Date: 30 March Meeting: Trust Board (Part I) Report Title: Workforce and Organisational Development Committee report Agenda Item: TB/16-17/162.

Transcription

1 Meeting: Trust Board (Part I) Report Title: Workforce and Organisational Development Committee report Agenda Item: TB/16-17/162.1 Report Author: Rod Ashurst, Chair of WF&OD Committee Report History: Regular report to the Board. Date: 30 March 2017 Purpose of the Report The report provides a summary of the key items discussed at the Workforce and Organisational Development Board Committee meetings since the last Trust Board meeting; for Board members information. Enclosures: Appendix A Workforce Information Report Presenter: Rod Ashurst, Chairman WF&OD Non Executive Director Board Lead Sandra Goatley Director of Workforce & OD Performance Policy Assurance Strategy Strategic Objective 1 Enhance service user engagement and patient experience 2 Become an exemplary employer, enabling staff to reach their full potential 3 Ensure sound financial management without compromising the quality of care 4 Develop dynamic and innovative clinical models, enhancing the quality, safety and effectiveness of services 5 Maintain and further establish our position as the provider of choice for mental health services 6 Enhance the quality and safety of the services by maintaining or exceeding required standards of care 7 Incorporate sustainability and environmental management as an essential element of healthcare delivery Corporate Impact Assessment: Legal or regulatory implications Financial or resource implications Engagement / Consultation Failure to meet national guidance or legislation is a key risk to the Trust. Robust management of staffing is critical for financial and resource planning and delivery. N/A for this report Risks identified Links to the Board Assurance Framework or Risk Register Impact on Quality Equality & Diversity Recommendation / Action required None None The Board is asked to note the report. Effective staffing and support from the HR team is essential to delivery of quality services within available financial resources. Fundamental to all HR and OD delivery. Approval Discussion Consideration Noting Information 1

2 1. Executive Summary This report summarises the key issues considered at the meeting of the Workforce and Organisational Development (WF&OD) Committee, held on 22 March The Board is asked to note the content. 2. Change Changes in CRHT teams and Chartwell Ward were noted together with an update on the OASL restructure and Eating Disorders Service. 3. Recruitment and Retention The Committee was updated on senior appointments recruitment. 5 applicants had been shortlisted for the Deputy COO position and the deadline to apply for the COO post would close in 10 days. Trust Secretary shortlisting was taking place on 22 March Staff recognition schemes were being put in place aiming to cover all staff groups and with equal funding for each area dependant on WTEs. A paper was presented analysis the Cohesion work. The work had lead to changes in the recruitment process which was decreasing the time taken to recruit new staff. The Committee note the good proactive work on converting students to full time employees. 4. Agency Spend Agency spend was confirmed as over target by the end of January which would be a reputational issue with NHSI. The forecast overspend against target by year end would be around 2m. The Committee discussed the initiatives to reduce the agency spend levels including delegation of budgets to Service Lines. The Agency Programme Board was making a positive difference including: Converted 4 agency consultants to directly employed NHS locums In February agency spend was 650K compared to 944k in January Pan Kent and Medway (& Oxleas) approach to address usage of an agency who has not signed up to the national procurement framework Temporary workers are being spoken with, to support their understanding of the HMRC changes to IR35 tax regulations from April 2017 Agencies will receive letters from the Trust advising of the implications of IR35 for the workers used via each agency Working across Kent and Medway to try and bring agencies in line with cap, including new Productivity STP work stream Working with NHSP on bank. 2nd Operational SLA meeting on 27th February outputs with practical solutions/quick wins to supporting data and rostering plans, recruitment to CPN s and reducing instances of bank cancellations Reviewing bank rate of pay. Plan to submit to EAC for approval in April Service Line Directors have been asked to meet to consider how we manage rostering in the future. Whether a central service would be appropriate or whether we will continue with this locally HR supporting recruitment to speed up the process (lessons learned from Cohesion) and releasing clinical time back on wards Review of introducing nurse consultants so less reliance on consultants, plus other skills mix opportunities i.e. Nursing Associates and OT consultants Introduced new hire bonus for doctors 1st advert live for 8 Consultant posts, pilot for different media & to use social media to support extended closing date for applications 2

