Title: Human Resources & Workforce Performance Report, Q2, 2016/17

Transcription

1 Report to: Board of Directors (Public) Paper number: 3.3 Report for: Decision / Monitoring Report type: Operational Performance Date: 24 November 2016 Report author: Rachel McGeorge, Workforce Information Manager/Sally Quinn Associate Director of HR & OD Report of: FoI status: Claire Johnston, Director of Nursing & People Report can be made public Title: Human Resources & Workforce Performance Report, Q2, 2016/17 Executive Summary The Q2 Human Resources & Workforce Performance Report has built upon the new format launched in Q1. The three Q2 priorities were: Following the CQC inspection and report working to improve both training compliance and access to e-learning and training sessions and consistent access for staff to appraisals. Work is on schedule to reduce Core Skills to two days per year and two areas of concern Information Governance and Safeguarding training compliance should improve in Q3 to Q4 with an increase in face to face sessions for Safeguarding and faster and easier to access elearning for Information Governance. Staff engagement following the 2015 Staff Survey results there is a new draft Staff Engagement Strategy that is being updated following Committee feedback. The inaugural meeting of the BME Network was held in September with objectives and priorities to be agreed in line with the Equality & Diversity Work Plan. BME Network volunteers are currently being training in interview and selection skills to sit on 8a and above panels. Workforce Strategy a Recruitment and Retention Strategy is currently being shared and consulted on, retention is a key area of focus and we are currently proposing how we will use an extra 250k of STP funding to understand and improve retention. Agency spend in Q2 exceeded the Trust ceiling and work is in place to address this with meetings booked across the divisions to understand an increase in staff in post but not a corresponding reduction in temporary staff usage, and in some an increase month on month temporary staffing spend. It should be noted however we are the second best performing mental health Trust in London and on agency spend ceiling we are fourth best of the 10 MH Trusts, and on proportion of staff spend on agency, only one does better than C&I.

2 Recommendation to the Board The Board of Directors is requested to: RECEIVE, REVIEW and ACCEPT the reported performance. Trust Strategic Priorities Supported by this Paper Excellence Delivering the highest level of quality and financial performance. Risk Implications See below both regulatory and financial risks. Legal and Compliance Implications Risk of compliance with the NHS Improvement agency spend ceiling of 3.5 million for 2016/17. Finance Implications Agency spend over the NHS Improvement ceiling is a risk to the Trust financially. Single Equalities Impact Assessment N/A Requirement of External Assessor/Regulator Please see above regarding NHS Improvement agency spend ceiling.

3 HR and Workforce Performance Report July September 2016 Q2 2016/17 Section Number Section Page 1. Key Workforce Metrics at a Glance 2 2. Introduction and Q2 Summary of Key Priorities 3 3. Workforce Dashboard 4 4. Workforce Metrics Trust Level 5 5. Workforce Metrics Division Level 9 6. Equality and Diversity Monitoring Recommendations, Conclusion and Q3 Deliverables Data Definitions, Sources and RAG Ratings 12 1

4 1. Key Q2 2016/17 Workforce Metrics at a Glance In Q2 2016/17 there were staff in post (an increase from 1572 in Q1 2016/17). new starters and leavers. The 12 month rolling turnover was above the Trust target of 10%. slight increase from 3.4% in Q2 2016/17. Bank & Agency Spend in Q2 2016/17 of budgeted establishment (FTE) occupied. Breakdown: 1,361,174 bank spend and 1,228,372 agency spend. This is above the planned agency ceiling, calculated as 808,994. was in Q2 2016/17. Just Below the Trust target of 80%. of staff had an (above the Trust target of 80%). Therefore ( FTE) of budgeted FTE posts were vacant at the end of Q2 2016/17. 2

5 2. Introduction & Q2 Summary of Priorities Introduction and Key Points to Note The recruitment focus in Q1 has had a positive impact bringing the overall vacancy rate down to 10.7% very close to our KPI. Retention is now a key priority and the new Recruitment & Retention Strategy is currently being shared and consulted on. The Workforce Information Team will be working to produce turnover heat maps for the divisions so that retention work can be focussed. The Trust will receive STP funding in Q4 for work on retention a proposal is being drawn up for 250k. The National NHS Staff Survey launched at the beginning of September, this year it was distributed directly to staff electronically by to all staff by Picker who are our chosen survey provider this year. and weekly progress against our target of 60% or more return is being closely monitored and publicised. Progress on implementing the Core Skills Framework continues and the use of Training Tracker elearning being launched in Corporate, Operations and Acute as an early pilot in October. Core Skills to be reduced to 2 days per year by April Information Governance and Safeguarding Training compliance remain a worry, extra face to face session for Safeguarding and the introduction of easier to access elearning should see a shift in compliance levels in Q3 and Q4. Priority Deliverables Comments points to note RAG Rating CQC training compliance, access to appraisals & core skills framework Move to Core Skills Training Framework Reduce core skills training to 2 days alongside reducing all other training/cpd to 3 days per annum Core Skills Group have now met twice, progress continues with the Training Tracker elearning launch in Corporate Services, Operations and Acute planned for October Part of the action plan of the above group currently on schedule target date Staff Survey and Staff Engagement Staff Engagement Strategy BME/ WRES This is currently being re-worked following Committee feedback to simplify it and make it feel authentic to staff BME network held their inaugural meeting in September electing their Chair and Vice Chair, objectives and priorities will be agreed in line with the Equality and Diversity Workplan. Workforce Strategy Recruitment & Retention Strategy Working with the agency spend ceiling Currently being shared and consulted on. Agency spend is beyond the set ceiling, work is in place to address this. 3

