WORKFORCE QUARTERLY REPORT. FOR: Information Assurance Discussion and input Decision/approval

Transcription

1 WORKFORCE QUARTERLY REPORT Trust Board Meeting Part 1 Item: July 2013 Enclosure: G Purpose of the Report: To update Trust Board in respect of:- Performance against agreed workforce targets during the period April 2013 to June FOR: Information Assurance Discussion and input Decision/approval Sponsor (Executive Lead): David Grantham Author: Author Contact Details: Financial/Resource Implications: Risk Implications Link to Assurance Framework or Corporate Risk Register: Legal / Regulatory / Reputation Implications: David Grantham and Carolyn Murphy david.grantham@kingstonhospital.nhs.uk Ext 3618 None Staffing, expenditure and patient experience and reputation risks A poor reputation as an employer will reflect poorly in the community and amongst patients Quality Governance Implications: Link to Relevant CQC Standard: 12, 13 and 14 Link to Relevant Corporate Objective: Impact on Patients and Carers: Document Previously Considered By: SO3 competent and valued workforce Staff satisfaction has an impact upon patient outcomes EMT and EMC Recommendation& Action required by the Trust Board : Trust Board is invited to a) note the contents of the report b) to discuss any issues arising and c) suggest any changes or improvements for future reports. Kingston Hospital NHS Foundation Trust Trust Board Part 1 July 2013

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3 HR and Workforce Quarterly Report April June 2013 (Quarter 1) Introduction 1. This report provides an update in respect of activities progressing the Trust s workforce strategy priorities in and performance against agreed workforce targets for the period April June 2013 (Q1). 2. The report is structured to provide: 1) A summary on progress with the key projects underway in relation to the workforce strategy this quarter 2) An overview of performance against the workforce KPIs agreed for the year, which can be linked to staff satisfaction, and analysis of issues arising 3) An update on key workforce issues and priorities (including staff survey information or feedback obtained this quarter) 4) A forward look at operational issues and work over the next quarter (Q2) 5) Appendices giving updates by Division. 3

4 Part 1 - Workforce Strategy Update 3. An update against the Trust s 5 workforce strategy priorities is provided in the Table 1 below. Table 1 Priority description What we said we d do in Q1 What we ve done in Q1 What s next? 1 Strengthening people management supportive line management is fundamental to ensuring every member of staff feels valued and engaged. Managers need training and development but also feedback on their performance so they know how they are doing and areas for improvement and development. All leaders and managers will be provided with feedback from their staff about their own performance and opportunities to improve that can feed into their personal development plans. All managers and supervisors have had staff feedback in their PDRs. A standard format has been used and all have been process through relevant HR managers. 2 Leadership development a diverse leadership programme is being developed and coordinated to support managers and leaders in a number of ways. There is specific education and training but also the creation of action learning sets, for joint work on projects between clinicians and non-clinicians (such as NHS Institute improvement projects) as well as shadowing senior staff and coaching. The programme is designed to support the Trust s leaders and managers in nurturing the culture and values, spreading positive emotion and attitude and managing disruptive behaviours. 3 Team working Service Line Management (see below) and management and leadership training will support teams to work together effectively. Identifying teams and ensuring that they meet regularly so members are all clear of their roles and contributions, and expectations of them, and where the team can reflect upon and take responsibility for its performance, will be developed. Commission a programme of external support linked to the OD plan. Complete PDRs and PDPs Signpost resources and training and encourage uptake Identify/develop coaching resources Set out a plan for developing teamworking (and its links to the OD plans and SLM) CEO has developed a specification for a comprehensive training and development programme to support the Trust. Other resources and training have been identified (eg NHS Leadership Programme) and publicised. PDPs are being completed for all staff as part of PDRs. Coaching training underway Action plan established explaining the role of teams and tools to assist them develop their effectiveness We will analyse the results and feedback from participants to inform: 1) Training and development 2) Improvements to the PDR process next year 3) Other HR interventions Selection of education and training delivery partners. Continuing promotion of outside training opportunities. Delivery of in-house training sessions Development of an education and training strategy Coaching directory developed Tools to be made available for teams and applied 4