3 Review of recruitment process to speed recruitment times: o Approvals between service lines and finance o DBS checks o Removing bureaucracy for internal moves o Looking at passported training and references across Kent Part of East Kent recruitment HEKSS funded project to attract to substantive posts in the East of the County specifically. 5. Training and Development The Mental Health Act Training Strategy was now in place and the Committee were informed that this had been planned pre the CQC visit. 6. Staff Survey The Committee reviewed the preliminary finding of the 2016 Staff Survey. A full report would be presented at the May meeting. Response rates had increased from 47% to 53% and Staff Engagement had also increased. KMPT did significantly better on 11 questions, significantly worse on one question, with no significant difference on 76 questions. Significantly better scores included those for: Adequate materials, resources and staff to do the job Satisfaction that the organisation values my work Confidence that the organisation would address concerns about unsafe clinical practice Training helped staff to do their job more effectively and deliver a better service Staff having mandatory training in the last 12 months. The question scoring significantly worse was for staff having training or development in the last 12 months. This contradicts the answer to the mandatory training question. 7. Workforce plan and 5 year plan The Service Lines are currently working on their Workforce Plans which will be completed by 31 st March As part of this process they will be looking at the 5 year view to identify potential gaps in the workforce particularly around the nursing profession and how these will be addressed. There will be specific pieces of work identified by the Service Lines. These will be developed and shared with the WFOD committee at future meetings. It s likely this will result in some service re-design to ensure we can continue to deliver the services required whilst dealing with the challenges the current nursing situation provides for KMPT. 8. Medical Staffing Consultant vacancies had increased to 24.5 vacancies but this included 5 newly created posts. Overseas recruitment was being targeted with a number of consultants coming forward to be champions in their own home countries. 9. Risk Register The HR & OD Risk Register was received and noted. The highest risks on the register remains recruitment and retention which and been divided into two separate risks. Both with the same risk rating. Apprenticeship levy risk was also highlighted. 10. Acute Service Line presentation The Service Line Director for the Acute Service Line presented the challenges and highlights for her Service Line. There had been good progress on out of area bed usage. On 12th June OOA beds peaked 52 YA and 20 PICU, current position (as at 16th March) is 0 YA and 1 OOA PICU beds. 3

4 There was constant challenge around beds including pressures on discharges and constant admissions. The beds challenge impacted on several other services including CRSL. The Service Line was reviewing how to support PICU staff better and pointed out that there were more issues on single sex wards especially with PD patients and female PD patients. The Service Line was working on recruitment and retention issues including the Band 5 rotational programme initiative. There had been a number of applicants attracted by the Therapeutic Staffing video and 6 student nurses had been recruited. The Service Line was recruiting all appointable staff even if it temporarily exceeded funded establishments. The Service Line had had a very successful Staff Award ceremony and had just reviewed its Staff Survey results in the Leadership Forum. 11. Policies The Policy Management plan was reviewed and agreed in principle. The Death in Service Policy was referred back to the ER team for further review. 12. Referral to other Committees There were no issues raised for referral to other Committees. 13. Recommendation The Board is asked to note the report and also see the Workforce Information report for more detailed information on sickness, vacancies and agency spend. Appendix A Workforce Information Report Appendix H WI Trends - February 201 4

5 Appendix G Workforce Information Trends A supplementary paper for the Workforce Committee main HR & OD Update Paper February