6 3. Workforce Metrics Dashboard Notes Figures for staff in post and budgeted FTE exclude Trainee Clinical Psychologists. Bank and Agency spend Trust Total includes Trainee Clinical Psychologist bank/ agency spend. Appraisal compliance does not include staff piloting the Develop our People Progress Discussions. 4

7 4. Workforce Metrics -Trust Level Staff in Post (Headcount & FTE) vs Budgeted (FTE) No. of Leavers (HC) vs Rolling 12 Month Turnover (%) No. of Leavers by Staff Group Q2 2016/17 Actual Vacancy Rate vs Projected Vacancy Rate (%) For discussion: Vacancy rate decreased to 10.7% due to an increase in the staff in post, this is despite an increase in the budgeted FTE in the same period. The rolling 12 month turnover as at 30 th September 2016 is 19.7%. We are currently looking into proactive initiatives to retain staff joining C&I and consulting on a new Recruitment and Retention Strategy. There were 125 new starters in Q2 which includes 35 qualified nurses and 47 Clinical Support Staff. 5

8 4. Workforce Metrics -Trust Level Actual Monthly Sickness Absence (%) vs Projected Sickness Absence Rates (%) Top Five Sickness Absence Reasons in Q2 2016/17 (FTE Days Lost) For discussion: The column chart above shows the top five absence reasons in Q2 2016/17 by FTE sickness absence days lost. Cold, Cough & Flu is the most common reason for absence accounting for 20% of the days lost in the period, the Trust is currently promoting the Flu Vaccination programme. Sickness absence for the quarter was 3.6%, a slight increase from Q1 2016/17 (3.4%) our sickness absence rates are much better than other MH Trusts in London The projected sickness rates are those reported to NHS Improvement (NHSI) as part of the 2016/17 workforce KPI projections. The estimated sickness absence cost in Q2 2016/17 was 373,397, this does not include the cost to cover the absence with temporary staff. The trial in the Acute division of a recovery period for staff that have been involved in an incident of Violence & Aggression has been extended until the end of November. The aim is to assess the impact of such a period on staff health and wellbeing and therefore sickness absence rates. In R&R and SAMH there are a number of staff being managed under the sickness policy due to long term sickness. 6

9 4. Workforce Metrics -Trust Level Bank & Agency Spend ( ) vs 2016/17 Planned Agency Ceiling Bank Spend ( ) by Staff Group Q2 2016/17 Agency Spend ( ) by Staff Group Q2 2016/17 For discussion: Combined bank & agency spend of 2,589,547 in Q2 2016/17. Q2 2016/17 agency spend totalled 1,228,372 against a planned agency spend of 808,994 for the quarter. Planned agency ceiling for 2016/17 is 3,511,909. The Trust is registering to use the new CPP framework which will ensure that all agency rates are in line with the NHSI rules. Initiatives put in place to help reduce agency use include; Never Cancel Bank, new Temporary Staffing Policy, Temporary Staffing Control Panel and the Rapid Response Team. To increase the pool of our own staff who work bank we are launching auto-enrolment in January where when you join the Trust you automatically join the bank. In January any staff who are not on the bank will receive a joint letter from C&I and NHSP inviting them to quickly get on board. This should see an increase in bank versus agency fill 7

10 4. Workforce Metrics -Trust Level Recruitment Activity Q2 2016/17 Core Skills and Appraisal Compliance (%) For discussion: Time to recruit in Q2 2016/17 was 79 days. Prior to the implementation of TRAC in Jun 2015 the average time to recruit was approximately 95 days. Q3 should reduce to c. 60 days with the overall stretch target of 45 days being achieved by March Work continues to keep managers engaged with using the TRAC system to keep the timings for recruitment as short as possible The figures exclude trainee clinical psychologists and doctors in training. There were 125 new starters in Q2 including 35 qualified nurses and 47 Clinical Support Staff. For discussion: Trust appraisal rate was 92.9% - above the KPI of 80%. The Developing our People pilot is being reviewed and feedback will be shared in Q3. Work is in progress to implement the core training skills framework and reduce core skills training to 5 days per annum. L&D are working closely with the Safeguarding Lead to focus on the lower levels of compliance and access to training sessions. 8