5 4 Service Line Management we will continue the devolvement of responsibility to service/business units (under SLM) in a planned and supported way. Information will increasingly be reported at service/business unit level. SLM enables staff delivering services to run that service as they see fit giving them greater control over their working lives. It also strengthens clinical leadership, management capability, accountability and staff engagement and teamwork. Plan for moving to SLM developed Pilots in selected areas concluded Conversations held with clinical leaders HR and other corporate functions consider implications Organisational structure and plan for moving to SLM being developed with senior team. Conversations held with staff to inform planning and adoption. Corporate functions have looked at implications Changes to structure and approach consulted upon Preparatory work on data etc Leadership at service/business unit level will be supported with training but also with a clear framework within which freedom and accountability are managed that is supportive of innovation accompanied by appropriate risk management. Earned autonomy based on successful performance and achievement of agreed outcomes will help incentivise local ownership. 5 Supporting staff and their wellbeing the cornerstone of supporting our staff is high quality PDRs and regular feedback to staff where they can be engaged about their contribution and performance and own learning and development needs, aspirations and wellbeing. Improved supporting materials and training will be developed. Our OH&W service will continue to provide support for staff wellbeing through a strengthened programme of interventions. PDR process substantially redeveloped to focus on attitudes and behaviours, as well as performance against objectives. PDRs would be undertaken. Timetable for negotiation of AfC incremental progression changes agreed with TUs New forms devised and training delivered. PDR process underway (coverage 59% at 16 July 2013). People management feedback being analysed to inform interventions. Discussions on linking PDR to incremental progression commenced with TUs and staff in joint TPF workshops OH&W strategy and interventions being reviewed by new manager for September PDR post implementation review and survey Negotiations on incremental progression proposals to start informed by staff views 5

6 Part 2 Workforce KPIs 4. Performance against key workforce indicators in Q1 is outlined in Chart 1 below and an overview in Chart 2: Chart 1 Workforce KPIs Table Trust HR KPI Dashboard KPI Description Target Jan-13 Feb-13 Mar-13 Q4 Apr-13 May-13 Jun-13 Q1 YTD Month Trend 1 Vacancy Rate <8% 8.76% 8.94% 9.90% 9.20% 10.29% 9.92% 8.72% 9.64% 9.42% 3 Turnover Rate <11% 15.01% 15.20% 15.04% 15.08% 14.97% 15.19% 14.63% 14.93% 15.01% 4 Sickness Rate <2.5% 2.90% 2.68% 2.61% 2.73% 2.46% 2.56% 2.45% 2.49% 2.61% 5 Temporary Staffing <10% 10.17% 10.00% 10.00% 10.06% 10.77% 12.56% 11.34% 11.56% 10.81% 6 Mandatory Training >75% 66% 65% 67% 66% 64% 61% 63% 63% 63% 7 Local Induction >75% 69% 67% 66% 67% 63% 59% 57% 57% 57% 8 Corporate Induction >75% 78% 76% 77% 77% 76% 74% 72% 72% 72% 9 PDRs >85% 86% 86% 86% 86% 1% 15% 45% 45% 45% 10 Job Plans >75% 73% 73% 73% 73% 11 Consultant Appraisals >85% 42% 43% 76% 54% 76% Qtr Trend Latest (22-07) 66% 59% Note that Mandatory Training, Local Induction, Corporate Induction, PDRs, Job Plans & Consultant Appraisals record a cumulative percentage for quarter end and year to date. This is because they are a cumulative target. Red Amber Green below target close to target above target Note that exception reports on Turnover, Mandatory Training and PDRs have been provided in the Corporate Performance report 6