6 Workforce Information Report data as of February TABLE OF CONTENTS 2 STAFF IN POST MONTHLY STAFF IN POST FTE VS ESTABLISHMENT LENGTH OF SERVICE OF STAFF IN POST AGE PROFILE OF STAFF IN POST RETIREMENTS DUE GENDER PROFILE OF STAFF IN POST STAFF MOVEMENTS STARTERS & LEAVERS BY MONTH LEAVERS & STARTER COMPARISON LEAVERS FOR THE LAST 12 MONTHS STARTERS FOR THE LAST 12 MONTHS TURNOVER APPRAISALS & PERFORMANCE REVIEWS APPRAISAL COMPLETION RATES NUMBER OF MANAGERS TO APPRAISEE SICKNESS ABSENCE (DATA FOR JANUARY 2017) SICKNESS ABSENCE YEARLY TREND SICKNESS ABSENCE FOR FEBRUARY 2016 JANUARY SICKNESS ABSENCE OCCURRENCES BY STAFF GROUP SICKNESS ABSENCE BY LENGTH OF OCCURRENCE SICKNESS ABSENCE BY SHORT / LONG TERM SPILT TOP 10 SICKNESS ABSENCE REASONS SICKNESS ABSENCE BY SERVICE LINE / CORPORATE SERVICES

7 2 STAFF IN POST 2.1 MONTHLY STAFF IN POST The table below shows the last 3 month position of staff in post including the variance between January and February. Staff Group 2016 / 12 Add Prof Scientific and Additional Clinical Services Administrative and Clerical Allied Health Professionals Estates and Ancillary Medical and Dental Nursing and Midwifery Students Grand Total 2, FTE 2017 / 2017 / Variance , , FTE VS ESTABLISHMENT The table below shows the difference in staff in post FTE (Blue) and the establishment FTE (Red), highlighting areas where the Trust is under or over establishment in Pay Grade. 3

8 2.3 LENGTH OF SERVICE OF STAFF IN POST The table below shows the current Length of Service profile of the Trust with the majority of staff with 1-5 years service. 2.4 AGE PROFILE OF STAFF IN POST The table below show the current Age Profile of the Trust with the majority of staff within the Age Band 4

9 2.5 RETIREMENTS DUE The table below shows the number and staff group of current staff that are reaching retirement age (60+). It is broken down as the following categories:- Due now possible immediate retirement, Within the Next 3 months, Within the next 6 months, and Within the next 12 months. The highest number being within the Admin & Clerical Staff Group where we have the oldest workforce and a potential hotspot for succession planning. 2.6 GENDER PROFILE OF STAFF IN POST The Table below shows the current Gender Profile of the Trust which is consistent with the NHS Gender Profile. 5

10 3 STAFF MOVEMENTS 3.1 STARTERS & LEAVERS BY MONTH The chart below shows the difference between Starters & Leavers for the past 12 months, it shows the in the majority of months the Trust lost more staff than recruited. 3.2 LEAVERS & STARTER COMPARISON The chart below shows the number of Leavers & Starters side by side for the last 12 months by Staff Group, highlighting where the Trust is or is not replacing staff lost. 6

11 3.3 LEAVERS FOR THE LAST 12 MONTHS The chart below shows the break down of Leavers by Staff Group (Headcount) for the last 12 months, showing that the Trust has lost staff in the Additional Clinical Services (Unqualified Support Staff such as HCA s) and Admin & Clerical Staff, followed closely by Qualified Nursing Staff. 3.4 STARTERS FOR THE LAST 12 MONTHS The chart below shows the break down of New Starters by Staff Group (Headcount) for the last 12 months, showing that in comparison with the Leavers the Trust is mainly recruiting into the staff groups that it is losing staff, but in some cases particularly in Qualified Nursing the Trust is not regaining the staff it is losing and this is a direct correlation to the National Nursing Shortage. 7

12 3.5 TURNOVER The table below shows the rolling Year to Date Turnover rate which is currently higher than the NHS National Trust of 14-16%. TURNOVER % TREND YTD Row Labels Sum of Leavers FTE Sum of Average FTE % % % % % % % % % % % % % 4 APPRAISALS & PERFORMANCE REVIEWS 4.1 APPRAISAL COMPLETION RATES The table below shows the break down of Appraisal completion rates by Service Line / Directorate. There are currently 6 areas below target of 90% with a Trust total of 86% four percent shy of reaching the target. Grand Percentage No Yes L4 Total Rate 380 Acute SL % 380 Chief Executive % 380 Community Recovery SL % 380 Finance & Estates % 380 Forensic & Specialist SL % 380 IM&T % 380 KMF (Facilities) % 380 Medical Directorate (Corporate) % 380 Nursing & Governance % 380 Older Adult SL % 380 Operations % 380 Payroll Services % 380 Transformation & Communication % 380 Workforce % Grand Total % 8