11 5. Workforce Metrics - Division Level Workforce Data by Division Q2 2016/17 Core Skills Compliance Q2 2016/17 Appraisal Rate Q2 2016/17 For discussion: All Divisions have appraisal rates above the 80% threshold. Corporate Services and Substance Misuse Services are piloting the Develop our People Progress Discussions feedback review Q3 Core training skills are being implemented to rationalise training to 5 days and improve compliance to at least 80% across all subjects. 9

12 6. Equality and Diversity Staff in Post by Ethnicity AfC Bands 2-7 Staff in Post by Ethnicity AfC Bands 8A-9 and VSM Staff in Post by Age Band Staff in Post by Disability Attendees on CPD training in Q2 by ethnicity AfC bands 2-7 shows that there is almost an even split between BME and White members of staff. This means that there is over representation of BME staff when compared to overall BME workforce (42%). AfC Bands 8A-9 shows most striking difference of BME staff in lower grades. Staff in Post by Gender Staff in post by Age bands shows that there are slightly higher number of staff in the years of age. Staff in post by disability shows only a small number of staff who have declared disability. CPD training shows a higher number of staff taking up development opportunities but this does appear to be reflected in higher post bandings. Staff in post by gender shows that there are twice as many females employed when compared to males but this is reflective of the overall NHS workforce. 10

13 7. Recommendations, Conclusion and Q3 Key Deliverables Conclusion and Recommendations Despite the increase in headcount disappointingly temporary staffing usage remain high in particular agency use, some of this can be mitigated by the new Band 5 nurses not all having their NMC PINs and also these new nurses requiring a supervisory period. A Temporary Staffing Policy has been drawn up and a formal meeting now fully established to scrutinise all agency and interim use both in and outside of the NHS Professionals contract. Where we have seen 100% of the Band 5 intake from 2015 remain in post we need to drive some real focus on retention and look to the areas especially wards where there is high turnover and really get to the heart of why staff move on to start trying to resolve this issue as C&I are an outlier in MH Trusts in London. Q3 Key Deliverables Full agreement on the Management and Leadership development programme across the Trust with a view to progress roll-out in Q4 HR will continue to support Operations and other high agency users to reduce their usage and spend. Focus on retention hotspots and reasons and roll out the Strategy. Focus and promotion to get as many staff as possible to complete the annual NHS Staff Survey so we get rich and meaningful feedback across all of the divisions in all areas. 11

14 8. Data Definitions, Source and RAG Ratings Data Definitions FTE (Full-Time Equivalent) : Number of full time positions. A member of staff working full time will have a FTE of Establishment (FTE) : Budgeted full time equivalent of established posts. Staff In Post (FTE and headcount) : Number of staff employed at the end of the quarter (full-time equivalent and headcount). Vacancy Rate : The vacancy rate is a measure of the difference between established posts and actual staff in post. i.e. (Established FTE Actual FTE) / Established FTE x 100. Staff Turnover: The percentage (rate) of people leaving the Trust over the 3 monthly period. i.e. Number of leavers over the 3 month period (headcount) / average staff in post over period (headcount) x 100 Note : excludes rotational staff (Junior Doctors) and staff that have transferred to another organisation as part of TUPE or internal movements. Sickness Absence Rate: The percentage rate of sickness absence calculated in days lost. i.e. (FTE days lost through absence/fte days contracted in period) x 100. Salary Based Sickness Absence Cost ( ) - The basic salary amount paid to staff whilst absent due to sickness (excludes London weighting and any allowances). KPI RAG rating Measure Green Amber Red Vacancy Rate <10% 10%-15% >15% or <0% Bank Use (% of funded establishment) <10% 10%-14% >14% Sickness Absence Rate <=3% 3%-3.5% >3.6% Staff Turnover (annual) <16% 16%-20% >20% Core Skills (all except IG which has a compliance rating of 95%) >80% 68%-79% <68% IG Training <=95% 80%-94% <80% Appraisals >80% 68%-79% <68% The RAG rating for core skills has been altered following discussions with the Executive to bring them in line with other organisations. Trust targets to reduce both sickness absence and bank use are reflected in the scoring parameters set for both these areas. Vacancy rate RAG ratings have been set at a level that takes account of the need to keep some vacancies open for potential redeployments from organisational change, whilst safely running services. Data Sources Item Establishment (FTE) Staff in Post (Headcount & FTE) Data Source Finance Ledger ESR Bank Use (% of funded establishment) - Bank use expressed as a percentage of funded establishment. Bank Use (FTE) Bank & Agency Spend ( ) Finance Ledger Finance Ledger i.e. (Bank use (FTE) / Establishment (FTE)) x 100 Core Skills Compliance (%) - Number of staff attended courses/ Number of that should have attended x 100. Sickness Absence (% and ) Turnover % (Leavers and Headcount) Core Skills ESR and Healthroster ESR ESR/ OLM 12