7 Chart 2 - Overview of Workforce KPIs Part 3 - key workforce issues and priorities (including staff survey information or feedback) 5. The latest staff engagement score from the local staff survey (April 2013) was 3.70 (compared to 3.74 in the national staff survey 2012 (Sept-Oct 2012). 18% of 800 staff responded and the result suggests that despite a difficult winter period staff morale and engagement held relatively steady. A summary is at Appendix 1. The main issue commented upon was staffing levels and vacancies something the Trust has addressed through recruitment and, in Medicine and A&E with re-structuring to reduce the size of some wards. The functioning of Healthroster and the Staff Bank has also been improved. 6. A further survey is underway using to try to improve the response rate and make analysis easler. 7. Other feedback received this quarter included: 7

8 a. Feedback from open forums on SLM/OD staff identified a number of barriers to effective working within the Trust confirming the analysis presented in the OD strategy paper. The paper has now been sent out for comment. b. Open sessions on AfC changes to incremental progression where staff reported their views on options for assessing progression and potential links to performance such as mandatory training compliance. The results will be used in negotiations with TUs. c. The results of the GMC junior doctors in training survey highlighting in particular concerns about workload and support at night and weekends which has led to immediate action to remind junior staff of the support they can call upon from consultant staff and a review of current rotas and working arrangements, including the Hospital at night team, by the Director of medical Education and Divisional Director for Surgery and Critical Care. Part 4 - operational issues and forward look at key workforce issues and risks 8. There have been significant pieces of work undertaken over the last quarter with impact on HR operations. These have included: a. Trust has successfully passed its staging date for compliance with the Workplace Pension Regulations and requirements (pensions auto-enrolment). All eligible Trust staff will now be enrolled into the NHS pension scheme or, for any not eligible, alternative National Employment Savings Trust (NEST) provision. b. Establishing arrangements for monitoring the extent of the use of contractor staff and their taxation arrangements to ensure that this is properly declared in accordance with Monitor/DH expectations. c. The business case for potential outsourcing of transactional HR and payroll has been completed for consideration. d. There has been extensive work on recruitment of nursing staff resulting in more than 140 appointments and improved systems and processes for forecasting demand. e. The Trust has signed up to and started to implement the arrangements for streamlining staff movements (SSM) including changes to the source of shortened standard NHS references being HR staff, not managers. f. Preparations have been completed for the junior doctors induction and handover in August 2013, including a week s shadowing for new Foundation Doctors. g. A programme of work to strengthen the operation of the staff bank and Healthroster systems has been completed. h. Job planning has been completed for nearly all consultants, except some for which changes are due later in the year due to new colleagues or service developments/revision 9. The main risk to the workforce and HR programmes continues to be the capacity and capability to deliver the range of change programmes underway. 10. In the second quarter of the Workforce Directorate s objectives are to: 1) Refreshing the OH&W strategy and reviewing commercial and partnership opportunities. 2) Conclude the review of the appraisal process and people management feedback received 3) Undertaking a review of HR services support for SLM, including feedback from staff, alongside the changes supporting the streamlining staff movements programme the aim being to support clearer demarcation of manager and HR responsibilities 8

9 4) Manage the consequences of the decision on the business case for outsourcing HR transactional and payroll service 5) Progress AfC incremental progression negotiations 6) Conclude the CEA process for ) Pursue and conclude the Mandatory Training compliance action plan. The Directorate s annual plan is being used to track progress and is monitored at the Trust s workforce committee. Recommendation Trust Board is invited to a) note the contents of the report b) to discuss any issues arising and c) suggest any changes or improvements for future reports. David Grantham Director of Workforce and Organisational Development July 2013 Appendices 1 Engagement survey results 2 Divisional Update Medicine and A&E 3 Divisional Update Women and Children 4 Divisional Update Surgery and Critical Care 5 Divisional Update Ambulatory Care 9

