unfilled duty manager) that have not been hours covered % of shifts rostered that has been Duties with highlighted as breaking an warnings individual / ward / roster rule Roster requested % of roster requested by staff through employee online Number of hours that have been Additional duty rostered over and above hours requirements set by the manager 0 22 % of staff that have worked over Over contracted their contracted hours over 4 week hours period % of staff that have worked under Unused their contracted hours over 4 week contracted hours period Number of duties where someone Duties assigned who is not the required grade type to the wring is working (e.g. RN doing CSW grade type shift) 0 10 This shows the % time spent working (i.e. where staff are not % Time worked unavailable for leave etc.). This should be as close to 78% as NA NA possible as 22% headroom is to cover unavailability Staff on leave % Staff on leave <11 >17 Staff off sick % Staff off sick 4 5 Staff on study leave Staff on working day % Staff on study day 4 5 % Staff on working day (e.g. management day, supernummery, meetings etc.. ). 3 4 Page 13 of 14

14 Appendix 3 - Report Master Group Report master group Roster reports Sickness reports Unavailability reports Report name Details of report Usage of report Who should access Frequency Additional duties If duties have been allocated over agreed demand General usage Manager Ad-hoc Cancelled duties Duties that have been cancelled General usage Manager Ad-hoc Key Performance Indicators High level report, containing additional duties, unfilled duties and unavailability Balance Scorecard Manager Monthly Roster effectiveness by grade % of lost/over contracted hours, vacant type shifts General usage Manager Ad-hoc Roster Efficiency Annual report Fairness and efficiency graphs General usage Manager Annual Staff Unsocial hours Allocation of duties by person, number of unsocial shifts allocated General usage Manager / HR Ad-hoc Unfilled duties Number of vacant shifts (also in hours) General usage Manager Ad-hoc Unfilled duties projected bank Based on number of vacant shifts and Manager / Finance management costs local NHSP rates Finance Monthly Sickness report by day of week Sickness trends for Ward / Units / Monthly / Attendance management HR / Manager individuals Quarterly Sickness report by day of week Monthly / As above with further detail Attendance management HR / Manager and person Quarterly Sickness report by grade type Overall % based on registered / Monthly / Attendance management HR / Manager unregistered grading Quarterly Sickness report by person Sickness for each person Attendance management HR / Manager Monthly / Quarterly Sickness report by person and Sickness for each person with reason Monthly / Attendance management HR / Manager reason (as on FINS) Quarterly Sickness report by reason Overall sickness by reason Attendance management HR / Manager Monthly / Quarterly Unavailability breakdown by Grade type Unavailability breakdown by Person Unavailability breakdown by Week Details of total% unavailability e.g. sickness, maternity, leave Balance Scorecard and Workforce management HR / Manager Monthly As above, by person Workforce management HR / Manager Monthly As above, by week Workforce management HR / Manager Monthly Page 14 of 14