13 4.2 NUMBER OF MANAGERS TO APPRAISEE The Workforce & OD Committee wanted to review the number of Appraisees some managers had which could potentially be impacting on their ability to ensure all Appraisals / Performance Reviews are completed within the time frame. On Average most managers have around 7 staff to appraise which is in line with the Trust policy which states no more than 10 staff. But in some cases in particular within ward environments ESR has the overall Ward / Team manager as the main manager so it can look as though they are monitoring way over the suggested magic number of 10 staff such as anything from (this one relates to the merger of the Frank Lloyd Wards into one unit with one overall manager) unfortunately due to ESR only currently having the ability to hold manager which is used for all types of workforce reporting not just appraisal reporting and overall managers wanting to see team reports we do not truly know the actual number of appraisee to appraiser number. 5 SICKNESS ABSENCE (DATA FOR JANUARY 2017) 5.1 SICKNESS ABSENCE YEARLY TREND The line graph below shows the yearly trend of Sickness Absence, it shows that in November & December 2016 was the highest recorded sickness absence at just above 5% but as of January 2017 it dropped to its lowest every January. 9

14 5.2 SICKNESS ABSENCE FOR FEBRUARY 2016 JANUARY 2017 The line graph below so the current 12 months in more detail, showing that over the Year the Trust overall Sickness Absence only hit the Trust target in April 2016 with its highest peak being December SICKNESS ABSENCE OCCURRENCES BY STAFF GROUP The chart below shows that the majority of occurrences in the last 12 months were within Additional Clinical Services (Unqualified Support Staff such as HCA s), Qualified Nursing staff and Admin & Clerical staff. This causes staffing pressures particularly within Ward environments and impacts on the Trust temporary staffing reliance. 10

15 5.4 SICKNESS ABSENCE BY LENGTH OF OCCURRENCE The chart below shows that the majority of sickness absence occurrences are short term i.e. less than 28 days in length and most are 1 day occurrences. 5.5 SICKNESS ABSENCE BY SHORT / LONG TERM SPILT The line graph below shows the split between Long Term (28 days and over) and Short Term (1-27 days) sickness absence. It shows a clear drop in Long Term sickness absence between December 2016 to January 2017 by over 0.5%, and Short Term sickness absence remaining fairly consistent at 2% for the last 3 months. 11

16 5.6 TOP 10 SICKNESS ABSENCE REASONS The table below shows the Top 10 Sickness Absence Reason for the last 12 months. The highest reasons are of no surprise. To note the reason Other Known Causes not elsewhere classified is generally used for surgical absences from minor operations to major operations. Absence Reason Headcount Abs FTE Lost % Occurrences S10 Anxiety/stress/depression/other psychiatric illnesses , S98 Other know n causes - not elsew here classified , S13 Cold, Cough, Flu - Influenza ,528 4, S11 Back Problems , S12 Other musculoskeletal problems , S25 Gastrointestinal problems 871 1,120 3, S15 Chest & respiratory problems , S28 Injury, fracture , S17 Benign and malignant tumours, cancers , S29 Nervous system disorders , SICKNESS ABSENCE BY SERVICE LINE / CORPORATE SERVICES The table below shows the current in month data (January 2017) and the Rolling Year to Date data (February 2016 January 2017) including Sickness Absence Rate and Sickness Absence estimated cost In Month (January 2017) YTD (February January 2017 Absence Absence Avail Absence Absence Abs (FTE) Estimated Abs (FTE) Avail (FTE) Estimated (FTE) % (FTE) % (FTE) Service Line / Corporate Services Cost Cost Corporate Services % 45, % 533, Acute % 62, % 811, CRSL % 73, % 913, FSL % 39, % 532, OPMH % 73, % 953, Shared / Hosted Organisations % 15, % 129, Trust Total % 309, % 3,873,