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11 Divisional Update - Medicine and A&E Appendix 2 Acute Medicine and Emergency Care Divisional Dashboard KPI Description Target Jan-13 Feb-13 Mar-13 Q4 Apr-13 May-13 Jun-13 Q1 YTD Month Trend 1 Vacancy Rate <8% 9.35% 9.92% 10.01% 9.76% 10.94% 10.16% 7.92% 9.67% 9.72% 2 Turnover Rate <11% 21.44% 21.14% 20.32% 20.97% 20.13% 19.78% 18.88% 19.60% 20.28% 3 Sickness Rate <2.5% 3.24% 2.65% 2.78% 2.89% 2.74% 2.55% 2.70% 2.66% 2.78% 4 Temporary Staffing <10% 14.10% 15.01% 15.33% 14.81% 16.33% 17.68% 16.58% 16.86% 15.84% 5 Mandatory Training >75% 56% 55% 57% 57% 54% 53% 54% 54% 54% 6 Local Induction >75% 52% 51% 50% 50% 47% 46% 44% 44% 44% 7 Corporate Induction >75% 77% 77% 78% 78% 74% 73% 72% 72% 72% 8 PDRs >85% 83% 83% 83% 83% 0% 12% 27% 27% 27% Qtr Trend Latest (22/07) 57% 38% Staff survey update for Division The Division has continued to progress its agreed staff survey action plan and has embedded a Harassment and Bullying Advisory Service. The Divisional Newsletter has also continued to be distributed providing further avenues for communication and feedback to staff. The results of the 2012 staff survey have been discussed at board level and it is the Division s intention is to complete an action plan that not only addresses the issues identified in the survey, but to also incorporate the results of the Divisional nursing questionnaire that was sent out during this quarter. To address and fully understand the Recruitment and Retention issues within the Division, three separate questionnaires were developed and distributed. The first was sent to all staff in the Division who had left the Trust in the last 2 years. This questionnaire intended to further understand the reasons for leaving and if anything could have been put in place to prevent staff from leaving the Trust. The second questionnaire was sent all current nursing staff in the Division (322), while the response rate was disappointing (21%) the results have clearly indicated key themes as to what staff like about working for the Division and also what they dislike. The results suggest some very positive feedback including: 11

12 That the training and development that is provided is relevant and has a direct impact on better patient experience. That on the whole staff in the division were satisfied with various aspects of their work such as the support from their manager, and staff and the opportunity to use their skills That they have supportive, fair and consistent managers who give support and encouragement when needed. Areas for development were identified as better communication within the team, very few reported that teams met regularly. The results are being communicated to the divisional management team and the development of an action plan incorporating some of the suggestions that were put forward from staff in in draft format to be ratified by the Divisional Board. The key issues and actions taken in the Quarter: The Division main focus this quarter has been on the recruitment of qualified nurses. The Division has been heavily involved in the Nursing led Recruitment and Retention group and has actively contributed to the review of the recruitment process and the appointment and over establishment of band 5 nurses to account for turbover. The group is now looking at developing a retention strategy for the Trust which is hoped to be in place by the end of the Summer. Reduction in Bank and Agency Spend The Division is holding weekly budget review meetings with all budget holders to review spending against establishment. PDR/Statutory and Mandatory Training Mandatory Training has remained static over the quarter but unfortunately remains significantly under the Trust target. Managers in the Division have been requested to identify a training plan for their departments and report this to the Divisional Manager. Ward Reconfiguration The Division undertook a review of the bed state and number of wards in the division. This resulted in the wards being reconfigured to having 7 smaller medical wards instead of 6. This has enable d the Division to operate an Elderly Care Floor consisting of two wards, and reduce the need for elderly care patients in specialty beds. Actions planned for next quarter: CIP schemes have been identified to take effect in 2013/14, some of which have an impact on the workforce and require consultation. These consultations are planned to take place over the next quarter. 12

13 Divisional Update - Women and Child Health Appendix 3 Women and Child Health Divisional Dashboard KPI Description Target Jan-13 Feb-13 Mar-13 Q4 Apr-13 May-13 Jun-13 Q1 YTD Month Trend Qtr Trend Latest (22-07) 1 Vacancy Rate <8% 3.01% 2.69% 4.14% 3.28% 5.98% 5.46% 4.70% 5.38% 4.33% 2 Turnover Rate <11% 10.91% 10.68% 10.28% 10.62% 9.87% 10.05% 9.43% 9.78% 10.20% 3 Sickness Rate <2.5% 3.44% 3.12% 2.77% 3.11% 2.93% 2.85% 2.53% 2.77% 2.94% 4 Temporary Staffing <10% 3.39% 2.78% 5.31% 3.83% 3.25% 3.22% 2.50% 2.99% 3.41% 5 Mandatory Training >75% 71% 69% 70% 70% 69% 69% 71% 71% 71% 6 Local Induction >75% 76% 74% 70% 70% 67% 65% 72% 72% 72% 7 Corporate Induction >75% 79% 77% 75% 75% 74% 71% 71% 71% 71% 7 PDRs >85% 83% 83% 83% 83% 0% 10% 48% 48% 48% 73% 65% Staff survey update for Division The Division s focus from the 2011 staff survey was on the following areas: learning & development; clinical supervision; bullying & harassment and occupational health & safety. A summary of achievements against the survey action plan was presented at the launch of the 2012 staff survey on 21 February The results of the 2012 survey have been discussed within focus groups. The outcomes have resulted in the formulation of a draft Divisional Action Plan. This will be ratified shortly at the Divisional Board. Key issues and actions taken: The Trust wide people management feedback questionnaire was felt to be very helpful and the Division took the view to extend this and created an alternative 360 questionnaire for use by senior staff that do not have line management responsibilities. Feedback was given and reviewed as part of the appraisal process. 13

14 Statutory & Mandatory Training The Division continues to be amber rated for its compliance with Mandatory Training. IG training and Conflict Resolution training were identified as a focus for the last quarter and improvements have been seen. Local Induction Local induction reporting decreased over the last quarter. A review was undertaken and identified that while the local Induction took place it was not reported to the Education Centre. This has now been rectified. The Division undertook a detailed piece of work reviewing sickness absence in the Division. This included reviewing and revising the reporting procedures. Staff reporting in sick must now report their absence to the manager on call rather than the bleep holder. The Division also undertook some analysis to identify the most common day for absence (Monday). A communication exercise has been underway throughout the Division highlighting the impact on sickness absence. It is hoped that this will result in an improvement in the management of short term sickness absence. Actions planned for next quarter: CNST The Division has decided to apply for CNST level 3, for which they will be assessed in February Additional support has been identified as a requirement to support the application process e.g. to review patient notes, carry out audits etc. 14

15 Appendix 4 Division Update - Surgery & Critical Care Surgery and Critical Care Divisional Dashboard KPI Description Target Jan-13 Feb-13 Mar-13 Q4 Apr-13 May-13 Jun-13 Q1 YTD Month Trend 1 Vacancy Rate <8% 12.49% 13.48% 14.02% 13.33% 13.18% 12.96% 12.28% 12.81% 13.07% 2 Turnover Rate <11% 11.69% 12.71% 13.01% 12.47% 12.53% 13.91% 14.70% 13.71% 13.09% 3 Sickness Rate <2.5% 2.40% 2.30% 1.74% 2.15% 2.46% 2.77% 2.89% 2.71% 2.43% 4 Temporary Staffing <10% 12.15% 12.88% 11.62% 12.22% 14.83% 14.53% 14.32% 14.56% 13.39% 5 Mandatory >75% 73% 70% 73% 73% 70% 60% 60% 63% 63% Training 6 Local Induction >75% 80% 79% 79% 79% 77% 74% 72% 72% 72% 7 Corporate >75% 80% 77% 79% 79% 77% 73% 71% 71% 71% Induction 8 PDRs >85% 85% 85% 85% 85% 3% 11% 35% 35% 35% Qtr Trend Latest (22-07) 63% 56% Staff survey update for Division The Division s focus from the 2011 Survey was on the following areas: staff involvement and engagement, valuing staff, error/incident reporting, perceptions of harassment and bullying, and unfairness with regard to career progression. A summary of progress against the survey action plan was presented at the launch of the 2012 Survey in February The results of the 2012 staff survey highlights that the Division scored well for training, learning and development, staff having clear goals and objectives and team working. There are two key areas for the Division to focus on in this year s action plan - staff engagement and managers behaviours. Proposed actions include: Staff feeling able to make suggestions to improve the work of their team Increase staff attendance at team meetings / cascade information for non-attendees Empower staff to make suggestions to improve the work of their team Implement a process to ensure that managers respond to staff feedback 15

16 Increase managers awareness of how to plan for major or minor organisational change to ensure that changes are discussed with staff before decisions are made. Make it everyone s responsibility to ensure that hot water, soap, paper towels or alcohol rubs are always available and visible Provide a rolling programme of bite-sized training sessions for line managers, to include Challenging Bullying and Harassment, Performance Management and Effective Communication. Focus groups are planned with staff to get their input on how the Division can effectively implement these actions. The action plan will be ratified at the Divisional Board. Key issues and risks Following the consultation in DSU to reduce the band 6 nursing establishment, the selection process for band 6 team leaders has taken place, with the remaining 7.89 WTE going into band 5 staff nurse posts when the new structure commences on 1 st August There has been a rise in the number of administrative staff who have been absent with work-related stress, the majority of which relates to current or recent organisational change. The plan to restructure administrative staff once again within the Division will need to be managed with care to avoid further absence and disengagement/change fatigue. There is a risk of lack of continuity/leadership as a result of the impending departure of the Divisional Manager and Head of Nursing in Surgery & Critical Care. Interim arrangements are being discussed widely. Mandatory Training At the end of Q1 the division was 60% compliant. Statutory and Mandatory Training continues to be actively monitored at the Divisional Board. PDRs At the end of Q1 only 35% of PDRs had been confirmed as being carried out in the Division. Managers continue to be reminded frequently of the need to book all staff in for PDR and objective setting. Sickness Sickness absence has increased month on month during Q1. Short term sickness absence is well managed within the Division but there has been an increase in sickness absence due to a higher than usual number of staff on long term sickness absence. All staff on long term sickness absence are being actively managed. Sickness absence for qualified and unqualified nursing staff in the Division is below target. Staff groups with the highest sickness absence are Admin & Estates and Clinical Support Staff. 16

17 Vacancies At the end of Q1 the vacancy rate for the Division was 12.28% and remains RAG rated red. This is an improvement on Q4 of (14.02%) and this trend needs to continue. Specialties with the highest vacancy rates at the end of Q1 are General Surgery & Urology (17.55%) and Trauma & Orthopaedics (17.17%). The position is expected to improve when the nursing/hca staff commence in post who have been recruited through the Trust s nursing recruitment project. Turnover In Q1 there were 20 leavers across the Division, with the highest number of leavers in General Surgery & Urology and Orthopaedics & Trauma. General Surgery & Urology: 5 leavers (4 nursing, 1 receptionist). Of the nursing leavers, one was a new recruit who did not stay (reason outside the control of the Division), one retired and two went to other healthcare organisations (1 NHS, 1 private). Orthopaedics & Trauma: 5 leavers, including one band 7 Sister. Reasons were varied with no particular trend. Actions planned for next quarter: CIP Schemes CIP schemes have been identified to take effect in 2013/14, some of which have an impact on the workforce and will require consultation. The Division will need interim management arrangements with departure of current staff. 17

18 Divisional Update Ambulatory Care Appendix 5 Ambulatory Care Divisional Dashboard KPI Description Target Jan-13 Feb-13 Mar-13 Q4 Apr-13 May-13 Jun-13 Q1 YTD Month Trend 1 Vacancy Rate <8% 3.57% 2.73% 4.60% 3.63% 8.65% 9.01% 7.87% 8.51% 6.07% 2 Turnover Rate <11% 11.09% 10.65% 10.89% 10.88% 12.01% 12.25% 11.13% 11.80% 11.34% 3 Sickness Rate <2.5% 2.89% 2.67% 2.52% 2.69% 2.38% 2.13% 1.47% 1.99% 2.34% 4 Temporary Staffing <10% 6.54% 4.92% 8.14% 6.53% 6.04% 9.98% 7.25% 7.76% 7.15% 5 Mandatory Training >75% 70% 68% 70% 70% 68% 58% 72% 72% 72% 6 Local Induction >75% 83% 78% 71% 71% 69% 66% 67% 67% 67% 7 Corporate Induction >75% 78% 74% 70% 70% 68% 65% 66% 66% 66% 8 PDRs >85% 93% 93% 93% 93% 2% 25% 59% 59% 59% Qtr Trend Latest (22/07) 76% 68% KPI s The Divisions performance at the end of Quarter 1 has been good with only one of the KPI s, PDR being Red rated. Significant improvements have been seen in maintaining compliancy in KPI s for Vacancy Rate, Sickness Rate and Temporary Staffing. Staff Survey update for Division: Following review of the Staff Survey 2012 Summary report, the Division s 2012 Staff Survey Action Plan has now been developed. The action plan will focus on areas within the commitments of the NHS Constitution were the change was statistically significant (+/-5) compared to the Trust result and areas of the 2011/12 Staff Survey Action plan were there was not an improvement, namely:- 1. NHS Constitution - Staff pledge 1 to provide staff with clear roles, responsibilities and rewarding jobs Working hours 2. NHS Constitution - Staff pledge 3 support and opportunities to maintain health, wellbeing and safety Hand washing facilities Incident Reporting 3. NHS Constitution - Staff Satisfaction Valuing Staff 18

19 /12 Staff Survey Section Plan - Your Health Wellbeing and Safety at Work Stress management The Monitoring Board is to be reset up with new representatives of both staff and managers who will be responsible for identifying actions for the Division to focus on and monitoring progress against the subsequent action plan. An initial meeting to review the 2012 Survey Action Plan will take place in August Key issues and risks: Work is ongoing in terms of progressing the SWL Pathology Initiative. There still continues to be a concern regarding only being able to recruit on a fixed term contract basis within Pathology and it is hopeful that the new principles including cross cover between the sites and the ability to recruit substantively if there is a clinical risk will limit this. Vacancy The Division continues to be compliant. At the end of Quarter 1 the Division exceeded the Vacancy target with a rate of 7.87% Turnover At the end of Q1 the Division was 11.13% compliant. There were a total of 17 leavers across the Division during this quarter, with the highest number of leavers within Pathology - 6 (5 Healthcare Scientists, 1Qualified ST&Ts), four were due to retirement and two resigned (1 due to lack of opportunities, 1 private) Sickness The Division continues to be compliant. At the end of Quarter 1 the Division exceeded the sickness target with a rate of 1.47% Temporary Staffing The Division continues to be compliant. At the end of Quarter 1 the Division exceeded the temporary staffing target with a rate of 3.41% Mandatory Training The Division is progressing towards Mandatory Training compliance. At the end of Quarter 1 the division had achieved 72% compliance. Mandatory Training continues to be actively monitored at Divisional Board and managers are reminded frequently of the need to ensure that staff are released to complete the required training Local Induction At the end of Q1 the Division was 67% compliant. Local Induction continues to be actively monitored at Divisional Board and managers are reminded frequently of the need to complete Local Induction for all new staff 19

20 Corporate Induction At the end of Q1 the Division was 66% compliant. Corporate Induction continues to be actively monitored at Divisional Board and managers are reminded frequently of the need to book all new starters onto Corporate induction PDRs At the end of Q1 PDR remained RAG rated red with only 59% of PDRs being confirmed as being carried out in the Division. PDR continues to be actively monitored at Divisional Board and Managers are reminded frequently of the need to book all staff in for PDR and objective setting. Actions planned for next quarter: CIP Schemes CIP schemes have been identified to take effect in 2013/14, some of which have an impact on the workforce and require consultation. A proposal to restructure the administrative services within Pathology is being developed. A review will also take place as to whether or not admin services within the other departments need to also be included. Lessons that were learned from the recent consultation in other specialties will be applied. Staff Survey Membership of the Monitoring Board is currently being finalised and they will be meeting on a monthly basis to take forward the 2012 Staff Survey Action plan. 20